Sustainability Repor 2021

Well
ing
D
Doing
by
ood

The role of the private sector is changing. Today, stakeholders expect companies not 
only to generate value for their shareholders and employees but also for society and 
the environment in which they operate. In the context of social and economic recovery 
from the effects of the Covid-19 pandemic, environmental protection, climate change 
action and social equity are essential elements in the transformation toward a low-
carbon and resource-efficient economy. 
One of the main conclusions we could draw from the last Climate Summit in Glasgow, 
COP26, was the consensus among politicians, industry, customers and society in 
general on the need to accelerate the pace of decarbonization. This inertia is driving 
the transformation of all economic sectors, especially the industrial sectors, where the 
change in the energy mix plays a crucial role. 
If we look at the industries to which Gonvarri’s activity has traditionally been linked, 
the impact of this transformation is global and intense. The automotive industry is 
moving unstoppable toward electrification and mobility services; steel production is 
seeing growing interest in low-emission steel, as it prepares for a true “Green Steel” 
revolution. In relation to renewables, the current context of war between Ukraine and 
Russia, where the renewed interest of many European countries in reducing their 
dependence on Russian-origin natural gas is leading them to review their energy 
and security of supply policies by setting new and more ambitious renewable energy 
targets for 2030, is a major conditioning factor.
Letter from the Chairman
Jon Riberas
environmental protection, climate 
change action and social equity 
are essential elements in the 
transformation toward a low-carbon 
and resource-efficient economy
102-14
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Letter from the Chairman
3
Gonvarri Industries  Sustainability Report 2021

From a risk perspective, climate risk represents a structural and long-term risk that 
causes capital reallocation. The profitability of business must be sustainable over 
time, and in the future we see that regulatory restrictions, financial markets and 
society in general are designing new very restrictive boundary conditions with CO2 
emissions. This is why the consolidation of our Carbon-Neutral Plan is a strategic 
priority for the coming years, which has also led us to commit to the Science Based 
Targets initiative and its Net-Zero framework, which establishes the highest level of 
ambition in the reduction of CO2 emissions. 
Taking advantage of the opportunities offered by this energy transition will help 
us to: reduce the environmental impact of our energy consumption, limit our 
dependence on non-native energy resources and explore new business areas linked 
to this new economy. The green economy poses changes in the production and 
consumption models, and to the extent that we can anticipate these changes, we 
will take advantage of the opportunities that this transition offers us.
At Gonvarri, 2021 also marked a change in the Strategic Plan. The Plan for the 2019-
2021 period has already been defined as one of its pillars the drive for growth and 
diversification of technological and innovative projects in markets with development 
potential. This pillar is still present in the new 22-24 Strategic Plan that, with the 
always fundamental reference of the Sustainability Policy, which helps us become 
aware of the challenges facing society, are the guide that directs our decisions and 
actions. 
In this context, I present once again this year’s Sustainability Report for the 2021 
financial year, where we renew and maintain our commitment to the Global Compact, 
promoting compliance with the 10 Universal Principles and aligned with the 
Sustainable Development Goals. 
Finally, I want to express my deepest gratitude for the work and dedication of those 
people who make it possible for Gonvarri to continue to advance steadily in its 
business project. Honesty, humility, tenacity and hard work have always been our 
hallmark and our best guarantee of a job well done. 
I invite you to take a closer look at our report and learn in detail about our progress 
on environmental, social and governance issues. 
Thank you very much
The green economy poses changes in the production and consumption models, and to the extent that we can 
anticipate these changes, we will take advantage of the opportunities that this transition offers us.
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Letter from the Chairman
4
Gonvarri Industries  Sustainability Report 2021

Dear Reader, 
For Gonvarri Industries, 2021 marked the culmination of our third Strategic Plan, 
corresponding to the 2019-2021 period. These three years have been characterized 
by an extremely volatile, uncertain and complex period due to the Covid-19 pandemic 
and international political, social and economic tensions, however, and despite the 
difficulties experienced, we have managed to culminate by making progress in the 
main axes of the plan: diversification, value creation, digitalization and sustainability. 
Thanks to this progress, we are now a more diversified group and better positioned to 
grow in emerging sectors. 
The gradual recovery from the pandemic invited us to be optimistic about the 
reactivation of industrial activity from the second half of 2021, but the tensions in 
the supply chain with delays and serious supply problems in some industries, and 
the subsequent upward spiral in the prices of raw materials and energy, have placed 
us before a quite different scenario. As if this were not enough, the war in Ukraine 
is exacerbating and prolonging these effects, adding even more uncertainty and 
complexity to the future. 
In parallel to this difficult situation, the structural changes driven by global trends 
such as digitalization, automation, circularity and decarbonization are marking the 
transformation of industry. In response to this challenging environment, at Gonvarri, 
we have defined a new Strategic Plan for the three-year period 22-24, which, 
based on our industrial activity, will continue to drive growth and diversification in 
technological and innovative projects in markets with high development potential. We 
believe that the energy transformation, with hydrogen and renewable energies at the 
forefront, and the unstoppable evolution of sustainable mobility, with the electric car 
as the main exponent, will be some of the important growth vectors for the coming 
years.
Letter from the CEO
Josu Calvo
We have managed to culminate by making 
progress in the main axes of the plan: 
diversification, value creation, digitalization 
and sustainability. Thanks to this progress, we 
are now a more diversified group and better 
positioned to grow in emerging sectors.
102-14
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Letter from the CEO
5
Gonvarri Industries  Sustainability Report 2021

In relation to the company’s operations, the last Strategic Plan consolidated the 
commitment to become a more sustainable company, with progress in reducing the 
consumption of resources, waste generation and reduction of environmental impact, 
highlighting the recovery of waste generated of over 90%. In the area of energy 
transformation, the accumulated savings of 17GWh/year in energy consumption 
thanks to the more than 90 energy savings and efficiency initiatives implemented 
are noteworthy. Also, in the area of self-consumption, I want to highlight the recent 
commissioning of 4 new solar photovoltaic installations in our factories, with a total 
production of more than 7MW. 
In terms of sustainability and emission reduction, the new Strategic Plan lays the 
foundations on which to meet the future decarbonisation commitments set out in 
the company’s Carbon Neutral Plan; progress toward robust emissions accounting, 
electricity supply from renewable sources guaranteed in long-term bilateral 
contracts, recurring energy saving measures and the study of new energy vectors 
should lead us to significant reductions in CO2 emissions from our activities in the 
coming years. Furthermore, the industrial-scale implementation of circular economy 
projects, which have been tested at the laboratory level, will improve the operational 
efficiency of the group’s pickling and galvanizing processes. Gonvarri is committed 
to a circular model in its processes, which contributes to the decarbonization of the 
steel value chain. 
We believe that only genuinely sustainable products will have a place in the future 
and that sustainability is a fundamental requirement for the long-term success of 
any business. With this vision, and an open attitude toward new alternatives in the 
management of talent and diversity, the Gonvarri Group and all the professionals 
who form part of this great project work every day to offer our clients the level of 
excellence to which they are accustomed. 
By reading this Sustainability Report for 2021, I invite you to take a closer look at our 
environmental, social and governance performance in 2021. 
Thank you very much.
In terms of sustainability and emission reduction, the new Strategic Plan lays the foundations  
on which to meet the future decarbonisation commitments set out in the company’s Carbon Neutral Plan.
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Letter from the CEO
6
Gonvarri Industries  Sustainability Report 2021

INDEX
Culture
ESG
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
	
21  Management focus 
	
28  Carbon Neutral Plan 2030/50
	
22  Energy and emissions
	
29  Circular Economy
	
34  Water and wastewater
	
35  Soils
ENVIRONMENTAL
	
37  People 
49  Health and Safety
60   Customers
69   Supply chain
 72  Value creation: Efficiency, digitalisation and Innovation 
87  Contribution to the community
SOCIAL
Corporate governance  103
Balance  107
Taxation  112
Compliance model  114
Risks and opportunities  118
GOVERNMENT
External verification report  123
Report Profile  124
Quantitative Information 125
Associations and organizations 131
GRI Content Index  132
Global Compact Principles  138
Perimeter considered  139
ANNEX
	
The Company  9
	
Letter from the Chairman  3 
Value creation and sustainable  
            management. Drive Model	 15   
	
Letter from the CEO  5 
	
Materiality  17
	
	 GONVARRI INDUSTRIES
7
Gonvarri Industries  Sustainability Report 2021

Gonvarri Industries
Culture
ESG
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
	
The Company  9
	
Letter from the Chairman  3 
Value creation and sustainable  
            management. Drive Model	 15   
	
Letter from the CEO  5 
	
Materiality  17
	
	 GONVARRI INDUSTRIES
The Company
8
Gonvarri Industries  Sustainability Report 2021

Mis-
sion
Gonvarri Corporación Financiera, S.L. (henceforth Gonvarri) was 
founded in 1958, developing the manufacturing, transformation 
and marketing of steel products and metals related to the iron 
and steel industry, becoming a benchmark in the flat steel and 
aluminium transformation sector worldwide (102-1).
From the beginning, Gonvarri Industries has experienced 
sustainable growth, diversifying globally, and is currently 
present in 26 countries with a total of 46 factories in operation 
and 28 distribution centres and offices.
Sustainability is an essential element in the company’s culture. 
From the beginning, Gonvarri has worked to grow as a solid 
and responsible company, where the global corporate culture 
preserves the same values - Honesty, Humility, Tenacity 
and Work - that its founder set forth. Along with them, 
sustainability is integrated as a key aspect in all the countries 
where Gonvarri is present, becoming a pathway to the fulfilment 
of the company´s mission and to face the expectations of its 
stakeholders and the Sustainable Development Goals (102-6). 
Gonvarri Industries’ ethical and business values lead the way 
and inspire its “Doing Well by Doing Good” purpose.
Because only acting correctly, believing in what it is doing, 
working honestly and consistently, things can be achieved 
correctly.
102-6
The Company
To offer 
 Metal Solutions  
for a safer and 
sustainable future
To improve the Performance of our 
customers providing Innovative 
and Sustainable Metal Solutions 
based on a World Wide highly 
Collaborative Organization
Purpose
Mission
Vision
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
The Company
9
Gonvarri Industries  Sustainability Report 2021

10
AMG Río Grande***
GonvarriColombia 
GonvarriArgentina 
Gonvauto Puebla
SuportsMexico
Off. GMS Baja California
Gonvauto South Carolina
AMERICA
USA
MEXICO
COLOMBIA
BRAZIL
ARGENTINA
AMG Campinas
AMG Resende*
AMG Paraná
ASIA
CHINA
ISRAEL
Gonvvama Shenyang
Agromega
Offices Gonvarri Asia
Gonvvama Changshu
GVS Dangguan
Gonvvama Loudi
Gonvvama Chongqing
GAIPL Pune*
INDIA
26 /25
Countries 
/PERIMETER OF THE S 
USTAINABILITY REPORT
GLOBAL PERIMETER
/43
46
Operational 
factories
/28
28
Offices and  
distribution centres 
/5,632
6,185
Own  
professionals
Factories
Gonvarri Steel Services
Gonvarri Metal Structures
Gonvarri Material Handling
Gonvarri Precision Tubes
Distribution centres and offices
* Not included in the scope of the report..
** Closed in 2021.
*** Warehouse at present.  
       Factory under construction.
AMG Senica
Gonvauto Nitra
GMHSlovakia DC
SLOVAKIA
UK
Steel & Alloy Popes Lane
Steel & Alloy Newton Aycliffe
Steel & Alloy Bridge Street
Steel & Alloy Union Street
Steel & Alloy Cannock**
GMHUK DC
GMHBelgium DC
BELGIUM
GMH Holland DC
NETHERLANDS
GMHDenmark DC
DENMARK
GMH Complete Storage  
& Interiors Ltd (CSI)
Gonvarri Burgos
Headquarters
Gonvarri Barcelona
Gonvarri Tarragona
Gonvarri Valencia
Gonvauto Barcelona
Gonvauto Galicia
Gonvauto Navarra
Gonvauto Asturias
Laser Barcelona
Laser Zaragoza
Laser Valencia
Spain
Laser Riera i Tutó
GonvarriPortugal
PORTUGAL
Hiasa
GMH Lampe Lagertechnik
Gonvauto Thüringen
Gonvauto Automotive
Gonvarri Aluminium
GMH Laubach
GERMANY
GMHNorway
GonvarriTurkey (Çepaş)
NORWAY
TURKEY
GonvarriPoland
GMHPoland DC
POLAND
GMH Rasnov
ROMANIA
GMH Hungary DC
HUNGRÍA
GMH Kirovsk
SG Kaluga
RUSSIA
GMH Kredit
GMH Czech DC
CZECH REP.
GMH Lohja
FINLAND
GMH Kaufmann Systems
SWITZERLAND
GMHSweden Off
GMHSweden DC
GMH Stålteknik I y II
SWEDEN
EUROPE
Road Steel Engineering
Gonvarri Solar Steel
Suports
Addimen
GMS Bilbao Off.
Gonvarri GMS DT
Gonvarri Vizcaya
Reca
Sogeisa
Laser Boost
Flinsa
Worldwide Presence 
102-4 AND 102-6
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
The Company
10
Gonvarri Industries  Sustainability Report 2021

76%
Certification 
ISO 45001
Total own 
employees       
5,632 perimeter  
Memory
6,185
Training 
hours
+192,300
Employees 
of local origin 
92%
>90%
Circular 
economy
of waste  
valorised
83%
Certification  
ISO 14001
tCO2eq
Scope  
1 and 2
65,180
Energy 
consumption
(GJ)
951,796
Energy 
efficiency
Total savings
17 Gwh
EBITDA
325
Million €
46
Factories in 
operation
61
CAPEX
Million €
Million €
EVD
4,073
Turnover 
4,245
Million €
Government-Financial  Contribution 
Social  Contribution 
Environmental Contribution 
Key figures 
The main figures for the year are summarised below:
102-7
A
S
G
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
The Company
11
Gonvarri Industries  Sustainability Report 2021

Main brands and products 
Gonvarri Industries is oriented towards a complete service to meet customers’ steel and aluminium needs through four business units: 
102-2
Gonvarri Services Centers
Sectors
• Automotive
• Industry  
• Household appliances
Processes
• Mechanical cutting
• Surface treatment
• Customised production 
Gonvarri Material Handling
Storage Solutions
One of the leading suppliers of 
engineering and manufacturing of 
storage and handling systems for all 
industrial environments offering an 
integral service.
Gonvarri Precision Tubes
Design and manufacture of a wide 
range of tubes, tailored to customer 
requirements. 
Road Steel
Design, manufacture and 
installation of road safety 
products.
Solar Steel
Design, manufacture and 
installation of metal structures 
for solar energy.
Mecano
Design, manufacture and 
installation of profiles and 
systems for energy and data 
conduction.
Steel Construction
Design, manufacture and 
assembly of metal structures for 
industrial buildings, electricity 
pylons, etc.
AgroTech
Design, development, supply and 
construction of complete high-
tech greenhouse solutions.
Lattice Towers
Design and engineering of 
electrical towers with the 
most advanced standards and 
software.
Gonvarri Metal Structures
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
The Company
12
Gonvarri Industries  Sustainability Report 2021

Key milestones in 2021 
Gonvarri Industries is present in 27 countries (26 in the scope of the Report), which 
allows us to cover a significant part of the global market. It also continues to invest in 
new production lines as demand increases, in new products and in internal initiatives to 
improve the environment, which allows us to strengthen our position in the global market.
•	 Almaceno builds the 
largest e-commerce 
fashion distribution centre 
inColombia. 
•	 GMH Constructor 
(Sweden) develops a new 
automotive spare parts 
warehouse.
•	 Emotional Driving 
presents “12 months, 
12 questions on road 
safety”.
•	 Gonvarri Industries, 
a patron company of 
IESE.
•	 Gonvarri AgroTech 
acquires Agromega.
•	 Webinar on 
Carbon Neutral 
2030-50 in 
Teams.
•	 Construction begins 
on the new AMG Rio 
Grande do Sul plant 
inBrazil.
•	 15th anniversary of 
Suports. 
•	 Gonvarri Corporación 
Financiera awarded 
the AECA Diploma of 
Honour.
•	 AMG Campinas 
builds additional halls 
(4.200m2) for a new 
blanking line.
•	 Gonvarri Solar Steel 
obtains CE Marking under 
the EN 1090 standard.
•	 Gonvarri publishes its 
2020 Sustainability 
Report in interactive 
digital format without CO2 
emissions.
102-6
01
January
02
February
03
March
04
April
05
May
06
June
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
The Company
13
Gonvarri Industries  Sustainability Report 2021

•	 Gonvarri Barcelona 
incorporates the group’s 
first lithium forklift 
into its galvanising line.
•	 Gonvarri Thüringen 
begins expansion of 
Slitting finished product 
storage capacity.
•	 GMH Dexion helps 
to alleviate flood 
damage inGermany.
•	 Gonvvama 
Changsu recognised 
as “Enterprise 
Engineering 
Technology 
Research Centre”.
•	 Expansion of 
GMH Dexion 
Romania by 
more than 35% to 
13,700 m2.
•	 Flinsa begins 
to install 
photovoltaic 
panels on 
the roofs of its 
warehouses.
•	 Presentation of the 
study “Brazilians 
at the wheel, 
distractions and 
mobile phone use”.
•	 Gonvarri Thüringen 
starts production of cold 
stamping parts on its 
new laser blanking line.
•	 GonvarriTurkey 
(Cepas) completes the 
reinforcement of the 
structure of “sector A” 
to install new bridge 
cranes. 
•	 AMG Campinas 
completes phase 1 of the 
renovation of the retrofit 
(pickling) line. 
•	 The new Gonvarri Metal 
Structures (GMS) R&D centre 
is inaugurated.
•	 Madrid headquarters 
completes three sports 
courts for its employees. 
01
Julio
02
Agosto
03
Septiembre
04
Octubre
05
Noviembre
06
Diciembre
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
The Company
14
Gonvarri Industries  Sustainability Report 2021

Value creation and sustainable management. Drive model
Drive is the Management Model that drives Gonvarri 
Industries to meet its objectives of profitability, growth and 
long-term value creation. The Model is based on people, 
efficiency and continuous improvement of its processes, on the 
particular effort in terms of innovation, and always under the 
focus of sustainability and the compliance model. 
Gonvarri Industries is firmly committed to the creation of long-
term value. It therefore integrates and updates its strategy with 
a comprehensive ESG (Environmental, Social and Governance) 
approach, generating a positive impact on customers, industry, 
society and the environment.
Sustainability Policy, SDGs 
and the UN Global Compact 
The Sustainability Policy, approved by the Board of Directors, 
includes adherence to the United Nations Global Compact, 
firmly supporting compliance with the 10 Universal Principles, 
and is aligned with the Sustainable Development Goals.
Within this “ESG” 
framework, the 
following SDGs 
aligned with the 
business
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Value creation and sustainable management. Drive Model
15
Gonvarri Industries  Sustainability Report 2021

•	 Carbon Neutral Plan 2030/2050 emissions 
reduction through renewable energy use, fuel 
substitution and energy efficiency. 
•	 Signing of the SBTi commitment (February 2022).
•	 Energy efficiency, 86 MAEs implemented (since 
2015), with annual energy savings of 17.4 GWh.
•	 Circular Economy, more than 90% of the waste is 
recovered and 36% of the steel used is recycled. 
•	 83% of factories certified under ISO 14001 standard
Environmental
•	 Promoting stable and local employment. 
•	 Talent retention, performance assessment, 
mobility and training. 
•	 Objective: Zero accidents. 
•	 Security Plan “Doing Well by Doing 
Safe”, ISO 45001, training and awareness-
raising.
•	 Customer service: a priority.
•	 Social action: corporate and local 
initiatives to benefit the local community. 
•	 Cultural change: Digital WorkPlace
•	 Transformation of the production 
model and products: GSP, innovation and 
efficiency.
Social
•	 Sustainability, Ethics and Compliance 
Policy. 
•	 Ethics channel and ethics committee.
•	 Carbon Neutral Committee: monitoring of 
actions towards the Net Zero target in 2050. 
•	 Transparency and commitment. 
•	 Economic Value Distributed: €4,073 million.
•	 Investment in activities aligned with the 
European Taxonomy.
Government
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Value creation and sustainable management. Drive Model
16
Gonvarri Industries  Sustainability Report 2021

Materiality
102-40, 102-42, 102-43, 102-46, 102-49, 103-1, 103-2 AND 103-3
Relations with the different stakeholders are a key 
aspect at Gonvarri Industries. For this reason, since 
2013 they have been analysed and updated to 
improve their coverage, to have greater knowledge 
of their expectations and to orient the content of the 
Report towards their main requirements in terms of 
ESG (Environmental, Social and Governance).
At Gonvarri we have different specific communication 
channels for each stakeholder group identified. Such 
communication goes both ways and there is no set 
frequency, since each stakeholder’s requirements are 
different:
• Catalogues, presentations and 
stands at trade fairs. 
• Communication tools, e.g. “B2B 
platforms”. 
• Annual satisfaction survey. 
• Regular visits and meetings. 
• Incident management.
• Joint initiatives 
with third sector 
organisations. 
• Collaboration and 
volunteering.
• Daily analysis of 
relevant news. 
• Press releases. 
• Social media 
channels and 
websites.
Third 
sector
The  
media
• Global work climate surveys. 
• “Leading The Change” Intranet. 
• Interdepartmental meetings with 
management. 
• Briefings with the CEO. 
• Works Council and the Health and 
Safety Committee.
• Relations with the local 
administration, associations and 
other organisations from the 
management of each factory. 
• Events and open days. 
• Institutional meetings.
Society: local 
communities and 
administrations
• Regular meetings and reports 
between General Managers and 
the CEO. 
• Quarterly results on the agenda 
of the Board of Directors.
Shareholders 
/ Senior 
management
• Supplier evaluation 
surveys. 
• Regular visits and 
meetings. 
• Supplier portal. 
• Complaints handling. 
Suppliers
Employees
Clients
• Forums and 
associations. 
• Occasional 
collaborations.
Competition
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Materiality
17
Gonvarri Industries  Sustainability Report 2021

Internal and external coverage 
102-46
External
Bench-
mark 
sectorial
Supplier´s 
opinion
Employees’ 
opinion
Press 
analysis
Analysts´ 
reports
Customers 
opinion
Internal
Strategy
Key  
aspects
Contractual 
obligations
Management  
opinion
In addition, the company has an increasing presence on social network, which allows us to access to a much wider 
target audience. The main figures for 2021 are summarised below.
Gonvarri Industries identifies its material issues through a 
“Materiality Study” carried out in collaboration with an 
independent external company and by means of a tool for 
data analysis to assess the importance and perception of 
each identified issue. This study is carried out every two 
years, with the last study being carried out in 2020 and 
updated in 2022.
Internal sources (policies, strategy, etc.) and external 
sources (news, competition, trends, etc.) are consulted, 
as well as different stakeholders such as management, 
employees, customers and suppliers. This process allows 
us to identify environmental, social and governance (ESG) 
issues that are most relevant to Gonvarri Industries and 
its stakeholders.
2,140 Followers
25 Total content published
6,594	 Visits to Gonvarri profiles
21,888 Followers
 80 Total content published
31,904 Visits to Gonvarri 
profiles de Gonvarri
315 Subscribers
 43 Total videos 
published
A total of 2,056 surveys were sent to management, employees, 
customers and suppliers with a group average response rate of 58%. 
2,056 submitted
1,192 responded
58%
participation
Creación de valor y gestión	sostenible. Modelo Drive
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Materiality
18
Gonvarri Industries  Sustainability Report 2021

In addition, the responses in each stakeholder group have 
been analysed to obtain information on the material issues not 
covered globally. The result shows that: 
For internal stakeholders, it is considered material (in addition 
to the above): 
For external stakeholders, it is considered material (in addition 
to the above): 
All material topics reported are identified in the GRI content 
index and in each section of the report.
The study also measures the internal and external perception 
that stakeholders have of Gonvarri Industries’ approach to and 
development of the topics surveyed. 
Within this scope, internal stakeholders show a keen 
perception in matters related to: strategy and sustainable 
governance, ethics and whistleblowing channels, health 
and safety and, for external stakeholders, ethics and 
whistleblowing channels, health and safety, and managing 
environmental impact.
Communication
Risk management
Social action and community dialogue
Approval of suppliers
Innovation and digitalisation
Issues 
Issues  102-47
SDG
Capítulo
Ethics, 
compliance and 
whistleblowing 
channels
Ethics, anti-corruption and compliance framework. 
Whistleblowing channels. 
Customer 
and product 
relationship
Relationships with customers and joint projects that contribute 
to developing more sustainable products with a more 
sustainable life cycle.
Talent 
management
Robust training, career development and performance 
appraisal programmes that contribute to attracting and 
retaining talent.
Health and 
safety
Availability of a policy and a health and safety management 
system for employees and subcontractors, to help creating 
a good work environment and reducing accidents and work 
incidents.
Managing 
environmental 
impact
A formal policy and a management system that contributes 
to ongoing improvement and to minimizing our environmental 
impact.
Circular 
Economy
A system to control and measure raw materials and to manage 
and minimize waste, thus enabling a Circular Economy.
Climate 
change
Strategic plan to move towards a Carbon Neutral future 
The material issues identified are summarised below (102-44): 
Social
Social
Social
Environmental
Goverment
Creación de valor y gestión	sostenible. Modelo Drive
Environmental
Environmental
Gonvarri
Environmental
Social
Government
Value creation and sustainable management. Drive Model
Letter from the CEO
Materiality
The Company
Letter from the Chairman
ESG CULTURE
ANNEX
i
Materiality
19
Gonvarri Industries  Sustainability Report 2021

Environmental
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Culture
ESG
	
21  Management focus 
	
28  Carbon Neutral Plan 2030/50
	
22  Energy and emissions
	
29  Circular Economy
	
34  Water and wastewater
	
35  Soils
ENVIRONMENTAL
20
Gonvarri Industries  Sustainability Report 2021

Environmental Performance
Gonvarri’s commitment to the environment began with the 
certification of its Environmental Management System under 
the ISO 14001 standard. 
At present, 83% of the group’s factories are certified. The 
Laser Automotive plants (Barcelona, Zaragoza, Riera i Tutó and 
Valencia), which have a very low environmental impact due to 
their activity, the GMH Kirovsk (Russia), GMH Lohja (Finland) 
and Gonvarri South Carolina plants are pending certification. As 
a result, 93% of the workforce operates under the ISO 14001 
standard. 
In order to cover the materialisation of possible environmental 
risks, at Gonvarri Industries we make financial provisions and 
have guarantees to cover the occurrence of environmental risks 
in the insurance policies it has taken out, with a coverage of up 
to €20m: 
•	 Environmental Responsibility Insurance 
•	 Sudden and Accidental Pollution Liability coverage in the 
General Liability policy.
During 2021, it was not necessary to activate the guarantees 
of the Environmental Responsibility Policy that the Group has 
contracted. 
Likewise, for the monitoring and measurement of data and 
relevant environmental information, since 2017 it has been 
consolidated through the “Sygris-Environment” software, 
which also allows us to have reports on parameterized 
incidents, monitor all analytical values (spills and/or emissions), 
the list of consumables, the waste register, etc. This enables 
us to see the trends and to transversalize the best practices 
available internally.
In 2021, in order to adapt the platform to new trends and 
projects, the fields for reporting energy information were 
significantly expanded, mainly those related to renewable 
energies (certificates at source, PPAs, purchase of steam/heat 
or photovoltaic self-consumption). 
With all this, Gonvarri monitors the environmental impacts 
derived from its activity through various indicators that 
measure its environmental performance, allowing it to measure 
its evolution and identify opportunities for improvement. The 
main performance indicators are shown throughout the chapter.
Management focus 
103-1, 103-2 AND 103-3
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Management focus
21
Gonvarri Industries  Sustainability Report 2021

Energy and emissions
Energy consumption 
Gonvarri’s production process is intensive in energy 
consumption, especially in those factories where there are 
steelmaking processes such as zinc plating or galvanising. This 
is why monitoring, controlling and reducing energy consumption 
are very important aspects of the company’s management. 
Internal energy consumption 302-1
In 2021, Gonvarri consumed a total of 264 GWh of energy, 
of which 138 GWh corresponds to the consumption of fossil 
fuels and 126 GWh corresponds to electricity consumption, 
with 6% of this consumption coming from renewable 
sources. The rest comes from the consumption of fossil fuels 
and steam. 
Practically all electricity consumption in the facilities is used 
for production. Only around 6% of the total is consumed in air 
conditioning.
45%
3%
42%
Conventional 
electricity
Renewable 
electricity
2%
Propane 
& LPG
4%
Diesel
1%
Gasoline
3%
Steam
Natural gas
*Company cars
Internal energy consumption (GJ)
 Conventional  
electricity
Renewable  
electricity
Natural 
gas
LPG/ 
Propane
Diesel 
process
 Diesel*  Gasoline* 
 Steam 
 TOTAL 
Germany 
 20,286 
 2,718 
 29,898 
 -   
 943 
 4,817 
 281 
 58,943 
Argentina 
 2,462 
 -   
 -   
 920 
 -   
 3,382 
Belgium 
 40 
 202 
 242 
Brazil 
 15,340 
 -   
 35,557 
 7,556 
 1,318 
 59,771 
China 
 49,489 
 17,568 
 -   
 2,274 
 929 
 94 
 70,354 
Colombia 
 7,946 
 24,940 
 661 
 18 
 33,565 
Denmark 
 264 
 659 
 158 
 1,081 
Spain 
 255,718 
 168,375 
 959 
 7,901 
 6,307 
 554 
 12,308  452,123 
USA 
 16,965 
 3,825 
 4,122 
 418 
 25,330 
Slovakia  
 12,055 
 7,010 
 111 
 338 
 241 
 19,755 
Finland 
 803 
 1,195 
 221 
 198 
 155 
 2,571 
Netherlands 
 140 
 349 
 587 
 482 
 1,558 
Hungary 
 407 
 86 
 493 
Israel 
 11 
 58 
 69 
Mexico 
 4,223 
 3,584 
 2,312 
 1 
 10,120 
Norway 
 67 
 594 
 248 
 910 
Poland 
 5,908 
 5,159 
 569 
 1,336 
 12,972 
Portugal 
 5,872 
 69 
 197 
 1,206 
 796 
 8,140 
UK 
 569 
 12,131 
 17,720 
 1,169 
 518 
 162 
 32,269 
Czech Rep. 
 3,398 
 229 
 4,600 
 38 
 8,266 
Rumania 
 12,150 
 37,838 
 2,670 
 1,285 
 360 
 54,303 
Russia 
 9,339 
 27,003 
 1,530 
 192 
 58 
 7 
 16,413 
 54,541 
Sweden 
 5,952 
 134 
 2,599 
 994 
 504 
 10,182 
Switzerland 
 79,2 
 184 
 263 
Turkey 
 6,909 
 23,297 
 85 
 303 
 30,593 
 Total 
 429,093 
 25,557 
 404,333 
 22,384 
 12,000 21,456 
 7,747 
29,225  951,796 
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Energy and emissions
22
Gonvarri Industries  Sustainability Report 2021

The Carbon Neutral Plan 2030/50 establishes the objective 
of having 100% of the electricity consumed from renewable 
sources by 2030. To this end, the company is making a 
significant effort to develop solar photovoltaic installations for 
self-consumption and, in addition, through PPA-type supply 
contracts or certificates of origin, the group is making progress 
in the purchase of electricity from renewable sources, as shown 
below:
Purchase of electricity from renewable sources
The GMH factories inFinland (Lohja) and Sweden (Stålteknik), 
the UK Steel&Alloy factories (Aycliffe, Bridge Street, Union 
Street and Popes Lane) and the distribution centres in Sweden 
and theNetherlands have electricity supply contracts with 
renewable energy guarantees. At the end of 2021, the purchase 
of electricity from renewable sources amounted to 5,285 
MWh, representing 4.2% of total electricity consumption.
Photovoltaic power generation for self-consumption  
The factories of Gonvauto Thüringen (Germany) and Gonvauto 
Puebla (Mexico) have solar photovoltaic installations for self-
consumption with an installed capacity of 1 450 kW and a 
generation of 1,750 MWh in 2021. 
Finally, at GMH Kredit (Czech Rep.), the installation of 
aerothermal energy with a renewable energy consumption of 
64 MWh stands out. 
At the end of 2021, self-consumption amounted to 1,814 
MWh, representing 1.4% of total electricity consumption.
In addition, there are photovoltaic installations entirely 
dedicated to the sale of renewable energy at Gonvauto Navarra 
and Gonvarri and Gonvauto in Barcelona, with an installed 
capacity of 1800 kW. 
In line with the company’s Carbon Neutral Plan, more than 9 MW 
of new solar photovoltaic installations for self-consumption are 
expected to be commissioned in 2022 and 2023. 
External energy consumption 302-2
Gonvarri manufactures different products/formats, with 
different finishes. Furthermore, depending on their geographical 
location, the usual mode of transport is also variable (ship, train, 
lorry, etc.). 
This makes the calculation and availability of data for the 
estimation of Scope 3 complex. Work is currently underway to 
define a methodology for calculating this energy consumption 
and, therefore, it is expected that this information can be 
reported by 2025.
Energy intensity 302-3
Gonvarri considers that measuring its energy intensity is a good 
way to measure the efficiency and impact of its processes. 
The resulting annual ratio is calculated by dividing energy 
consumption by the total weight of products sold in each 
country. Both electricity and fuels have been considered for the 
calculation, corresponding only to internal energy consumption. 
 Renewable electricity purchase  (GdO) 2021
GJ
UK 
 12,131 
Finland
 803 
Sweden
 5,952 
Netherlands
 140 
Renewable energy sources
Energy intensity  (GJ/tonne sold)
Germany 
 0.20 
Argentina 
 0.09 
Brazil 
 0.09 
China 
 0.20 
Colombia 
 1.41 
Spain 
 0.19 
USA 
 0.16 
Slovakia  
 0.06 
Mexico 
 0.05 
Poland 
 0.08 
Portugal 
 0.05 
UK 
 0.13 
Czech Rep. 
 1.37 
Rumania 
 2.70 
Russia 
 0.62 
Sweden 
 3.62 
Turkey 
 0.87 
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Energy and emissions
23
Gonvarri Industries  Sustainability Report 2021

Energy Efficiency 302-4 AND 305-5
In its commitment to sustainability and as a fundamental pillar 
within the Carbon Neutral Project, Gonvarri continues to work 
on maintaining highly efficient production through the energy 
optimisation of all its processes, production lines and auxiliary 
equipment, striving at all times to achieve maximum production 
ratios with the lowest possible energy costs and always 
maintaining the highest levels of quality. 
In order to meet this objective, the ECO-ENERGY project has 
been underway since 2015, the main objectives of which are 
as follows:
•	 Implementation of an energy management and monitoring 
system in the Company’s different plants. 
•	 Research and implementation of energy-saving 
improvements to reduce consumption of gas, other fossil 
fuels, electricity and water. 
Currently, 18 of the group’s plants are monitored and further 
progress is expected in the coming years, both in terms of the 
number of plants monitored and the potential and functionalities 
of the energy management system. 
The control and monitoring of the general consumption of 
gas, electricity and water, as well as the consumption of all 
production lines, main engines, compressors, lighting, boilers, air 
conditioning, cooling systems, etc., is the goal: 
•	 Detailed monitoring of the specific consumption of lines and 
auxiliary equipment to control their proper functioning and 
operation. 
•	 To analyse and study the consumption in the facilities in 
order to identify possibilities for improvement and energy 
optimisation that will reduce both consumption and energy 
costs, as well as the emissions associated with the processes.
11.75 GWh/year
Electricity
5.69 GWh/year
Natural Gas
7,125 m3/year
Water
-
2,533 ton CO2
1,416 ton CO2
Savings Counter
Among the measures implemented in 2021, those aimed at 
reducing natural gas consumption in drying ovens, optimising 
steam networks and reducing residual consumption in process 
lines and auxiliary equipment should be highlighted. In addition, 
work continues on other measures such as the optimisation of 
compressed air generation processes, lighting systems and air 
conditioning equipment. 
The strong value that Gonvarri places on its commitment to 
sustainability and the environment means that the company is 
constantly seeking and investing in the most efficient solutions 
and technologies for its processes that will enable it to reduce 
its energy consumption as much as possible. 
The firm commitment to sustainability and energy efficiency has 
been and will continue to be a fundamental point in Gonvarri’s 
policies.
During 2021, 8 energy saving measures (ESMs) were 
implemented in different plants of the group, increasing the 
annual rate of energy savings by 2.21 GWh. 
With these measures, 86 MAEs have now been accounted for 
since the start of the ECO-ENERGY project. This has resulted in 
an annual energy saving rate of 17.44 GWh, which represents a 
reduction in energy consumption of 7 %. 
Of the total energy savings achieved, 67% corresponds to 
electricity consumption and the remaining 33% to natural gas 
consumption.
Energy savings (GWh/Year)
Natural Gas
Electricity
5.69
11.75
With regard to energy saving measures and the reduction of 
tonnes of CO2 emitted into the atmosphere, we work year after 
year to exceed the targets set at the beginning of the project.
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Energy and emissions
24
Gonvarri Industries  Sustainability Report 2021

Greenhouse gas emissions  
305-1 AND 305-2
At Gonvarri Industries, following the 
approval in 2020 of the Carbon Neutral 
2030-50 Plan, an ambitious roadmap was 
defined with important emission reduction 
targets. With regard to direct greenhouse 
gas emissions, the objective has been set 
to reduce emissions by 50% by 2030 vs. 
2019. To this end, work is being carried out 
along four lines of action: energy saving and 
efficiency, fuel substitution, development 
of solar photovoltaic electricity and the 
purchase of energy from renewable 
sources.
The monitoring of energy consumption and 
the calculation of emissions are the first 
step towards having rigorous information 
on the company’s real situation in terms 
of emissions, and to this end, in 2021 
all emission sources and all GHGs were 
included in the inventory and the emission 
factors were updated. In addition, work is 
being carried out on a CO2 scorecard that 
will provide reliable, centralised and updated 
information on the status of the emissions 
inventory throughout the company by 
2022. 
CO2 emissions are calculated according to 
the  GHG Protocol y el 2006 IPCC Guidelines 
for National Greenhouse Gas Inventories.
Scope 1 and 2
In 2021, Gonvarri Industries emitted 65,180 
tonnes of CO2 equivalent into the atmosphere, 
corresponding to direct emissions (Scope 1) and 
indirect emissions due to electricity consumption 
(Scope 2). 
Direct greenhouse gas emissions (Scope 1) mainly 
come from: the burning of fossil fuels (natural gas, 
liquefied petroleum gas and diesel) in production 
processes, from the fleet of company vehicles (diesel 
and petrol) and from fugitive emissions of refrigerant 
gases. In 2021, direct emissions amounted to 
24,953 tonnes of CO2 equivalent. 
In 2021, indirect emissions from electricity 
consumption and steam purchases (Scope 2) 
amount to 40,226 tonnes of CO2 equivalent. 
Distribution
by
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
3
8
%
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
6
2
%
Scope 1
Scope 2
 (*) Includes steam in Scope 2. 
scope
GHG emissions by country, 2021 (tnCO2/year)
 Electricity  
 Natural 
gas   
 LPG / 
Propane  
 Diesel 
process 
 Fleets 
vehicles   
Refrigerant 
gases
 Total 
Germany 
 1,358.0 
 1,511.2 
 -   
 74.1 
 346.5 
 3,289.9 
Argentina 
 240.1 
 58.0 
 298.1 
Belgium 
 1.9 
 13,8 
 15.7 
Brazil 
 445.0 
 1,797.2 
 476.8 
 87.7 
 2,806.7 
China 
 8,595.8 
 888.0 
 178.7 
 69.6 
 9,732.1 
Colombia 
 295.8 
 1,260.6 
 41.7 
 1.4 
 -   
 1,599.5 
Denmark 
 11.1 
 55.4 
 66,5 
Spain* 
 19,848.2 
 8,510.7 
 60.5 
 608.1 
 466.4 
 124.4 
 29,618.3 
USA 
 1,984.0 
 0.7 
 260.1 
 -   
 27.7 
 2,272.5 
Slovakia  
 535.8 
 324.8 
 7.0 
 39.0 
 906.6 
Finland 
 -   
 60.4 
 13.9 
 23.7 
 98.0 
Netherlands 
 -   
 17.6 
 -   
 72 
 89.7 
Hungría 
 -   
 -   
 -   
 33.6 
 33.6 
Israel 
 0.6 
 -   
 -   
 3.7 
 4.3 
Mexico 
 559.6 
 -   
 145.9 
 0.1 
 -   
 12.6 
 718.1 
Norway 
 0.1 
 -   
 -   
 57.0 
 57.2 
Poland 
 1,163.5 
 260.8 
 127.6 
 1,551.9 
Portugal 
 585.6 
 -   
 4.4 
 15.5 
 135.2 
 740.6 
UK 
 5.5 
 895.7 
 73.8 
 0.8 
 46.7 
 1,022.4 
Czech Rep, 
 432.7 
 232.5 
 -   
 3.0 
 668.2 
Rumania 
 1,157.7 
 1,912.5 
 168.5 
 111.5 
 3,350.2 
Russia* 
 1,784.7 
 1,364.9 
 96.6 
 15.1 
 4.4 
 3,265.6 
Sweden* 
 26.8 
 25.5 
 -   
 10.5 
 243.3 
 306.1 
Switzerland 
 0.3 
 -   
 254.9 
 12.6 
 267.7 
Turkey 
 1,193.3 
 1,177.6 
 5.3 
 23.8 
 2,400.0 
 Total 
 40,226 
 40,226 
 20,241 
 20,241 
 1,412 
 1,412 
 1,186 
 1,186 
 1,977 
 1,977 
 137 
 137 
 65,180 
 65,180 
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Energy and emissions
25
Gonvarri Industries  Sustainability Report 2021

Travel by
tCO2 eq/year
4
train
Travel by
tCO2 eq/year
614
Plane
Travel by
tCO2 eq/year
59
rental
car
With regard to indirect emissions from other sources, we report 
the information derived from corporate trips made, which 
amount to a total of 678 tonnes of CO2. Their distribution is 
shown below (305-3):
Scope  3
*Company cars
 Electricity 
Steam 
Natural Gas
LPG/Propane
Diesel
Diesel & Gasoline*
Distribution
by
source
60%
2%
31%
3%
2
2
 Emissions by origin tCO2eq.
 Direct 
 24,953 
 Natural gas  
 20,241 
 LPG/Propane 
 1,412 
 Diesel 
 1,186 
 Diesel & Gasoline* 
 1,977 
 Gases refrigerantes (305-6)
 137 
 Indirect. Electricity consumption 
 40,226 
 Electricity  
 38,656 
 Steam 
 1,570 
 Total 
 65,180 
Emission intensity 305-4
Gonvarri considers emissions intensity to measure the efficiency 
and impact of its processes. 
The resulting annual ratio is calculated by dividing direct and 
indirect emissions (305-1 and 305-2) by the total weight of 
products sold in each country. The following table details the 
results obtained in 2021:
 kg CO2 eq/ ton sold 
Germany 
 11.40 
Argentina 
 7.56 
Brazil 
 4.09 
China 
 27.73 
Colombia 
 67.04 
Spain 
 12.35 
USA 
 14.59 
Slovakia  
 2.69 
Mexico 
 3.29 
Poland 
 9.73 
Portugal 
 4.62 
UK 
 4.16 
Czech Rep. 
 110.63 
Rumania 
 166.32 
Russia 
 36.97 
Sweden 
 108.77 
Turkey 
 68.04 
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Energy and emissions
26
Gonvarri Industries  Sustainability Report 2021

Other emissions (kg)
 
NOx
SO2
CO
 Particles   
(MP)
HCI
Gonvarri  
Burgos
 2,307 
0
715
25
1
Hiasa
7,166
0
8,486
329
167
Gonvarri  
Tarragona 
151
0
17
0
37
Gonvvama 
Chongqing
221
11
0
166
0
Gonvvama 
Changshu 
0
0
0
84
0
Gonvvama  
Loudi 
120
20
0
0
0
Other emissions   
305-7
Regarding emissions from other sources, these are specific, as they 
mainly affect factories that carry out surface/special treatments 
(galvanising, electrogalvanising, etc.), where controls are carried 
out by an accredited body with the frequency established in the 
corresponding licences or other legal requirements. The main 
emissions are summarised below:
Other (aerothermal) 
GMH Kredit installed an “aerothermal” water-air pump system 
in areas IX and X of the factory, for heating and hot water in 
the offices and social areas (changing rooms, showers), which 
due to its characteristics is considered aerothermal energy of 
renewable origin. This avoided the emission of 35 tonnes of 
CO2  in 2021.
Solar structures 
The company is well aware of the possible negative effects 
that climate change can cause and, faced with this real risk, 
Gonvarri contributes to its mitigation through the Solar Steel 
company. 
The main activity of this division is the manufacture and 
supply of solar structures, mainly fixed and with single-axis 
trackers, which form part of the photovoltaic parks whose 
objective is the generation of renewable energy that does 
not emit greenhouse gases into the atmosphere. 
In total, solar structures were supplied for the installation of 
1,304MW, distributed in 8 countries. Estimating, among other 
things, the net hours of solar radiation per project, as well as 
the percentage that the cost of these structures represents 
with respect to the total cost of the project and the conversion 
factor applicable to each country, we estimate that we have 
contributed to indirectly avoiding a total of 118,348 tonnes 
of CO2 in the 2021 financial year. 
Avoided emissions 
Energy efficiency 
In 2021, 8 energy saving measures (ESMs) were implemented 
in different plants of the group, increasing the annual rate of 
energy savings by 2.21 GWh. 
With these measures, there are now 86 MAEs since the 
project began, achieving an annual energy saving rate of 
17.44 GWh, which represents a reduction in Gonvarri’s energy 
consumption of more than 7.5%. 
This is estimated to reduce 361 tonnes of CO2 /year in Scope 
1 and 267.6 tonnes of CO2/year in Scope 2. 
Purchase of energy from renewable 
sources 
The GMH Lohja (Finland) and GMH Stålteknik (Sweden) 
plants and the Steel&Alloy plants (S&A Aycliffe, S&A Bridge 
Street, S&A Union Street and S&A Popes Lane), as well as 
the GMH distribution centres in Sweden and the Netherlands, 
purchase 100% of their energy from renewable sources. As 
a result, 853 tonnes of CO2 emissions were avoided in the 
2021 financial year. 
Renewable energy sources
Through the self-consumed solar energy in the Puebla 
(Mexico) and Thüringen (Germany) plants, 612 tonnes of CO2 
emissions were avoided (165 tonnes of CO2 /year in Germany 
and 447 tonnes of CO2/year in Mexico). 
Likewise, the photovoltaic facilities of Gonvauto Navarra, 
Gonvauto Barcelona and Gonvarri Barcelona, whose 
generation is sold entirely to third parties, indirectly avoided 
the emission of 342 tonnes of CO2 in 2021.
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Energy and emissions
27
Gonvarri Industries  Sustainability Report 2021

Carbon Neutral Plan 2030/50
For Gonvarri Industries, being a carbon neutral company means being part 
of an important commitment in the fight against climate change, assuming 
a series of actions that promote and contribute to mitigating its impact. 
For this reason, we defined and approved the “Carbon Neutral 2030/50 
Plan” and incorporated it into the company’s decision-making, business 
strategy, management and performance.
Milestones 2020-2050 plan
Government 
To monitor and measure it, a “Carbon Neutral Government” is created, 
made up of a Carbon Neutral Committee and an Operational Team.
2020
2024
2050
2030
Establishment of 
emission reduction 
targets for 2030.
Scope 3: Reporting and targeting.
Short-term objectives   
SBTi objectives
- 50% reduction of Scope 1  
emissions (base year 2019). 
- 100% reduction of Scope 2  
emissions (base year 2019).
Long-term 
objectives  
SBTi targets:  
Net-Zero.
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Carbon Neutral Plan 2030/50
28
Gonvarri Industries  Sustainability Report 2021

Circular Economy, raw materials and waste
Gonvarri Industries uses various materials to manufacture its 
products. Steel consumption accounts for 96.8% and aluminium 
for 2.7% of the total, which is why throughout this chapter we 
Waste produced in our facilities is adequately segregated, monitored, 
identified, stored and managed through certified managers, as set out 
in the management system procedures and instructions. 
Gonvarri’s factories produced a total of 322,525 tonnes of waste, 93% 
of which was non-hazardous and the remaining 7% was hazardous. 
Non-hazardous waste: a total of 299,683 tonnes were produced. 
Scrap metal stands out with 98% of the total. The remaining 2% is made 
up of plastic packaging, cardboard, tablex, wood, organic and construc-
tion waste, among others. This information is detailed in Annex 3. 
In addition, around 99% of non-hazardous waste is recyclable (steel, alu-
minium, wood, paper, recyclable plastic and construction materials). 
Hazardous waste: a total of 22,842 tonnes were produced, mostly 
from factories with galvanising, pickling and painting processes, where 
ferrous chloride from pickling accounts for 44% of the total. Details are 
given in annex 3. 
With regard to their management and disposal, this is carried out 
by authorised managers and transporters (100%), within each country. 
In order to improve the final information on the disposal of waste, main-
ly in those cases that go to transfer centres, a project was started at 
the end of the year to unify the management codes for each waste 
and to prioritise them according to their final treatment. In 2022, more 
exhaustive information will be available in this respect, especially for 
waste with lower production.
Raw materials
Waste Management 
301-1
306-1, 306-2, 306-3, 306-4 AND 306-5
will focus on steel due to its high representativeness.  
Below is a summary of the most relevant 
consumption per country:
Raw materials
País
Steel  
Aluminium 
Zinc and zinc oxide 
Hydrochloric Acid 
Others*
Germany
279,410
9,078
-
0
21
Argentina
39,412
-
-
0
1
Brazil
647,268
-
-
3,142
31
China
312,232
38,788
-
0
0
Colombia
23,859
-
952
215
60
Spain
2,379,105
18,229
5,667
14,301
163
USA
120,442
35,359
-
0
0
Slovakia
319,533
18,083
-
0
0
Mexico
210,626
7,604
-
0
4
Poland
159,365
85
-
0
0
Portugal
160,193
45
-
0
0
UK
233,951
11,946
-
0
0
Czech Republic
6,040
-
-
0
0
Romania
20,142
-
-
0
223
Russia
88,328
-
-
0
199
Sweden
2,814
-
-
0
12
Turkey
35,272
-
1,285
364
0
TOTAL
5,037,992
139,217
7,904
18,022
714
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Circular Economy
29
Gonvarri Industries  Sustainability Report 2021

The life cycle of steel
Pre-consumer 
scrap
Manufacture
Use stage
End-of-life/Recycling
Post-consumer 
scrap
Raw material 
extraction 
Steel  production
Circular Economy Initiatives
In recent years, the circular economy has positioned itself as a key 
issue in the environmental management of companies, reinforced, among 
others, by the approval of the “European Green Deal” at the end of 2019 
and the recent “Spanish Circular Economy Strategy”, in addition to the 
2030 Agenda for sustainable development. 
Within this framework and due to its characteristics, steel is key. It is a 
fundamental material in society and the main component of all Gonvarri’s 
processes, representing more than 95% of its total consumption. 
Steel is infinitely reused, melted and reshaped, iron and the other metals 
used to produce it have inherent chemical and physical properties that are 
not altered when they are recycled. It is the most recycled material in the 
world. 
In addition, life cycle analyses show that the use of recycled steel 
considerably reduces the consumption of natural resources and raw 
materials. For every tons of steel recycled, the steel industry saves around 
one and a half tons of iron ore, 85% of water, 80% of energy and 95% of 
coal and all their associated emissions (Source: UNESID). 
In addition to the requirements aimed at manufacturing lighter vehicles, 
this year it is worth noting the increasing request from many customers, 
mainly automotive, for information on the origin of steel (the main raw 
material) with the aim of reducing the environmental impact and carbon 
footprint of vehicles throughout their life cycle. 
In this context, the so-called “Green Steel”, which certifies a steel with 
a significantly lower carbon footprint (and CO2 emissions) compared to 
conventional steel, is becoming increasingly important. 
This steel comes from electric furnaces (whose raw material is scrap) 
with processes that use clean energy sources (electricity from renewable 
sources and hydrogen, among others) (302-5).
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Circular Economy
30
Gonvarri Industries  Sustainability Report 2021

20%
80%
20%
80%
Total product:
5,037,992 Tn.
Steel from electric siderurgy: 
1,007,598 Tn.
Steel from conventional siderurgy: 
4,030,393 Tn.
Non-recycled steel:
3,224,315 Tn.
Recycled steel:  
806,079 Tn.
At Gonvarri we want to use the Circular Economy as a tool to guide us towards the continuous improvement of our 
production processes and greater environmental responsibility, rather than having this concept as our final goal..
The proposals cover the whole life cycle, from production and consumption to waste management, including the secondary 
raw materials market.
CIRCULAR ECONOMY PROJECTS AT GONVARRI INDUSTRIES
1 Integrated scrap management  
301-3, 306-2 AND 306-4
Scrap is the main waste generated at Gonvarri. It is also 100% 
recyclable, which is why it has an integrated centralised 
collection and recovery system for all the group’s plants. 
The amount of discarded steel varies greatly depending on the 
type of plant and product manufactured. The centralised system 
manages to collect and recover 100% of the scrap discarded in 
production, subsequently reintroducing it into the value chain 
and promoting the production of steel and aluminium from 
recycled material, with the consequent savings in raw materials 
and emissions. In 2021, a total of 293,097 tonnes of scrap 
(98% steel and 2% aluminium) were processed.
2 Purchases of recycled steel  
301-1 AND 301-2
The steel industry has been going through significant changes 
in recent years. The expected scarcity of raw materials and the 
growing availability of scrap, the requirements of steel mills to 
meet the CO2 emission obligations, as well as the demands of 
customers and society, are encouraging greater use of electric 
furnaces to manufacture steel from old steel. 
At Gonvarri, a significant part of the steel used in the processes 
is made from recycled material. 
By extrapolating the data analysed at two of our main plants in 
Spain, we estimate that approximately 20% of the steel used in 
the group comes from electric steelmaking and the remainder 
from conventional steelmaking. On the other hand, when 
considering the origin of the steel, it is estimated that 100% 
of the steel made in electric steelmaking comes from scrap 
against 20% in conventional steelmaking.
As a result, we estimate that 36% of the steel used in the group 
is of recycled origin, which, in addition to our efficient scrap 
management, favours the development of a more circular steel 
value chain.
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Circular Economy
31
Gonvarri Industries  Sustainability Report 2021

4 ACV: Our products  
The latest data presented by leading scientists show 
unprecedented changes in the global climate, which will 
continue to worsen if we do not act. However, swift action by 
governments, business and society at large can minimise this 
impact by limiting its effects.
At Gonvarri, among the waste with the greatest environmental 
impact are spent acids, which are generated in the carbon steel 
pickling and dip galvanizing processes, each of which involves 
different characteristics.
pent acids from steel pickling are a compound of ferrous chloride 
and free acid that has not reacted. However, spent acids from 
galvanizing contain traces of zinc that pollute waters and do 
not allow a circular economy. 
In 2020 we started a project with the aim of recovering 
the ferrous salts from spent pickling acids, with a new cost-
effective and sustainable industrial process that guarantees 
their commercialisation. It will also allow the resulting free 
hydrochloric acid to be reused, minimising the consumption of 
commercial acids, which is currently used for the production of 
ferric chloride in wastewater treatment plants. 
A second part of the project focuses on the revaluation of spent 
galvanising acids which not only contain ferrous ions, but also 
other metal ions such as zinc from the clamping and storage of 
the parts during immersion. The objective is to separate ferrous 
salts and the zinc salts, in order to create value for waste that is 
currently sent to landfills. 
This new technology will also require other measures affecting 
the pickling and galvanizing processes, in order to set the 
maximum iron content whilst guaranteeing very high purity 
levels 
The project is being developed under an agreement between 
Gonvarri Industries and the National Centre for Metallurgical 
Research (CENIM.CSIC), in collaboration with the Faculty of 
Physics of the Complutense University of Madrid and the 
Rocasolano Institute of Chemistry-Physics (CSIC). In 2021 we 
continue with the project, which we expect to be completed in 
the first half of 2022.
The European Union is leading these initiatives and is 
developing, regulating and adopting very ambitious legal 
mechanisms in different areas, increasing its climate target 
under the Paris Agreement, including binding emission targets 
for more key sectors and setting a net internal reduction of 
greenhouse gas emissions of at least 55% by 2030. It also sets 
out the roadmap and financing mechanisms needed to achieve 
climate neutrality by 2050 through the New Green Deal. These 
actions affect sectors such as industry, energy, transport and 
the financial sector. 
In this framework, business has a key role to play and its targets 
must be aligned with the ambition and timelines for a 1.5°C 
future. 
It is essential for the industrial sector to have complete and 
rigorous information on the impact of its products. The analysis 
of the entire useful life of the product, including its final 
recycling (cradle-to-cradle) under the ISO/TS 14067 standard 
that specifies the principles, requirements and guidelines for 
the quantification and communication of the carbon footprint 
of a product (CFP) based on the International Standards for 
Life Cycle Assessment (ISO 14040 and ISO 14044) for its 
quantification, allows us to know its impact and, with this, 
establish improvement actions for its minimisation. 
3 Proyecto Abstract V SAQA V4  Decap Value  306-2
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Circular Economy
32
Gonvarri Industries  Sustainability Report 2021

5 Scope calculation  3  
In order to understand the footprint and impact of the products 
manufactured by Gonvarri, it is essential to have complete 
information on the categories applicable in Scope 3 (other indirect 
emissions, upstream and downstream). 
For this purpose, the categories with the highest impact have 
been selected, nº 1. Goods and services purchased, nº3. Fuel and 
energy activities, nº4. Transport and distribution (suppliers) and 
nº 9. Transport and distribution (customer)  and a pilot study was 
carried out on the raw materials with the highest consumption, 
such as steel (accounting for more than 90%), aluminium, 
hydrochloric acid and zinc. In all of them, the sources and 
availability of accurate information were analysed, taking 2019 as 
the reference year (not including the GMH division). 
This analysis has made it possible to detect various points for 
improvement that would allow the process to be optimised and 
automated, in order to ensure adequate traceability in the data of 
the four selected categories.
This result will be recalculated in 2021, based on the information 
available. In 2022 it is expected to implement the measures 
and improvements detected during the analysis, in order to have 
real information, with complete and updated sources, and in an 
automated manner.
Sources of information consulted: 
•	 More than 250 suppliers for steel, aluminium, 
hydrochloric and zinc purchases. 
•	 Analysis of the supplied steels grouped into 5 
categories (Electrogalvanised 7%, Finished cold 
rolled 15%, Hot dip galvanizing 49%, Hot Rolled 
18% and Pickled hot rolled 10%). 
•	 More than 30 countries of origin. 
•	 More than 250 suppliers for steel, aluminium, 
hydrochloric and zinc purchases. 
•	 More than 80,000 product references delivered to 
customers.
Gonvarri Industries initiated two complex Product Carbon 
Footprint (CFP or Carbon FootPrint) studies in 2019 in the 
divisions of Road Steel, comparing steel road fences versus 
concrete, concluding with the lower impact of steel fences 
(published in the 2019 Report) and Solar Steel, calculating 
the carbon footprint of steel solar structures (published in the 
2020 Report). 
In 2022, an ambitious project will be launched by the Auto 
division in collaboration with Gestamp to calculate the LCA 
of car chassis.
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Circular Economy
33
Gonvarri Industries  Sustainability Report 2021

Water and wastewater
Except for some specific processes, our business activity 
does not require water for its operation, which is why we 
have low consumptions. However, as water is an essential 
and increasingly scarce natural resource, it is monitored for its 
sustainable use. In 2021, total consumption was 287,580m3, 
8% more than in 2020. 
The water consumed came 84% from the network, 14% from 
underground sources and 63m3 of rainwater was reused in 
Colombia. Consumption was primarily industrial (72%), followed 
by sanitary use (23%) and irrigation of green areas (5%). 
Indicate that no water source has been significantly affected by 
water abstraction in the company (306-5).
Zero water 
discharge
In 2021, the “Zero water discharge” 
project was launched at the Gonvarri 
Barcelona factory with the aim of 
minimising the environmental impact 
associated with the wastewater 
generated in the electrogalvanising and 
galvanising lines. 
An inventory of the discharge points 
of the lines has been made, the 
wastewater from each has been 
characterised and the most efficient 
and sustainable clean technologies for 
each case are being evaluated together 
with specialised suppliers. 
The aim is to share the results obtained 
with the factories that have this type 
of discharge and to extend the scope 
of the project to the Group’s other 
wastewater.
303-1, 303-2, 303-3, 303-4 AND 303-5
Water consumption 
Industrial
72%
23%
5%
Sanitary    
Irrigation
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Water and wastewater
34
Gonvarri Industries  Sustainability Report 2021

Soils
Preventing soil contamination is a key management aspect. 
Gonvarri’s factories have the corresponding instructions and 
means to act quickly in the event of any incident and carries 
out awareness-raising activities to raise the awareness of all 
workers. 
In addition, they monitor and report spills/spillages, describing 
the event and the actions taken. 
In 2021, there were a total of 66 spills with an estimated 
volume of 733 m3 of mostly non-significant oil, all of which 
were properly managed and did not cause any damage to the 
environment (306-3). 
It also develops actions to minimise this risk. For example, GMH 
Laubach in Germany has designed a new concrete washing 
area to prevent spills of contaminated water, diesel, etc. from 
penetrating the concrete and reaching the ground. In addition, 
the project will be completed with a “Kärcher” high-pressure 
water cleaner, a new, properly insulated diesel tank for the 
forklift trucks. With this, potentially contaminated water flows 
through an oil separator, ensuring that it does not go directly 
into the sewage system.
In the event that contamination is detected at any site, the 
relevant actions are taken to clean it up. A project is currently 
underway, as summarised below. 
In the process of acquiring the GMH Laubach factory in Germany, 
a possible contamination of soils by Chlorinated Hydrocarbons 
from the old solvent degreasing process was detected. 
Therefore, in 2019, the necessary studies were carried out to 
determine the presence of soil contamination, confirming its 
existence. In 2020, tests were carried out to identify the best 
decontamination alternative, always in communication with the 
competent body. 
In 2021, the result of these tests confirms that the 
decontamination through Enhanced Natural Attenuation 
(ENA) gave better results than the other option evaluated, In-
situ Chemical Oxidation (ISCO). This system will significantly 
improve the site conditions. We will report the results of the 
decontamination in 2022.
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Circular Economy
Water and wastewater
Soils
Carbon Neutral Plan 2030/50
Energy and emissions
Management focus
i
Soils
35
Gonvarri Industries  Sustainability Report 2021

Social
Culture
ESG
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Health and Safety
Customers
Value creation
Contribution to the community
Supply chain
People
i
	
37  People 
49  Health and Safety
60   Customers
69   Supply chain
 72  Value creation: Efficiency, digitalisation and Innovation 
87  Contribution to the community
SOCIAL
36
Gonvarri Industries  Sustainability Report 2021

People 
People 
102-8 AND 405-1
Gonvarri’s global perimeter is made up 
of 7,249 professionals (6,185 own and 
1,064 external), compared to 6,450 
professionals (5,614 own and 836 
external) in 2020, representing an overall 
increase of 12%. 
In 2021, according to the scope of 
the Report, Gonvarri Industries has 
6,299 professionals (5,632 own and 
667 external), compared to 5,925 
professionals (5,174 own and 751 
external) in 2020, which represents a 
6% increase in the workforce. The table 
summarises their distribution by country. 
The scope of the Report does not include 
the factories in Resende (Brazil) with 69 
own employees and 1 subcontractor, 
Pune (India) with 406 own employees 
and 387 external employees, as Gonvarri 
does not have management control, nor 
Reca acquired in 2021 with a total of 78 
own employees and 9 subcontractors, 
which will be reported in the next Report 
(405-1).
Further information in the tables is provided in Annex 3: Table I. Own staff by 
country, gender and age and Table II. External staff by country, gender and type
Countries
Own 
External
Germany
386
44
Argentina
53
0
Belgium
8
0
Brazil
497
4
China
500
166
Colombia
248
131
Denmark
17
0
Spain
1,788
229
USA
82
2
Slovakia
175
10
Finland
40
0
Netherlands
28
0
Hungría
9
0
Israel
3
3
Mexico
105
14
Norway
25
0
Poland
115
0
Portugal
92
5
UK
257
7
Czech Rep.
196
33
Romania
408
0
Russia
161
4
Sweden
125
1
Switzerland
18
0
Turkey
296
14
Total
5,632
667
Workforce features
Percentage 
distribution by 
country   
(own and  
external  
personnel)
Employees  
6,299 
 own 
external
Own 
personnel: 
age
Own 
personnel: 
category
89%
11%
4%
13%
83%
7%
26%
30%
7%
8%
11%
6%
32%
3%
4%
6%
3%
5%
13%
4%
37%
Own
External
18-25 years
Plant 
personnel
Manager 
Middel 
manager 
26-35 
years
36-45 years
+ 46 years
Own 
personnel: 
 gender
15%
85%
men
women
103-1, 103-2 AND 103-3
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Health and Safety
Customers
Value creation
Contribution to the community
Supply chain
People
i
People
37
Gonvarri Industries  Sustainability Report 2021

Attracting and  
retaining talent
Turnover 
At Gonvarri we are aware that people are our main asset, as we 
have excellent professionals in all business areas and countries. 
Having a strategy that allows us to rely on trained, qualified 
and motivated experts in a pleasant work environment is a key 
aspect to grow as a competitive, solid and sustainable company, 
as the development and future of the company depends on the 
work of its team. Therefore, attracting and retaining talent is 
a key factor for the Human Resources Management in all the 
different phases.
We look for professionals who fit the requirements of each 
position, avoiding any kind of discrimination in relation to 
race, gender, age, nationality, religion, political ideas, sexual 
orientation, marital status, disability, social origin or any other 
condition of the person.
Hires 
In 2021, a total of 1,283 new employees  (1,122 men and 161 
women) were hired in 2021.
Recruitment took place mainly in Brazil (19%), China (17%), Spain 
(17%), Romania (12%) and Turkey (10%).
Leaves
In 2021, there were a total of 1,116 leaves (1,004 men and 
112 women), of which 25% corresponded to dismissals and 
75% to voluntary departures.
Exits were mainly in Spain (20%), Turkey (16%), Brazil and 
China (12% respectively). 
This represents an average turnover of 20% (21% for men 
and 14% for women).
401-1
Men
Women
TOTAL
Hires
1,122
161
1,283
Leaves
Men
Women
TOTAL
Dismissal 
254
27
281
Voluntary
750
85
835
Total 
1,004
112
1,116
For further information, see Annex 3 in Table III.
Annex 3 provides more detailed information in tables IV.a. and b.
4%
19%
5%
6%
16%
11%
12%
12%
3%
20%
2
4
2
3
3
2
10%
12%
17%
17%
5%
4%
Brazil
Brazil
China
Colombia
Spain
Turkey
Turkey
UK
UK
Czech Republic
Romania
Russia
Sweden
Slovakia
Resto de países
Argentina
Germany
Germany
2%Colombia
Netherlands 1%
Mexico 2%
Czech Rep. 2%
Russia 2%
1%Argentina
Spain
Romania
2
Training and 
skills  
development
1
Hiring
3
Job  
stability
5
Internal 
Promotion
4
Performance 
review
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Health and Safety
Customers
Value creation
Contribution to the community
Supply chain
People
i
People
38
Gonvarri Industries  Sustainability Report 2021

Internal promotion 
The “Internal Promotion” process allows professionals to 
acquire new responsibilities and new challenges that improve 
their performance, motivation and commitment to the company. 
At Gonvarri we contribute to its development and growth 
through job offers, internal promotion and mobility. Whenever 
a vacancy is not covered by any of these mechanisms, external 
recruitment processes are initiated, for which we make use 
of media such as LinkedIn, InfoJobs or external recruitment 
consultancies, depending on the position in question.
The company periodically publish job offers through the “Job 
Posting” tab on the corporate intranet or via other media such 
as notice boards, allowing us to cover specific internal positions. 
Interested candidates go through a process of interviews with 
Human Resources and with the area requiring the position, so 
that the most ideal candidate can be selected. 
In addition, there have been a total of 54 direct promotions, 
with 41 men and 13 women.
Mobility 
At Gonvarri we are constantly growing, which implies the 
need to cover certain vacancies outside Spain and to transfer 
certain employees as “expatriates”, for which we have efficient 
“Mobility” mechanisms in place. 
Opportunities are also offered to other employees for 1-4 
months displacements, such as “Start-up Teams” who are 
responsible for transferring experience, knowledge and the 
corporate culture to the new centres in the different countries 
and training new professionals. 
However, in 2021, due to the restrictions and risks arising from 
the COVID 19 pandemic, there was no travel by the start-up 
teams and, with regard to expatriates, one manager moved 
from Spain to Brazil, another Spanish manager from China to 
Argentina, and two expatriates returned from China to Spain.
Job stability  
102-8
Jon stability is a way to show trust in the team and in long-term 
relations. 
As a result, 93% of Gonvarri’s professionals are employed 
on a permanent basis and 94% on a full-time basis. We also 
promote local employment, where 99% of our employees have 
local nationality.
Annex 3, table V, details the information by type of contract and duration of 
contract, gender and country
24%
76%
Men
Women	
Distribution by type of contract
Permanent 
Temporary  
Internships
Men
4,463
327
24
Women
751
54
13
5,214
381
37
Distribution by duration of contract
Full-time 
Part-time
Men
4,544
270
Women
755
63
5,299
333
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Health and Safety
Customers
Value creation
Contribution to the community
Supply chain
People
i
People
39
Gonvarri Industries  Sustainability Report 2021

Training 
During 2021, Gonvarri Industries continued to promote 
training with the aim of generating a learning culture in the 
company based on meeting the needs of the Plants and 
Corporate.
Thus, once again, the Academy training platform has 
continued to play a leading role, in order to promote the 
acquisition of soft skills by the people who form part of the 
organisation, as well as knowledge linked to the business at 
Gonvarri Industries, in order to have a source through which 
to preserve the knowledge of the group’s experts. 
In addition to continuing to disseminate the different training 
profiles existing on the platform among employees, the 
following have been developed:
Training is a key aspect to empower talent and grow as an 
innovative and efficient company. 
It is therefore essential to have trained and qualified young 
people, to whom we can offer opportunities and stable and 
remunerated employment. In 2021, training hours have 
been increased by around 40%, after a 2020 financial year 
that was greatly affected by the COVID19 pandemic, which 
made it necessary to eliminate or reconsider all face-to-face 
training, in order to avoid risks of contagion and ensure the 
health of professionals. This information is detailed in the 
appendix.
Thus, the overall number of training hours in 2021 stood at 
192,392, or 34 hours per employee (average of 31 hours for 
men and 53 hours for women).
•	 Courses and itineraries aimed at perfecting the skills 
necessary to face the day-to-day work of people in their 
position: time organisation, leadership, team management, 
commercial skills and languages, among others. 
•	 Courses and itineraries aimed at Gonvarri’s business: 
extension of the Commercial AUTO training, Gonvauto Iberia 
Supervisors Itinerary, CET for GMH. 
•	 Training in Key Processes: given the importance of 
the Key Processes in each of Gonvarri’s business areas, 
different training courses were launched on aspects such 
as Introduction to Key Processes, Scrap Management, 
Stock Management, Customer Relationship Framework and 
Commercial Risk Management. 
•	 Compliance training: during 2021, different Compliance 
training courses were launched, adapted to the different 
training profiles existing on the platform. 
The following indicators show the significant evolution of the 
Academy: 
•	 Number of persons currently registered: 4688 
•	 Number of training hours: 6873 
•	 Number of accesses: 14728 
404-1 AND 404-2
77%
23%
77%
Man
Women
Gender
3%
20%
77%
Middel manager
Plant personnel
Manager
Category
For more information, see Annex 3, Table VI.
19%
13%
4%
11%
5%
16%
3%
21%
5%
6%
3
3
3
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Health and Safety
Customers
Value creation
Contribution to the community
Supply chain
People
i
People
40
Gonvarri Industries  Sustainability Report 2021

Some examples of different initiatives are summarised below: 
GonvarriColombia 
developed 
a 
training 
programme 
“Operations in the 4th Industrial Revolution”. The programme 
allows the operations manager to deepen their knowledge 
of MIT’s leadership in innovation, science, engineering and 
technical disciplines developed through years of research, 
teaching and practice. 
It also contributed financially to the personal development of 
two employees by financing external training. The postgraduate 
degree of a financial employee at the University of Medellín 
and the training of a commercial employee in soil mechanics at 
the EAFIT University. 
Suports is involved in providing young graduates with 
opportunities to join the company through scholarships from the 
Polytechnic University of Valencia. In 2021, two agreements 
were signed, incorporating two technicians with very good 
results, since, once the scholarship ended, they were directly 
hired. This formula helps us to get to know and train very young 
people without any professional experience and provide them 
with a future within the organisation. 
Gonvarri Burgos, took part in the educational initiative 
‘Bachillerato emprendedor’ with parents, teachers and students 
from Colegio Niño Jesús, with the aim of discovering talent 
based on the profiles demanded by the company, helping to 
motivate and awaken interest in all branches of science and 
guide further studies. 
Gonvvama Changsu conducted a two-day training for shift 
leaders of frontline teams, in which four people from Gonvvama 
Loudi and Gonvvama Chongqing Production also participated, 
where participants developed their efficiency and leadership 
skills.
Gonvarri Solar Steel, Solar Steel’s management team 
participated with an external supplier in a day focused on 
“knowing oneself” in order to understand others, assuming that 
the key to team performance lies in the particular dynamics 
of relationships between its members, which ended with an 
Escape Room.
The following is a summary of some of the most important 
initiatives launched this year:
Languages Online 
Through the online platform, more than 100 people from 9 
Plants have undergone online language training to strengthen 
different skills related to their daily job functions. 
Commercial training courses self 
In order to increase knowledge of the products and new 
production processes at Gonvarri Industries, the training courses 
on Laser Blanking, Hot Stamping and Automotive Alluminium 
have been extended and updated. 
Gonvarri Project Management 
The 20 participants from Corporativo have been able to take 
a 40-hour hybrid training (online and on-site) given by ESCP 
Business School on project management based on the PMP 
methodology. The main objective of this training was to begin 
to create a project management culture in the company based 
on an international and approved system. In addition, the 
participants, divided into teams, were able to develop a project 
with which to generate new initiatives for the company. 
Gonvarri Material Handling
Different steps have been taken so that the people belonging 
to this division could start to familiarise themselves with the 
Academy, through the implementation of training courses such 
as the Code of Ethics and Conduct or on CET.
In addition, at the local level, the factories develop their own 
training programmes in various subjects as well as initiatives to 
promote employability among young people.
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Gonvarri Industries  Sustainability Report 2021

Performance assessment 
404-3
At Gonvarri we have a performance evaluation system by 
objectives which is centralized at corporate level on the 
“ETWeb” platform, mainly for management teams. The system 
allows professionals to have information regarding their 
annual objectives, to monitor them and to know the degree 
of compliance, by means of performance and competence 
assessment (404-3). 
A total of 354 evaluations were initiated in 2021, distributed 
among 13 countries and, at year-end, a total of 231 were 
being finalised and/or completed, as shown in the table below.
At the same time, some factories have their own performance 
valuation systems in place. These include plant personnel, in ge-
nerally covers 100% of the workforce, with a methodology that 
Performance evaluation: corporate
Men
Women
Total
Germany
6
1
7
Argentina
5
2
7
Brazil
1
0
1
China
1
0
1
Colombia
1
0
1
Spain
127
37
164
Mexico
10
4
14
Poland
6
3
9
Portugal
4
4
8
UK
9
2
11
Turkey
1
0
1
USA
5
2
7
Total
176
55
231
Performance evaluation: factories
Manager
Middel manager 
Plant personnel
Men
Women
Men
Women
Men
Women
Argentina
1
1
10
3
29
4
Brazil
1
0
29
11
358
54
China
21
3
39
13
369
51
Colombia
5
5
14
6
106
19
Spain
33
5
161
30
342
30
USA
6
1
2
1
84
1
Slovakia
5
1
13
2
122
29
Finland
1
0
6
1
24
8
Netherlands
0
0
0
0
22
4
Hungria
1
0
0
1
5
1
Israel 
0
0
0
0
0
0
Mexico
1
0
7
4
2
0
Poland
0
1
6
2
69
26
Portugal
1
1
13
5
60
14
UK
11
1
15
2
170
41
Czech Rep.
0
0
0
0
0
0
Romania
0
0
28
8
249
44
Russia
1
0
8
4
31
9
Turkey
1
0
10
2
0
0
Total
89
19
361
95
2,042
335
is adjusted to their business activity and which measures criteria 
such as polyvalence at the workstation. The distribution of DPOs 
by country is summarised below:
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Work environment 
In order to improve the development, performance and life of 
Gonvarri’s professionals, it is essential to know their opinion on 
different factors which, when analysed together, allow us to ob-
tain an assessment of their level of satisfaction. To this end, we 
carry out the “Work Climate” survey every two years. 
The survey conducted in 2021 is a clear reflection of the two 
difficult years (2020 and 2021) marked by the COVID 19 pan-
demic, which affected to a greater or lesser extent all the coun-
tries in which we are present. Fifty facilities (factories, offices 
and distribution centres) participated in the survey, sending in a 
total of 4,852 surveys with a response rate of 69.13%. 
The best rated issues continue to be working conditions and 
Health & Safety. On the other hand, the lowest rated issues are 
compensation and benefits, innovation and change manage-
ment, as well as training and work organisation. The results of 
the survey were communicated to all employees and managers 
in order to establish actions for improvement. 
Climate perception is also influenced by local aspects, so each 
company designs and implements specific improvement action 
plans that can also be mainstreamed to other companies. 
Through the “Growing Together” and “Be Healthy” program-
mes, we contribute to improving engagement and well-being. 
Among the initiatives developed, we highlight the improvement 
of flexible working hours or holiday dates, intensive working 
days, improved facilities and new possibilities for sporting ac-
tivities. 
In factories, where work is highly customer-driven and shift-ba-
sed, flexibility and the necessary adjustments are made on an 
individual basis.
Diversity   
405-1
At Gonvarri, we believe that the heterogeneity of people 
and their distinctive contribution gives us an unquestionable 
competitive advantage. The perspective and way of thinking 
of professionals with different backgrounds helps us to achieve 
positive changes in the organisation, in working methods and 
increases its capacity for innovation and response to today’s 
demanding market.
In 2021 we continued with the “Diversity Project”, to promote 
diverse talent and inclusive leadership in the organization. The 
Program incorporates and coordinates this variable within the 
organisation through policies, processes and dissemination and 
awareness-raising actions. 
In relation to gender diversity, the “Women of Steel” project 
was launched, with the objective to sensitize and raise 
awareness about equality between women and men, and the 
need to break with old sexist paradigms.
 In 2021, an Equality Plan is being drawn up for the Group, which 
will be published in 2022 and is expected to improve ratios.
On 8 March, to commemorate “International Women’s Day”, 
due to the pandemic, the annual meeting could not be held. 
Small commemorations were held in some factories and offices, 
for example: 
•	 Gonvarri Barcelona also wanted to make this day a special 
recognition of women. To do so, they winked at the colour 
of the masks, reflected on labour inclusion in the company 
and trained the plant’s personnel in the Prevention of 
Harassment by means of a course on the Gonvarri App.
15%
85%
Men
Women
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Gonvarri Industries  Sustainability Report 2021

Labour relations
As for  professionals with disabilities, we currently have 
85 employees (75 men and 10 women) distributed mainly 
between Spain (41%), Germany (29%) and the Czech Republic 
(15%). The attached graph shows their distribution:
Gonvarri celebrated the International Day of Persons with 
Disabilities, a group considered to be the “largest minority in the 
world”, who often have fewer opportunities in the workplace, 
socially and economically. To commemorate this day, a video 
was broadcast and disseminated among employees, showing 
a volunteer action carried out by the Juan XXIII Roncalli 
Foundation and Gonvarri. In the video, a road safety story was 
told, conveying concepts such as the importance of ensuring 
safety, the transmission of positive messages to motivate 
responsible and safe driving and the commitment of each and 
every one of us to tackle the Covid-19 pandemic. 
We also favour local employment to create value in the 
countries where we are present. 92% of the workforce is of 
local origin. Annex 3, table VII shows their distribution.
Gonvarri supports the rights to association, union representation 
and collective bargaining. In all cases, the right to freedom of 
association and union representation is respected and the 
labour requirements and obligations in each country are always 
met (102-41).
No sites nor significant providers were detected in the operating 
facilities in which the freedom to association, and the right to 
reach collective agreements could be violated or threatened. 
Collective bargaining agreements or similar agreements regulate 
working conditions (wages, working hours, holidays, etc.) and 
the relationship between the company and the trade unions. 
In some countries, where collective bargaining agreements do 
not apply, working conditions are set out in a “Handbook” or the 
country’s labour regulations are applied directly.
31%
69%
Collective 
agreement
Handbook or 
other types 
of agreement
•	 At  GonvarriArgentina the women gathered at a breakfast 
where they shared a motivational talk with two female 
mentors who are specialists in the area. During the meeting, 
they reflected on different concepts, such as the role of 
women today, glass ceilings in corporations, innovation, 
education, leadership, motivation and resilience, among 
others. 
•	 At Gonvarri Turkey (Çepas) women gathered to share 
motivational experiences in order to promote values such as 
loyalty, friendship and respect among female colleagues and 
to reject any kind of violent behaviour.
41%
4%
15%
1
1
30%
8%
Spain
Slovakia
Germany
Finland
Czech Republic
Sweden
Turkey
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Gonvarri Industries  Sustainability Report 2021

Social benefits, health and lifestyle 
Social benefits
Gonvarri is a diverse company, where social benefits are not 
homogeneous but adapted to the characteristics of the different 
plants and countries. In any case, there are no significant 
differences between benefits offered to part-time workers and 
those offered to full-time workers. 
The social benefits in the different facilities and countries are 
outlined next:
Health insurance, this benefit is available at the factories 
of AMG Brazil, GMH Lohja (Finland), GMH Kirovsk (Russia), 
Gonvarri Kaluga, Gonvarri South Carolina, Gonvarri Portugal (for 
employees and their direct family, and for directors/managers it 
only covers their children), Gonvauto Puebla, Gonvarri Colombia 
(for the management committee), Gonvarri Turkey, Steel& Alloy 
UK (for white collar) and GMH Rasnov (Romania), have bonus 
support for private health insurance, as does Southcarolina 
which offers bonus health, vision and dental insurance and 
GMH Laubach (Germany) offer check-ups and the possibility 
of annual flu vaccinations. In addition, it is also available at 
GMH offices and distribution centres in Belgium, Denmark, the 
Netherlands and Norway. 
Life insurance is available at all facilities in Spain, GMH 
Laubach (Germany), GMH Kirovsk (Russia), AMG Brazil, GMH 
Stålteknik, Gonvarri Kaluga, the Dongguan and Govvama plants 
in China, Gonvarri Poland, Gonvarri Argentina, Gonvauto Puebla, 
Gonvarri South Carolina (full-time employees) and Steel&Alloy 
UK. In addition, it is also available at GMH offices and distribution 
centres in Belgium, Denmark, Norway, Sweden, GMH UK and 
CSI.  
Disability insurance, all facilities in Spain (with life insurance), 
the Dongguan and Govvama plants in China, Gonvarri Poland, 
Gonvauto Puebla, Gonvarri South Carolina (full-time employees), 
GMH Lohja (Finland), GMH Belgium, Sweden and Norway, 
Gonvarri Colombia (for the management committee), GMH CSI 
(UK) and Steel&Alloy UK. 
Canteen service/restaurant tickets, this benefit is available 
at the factories of AMG Brazil, AMG Senica (Slovakia), Gonvauto 
Thuringen, Gonvarri Kaluga, GMH Kredit, Gonvarri Argentina, 
Gonvarri Kaluga, Gonvarri Portugal, Gonvarri Colombia, Gonvauto 
Puebla, Gonvarri Turkey, GMH Laubach (Germany), GMH Lohja 
(Finland), the factories of Dongguan and Govvama in China 
and Steel& Alloy UK, the factories of Gonvarri Kaluga, Gonvarri 
Kaluga, Gonvarri Portugal, Gonvarri Colombia, Gonvauto Puebla, 
Gonvarri Turkey, GMH Laubach (Germany), GMH Lohja (Finland) 
and the factories of Dongguan and Govvama in China.Alloy UK. 
In addition, it is also available in offices and distribution centres 
in Hungary, the UK, the Netherlands and Norway. 
Transport service, this benefit of different kinds is available 
for transport at the Burgos and Tarragona plants in Spain, 
GMH in Germany, Gonvarri Portugal, Gonvauto Puebla, Gonvarri 
Kaluga, Gonvarri Colombia, Gonvarri Argentina, AMG Brazil, 
GMH Rasnov (Romania), GMH Kirovsk (Russia), the Dongguan 
and Govvama plants in China and Gonvarri Turkey. In addition, 
GMH’s distribution centres in Norway and Sweden and various 
facilities provide company cars to management and the sales 
department. 
Maternity/paternity leave, this benefit is available to the 
factories of Gonvauto Puebla, Gonvarri Turkey, the factories 
of Govvama in China (maternity insurance) and in Spain the 
factories of Hiasa, Gonvauto Asturias and their engineering 
companies. 
In addition, factories have other social benefits of their 
own. Some examples are summarised below: 
In Iberia, Gonvauto Portugal gives gifts/presents for different 
reasons such as; birth, Christmas boxes, a gift for children under 
12 years old and a present at Easter and in the factories in 
Spain gifts/presents are given for different reasons such as; 
Gonvarri Tarragona has a laundry service for its employees, 
passes to access the gym and SPA, daily delivery of fresh fruit 
to the canteens, tickets for the Tarragona basketball club and 
at the headquarters in Embajadores there is a gym and sports 
centre with paddle tennis courts.
201-3 AND 401-2
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In the rest of Europe, Gonvarri Poland has a company and 
cash benefit fund for holidays and other occasions, Steel&Alloy 
(UK) participates in and finances the “Cycle to work & Life Style 
Scheme” for sustainable mobility, and Gonvarri Thuringen 
(Germany) provides a “Babythings” voucher for every birth, 
childcare bonus and Health. In Slovakia, AMG Senica and 
Gonvarri Nitra offer free coffee and tea, and have a social fund 
that includes various grants.
for paternity/maternity, scholarships and school assistance, 
minor medical expenses insurance, accident and life insurance, 
marriage and death assistance, Gonvarri Colombia also has a 
“Workplace Welfare Plan” with various initiatives and covers 
first aid attention and Gonvarri Argentina has social coverage 
for food and transport.
In Asia, the Dongguan factory in China has a benefit plan that 
includes marriage benefits, death benefits, housing, utilities such 
as water and electricity, working in adverse weather conditions, 
transport for employees and families, medical reimbursement 
and insurance, birth, breastfeeding and pregnancy benefits for 
women only, hospitalisation, food for evening and night shifts, 
annual bonus, safety incentives and improvement proposals, 
psychological examination, New Year financial aid, distribution 
of goods, tea for employees in the warmer months and 
dormitory and food for factory residents. 
Gonvvama’s factories distribute financial support in various 
benefits to their employees, including birthdays, marriages, 
births, hospitalisations, landmark dates, transport subsidies, 
accommodation (in offices, and the Changshu, Shenyang and 
Chongqing factories), medical check-ups and team building. 
Gonvarri Kaluga (Russia) finances medical insurance for 
employees’ disabled children and Gonvarri Turkey, provides a 
break area with free coffee and tea.
Regarding the GMH division, the Kredit plant (Rep. Czech) 
offers a work anniversary recognition, seniority bonus and 
improved telephone tariffs, GMH Finland has sport and culture 
cards with a value of 200€/year to be used, for example, to pay 
gym membership or to go to the museum and Sweden (GMH 
Stålteknik) subsidises the gym for its employees.
Pension funds and/or retirement plans  
201-3
They are only available in some countries, either because of 
obligations arising from local legislation or because of historical 
commitments. 
In particular, pension funds are provided in the UK, Germany 
(Thuringen), Norway, Sweden, the Netherlands, Denmark, 
Slovakia (Senica and Nitra), Poland (GMH), Belgium, Switzerland 
and South Carolina, as well as voluntary pension plans in the 
UK.
In Spain, only Barcelona has a partial retirement plan included in 
the Company Pact 2017- 2022, as well as the United Kingdom, 
Argentina and Slovakia (Senica). In any case, these are very 
specific situations and of little relevance to the company as a 
whole. 
Settlement 
401-3
The maternity and paternity leaves in 2021 corresponded to 
120 men and 33 women have taken maternity and paternity 
leave, 97% of the men and 100% of the women have already 
been reincorporated.
In Latin America, the Gonvauto Puebla factory (Mexico) social 
benefits are included in the “Employee Welfare Plan”, which 
incorporates various initiatives such as: food vouchers, major 
medical expenses insurance, savings funds, assistance in kind 
In Spain, a private policy can be taken out voluntarily through the 
Flexible Remuneration Plan (PRF), with which the tax benefits 
established by law are available. Its percentage distribution in 
2021 is summarised below.
*Includes only Gonvarri owners, not their families.
Vouchers food
Card transport
Nursery service
Training
74%
20%
4%
1%
1%
Medical 
insurance
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Gonvarri Industries  Sustainability Report 2021

Health and sport  
The comprehensive wellbeing of Gonvarri’s professionals is 
fundamental to having healthy, happy, committed and more 
competitive teams. For this reason, we have incorporated the 
“Healthy Company” business line within the Drive “People” 
axis, in order to contribute to living a happy, healthy and full life, 
through a wide range of programmes and opportunities focused 
on nutrition and sport, as regular physical activity contributes to 
good health. 
These initiatives are developed in a variety of ways in factories 
and offices, tailored to their needs. Some examples are 
summarised below:
403-6
In Spain, the Gonvauto Tarragona factory continues with 
its “Healthy eating habits” programme by providing fresh fruit 
daily in all the company’s canteens and encouraging sport 
through the availability of full passes to the Estival Park, Aquum 
sports centre. It also held an awareness day with a dual focus: 
preventing smoking among its employees and preventing the 
risks of Covid-19. 
At the Madrid headquarters, it is worth highlighting the 
organisation and participation in a new edition of the 
Companies’ Race and in the EDP Rock and Roll Running Series, 
with representatives from Gonvarri Tarragona, Gonvarri Burgos, 
Gonvauto-Gonvarri Barcelona, Gonvarri Valencia, GMS and 
Corporativo.
In Hiasa and Gonvauto Asturias, a portal was developed 
that provides information on sport, healthy eating, emotional 
well-being and social responsibility for employees.
Gonvarri Valencia organised a fun and informative day with 
two conferences “Keys to Feeling Better at Work” and “Well-
humoured” with the aim of provoking a change of mentality and 
helping to face the future with renewed energy and a good dose 
of enthusiasm, as well as promoting sport and health through 
its own running and bike club and sponsoring local races.
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At GMH Laubach it was agreed with the workers’ council to 
obey a “no smoking on the premises” policy. Therefore, several 
glass shelters have been installed throughout the premises for 
those who wish to smoke, without affecting their colleagues or 
disturbing the working atmosphere, protected from the weather.
Likewise, in this pandemic period, always complying with the 
obligations of each country, various initiatives were carried 
out. GMH Laubach (Germany) offers health checks and flu 
vaccinations and Gonvarri Poland held the “Get vaccinated 
against COVID-19” competition to promote health, where 
employees showed reasons to get vaccinated and thereby 
encourage vaccination at the Polish plant. Although the 
approaches are different, all reasons are unique and important 
for each person, stressing that the most important thing is that 
they lead to a common good. At the end of the competition, 
prizes were awarded.
Employees from Gonvvama’s plants in China formed a 
basketball team and played a friendly match against a team 
from VAMA, which participates in the local league, doing 
teambuilding, creating an atmosphere of positive corporate 
culture, where the players showed the spirit of “friendship first, 
competition second”.
Gonvarri Colombia joined the #PactoPorLaVida campaign of 
the “Team Medellín” cycling team. The aim is to promote the 
sport and raise awareness among drivers and cyclists to act 
responsibly on the roads.
The Metal Structures (GMS) division in Spain launched “GMS 
Healthy Life” for its employees, a healthy company programme 
that seeks to promote the Culture of Wellbeing. In addition, 
it organised a Padel Tournament at the Cover Padel Avilés 
facilities in which several employees took part.
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Health and Safety
Management Model
Gonvarri Industries’ Health and Safety model is based on the 
principle of integrating Safety throughout the organisation, 
sharing responsibilities among all members of the hierarchical 
line, and taking safety aspects into account in all decisions 
adopted, as well as in all processes and new projects taken on. 
The initiatives and measures have evolved over the years, since 
2007, when the Health and Safety Policy was declared by the 
Chairman of the company and monitoring indicators began to 
be established, as well as the first policies to ensure minimum 
compliance in this area. This commitment was reinforced in 2011 
with the launch by the CEO of the “One Step Forward” plan, in 
2014 with the deployment of a specific Health and Safety focus 
in Gonvarri Industries’ global Strategic Plan, and in 2017 with 
the “Doing Well by Doing Safe” Safety Plan, already focused on 
improving the company’s preventive culture. 
Most of the factories (76%) are certified under the new 
international health and safety standard (ISO 45001). Still 
pending are Gonvauto South Carolina and the factories that have 
recently been integrated into the company, such as the Laser 
factories in Spain, Flinsa, and the GMH group (Kirovsk factories 
in Russia, Kredit in the Czech Republic, Lohja in Finland, and 
Stålteknik in Sweden) (403-1).
Considering these certifications, 85% of the employees of the 
factories are covered in the management system under the ISO 
45001 (403-8) standards.
The Gonvarri Safety did not just settle for complying to these 
international Standards and the different local legislations that 
apply to each plant, but goes further, implementing a series of 
systems and policies at a global level with the aim of having a 
preventive culture with its own identity, much more demanding 
than the aforementioned standards, in which the Health and 
Safety of all the people who access the work centres are the 
main focus.
Plant management is committed to the guiding principles of 
corporate policies in this area, which is increasingly visible to 
the rest of the organisation. On the other hand, the necessary 
and sufficient tools are in place to facilitate continuous 
information and communication to workers and for their 
participation in preventive activities through consultation on 
possible improvements in working conditions and Management 
Systems.
The external perception by the certification bodies of the tools 
in place to show visible management commitment and to 
increase levels of worker consultation and participation (two 
key aspects according to this new Standard) have been rated 
favourably.
The Health and Safety area has two platforms for monitoring 
and measuring all aspects related to the Health and Safety of 
its own and external employees:
Sygris Platform 
For comparative monitoring where the investigation of incidents and 
accidents occurring at the plants, proactive performance and policy 
compliance indicators, and the monitoring of continuous improvement 
at all Group plants (including Joint Ventures and newly incorporated 
plants) are consolidated. 
This platform provides a large part of the company’s employees 
with up-to-date comparative data on the plants, both absolute and 
relative, on accident rates and other management ratios compared 
with previous periods and with the rest of the plants, as well as the 
investigations of each accident and incident that has occurred or the 
state of progress of the corrective or preventive actions detected and 
open for improvement, among others. 
CTAIMA 2.0 Platform 
At Gonvarri, the measures, controls and obligations established for 
employees are equally applicable to all external companies that 
access the work centres. 
The CTAIMA platform, currently used in the plants in Spain and 
Portugal, is used to record the information provided to external 
companies that access their work centres. It includes strict control of 
the documentation that these companies are obliged to report, both 
in relation to the companies themselves, their activities, the workers 
and equipment they provide to the plant, etc., not only to comply 
with the legal minimums but also to ensure that these companies 
have Management Systems that provide sufficient compliance 
both in terms of Health and Safety and other aspects related to HR, 
Compliance, etc.
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Responsibilities 
and tasks
Safety and Health Plan  
“Doing Well by Doing Safe”
They are integrated throughout the organisational structure, 
with the plant management (including not only the manager but 
also his or her direct reports) being responsible for compliance 
with the standards, improvement of working conditions and, in 
the system, ensuring compliance with the rules (disseminated 
and updated) and, in general, the protection of the health and 
safety of the people present at the plants. 
At each plant there are workers designated for Health and 
Safety management, with regulated training in this field. Based 
on the size and needs of the plant, these employees either work 
exclusively in occupational Health and Safety management or 
they share this activity with others (403-3). 
On-site control of risks in operations and workplaces falls 
to supervisors and department heads as direct superiors of 
employees and delegated persons in the plant, who report 
events in the work areas and participate in the investigation 
of these events, the inspection of work areas, the review of 
standards and risk assessments, etc., being shown as examples 
in the plant of the philosophy and spirit of the policies, mission 
and objectives in Health and Safety.
After several years that saw a significant reduction in accident 
rates and improvements of the workspaces, in which risk 
level has been reduced substantially, Gonvarri decided in 
2017 to speed up Health and Safety awareness among all its 
employees (at all levels of the organisation), raising awareness 
of the obligation to apply what is passed on to them in terms of 
roles and responsibilities appropriate to their hierarchical level.
An adequate level of preventive culture in organisations is 
promoted: 
•	 Making the effective commitment of company management 
to health and safety visible on the shop floor and to 
employees. 
•	 The creation of tools that encourage worker consultation 
and, ultimately, their participation in improvement. 
•	 Accelerating the implementation of planned actions 
from the various detection tools in the Health and Safety 
System, mainly those resulting from accident and incident 
investigations, which must be implemented immediately to 
create a real sense of priority among employees.
The resulting Safety Plan “Doing Well by Doing Safe” 
defines new measures that concern our Safety culture, but it 
also contributes to reinforcing the concept of “Stop> Think > 
Act”, transmitting that a correct action is one that is done with 
Safety in mind and promoting the concept of “Shared Safety” 
which expresses the concept of “Shared Security” in which each 
employee not only worries about his own security but also 
about that of his colleagues, transferring the common concern 
for the security of all, advising them and even helping them in 
their training processes.
403-2 AND 403-9
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Numerous initiatives were developed for its implementation 
and dissemination, including (403-4 and 403-7): 
•	 New management systems: aimed at aspects such as 
the supervised monitoring of the practical part of the training 
process for new employees, the periodic evaluation of the 
safety performance of each employee by their superior, 
the processing and internal cascade dissemination of the 
“Weekly Incident Notifications” transversalised by company 
(both in the Top Management meetings and in the Top 5 
Plant meetings), etc.
Hiasa and Gonvauto Asturias have been improving 
for years in the field of Health and Safety. In 
order to go deeper into this area, a consulting 
firm specialised in Safety was hired to determine 
the perception that exists among employees, 
by conducting personal interviews within the 
NOSACQ-50 methodology, recognised by the 
European Agency for Health and Safety at Work 
as a suitable tool for measuring the preventive 
climate. 
The response from the staff has been very 
favourable, with the participation of a very large 
and representative group of the workforce to a 
battery of 50 questions. The responses were 
processed by experts to obtain a quantitative 
diagnosis and a qualitative analysis of the results, 
measuring parameters such as organisational 
commitment, employee empowerment, fairness in 
dealing with events, personnel involvement, risk 
awareness, learning from events, and confidence 
in the existing tools and system. 
The final score was satisfactory, establishing an 
Action Plan in line with continuous improvement.
Diagnosis of preventive culture in 
Hiasa and Gonvauto Asturias
•	 “Safety Tips”: dissemination of series of interactive 
awareness videos about the main risks present in the 
Gonvarri activity.
•	 CCTV: closed-circuit television focused on the use of 
recorded images only for security purposes, assisting in 
the investigation of accidents and incidents, and enriching 
personnel training by showing accomplished facts that occur 
more or less frequently through images that illustrate more 
than a simple explanation of these events, standardising 
in “Technical Specifications” the premises, guidelines and 
requirements to be met by future projects to be developed in 
the rest of the Group’s plants.
•	 External diagnosis of the preventive culture by 
specialised external companies, drawing up action plans 
based on the results obtained about the level of penetration 
of the preventive culture in the organisations and the 
employees’ perception of this culture. 
•	 Safety projects within Industry 4.0 initiatives, 
workshops in which workers make a significant number of 
proposals for improvement in working conditions (which are 
subsequently planned and implemented) based on direct 
observation and after having received a small induction 
that helps to stimulate the perception of existing risks by 
abstracting from other aspects of the environment. 
•	 Chasing Risks workshops in which workers make a 
significant number of proposals for improvement in 
working conditions (which are subsequently planned 
and implemented) based on direct observation and after 
having received a short induction that helps to stimulate 
the perception of existing risks by abstracting from other 
aspects of the environment. 
•	 Safety Stewards: initiative created by Steel & Alloy and 
extended to other plants of the Regional Management 
Group Europe. 
Likewise, some plants have already completed the process 
of designing and implementing the Lock Out-Tag Out 
systems, which are so important due to the level of risk they 
aim to protect against and are focused on safely carrying out 
maintenance, revision, adjustment, etc. work inside the lines 
through the shutdown, release of energy and signalling of 
dangerous moving parts during the presence of employees in 
the danger zones.
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Health management 
Communication  
Newly hired employees must undergo mandatory medical 
examinations designed in accordance with job-specific 
protocols, which declare their medical “fitness” for such 
positions. In addition, all employees are entitled to periodic 
medical examinations by the medical services in accordance 
with these protocols, after which an update of their “fitness” is 
issued. 
In general, the monitoring and control of the health status 
of employees is outsourced, relying on authorised medical 
services in accordance with local legislation. Notable examples 
are the availability of a medical service at the workplace or 
private health insurance (social benefit) in some countries, as 
well as training to improve health care (403-3).
Different communication channels have been created in 
Gonvarri Industries to facilitate a bidirectional flow which allows 
for direct information and participation of all the internal and 
external personnel with regard to Health and Safety
The management of each plant meets monthly with the 
Management Committee to monitor the system (objectives, 
programmes, plans, investments, indicators, etc.) and prioritise 
the most relevant aspects in a quick, transparent and integrated 
manner. Likewise, daily 5-minute meetings of the working 
groups are held where the first topic to be discussed is always 
safety (accidents or incidents occurring the previous day, 
problems encountered in the course of work, weekly corporate 
communications, results of inspections carried out, etc.). 
In addition, in 2021, the growing involvement of managers and 
members of the Management Committees of the plants in the 
implementation of the “One to one” system is noteworthy. 
This tool aims to make visible the commitment of the members 
of the Management Committees to safety by carrying out 
“observations” on behaviours and holding personal and direct 
dialogues with employees to gauge their opinion on the existing 
working conditions, the management tools that enable their 
continuous training and information, the content of the rules, 
and the proposals for improvement by employees to eliminate 
any existing risks. 
This project also seeks to encourage and promote the 
consultation and participation of workers in the activity 
and in preventive improvement, verbalising their problems 
and proposals to the people with most responsibility in the 
organisation, who have first-hand knowledge of these concerns. 
Supervisors are a key link in this integration, but by no means 
the only one. These supervisors must be fully aware of 
regulations, monitor and enforce compliance, conduct regular 
safety inspections, identify and report incidents and accidents, 
and ultimately integrate Employee and Facility Safety as a key 
part of their scope of responsibility (403-2). 
It is also worth highlighting the “Chasing Risks” workshops 
that encourage the participation of workers in the detection 
of risks and opportunities for improvement, which are well 
received by the participants in that they feel involved in the 
improvement, and from which a large number of actions always 
arise that are suitably planned and executed.
403-4
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“Chasing Risks” Health and Safety 
Workshops at AMG Campinas
In September, the first “Chasing Risks” workshop took 
place at the AMG Campinas plant in Brazil with the 
massive participation of up to 28 employees in 5 different 
teams in a broader context. 
Chasing Risks was born out of the conviction that one 
of the fundamental pillars of safety improvement lies 
in the interested consultation of employees and their 
participation in continuous improvement. In this case, 
55 actions emerged in one day, which will be properly 
planned and executed. These workshops should be 
included in the IMS Plans and developed at least twice a 
year.
Gonvarri’s commitment to safety 
recognised in specialised media
The magazine “Formación de Seguridad Laboral” included 
in its January-February edition an acknowledgement of 
the work and progress in this field of Gonvarri Industries. 
The article takes an approach to the company’s business 
model, to establish the corporate challenge and the 
Health and Safety strategy, as well as the key lines of 
action in this area, dealing with it transversally from all 
areas and focuses of action: technical, organisational, 
management and dealing with people. The final objective 
is to create a Health and Safety culture and for the entire 
company structure to internalise and consider safety as a 
sine qua non condition of daily operation, considering it in 
the first place in any action taken or decision adopted. 
In addition, within the framework of the “Doing Well 
by Doing Safe Plan”, he 
presented the “One to 
One” methodology as 
a success story in the 
company.
Recognition Gonvauto Navarra 
exhibits in Health and Safety at 
the Automotive Cluster of Navarra 
(ACAN)
In April, Gonvauto Navarra participated as a speaker at a 
meeting of the “Automotive Cluster of Navarra (ACAN)” 
within the framework of the Competitiveness Plan on 
Operations, Continuous Improvement and PRL. 
Among others, they gave a presentation on “Chasing 
risks: an occupational risk prevention and 
management tool”, presenting the corporate 
commitment, in general, and that of Gonvauto Navarra, in 
particular, in terms of Health and Safety. 
The presentation focused on the integrated safety 
approach and the strengthening of the preventive culture 
applied to the casuistry of the Navarre factory, with the 
aim of creating awareness, proactivity and involvement of 
all its workers.
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The “Evaluation of Occupational Risks” allow companies 
to identify and quantify the different risks to which workers 
are exposed as a result of the different hazards existing in 
their jobs and activities, as well as to establish the necessary 
and sufficient preventive measures to eliminate or reduce the 
level of these risks through technical or organisational actions 
or by informing and training workers about the residual risks 
that remain after having adopted other types of risk prevention 
measures at source.
content of the training given to employees in the event of any 
modification in the activities, so that they can be immediately 
updated. These Instructions (like the risk assessments) must 
be carried out with the participation of the supervisors and 
employees to whom they apply and with the approval of the 
department heads. 
Likewise, in the investigations of accidents and incidents that 
have occurred, it is internally questioned whether the content 
of the instructions for the activities involved in the accident/
incident actually included all the rules and precautions that the 
employee should have been warned about in order to prevent 
such an event would not have occurred. 
In 2021, 26 jobs were identified as being at high risk of 
occupational disease in Colombia (35%), Sweden (23%), Turkey 
(19%), Germany (15%) and China (8%). 
Two occupational diseases have been detected in own 
male personnel (one in Spain and one in Portugal), implying 
an occupational disease rate in Spain of 0.08 for men and in 
Portugal of 1.66 for men. The rest of the countries is 0.0 for 
both genders (403-3 and 403-10). 
In addition, emergency drills are conducted annually at the 
plants to be prepared for possible incidents that may occur, in 
addition to fires, such as spills, rescues of personnel suspended 
at height, first aid, use of defibrillators, and efficient evacuations 
of workplaces.
Evaluation of occupational risks 
Emergency drill at Gonvarri Burgos
Gonvarri Burgos carried out a partial fire drill in the forklift 
truck battery recharging room with an unconscious 
colleague. 
During its execution, the emergency plan for the area was 
put into action, with first and second intervention teams, 
as well as first aid and evacuation teams.
The drill proved to be a success, fostering reaction and 
response capabilities in the event of fire threats. Gonvarri 
Burgos employees are now better prepared to deal with 
these emergency situations.
These evaluations are updated and reviewed on an ongoing 
basis whenever changes in working conditions or the findings 
of incident and accident investigations so require, and these 
changes are communicated to employees.
The Safety Instructions compile all the information that 
employees must know in order to avoid risks, and are the first 
derivative of the previous assessments and are decisive in the 
403-2 AND 403-10
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GRP in Gonvauto Barcelona to 
prevent the risks derived from 
parcels overturning
In June, a “Problem Resolution Group at the 
Gonvauto Barcelona plant (GRPs)” was developed to 
try to eliminate the risks arising from the overturning of 
packages, which can cause serious injuries to employees 
who coexist with the forklift trucks. The implementation 
of these GRPs is mandatory in the case of risks with high 
potential seriousness or with high recurrence in which an 
incident/accident has not necessarily occurred, but it is 
certainly necessary in these cases. 
This workshop was attended by a multidisciplinary group 
made up of the Plant Manager, the heads of Production, 
Logistics, HR, H&S and SPG of the plant, corporate 
personnel, the head of the forklift team and, of course, 
employees used to carrying out tasks involving the 
movement of metal platforms and wooden pallets of 
finished product, who are the ones who have ultimately 
provided more about the practical day-to-day reality of 
these tasks and the situations they encounter on a more 
or less regular basis. 
As a result, an ambitious Action Plan will be undertaken 
on all aspects that may have an impact on this type of 
risk (way of stacking packages, material used, redesign 
of the lay-out, etc.). The results of this exercise will 
be mainstreamed to the other plants of the Regional 
Directorate.
Main indicators  
403-2 AND403-9
In 2021, there were a total of 124 accidents with sick leave and 
349 accidents without sick leave, which is an increase compared 
to the previous year, where it must be taken into account that 
due to the COVID19 pandemic all factories suffered temporary 
closures of varying duration.
Regarding this year’s results, it should be noted that the 
frequency rate has increased, remaining at a similar level to the 
severity rate. In particular, the frequency rate of the Spanish 
plants is almost double the overall rate for the company as a 
whole. 
In general, many accidents involving sick leave are of little 
importance from a preventive point of view, although it is 
Gonvarri’s policy to record and analyse all events that occur at 
the facilities of any employee, regardless of their origin. 
However, there is great heterogeneity in the accident rate 
indicators between the Group’s different plants, as well as in the 
level of compliance with corporate policies, which is reflected in 
the proactive indicators. It should be noted that more than half 
of the accidents are concentrated in 5 companies. 
One out of 4 personal injury accidents identified ends in sick 
leave (the worst ratio in the last 10 years), which does not 
correspond to a normal proportionality pyramid, so absenteeism 
management measures should be explored. 
More than half of the accidents with sick leave have a duration 
of less than or equal to 10 working days lost and 2/3 of them 
have less than 20. 
With regard to external personnel (subcontractors of own 
activities and temporary employment agencies), the accident 
rate is significantly higher in certain geographical areas and 
Regional Divisions.
In terms of accident injuries, the hands continue to be the most 
affected part of the body, accounting for a third of all injuries, 
both total injuries and those resulting in sick leave, and not 
necessarily due to cuts, but mainly due to blows. 
This year we have to regret a fatal accident involving our own 
personnel in Turkey due to a structural failure of one of the 
warehouses and two fatal accidents in a contract in Burgos 
during the renovation work on the roof of the plant to improve 
its lighting and remove the panels containing asbestos which, 
although the latter is not counted as it is not considered 
subcontracted personnel carrying out our own activities, 
it must also be considered when applying the information, 
surveillance and control policies as any other company that 
provides personnel.
Accidents
with sick  
leave  
without sick 
leave 
Men
Women
Men
Women
Own personnel  
87
8
271
7
External personnel
28
1
69
2
> Total
115
9
340
9
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The accident rates for each of the countries are detailed below 
(for the rest of the countries it is “0”):
Frequency rate: No. of accidents resulting in sick leave for own and outside 
personnel/hours worked X 1,000,000
Frequency rate: No. accidents without sick leave for own and external 
personnel/hours worked X 1.000.000
T Accident rate WITH LEAVE
Own personnel
External personnel
Men
Women
Men
Women
Germany
23
27
64
0
Brazil
9
0
0
0
Colombia
2
0
13
0
Spain
12
12
32
50
USA
5
0
0
0
Slovakia
5
0
38
0
Finland
17
0
0
0
Mexico
0
0
33
0
Poland
0
18
0
0
Portugal
50
0
0
0
UK
8
0
0
0
Romania
2
0
0
0
Sweden
14
0
0
0
Turkey
46
0
0
0
Total
10
6
20
28
T Injury rate in occupational accidents with  
major consequences with sick leave
Own personnel 
External personnel
Men
Men
Germany
1.63
0.00
Brazil
2.56
0.00
Turkey
10.42
0.00
Slovakia
0.00
38.24
T Accident rate WITHOUT LEAVE
Own personnel
External personnel
Men
Women
Men
Women
Germany
54
9
205
0
Brazil
23
7
458
0
China
16
0
0
0
Colombia
7
0
38
0
Spain
56
12
77
101
USA
96
0
0
0
Slovakia
5
0
0
0
Mexico
10
0
0
0
Poland
13
0
0
0
Portugal
66
0
0
0
UK
19
0
0
0
Czech Rep.
9
0
0
0
Russia
16
0
0
0
Sweden
7
0
0
0
Turkey
35
0
75
0
Total
31
5
51
56
Over the last year the severity of serious injury accidents 
(not including fatalities) has increased. Accidents with these 
characteristics have been detected in own male personnel in 
Germany (1), Brazil (2) and Turkey (5) and one male in external 
personnel in Slovakia. Therefore, the rate of occupational 
injuries with serious consequences is summarised below (in all 
other countries the rate is 0.0 for both genders and for own and 
external personnel):
It should be noted that the plants continue to improve in the 
identification, reporting and analysis of “incidents” which, 
although they have not caused personal injury, in other 
circumstances could have done so, and their study is very 
useful for future learning and continuous improvement.
Tasa de lesiones graves: Nº lesiones por accidente laboral registrables/Nº horas 
trabajadas x 1000000. 
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Lost days due to accidents 
The accidents recorded have meant more than 2,500 working 
days lost per accident (95% men and 5% women). The countries 
with the highest number of working days are Spain, Turkey, 
Colombia, Czech Republic and Sweden. The rates per country 
are summarised below (in the rest of the countries it is “0”):
Days lost due to other causes
In 2021, more than 75,500 equivalent days have been lost due 
to unplanned absenteeism, 86% of which are for men and 14% 
for women. The rates are summarised below by country (in the 
rest of the countries it is “0”):
Severity rate: No. of days lost due to accidents / hours worked per 1000
Severity rate: No. of days lost due to other causes/ hours worked per 1000
Days lost due to accidents
Own personnel
Men
Women
Germany
0.24
0.15
Brazil
0.13
0.00
Colombia
0.36
0.00
Spain
0.33
0.25
USA
0.03
0.00
Slovakia
0.05
0.00
Finland
0.48
0.00
Poland
0.00
0.42
Portugal
1.22
0.00
UK
0.05
0.00
Czech Republic
0.61
0.00
Romania
0.02
0.00
Sweden
1.57
0.00
Turkey
1.05
0.00
Total
0.28
0.09
Days lost due to other causes
Own personnel
Men
Women
Germany
3.9
4.0
Argentina
1.3
2.4
Belgium
4.2
0.0
Brazil
1.9
0.9
China
0.1
0.2
Colombia
1.5
0.6
Denmark
1.7
2.5
Spain
11.2
6.1
Finland
2.3
1.6
Netherlands
57.9
26.3
Hungria
16.0
0.0
Israel
4.8
0.0
Mexico
0.4
2.0
Norway
7.0
17.7
Poland
32.9
32.8
Portugal
13.2
4.3
UK
4.5
1.2
Romania
35.4
46.5
Sweden
6.6
1.6
Switzerland
0.8
0.0
Turkey
3.1
0.0
Total
7.5
7.8
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Training and consultation  
403-5
Training
Training and awareness are key part of the safety culture. The 
organisation has identified the training needs that apply to each 
job position so that each worker who performs it can complete 
a complete training course that guarantees global knowledge 
of the position. This training course must be updated and 
refreshed every three years. 
In 2021, more than 61,500 hours of Health and Safety training 
were provided to our own personnel. Each employee received 
an average of 11 hours of health and safety training. In addition, 
almost 500 hours of training were given to personnel from 
Temporary Employment Agencies, as these personnel must 
also be trained internally in accordance with corporate policies. 
It is important to remember that this is a basic aspect of security 
management in that it involves knowledge on their part of all 
the risks and rules applicable to their daily work, as well as 
awareness of the importance of this aspect. 
For several years now, Gonvarri has involved not only 
employees, but also their families in safety awareness through 
various activities such as: guided tours, drawing competitions 
for children, family activity days, etc. 
Practical on-site training supported by supervisors and 
colleagues must also complement the theoretical teaching, in 
accordance with the principle that excellence in safety does 
not consist of one-off actions but of a working habit. Thus, 
each new employee, whether in-house or from a temporary 
employment agency, who joins the plant must be identified as 
such and assigned a tutor who carries out monthly monitoring 
of progress in assimilating and respecting the rules explained, 
validating the effectiveness of the theoretical and practical 
training received after four months in the plant.
Distribution by country
This is a key aspect of safety management, not only in terms 
of knowledge of risks and rules to be applied so that each 
employee knows what to do and what not to do in each 
case, but also in promoting the awareness that our company 
demands to work safely.
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Consultation mechanisms
At Gonvarri Industries, participation channels are set up for 
workers who contribute their knowledge of the tasks to plan 
and implement safety and ergonomic improvements in work 
stations and facilities, such as Safety Improvement Ideas, 
Chasing Risks, etc. 
Depending on the characteristics and culture of each 
country, regular follow-up meetings are held with workers’ 
representatives. In the Spanish plants, quarterly meetings of 
the Health and Safety Committee are held. 
The constitution and number of Prevention Delegates in 
Spain is constituted in accordance with the applicable legislation 
(Chapter V of Law 31/1995 on ORP), being a joint committee 
made up equally by the social part and by persons designated 
by the company. 
In the rest of the countries, as it is not a legal requirement in 
all cases, its characteristics respond to local needs, although 
its objective is always to deal with aspects related to health 
and safety and the mitigation of potential occupational risks or 
accidents among any person in the workplace, covering 100% 
of the workers (403-4).
Representative
Germany
23
Argentina
6
Brazil
41
China
45
Colombia
8
Denmark
2
Spain
56
USA
6
Slovakia
10
Netherlands
2
Mexico
10
Poland
7
Portugal
8
UK
29
Czech Republic
6
Romania
8
Russia
6
Turkey
6
Total
279
Gonvauto Galicia gave a seminar with the 
collaboration of an external company on the “Legal 
and juridical responsibilities of supervisors”. 
This seminar was attended by both the plant 
supervisors and their management team, as well as 
other members of the management teams of the 
Gonvauto Iberia Division, in this case remotely via 
Teams. 
The different implications that the occurrence of 
accidents at work of own or external personnel 
in the plants could have on the companies and on 
the people who perform these positions from an 
administrative, labour, civil and criminal point of view 
were developed, in this case in accordance with 
what is established in the legislation and existing 
jurisprudence in Spain.
The ultimate aim is that every employee working 
at Gonvarri understands that they must carry out 
their activities safely and fulfil their duties according 
to their position. Therefore, supervisors are a 
fundamental link that guarantees that the preventive 
culture is properly transferred from management 
to employees and assumed by them as a mark of 
Gonvarri’s values.
Conference on “Legal and juridical 
responsibilities of Health and 
Safety supervisors”
All plants have prevention delegates, whose composition is 
summarised below (403-1): 
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Customers
Quality and customers
Gonvarri’s success is based on its ability to identify and satisfy 
the needs of its customers, which is why all the companies are 
certified in IATF 16949 (Auto) or ISO 9001 (Metal Structures 
and Material Handling).
The latest versions of these standards include risk analysis 
as a new feature, which has meant a demanding adaptation of 
equipment. 
The idea of this assessment is to identify all possible problems 
that could arise in the product or process, identify the overall 
criticality of the risk and decide what to do about it. This sounds 
simple enough, but it presents significant challenges to the 
organisation. 
The various certification/recertification or follow-up audits 
carried out in 2021 were affected by the various confinements 
and travel restrictions, requiring extraordinary measures to be 
taken to maintain the certificates: extensions of certifications, 
specific audits of the documentary and remote part, etc.
Thanks to this and the involvement of the teams, there have 
been no significant incidents. 
With regard to the labelling of products (steel and aluminium 
formats), the obligations focus on being able to provide the 
necessary data for adequate traceability and a correct definition 
of their characteristics (thickness, coating, etc.). 
In any case, our products do not feature any chemical or 
environmental risk (417-1).
The aim of such workshops is to ensure that local teams unders-
tand the agreement and adopt its operation in a climate of stabi-
lity and transparency. 
The results are already visible: the Quality indicators affecting 
Gestamp show a 19% improvement in 2020 compared to the 
previous year, both in number of complaints and in ppm, and the 
cumulative figure since 2019 is close to 50%.
In 2019, we negotiated a new Quality Protocol with the main 
customer to serve as a stable reference framework for relations 
between the production centres. Its deployment slowed down 
due to mobility restrictions, although the initial planning was 
resumed in December with a joint workshop in Nitra (Slovakia).
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Gonvarri Library
In 2021, Phase II of the Gonvarri Library project was launched, 
consisting of the purging of Gonvarri Industries’ documentary 
corpus.
The origin of this project lies in the conviction that growth as 
an organisation was leading to an excessive generation of 
documentation coming from different channels and stored in 
different repositories. The answer, Gonvarri Library, was born 
as a single repository for all official Corporate documentation, 
structured, with a clear verification and authorisation flow, 
in which all the rules, standards, controls, procedures, guides, 
etc., defined by the Central Offices and applicable to the entire 
organisation and necessary for the Group’s operation, can be 
found. Its main advantages are:
•	 Central location: this centralisation of information means 
an end to the infinite search for documents through the 
organisation’s network of folders, thus improving the pace of 
work.
­•	 Fast information search: Gonvarri Library is designed in 
one of the tools of the Digital Workplace project: SharePoint. 
SharePoint provides us with its great power as a collaborative 
tool and also allows us to index all the content, which speeds 
up the search for information and avoids unnecessary loss of 
time.
­•	 Improved workflow: thanks to the automation of 
SharePoint functions, editing, reviewing and approving 
documents will be faster, more efficient and traceable.
­•	 Information security: in this way, the organisation works 
with the certainty that all its information is securely located 
in the same system, a system that may include, among other 
features, data recovery in the event of a disaster.
­•	 Document sharing: through links or by assembling Teams, 
another tool of the Digital Workplace project, documents can 
be distributed both internally and externally. This feature 
avoids emails with heavy attachments.
­•	 Version 
control: always we will know that the 
documentation we are working with is the latest version.
Access to Gonvarri Library, that is, to all the organization’s 
corporate documentation, may be done in a simple and intuitive 
way through several channels with Gonvarri Industries’ APP 
Leading the Change and by synchronizing SharePoint in 
individual browsers.
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In 2021, the processing of materials for Hot Stamping 
processes continued to increase, incorporating projects for new 
OEMs and Tiers 1 to the portfolio, mainly in Europe and NAFTA. 
Likewise, Gonvarri continues to win projects for exterior and 
interior aluminium parts in all the geographical areas in which 
it is present and in extensive collaboration with aluminium 
manufacturers and OEMs.
The start-up at Gonvarri Valencia in 2018 of the new facility 
for cutting 2D blanks from coil, with the advantages in terms 
of flexibility for cutting small series in Steel and Aluminium, has 
been a great success and has exceeded expectations. The new 
2D laser cutting line that we announced last year is already 
in production at Gonvauto Thuringen, and has attracted a lot 
of attention from Auto customers in Central Europe. Gonvauto 
Thuringen quickly got the line approved by several OEMs.
Proximity to the customer
Gonvarri is committed to the personalization and constant 
improvement of the products and services offered to its 
customers. To this end, it has specialised sales teams adapted 
to the type of business and product, through which it provides 
specific coverage while detecting customer needs or even 
proactively anticipating them.  
In addition, customer focus forms part of the DNA of the 
entire Gonvarri organisation, beyond the commercial teams. 
All departments, whether or not they have direct exposure to 
clients, carry out their day-to-day work with this approach. 
Gonvarri understands the relationship with the client as a 
close collaboration in order to successfully achieve common 
objectives in a clear win-win situation, advocating long-term 
client-supplier relationships. 
Auto
For Gonvarri, the Automotive sector generates the main volume 
of turnover. The main customers are OEMs, stampers and Tier1 
and Tier2 integrators.
Commercial Auto’s Global Corporate Area has a team of highly 
qualified professionals all over the world. 
The consolidation of the Key Process “Bid Management” 
initiated in 2018 represents standardisation at Group level, a 
crucial pillar of efficiency and sustainability assurance within 
the organisation.
he auto sector has clearly evolved towards vehicles with more 
efficient, technological equipment and a lower environmental 
impact, such as the electric vehicle. For this reason, we 
collaborate with customers in the development of new 
solutions, processes and products, focused, among others, 
on the use of new materials such as high-strength steel and 
aluminium, which are lighter, safer and which have less CO2 
emissions.
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Solar Steel 
Gonvarri began its activities in the supply of structures for 
the solar market in 2005.  Its current trackrecord amounts to 
more than 13GW of projects on a global scale, having reached 
milestones such as becoming the leading supplier of trackers 
in Europe in 2019 or having supplied the largest photovoltaic 
project on the continent to date. 
Since 2019, all products and services associated with this 
activity have been supplied by Gonvarri Solar Steel, SL, 
which has a renewed and reinforced team that brings together 
all the past experience gained by the group.
Solar Steel’s main clients are companies involved in the 
development, construction and investment in large-scale solar 
farms (large utilities, IPPs and EPCs). In a selective customer 
strategy, Solar Steel works with those who have large project 
portfolios and a vocation for permanence in the market, 
financial solvency, good payment terms and, in some cases, 
even the possibility of framework agreements covering several 
annual periods.
Solar Steel’s activities include the development of innovative 
products with the TracSmarT+ family of trackers in 1V single-
row, double-row and 2V configurations, as well as a broad 
portfolio of fixed structures (RackSmarT) adaptable to any 
terrain and project conditions.  In addition, it has its own control 
system, with wireless communication and self-powering, as 
well as other additional functionalities focused on improving 
customer OPEX and gaining greater control over after-sales 
activities.
It is also worth highlighting the range of services offered that 
provide added value to the client throughout the different stages 
of the life of the photovoltaic project: detailed engineering, 
analysis of foundations, installation, O&M, etc. 
In response to the globalisation of its sector, Solar Steel has 
developed a strategy of diversification of supply sources. The 
production of the structures combines the group’s production 
plants with an extensive supply chain based on collaborating 
suppliers on a global scale (China, Turkey, Brazil, India, Mexico, 
Spain, Portugal, etc.). This results in a clear competitive 
advantage that provides great flexibility and commitment to 
deadlines, with the product and process know-how remaining 
with Solar Steel.
As a result of the pandemic, in 2021 numerous face-to-face 
events, forums and fairs, in which it has been participating 
regularly as an exhibitor, were also postponed, reduced or 
cancelled. Nevertheless, Solar Steel has been present at events 
such as Genera (Spain) or the UNEF Solar Forum where it took 
part as a direct participant in highly relevant panel discussions, 
as well as in face-to-face monographic meetings with 
current and potential national and international customers.  
At a complementary level and as a result of the launch of 
telematic communication tools with clients and collaborating 
companies in the sector, Solar Steel has led technical Webinars 
specific to its segment in the sector, as well as following a much 
more active communication strategy both on LinkedIn and in 
the sector’s specialised press. 
Within the field of Solar Steel, Suports, as an engineering 
company for the design, development and supply of solar 
structures for roofs, parking canopies and ground structures 
in the field of distributed generation, experienced spectacular 
growth, among others, due to its highly competitive aluminium 
solutions in this segment of the sector (distributed generation 
and self-consumption) which, far from contracting, has 
continued to expand at great speed in the specific markets 
where it is present. 
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Storage solutions
Gonvarri Material Handling (GMH) is one of Europe’s 
leading suppliers of engineering and manufacturing of storage 
and handling systems for all industrial environments. The main 
solutions include: pallet racking, picking racking, vertical storage 
machines and racking for automated warehouses.
The professionals combine a high level of knowledge, guidance 
and practical support. The strong sales and marketing network 
enables them to reach customers through multiple channels, 
with sales offices in 15 European countries and global coverage 
through the well-known brands Dexion, Constructor, Kasten, 
Stålteknik and Kredit.
GMH brings together all phases of the process, including: 
planning, production, distribution and installation of shelving, as 
well as after-sales service. All this, through a remarkable service 
capacity, which allows it to serve thousands of customers 
annually, where 80% of them are recurring.
GMH’s solutions cover a wide range of clients; from small local 
companies to large international corporations, as well as covering 
multiple sectors: automotive workshops and tyre storage, food 
and beverage companies, cold storage, construction products 
and e-commerce, among others. The vertical farm sector has 
recently been incorporated as an area of expansion within the 
2022-2024 Strategic Plan.
From the GMS division, Gonvarri Colombia develops the 
Almaceno business line, which covers the Latin American and 
Caribbean market.
It is oriented towards the industrial and commercial sector, 
companies in the logistics sector and large retail outlets, with 
significant storage and logistics management needs. 
The management model is based on the development of 
innovative products and the provision of specialised technical 
advice to customers, mainly in Latin America.
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Industry
Gonvarri Industries develops most of its Industrial business 
in Spain and Portugal and continues to increase its export 
presence from both countries. 
It also successfully boosted its Industrial business in the UK in 
2021 and has launched a major project to increase its presence 
in this market in Poland and Germany in 2022 and beyond.
In 2021, this business line will maintain the market share growth 
trend of previous years. The main initiatives are summarised 
below:
•	 Maintenance of the action plan initiated in 2016, which 
contributed to increasing its share in the distribution sector.
•	 SPOT (unscheduled) sales over scheduled sales remain on 
the rise during 2021, balancing the overall sales mix.
•	 Sustained growth in foreign trade, with the creation of new 
sales offices in different geographical areas where we had 
little presence. 
•	 Continuation of the plan to strengthen the marketing and 
sale of each company’s own products.
•	 Enhancing the development of working teams with 
key customers to investigate product and logistical 
improvements.
•	 Creation of more specialised commercial departments for 
Industry customers.
•	 Development and implementation of online sales channels 
via market place and own online portal.
In Industry, a schedule of visits from the teams of the main 
customers to the plants and vice versa, from the teams to the 
customers’ facilities, has been respected and renewed for all 
Iberia companies.
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Road Steel
At Road Steel we develop, design, manufacture and install all 
kinds of vehicle containment systems, which allows us to offer 
our customers an integral tailor-made service.
Road Steel’s engineering team develops the most innovative 
containment systems, which are always state-of-the-art. The 
main achievements of the year include the following: 
•	 Development of parapet to be placed on existing bridges with 
H2 containment level and motorcyclist protection system. 
•	 Development of H2 parapet with reduced working width.
•	 Development of TL4 restraint system according to NCHRP-350 
standards. 
•	 Development of transition from N2 containment system to 
concrete barrier.
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Precision tubes
Gonvarri’s tubes division has a production capacity of 150,000 
tons/year in the Flinsa and Gonvauto Asturias factories. 
The manufacturing of low carbon alloy steels encompasses a 
range from Ø8 up to Ø130 mm, and from Ø25 up to Ø104 mm in 
stainless steel. We can manufacture for both steel types, either 
round tube or its different derivatives sections, such as square, 
rectangular, oval and some other special shapes, with different 
cutting processes, as per customer requirements.
Furthermore, in order to provide a complete solution, various 
cutting mechanisms are available, using sawing or lase cutting 
and drilling technologies, in addition to the hardening process 
and some other forming operations.
In its permanent objective of continuous improvement, 
important R&D&I projects are carried out for the development 
of new solutions and products, where the use of the latest 
generation of Advanced High Strength Steels (AHSS) is of 
special importance. 
A clear example of this is the improvement made on the tubes 
of the headrests in cars, which showed certain difficulties 
during their processing due to their limited plasticity. After a 
long research process and with the use of new “extra ductile” 
steels, we defined a new type of high-quality tube, which 
exceeds the requirements of current standards. In addition, 
important improvements have also been made to the “Finitube”, 
significantly improving the surface finish, which in many cases 
requires high quality aesthetic components, such as chrome 
plating, metal paints, etc.
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Customer satisfaction and loyalty is a key issue for Gonvarri in order to achieve its profitable growth objectives, which is why it is continuously monitored through constant communication and 
structured feedback. Customer surveys are therefore an important tool to help assess customer satisfaction, identify areas for improvement, build customer loyalty and increase market share.
Customer satisfaction
Gonvarri Material Handling
GMH surveys have been carried out in different 
centres such as Sweden, the Netherlands and 
Romania. 
By way of example, the results of the survey 
launched by GMH in Sweden, where 71 
customers responded, with an average rating 
of 4.1 out of 5, are summarised. The company’s 
goal is to have less than 5% “dissatisfied” 
customers (dissatisfied being a rating of 1 or 
2 out of 5). 
The result shows only 1.7% dissatisfied, thus 
more than meeting the proposed objective.
Solar Steel
Solar Steel carries out the corresponding sur-
veys appropriate to its business, where the fo-
llowing characteristics are quantified: Product 
Price, Product and Service Quality, Technical 
Customer Support, Delivery Times, Commercial 
Service and Response Capacity. The different 
customer areas with direct contact with Solar 
Steel receive the satisfaction survey and eva-
luate each of these characteristics according to 
their degree of satisfaction and their perception 
of the relevance of each characteristic.
The average score achieved by Solar Steel in 
2021 is 3.6 out of 5 (above the preset lower 
limit of 3.5). All characteristics measured with 
maximum importance (3) have satisfaction va-
lues above 4 and those of medium importance 
(2) have values above 3. This is confirmed by the 
high degree of recurrence that Solar Steel has 
with its customers.
Road Steel
Road Steel conducts surveys appropriate to 
its business and customer type. At the end of 
2021, 21 surveys were launched and are still 
in the process of being finalised. The analysis 
includes the 10 responses available at year 
end.
The survey quantifies the following parame-
ters: product quality, service quality, delivery 
times, attitude and problem solving. The “Glo-
bal Average Satisfaction Index” is 87.46%. All 
parameters have an average rating of more 
than 4 (out of 5), the best rated being: product 
quality, attitude and problem solving.
Industry and auto
We periodically carry out customised surveys, 
depending on the type of product and/or geo-
graphical area.
This year we have implemented a new Key Pro-
cess called “Customer Relations Framework”, 
one of the most important points it regulates is 
the standardisation of the Satisfaction Survey, 
as well as the obligation to implement it in all 
the Group’s plants.
All companies collect the results of their res-
pective Satisfaction Surveys, analyse them, 
and create action plans to improve customer 
satisfaction in all areas that relate to them.
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Supply chain 
Steel purchases
At Gonvarri, the process for purchasing are carried out in a 
differentiated manner which depends on the buying rate and 
volumen.
The purchasing process is considered a “key process” due to 
its high economic impact. The “KP0100 Steel Purchasing” 
procedure summarises the purchasing methodology, with its 
different variables, the responsibilities at each stage of the 
process and the records.
This process comprises not only a view of procurement in a 
narrow sense, but presents a broader view of its function, 
conceptualising the definition of rules and good practices in the 
5 major sub-processes in continuous interaction. 
In this area, the sub-process for the selection and approval of 
suppliers stands out, where the guidelines to be followed to be 
classified as “suitable” are described, provided that the products 
that can be supplied are validated by the Organisation. 
To be classified as “suitable”, in addition to the obligations 
regarding product, service, support, etc., requirements regarding 
HSE Management, Corporate Social Responsibility and 
Compliance are included. 
The questions to be assessed relate, inter alia, to the following 
aspects:
•	 Environmental protection.
•	 Relevant personnel information.
•	 Local legislation and related international standards.
•	 Equality and ethics.
•	 Bribery and corruption.
•	 Financial information and corporate organisation of the 
supplier, enabling the risk of non-continuity of its activity to 
be measured.
•	 Screening and compliance with third parties/international 
trade sanctions.
Only compliant suppliers will proceed to the next stage, which 
includes financial and corporate requirements. 
Furthermore, in order to reinforce its commitment to 
sustainability, all suppliers (100%) are sent the Gonvarri 
Industries Code of Ethics and Conduct, as well as the CSR 
Purchasing Policy. Information on their dispatch, receipt and 
signature or acceptance is properly monitored and filed. 
 102-9 AND 102-10
Those suppliers that do not meet these requirements are 
considered Suppliers in Development, and their relationship with 
Gonvarri is conditional upon the presentation of a Compliance 
Plan, which shall be duly validated by Gonvarri. 
1	 Purchasing strategy 
and budget
2	 Suppliers: selection, 
development, 
evaluation and 
approval of products
3	 Contracts
4	 Imputs and outputs. 
Purchasing - Sales
5	 Purchasing process
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Non-steel purchases
Focused on purchases of other auxiliary raw materials (oils, 
lubricants, chemical products, etc.), other materials (packaging, 
spare parts, etc.) and services (cleaning, transport, travel, etc.) 
that require a structured and transparent negotiation process, 
as well as the application of a specific methodology due to the 
volume they represent.
As part of the negotiation process, suppliers are required to 
read and accept a series of policies and procedures, including 
the Code of Ethics and Conduct, in order to transfer Gonvarri’s 
values and principles to suppliers. 
Gonvarri Industries requires its suppliers to meet all their 
obligations and compliance standards in all areas: health 
and safety, human rights, anti-corruption and environmental 
protection, among others. We also invite them to collaborate in 
the joint development of improvements in the management of 
these areas.
Procurement management is 
based on and harmonised with 
the following principles: 
•	 To ensure the standards and commitments 
acquired with our customers by guaranteeing 
the mechanisms that allow for continuous 
improvement. 
•	 Create space for dialogue with the different 
suppliers to transmit the company´s 
commitments to sustainability, as well as the 
collaboration of its supply chain. 
•	 Negotiate ethically, responsibly and 
competitively, according to business 
expectations.
•	 Promote compliance to basic standards or 
criteria among suppliers with regard to human 
and labour rights, occupational health and 
safety, respect for the environment and ethical 
behaviour. 
•	 Guarantee the supply through adequate risk 
management of the suppliers we work with. 
•	 To be a management reference model in the 
market for Gonvarri’s for Gonvarri Industries’ 
stakeholders.
Likewise, those suppliers that supply products and/or services 
on a regular or potential basis at Gonvarri’s plants, and which, due 
to the nature and/or criticality of the product/service, may have 
some influence on the quality of the end product for the client, 
shall be subject to a prior approval process and subsequent 
continuous re-evaluation. This process ensures their ability to 
supply in accordance with the specified requirements and to 
verify their compliance. 
In this sense, it is an essential requirement for the supplier to 
be in possession of ISO-9001 certification, with environmental 
(ISO 14001) and health and safety (ISO 45001) certifications 
also being valued.
A highlight of 2021 was the active participation of the Non-
Steel Procurement area in the signing of a PPA contract for 
the supply of electricity for the next 10 years at its plants in 
Spain, guaranteeing that 100% of the energy consumed is of 
renewable origin.
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Local purchases 
In this section the minor, non-centralized purchases made in 
plants are included. 
These are normally carried out through local suppliers and the 
homologation criteria are not homogeneous to the different 
plants, with the environmental and health and safety criteria 
being more frequently applied than social or human rights 
criteria.
Expenditure on local suppliers  
204-1
In 2021, expenditure on total suppliers amounted to 4,859,322 
thousand euros, of which 67% (3,263,097 thousand euros) 
corresponds to local suppliers. 
Expenditure on local suppliers 
Local
Non-local 
Total
Germany
77,227
312,021
389,248
Argentina
16,444
37,313
53,758
Belgium
1,618
7,220
8,837
China
25,783
300
26,083
Denmark
3,187
7,932
11,119
Slovakia
259,388
94,196
353,584
Spain
2,133,343
466,290
2,599,632
USA
236,983
11,321
248,303
Finland
9,794
11,621
21,414
Netherlands
3,795
13,026
16,821
Hungría
1,710
3,586
5,296
Israel
815
37
852
Mexico
65,517
235,879
301,396
Norway
4,353
10,058
14,411
Poland
32,300
161,794
194,094
Portugal
83,316
112,628
195,944
UK
20,689
25,526
46,215
Czech Rep,
20,795
3,894
24,689
Rumania
41,576
13,148
54,724
Russia
152,532
8,179
160,711
Sweden
21,464
20,547
42,012
Switzerland
7,326
7,530
14,856
Turkey
22,893
5,871
28,763
Colombia
20,252
26,307
46,559
Total
3,263,097
1,596,225
4,859,322
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Value creation: Efficiency, Digitalisation and Innovation 
Efficiency Model 
In an increasingly demanding and competitive world, only by 
doing things better and better can we ensure the profitable 
and sustainable growth of the company.
Efficiency Model: two years of 
resilience
The 2019-2021 Strategic Plan of Gonvarri Industries, finalised 
this year, set out to reinforce the system of continuous 
improvement and management of the organisation’s core 
knowledge through actions coordinated by SGI (Integrated 
Management System), which includes the 5 areas of 
Health and Safety, Environment, Quality, SPG/Lean 
Manufacturing and Key Processes, with a two-fold objective:
1.	 Establish robust working systems that prevent this culture 
and know-how from being dispersed or lost, and make it 
available to the company as a whole.
2.	 To ensure its continuous improvement in the future, 
providing Gonvarri’s professionals with a safe, respecting the 
environmentally and professionally enriching framework.
In these unique years of a global pandemic, SGI teams have met 
these objectives, adapting to new scenarios and bringing more 
and more value to our products and services.
The first step has been to strengthen the main tool that allows 
us to monitor progress in the deployment of this Model: the SGI 
Integrated Audit.
Control mechanisms:  
the Integrated IMS Audit
Although all Group companies are certified in accordance 
with the most rigorous international standards: ISO 9001, 
IATF 16949, ISO 14001 and ISO 45001, our culture of self-
demand has led us to create in 2017 a much stricter internal 
standard, mandatory, which concerns all operations and is 
audited annually: the Integrated Audit of the Integrated 
Management System (IMS).
The advantage of our own system is not only that it brings 
us closer to Excellence, but also that its architecture provides 
us with a global vision of the situation of each audited centre 
with respect to international and internal standards (Health 
and Safety system, Environmental Performance Index, TQM 
methodology and SPG model).
The audit as such takes place in a single week, in which the 
audit team reviews 364 items. The assessment, quantitative 
and segmented into 4 levels from lowest to highest compliance 
for each of the questions, turns the benchmark into a real 
roadmap to achieve Excellence in all areas related to Efficiency 
(Health and Safety, Environment, Quality and SPG).
Initiated with teams of corporate auditors, the mobility 
constraints have contributed to accelerate the regionalisation 
process during 2021, encouraging the mainstreaming of good 
practices and the homogenisation of operational modes, 
reaching 76%:
The massive use of new technologies and tools (Teams, O365, 
Smart Glasses) has been fundamental in achieving this.
IMS Integrated Audit
Europe
89%
Gonvauto Iberia
100%
Metal Structures
50%
NAFTA
38%
LATAM
83%
Precision Tubes
0%
Material Handling
0%
Miscellaneous
100%
Total
76%
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69,7%
62,0%
81,9%
66,2%
65,3%
68,7%
59,4%
81,9%
65,8%
60,3%
68,6%
65,1%
76,6%
68,5%
59,5%
65,6%
56,9%
73,1%
66,7%
56,2%
67,1%
73,7%
81,1%
55,8%
47,3%
67,3%
69,7%
76,1%
62,1%
47,7%
68,5%
69,9%
81,5%
63,6%
56,1%
65,1%
64,7%
71,4%
67,3%
47,3%
63,8%
61,6%
82,1%
51,9%
52,5%
58,4%
54,0%
71,6%
50,6%
49,9%
63,6%
66,0%
83,7%
49,3%
42,7%
62,9%
62,0%
84,6%
53,9%
47,0%
62,6%
63,6%
73,4%
57,6%
58,0%
55,5%
55,8%
65,0%
50,8%
50,6%
62,8%
60,8%
63,2%
68,0%
50,1%
61,9%
60,8%
63,9%
63,8%
50,3%
61,8%
60,1%
82,5%
46,6%
43,5%
58,9%
47,7%
80,1%
47,1%
44,4%
60,9%
68,8%
75,6%
53,4%
46,8%
59,2%
71,8%
79,6%
47,8%
32,9%
60,3%
65,9%
72,3%
55,0%
44,0%
59,2%
60,7%
74,1%
53,2%
44,9%
56,8%
68,1%
77,5%
39,5%
40,6%
59,0%
72,3%
75,7%
46,9%
36,7%
54,9%
54,4%
71,8%
46,6%
28,3%
55,5%
58,1%
73,3%
46,2%
28,6%
55,1%
26,5%
59,7%
64,0%
61,9%
49,6%
34,5%
59,3%
47,3%
55,4%
53,0%
69,1%
62,6%
39,2%
35,2%
47,9%
59,7%
57,5%
36,9%
32,7%
47,0%
47,3%
62,7%
41,0%
16,1%
51,5%
47,3%
74,3%
43,2%
25,1%
50,9%
53,5%
53,3%
53,1%
37,3%
41,4%
39,7%
45,5%
44,3%
32,5%
50,7%
50,9%
53,8%
53,9%
42,5%
42,7%
39,7%
45,5%
45,4%
40,0%
50,6%
52,4%
52,9%
53,8%
41,0%
43,2%
39,7%
45,5%
45,7%
40,1%
50,2%
53,2%
50,4%
53,7%
39,2%
42,2%
39,7%
45,5%
44,9%
37,0%
48,2%
24,8%
52,3%
58,9%
51,3%
47,2%
34,5%
59,7%
41,4%
45,0%
43,2%
43,4%
59,6%
37,7%
20,8%
38,8%
56,0%
8,1%
34,1%
17,0%
26,0%
18,5%
12,8%
41,9%
16,4%
25,4%
16,9%
13,1%
40,2%
15,0%
35,3%
33,5%
60,7%
26,8%
7,2%
24,8%
17,9%
22,8%
34,0%
4,8%
27,8%
43,7%
19,4%
37,8%
4,0%
17,4%
15,5%
23,1%
18,5%
9,6%
36,3%
31,4%
48,3%
35,3%
15,5%
The result of the analysis is that the 
deployment of the SGI Model continues 
to progress (+1.3 points in 2021) 
despite the difficulties we faced: 
During this year, work has begun on 
the development of a new, simpler 
and more results-focused benchmark 
for the IMS Internal Audit. It will also 
include the controls established in the 
key processes, which will allow us to 
self-assess and audit their degree of 
implementation as of 1 January 2023.
Last Audit
Previous Audit
Region
Rack
Site
Global
H&S
ENV
Q
SPG
Global
H&S
ENV
Q
SPG
Gonvauto Iberia
1
Galicia
79,1%
76,0%
86,0%
77,9%
70,3%
75,1%%
71,1%
81,0%
74,4%
67,6%
Gonvauto Iberia
2
Navarra
Europe
3
Polska
Europe
4
Barcelona
Asia
5
Dongguan
Europe
6
Burgos
Gonvauto Iberia
7
Portugal
Europe
8
Valencia
Europe
9
Kaluga
Europe
10 Tarragona
NAFTA
11 Puebla
Gonvauto Iberia
12 Gonvauto Barcelona
LATAM
13 Argentina
LATAM
14 Paraná
Metal Structures
15 Gonvauto Asturias
Metal Structures
16 Colombia
LATAM
17 Campinas
Europe
18 Popes Lane
Europe
19 Bridge Street
Europe
20 Newton Aycliffe
Europe
21 Union Street
Metal Structures
22 Hiasa
Europe
23 Thüringen
NAFTA
24 South Carolina
Europe
25 Nitra
Miscellaneous
26 GCF
Metal Structures
27 Çepas
Total
Total
53,8%
52,7%
63,6%
51,0%
40,3%
52,5%
51,8%
60,5%
49,7%
67,6%
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Gonvarri Industries  Sustainability Report 2021

Key processes
Gonvarri considers  “Key processes” to be processes in which 
its differentiating knowledge is concentrated, and where a 
possible infringement could result in economic, operational or 
reputational damage for the company
For their elaboration, 16 working groups have been created with 
the participation of the approximately 150 Gonvarri employees 
who best know the business, representatives from all countries, 
companies and functions of the organization.
The year 2021 has ended with 12 Processes released out 
of the 16 initially planned, some of them fundamental for the 
construction of the Template for the OneSAP Project:
SPG Gonvarri Production System
Based on the Toyota Production System (TPS), the Gonvarri 
Production System (GPS) is Gonvarri’s Lean Manufacturing 
programme.
In this sense, it is not only a set of tools or a structured 
method for achieving objectives, but a philosophy, a culture of 
continuous improvement that is based on the involvement of 
all the teams, as well as on fluid communication between them. 
Within this framework, it is the very same operators, organized 
in GAP (Autonomous Production Groups), that take most of the 
operational decisions in a proactive and autonomous way, but 
in harmony with the rest of the organization.
Like any other Lean Manufacturing system, the SPG covers 
all Gonvarri’s processes, products, activities and people. Its 
methodology for achieving operational excellence is based 
on the comprehensive elimination of all types of muda (= 
inefficiency, waste): defects, overproduction, transport, waiting 
times, stocks, useless movements of people, unnecessary 
processes and wasted creativity.
The SPG is made up of around thirty tools (SMED, Standard 
Work, 5S, Value Stream Mapping, Communication Boards, 
GAP, Top meetings at all levels, etc.) organised into 4 modules: 
personnel Involvement, Efficiency of Means, Efficiency of Flows 
and Lean Office (adaptation to the administrative environment), 
applicable to the improvement of any person in the organisation: 
operators, administrative personnel, technicians and managers.
Each GAP or basic work cell has specific communication areas, 
managed by the operators themselves, where they maintain 
and periodically review the indicators and information that 
affect their performance.
Of all the PGS tools, the most important are focused on 
improving engagement by strengthening communication 
channels within the organisation. The year 2021 was inevitably 
marked by the pandemic, also in terms of PGS deployment: 
production stoppages, low activity, incomplete teams... Thanks 
to everyone’s efforts, the number of activities is back to pre-
pandemic levels:
2016
2017
2018
2019
2020
2021
GAPs working to GSP standards 
368
417
467
537
521
527
GSP training hours
20,601
19,294
26,017
21,212
14,911
17,897
Workshops held (5S, STDW standardised work, 
SMED, Value Stream Mapping, Total Productive 
Maintenance, Lean Office...)
656
751
1.045
854
653
697
GRPs (Problem Resolution Groups) launched 
287
258
290
252
177
233
Ideas for improvement issued
4,491
3,905
3,925
4,014
2,922
4,257
Key processes
KP01
Steel Purchasing
KP02
Management of offers
KP03
Scrap Management
KP04
Stock management
KP05
Customer Relationship Framework
KP06
Approval Flows
KP08
Commercial Risk Management
KP10
Brownfields
KP11
Greenfields
KP12
People Development
KP13
People Management
KP16
Operational Notifications
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Gonvarri Industries  Sustainability Report 2021

2021 was the year in which SGI/SPG turned its attention to a new dimension: the 
digitalisation of processes, by taking part in several innovation programmes:
•	 Deployment of GAM (Asset and Maintenance Management)
•	 Costs of Non-Quality
•	 Digital Supervisor
•	 Positioning of pallets on laser tables
•	 H&S actions: forklift 4.0, CCTV...
•	 Smart glasses
•	 Training with augmented reality
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One of the main projects has been the participation in the 
MES (Manufacturing Execution System) project whereby 
the control of operations and the interface with the workers is 
being completely changed:
On the other hand, another project with a long way to go is the 
development of the Supervisor Role, whose innovation and 
mobility part (Digital Supervisor) means a radical change in the 
day-to-day work of supervisors in all companies.
•	 Reduction of travel
•	 Automation of administrative tasks
•	 Increased time spent on value-adding tasks
•	 Reinforcing control of workshop operations
•	 Increased productivity and quality of the team by improving 
leadership and communication.
•	 Improving training through the use of audiovisual media
The new operating modes (PDCA management, STDW audit, 
5S audits, H&S inspections, polyvalence management, digital 
STDW, GRPs, access to ERP, Office, Outlook and Sharepoint) as 
well as the smartphone and tablet support have been tested in 
7 companies, with the following results:
1.	 Minimum 25% reduction in workload (at least 1 hour per 
shift for travel and 1 hour for automation of administrative 
tasks).
2.	 Motivation for supervisors.
3.	 Better control of the workshop by the supervisor, with a 
consequent improvement in all operational indicators.
The adoption of new tools such as SAP4H and MES will 
enhance the project’s strengths. 
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Cultural Change & Digital WorkPlace
The “Digital WorkPlace” project began in 2019 with the aim 
of adopting Microsoft technology and offering employees Office 
365 work tools to continue advancing in the company’s digital 
transformation. The project is aligned with SDG 9 and Gonvarri’s 
innovation and digitalisation strategy.
This is a process that requires significant cultural change 
management throughout the company, in a collaborative 
environment to successfully address the challenge of 
incorporating new digital technologies. 
In the first phase in 2019, the Outlook, OneDrive and SharePoint 
tools were integrated into the Office 365 platform, enabling 
the company’s employees to work much more quickly, easily, 
comfortably and efficiently.
The 2020 financial year saw the introduction and integration 
of new tools: Teams, Planner, Stream and Forms, where these 
Digital WorkPlace initiatives enabled office-based professionals 
to carry out their work in the complicated context of social 
isolation resulting from the Covid-19 pandemic. Thus, these 
tools boosted digitalisation and connectivity among employees 
and helped solve the difficulties of meeting and moving around to 
adapt to the new circumstances, in order to continue advancing 
the digitalisation project. 
In the third year of the project, 2021, a specific area was created 
within the organisation called Digital Workplace in order to 
focus on these projects, acquiring new responsibilities such 
as the definition, evolution and adoption of the digitalisation 
of the Group’s workplace, in the field of software (Office 365), 
mobile and fixed telephony, and hardware (computers, printing 
and digitalisation equipment, meeting rooms and other specific 
devices).
Among the actions carried out in the 2021 financial year, we 
would highlight the following: 
Corporate mobile telephony
With the knowledge acquired during the adoption of O365 
and the synergy with the communication area, procedural 
changes have been made, tariff adjustments have been made 
and recommendations for use have been made to users that 
have led to significant savings, which we must thank to the 
involvement and responsibility of employees, making a much 
more efficient use of corporate mobile telephony.
New disruptive technologies for international communications 
have also been analysed, where they will be consolidated in 
2022 to continue the path of efficiency and savings.
Teams Meeting 
Rooms
In this new scenario where hybrid 
meetings with people in presence 
and people remotely are becoming 
more and more common, Teams 
equipment and configurations 
have been homologated in order to 
evolve the current solutions.
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Remote Support
Remote Support initiatives 
have also been carried 
out with HoloLens devices 
for industrial use in order 
to carry out activities 
that could only be carried 
out virtually with COVID 
situations, such as audits, 
inspections, etc., and the 
solution has been shown to 
work, so that by 2022 it will 
also continue to be used as 
a tool to be faster and more 
efficient.
Adoption and  
Training Office 365
In 2021, the adoption and training of the 
divisions whose integration was pending 
was completed, thereby increasing 
the number of users and also the 
collaborative capabilities of the entire 
group.
Training actions have also been 
carried out for specific groups and 
communication actions to inform about 
new functionalities of the tools, where 
the SharePoint Digital Workplace HUB 
site continues to be used to access all 
the documentation, updated manuals, 
videos, tips, use cases, informative BOTs, 
etc. for all users.
SharePoint Documentation 
Management
There has also been a significant increase in the movement of 
documents from local servers to SharePoint sites, to take ad-
vantage of the collaborative and offshoring benefits. Most of 
the moves have been natural, and there have also been some 
specific projects to drive these initiatives that will continue 
through 2022.
Within this framework, the Gonvarri Library initiative stands 
out, which is Gonvarri Industries’ corporate documentation 
database, containing the policies, Key Processes, Procedures, 
Guides, Manuals, Instructions, Forms and other corporate do-
cuments applicable to the entire organisation and necessary 
for the group’s operation. This Gonvarri Library has 2 main 
parts:
•	 a multilingual SharePoint site for consultation of 
documentation, which has been optimised for mobile use 
as well.
•	 and the flows for approvals, revisions and publications of 
these documents have been implemented, making them 
manageable and configurable by the IMS area.
Governance of the Power Platform
To take digitalisation to another level, in 2021 the 
foundations have been laid to be able to initiate specific 
automation projects that have a direct impact on the 
business, for which the implementation of Power 
Platform Governance has been carried out in order to 
support the new projects of Telephony Management, 
Travel Management, Digital Supervisor O365, etc. that 
will see the light of day in 2022.
In conclusion, the 2021 financial year has been an 
exercise of consolidation of the tools, as a result 
of which it has been possible to define the Digital 
Workplace Plan 2022-2024, with the objective of 
evolving the current workplace to a more efficient and 
simpler model, through actions in 2 main blocks: Devices 
and Applications, with a total of 14 lines of action.
Developments in the financial year 2021 
In the 2021 financial year, the evolution of the use of O365 
tools has increased slightly, but it is worth noting that within the 
adoption process, +600 users from the GMH division have been 
included, thus having all divisions within O365.
2018
2019
2020
2021
OneDrive
0%
48,73%
62,70%
69,44%
SharePoint
0%
76,98%
79,90%
71,83%
Teams
0%
0%
72,30%
74,61%
Average
0%
41,90%
71,63%
71,96%
Power Automate
Process
automation
Power BI
Business
analytics
Power Apps
Application
development
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Gonvarri Industries  Sustainability Report 2021

Innovation       Model      Culture      Product      Process      Gonvarri 4.0
In innovation, the drivers that have defined the path to follow are oriented towards identifying new business opportunities based 
on technological knowledge and market trends.
The following sections summarise the main initiatives developed in line with the strategic priorities
In 2021, the innovation model was geared towards 
understanding new market trends and customer needs, and 
thus providing added value through various innovative tools.
To this end, as part of the Market Intelligence activities, the 
possibilities offered by the new Hydrogen market have been 
studied in greater depth, analysing and proposing a road map 
that will enable Gonvarri to position itself in this market. 
New trends in the automotive sector were analysed, such as 
electric vehicles, hybrid engines and the possibilities offered by 
hydrogen in this sector. 
Likewise, the different areas of the Company were aligned in 
the development of innovative projects, among others, the 
Precision Tubes division, Corporate Development, Technical 
Management and/or Purchasing Management, in a joint 
exercise aimed at proposing innovation in: product, materials, 
processes or business models that provide differential value to 
the Group. This translates into projects such as Gonvarri Press 
Control or Asset and Maintenance Management. 
Example of a concept car of an urban vehicle with a tubular structure
R&D project on tubes for flue gas exhaust systems
The Flinsa factory certified the first milestone of the 
project “Development of new stainless-steel tubes with 
high technological value for the automotive sector using 
CO2 laser welding technology” presented to CDTI at the 
end of 2019 with positive results. This project is co-
financed with FEDER funds.
The strategic objective is to develop a new range of 
stainless-steel tubes welded by laser technology with 
a high technological value and added value, which will 
reinforce Flinsa’s presence in the automotive sector both 
nationally and internationally.
Innovation model
The innovation model focused on Market Intelligence 
1
1
2
3
4
5
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Gonvarri Industries  Sustainability Report 2021

Culture of innovation
Innovation and digitalisation incorporated into the Company’s culture as a fundamental basis of its corporate identity
As a part of the Group’s identity, the levers of cultural change 
have been defined that will facilitate the continuation of a 
leading position in current markets and access to new markets. 
Innovation Culture Survey
This year we carried out the first survey on the Culture of 
Innovation, which has allowed us to establish the baselines 
on which to work to encourage innovation in the company by 
applying different tools, in line with the cultural change that the 
environment demands of us.
Motivation and Recognition  
On the other hand, the motivation of all Gonvarri employees, 
and the recognition of the leaders of innovative projects, show 
the growing relevance of new technologies in the Group. As an 
example, Gonvarri was a finalist in the category of Leadership 
in the digital transformation of the industrial plant 4.0 in the 
“Factories of the Future Awards” with the Maintenance 
Digitalisation Project.
Technological training 
Training in the enabling technologies of Industry 4.0, as well 
as the communication of the initiatives developed, underpins 
the group’s philosophy to lead technological change, with 
the “technological webinars” (Application Month, Asset 
Management and Maintenance, among others) being a key tool 
for this cultural change. 
Open Innovation 
The “Open Innovation” initiatives that have been developed 
during the 2021 financial year reinforce the philosophy of 
deploying new technology-based control and improvement 
tools.
Similarly, it has enabled the search for new lines of action to 
open up other lines of business, both in the field of Agrovoltaics 
and in the Hydrogen sector.
.
2
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Gonvarri Industries  Sustainability Report 2021

Product innovation
New product orientation as a basis for diversification
Hidrógeno Verde 
In an increasingly complex energy environment, the emergence 
of vectors such as “Green Hydrogen” becomes a new 
opportunity to develop solutions in an emerging trend, fully 
linked to the Group’s markedly sustainable vocation.
In 2021, we studied the different possibilities in which Gonvarri 
could enter this new environment, clearly linked to the “Carbon 
Neutral 2030/50 Plan” and oriented towards new industrial 
solutions. 
Based on Gonvarri’s product portfolio and on the “Product 
Innovation” Priority and through the analysis of emerging 
markets, the evolution of the demands of already consolidated 
customers, and the participation in the shareholding of 
innovative companies, significant progress has been achieved, 
not only in substitute or evolved products, but also in new 
products, which allow for new positioning in diversified sectors.
Agro
Taking the future needs of the world’s population as a reference 
and following sustainability trends, a new line of products in the 
agricultural sector has been proposed. To this end, Gonvarri is 
a shareholder in “Agromega Projects”, an Israeli company 
that develops engineering solutions for agricultural projects, 
especially focused on new greenhouse concepts.
Automotive 
The need to adapt to new trends in the automotive sector has 
enabled Gonvarri to identify customer needs related to “new 
materials” for the present and future challenges of the sector. 
With this objective, the “ACEFICOR” project has been approved 
by the CDTi within the PTAS programme for the development of 
solutions in “glass fibre composites” for parts of a new concept of 
City Car, as a mobility solution for the last mile. 
Example of new city car development (Source: Motor EL País, The e-Miles)
Agromega greenhouses project
3
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Gonvarri Industries  Sustainability Report 2021

GMH     
On the basis of the existing business, focused on Market 
Intelligence, projects are planned for the development of new 
solutions, in which the digitalisation of the product will provide 
added value to the customer, as well as the orientation towards 
integrated internal logistics solutions.
These are projects conceptualised in 2021, which will be 
developed during the financial year 2022.
Solar Steel     
The “TracSmarT System” solar tracker monitoring and control 
system offers an additional service to customers that makes 
it possible to increase the energy produced, thanks to the 
intelligent tracking algorithms, improve plant safety in the event 
of weather events, thanks to the sensor network and forecasts, 
and carry out remote operations without the need to travel on 
site, thanks to the operation system, among other possibilities. 
The ultimate goal is to maximise productivity and optimise the 
operation and maintenance of photovoltaic plants.
Road Steel     
In addition to the development of high-performance products 
aimed at increasing safety standards in road barriers, new 
mobility systems and their coexistence with traditional 
mobility systems have opened up a new line of R&D&I for 
the creation of “Smart Roads” with digital technologies 
such as sensor technology, connectivity or data analysis, 
among others, through the development of specific sensors 
for collision detection, accident notification to emergencies, 
measurement of the deformation produced by the impact on 
the barrier, communication with vehicles, automated opening of 
mobile barriers, etc. The aim is to connect users, vehicles and 
infrastructures in an intelligent, safe and sustainable way.
TracSmarT System 
Example of a sensorised impact attenuator
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Innovation in process
Sustainability as a global trend and process flexibility as a vocation
Sustainability and decarbonisation 
In line with sustainable development trends, in 2021 the R&D 
project “Decap Value” was developed, the aim of which is to 
recover waste from the pickling process for its commercialisation 
as a by-product, this being an example of process innovation 
aimed at promoting the Circular Economy.
 In another area of action, and taking advantage of the knowledge 
acquired in the technological monitoring of hydrogen processes 
and the new possibilities offered by this “energy vector”, several 
decarbonisation projects have been conceptualised in Group 
plants, with the aim of reducing the Carbon Footprint, partially 
replacing fossil fuels with H2 , the combustion of which is free 
of CO2 .  
Additive manufacturing 
Following the path of process and operational optimisation of 
the group’s plants, using additive technology, projects have 
been developed for the optimisation of tooling on slitting lines, 
reducing their weight and improving the cooling of elements 
that are particularly sensitive to temperature increases during 
line operation. 
Image of the Decap Value Project Pilot Plant
Image of the Lightened Longitudinal Line Nut
4
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Gonvarri Industries  Sustainability Report 2021

Gonvarri Innovation  4.0
Industrial asset control as a basis for improvement in plant operations
Asset and Maintenance Management 
(AMM)
The purpose of this technological initiative is to facilitate 
the control and management of each element of the plant 
machinery, so that the “health” of the assets can be known and 
predictive maintenance can be carried out through exhaustive 
control of certain variables. 
This tool will be the basis on which the different applications 
focused on understanding the functioning and operation of the 
machinery elements will be based, which will be integrated into 
the GAM to provide a greater volume of data and, therefore, 
greater knowledge of the different parts. 
Gonvarri Press Control (GPC) 
This technological tool consists of a “Data Analytics” system 
that obtains data in real time and at the machine (Edge 
Computing) and predicts possible failures in the press and the 
die.
The system generates predictive warnings of the status, trends 
and anomalous situations of its components, all supported by 
a package of sensors incorporated into the press, which allows 
on-line control of the equipment’s key parameters.  
Last year, the development of various use cases was completed, aimed at improving the monitoring of the behaviour of plant 
machinery, thereby optimising its operation and predicting its behaviour, reducing breakdowns and, consequently, final product 
defects. 
Gonvarri Press Control Webinar
Gonvvama Changsu recognised as “Enterprise 
Engineering Technology Research Centre”
Gonvvama Changsu was recognised as an “Enterprise 
Engineering Technology Research Centre”. This distinction 
represents an important milestone for the company, which 
considers innovation and technological research as one of 
the main corporate pillars, enabling it to develop competitive 
products, access new markets, and increase the value added 
to customers. 
The announcement of the nomination was made by the 
Suzhou Science and Technology Bureau with the aim of 
encouraging enterprises to build an engineering R&D platform 
to implement technological research and testing, as well as to 
promote the technological development of business-related 
industry.
The Chinese company was one of fourteen out of a total 
of 254 distinguished organisations, meeting the stringent 
requirements. 
GMS inaugurates new R&D facility
Gonvarri Metal Structures officially inaugurated its new R&D 
facilities located in Hiasa, where around 15 professionals work.
The inauguration was attended by different personalities 
from the Asturian industrial fabric, such as the Regional 
Minister for Industry, Employment and Economic Promotion 
of the Principality of Asturias and the General Director of 
the Economic Development Agency, accompanied by the 
management of GMS, who stressed the importance of 
companies’ commitment to innovation as a differential factor in 
developing competitive products, accessing new markets and 
increasing the value they add to their customers.
5
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Gonvarri Industries  Sustainability Report 2021

IT security, processes and data protection
Business process support
Systems are a fundamental element for the execution of 
business processes and implementation of business strategy, 
even more so in a collaborative and innovative environment 
based on emerging technologies and in an increasingly 
turbulent business context. 
IT systems and organisation are essential to ride the most 
powerful wave of digital transformation.  
Gonvarri’s IT department lives a challenging balance between 
the need for digital innovation on a company-wide scale and 
the need to maintain and operate the most important current 
systems and processes in order to maintain operational 
excellence, acting with a focus on continuous improvement. The 
year 2021 has continued to be very challenging in this respect: 
the Group’s centralised ERP SAP system, infrastructure services 
and communications have been maintained and evolved, with 
a focus on business support, efficiency and profitability. At the 
same time, we have been working on transformation projects 
to align the business strategy with the systems strategy and 
to continue to move forward together on the journey towards 
digital transformation, as in the case of the implementation of 
the new OneSAP system.
The prolongation of the Covid-19 pandemic has put to the test 
the IT services previously provided to provide everyone in the 
organisation with capabilities for flexible and secure access to 
company resources, as well as interaction with customers and 
suppliers, not only increasing productivity and user experience, 
but also ensuring continuity in business processes in the 
various scenarios that have alternated over the course of the 
year depending on the different locations. 
It has worked on the new challenges facing the organisation, 
creating new IT capabilities to increase productivity and 
efficiency. The department has continued to be actively 
involved in Innovation initiatives, especially those of the new 
“Industry 4.0” paradigm, with the deployment and maintenance 
of the new MES system.
Simultaneously, and with the aim of eliminating the innovation 
“latency”, i.e. to enable and accelerate the adoption of initiatives 
in this area, new technologies have been deployed to enable 
the addition of IT capabilities and new operating models, such 
as so-called “hyper-convergence”, which makes it possible to 
close the gap between the traditional infrastructure and public 
cloud services and production lines. This enables a “hybrid 
cloud” approach in an industrial environment, keeping critical 
infrastructure and data under Gonvarri’s control, with the ability 
to integrate with machines in the plants and with applications 
and data in the cloud.
In some cases, in order to manage the scalability of IT capacities, 
the collaboration of third parties may be necessary, for which 
an impartial process of publication of specifications, reception 
and evaluation of bids and final selection is followed, taking into 
account the criteria of quality in business support and systems 
efficiency. 
At Gonvarri, we are convinced that information has become a 
strategic asset for the company and guaranteeing its security 
is one of the Group’s greatest challenges.
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Information Security
Currently, cyber threats continue to grow in ingenuity and 
frequency, online fraud continues to evolve thanks to new 
social engineering techniques and are responsible for millions 
of dollars in losses for businesses around the world.
In this respect, the scenario created by the Covid-19 pandemic, 
if on the one hand it has boosted the use of digital tools for 
work and collaboration, on the other it has expanded the 
surface of exposure to possible attacks, including techniques 
that have even used people’s sensitivity to everything inherent 
to the pandemic and their health in general as an entry point 
for possible attacks.
In addition, the rapid proliferation of smart devices and the 
connectivity brought about by the internet of things (IoT), 
coupled with the lack of global security standards, means that 
many of these devices suffer from major vulnerabilities and 
leave personal and business information exposed.
This trend is illustrated by an increase in the hijacking of 
corporate computers by hackers, for example to “mine” 
cryptocurrencies, using modern malware designed to go after 
corporate networks for this purpose, which can crash them and 
even damage the hardware.
In line with the above, phishing fraud attempts are also on the 
rise, making it increasingly important to adapt information and 
device security policies in order to protect both assets and 
people’s security.
Therefore, we establish the necessary mechanisms to 
safeguard the privacy of information and the protection of 
customer and supplier data, as well as to manage and treat 
documentation appropriately according to its level of relevance, 
and to reinforce security, information security procedures are 
reviewed periodically, and systems are tested on an ongoing 
basis to ensure that they are watertight.
In 2021, in order to improve security policies, the following 
actions, among others, have been carried out:
•	 Regular scanning of systems to identify external and 
internal vulnerabilities and remediation according to their 
level of criticality.
•	 Diagnosis of information security and its risks based on the 
ISO 27000 standard.
•	 Campaigns and training actions to reinforce the awareness 
and training of the group’s employees.
We have also continued to support and enhance the relevant 
measures to implement the European Data Privacy Regulation 
(GDPR), which implies a more cross-cutting level of supervision 
on the protection of personal data information.
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Contribution to the community
Contribution from Corporate 
Social action
LQDVI
Since 2014, we have been collaborating with the LQDVI 
Foundation in the dissemination of universal human, ethical 
and moral values in its congresses for young Spaniards and/or 
internationals. 
In 2021 the company supported four national face-to-face 
congresses in: A Coruña, Granada, Madrid and Palma de Mallorca 
and another three online in: Oviedo/Bilbao, Valencia/Seville and 
Malaga. In addition, the international congress in Oviedo was 
sponsored for the second consecutive year and the congress 
held in Mexico was publicised among employees in Puebla. 
AESLEME
We have supported the Foundation since 2013. with the aim 
of preventing traffic accidents through training and social 
awareness initiatives. 
In 2021, the company supported the dissemination of road 
safety in schools in the Community of Madrid. In those schools 
where it was not possible to do this in person due to the 
pandemic, it was done virtually. 
WCK
It has been working with World Central Kitchen since 2013. Its 
mission is to end food insecurity and malnutrition in areas of 
humanitarian catastrophes.
In 2021, as in the previous year, the efforts and donations went 
entirely to Spain, in particular to those affected by the volcano 
on La Palma (Canary Islands), which was active for nearly 3 
months, causing severe damage on the island. 
One of Gonvarri’s priorities is to support local development in the areas where it operates. To this end, it establishes collaboration agreements with non-
profit organisations to develop corporate and local activities of different kinds. In the 2021 financial year, many of the planned activities could not be 
carried out due to the restrictions resulting from the COVID pandemic, with the safety of people being a priority. 
102-12
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John XXIII Roncalli Foundation
It has been collaborating with the Juan XXIII Roncalli Foundation 
since 2007, also forming part of the Board of Trustees, with 
the aim of contributing to improving the lives of people with 
intellectual disabilities and promoting their social integration. 
In 2021, the “International Day of Persons with Disabilities” was 
promoted. To this end, a video was broadcast and disseminated 
among employees, showing a volunteering action carried out by 
both entities. The video narrated a road safety story, conveying 
concepts such as the importance of ensuring the safety of 
Gonvarri professionals and that of others, the transmission of 
positive messages to motivate responsible and safe driving 
and the commitment of each and every one of us to tackle the 
Covid-19 pandemic. 
UN Global Compact
We have supported the Foundation since 2013, to contribute 
to the dissemination and compliance of the 10 Principles and 
the Sustainable Development Goals. 
In 2021, Gonvarri joined various initiatives such as the 
#supportSODS campaign, the Contigo Somos+ initiative and 
the Streets for Life #Love30 initiative within the framework of 
the Sixth Global Road Safety Week.
Real Madrid Foundation
In 2018, the collaboration with the Real Madrid Foundation 
began, with the aim to educate in road safety to people with 
different capabilities. 
September saw the start of the new season of the “road safety 
education: a great value” project in the Foundation’s adapted 
football and basketball socio-sports schools, extending the 
project to pre-benjamin category socio-sports schools.
Seres
We have supported the Foundation since 2016, to contribute to 
the joint construction of a stronger society and with competitive 
companies lasting over time.
For yet another year, Gonvarri was also included in the “VII 
Corporate Social Impact Report”, which measures the real impact 
and contribution of companies to society through an analysis 
model based on five axes (economic, organisational, relational, 
social and personal), aggregating their social contribution to 
GDP. 
It also participated in projects aimed at improving the 
communication and measurement of sustainability actions. 
These included participation in the ProyectaRSE conference.
Aladina Foundation
Due to the evolution of the pandemic, Gonvarri supported the 
Aladina Foundation in its work with young cancer patients in 
hospitals and family homes who, because of COVID, have been 
unable to carry out their daily activities.
The collaboration in 2021 focused on the preparation of the 
2022 summer camps, which provide an important relief for 
these young people with health problems.
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Contribution from factories and countries 
As in the previous case, in 2021 many of the planned activities 
could not be carried out due to the restrictions resulting from 
the COVID pandemic, prioritising the safety of people. 
Below is a summary of some of the initiatives carried out in the 
Group’s factories and countries:
No operations with significant (real and potential) negative 
impacts on local communities have been detected, during the 
2021 financial year.
Social welfare
Gonvarri Argentina, collaborated with the NGO “Cocina 
Solidaria Escobar” to cook and distribute food to people in need, 
mainly children from vulnerable neighbourhoods. Participation 
was very active from the factory and through employee 
donations. 
At Christmas, with the same NGO, Christmas boxes of food 
for the families and toys for the children were prepared and 
delivered.
SG Kaluga, in cooperation with the NGO “Orange City”, 
supported children with disabilities on New Year’s Eve with 
a charity toy auction as part of the project “Decoupage Craft 
Workshop” for children, adolescents and young people with 
disabilities. They were in charge of making various items for the 
auction. The company also donated money for the purchase of 
Christmas presents.
Gonvvama Changshu, made several donations, among others 
to the Charity Federation to contribute to the charity activities 
organised by the union, set up anti-poverty offices where a 
certain percentage of the consumption is donated directly to 
the State Council. In addition, the employees and the union 
raised and donated money to a colleague in difficulty to pay for 
her mother’s treatment. 
Education 
and youth
Health  
and sport
Economic 
development
Social 
welfare
Environment
Art and culture
21%
17%
3%
24%
28%
2%
5%
Humanitarian aid
413-1 AND 413-2
GonvarriColombia, provided financial support to the 
local community and accompanied the neighbourhood 
representatives to develop cultural and sporting activities 
that strengthen the social fabric, with two events in particular: 
“Murals for coexistence” and “Classic for peace”.  
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Gonvvama Loudi, on “Women’s Day” an activity was organised 
for all female workers to create aromatherapy figurines. These 
are bought by the workers and the money raised is donated to 
the China Youth Development Foundation.
Gonvarri Tarragona, provided production and maintenance 
workers with a free laundry service. 
Gonvarri Industries, collaborated with the NGO CESAL 
through a donation that allowed people at risk of social 
exclusion to enjoy a Christmas dinner. This year, due to the 
restrictions of the pandemic, CESAL brought the menu to the 
guests’ homes, giving them the opportunity and the illusion 
of celebrating Christmas thanks to culinary creations by more 
than a dozen outstanding chefs. 
Education and youth
Gonvarri Colombia, delivered “School Kits 2021”, benefiting 
140 employees and more than 220 kindergarten, primary, high 
school and university students. 
It also contributed financially to the personal development of 
two employees. The postgraduate degree of an employee in the 
financial area at the University of Medellín and the specialisation 
in soil mechanics of an employee in the commercial area at the 
EAFIT University.
Gonvvama Loudi, on the occasion of the 34th “International 
Day for Combating Drug Abuse and Illicit Trafficking” and in 
collaboration with the Louxing District Red Cross, went to 
Huangnitang Central Primary School to make a donation 
and give a lecture on “A World Without Drugs - a manual for 
adolescent drug prevention education”. 
AMG Brazil, contributed through financial donations to the 
projects “Pela Vida do Idoso” to improve the reception of cancer 
treatment for elderly people without resources and to the 
project “Pronon” in the fight against cancer. . 
Gonvarri Puebla, Gonvarri Tarragona and AMGBrazil, 
raised money by collecting plastic caps for charity projects. 
AMG Brazil, contributed to various charitable activities 
through the collection of warm clothes, toys and the Christmas 
bag campaign. 
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Environment
Dongguan, carried out two activities to promote the 
environment and the fight against climate change. In March, 
it planted fruit trees in the factory yard, and in October, 
employees picked up litter and cleaned up a nearby park. 
AMG Senica, took part in the “ecology” day organised by the 
city to collect waste and clean up an area near the industrial 
park. The factory gave away an electric scooter and lunch 
money as a prize. 
In collaboration with its employees, it carried out a “newborn” 
tree planting on its premises, thus improving the landscape for 
a greener home.
Gonvvama Chongqing, participated in the activity “Drive 
Carbon Neutrality, Just Do It” aligned with the carbon neutral 
concept, where through knowledge quizzes and practical 
activities helped to understand the basic concepts, to implement 
at work and in life.
In the same vein, it participated in the “Walking for Charity 
Carbon Neutrality Steering” activity, encouraging all employees 
to walk outdoors 10,000 steps a day, thereby increasing 
their physical strength and their contribution to the Chinese 
government’s commitment to a carbon-neutral future.
Flinsa, collaborated in various projects related to education and 
research, such as the NASABUGA project where it participated 
in the design and construction of a hybrid vehicle powered by 
an “Alfa” type Stirling engine, through the donation of materials 
for the manufacture of the light chassis with the IES. 
In collaboration with the UPV (Alcoy campus), it participates 
in the “EPSA Electric Motorcycle” project, with the donation 
of materials for the creation of a lightweight chassis. It also 
sponsored the prize-giving ceremony for the best project in 
the master’s degree in materials, organised by the UPV (Alcoy 
campus).
Hiasa and Gonvauto Asturias, sponsored the “ETECH Project” 
of the University of Oviedo that promotes a multidisciplinary 
team working on the construction of a racing car that will 
participate in the Annual International Race (August Montmeló)
AMG Brazil, contributed through financial donations to the 
“Children and Adolescents Incentive Fund”.
Gonvarri Burgos, took part in the educational initiative 
‘Bachillerato emprendedor’ with parents, teachers and students 
from Colegio Niño Jesús with the aim of discovering talent 
based on the profiles demanded by the company, motivating 
and awakening interest in all branches of science and guiding 
further studies.
Gonvarri Industries, collaborated with NASCOTech on a 
project to support remote IT training to bridge the digital 
divide for Ghanaian students (without leaving the country) by 
supporting a young developer.
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GMH Laubach (Germany), helped to alleviate the flood 
damage in the Walporzheim area by supplying its LS3 (Longspan 
Shelving) storage product to equip the support centre set up for 
the allocation of donated goods.
Gonvvama, donated 100 folding beds to Henan Province, 
which was severely affected by the floods. The delivery was 
organised through the support of a group of six volunteers from 
all Gonvvama factories and headquarters. 
Hiasa and Gonvauto Asturias, organised a food collection 
among the factory staff for the Food Bank Foundation of 
Asturias, with a financial donation linked to it. 
Humanitarian aid
Gonvvama Loudi, organised an activity when the “National 
Low Carbon Day 2021”, where the Industrial Environmental 
Protection Office of Loudi district coordinated the dissemination 
of initiatives for energy reduction and carbon emission 
reduction. Gonvvama Laudi is committed to raising awareness 
and educating on these measures to contribute to an eco-
friendly lifestyle and greener development.
Gonvvama Shenyang, the factory employees planted 
more than 30 trees. In addition, on “World Clean-up Day” in 
collaboration with the “Shenyang Volunteer Association”, 
employees and their families participated in a waste collection 
and river clean-up initiative. 
Every year, Gonvauto Puebla, donates uncontaminated wood 
to the zoo “Africam Safari” for the construction and repair of 
animal playgrounds, as well as toys and food storage. 
Gonvarri Argentina, participated in the “Bottle of Love” 
campaign, aligned with the Regenerate Foundation and the 
Ministry’s programme to recover and recycle plastics. Gonvarri 
set up a competition between teams with a collection point 
where they deposited the bottles with plastic waste inside. The 
winners received prizes for their participation.
Gonvarri Turkey, collaborated with the Turkish Ministry of 
Agriculture and Forestry in the development of the “Breath 
of the Future” initiative for the reforestation of the country’s 
forests. The action, led by the “OGEM-VAK” Foundation, aims 
for companies to include reforestation and environmental 
preservation actions in their sustainability programmes, thus 
promoting sustainable living.
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Economic development
Gonvarri Valencia, with the aim of dynamising the territory 
and, therefore, the generation of wealth, future and employment; 
promotes with ASECAM a space for knowledge, as a meeting 
point for social agents and businessmen, companies, the media, 
trade unions, public administration.
Culture
Gonvarri South Carolina, sponsored the organisation of a 
series of summer music events for community entertainment, 
organised by the Union Chamber of Commerce. In addition, 
it sponsored the events for the “Annual Independence Day 
Celebration Light up the Lake 2021”, in which the local 
community participates. 
GMH 
Rasnov 
(Rumania), 
sponsored 
the 
“Veraflor 
International Handball and Basketball Cup” for people with 
disabilities, the first of its kind to be held in the country and 
sponsored the World Sky Jumping Championships in the 
women’s, men’s and mixed categories.
AMG Brazil, contributed with a financial donation to encourage 
sport (Law 11.438/2006). 
Health and sport
SG 
Kaluga, financially supported the athletics race 
“Mozhzhevelnik Ultra Trail” by contributing to the technical-
organisational part and the awarding of prizes. 
Gonvarri South Carolina, collaborates with the “Carolina Blue 
Jays” organisation which offers youth baseball program for 7 to 
10 year olds, run by parents and local volunteer coaches, to pay 
for travel expenses, uniforms, equipment, etc.
GMH Sweden, participated in a competition monitored through 
an online app, training an average of 3.9 times/week (between 
7/9/2021 and 13/10/2021). Each training session resulted in a 
donation to “Médecins Sans Frontières”.
Gonvarri Valencia, sponsors local races with a social purpose 
and different routes, such as the steelworks race. 
Gonvvama Loudi, in order to encourage all employees to do 
more physical exercise and participate in welfare activities, 
launched the campaign “Walk for social welfare, donate steps 
with love”, where, after reaching the specified number of steps, 
they could exchange the money from the union’s public welfare 
fund and thereby provide free lunch to children in rural schools.
,Throughout the year, Gonvvama Shenyang encouraged its 
employees to participate in the “Charity Walk” to keep fit and 
contribute to public welfare activities.
Hiasa, contributed to the promotion of women’s sports by 
purchasing race bibs to participate in the “Women’s Race” held 
in Gijón.
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Contribución a la Comunidad
Emotional Driving
The Emotional Driving road safety programme was created 
at the end of 2014 with the aim of raising awareness and 
motivating both the company and society as a whole about 
the importance of road safety.
The differential factor of this programme lies in the transmission 
of stimuli and positive and motivating messages to encourage 
responsible and safe habits on the road.
The project contributes to the achievement of the Sustainable 
Development Goals, mainly Goal 3.6: “halve the number of 
global road traffic deaths and injuries by 2020”, as well as 
generating positive impacts on targets: 11.2: “provide access to 
safe, affordable, accessible and sustainable transport systems 
for all and improve road safety by 2030” and 17: “partnerships 
to achieve the goals”.
EMPLOYEES
Preventive driving - Our drivers
In the current context and with the restrictions arising from the 
Covid-19 pandemic, Gonvarri’s road safety programme made 
the “12 months, 12 road safety issues” training platform 
available to its employees, both nationally and internationally. 
Through it, employees have been informed and have learned 
about different aspects of road safety: driving in snow, wind or 
rain; new DGT measures and information on infractions; or tips 
for safe and sustainable driving in summer; among others.
In addition, through the new Emotinal Driving App, employees 
were able to rediscover Emotional Driving’s 5th anniversary 
book, “Trajectory of a Commitment to Road Safety”, published 
in 2020.
On the occasion of the World Day of Remembrance for 
Road Traffic Accident Victims, Emotional Driving once 
again joined the tribute to the victims and launched the App 
with road safety content available for Android and iOS mobile 
devices, where employees could rediscover Emotional Driving’s 
emotional audiovisual campaigns to reflect on what motivates 
them to drive safely and responsibly, the different training 
actions on values and road safety aimed at young people 
throughout Spain or the testimony of fellow travellers, those 
entities without whom Emotional Driving’s success would not 
have been possible. 
PRIMARY AND SECONDARY SCHOOL STUDENTS
Motivated drivers - Raising awareness 
among their parents  
The ED School project was launched in 2016. Coinciding with the 
school calendar, AESLEME and Emotional Driving joined forces to 
bring road safety to schools and raise awareness among young 
people through talks that highlight the importance of safe and 
responsible driving.
Despite the pandemic, when the situation allowed it, they continued 
to visit schools and study centres in the Community of Madrid, 
bringing this message to hundreds of students. ED School also has 
an emotional aspect that seeks to bring out the best in these young 
people. After the training conferences, the young people write a 
message on a post-it note addressed to their parents, relatives and 
closest environment, so that they can improve their driving and be 
more responsible at the wheel. 
In this context, at the beginning of 2021, the prize for the EDSchool 
Message Competition was awarded to Javier García Blasco from 
Irlandesas El Soto School for the phrase “Dad, don’t use your 
mobile phone while driving, because no matter how well you drive, 
something serious could happen to us. It can happen to everyone”. 
These students become the best ambassadors of Emotional 
Driving, encouraging reflection on driving behaviour and the sharing 
of something as relevant in everyday life as driving safety and the 
importance of arriving home safe and sound.
In 2021 we completed the fifth edition of this project and in 
September, taking advantage of the start of the new school year, 
we will resume this commitment with a new edition. 
Emotional Driving Programme and stakeholders
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UNIVERSITY STUDENTS
Future drivers - Responsibility in the use 
of mobile phones
Emotional Driving, in alliance with Movistar, participated in 8 
congresses in Spain (Madrid, Oviedo, Seville, Valencia, A Coruña, 
Bilbao, Málaga and Granada) and a congress in Portugal (Lisbon), 
developed by the LQDVI Foundation (fifth edition) where they 
raised awareness among more than 100,000 young people 
about road safety in general and about the dangers of using 
mobile phones at the wheel in particular. 
On this occasion, due to the online format of the Congresses, 
the message was conveyed through an audiovisual entitled 
“The best message, like the best driver, is the one that arrives”. 
The campaign projects the different stages, and the resulting 
joys and good times shared with loved ones and family 
members, to conclude with a traffic accident. This raises the risk 
of losing everything we have left to experience, because of a 
second of distraction at the wheel caused by the improper use 
of technology.
The thousands of young people who received the message 
took part in a competition via the LQDVI Foundation App and the 
Emotional Driving Instagram account, telling what they would 
tell their families and loved ones to drive safely and responsibly. 
At the end of each congress, two winners were selected and 
received prizes for the emotive nature of their messages.
In addition, direct access was provided to the presentations of 
previous editions of LQDVI, to the different projects and lines of 
action of Emotional Driving and even to the contents of the 5th 
anniversary.
COMMUNICATION
Audiovisual campaigns
• 	 At Easter, motivated by the Covid-19 pandemic, Emotional 
Driving presented the road safety campaign “Flatten the 
Curve”. This concept is mainly associated with the pandemic, 
but curves are also very present in our daily lives, when we 
commute to work, go to pick up our children from school, etc. 
We internalise them, normalise them and trust them, and 
that is when they become dangerous. The majority of traffic 
accidents or off-road accidents occur on bends.
• 	 In the summer season and marked by the relaxation of 
the restrictive measures derived from Covid-19, Emotional 
Driving presented its campaign “This summer, connect 
with life”. Beaches, mountains, maybe, or better an urban 
destination? It doesn’t matter! The important thing is that, 
after a difficult few months, marked by the difficult situation 
caused by the pandemic, it is time to connect with life, but 
without forgetting that traffic accidents are still one of the 
main causes of death in the world, and what is worse, in most 
cases they could be avoided, or at least their consequences 
could be minimised.
• 	 To close the year, the campaign “In 2022, we want to 
continue to be your seat belt” was presented with the 
aim of raising awareness among employees and society 
as a whole, appealing to feelings and motivations, to be 
responsible at the wheel on these dates, to check the 
condition of their vehicle before starting the journey, to 
fasten their seat belt and to leave their mobile phone to one 
side. One in three accidents is caused by the use of mobile 
phones.
GROUPS WITH DIFFERENT ABILITIES
Intellectual Disability - Road Safety 
and the Value of Autonomy for Social 
Inclusion  
2021 was a step forward in the development of an innovative 
and different collaboration project between the Real Madrid 
Foundation and Emotional Driving, a unique programme in 
Spain that brings road safety to people with disabilities. The 
aim of the project is to introduce complementary concepts to 
the practice of sport in values in adapted and inclusive schools.
The comprehensive training of the beneficiaries through sport 
goes further, incorporating road safety education adapted to 
people with different abilities, which improves their autonomy 
and level of social integration.
The students carried out inclusive football and adapted 
basketball sessions, where they had the opportunity to learn 
about different signs, learn how to cross properly or were 
able to help people in need. More than 300 beneficiaries with 
different abilities will participate in this activity, where they will 
also be able to interact with the mascots Valorcito or Valorgol, 
in charge of being examples of transmission of values.
In September 2021, the fourth edition was launched with great 
novelties: awareness will be raised among younger students 
(pre-benjamin 5-7 years old) reinforcing the early acquisition of 
content related to road safety education; 5 videos will be made 
within the digital training platform of the Sport Values Academy 
TV in relation to this project; and three inclusive sessions will 
be developed with the students of Adapted Schools and Socio-
sports Schools, seeking to offer a space that promotes the 
inclusion of students with disabilities through joint work.
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Emotional Driving 2021 Study
Emotional Driving and Road Steel presented the study 
“Emotional Driving 2021: Brazilians at the wheel, 
distractions and mobile phone use” in October at the 
Paving Expo in São Paulo, the first blended learning event 
in the Road Safety sector to be held in the country after the 
pandemic.
The study gathers the opinions of more than 1,000 Brazilians 
aged between 18 and 65. The most significant finding of the 
surveys is that 77.8% of Brazilian car drivers state that they 
are distracted when driving, 94% of them recognise that the 
improper use of mobile phones is the main cause of distraction. 
In contrast, 98% believe that technology can help them to drive 
more safely.
Emotional Driving Case Study
In October 2021, the presentation of the case study 
“Emotional Driving: An audiovisual case” took place 
at the new R&D facilities of Gonvarri Metal Structures in 
Hiasa. The presentation event was attended by various 
personalities from the company and the educational 
environment at regional, Asturian and national level, in 
the latter case by José María Cubillo, PhD, Professor of 
Marketing CEU San Pablo and author of the Emotional 
Driving Case Study.
Observatory and Emotional Driving Laboratory 
The case presents the different marketing techniques, with their 
corresponding strategies and tactics, developed by the road 
safety programme from the perspective of creating social value 
for individuals and communities as a whole, which reinforce 
the teaching-learning process and strengthen the business-
university link.
This is a great milestone for Emotional Driving, which opens a 
new way of transmitting its project and also participates in the 
creation of value in the university educational network as an 
outstanding case of a B2B company dedicated to CSR work.
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The Covid-19 pandemic has brought with it an acceleration 
of digitisation and a greater drive for collaboration and 
partnerships between entities at national and global level. 
This new scenario reinforces Gonvarri’s commitment to SDG 
17 “Partnerships”, responding to the call made by the 
United Nations to governments, companies, NGOs and citizens 
around the world to join forces to achieve the 17 Sustainable 
Development Goals (SDGs) by 2030.
New audiovisual campaign “Alliances”
Emotional Driving is developing a line of audiovisual content 
called “Alliances” and to highlight the work of the friendly 
entities that have accompanied the Emotional Driving project 
and that share values, experiences, learning and, above all, a 
firm commitment to road safety. 
In 2021, chapters were presented in the webseries “Alliances” 
with the partners Fundación LQDVI and Fundación Real Madrid, 
who give their views on the alliances with Emotional Driving, 
the work they develop together, or the benefits they bring to 
society, among others.
In addition, Emotional Driving contributed to the creation 
and strengthening of a collaborative ecosystem between 
organisations and entities through the following actions: 
UN Global Compact
Emotional Driving joined the “Streets for Life #Love30” 
initiative, a United Nations call to individuals, companies and 
political bodies to limit speeds to 30 km/h in areas where people 
and cars coexist and contribute to healthy, green and liveable 
streets. This initiative was part of the Sixth United Nations 
Global Road Safety Week. 
Despite the efforts made and measures implemented, the 
targets set for the Decade of Action 2010-2020 have not been 
achieved. Emotional Driving therefore renewed its commitment 
to road safety for the achievement of SDG 3 “Health and Well-
being” and in particular target 3.6 which calls for halving the 
number of road traffic deaths and injuries by 2030 and reducing 
them to zero by 2050, in what has been called “Vision Zero”.
Partnerships for road safety
SERES Foundation
Emotional Driving participated in the “Manifesto for Road 
Safety” developed by the SERES Foundation, with the 
support of the Directorate General of Traffic (DGT) and Boston 
Consulting Group (BCG), which includes the commitment to the 
SDGs of the 2030 Agenda, specifically SDG 3/3.6, SDG 11/11.2 
and SDG 17. By ratifying the manifesto, Gonvarri expresses its 
commitment to Road Safety to promote different initiatives with 
the common goal of achieving a zero number of road accident 
victims.
Mapfre Foundation
Fundación Mapfre published in 2021 the book “From infinity 
to zero. We did so” which brings together 40 contributions 
from agents involved in the evolution of Spanish road safety, 
including Emotional Driving. This publication brings together 
testimonies on how Spain has managed to improve its safety 
levels considerably over the last 30 years, with the ultimate 
aim of capturing this experience and collective intelligence 
and projecting it towards the future “Goal Zero serious or fatal 
victims”. Emotional Driving provides its point of view on the 
positive trend in road safety in Spain and shares the vision and 
commitment of Gonvarri Industries, as an agent involved in the 
road sector..
European Mobility Week 2021
As a result of its commitment to road safety and sustainable car 
use, Emotional Driving joined this program once again this year 
in order to raise awareness among its employees and society 
as a whole about such important values as respectful, safe and 
responsible driving..
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Drive is the “Management Model” that drives Gonvarri Industries to meet its profitability and growth objectives. Drive integrates 
important ESG (environmental, social and governance) challenges aligned with the SDGs that have the greatest impact on the 
business, in line with its commitment to long-term value creation. 
In order to be able to assess their performance, KPIs are designed to measure their evolution. 
Climate change 
and the SDGs
Emotional 
Driving
and the SDGs 
Innovation 
and the 
SDGs
Education 
and the 
SDGs
Commitment to the Sustainable Development Goals
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I. Increase the volume of road safety awareness 
among the population by 2% per year by 2024
As a result of Covid-19, we adapted the way we convey the Road Safety message to 
different stakeholders online. 
In 2021, we raised awareness among more than 16,000 young people through 
streaming conferences, reaching more target audiences thanks to this technology. The 
conferences were broadcast throughout Spain and Spanish-speaking countries. At the 
Madrid conference, in addition to the young people connected virtually, 1,800 people 
were impacted in person and more than 5,000 connections were made at the Madrid 
conference alone, exceeding the 2% target.
Performance measurement
III. Develop a relevant initiative (roadshow, local study, 
etc.) in a new location, in order to reach 50% of the 
countries in which we are present by 2030. 
In 2020, the new study, “Brazilians behind the wheel”, was launched and in 2021, joining 
forces with a new partner, the study was presented to attendees at the first automotive trade 
fair to be held after the pandemic, as well as to the media..
II. Develop a new project each year in collaboration 
with an NGO, Foundation or Public Body until 2024. 
In 2021, a new project was started with the Lo Que de Verdad Importa Foundation 
“Unión de Valores Empresariales” (UVE). In addition, a new congress was held in the 
city of Granada to raise awareness of road safety issues, thus providing training in 
a new location.
The “Emotional Driving” program was 
launched in 2014, with the purpose of making 
drivers themselves the protagonists and main 
force in the road safety messages, by appealing 
to their beliefs, values and emotions for safe 
driving. This project is described in more detail in 
the Sustainability chapter.
Emotional Driving is directly aligned with 
SDG 3.6. “By 2030, halve the number of 
global deaths and injuries from road traffic 
accidents” and indirectly to the SGD 11/11.2 
“By 2030, provide access to safe, affordable, 
accessible and sustainable transport systems 
for all, improving road safety and SDG 17 
“Partnerships”
Emotional Driving 
and the SDGs 
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I. Increase the implementation of ECO-ENERGY 
and monitor 80% of Gonvarri’s energy (electricity 
and natural gas) by 2030.
We monitor 18 of the group’s plants. In 2021, the software continued to be 
updated and improved, giving it greater functionality. The aim is to continue 
making improvements to both the HW and SW parts and to increase the 
monitoring of the plants to cover 80% of Gonvarri’s energy consumption by 
2030.
III. Achieve energy savings of 25 Gwh/year by 
2025.
After reaching the 2020 target and in order to comply with the Carbon 
Neutral Plan, a new cumulative target has been set to reach savings of 25 
GWh/year by 2025.
To this end, 8 major energy saving measures (MAEs) were implemented in 
2021 in different plants of the group, representing an increase in the annual 
rate of savings of 2.21 GWh. This brought the cumulative total to 17.44 GWh, 
which represents significant progress towards the proposed target. 
II. Achieve 100% of electricity from renewable 
energy sources by 2030.
According to the information and data analysed, in 2021, we have 6.3% 
coming mainly from solar energy from own sources and from the purchase of 
certified energy from renewable sources, among others. 
Since the signing of the historic Paris Agreement 
(COP 21) in 2015, numerous initiatives have been 
developed, such as the recent European Green Pact 
and the current “Fit for 55” package with interlinked 
and complementary measures to achieve the EU’s 
55% net emissions reduction target by 2030, which 
includes a climate roadmap for the coming years for a 
fair transition to a carbon neutral economy.
Within this framework, in 2020 Gonvarri Industries 
approved the “Carbon Neutral 2030/50 Plan”, which 
establishes an ambitious roadmap with important 
reduction targets through projects in the areas of 
energy efficiency, promotion of solar photovoltaic 
energy and the purchase of energy from renewable 
sources, among others. 
All of this contributes to the fight against climate 
change and to the fulfilment of the Sustainable 
Development Goals, directly with SDG 13 “Climate 
action” and indirectly with SDG 7 “Ensure access to 
affordable, safe, sustainable and modern energy for 
all” and SDG 12 “Ensure sustainable consumption and 
production patterns”.
Climate change 
and the SDGs
Performance measurement
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I. In order to create local wealth 
in the countries we operate in, 
Gonvarri has a double objective: 
to maintain the average of local 
employment and permanent 
contracts >80%.
In 2021, local employment reached 92% 
and 93% of professionals are employed on a 
permanent basis, which exceeds the target.
I. Communicate and disseminate among professionals 
the importance and participation of innovation in the 
company through innovation workshops, with the aim of 
reaching a total of 2,000 hours in the period 2019-2021.
In 2021, on-line training and communication was boosted, using the streaming 
option through training webinars and training through VDC, in which numerous 
aspects related to innovation and technological advances were dealt with. 
A total of 817 hours have been allocated, with a target of 348 hours, which 
means that 235% of the 2021 target has been achieved.  On the other hand, 
the 2019-2021 Strategic Plan had the objective of dedicating 2,000 hours of 
training in innovation, and in reality 2,469 hours have been dedicated, which 
represents 123% over the objective.
II. Incorporate 5 new courses per year 
in the online platform “Academy” in 
the 2020 – 2025 period.
In 2021, the following training programs were added 
to the Academy platform: Information Security 
2021, Insider, Confidential, Trade Secret, KP04 - 
Stock Management, Networked Team Cooperation, 
DWP 365, Introduction to Key Processes, Effective 
Meetings, among others.  
We understand innovation as a factor of change and adaptation to the new 
requirements of customers and markets, generating added value to the business 
and minimising its environmental impact. For this reason, innovation is one of the 
strategic pillars of Gonvarri Industries. 
Innovation is directly aligned with SDG 9 /9.4. “By 2030, upgrade infrastructure 
and retrofit industries to make them sustainable, using resources more efficiently 
and promoting the adoption of clean and environmentally sound technologies 
and industrial processes, with all countries taking action in accordance with 
their respective capabilities” and indirectly with “SDG 12. Ensure sustainable 
consumption and production patterns”. 
At Gonvarri we believe that global change is required to move towards formal, diverse, secure and stable 
employment that complies with human and labour rights, improving education, reducing pay gaps and 
inequalities, paving the way for a more fair and equal society.
This commitment is directly aligned with SDG 4 “Quality education” and SDG 8 “Decent work and economic 
growth”. 
Innovation 
and the SDGs
Education and the SDGs
Performance measurement
Performance measurement
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Goverment
Culture
ESG
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i
Corporate governance  103
Balance  107
Taxation  112
Compliance model  114
Risks and opportunities  118
GOVERNMENT
102
Gonvarri Industries  Sustainability Report 2021

Corporate governance 
Governance structure 
Gonvarri Corporación Financiera, S.L. (henceforth Gonvarri) 
was founded in 1958, carrying out the manufacturing, 
transformation and marketing of steel products and metals 
related to the iron and steel industry. 
The corporate structure of the Gonvarri Corporacion Financiera 
is 99.99% owned by HOLDING GONVARRI S.R.L. (102-5)
The headquarters is located at (102-3): 
St. Embajadores, 458. 28053 Madrid -Spain
The governing bodies of the society are the General 
Shareholders´ Meeting and the Board of Directors, which is the 
highest governing, supervision, decision and control body of 
Gonvarri. 
In the Statutes of Gonvarri, the functioning of the Board of 
Directors and the requirements and deadlines for convening the 
General Shareholders´ Meeting are reflected.
102-1
The performance of the Board of Directors is not evaluated, 
as part of the members through their shareholdings are the 
owners of the company and represent all members. This year 
there have not been any changes to the members or the 
organizational practices (102-28).
The Board of Directors, in plenary session, makes the relevant 
decisions and delegates, where appropriate, the execution 
thereof. Additionally special powers of attorney can be agreed 
by the Board of Direction in favour of employees of the company 
to carry out specific elements in those operations previously 
approved by this body. The Board of Directors is the highest 
body responsible for the company’s economic, environmental 
and social matters (102-19).
he powers for the designation of the Board Directors 
correspond exclusively to the General Shareholders´ Meeting, 
which constitutes the interest of all the company partners 
(102-24). For either a natural or legal person to be appointed 
as administrator, being a partner, it is not required. Likewise, the 
conditions that prohibit such function are established in the 
Statutes. 
Gonvarri is a non-quoted company, whose Board members 
represent the total number of shareholders and, therefore, 
there is no legal requirement to have representatives from 
other stakeholders, nor to take into consideration other aspects 
relating to diversity, minorities, etc. (102-22 y 102-24).  The 
Chairman holds an executive position (102-23).
Shareholders may not exercise the voting rights corresponding 
to their shares when they are in any of the cases of conflict of 
interest established in article 190 of Royal Legislative Decree 
1/2010, of 2 July, approving the Consolidated Text of the Capital 
Companies Act (102-25).
Regarding the information and consultation mechanisms (102- 
21), these are done through the different administrations 
that act as a conduit between the Board of Directors and the 
different stakeholders. Furthermore, the General Manager 
holds biannual meetings with all the corporate staff. In these 
meetings, the relevant elements related to the management 
and the company´s situation are outlined and the feedback 
from the staff on these matters and other matters of interest 
is received, with all the corporate staff in Madrid available for 
direct consultation. 
In terms of government members, 100% are over 46 years of 
age. Also, 78% are of local nationality and all are men (405-1).
103-1, 103-2 and 103-3
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As of 31 December 2021, the Board of Directors of the Company is formed by: 
Mr. Juan María
Riberas Mera
CHAIRMAN
Mr. Francisco José 
Riberas Mera
SECRETARY
Mr. Ramesh  
Kumar Kothari
VICE PRESIDENT
Mr. Jesús  
Calvo Moreira
BOARD MEMBER
Mr. Paul Stephan 
Brettnacher
BOARD MEMBER
Mr. José Manuel 
Arias García
BOARD MEMBER
Gonvauto, S.A. represented 
by Mr. Juan María  
Riberas Mera
BOARD MEMBER
Agrícola La Veguilla, S.A. rrepresented 
by Mr. Juan María Riberas Mera
BOARD MEMBER
ACEK Desarrollo y Gestión 
Industrial, S.L. represented by Mr. 
Juan María Riberas Mera
BOARD MEMBER
The Chairman Mr. Juan María Riberas Mera and the company ACEK DESARROLLO Y GESTIÓN INDUSTRIAL, S.L. represented by Mr. Juan María 
Riberas Mera, as of 31 December 2021 held the position of Joint and Several Managing Directors, having delegated each and every one of the 
powers attributed to the Board itself, except those that cannot be delegated by Law or the Articles of Association.
102-18
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Through the parent company, we have a global corporate culture 
that retains the same values and principles since its origin, but 
which are tailored to the local needs of each country, to the 
current market conditions and to the stakeholders´ demands.
The Board of Directors is responsible for the approval and 
commitment to complying with the Code of Ethics, the 
Sustainability Policy, as well as the compliance policies. 
Moreover, company employees can be expressly empowered to 
carry out specific elements of operations previously approved 
by this body (102- 20 y 102-26). 
In particular, the following corporate policies were approved 
by the Board of Directors in 2021: Standard Zero, Protocol for 
the Prevention of Criminal Offences and Sustainability Policy. 
In addition, amendments to the following rules were approved 
through the Compliance Committee: Third Party Management 
Policy, External Advisor Engagement Policy, Supplier Master 
Management Procedure and Purchasing Policy.
The heads of the different administrations keep a permanent 
and fluent communication with the General Manager of the 
company. Any important worry is immediately conveyed by the 
heads of the different areas to the General Manager, who, if 
necessary, will convey this to the Board of Directors (102-33).
The company participates and integrates its economic, 
social and environmental responsibilities into the different 
managements, whose highest managers bring any decisions to 
be taken to the General Manager and, where appropriate, to the 
Board of Directors. In addition, they are permanently informed 
of economic, social and environmental matters through 
the different internal communication mechanisms, such as: 
regular meetings with the directors of the different areas, the 
biannual meetings of the CEO with the staff, the development 
and approval of the Sustainability Report and the various 
communication mechanisms such as the intranet “Leading the 
Change” (102-27 and 102-31). 
In line with the sustainability goals, the “Carbon Neutral Plan 
2030/50” was approved in December 2020. For its monitoring 
and measurement, a carbon neutral government was defined:
•	 Carbon Neutral Committee, formed by the CEO, 
Sustainability Director, Technical Director, Strategy Director 
and Finance Director.  The committee will include the 
participation of the General Managers of the different 
divisions. 
•	 Operational team, coordinated by finance, with the 
participation of sustainability, energy efficiency and strategy 
managers, as well as the managers of the different factories. 
In regard with the Sustainability Report, this is coordinated 
through the Corporate Management of Communication and 
Sustainability. A materiality study is performed every two 
years in which key points for its stakeholders are gathered and 
implemented throughout the Report. Its function is transversal 
within the organization, as it covers the different societies 
within the Group (102-32).
The Report follows a supervision and revision process, to finally 
be approved by the General Manager. Additionally, to ensure 
the trustworthiness of the information, it is externally verified 
by an independent body. 
The responsibilities, functions, communication 
and knowledge of the highest governing body  
in relation to sustainability
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For the development and execution of new projects, a thorough 
study is carried out in which all quantitative and qualitative 
aspects of the project are assessed and analysed, as well as 
the investments, financing and potential risks, by the various 
company departments and the Management Committee, prior 
to their presentation and subsequent approval by the Board of 
Directors. 
All these actions and the possible risks arising from them 
are continuously analysed by Gonvarri’s management and 
teams, which enables risks to be detected and the necessary 
corrective measures to be implemented in a fast and agile way. 
The Risk Management section describes the risk identification 
and management methodology.
With regard to the reporting of information, in addition to the 
economic, environmental and social issues that apply in each 
case, in accordance with the Internal Audit Charter, the defined 
economic, environmental and social risks are reported at least 
once a year to the Chairman and the Chief Executive Officer, 
and through them to the Board of Directors (102-29, 102-30 
and 102-31).
The General Shareholders´ Meeting will be invoked by the 
administrators and, when applicable, by the liquidators of the 
Society, within the six first months of each year, to ratify the 
corporate management, to approve, when applicable, the finan-
cial statements of the previous year and to determine on the 
use of the result.
The directors shall also call a General Meeting whenever they 
consider it necessary or advisable and, in any case, when re-
quested by one or more shareholders representing at least five 
per cent of the share capital. When the administration and repre-
sentation of the Company is entrusted to a Board of Directors, 
the guidelines established for this purpose shall be followed. 
In 2021 the Board of Directors met four times. Notice of mee-
tings shall always be given in writing, addressed personally to 
each Director, at least five days prior to the date of the meeting.
The Board of Directors can designate an Executive Commis-
sion or one or more Managing Directors among themselves, 
determining the people who must perform said roles and their 
course of action, it may delegate, totally or partially, temporarily 
or permanently, all the powers which are subject to delegation 
pursuant to Law. 
All debates and agreements of the Board shall be recorded in 
the Minutes Book, which shall be signed by the President and 
the Secretary or by the Vice-President and the Vice secretary 
when applicable.
With regard to the most relevant issues discussed, the annual 
accounts for the previous year were drawn up and all meetings 
monitored projects, investments, budgets, sales and the market 
situation, as well as the most important issues considered by 
each management. 
The remuneration of the Administrative Body consists of a fixed 
pecuniary amount that will be set in a General Shareholders´ 
Meeting prior to the end of the year. This will be compatible 
with other professional or payments that, when applicable, 
correspond to the administrator for any executive or advisory 
function they perform in the Society and will determine 
standards for their corresponding payment. 
In the case that the Administrative Body takes the form of 
the Board of Directors, it will determine the amount each of 
its members has to receive, in function of their dedication to 
the direction of the Society. If the administrative body takes 
another form, it shall be for the general meeting to decide 
whether, depending on these parameters, the remuneration of 
each director shall be the same or vary (102-35).
The remuneration of the Board of Directors and senior 
management is available in the section “(c) Compensation 
of key management personnel and directors” of the Audit 
Report, Consolidate Financial Statements and Consolidate 
Management Report as at 31 December 2021 (102-36, 102-
38 and 102-39). Stakeholders are not involved in remuneration 
(102-37).
Risk Management 
Functions of the highest 
governing body
Nature and number 
of issues raised in the 
Governing Board 
Remuneration  
of the Board of Directors 
102-34
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Balance sheet 2021
Group developments
In 2021, the Gonvarri Industries (GI) Group concluded a difficult 
financial year, amid great uncertainty in the markets, largely 
due to the COVID-19 pandemic, which continued to cause 
major logistical and steel supply problems during the first half 
of the year, and the worsening shortage of semiconductors in 
the second part of the year. 
But despite this market instability, the involvement, 
performance and efficiency of our teams have enabled the 
Group to react and act in the best possible way considering the 
constant uncertainty of the market and, also helped by the rise 
in the price of steel, the GI Group has achieved an EBITDA of 
€325MM, which represents 7.67% of sales. In general terms, 
all the divisions of the GI Group have met expectations in terms 
of EBITDA, although it is worth noting that our Europe Division 
continues to be the division with the highest contribution to 
results and that the ASIA Division has been the division with 
the strongest growth, due to the increase in activity in the 
Asian market. 
The semiconductor crisis continues to have a significant impact 
on the sector, where approximately 10 million vehicles have 
been taken out of production (according to IHS). The automotive 
world, which remains the Group’s reference market worldwide, 
recorded a slight decline in terms of volume compared to 
previous years, not considering the year 2020, which was 
heavily impacted by the pandemic.
Global passenger car production reached 80 million units 
produced (up 3% year-on-year and down 13% compared to 
2019, the last year before the pandemic). In Europe, the main 
producer,Germany, reduced vehicle production by 12% year-
on-year and 33% compared to 2019, to a total of 3.31 million 
passenger cars and light commercial vehicles produced.Spain, 
on its part, as the second largest European producer, also cut its 
production in 2021 by 8% year-on-year and 26% compared to 
2019, to assemble 2.10 million vehicles, which placesSpain as 
the ninth largest manufacturer worldwide, behindBrazil. These 
figures forSpain are a long way from the expectations set years 
ago to reach 3 million vehicles produced. 
In 2021, the Group continued to increase its activity in other 
markets such as Metal Structures, to which it contributes its 
high technology, Road Safety elements and structures for 
Photovoltaic Parks, as well as the Storage and Handling market, 
through synergies with the GMH subgroup, acquired in 2018, 
acquired through a strong commercial action.
The Group now has 46 Production Centres and 28 Offices or 
Distribution Centres in a total of 26 countries worldwide.  
In terms of the Group’s inorganic growth, the acquisitions made 
inSpain of two companies inSpain linked to punching and 2D 
laser activity (acquiring a minority and majority shareholding 
respectively) should be highlighted. These acquisitions are part 
of the Group’s development and diversification strategy, and 
will help us reach different markets and products, but always 
complementary and linked to the steel chain.
The Group maintains its growth plans by studying new locations 
and new industrial possibilities both through the construction 
of new facilities and the acquisition of existing businesses 
in order to increase its presence and address new areas of 
diversification. It is worth mentioning that the projects that the 
Group’s management had planned to pursue throughout 2021 
have not been significantly affected by the pandemic. 
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Financial results
Economic Value Created 
(thousands of euros)
2020 
2021 
Turnover
3,147,624
4,244,590
Financial income
22,455
3,171
Other income
24,142
23,578
> Total EVC
3,194,221
4,271,339
Economic Value Retained
(thousands of euros)
2020 
2021 
> Total EVR
37,701 
198,284
Economic Value Distributed  
(thousands of euros)
2020 
2021 
Operational costs
2,822,720
3,715,534
CAPEX 
66,713
61,019
Payment to capital providers
42,612
17,939
Taxes 
63,618
97,245
Personnel
160,260
180,950
Investments in the  
Community 
597
369
> Total EVD
3,156,520 
4,073,055
In the financial area, the Group continues to keep a constant 
watch on the Market financing levels in order to adapt the costs 
of the bilateral financing lines that the Group maintains with 
its pool of Financial Institutions, with the purpose of achieving 
an adequate level of available financing at the lowest possible 
cost. In this sense, financing costs have been reduced, both 
inSpain and abroad, and the terms obtained are sufficiently 
long so that their amortization is reasonably accompanied by 
the cash generated in the operations of the Projects financed 
with them.
However, the Group’s Net Financial Debt (NFD) has increased 
from €201MM in 2020 to €539MM at year-end 2021 ( both 
including IFRS 16). This increase is mainly due to the increase 
in the price of raw materials and steel in particular, which has 
been added to the logical increase in stock driven by the higher 
activity during the year.
Despite the increase in NFD, the NFD/EBITDA ratio was 1.66x, 
reinforcing and demonstrating the message that the Group 
maintains strict control of its debt.
The Group’s main consolidated financial figures are summarised 
in the table below:
201-1
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Region
Executed 2021
Thousands of euros
NAFTA
8,808
Latam
7,237
Europe
7,170
Asia
6,815
Metal Structure
4,088
GI Corporate
3,910
Gonvauto iberia
3,747
Gonvarri Material Handling
3,163
Precision Tubes & Addimen
1,912
New Projectos
14,170
Total
61,019
The 2021 financial year shows a net profit of 171,521 thou-
sand euros and a CAPEX executed in the fiscal year of 61,019 
thousand euros.
In this area, investments in the Spanish market, two companies 
linked to the punching and 2D laser activity, new investments 
in machinery and extensions of warehouses inBrazil,Germany, 
USA,China and India and the implementation of new corpora-
te software, with a total of 61,019 thousand euros invested, 
stand out.
Investments
Additionally, the company has received financial aid and 
equivalent subsidies amounting to 1,811 thousand euros, 
distributed mainly between the Burgos and Barcelona factories, 
as well as Road Steel to finance R&D projects (201-4).
Regarding the other accounting obligations, the companies 
that make up the Gonvarri Group are, for the majority, obliged to 
prepare annual audit reports on their individual annual accounts 
due to the total volume of their assets, the turnover and the 
average number of employees.
After approval by the corresponding body, these reports are 
presented in due time and form with the commercial register 
for each of the accounting periods, the legalisation of official 
books and the filing of annual accounts. Furthermore, the Group 
companies are up to date with their payments to the Social 
Security Treasury and their tax obligations.
Finally, as stated in the Code of Ethics and Conduct, it does not 
provide financial support to governments (415-1).
Taxes 
Taxes
Country
Thousands of euros
Germany
432
Argentina
691
Austria
2
Belgium
40
Brazil
19
Chequia
106
China
3,180
Colombia
147
Denmark
60
USA
61
Slovakia
159
Spain
25,079
Finland
0
France
38
Guatemala
0
Netherlands
193
Honduras
43
Hungria
9
India
2,382
Israel
-3
Mexico
371
Poland
1,306
Portugal
2,008
Rumania
313
Russia
1,337
Sweden
351
Switzerland
213
UK
1,.013
Total
39,550
The municipalities or regions in which Gonvarri is present 
received a total of 39,549.8 thousand euros in fees, tariffs, 
and taxes, which contribute to improving the quality of life and 
services of the inhabitants of the area. Their distribution by 
country is summarised in the table below.
207-4
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In recent years, the number of financial actors incorporating 
ESG (Environmental, Social and Governance) criteria in their de-
cision making is growing exponentially. 
In line with this trend, in 2020 we signed the first sustainable 
financing line with the Official Credit Institute (ICO), for the pe-
riod 2020-2024, for the Gonvarri Holding companies, GRI Re-
newable Industries and Gonvarri Industries, under the reference 
framework of the “Sustainability Linked Loan Principles” (SLLP) 
of the Loan Market Association. 
The following is a summary of the proposed objectives and their 
outcome (the outcome of GRI Renewable Industries is reported 
in its own Sustainability Report): 
To reach the target of 70% weighted average of licensed 
users using the DwP tool by 2024. For quantification, partial 
targets are included for each application with a scope of 65% in 
OneDrive, 70% in SharePoint and 75% in Teams, as summarised 
below:
After analysing the information and data corresponding to the 
2021 financial year in the defined scope, it is evident that the 
established target has been met, reaching 6% of the group’s 
total (China is not included in the perimeter). This information is 
summarised in the chapter on energy and climate change.
Sustainable financing
Target
10% of electricity consumption from 
renewable energy sources.
Period
2020-2024 (FY 2019)
SDG 7 Affordable and clean energy.
SDG 13  Climate Action .
SDG 17 Partnerships.
Renewable energy targets
Excludes factories inChina 
Renewable energy targets
2020
2021
2022
2023
2024
Proposed
1.5%
1.8%
7.4%
9%
10%
Reached
3.8%
6%
Digitisation targets
2020
2021
2022
2023
2024
Proposed
50%
55%
60%
65%
70%
Reached
71.6%
71.96%
Target
70% (weighted average) of users 
with a license use the DWP tools.
Period
2020-2024 (FY 2018)
SDG 9 Industry, innovation and infrastructure.
SDG 8 Decent work and economic growth.
SDG 13 Climate Action 
SDG 17 Alliances.
Global ESG assessment (Digitisation)
412-3
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Associations and 
organisations  
102-13 AND 415-1 
At Gonvarri Industries we work actively to promote all the 
divisions that make up the Group. To this end, we participate 
in organisations and associations of various kinds, both from a 
corporate point of view and in the different countries in which 
we operate. 
These initiatives are focused on different areas such as 
economic, industrial, social (NGOs and Foundations) and 
business. Appendix 4. summarizes the main associations and 
organizations with which we collaborate.
Likewise, Gonvarri establishes relations with local public 
authorities on an altruistic basis with complete transparency, 
mainly regarding matters that affect the sector. The company 
does not make any economic or in-kind contributions to 
political parties, nor through sponsorships or donations, which 
are against the law, as established in the Code of Ethics and 
Conduct.
After analysing the information and data corresponding to the 
companies GRI Renewable Industries and Gonvarri Industries, 
which are consolidated in Holding Gonvarri, it is clear that the 
targets established have been met. The result for the parent 
company Holding Gonvarri is summarised below: 
A weighted average of 70.94% has been achieved for digi-
talisation and 4% for energy from renewable sources, both 
higher than the planned target for the financial year 2021.
Holding Gonvarri
Renewable Energy Targets
2020
2021
2022
2023
2024
Proposed
1.0%
2.0%
8.5%
12%
15%
Reached
2.3%
4%
Digitalisation Targets
2020
2021
2022
2023
2024
Proposed
50%
55%
60%
65%
70%
Reached
68.7%
70.94%
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Taxation 
The growing concern for the management of tax matters by 
business groups, as well as the development of regulations 
by governments, contributes to the growing trend towards 
transparency of tax information. Within this framework, it is 
essential to manage tax information, both mandatory and 
voluntary, and to ensure that it meets the parameters required 
by the different stakeholders.
The Board of Directors, through its Chairman, Chief Executive 
Officer, its Managers and, especially through the corporate 
tax area, promotes compliance with tax obligations and good 
tax practices through its Chief Executive Officer, its Executive 
Director and Management Teams, is responsible for approving 
and updating the GI Group’s Tax Risk Management Policy 
and all relevant transactions that require it, and is ultimately 
responsible to the shareholders for the existence, operation 
and supervision of the Group’s Tax Risk Management System.
Principles and guidelines related to taxation are aligned with 
the Group’s long-term development strategy, as well as with its 
mission, vision, and ethical values, according to which all Group 
professionals and entities have a firm purpose to pursue an 
ongoing improvement in all its areas by carrying out sustainable 
development. 
Tax approach and management 
207-1 AND 207-3
Likewise, when developing its Tax Strategy, the Group has 
considered guidelines from the Organization for Economic 
Cooperation and Development (OECD) for multinational 
companies in tax matters and its recommendations with regards 
to cooperative tax compliance, as well as the best national and 
international practices in matters of tax governance.
Likewise, this Strategy applies to all Group personnel in the exercise 
of their duties and responsibilities, and in all professional areas in 
which they represent the Group, meaning the Group’s managers, 
executives, employees and collaborators, regardless of their position, 
responsibility or geographical location.
In addition, this Tax Strategy includes all tax obligations to which the 
Group is subject in the various countries and territories in which it 
operates.
The purpose of the Gonvarri Industries Group’s Tax Policy 
is to ensure compliance with applicable tax regulations and to 
ensure adequate coordination of the policy followed by the 
entities belonging to the Group, all of which avoids tax risks and 
inefficiencies in the execution of business decisions.
Compliance by the Group with its tax obligations and its 
relationships with Tax Authorities shall be governed by the 
following principles: 
a	 Compliance with tax legislation in the different countries and 
territories in which the Group operates, paying the required 
taxes according to the respective tax laws. 
	
In this regard, making of tax decisions based on a reasonable 
interpretation of the applicable legislation. 
The aforementioned Tax Strategy is applicable to all companies 
comprising the Group that are majority owned, directly or indirectly, 
by their parent company. In those Group companies in which it does 
not have a majority shareholding, but where there is a significant 
influence of its parent company, the Group shall promote principles 
and guidelines consistent with those established in the Tax Strategy 
and shall maintain the appropriate information channels to ensure 
adequate knowledge of them.
Tax governance, control 
and risk management 
207-2
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b	 Ensure that the tax bases are appropriately related to the 
structure and location of the activities, human and material 
means. 
c	 Compliance with the principle of transparency, fostering a 
loyal relationship with the tax authorities based on respect 
for the law, trust, professionalism, collaboration, reciprocity 
and good faith. 
d	 Establishing tax risk control and management procedures. 
The Group, through its Corporate Tax Risk Management 
Policy, approved by the Board of Directors, establishes 
principles and good practices, the different levels of approval 
and the roles and responsibilities in relation to controlling 
and managing Group tax risks.
e	 The Group avoids using opaque entities for tax purposes, 
meaning entities whose owners cannot be held accountable 
by Tax Authorities because they have been designed via 
instrumental companies, in tax havens, in territories that do 
not cooperate with tax authorities, or in territories with low 
or no taxation. Therefore, when a Group company has its 
headquarters in a territory classified as a tax haven, it shall 
only be due to industrial or commercial strategies.
f	 Carrying out transactions between related entities 
according to their market value, following the principle of full 
concurrence, and complying with their obligation to document 
transfer pricing as required by applicable regulations and in 
line with OECD guidelines.
	
The Group will periodically review its transfer pricing policy 
with the advice of top-level experts, to update and adapt it 
to regulations in force and the reality of its business.
g	 Making use of technology in terms of taxation to offer 
stakeholders and the Tax Administration a guarantee that 
tax returns contain quality information that is complete and 
truthful.
h	 Before preparing annual accounts and presenting the 
Corporate Tax return, the Group’s Corporate Tax Department 
will inform the Board of Directors of policies followed during 
the year, as well as the evolution of significant tax risks.. 
i	 Avoiding the use and generation of intangible assets purely 
for tax purposes.
With regard to risk control and management, the GI Group’s 
Corporate Tax Management, among others, is responsible for 
analysing legislative, jurisprudential and doctrinal developments 
in tax matters and for identifying, analysing and assessing tax 
risks, monitoring possible tax contingencies by country.
Participates with the Compliance Committee and the Internal 
Audit and Compliance Department, among others, in updating 
the Tax Risk Map. 
Review and update: the Tax Strategy will be reviewed annually. 
In addition, in the event of changes in the applicable regulations 
or circumstances that warrant a review, this document will 
be updated accordingly to ensure that the Strategy fulfils its 
purpose.
Approval and Monitoring of the Fiscal Strategy: the Board 
of Directors will be the body responsible for approving and 
updating the Fiscal Strategy. 
The whistle-blowing channels are used to manage concerns or 
complaints from employees and external personnel. With regard 
to actions in the event of potential litigation, requirements, 
inspections, sanctions, risks arising, etc., once detected, the 
process of communication and coordinated risk management is 
initiated. 
The Tax Strategy will be available to all Gonvarri Group employees 
through the Group’s corporate intranet. The Strategy will also be 
published on the Gonvarri Group’s corporate website.
Gonvarri has a Risk Management and Control System that 
includes “Tax Risks”, whose main objective is to guarantee that 
the Group’s actions and operations comply with requirements 
established by the Code of Ethics, the Tax Policy, and applicable 
regulations.
The Risk Map is updated annually or when there are 
significant changes that require so, in collaboration with the 
Group’s Corporate Tax Department, and the financial and legal 
departments, among others. Significant risks are reported directly 
to those responsible, to establish ways to monitor, control and 
minimize them.
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Compliance model
Internal audit and compliance
The “Compliance Model” aims to maintain the mechanisms 
for monitoring, measuring and controlling the risks identified. 
As part of this project, in 2018, as a part of this project, the 
Compliance Committee was established as the Delegate Body 
of the Board of Directors responsible for the Model´s application 
and revision and for the Management of the Ethics Channel.
The Compliance Programme is led by the Internal Audit area 
together with the Compliance Committee and the different 
areas of Gonvarri to update and prepare the Internal Regulations 
applicable to the Model. The Internal Audit Statute defines the 
functions, competence, responsibilities and principles of action 
of the Internal Audit and Compliance Department. 
From the outset, an in-depth review of the Code of Ethics and 
Conduct was carried out, as well as various policies on anti-
corruption, risks, trade sanctions and information exchange, 
among others, all of which were approved by the Board of 
Directors.
Its implementation is carried out in phases. It started in 2018 and 
was completed in 2019, including the whole process of design 
and continuous improvement, dissemination, management, 
training and supervision.
During 2020, we entered into a recurring process of detecting 
and managing compliance risks, as well as monitoring, updating 
and improving the Compliance Programme developed in 2018. 
All aspects and risks arising from any form of corruption are 
implemented globally in the Gonvar Group’s offices, distribution 
centres and factories¬¬¬ ri in accordance with the model and 
policies approved for this purpose (205-1).¬   
In addition, new rules were approved in 2020, mainly related 
to human resources management, reinforcing the controls 
associated with the processes of selection, training, payroll 
management, performance evaluation, and management of 
employee terminations and discharges.  
During 2021, and as a result of the supervisory activities 
carried out, efforts in the area of compliance focused mainly on 
two lines of action:
•	 The first is the implementation of training activities 
in certain areas within the framework of the Compliance 
Programme, with a view to reinforcing the values and 
behavioural guidelines set out in the Group’s Code of Ethics 
and Conduct. 
•	 The second line of action is aimed at achieving effective 
implementation of the Model in each location, working 
on the integration of the compliance framework in the 
management systems of the Group’s different companies, 
making the Compliance Programme part of and present in 
the day-to-day operations of Gonvarri.
Furthermore, work has been carried out to update the 
Compliance Programme, making modifications to the 
content of some of the Model Policies, with the aim of 
reinforcing certain contents and/or strengthening the controls 
defined therein. These modifications have been approved by 
the Compliance Committee in accordance with the Group’s 
procedures.
In addition, during the first quarter of 2021, work was carried 
out on the preparation of a Protocol for the Prevention of 
Criminal Offences, which includes the measures and controls 
designed to prevent or mitigate as far as possible the risk of 
any criminal action being committed in the organisation, and 
to guarantee at all times the legality of the acts carried out by 
the Group’s employees and executives in the exercise of their 
professional activities. This Protocol was approved by the Board 
of Directors in June 2021.
I would also like to highlight that a new version of the 
Sustainability 
Policy 
adapted 
to 
the 
Sustainable 
Development Goals was approved in the first quarter of 2021. 
With regard to the Protection of Personal Data in the Sphere 
of the European Union, 24 queries of varying nature and 
complexity have been received (22 successful and 2 pending 
resolution). No requests for the exercise of data subjects’ rights 
were recorded this year. One security incident was recorded, 
which did not need to be reported to the Data Protection 
Agency. 
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Code of Ethics 
Ethical Channel
The Code comprises of an express declaration of the values, 
principles and behavioural guidelines that must be adopted by 
the people of the Group in their professional role, regarding topics 
such as relations with customers, employees, collaborators, 
providers and the community, and so consolidating the existing 
trust between the Group and third parties.
It is mandatory for employees, collaborators, directors and the 
managers of the Group know the full content of the Code and 
especially the principles and behavioural guidelines in it. It is 
also mandatory to have training inherent to this material and 
to pass an exam concerning the principles and directives the 
Code contains.
In addition, and together with the Code of Ethics, various internal 
regulations are developed that detail and deploy our values and 
principles in each of the areas of interest. These are updated 
and reported annually in successive sustainability reports.
The Compliance Committee, through the Ethics Channels, 
are the guarantors of receiving and responding to any improper 
situations, doubts, queries or bad practices expressed and 
applying the appropriate legal or disciplinary measures. In 
addition, an audit plan will be made annually to verify its 
adequate dissemination and compliance. 
The Ethics Channel is made available to all employees, 
directors, managers and collaborators in the Gonvarri Group 
and also to other external stakeholders, such as customers, 
suppliers or society in general. This with the same objective of 
consulting doubts about the application of the Code of Ethics 
and Conduct, just as notifying the possible misconducts that 
correspond to the breach thereof.
The Ethics Channel Regulations define the operating 
principles and conditions of use on which the Ethics Channel 
is based, and the roles and responsibilities of each of the 
bodies involved in the management and processing of queries/
complaints. The Compliance Committee is the managing body 
of the channel, which establishes the action protocols for 
analysing, investigating, concluding and communicating the 
results of the complaints received. It reports periodically to the 
Board of Directors and its members on its activity in managing 
the ethics channel: number of queries and complaints received, 
complaints relating to serious situations, status of the 
complaints, etc. It will also report on any other relevant matter.
A new Code of Ethics and Conduct was approved by the 
Board of Directors in September 2017 and so were the Action 
Protocols of the Ethics Channel in January 2018.
The external provider is responsible for providing and maintaining 
an accessible channel, guaranteeing the confidentiality of the 
communications made and their management, safeguarding 
and archiving the data in compliance with the regulations in 
force, acting as an intermediary between the user and the 
Compliance Committee, which guarantees confidentiality as a 
principle of operation. 
There are different possible ways of accessing the ethical 
channel:
Form via https://gonvarri.i2-ethics.com, also 
accessible from the Group’s intranet, on the Group’s 
website http://www.gonvarri.com and the other 
websites of the companies that make up the Group.
E-mail: ethicschannel@gonvarri.com
Ordinary mail to the following address: Att/ Auditoría 
Interna y Cumplimiento C/ Embajadores 458. 28053 
Madrid.
Via Whatsapp WeChat or phone contact  
on +34 679 98 19 22
APP Gonvarri. IOs&Android
It is also accessible via the Call Back option on the https://
gonvarri.i2ethics.com platform.
Once the query/complaint is communicated through the 
platform provided or the rest of the available means, the user 
will receive an email from the external provider (i2ethics) 
with the information that will allow him/her to confirm the 
communication sent to the channel and the start of its 
management.
102-16 AND 102-17
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Awareness and training 
In 2018, training began on the Code of Ethics and the Ethical 
Channel as the main parts of the Compliance Model.
For the dissemination of the Code and the Ethics Channel, 
an online course was developed, accessible from the intranet 
and the mobile application, in which videos, texts and results 
tests were incorporated to facilitate comprehension, with an 
estimated duration of between one and two hours. In addition, 
a major training effort was made throughout the year to 
disseminate the principles of the Code, which will continue in 
successive years.
With the aim of covering training in human rights in the 2021 
financial year, courses related to the Code of Ethics and Conduct 
are considered, with a participation of 621 professionals and 
1,067 hours (more than 3,600 professionals have completed it 
since its inception) and the Harassment Prevention Guide, with 
a participation of 1088 professionals and 303 hours (more 
than 2,200 professionals have completed it since its inception).
This training was conducted in local language. The tables 
summarise the percentage of participation in 2021:  
In 2020, the guide for accepting gifts and commitments was 
also launched. In addition, a comprehensive individualised 
Compliance training plan was launched, depending on the 
position, department and tasks performed by each employee, 
through a specific individualised compliance training itinerary. 
For the reporting period, 2021, numerous training sessions were 
held for employees on the following subjects: “Management 
of Conflicts of Interest”, “Exchange of information 
with 
competitors”, 
“Sponsorship 
and 
Donations”, 
“Fraud and Corruption”, “Logistics Protocol”, “Record-
keeping and documentation”, “Proceedings with Public 
Administrations”, and “Privileged Information”.
In addition, three additional trainings are pending publication 
regarding the Compliance Policy and Rule 0, as well as a 
general and extended training on several rules of the model 
applicable in the procurement processes of goods and services 
in the Group, such as: the “Third Party Management Policy” 
and the “Policy for Hiring External Advisors”, relevant in 
the execution of the selection and approval processes of the 
Group’s employees, as well as the “Protocol for action with 
the Legal Department”, which establishes the controls 
associated with the review and signing of contracts, or the 
“Supplier Master Data Management Procedure”, with 
a view to the correct identification of the origin of funds and 
employees.
Training Code of Ethics
Distribución
Código Ético y de Conducta (español)
27%
Code of Ethics and Conduct (inglés)
16%
Kodeks Etyczny i Zachowania (polaco)
2%
Этический и поведенческий кодекс (ruso)
6%
Ethischer und Verhaltenskodex (alemán)
20%
Meslek ilkeleri ve Davranış kuralları (turco)
2%
Etický kodex a kodex jednání (checo)
10%
Código Ético e de Conduta (portugués)
2%
Codul de conduită și etică (rumano)
14%
道德和行为守则 (chino)
0%
Harassment Prevention Training
Distribución
Manual Prevenção do Assédio (portugués)
4%
Guía de Prevención del Acoso (español)
74%
Harassment Prevention: Guidance (inglés)
4%
Leitfaden zur Verhinderung von Mobbing/
Belästigungen (alemán)
5%
Руководство по предотвращению травли 
(ruso)
3%
Zapobieganie nękaniu: Wytyczne (polaco)
5%
骚扰预防:指导 (Chino)
1%
Tacizi Önleme Rehberi (turco)
3%
412-2
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Complaints and ongoing disputes
Gonvarri’s ethics channel is open both for internal use by 
employees and by any interested third party (suppliers, 
customers and others). Through the channel, irregular or 
improper situation that violate the Group’s Code of Ethics may 
be reported. 
The Ethical Channel is available in 18 different languages, so 
that it is accessible to all potential users around the world. 
During the period under review, 2,281 visits to the ethical 
channel were recorded, 2.9% more than the previous year 
(2,217 in 2020 and 754 visits in 2019).
Visits were received from 50 different countries, although the 
majority of accesses were fromSpain (21%), followed byChina 
(9%),Turkey (7%) andGermany (7%).
In 2021, the web channel was the preferred channel for 
complainants with 72% of the total, followed by direct 
complaints received by processors with 20%. 
Sessions
2020
2.2 mil
2.25 mil
2.3 mil
2021
2,217
2,281
The time the channel has been available and online (SLA - Service 
Level Agreement) during the year 2021 has been 100%. 
In 2021, twenty-five valid complaints were received through 
Gonvarri’s ethics channel fromSpain (13),Turkey (10),Poland (1) 
andBrazil (1), with five pending resolution to date. None of the 
complaints received through any of the available channels were 
rejected.
The complaints received were resolved with disciplinary 
measures of varying severity, depending on the seriousness of 
the facts established after the investigation (205-3). 
No sensitive activities related to human rights, forced labour 
and child labour have been identified that would have a 
significant impact on the company’s different operations (408-
1 and 409-1). 
In 2021, an occupational accident took place which has 
been administratively sanctioned. In addition, administrative 
sanctions have been received for the two work-related 
accidents that took place in 2020.
With regard to other proceedings instituted against the 
company, ongoing litigation and penalties, there are no 
significant proceedings that have a material economic impact 
on the Group, in terms of:
•	 Unfair competition, monopolistic practices and 
practices against free competition (206-1). 
•	 Health and safety impacts of products and services 
(416-2). 
•	 Justified complaints related to customer privacy 
violations or to customer data losses (418-1). 
•	 Non-compliance to the laws and legislation in the 
social, environmental and economic areas (307-1 
and 419-1). 
•	 Non-compliance concerning information and 
labelling of products and services (417-2). 
•	 Non-compliance concerning marketing 
communications (417-3).
Incoming channel of complaints received
Incoming channel 
Complaints 
received in 
2021 
Complaints 
received in 
2020 
Change 2020  
vs 2019
Canal web
18
26
-8
Email
2
4
-2
Call back
-
-
0
Manual entrance
5
6
-1
Desglose por tipo de denuncia
Category 
Current 
%
Pending 
resolution
Harassment  
6
24%
Discrimination  (406-1)
1
4%
1
Fair competition
1
4%
 
Conflict of interest
1
4%
 
Fraud and Corruption
6
24%
1
Labour
6
24%
2
Health and safety 
2
8%
 
Other
2
8%
1
Evolution compared to the previous year 
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Balance
Taxation
Risks and opportunities
Compliance model
Corporate governance
i
Compliance model
117
Gonvarri Industries  Sustainability Report 2021

Risks and opportunities
Risk management
Gonvarri Industries is subject to various risks inherent to its 
activity as a result of its commercial, financial and economic 
operations, as well as the legal obligations it must fulfil in the 
countries in which it operates. 
To manage all these risks of all types and nature, the group 
has various mechanisms and systems for detecting, assessing 
and managing risks within its own business processes and 
operations.
In 2016, the “Internal Audit” area was formally created in order 
to formalise in an integrated manner the various mechanisms 
and processes for the detection, assessment and management 
of risks already present in all business processes.
This risk management system provides reasonable assurance 
that all significant strategic, operational, financial and 
compliance risks are prevented, identified, assessed and 
monitored on an ongoing basis.
With regard to this risk related to Regulatory Compliance and 
of a criminal nature, to the “Compliance Model” has been 
developed, with the aim of improving the mechanisms for 
monitoring, measuring and controlling the related risks.
Its design began in 2017 after finalizing a situation 
diagnosis. The risks associated with our activity were 
identified and assessed, and the mitigation controls 
and the mechanisms for continuous improvement and 
supervision were defined. These controls are various 
in nature and they are included in the Groups internal 
regulation.
In this area, the “Corporate risk control and 
management policy” stands out, with the aim of 
establishing basic principles, as well as a framework for 
internal control and management of all the kinds of risks 
faced by the Gonvarri Group.
Risk 
Strategic and environmental risks
Corporate Governance, Ethics, Corruption, 
Fraud and Compliance Risks
Financial Risks 
Human rights risks
Operational and infrastructure risks
Regulatory compliance risks
Tax risks
IT security, process and data protection risks
Climate change risks 
102-15
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
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Taxation
Risks and opportunities
Compliance model
Corporate governance
i
Risks and opportunities
118
Gonvarri Industries  Sustainability Report 2021

Financial Risks 
They are mainly considered: 
•	 Market Risks: derived from exchange rates and interest 
rates. 
•	 Credit Risks: Derived from cash and cash equivalents, 
from derivative financial instruments and deposits and 
receivables. 
•	 Liquidity risk: derived from sustaining sufficient cash 
and marketable securities, availability of financing and 
capacity to settle market positions. 
These risks are detailed in the Annual Accounts Report. 
To mitigate the risk, simulation of scenarios considering 
refinancing, roll-overs, alternative financing and hedging 
through various instruments and policies aligned with the 
risk determined.
Within the opportunities, the prevention mechanisms for 
financial risks serve us to control growth and investments 
better by diversifying to other countries and by offsetting 
those risks or potential incidences, so that our growth is 
profitable and sustainable.
Regarding project finance, only one contract in 2021 required 
compliance with the Equator Principles, in addition to the 
ICO’s sustainable financing (412-3).
Tax risks
These are considered to be those arising from non-compliance 
with its tax obligations and its relations with the Tax Authorities 
in all the countries in which it operates. These risks are detailed 
in the Annual Accounts Report. 
For their mitigation, the Corporate Tax Risk Management Policy 
and the Transfer Pricing Manual establish the mechanisms for 
their control and the risk map is updated annually, assessing 
each risk according to its seriousness, establishing the 
necessary controls that contribute to their mitigation. 
Among the opportunities, tax risk prevention mechanisms 
allow us to have better control over the value creation we 
contribute to generating in the countries in which we operate.
Corporate Governance, Ethics, Corruption, Fraud and 
Compliance Risks
Derived from behaviour that goes against the guidelines 
established in the human rights, ethics and anti-corruption 
policies, which gives rise to important economic and reputational 
risks.
To mitigate the risks, updating the risks and controls map. In 
addition, official Policies and Codes in place to regulate these 
risks are available to all the group’s professionals, and specific 
training is provided on each of the key aspects. For any incident, 
consultation channels and whistle-blowing mechanisms are in 
place.
Opportunities involve many actions that enable us to 
strengthen the Group’s ethical principles to minimize our risks 
and improve our reputation.
Operational and infrastructure risks
Are considered from technological or quality defects, 
management problems, etc. that develop into problems in 
product quality, delivery times, among others. 
In order to mitigate, risks policies are available and many 
project and initiatives to improve, track, measure and increase 
efficiency (SPG, ISO 9000, IATF, TQM, etc.), contingency plans, 
etc. 
A real opportunity derives from efficiency in products and 
processes, which reduces consumption, production times, 
waste, etc. and thus improves costs and profitability. Moreover, 
through innovation we adapt to the needs of the market.
Strategic and environmental risks
Are considered derived from possible changes in the Group’s 
strategic lines or the situation in the countries in which it operates 
(political and regulatory changes, currency depreciation, etc.).
In order to mitigate these risks, country and global risk analyses 
are carried out through the “Methodology for the development 
and viability analysis “ and external Due Diligences. 
Furthermore, geographic and business diversification, as well 
as compliance policies, investment in innovation, financial 
currency hedging and insurance policies, minimise this risk. 
Furthermore, geographic and business diversification, as well 
as compliance policies, investment in innovation, currency 
coverage instruments and insurance policies, minimise this risk.
Among the opportunities, the impact of these changes on the 
local economy (new business opportunities, jobs, taxes, etc.) 
stands out. 
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Balance
Taxation
Risks and opportunities
Compliance model
Corporate governance
i
Risks and opportunities
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Gonvarri Industries  Sustainability Report 2021

Regulatory compliance risks
Consideration is given to those arising from regulatory changes 
affecting the Group’s operations, with increasingly complex and 
demanding requirements in terms of the application of material 
and human resources.
To mitigate this, the compliance model based on the Code of 
Ethics and Conduct, policies, consultation and whistleblowing 
channels and continuous training contribute to its minimisation.
All these measures are an opportunity to enhance the Group’s 
reputation and avoid the risk of sanctions for non-compliance.
Human rights risks
Today’s society is increasingly aware of abusive and illegal 
behaviour related to poverty and human rights, especially in the 
most vulnerable countries. 
To mitigate this, we have mandatory policies and codes of 
conduct and whistleblowing channels. In addition, we work in 
line with the Universal Principles of the Global Compact and the 
United Nations Sustainable Development Goals. 
Our global presence gives us the opportunity to work with 
different cultures and therefore enrich our knowledge and 
increase our capacity to adapt to different countries. This way 
we can improve our decision-making and values, like tolerance, 
from different perspectives and so foment local development
IT security, process and data protection risks
Today, systems are a critical element in the execution of 
business processes and implementation of business strategy, 
even more so in an environment of collaboration and innovation 
based on emerging technologies and in an increasingly turbulent 
business context, accelerated by the COVID 19 pandemic. 
Furthermore, cyber threats continue to grow in ingenuity and 
frequency, online fraud continues to evolve thanks to new 
social engineering techniques and are responsible for millions 
of dollars in losses for companies around the world. 
To mitigate these risks, Gonvarri’s IT department lives a 
challenging balance between the need for digital innovation on 
a company-wide scale and the need to maintain and operate 
on current systems and processes, acting with a focus on 
continuous improvement, operational excellence. In addition, 
it establishes the necessary mechanisms to safeguard the 
privacy of information and the protection of customer and 
supplier data, and to properly manage and treat documentation. 
All this leads to new opportunities and challenges in creating 
new IT capabilities to increase productivity and efficiency. The 
department has continued to be actively involved in innovation 
initiatives, especially those of the new “Industry 4.0” paradigm, 
with the deployment and maintenance of the new MES system.
Climate change risks  
201-2
The current environment shows that the risks associated 
with environmental, social and governance (ESG) issues such 
as climate change are becoming increasingly relevant. It is 
therefore necessary to incorporate them into the company’s 
decision-making process, its business strategy, management, 
and performance.
To mitigate them, in 2020 the potential transversal risks that 
could affect the business were analysed at corporate level, with 
the aim of transferring and specifying these risks to the different 
countries and facilities over the next two years. To this end, the 
“Task Force on Climate related Financial Disclosures (TCFD) of 
the Financial Stability Board (FSB)” standard was used as a 
reference and integrated into the company’s global risk map.
The 
2030/50 
Carbon 
Neutral 
Plan 
summarises 
the 
improvement opportunities defined to minimise their impact, 
meet the expectations of customers and society, and improve 
the positioning of Gonvarri Industries in the market. 
Likewise, the principle of precaution and continuous 
improvement is incorporated through the Code of Ethics and 
Conduct, the Integrated Policy and the Sustainability Policy 
(102-11).
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Balance
Taxation
Risks and opportunities
Compliance model
Corporate governance
i
Risks and opportunities
120
Gonvarri Industries  Sustainability Report 2021

Main risks in 2021
In 2021, Gonvarri continues to face the different risks arising 
from the market situation in the countries in which it operates, 
as well as all those arising from the situation generated as a 
result of the global pandemic of COVID 19, which has hit since 
the beginning of 2020. 
The effects of the pandemic have been multiple, affecting at 
some point, to a greater or lesser extent, all geographic areas. 
Against this backdrop, the Group has been evaluating and 
implementing different measures and adjusting them to each 
situation and geographic area in order to reduce the impacts 
derived from the current economic and social context.
•	 General economic and social instability as a consequence 
of the COVID19 pandemic and, from March 2022, the 
armed conflict over theRussian invasion ofUKraine, and 
its enormous social and economic impact on the entire 
European Union.
•	 Cyber threats and online fraud are becoming more and more 
prevalent, with increasingly sophisticated mechanisms that 
make it difficult to design and implement efficient mitigation 
controls.
•	 The growing legislative production, not only inSpain but 
also internationally, as well as the increasingly demanding 
requirements of customers. This makes legal compliance 
with all the regulations and requirements in the different 
areas of application more complex, also making it necessary 
to expand the organisation’s structures.
•	 The situation of political polarisation in certain countries 
where the Group is present.
•	 Tension in supply chains as a result of logistical and 
production misalignments due to COVID19. 
•	 Production stoppages in the Group’s factories as a result of 
unplanned staff departures caused by COVID19.
•	 Volatility in the price of raw materials and, therefore, in the 
valuation of the stock available in the factories. 
•	 The risks arising from protectionist policies and the 
establishment of tariffs among the main players in 
international trade. 
•	 Risks arising from various geopolitical changes involving 
trade restrictions, embargoes and sanctions.
•	 The notable increase in opinions with nationalist and 
Eurosceptic stances.
•	 Increasingly restrictive policies on vehicle emissions and the 
use of fossil fuels.
•	 Uncertainties from the consumer perspective in the 
automotive market, leading to falls in consumption and 
production.
•	 The growth of environmental, social and governance 
awareness (ASG), also the risk derived from climate change, 
natural disasters and disease.
•	 Internal risk to achieve operational excellence in some 
countries. 
•	 The general economic crisis as a result of the various 
uncertainties described above, those arising from the 
continuous regulatory changes that require adaptation 
of the Group’s processes, exacerbated by the long-term 
effects of COVID 19 and the need for rapid adaptation to 
changes in markets and customers.
The effects of the Pandemic continue to have a significant 
impact on society. Furthermore, since March 2022, the armed 
conflict initiated byRussia’s invasion ofUKraine has generated 
a huge social and economic impact across the European 
Union, with restrictions and huge price rises in raw materials 
and resources such as energy, generating various levels 
of uncertainty, tensions in the supply chain and effects on 
prolonged economic impacts that will affect future financial 
years in an unquantifiable way.
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
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Taxation
Risks and opportunities
Compliance model
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i
Risks and opportunities
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Gonvarri Industries  Sustainability Report 2021

Annexes
Culture
ESG
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Report
Profile
Associations
GRI Content
Global Compact Principles
Perimeter
Information
i
External verification report  123
Report Profile  124
Quantitative Information 125
Associations and organizations 131
GRI Content Index  132
Global Compact Principles  138
Perimeter considered  139
ANNEX
122
Gonvarri Industries  Sustainability Report 2021

Domicilio Social: C/ Raimundo Fernández Villaverde, 65. 28003 Madrid - Inscrita en el Registro Mercantil de Madrid, tomo 9.364 general 8 130 de l
nscripción 1ª. Madrid 9 de Marzo de 1.989. A member firm of Ernst & Young Global Limited
 
 
Ernst & Young, S.L. 
Calle de Raimundo Fernández  
Villaverde, 65 28003 Madrid 
 Tel: 902 365 456 
Fax: 915 727 238 
ey.com 
 
INDEPENDENT LIMITED ASSURANCE REPORT OF THE SUSTAINABILITY REPORT 2021 
 OF GONVARRI INDUSTRIES, S.L. 
To the Management of GONVARRI INDUSTRIES, S.L.: 
Scope 
As commissioned by the Management of GONVARRI 
INDUSTRIES, S.L. (hereinafter, Gonvarri Industries), we 
have carried out the review of the “Sustainability Report 
2021”. This information has been prepared in accordance 
with GRI Sustainability Reporting Standards (GRI 
Standards) core option, as detailed in “Report Profile”. 
The scope considered by Gonvarri Industries for the 
preparation of the Report is defined in “Scope 
consolidation of Gonvarri Industries S.L. and subsidiaries”. 
The preparation of the “Sustainability Report 2021”, as 
well as its content, is the responsibility of the Management 
of Gonvarri Industries, which is also responsible for 
defining, adapting and maintaining the management and 
internal control systems from which the information is 
obtained. Our responsibility is to issue an independent 
report based on the procedures applied in our review. 
Criteria 
Our review was carried out based on: 
► 
The guidelines for reviewing Corporate 
Responsibility Reports, issued by the Spanish Official 
Register of Auditors of Accounts (ICJCE). 
► 
Standard ISAE 3000, Assurance Engagements Other 
than Audits or Reviews of Historical Financial 
Information, issued by the International Auditing and 
Assurance Standard Board (IAASB) of the 
International Federation of Accountants (IFAC), with 
a limited assurance scope. 
Applied procedures 
Our review consisted in requesting information from the 
Sustainability Department and the various business units 
participating in the preparation of the “Sustainability 
Report 2021”, applying processes and analytical 
procedures, and sampling review tests as described in the 
general terms below: 
► 
Interviews with the staff in charge of the preparation 
of the sustainability information in order to gain a 
deep understanding of how the objectives and 
sustainability policies are considered, set into 
practice, and integrated within Gonvarri Industries’ 
global strategy. 
► 
Reviewing the processes for the compilation and 
validation of the information presented in the 
Report. 
► 
Checking the processes held by Gonvarri Industries 
in order to define the material aspects and 
stakeholder participation.  
► 
Reviewing the adaptation of the structure and 
content of the Report, as indicated in the GRI 
Standards sustainability reporting framework of the 
Global Reporting Initiative, in accordance with the 
comprehensive option. 
 
► 
Checking selected samples of the quantitative and 
qualitative information of the contents included in 
Annex “GRI Content Index”, as well as their 
adequate compilation from data supplied by 
information sources. The review tests have been 
defined to provide the aforementioned assurance 
levels. 
► 
Checking that the financial information included in 
the Report has been audited by independent third 
parties. 
These procedures have been applied to the contents in 
Annex “GRI Content Index”, with the aforementioned 
scope. 
The scope of our review is considerably lower than a 
reasonable assurance report. Therefore, the degree of 
assurance is also less extensive. This report in no case 
should be considered as an audit report. 
Independence and quality control 
We have complied with the requirements of independence 
and the other ethical requirements of the Code of Ethics 
for Professional Accountants issued by the International 
Ethics Standards Board for Accountants (IESBA, for its 
acronym in English). 
Our firm applies the International Standard on Quality 
Control 1 (ISQC 1) and maintains, as a result, a global 
quality control system that includes documented policies 
and procedures related to compliance with ethical 
requirements, professional standards, and legal and 
regulatory provisions.  
Our work has been performed by a team of sustainability 
experts with a wide experience in reviewing this type of 
information. 
Conclusions 
As a result of our limited review, we conclude that no 
matter came to our attention that would indicate that the 
contents included in the link "GRI Content Index" of the 
Report has not been prepared, in all material respects, 
according to the GRI Standards sustainability reporting 
framework, which includes the data reliability, the 
adequacy of the information presented and the absence 
of significant deviations and omissions. 
This report has been prepared solely for the management 
of Gonvarri Industries, in accordance with the terms set 
out in our engagement letter. 
 
ERNST & YOUNG, S.L. 
 
 
 
(Free translation from the Original Report on Independent Review in Spanish 
dated May 10th, 2022. In the event of any discrepancy, the Spanish version 
always prevails.) 
 
Independent Review 
Report
ANNEX I
102-56
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Report
Profile
Associations
GRI Content
Global Compact Principles
Perimeter
Information
i
Report
123
Gonvarri Industries  Sustainability Report 2021

The Sustainability Report has been made in accordance with the information and indicators esta-
blished in the reference guidebook ¨GRI Standards¨, core option, (102-54) and the relevant factors 
that derive from our Materiality Study, as an integral part of our Management Model ¨Drive¨ and 
our commitment to the Sustainable Development Goals. The GRI table of Contents is annexed to 
this report, together with the independent external verification report from the Company EY (102-
56).
The purpose of this report is to communicate the most important initiatives and issues, through an 
approach aligned with our understanding of sustainability and its impact on the management of 
the Company. 
Contact of the report  
102-53
General questions about this report can be addressed to (102-53):
Presentation cycle 
As in previous years, the Report is published annually (102-52), including information from 
1 January 2021 to 31 December 2021 (102-50), the last report being for the financial 
year 2020 (102-51). 
Significant Changes 
Compared to the previous year, the scope of the Report includes quantitative and 
qualitative information on three new engineering companies in the Gonvarri Material 
Handling division: GMH Kaufmann Systems AG, GMH Complete Storage & Interiors Ltd 
(CSI) and GMH Lampe Lagertechnikne, the R&D offices of Agromega (Israel) as well as the 
new Gonvarri Sogeisa warehouse in Spain and information on the workforce at the Riera 
i Tutó laser factory (102-49). 
Minor changes are indicated in their corresponding sections. 
There has not been any restatement of information regarding the previous financial year 
(102-48), nor any changes to the supply chain (102-10).
ANNEX II
Report Profile
St. Ombú 3, floor 1.
28045 Madrid.Spain
+34 91 379 10 00
rsc@gonvarri.es
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Report
Profile
Associations
GRI Content
Global Compact Principles
Perimeter
Information
i
Profile
124
Gonvarri Industries  Sustainability Report 2021

Human Resources
ANNEX III. Quantitative information
I. OWN PERSONNEL
MEN
MANAGER
MIDDLE MANAGER
PLANT PERSONNEL
18-25
26-35
36-45
46
18-25
26-35
36-45
46
18-25
26-35
36-45
46
Germany
0
2
3
5
0
5
12
23
23
74
62
116
Argentina
0
0
2
0
0
1
6
3
5
12
13
1
Belgium
0
0
0
1
0
0
0
1
0
1
3
1
Brazil
0
0
1
0
0
5
14
11
77
154
112
48
China
0
5
14
3
0
10
26
4
43
221
91
16
Colombia
0
0
4
4
0
0
3
3
3
39
52
96
Denmark
0
0
0
1
0
0
0
2
0
1
1
8
Spain
0
2
25
50
1
19
68
145
22
182
364
714
USA
0
2
2
1
0
2
0
2
1
32
17
11
Slovakia
0
0
0
4
0
2
6
5
16
36
41
32
Finland
0
1
0
0
0
0
4
2
2
2
9
11
Netherlands
0
0
0
2
0
0
0
3
0
2
8
8
Hungria
0
0
0
1
0
0
0
0
1
0
3
1
Israel
0
1
0
0
0
0
0
2
0
0
0
0
Mexico
0
0
0
1
0
6
6
4
9
37
19
9
Norway
0
0
0
3
0
0
0
5
0
0
2
9
Poland
0
0
0
1
0
0
5
2
4
27
35
10
Portugal
0
0
0
0
0
0
3
10
2
15
24
18
UK
0
0
0
9
0
0
3
14
9
34
53
85
Czech Rep.
0
0
2
2
0
3
4
3
31
39
29
51
Romania
0
0
2
2
0
13
18
4
32
70
79
115
Russia
0
0
2
0
2
6
16
11
7
42
26
17
Sweden
0
1
3
4
0
9
0
6
2
15
26
37
Switzerland
0
0
0
2
1
2
2
4
0
1
1
0
Turkey
0
0
9
5
0
5
7
1
35
82
75
64
TOTAL
0
14
69
101
4
88
203
270
324
1,118
1,145
1,478
WOMEN
MANAGER
MIDDLE MANAGER
PLANT PERSONNEL
18-25
26-35
36-45
46
18-25
26-35
36-45
46
18-25
26-35
36-45
46
0
1
0
0
1
0
3
3
14
14
12
15
0
0
1
0
0
1
2
1
1
1
3
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
2
6
3
17
21
21
5
0
0
3
0
0
4
8
1
2
32
17
0
0
1
2
2
0
1
2
1
4
20
8
3
0
0
0
0
0
0
0
1
0
0
0
3
0
3
2
6
1
6
13
17
3
27
62
56
0
0
1
1
0
3
1
0
1
2
3
0
0
0
0
2
0
0
2
1
0
4
19
5
0
0
0
0
0
0
0
1
0
0
1
7
0
0
0
0
0
0
0
1
1
1
0
2
0
0
0
0
0
0
1
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
4
1
0
8
1
0
0
0
0
1
0
0
1
0
1
0
1
2
0
0
1
0
0
0
2
0
2
18
4
4
0
0
0
1
0
0
2
3
0
2
4
8
0
0
0
3
0
0
2
0
6
4
15
20
0
0
0
1
0
0
4
0
2
13
7
5
0
0
0
1
0
5
3
2
8
19
23
12
0
0
0
0
0
7
11
4
0
7
2
1
0
0
0
1
0
3
1
3
0
2
4
8
0
0
0
0
0
1
0
1
0
3
0
0
0
1
1
0
0
0
0
1
0
10
0
0
0
6
11
19
2
33
68
46
62
208
207
158
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Report
Profile
Associations
GRI Content
Global Compact Principles
Perimeter
Information
i
Information
125
Gonvarri Industries  Sustainability Report 2021

II. EXTERNAL PERSONNEL
SUBCONTRACTORS
TEA´s
MEN
WOMEN
MEN
WOMEN
Germany
0
0
41
3
Argentina
0
0
0
0
Belgium
0
0
0
0
Brazil
3
0
0
1
China
162
4
0
0
Colombia
0
0
127
4
Denmark
0
0
0
0
Spain
79
0
141
9
USA
0
0
2
0
Slovakia
10
0
0
0
Finland
0
0
0
0
Netherlands
0
0
0
0
Hungria
0
0
0
0
Israel
1
2
0
0
Mexico
4
0
10
0
Norway
0
0
0
0
Poland
0
0
0
0
Portugal
2
0
2
1
UK
3
0
3
1
Czech Rep.
0
0
33
0
Romania
0
0
0
0
Russia
0
0
4
0
Sweden
0
0
1
0
Switzerland
0
0
0
0
Turkey
14
0
0
0
TOTAL
278
6
364
19
III A. HIRES
MEN
WOMEN
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
Germany
0
0
0
2
0
1
0
0
7
8
9
14
0
0
0
1
0
0
0
0
0
1
2
2
Argentina
0
0
1
0
0
0
0
0
1
4
2
0
0
0
0
0
0
1
0
0
4
2
0
0
Belgium
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Brazil
0
0
0
0
0
2
3
1
46
78
66
16
0
0
0
0
0
0
1
0
13
12
9
0
China
0
2
1
1
0
3
3
0
38
109
36
2
0
0
0
0
0
1
0
0
2
12
6
0
Colombia
0
0
0
1
0
0
0
0
2
9
2
3
0
0
1
0
0
0
0
0
3
6
3
0
Denmark
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
Spain
0
0
2
1
1
3
5
2
25
68
54
31
0
0
0
0
0
4
4
2
3
3
5
1
USA
0
0
0
0
0
0
0
0
0
1
1
0
0
0
1
0
0
1
0
0
0
0
1
0
Slovakia
0
0
0
2
0
0
1
0
10
13
23
7
0
0
0
0
0
0
1
1
0
2
2
0
Finland
0
0
0
0
0
0
0
0
1
0
1
1
0
0
0
0
0
0
0
0
0
1
0
1
Netherlands
0
0
0
0
0
0
0
0
0
1
4
1
0
0
0
0
0
0
0
0
1
0
0
0
Hungria
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Israel
0
0
0
0
0
1
1
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
Mexico
0
0
0
0
0
0
0
1
5
12
3
1
0
0
0
0
0
0
0
0
0
2
0
0
Norway
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
Poland
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
Portugal
0
0
1
0
0
0
0
0
0
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
UK
0
0
0
1
0
0
0
0
9
14
14
5
0
0
0
1
0
0
0
0
2
1
4
3
Czech Rep.
0
0
0
0
2
3
0
0
9
2
2
5
0
0
0
0
1
1
1
1
0
0
0
0
Romania
0
0
0
0
0
0
0
0
30
39
39
30
0
0
0
0
0
0
0
0
4
3
8
4
Russia
0
0
1
0
0
2
0
1
6
11
6
2
0
0
0
0
0
1
1
0
0
1
0
0
Sweden
0
0
0
0
0
0
0
0
1
2
0
1
0
0
0
0
0
0
0
0
0
0
0
0
Switzerland
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Turkey
0
0
4
0
0
0
0
0
26
38
30
20
0
0
0
0
0
0
0
0
0
3
0
1
TOTAL
0
2
10
8
3
17
13
5
217 410 297 140
0
0
2
2
1
9
8
4
33
49
41
12
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Environmental
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Information
i
Information
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III C. WOMEN’S LEAVES
DISMISSAL LEAVING
VOLUNTARY LEAVING
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
0
0
0
1
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
1
2
4
1
0
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
1
0
0
4
6
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
9
1
0
0
0
0
0
0
0
0
0
0
0
3
0
0
0
1
0
0
0
0
0
0
3
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
0
4
8
4
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
2
1
0
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
3
0
1
0
0
0
0
0
0
0
0
0
2
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
1
1
1
0
0
0
0
0
0
0
0
1
1
2
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
2
0
0
0
0
0
0
0
0
0
0
1
2
0
0
0
0
1
1
0
0
1
0
3
12
7
2
0
0
1
0
0
3
3
1
8
31
23
15
III B. MEN’S LEAVES
DISMISSAL LEAVING
VOLUNTARY LEAVING
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
18-
25
26-
35
36-
45
46
Germany
0
0
0
0
0
0
0
1
2
4
0
9
0
0
1
0
0
0
0
0
4
3
9
12
Argentina
0
0
0
0
0
2
0
0
0
3
2
0
0
0
1
0
0
0
0
0
1
4
3
0
Belgium
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Brazil
0
0
0
1
0
0
2
0
11
29
18
1
0
0
0
0
0
3
0
0
9
19
20
2
China
0
0
0
0
0
0
0
0
0
3
6
1
0
1
1
0
0
3
0
0
19
52
26
6
Colombia
0
0
0
0
0
0
1
0
0
1
0
6
0
0
0
1
0
0
0
0
0
3
2
6
Denmark
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
Spain
0
0
0
2
0
1
1
2
1
3
9
15
0
1
1
0
0
2
4
8
21
63
43
30
USA
1
0
0
0
0
0
0
0
0
6
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Slovakia
0
0
1
0
0
0
0
0
1
3
8
1
0
0
0
0
0
0
0
0
5
8
9
5
Finland
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
Netherlands
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
Hungria
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
Israel
0
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
1
0
0
0
0
0
Mexico
0
0
0
0
0
0
0
0
3
4
4
2
0
0
0
0
0
0
0
0
0
0
0
1
Norway
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
Poland
0
0
0
0
0
0
0
0
0
3
0
1
0
0
0
0
0
0
0
0
0
3
0
0
Portugal
0
0
1
0
0
0
0
0
1
0
2
2
0
0
0
0
0
0
0
0
0
2
1
1
R.  Unido
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
3
8
6
6
Czech Rep.
0
0
0
0
0
1
0
1
1
0
0
2
0
0
0
0
0
3
0
0
6
7
1
6
Romania
0
0
0
0
0
0
0
0
0
7
3
2
0
0
0
0
0
2
3
1
24
24
27
26
Russia
0
0
0
0
0
2
2
1
8
10
4
2
0
0
1
0
0
0
1
0
0
1
0
2
Sweden
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
1
0
1
5
Switzerland
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
Turkey
0
0
1
0
0
0
1
0
3
8
6
3
0
1
4
0
0
1
0
0
19
56
49
26
TOTAL
1
0
3
3
0
6
7
5
31
87
62
49
0
3
9
4
0
14
10
10 112 254 198 136
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V.  TRAINING BY GENDER AND CATEGORY
 MEN
WOMEN
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
MANAGER
MIDDLE 
MANAGER
PLANT 
PERSONNEL
293
4,063
6,105
421
701
1,227
42
278
914
27
158
256
0
5
0
0
0
0
8
2,100
19,439
0
836
2,759
537
1,450
5,352
33
446
921
235
506
4,131
261
245
2,036
8
16
102
0
14
53
719
4,119
21,669
196
975
4,017
0
0
1,114
1,114
16,997
1,674
48
326
1,374
24
16
658
12
12
140
0
36
88
0
0
104
0
16
16
20
8
60
0
0
150
0
0
0
0
0
0
34
505
4,108
0
168
303
1
2
180
0
0
2
0
112
35,549
16
1,430
2,392
0
425
950
30
155
328
12
42
8,645
12
0
74
48
28
607
16
42
72
76
1,068
9,796
12
132
1,216
16
624
4,890
0
220
100
95
57
304
0
6
4
0
0
0
0
0
16
370
444
4.740
0
55
185
2.574
16,189
130,272
2,162
22,648
18,546
IV. PERSONNEL BY TYPE OF CONTRACT AND DURATION OF CONTRACT, GENDER AND COUNTRY
TYPE OF CONTRACT
CONTRACT DURATION
PERMANENT
TEMPORARY
SCHOLARSHIP
FULL-TIME
PART TIME
MEN
WOMEN
MEN
WOMEN
MEN
WOMEN
MEN
WOMEN
MEN
WOMEN
Germany
263
48
51
6
11
7
324
57
1
4
Argentina
43
10
0
0
0
0
43
10
0
0
Belgium
7
1
0
0
0
0
7
1
0
0
Brazil
413
69
0
0
9
6
260
48
162
27
China
424
64
9
3
0
0
433
67
0
0
Colombia
190
44
12
0
2
0
204
44
0
0
Denmark
13
4
0
0
0
0
13
4
0
0
Spain
1,534
186
57
10
1
0
1,552
185
40
11
USA
68
12
2
0
0
0
70
12
0
0
Slovakia
105
29
37
4
0
0
142
32
0
1
Finland
30
9
1
0
0
0
31
9
0
0
Netherlands
20
4
3
1
0
0
20
4
3
1
Hungria
6
3
0
0
0
0
6
3
0
0
Israel 
3
0
0
0
0
0
3
0
0
0
Mexico
91
14
0
0
0
0
91
14
0
0
Norway
19
6
0
0
0
0
19
5
0
1
Poland
80
26
4
5
0
0
83
31
1
0
Portugal
59
18
13
2
0
0
72
20
0
0
UK
174
46
32
4
1
0
204
38
3
12
Czech Rep.
139
25
25
7
0
0
164
32
0
0
Romania
257
62
78
11
0
0
278
72
57
1
Russia
129
31
0
1
0
0
129
30
0
2
Sweden
102
22
1
0
0
0
100
21
3
1
Switzerland
11
5
2
0
0
0
13
3
0
2
Turkey
283
13
0
0
0
0
283
13
0
0
TOTAL
4,463
751
327
54
24
13
4,544
755
270
63
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VI. NON-HAZARDOUS WASTE (TONNES)
Scrap
Packaging
Others
Scrap
Wood
Tablex
Paper and 
cardboard
Recyclable  
plastic
Non-recyclable 
plastic
Mixed
Other
Construction
Germany
29,452
143.64
0.00
51.98
0.00
0.00
116.16
70.51
6.28
Argentina
3,055
0
0
74
61
0
11
0
0
Brazil
23,775
181.03
0.00
32.90
330.66
0.00
0.00
77.51
33.38
China
44,622
2.33
0.00
18.52
14.25
2.52
0.00
2.36
0.00
Colombia
1,733
0
0
11
2.66
0
0
92.21
35.89
Denmark
-
0
0
0.10
0.05
0
0
0
0
Spain
110,573
504.15
408.99
91.21
34.22
183.32
171.23
401.24
58.32
USA
19,008
33
0
78
23
0
0
0
0
Slovakia
13,053
181.82
0.00
1.20
2.00
0.00
38.83
0.00
0.00
Finland
-
5.16
0
16
0.60
0
0
2.17
0
Netherlands
-
0
0
2.40
0.24
0
0
5.85
0
Mexico
14,412
24.57
0
211.84
57.65
0
698
5.51
0
Poland
7,168
35.05
0.00
56.65
37.52
0.00
0.00
0.00
0.00
Portugal
2,931
88.50
0
22.64
18.70
35.64
0
0
0
UK
10,36
138.54
0.00
0.44
9.14
0.00
0.00
276.81
0.00
Czech Rep.
545
4.46
0.00
5.71
0.00
2.28
0.11
32.17
0.00
Romania
1,981
48
0
13.98
0
15.21
0
147.17
0
Russia
8,247
192.53
0.00
604.24
153.97
0.00
1.81
1.00
0.00
Sweden
-
12.04
0.00
3.34
1.07
0.00
0.00
15.33
0.00
Turkey
1.805
0
0
0
0
0
0
0
Total
293,097
1,595
409
1,296
747
239
1,037
1,130
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VII. HAZARDOUS WASTE (TONNES)
Material
Packaging
Galvanising
Pickling
Painting
Oil
Absorbent
Contaminated
Ashes
Mattes
Ferrous Chloride 
with Zinc
FeCl2
Electrostatic
Germany
0.02
11
0
0
0
0
0
0
Argentina
0.00
4
0
0
0
0
0
0
Brazil
0.01
77
0
0
0
0
5,423
0
China
0.01
100
0
0
0
0
0
0
Colombia
0.00
7
0
62
44
0
203
2.46
Spain
0.07
63
15
293
159
1,505
14,646
0
Slovakia
0.00
31
2
0
0
0
0
0
Mexico
0.00
4
0
0
0
0
0
0
Portugal
0.00
9
0
0
0
0
0
0
UK
0.00
3
0
0
0
0
0
0
Czech Rep.
0.00
2
1
0
0
0
0
0.14
Romania
0.00
0
1
0
0
0
0
0
Russia
0.01
2
1
0
0
0
8
0
Sweden
0.00
2
0
0
0
0
0
0
Turkey
0.00
0
8
80
81
0
0
0
TOTAL
0.12
316
27
436
284
1,505
20,279
3
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Corporate level
•	 Pacto Mundial de Naciones 
Unidas
•	 Fundación SERES
Europe
•	 European Steel Association 
(EUROFER)
Spain
•	 Confederación Española de 
Organizaciones Empresariales 
del Metal (CONFEMETAL)
•	 Unión de Empresas Siderúrgicas 
(UNESID)
•	 Asociación Española de 
Contabilidad y Administración de 
Empresas 
•	 AMCHAMSPAIN
•	 Asociación Innovación en 
Prevención.
•	 Asociación Española para la 
Calidad (AEC).
•	 Instituto Empresa Familiar
•	 Fundación AlzheimerSpain 
•	 Asociación Catalana de 
Empresas de Moldes y Matrices 
(ASCAMM). 
•	 Asociación Española de 
Tecnologías de Fabricación 
Aditiva y 3D (ADDIMAT).
•	 Asociación Española de 
Proveedores de Automoción 
(SERNAUTO).
•	 Asociación para el Progreso de la 
Dirección (A.P.D.).
•	 Asociación Instituto de Auditores 
Internos. 
Gonvarri Barcelona
•	 Associació Industrial per a la 
Producció Neta (AIPN)
•	 Unió Patronal Metallúrgica 
(UPM)
Gonvauto Barcelona
•	 Associacio Industrial per a 
la Produccio Neta i Delta del 
Llobregat 
•	 Unió Patronal Metalúrgica 
•	 Clúster de Automoción de 
Cataluña
•	 Unio de Magatzemistes de 
Ferros de Catalunya y Balears
Gonvarri Valencia
•	 Asociación Valenciana de la 
Industria de Automóvil (AVIA)
•	 Asociación Empresarios  
Camp de Morvedre (ASECAM)
•	 Federación del Metal de 
Valencia (FEMEVAL)
•	 Unión de almacenistas del  
hierro deSpain (UAHE)
Gonvauto Galicia
•	 Asociación de Industriales 
Metalúrgicos de Galicia (ASIME)
•	 Clúster del Automóvil de Galicia 
(CEAGA)
Gonvauto Navarra
•	 Asociación de Empresarios del 
Metal (ANEM)
•	 Club de Marketing
•	 Clúster de Automoción
Gonvarri Burgos
•	 Federación Empresarial del 
Metal (FEMEBUR)
•	 Asociación para la calidad
•	 Asociación Empresarial Polígono 
Gamonal 
•	 Center for the Development of 
Excellence, S.L.
•	 Digital HUB Burgos
Hiasa y Gonvauto Asturias
•	 Federación de Empresarios del 
Metal y Afines del Principado de 
Asturias (FEMETAL)
•	 FADE ASTURIAS
Gonvarri Tarragona
•	 Asociación Provincial de 
Empresarios del Metal de 
Tarragona (APEMTA)
Flinsa
•	 Federación de Empresarios del 
Metal de la provincia de Alicante 
(FEMPA)
•	 AIJU Instituto Tecnológico
•	 Asociación de Empresarios  
de Ibi y Comarca (IBIAE)
GonvarriPortugal
•	 Associação Nacional das 
Empresas Metalúrgicas e 
Electromecânicas (ANEME)
GonvarriPoland
•	 Unión Polaca de Distribuidores 
de Acero (PUDS). 
GonvarriGermany
•	 Initiative Erfurter Kreuz
•	 IHK Südthüringen
•	 Initiative Erfurt Cross
GMHGermany
•	 European Racking Federation 
(ERF)
•	 Verband für Lagertechnik 
Betriebseinrichtung (LBE)
•	 Gütegemeinschaft (RAL)
Steel&Alloy
•	 Confederation of British Metal 
Forming
GMHRumania
•	 Asociatia Romana de Logistica 
(ARILOG)
GMHRussia
•	 St. Petersburg International 
Business Association (SPIBA)
GMH Kredit
•	 Hospodářská komora ČR/Czech 
Chamber of commerce 
GonvarriTurkey
•	 Kahramankazan Industrialists’ 
and Businessmen’s Association 
(KASIAD)
•	 General Galvanizers Association 
(GALDER)
•	 Turkey Section of the 
International Solar Energy 
Society (GÜNDER)
•	 Steel Guardrail and Road Safety 
Systems Association (TOD)
Gonvauto South Carolina
•	 HR Association Union Chamber 
of Commerce.
GonvarriArgentina
•	 Asociación de Recursos 
Humanos deArgentina (ADRHA)
GonvarriColombia
•	 Asociación Nacional de 
Industriales deColombia (ANDI)
•	 CorporaciónColombiana 
Internacional (CCI)
Gonvauto Puebla
•	 Camara Nacional de la Industria 
de Transformación (Canacintra)
•	 Relaciones Industriales de 
Puebla y Tlaxcala A.C. (Riptac)
Associations and organizations 102-13
ANNEX IV
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The contents of this index have been externally verified by the independent entity EY. The related independent review report for verification can be found in the Annex of this document. 
Information omissions are included as a note in italics on appropriate indicators.
102-55
ANNEX V
GRI Content Index
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
Review & 
maetriality
GRI 101: Foundation 
GRI 102: General Content
	
ORGANIZATIONAL PROFILE
102-1	
Name of the organization 
9, 103
√
102-2	
Activities, brands, products, and services
12
√
102-3	
Location of headquarters
103
√
102-4	
Location of operations
10
√
102-5	
Ownership and legal form
103
√ 
102-6	
Markets served
9, 10, 13
√
102-7	
Scale of the organization 
11
√
102-8	
Information on employees and other workers
37, 39, An III
√
102-9	
Supply chain
69
√
102-10	 Significant changes to the organization and its supply chain
69, 124
√
102-11	 Precautionary Principle or approach
120
√
102-12	 External initiatives 
87
√
102-13	 Membership of associations
111, An IV
√
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
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STRATEGY
102-14	 Statement from senior decision-maker
4, 6
√
102-15	 Key impacts, risks, and opportunities
35
√ M
	
ETHICS AND INTEGRITY
102-16	 Values, principles, standards, and norms of behavior
9, 111
√ M
102-17	 Mechanisms for advice and concerns about ethics
111
√ M
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                      Content                                                                                                                  Omission
Review & 
maetriality
	
STAKEHOLDER ENGAGEMENT
102-40	 List of stakeholder groups 
17
√
102-41	 Collective bargaining agreements 
44
√
102-42	 Identifying and selecting stakeholders 
17
√
102-43	 Approach to stakeholder engagement 
17
√
102-44	 Key topics and concerns raised
19
√
	
REPORTING PRACTICE
102-45	 Entities included in the consolidated financial statements 
139
√
102-46	 Defining report content and topic Boundaries
18
√
102-47	 List of material topics 
19
√
102-48	 Restatements of information 
124, An II
√
102-49	 Changes in reporting
124
√
102-50	 Reporting period 
124
√
102-51	 Date of most recent report 
124
√
102-52	 Reporting cycle
124
√
102-53	 Contact point for questions regarding the report 
124
√
102-54 	 Claims of reporting in accordance with the GRI Standards
124
√
102-55	 GRI content index 
132, An V
√
102-56	 External assurance  
123
√
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
Review & 
maetriality
	
GOVERNANCE
102-18	 Governance structure
104
√
102-19	 Delegating authority 
103
√
102-20	 Executive-level responsibility for economic, environmental, and social topics. 
105
√
102-21	 Consulting stakeholders on economic, environmental, and social topics. 
103
√
102-22	 Composition of the highest governance body and its committees
103
√
102-23	 Chair of the highest governance body
103
√
102-24	 Nominating and selecting the highest governance body
103
√
102-25	 Conflicts of interest 
103
√
102-26	 Role of highest governance body in setting purpose, values, and strategy
105
√
102-27	 Collective knowledge of highest governance body
105
√
102-28	 Evaluating the highest governance body’s performance
103
√
102-29	 Identifying and managing economic, environmental, and social impacts. 
106
√ M
102-30	 Effectiveness of risk management processes 
106
√ 
102-31	 Review of economic, environmental, and social topics
105, 106
√
102-32	 Highest governance body’s role in sustainability reporting
105
√
102-33	 Communicating critical concerns
105
√
102-34	 Nature and total number of critical concerns
106
√
102-35	 Remuneration policies
106
√
102-36	 Process for determining remuneration
106
√
102-37	 Stakeholders’ involvement in remuneration
106, NA
√
102-38	 Annual total compensation ratio
106
√
102-39	 Percentage increase in annual total compensation ratio
106
√
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                      Content                                                                                                                  Omission
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 MANAGEMENT APPROACH
GRI 103. Management Approach. It is applicable to all indicators reported in 
this section Economic Dimension.
103-1	
Explanation of the material topic and its Boundary
17, 103
√
103-2	
The management approach and its components 
103
√
103-3	
Evaluation of the management approach 
103
√
ECONOMIC PERFORMANCE
GRI 201. Economic Performance
201-1	
Direct economic value generated and distributed
107
√
201-2	
Financial implications and other risk and opportunities  
due to climate change 
120
√ M
201-3	
Defined benefit plan obligations and other retirement plans
45, 46
√
201-4	
Financial assistance received from government 
109
√
PROCUREMENT PRACTICES
GRI 204. Procurement Practices
204-1	
Proportion of spending on local suppliers
71
√
ANTI CORRUPTION
GRI 205. Anti corruption
205-1	
Operations assessed for risks related to corruption
114
√
205-2	
Communication and training about anti-corruption policies and procedures
116
√
205-3	
Confirmed incidents of corruption and actions taken
117
√
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
Review & 
maetriality
ANTI-COMPETITIVE BEHAVIOR
GRI 206. Anti-competitive Behavior
206-1	
Legal actions for anti-competitive behavior, anti-trust,  
and monopoly practices
117
√
TAXATION
GRI 207. Taxation
207-1	
Aproach to tax
112
√
207-2 	
Tax governance, control, and risk management
112
√
207-3 	
Stakeholder engagement and management of concerns related to tax
112
√
207-4 	
Country-by-country reporting
109
√
Economic Performance
MATERILITY TOPICS
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                      Content                                                                                                                  Omission
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 MANAGEMENT APPROACH
GRI 103. Management Approach. It is applicable to all indicators reported in 
this section Environmental Dimension.
205-1	
Operations assessed for risks related to corruption
17, 21
√ M
205-2	
Communication and training about anti-corruption policies and procedures
21
√ M
205-3	
Confirmed incidents of corruption and actions taken
21
√ M
MATERIALS
GRI 301. Materials
301-1 	
Materials used by weight or volume
29, 31
√ M
301-2	
Recycled input materials used
31
√ M
301-3	
Reclaimed products and their packaging materials
31
√
ENERGY
GRI 302. Energy
302-1	
Energy consumption within the organization
22
√ M
302-2	
Energy consumption outside of the organization
23
√ M
302-3	
Energy intensity
23
√ M
302-4	
Reduction of energy consumption
24
√ M
302-5	
Reduction in energy requirements of products and services
30. Nota A
√ M
WATER AND EFFLUENTS
GRI 303. Water and effluents
303-1	
Interactions with water as a shared resource
34
√
303-2	
Management of water discharge-related impacts
34
√
303-3	
Water withdrawal
34
√
303-4	
Water discharge 
34
√
303-5	
Water consumption
34
√
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
Review & 
maetriality
EMISSIONS
GRI 305. Emissions
305-1	
Direct (Scope 1) GHG emissions
24
√ M
305-2	
Energy indirect (Scope 2) GHG emissions
24
√ M
305-3	
Other indirect (Scope 3) GHG emissions
26
√ M
305-4	
GHG emissions intensity
27
√ M
305-5	
Reduction of GHG emissions
24
√ M
305-6	
Emissions of ozone-depleting substances (ODS)
26 
√
305-7	
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air 
emissions.
27
√
WASTE
GRI 306. Waste
306-1	
Water discharge by quality and destination.
29, 31
√ M
306-2	
Waste by type and disposal method
29, 31, 32
√ M
306-3	
Significant spills
29
√ M
306-4	
Transport of hazardous waste
29, 31
√ M
306-5	
Water bodies affected by water discharges and/or runoff
29
√ M
ENVIRONMENTAL COMPLIANCE
GRI 307. Environmental Compliance
307-1	
Non-compliance with environmental laws and regulations
117
√
Environmental performance
MATERILITY TOPICS
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                      Content                                                                                                                  Omission
Review & 
maetriality
 MANAGEMENT APPROACH
GRI 103. Management Approach.  It is applicable to all indicators reported in 
this section Social Dimension
103-1	
Explanation of the material topic and its Boundary
17, 37
√
103-2	
The management approach and its components 
37
√
103-3	
Evaluation of the management approach 
37
√
EMPLOYMENT
GRI 401. Employment
401-1	
New employee hires and employee turnover
38
√
401-2	
Benefits provided to full-time employees that are not provided to 
temporary or part-time employees
45
√
401-3	
Parental leave
46
√
OCCUPATIONAL HEALTH AND SAFETY
GRI 403. Occupational Health and Safety
403-1	
Occupational health and safety management system 
49 y 59
√ M
403-2	
Hazard identification, risk assessment, and incident investigation 
50, 52, 54, 55
√ M
403-3	
Occupational health services 
50, 52, 54
√ M
403-4	
Worker participation, consultation, and communication on occupational 
health and safety
51, 52, 59
√ M
403-5	
Worker training on occupational health and safety 
58
√ M
403-6	
Promotion of worker health 
47
√ M
403-7	
Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
51
√ M
403-8	
Workers covered by an occupational health and safety management system
49
√ M
403-9	
Work-related injuries
50 y 55
√ M
403-10	 Work-related ill health
54
√ M
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
Review & 
maetriality
TRAINING AND EDUCATION
GRI 404. Training and Education
404-1	
Average hours of training per year per employee
40
√ M
404-2	
Programs for upgrading employee skills and transition assistance programs
40
√ M
404-3	
Percentage of employees receiving regular performance and career 
development reviews
42
√
DIVERSITY AND EQUAL OPPORTUNITY
GR 405. Diversity and Equal Opportunity
405-1	
Diversity of governance bodies and employees
43, 47 y 103
√
NON-DISCRIMINATION
GRI 406. Non-discrimination
406-1	
Incidents of discrimination and corrective actions taken
117
√
CHILD LABOR
GRI 408. Child Labor
408-1	
Operations and suppliers at significant risk for incidents of child labor
117
√ M
FORCED OR COMPULSORY LABOR
GRI 409. Forced or Compulsory Labor
409-1	
Operations and suppliers at significant risk for incidents of forced or 
compulsory labor
117
√
HUMAN RIGHTS ASSESSMENT
GRI 412. Human Rights Assessment
412-2	
Employee training on human rights policies or procedures
116
√
412-3	
Significant investment agreements and contracts that include human 
rights clauses or that underwent human rights screening
110, 119
√
Social Perfomance
MATERILITY TOPICS
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Social Performance
MATERILITY TOPICS
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
Review & 
maetriality
LOCAL COMMUNITIES
GRI 413. Local Communities
413-1	
Operations with local community engagement, impact assessments, and 
development programs
89
√
413-2	
Operations with significant actual and potential negative impacts on local 
communities
89
√
PUBLIC POLICY
GRI 415. Public Policy
415-1	
Political contributions
109 and 111
√
CUSTOMER HEALTH AND SAFETY
GRI 416. Salud y seguridad de los clientes
416-1	
Assessment of the health and safety impacts of product and service 
categories
Note B 
√
416-2	
Incidents of non-compliance concerning the health and safety impacts of 
products and services
117
√
                                                                                                                                                           Page/ 
                      Content                                                                                                                  Omission
Review & 
maetriality
MARKETING AND LABELING
GRI 417. Marketing and Labeling
417-1	
Requirements for product and service information and labeling
60
√
417-2	
Incidents of non-compliance concerning product and service information 
and labeling
117
√
417-3	
Incidents of non-compliance concerning marketing communications
117
√
CUSTOMER PRIVACY
GRI 418. Customer Privacy
418-1	
Substantiated complaints concerning breaches of customer privacy and 
losses of customer data
117
√ M
SOCIOECONOMIC COMPLIANCE
GRI 419. Socioeconomic Compliance
419-1	
Non-compliance with laws and regulations in the social and economic area
117
√
NOTE A (302-5): Does not apply. The products follow the customers’ specifications, so the 
company has little influence.
NOTE B (416-1): Does not apply due to the type of product of our company.
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The following table shows the chapters of this report that provide the most relevant information regarding the 10 principles of the Global 
Compact, in addition to the one included on the management approaches of every GRI aspect. Each stakeholder can evaluate Gonvarri Industries’ 
progress concerning these principles by the following this table:
annex VI
Contents in relation to the Global Compact Principles
Aspect
UN Global Compact Principles 
Progress included in chapter
ESG
Human
Rights
Principle 1	
Businesses should support and respect the protection  
of internationally proclaimed human rights.
Drive: Sustainability
Environmental 
Goverment
Principle 2	
Make sure that they are not complicit  
in human rights abuses
Drive: Sustainability
Drive: Efficiency
Drive: Profitable growth
Environmental 
Goverment
Labour Rights
Principle 3	
Businesses should uphold the freedom of association and  
the effective recognition of the right to collective bargaining. 
Drive: People
Social
Principle 4	
The elimination of all forms of forced and  
compulsory labour. 
Drive: Profitable growth
Social 
Goverment
Principle 5	
The effective abolition of child labour. 
Drive: Profitable growth
Social
Principle 6	
The elimination of discrimination in respect  
of employment and occupation. 
Drive: People
Social 
Goverment
Enviromental
Principle 7	
Businesses should support a precautionary  
approach to environmental challenges.
Drive: Sustainability
Drive: Efficiency
Environmental
Principle 8	
Undertake initiatives to promote greater  
environmental responsibility.
Drive: Sustainability
Drive: Eficiencia
Environmental 
Social
Principle 9	
Encourage the development and diffusion  
of environmentally friendly technologies.
Drive: Sustainability
Drive: Efficiency
Drive: Innovation
Environmental
Anti-corruption Principle 10	 Businesses should work against corruption in  
all its forms, including extortion and bribery.
Our business
Drive: Internal Auditing  
& Compliance
Goverment
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Report
Profile
Associations
GRI Content
Global Compact Principles
Perimeter
Information
i
Global Compact Principles
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Scope consolidation. The group was composed by the following companies at the end of 2021 (102-45).
ANNEX VII
Scope consolidation of Gonvarri Industries S.L. and subsidiaries
Germany
· Gonvarri MS Deustchland. GMBH
· Gonvarri Aluminium, GMBH.
· Gonvauto Thüringen, GMBH
· Laser BlankingGermany, GMBH
· Dexion GMBH
· Lampe Lagertechnik GmbH
Argentina
· GonvarriArgentina S.A.
Austria
· Dexion Österreich GmbH 
Belgium
· Dexion Nv/SABelgium
Brazil
· Gonvarri Solar SteelBrazil Ltd.
· ArcelorMittal GonvarriBrazil, Pdtos. Siderúrg. S.A..
· MAG Aliança Automóveis doBrazil SSC S.A.
Chile
Gonvarri Chile Estructuras Metálicas, Ltda.
China
· 	Dongguan Gonvarri Summit Automotive Steel Processing 
Center CO. LTD
· Vama Gonvarri Automotive Solutions CO. LTD
· Vama Gonvarri Automotive Solutions (Shenyang) CO. LTD
· Vama Gonvarri Automotive Solutions (Changshu) CO. LTD
· Vama Gonvarri Automotive Solutions (Chongqing) CO. LTD
· Vama Gonvarri Automotive Solutions (Loudi) CO. LTD
Colombia
· Gonvarri MSColombia, S.A.S, S.L.
·Denmark
· Constructor Danmark A/SDenmark
Slovakia
· Arcerlomittal Gonvarri SSC  
Slovakia, S.R.O
· Arcerlomittal Gonvarri Nitra S.R.O
· Dexion Spol SroSlovakia
USA
· Gonvarri Solar Steel US, Inc
· Gonvarri Steel Services US, INC 
· Gonvauto South Carolina LLC.
Spain
· Gonvarri MS Corporate, S.L.
· Hierros y Aplanaciones, S.A.
· Road Steel Engineering, SL
· Suports Desarrollo y Soluciones, SL
· Gonvarri MS R&D, SL
· Gonvarri Solar Steel, S.L
· Obratel
· Gonvauto Asturias, SL
· Addimen Bizkaia, SL
· Flejes Industriales, SA
· Sogei S.A
· Gonvauto Galicia, S.A.
· Gonvauto, S.A.
· Gonvarri I.Centro de Servicios, S.L.
Gonvarri Portfolio Internacional, S.L.
· Gonvarri Valencia, S.A
· Gonvarri Tarragona, S.L.
· Láser Automotive Barcelona, S.L.
· Láser Automotive Valencia, S.L.
· Láser Automotive Zaragoza, S.L.
· Gonvarri Material Handling, S.L.
· Gonvarri Vizcaya, S.L
· Gonvasolar, S.L.
· Gonvauto Navarra, S.A.
· Severstal Gonvarri Holding, S.L.
· Laserboost
· Riera Tutto, SL
· Rejillas Calibradas SL
France
· GMS France SAS 
Finland
· ConstructorFinland OY
Netherlands
· Constructor Dexion Holland BV
Honduras
· Hiasa Montajes Honduras, S.A.
· Hungria
· Dexion KFT Hungary
Israel
· Agromega Projects Ltd
Italy
· Gonvarri Italy, S.p.A.
Morocco
· Gonvarri Industrial Maroc, S.A.
Mexico
· Suports Energia Sustentable-
Mexico S.A.P.I. de C.V
· Gonvarri MS Baja California S.A
· Gonvauto Puebla, S.A. de C.V.
Norway
· Gonvarri Material Handling AS 
· Constructor Norge ASNorway
Poland
· Gonvarri Polska, SP, ZO O.
· Dexion Polska SP. Z.o.oPoland
Portugal
· Gonvarri Ptos. Siderúrgicos,S.A.
UK
· Constructor GroupUK Ltd
· Hi- Lo Storage Systems Ltd
· Complete Storage & Interiors (CSI) 
· Steel & Alloy Holding LTD. 
· Steel & Alloy Procesing LTD
Czech Rep.
· Gonvarri Czech, S.R.O.
· Dexion Sro Czech Republic
· Kredit SRO Czech Republic
Romania
· 	Dexion Storage Solutions SRL, 
Romania
Russia
· Severstal Gonvarri Kaluga llc
· Constructor Rus
Switzerland
· Kaufmann Systems A G
Sweden
· 	Constructor Sverige ASSweden
· 	Constructor Shared Services 
ABSweden
· 	Canrena System  Aktiebolag
Turkey
· 	Çepas Galvaniz, Sanayi Anomin 
Sirketi
Gonvarri
Environmental
Social
Government
ESG CULTURE
ANNEX
Report
Profile
Associations
GRI Content
Global Compact Principles
Perimeter
Information
i
Perimeter
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