1
SUSTAINABILITY 
REPORT 
2021

2

3

4
INDEX
Letter to stakeholders - 6   
THE COMPANY - 7
The story of Pattern- 7 
THE GROUP TODAY- 8
	¬ Società Manifattura Tessile - 12
	¬ Idee Partners - 12
The organisation - 13
PATTERN ORGANISATIONAL MODEL - 14 
SMT ORGANISATIONAL MODEL - 18
IDEE PARTNERS ORGANISATIONAL MODEL - 19
Innovative craftsmen: technological development - 20
NEW WAREHOUSE 4.0 PROJECT - 24
Governance - 28
STRATEGIC PLANNING - 30 
STAKEHOLDER ENGAGEMENT - 30
Materiality matrix - 32 
AGENDA 2030 FOR SUSTAINABLE DEVELOPMENT - 32 
METHODOLOGY OF DATA COLLECTION AND ANALYSIS - 32
STRATEGIC MAP - 34 
PATTERN COMMITMENTS - 36
	¬ United Nations Global Compact  - 36
	¬ Fashion Industry Charter for Climate Action - 39 
	¬ Commitment SBT Initiative - 39
	¬ Carbon Disclosure Project - 39
From Red to Green Carpet - 40
MISSION - 40 
	¬ Carbon neutrality - 42
	¬ Circular economy - 44
	¬ Social and economic responsibility - 46 
SHARED VALUE CREATION - 48
PATTERN LEADER IN SUSTAINABILITY 2021 - 48
Economic Value  - 48  
CREATION AND DISTRIBUTION OF THE ADDITIONAL VALUE - 50 
PROTECTING MADE IN ITALY - 51
PATTERN ENTERS CERVED’S RANKING OF THE FASTEST 
GROWING COMPANIES - 53
Social value  - 54   
THE SA8000 STANDARD - 54

5
	¬ Regulatory Elements - 56 
	¬ Social responsibility requirements - 57
	¬ Social performance in the supply chain - 60
CORPORATE SOCIAL RESPONSIBILITY REPORT - 62 
COMMUNITY AND EDUCATION - 67
Environmental value - 68  
CDP REPORTING ON CLIMATE CHANGE: ESG RATING - 68               
	¬ Supplier Engagement Rating - 69
ROADMAP TO CARBON NEUTRALITY - 70
	¬ GHG Protocol  - 72          
	¬ Pattern Carbon footprint: Scope 1,2 e 3 - 74
	¬ GHG Pattern Report - 78 
	¬ GHG SMT Report - 79
	¬ GHG Idee Partners Report - 80
CAR POOLING PROJECT - 82
ZEROCO2  PROJECT - 82
ZDHC ROADMAP TO ZERO PROGRAMME - 83
	¬ CMS unified tools - 84
PATTERN CHEMICAL MANAGEMENT SYSTEM - 90  
	¬ CMS STRATEGY: Scope and Responsibilities - 90
	¬ CMS POLICY: MRSL and PRSL adoption - 91
	¬ SUPPLY CHAIN ASSESSMENT: Due diligence and Audit  - 92                      
	¬ TRAINING: Internal and External - 94
	¬ CONTINUOUS IMPROVEMENT - 95
	¬ TRANSPARENCY AND COLLABORATION - 96
TOWARDS A CIRCULAR ECONOMY: GREEN LINE PROJECT - 96
ESEMPLARE - 98
MISSION, VISION & VALUES - 98
ESEMPLARE OPENS ITS FIRST SINGLE-BRAND STORE  
INSIDE GREEN PEA  - 100
GLOSSARY - 102 
METHODOLOGY - 103
GRI CONTENT INDEX - 104

6
LETTER TO 
STAKEHOLDERS
We closed another year in which annual per-
formance registered a significant increase in 
sales volumes and a more than proportional 
growth in profitability. These trends affected 
all business sectors, but the knitwear sector 
was decidedly more pronounced. S.M.T. reve-
nues indeed accelerated further in the second 
half of the year compared to the same period 
of last year.
The generation of cash from operations made 
it possible to maintain a positive financial po-
sition at the end of the financial year, with a 
high level of cash and cash equivalents, despi-
te important investments made by the Group, 
particularly in the acquisition of participations.
The pandemic has certainly accelerated certain 
processes in which Pattern Group has been an 
actor and forerunner, also leading to positive 
results. Indeed, we took the opportunity of the 
slowdown due to the crisis to design a new bu-
siness model, simplifying specific processes or 
improving the digital prototyping proposal to 
the customer. 
Over the past two years, Pattern has continued 
to invest in technological and digital research, 
which has enabled the company to develop 
lines of business that proved essential during 
the lockdown from spring 2020 to early 2021. 
One example of this is the development of ad-
vanced 3D software applied to design; a tech-
nology that has enabled the company to carry 
on business beyond the physical limits impo-
sed by the pandemic and is a valuable tool in 
the fight against raw material waste.
In 2021, the company inaugurated the Digital 
Warehouse 4.0 at its Turin headquarters, a 
state-of-the-art facility for logistics and supply 
chain management, powered by renewable 
sources (geothermal and solar), thus confir-
ming its decision to maintain its strategic in-
vestments in 2020 and 2021, according to the 
objective indicated by the 2030 Agenda, dedi-
cated to the efficiency of production processes.
The decision to create an Italian Luxury 
Engeneering Pole was even more strategic in 
order to limit the negative effects of the glo-
bal crisis, which had significant effects on the 
fashion industry. The project, as announced, 
continued in late 2021 through the acquisition 
of a majority stake in Idee Partners Srl and 
its subsidiary Petri and Lombardi Srl, Tuscan-
based companies that are leaders in the design 
and production of luxury leather accessories. 
In addition, this year we will once again fulfil 
our commitments on environmental and social 
issues and continue to challenge ourselves by 
raising expectations of our business model.
In fact, our dedication has enabled us to scien-
tifically measure the impact of our activities on 
the environment in the year 2021 in accordance 
with scopes 1, 2 and 3 and the GHG protocol, 
and thus take responsibility for adopting an 
appropriate strategy to reduce and offset our 
environmental footprint.
Tension remains high to achieve the goals of 
the circular economy, social compliance and to 
anticipate the demands of the European Union 
as far as possible, with the certainty that good 
preparation will give Pattern an unrivalled 
strategic advantage
Francesco Martorella

7
Pattern S.p.A. was founded at the end of 2000 by Fulvio Botto and 
Francesco Martorella, who decided to set up their own business venture 
in garment design, thanks to previous experience gained with national 
and international fashion maison. In 2005, the business expanded and 
diversified with the addition of the design and production of women’s 
collections. In 2009, the new factory in Collegno, in the province of Turin, 
was inaugurated and in 2011 a “made-to-measure” production chain was 
taken over, with the aim of responding more effectively to customers’ 
needs, for greater product customisation. In 2013 Pattern was the first 
Italian packaging company to obtain the SA8000 Social Accountability 
international certification, awarded thanks to 
the implementation of internal processes in line 
with the principles of environmental protection 
and safety in the management of in-house hu-
man resources. In July 2014, Pattern acquired the 
Esemplare brand, which became the company’s 
sole proprietary brand. Esemplare was born and 
developed with a strong and clear identity: men’s 
and women’s outerwear lines that combine the 
most advanced technologies and attention to 
environmental sustainability with an essential 
style characterised by the iconic construction of 
the upside down “y” of the yoke. The Esemplare 
collections, the result of continuous research and experimentation, are 
designed, engineered and developed exclusively in Italy. In 2015, major 
investments were also made in new technologies such as 2D/3D design. 
During 2016, Pattern published its first sustainability report according to 
GRI principles and in November it was chosen to join Borsa Italiana’s Élite 
programme. During the same year, Pattern acquired a new logistics and 
product development area in its factory, thus increasing its surface area 
by 25% for more careful management of logistics flows, product develop-
ment and quality control of finished products. In 2017, Pattern acquired 
the Roscini Atelier, giving it new life and simultaneously strengthening its 
competitiveness in the design and production of women’s collections. In 
2018, it was awarded the Italian Borsa Italiana’s Élite certification and lau-
nched the ‘From Red to Green Carpet’ project, the aim of which is to tran-
sform the company by making it sustainable and zero impact on the envi-
ronment by 2023. The entrepreneurial challenge is based on a business 
idea linked to the field of fashion, characterised by activities implemented 
vertically within the company. It starts with the design, engineering and 
development of garments, moving on to a prototyping service and then 
to the production of samples, ending with the production of garments for 
some of the most important international brands.  
The design of men’s fashion lines is the starting 
point of the business. In 2019, following listing on 
the Euronext Growth Milan market of the Italian 
Stock Exchange, Pattern announced the arrival of 
the knitwear company S.M.T. (Società Manifattura 
Tessile) into the Group, a historical company from 
Emilia Romagna specialising in the prototyping 
and production of luxury knitwear. In 2021, the 
arrival of Idee Partners, a Tuscan company spe-
cialised in Product Development, Design and 
Production in the luxury leather goods sector, into 
the Group was also announced, and in the same 
year Idee Partners finalised the acquisition of Petri&Lombardi, a historic 
leather goods company in Florence. 2022 was a year of strong growth for 
the group: first of all, Zanni of Reggio Emilia, a national and European re-
ference point in the whole-garment (seamless) and knitwear accessories, 
was added, and then the Tuscan Leather Pole was consolidated with the 
entry of RGB, a specialist in the production of leather accessories. These 
steps thus enabled Pattern to enter the knitwear and leather goods sec-
tors, confirming the strength of the Italian luxury design pole.
THE COMPANY
THE STORY OF PATTERN
Fulvio Botto and Francesco Martorella

8
Currently, Pattern mission is carrying the entire development and production cycle out in the garment sector: 
from traditional or digital patterns to the development of the first prototypes via cutting, through to the cre-
ation of the finished garments ready for the fashion shows and subsequent production, after final testing by 
a dedicated quality control team. Pattern strives to find a balanced blend of craftsmanship and technology, 
thanks to its in-house workforce and continuous investment in research and development at all stages of 
the design and production process. Examples of this are the search for the most advanced 3D CAD software 
in the pattern-making phase and the implementation, from 2020, of the digital warehouse with the aim of 
optimising supply chain processes through the development of blockchain and RFID technology.
The Pattern Group produces turnkey collections on behalf of well-known international haute couture brands, 
dedicating support teams to the top brands with whom it collaborates during the garment production phase. 
The group’s production focuses mainly on the men’s and women’s first line collections of the major interna-
tional brands and their catwalk garments that can be admired on the catwalks of the major haute couture 
events. The ability to simultaneously follow the design and production of such a large number of lines, in 
very different categories, from outerwear to lightweight garments, is one of Pattern’s fundamental strengths 
and distinguishing features.
THE GROUP TODAY
LUXURY 
KNITWEAR
HYBRIDS
LUXURY 
WOMENSWEAR
LUXURY 
LEATHER GOODS
LUXURY 
HEADQUARTER MENSWEAR
2005
WOMEN’S LINE 
CREATION
2009
COLLEGNO (TO) 
NEW FACILITY
2017
ROSCINI ATELIER
ACQUISITION
2014
ESEMPLARE BRAND 
ACQUISITION
ACQUISITION OF A  
CUSTOMIZED 
PRODUCTION CHAIN
2012
2015
INVESTMENT IN 
TECHNOLOGY AND 
CAD 2D/3D
FOUNDATION
2000
2019
LISTED ON BORSA ITALIANA
EURONEXT GROWTH 
MILAN MARKET
2018
BORSA ITALIANA 
ELITE CERTIFICATION
2019
S.M.T. JOINED 
PATTERN GROUP
2021
IDEE PARTNERS AND 
PETRI&LOMBARDI JOINED 
PATTERN GROUP
2022
ZANNI JOINED 
PATTERN GROUP
2022
RGB JOINED 
PATTERN GROUP

9
The Group headquarter is located in Collegno (TO), in the Pattern SPA headquarters, which is the group’s largest factory housing both administrative offices 
and areas dedicated to production. The Collegno plant specialises in men’s first line and fashion show collections, particularly outerwear. The Spello (PG) 
plant, which has been part of the group since the acquisition of the Roscini Atelier, however concentrates its production on women’s collections and in parti-
cular on light garments. S.M.T. and Zanni companies dedicate their production to the specific luxury knitwear sector. Finally, Idee Partners, Petri&Lombardi 
and RGB are specialized in luxury leather goods. The presence in these four segments allows the Group to manage a transversal range of interal processing, 
including hybrid garments, i.e. those garments that are made from different materials and forms of processing.
(*) As of 31/12/2021 Zanni and RGB are not yet part of the Pattern Group.
The Pattern Group currently consists of 
seven companies located throughout Italy, 
each operating in a specific sector.
COLLEGNO (TO)
High-end menswear
CORREGGIO (RE)
Luxury knitwear
BIENTINA (RE)
Luxury leather goods
SCANDICCI (FI)
Luxury leather goods
REGELLO (FI)
Luxury leather goods
SPELLO (PG)
High-end womenswear, 
focused on light fabrics and 
jersey, dresses and tailoring
REGGIO EMILIA (RE)
Wholegarment® and accessory 
knitwear

10

11

12
Textile Manufacturing company
Idee Partners
The SMT knitwear factory is among the youngest in Italy in its category. 
It began its activity in Luxury Knitwear in 2010, structuring its 
organisation in response to the growing demand for services from 
operators in the sector, particularly knitwear designers who could not 
find an industrial partner capable of supporting their creativity with the 
right technological innovation and responsiveness.
Company mission is to design and develop knitwear products extremely 
quickly, following quality standards of excellence and concrete and 
reliable industrialisation criteria. This activity aims to respect the 
customers’ creativity and stylistic freedom.
With these principles in mind, company departments have been 
structured according to the criteria of centralising the design phase 
and investing heavily in Research & Development..
Idee Partners, founded in 2008 and based in Scandicci (Florence), is 
currently a company specialising in engineering, product development 
and production of bags, accessories and shoes for leading international 
fashion and luxury brands. 
In 2021, Idee Partners joined the Pattern Group and in the same year 
finalised the acquisition of Petri&Lombardi, a historic Tuscan leather goods 
company. In 2022, it also finalised the acquisition of RGB, a company 
specialising in the production of leather accessories.
These acquisitions aim to consolidate one of the largest independent 
Tuscan leather goods hubs, dedicated to both engineering and production 
activities.

13
THE ORGANISATION
The Group’s structure as of 31.12.2021 is organised according to a model that envisages a holding company - Pattern Spa - operating in the design and 
production of garments in the men’s and women’s sectors and four subsidiary companies.
	¬ Pattern Project, a wholly owned subsidiary, is the company that owns the Esemplare brand, licensed to Pattern.
	¬ Società Manifattura Tessile, an 80% subsidiary, is the company belonging to the knitwear sector. 
	¬ Idee Partners, a 54% subsidiary, operates in the luxury leather goods sector. 
	¬ Petri&Lombardi, a 60 ì% subsidiary of Idee Partners, also operates in the leather goods sector.
This pie graph, with its percentages, is liable to periodic 
revision. Anytime it is possible to find the update data 
on the Pattern S.p.a. official website in the Investor-
Shareholders section.
52.69% to Bo. Ma.Holding Srl, of which Fulvio Botto and Franco 
Martorella each hold 50% of the share capital, 21.58% to Market, 5.69% 
to Otus Capital Management, 2.44% to Camer Srl and finally, 6.36% to 
Francesco Martorella, 6.36% to Fulvio Botto, 1.93% to Anna Maria 
Roscini and 2.96% to Luca Sburlati.
PATTERN S.p.a.
S.M.T. - Società manifattura tessile S.r.l.
IDEE PARTNERS S.r.l.
PETRI & LOMBARDI S.r.l
PATTERN PROJECT S.r.l.
The breakdown of Pattern Spa, with registered office in 
Collegno (TO), via Italia 6/A, as of 12 April  2022, is as follows:
█ BO.MA. HOLDING SRL
█ MARKET
█ OTUS CAPITAL MANAGEMENT
█ CAMER SRL
 
█ FRANCESCO MARTORELLA
█ FULVIO BOTTO
█ ANNA MARIA ROSCINI █ LUCA SBURLATI
52,69%
21,58%
5,69%
2,44%
2,96%
1,93%
6,36%
6,36%

14
The Pattern Group’s activities are organised according to a model in 
which the different stages of product design and processing are to a 
large extent verticalized. Each factory specialises in different products: 
outerwear, light clothing, knitwear, footwear, bags and leather 
accessories. The business model envisages the direct or indirect 
management of the entire production process, from the design phase to 
the production of the garment, with the aim of creating an efficient and 
effective structure that can guarantee a high degree of innovation, high 
growth rates and a continuous focus on sustainability issues.  
MODELLING AND CHIEF ENGINEERING
The Modelling office is the heart of Pattern, the place where work is 
born from a style idea, a sketch, a drawing received from the designer. 
Pattern, thanks to its know-how and the most advanced 3D design 
software, finds the perfect combination between the brand’s style idea 
and the best workmanship and solutions: the designers’ ideas are in fact 
developed both in the traditional way (manually) and with the aid of the 
most advanced technologies. 
Product Development is in charge of liaising with end customers from 
the earliest study stages and is responsible for monitoring each stage of 
the prototype creation process so that everything proceeds on schedule. 
His responsibilities also include management of the ‘order launch’ with 
the specifications of all fabrics and accessories for the garments.  
The CAD area carries out the nesting of all materials and compiles 
the cutting documents. At the same time, the Warehouse prepares 
the accessory package and materials for the cutting itself. Pattern is 
equipped with machines for automatic cutting, state-of-the-art laser 
cutting and a workstation for manual cutting. 
PROTOTYPES AND SAMPLES 
Once cutting has been completed, the first prototype is made, usually in 
the in-house workshops.   The prototype garments are then corrected 
and viewed with the customer for the first fitting, during which the 
final approval of the model takes place. The set of prototypes, with 
the required variants, result in the creation of the sample collections 
and subsequently production managed by a dedicated area. The lines 
and products can then be presented at fashion shows. Even at this 
stage, Pattern does not fail to support its customers by providing direct 
assistance to designers through specialised personnel. 
PATTERN ORGANISATIONAL MODEL

15

16

17
PRODUCTION CYCLE 
At the customer’s request, Pattern produces the so-called ‘garment-
staple’ in order to check the finished garment one last time before 
launching production. With constant supervision during the production 
phase, the ‘Product and Production’ Team replaces the customer by 
verifying all the production phases and, in particular, by checking 
compliance with the timing and quality of each garment and accessory. 
All stages and suppliers are also monitored through process certifications 
and, in particular, through the SA8000 standard. 
The company also takes care of a large management area. In fact, all 
packaging is coordinated by Pattern in close collaboration with its 
façonists, chosen through a certification process. As primary stakeholders 
in the supply chain, they have to follow the lines of management and social 
responsibility undertaken by the company, which allows a relationship of 
trust to be established over time between the façonists and Pattern. The 
strength of these partnerships has reached such an extent that Pattern 
requires a letter of intent and common values to be signed in advance.  
QUALITY CONTROL AND ASSURANCE 
Particular care is dedicated to the ﬁnal testing process of the garments 
produced, for which Pattern has a special Quality Team and an internal 
area with specific equipment and dedicated spaces where customer 
companies can carry out their own checks before the garments are shipped.  
Since 2021, the Quality Control process has been entirely digitalised 
in the planning, execution and recording of audits: thanks to the use 
of tablets connected to the Audit Manager management system, the 
execution of audits is guided, individual findings recorded in the system 
and documented with images, and it is therefore possible to have 
real-time updated reports and period statistics, guaranteeing better 
traceability and transparency. One of the last stages before the garments 
are delivered to the customer is passage through the X-ray machine: each 
individual garment is checked for the identification and elimination of 
any possible form of contamination before being bagged and seale.. 
EXPERIMENTATION AND TECHNOLOGY  
Pattern is also committed to experimentation, with the intention of 
improvement and innovation. This is why there are three machines in 
the factory: a laser cutting machine, a thermo-welding machine and 
an ultrasound machine. The presence of these technologies within the 
company allows considerable freedom of experimentation and at the 
same time the possibility of responding promptly to customers’ needs, 
so as to have greater control in the phases following the production of 
prototypes.

18
PROTOTYPING AND SAMPLIN
Under the guidance of the product managers and with the support of 
the S.M.T. atelier, the requests of the fashion designers are realised in a 
model that reflects the fit and more generally the stylistic requirements 
of the brand.
The technical and creative talents of the STOLL and SHIMA SEIKI 
programming team, supported by state-of-the-art in-house software, are 
able to study the best technical weaving configuration, interpreting and 
giving shape to the customers’ inspirations, which are then transformed 
into finished garments by the atelier workers.
This great teamwork enables the company to deliver the samples of each 
brand within the most stringent deadlines, the highest quality standards 
and the agreed target pric
PRODUCTION
SMT manufacturing excellence owes its success to the decision to create 
an in-house tailoring line of the highest standard. The department is 
divided up into two workshops, samples and production, which are 
independent of each other and at the same time constantly interacting in 
the development of the garments.
This approach to work guarantees consistent quality and traceability 
of processes.
S.M.T. can also rely on a chain of external laboratories, carefully selected 
and supervised according to the group’s sustainability standards.
Thanks to constant and direct dialogue between the production 
department and the prototyping laboratory, S.M.T. is able to translate 
even the most complex processes realised in the sample into efficient and 
high-performance production solutions.
The garment-making process is supported by a team of specialists capable 
of optimising all the processing stages, guaranteeing constant compliance 
with the quality requirements of the individual brand. Furthermore, 
thanks to a certified supply chain of partner laboratories, it is possible to 
finish the garment with special processes such as needlework, printing, 
embroidery, gauzing and heat sealing.
Last but not least, in order to ensure impeccable quality standards for 
customers, S.M.T. has adopted a system that includes strict controls at 
every stage of the garment processing cycle, from weaving, through to 
washing and packaging phases and final bagging.
RESEARCH AND DEVELOPMENT
Since 2019, S.M.T. has had its own in-house Research & Development 
department where qualified consultants support fashion designers in 
their search for the most suitable yarn, the most innovative processing 
methods and cutting-edge weaving techniques.
Specifically, the Research and Development department is responsible 
for designing and implementing product innovation, capsules or special 
projects not connected with seasonality, studying and promoting the 
latest technology in knitwear, as well as promoting the use of knitwear 
technology in product categories such as footwear, accessories, bags, 
interior design, automotive, etc
SMT ORGANISATIONAL MODE

19
DEVELOPMENT OF LEATHER GOOD
Product development is the flagship of Idee Partners: once the 
customer has communicated the creative line direction, patterns 
are designed, volumes and uppers are refined and, through all the 
technical steps, prototypes and final samples are developed.
Thanks to the presence of an in-house team of Product Managers, 
consisting of professionals who interpret creative ideas, guidelines 
and market trends, Idee Partners is able to support the client’s Design 
team in the development of creative solutions starting from the first 
product ideas and finally transforming them into physical products 
and product renderings. Alternatively, the company can also offer its 
clients a full design service.
All development phases are handled by the highly specialised in-house 
pattern departments and sample rooms, and these are reinforced 
by external partners to provide the required capacity during peak 
periods by sharing the same CAD pattern-making system. The entire 
prototype development process is overseen by a dedicated Project 
Manager, who is able to constantly manage times, costs and issues 
that may arise.
Idee Partners’ vast experience, combined with constant research 
and proximity to the best suppliers of raw materials (leather, fabrics, 
accessories, etc.), enables the development of innovative and 
customised materials that meet the most demanding specifications of 
Italian and international standards.
LEATHER GOODS PRODUCTION
Thanks to a strong know-how in the industrialisation of collections, 
the Production team of Idee Partners is able to manage the entire 
production process by guiding projects right through to production 
delivery. 
Depending on customer requirements, Idee Partners can operate 
either by directly managing the purchase of raw materials or by 
providing only the craftsmanship (cutting and assembly). Before 
packaging and delivery to the customer’s distribution hub, Idee 
Partners carries quality control on finished products out.
FOOTWEAR DEPARTMENT
Idee Partners’ footwear department specialises in helping start-ups 
and established brands design and realise innovative collections.
The product development phase is handled by the highly specialised 
in-house pattern department and sample room. The production 
of prototypes and showroom samples includes the creation of all 
shoe components: from the first shapes, heels, soles, insoles, metal 
accessories and upper models through to the creation of prototypes 
and evaluation models for the ordered cuts. The last phase of pre-
production development includes an overview of industrialisation 
and engineering of the collection with the in-house pattern-making 
department.
The entire product development process is supervised by a 
dedicated team, led by a Project Manager, who constantly reports 
on time, costs and possible problems.
INNOVATION AND TECHNOLOGY
Idee Partners constantly invests in technological innovation as 
well as in research and development, because of the aims to be a 
leader in the leather goods market, paying particular attention to the 
continuous training of its employees.
For this reason, the design and realisation phases are constantly 
analysed and improved, integrating the most modern technologies.
Thanks to the use of CAD modelling and printing systems and the 
most advanced simulation programmes, it is in fact possible to 
improve process efficiency by optimising time and costs right from 
the prototyping stage and ensuring the best quality of the finished 
product.
IDEE PARTNERS ORGANISATIONAL MODEL

20
Pattern is characterised by the combination of craftsmanship and 
technology, which is a success factor and a way of guaranteeing 
permanence for the company and its customers. Pattern models in 
2D and 3D using the most advanced software on the market, and, in 
complete contrast, in recent years has started a process of in-sourcing of 
all the design and production phases, which are now 100% completed 
at its Turin headquarters. From design to cutting, from tailoring to 
quality control of prototypes and fashion show garments, everything is 
done in-house. Recently, Pattern has also invested by purchasing state-
of-the-art cutting machines, including laser cutting machines. Despite 
the fact that until a few years ago Pattern was a small company and 
although it operates in a sector with a strong element of manual work 
and craftsmanship, it has always invested in technology, favouring the 
best solutions on the market, which in terms of cost and complexity 
are designed for medium and large sized companies. Time has shown 
that this was not an unrealistic choice. Firstly, because Pattern’s 
growth, which in the meantime has become a medium-sized company, 
has made it possible to remunerate the capital invested; secondly, 
because Pattern’s customers are generally multinationals, with whom 
it is consequently necessary to share the same language, also from an 
IT point of view. The objective remains to strengthen itself more and 
more as a centre of expertise on an international level in its segment 
of operations. The decision to focus on technology, concentrating on 
CAD solutions for garment design, is confirmed every year, allocating 
the largest share of investments to this area. These investments, as will 
be explained on the following pages, however, cover all aspects of a 
modern IT infrastructure.
PDM INTRODUCTION
A first step forward with respect to the simple installation and use of 
CAD machines took place in 2011-2012 with the implementation of 
PDM (Product Data Management) for the complete management of 
the finished product, from its conception to the realisation of samples, 
with all the necessary information, including graphics. The project was 
enriched through integration with the new management system, which 
was being implemented in the same years, in order to define a single 
workflow from the Samples Office, where the design activity begins, 
to the launch of production with the delivery of finished garments to 
customers and relative warehouse management
PDM AND 3D EVOLUTION
During 2013, in a project that continued into the following years, a 
change was made to more advanced versions of CAD and PDM, aimed at 
enabling the use of more complete and effective industrialisation tools, 
achieving better productivity, and making it possible to harmonise 
more extensively with other design systems. These improvements have 
involved the activities of both the Samples Office and the CAD office 
dealing with size development and nesting. Finally, this evolution 
involved the possibility of operating virtual prototyping in 3D using 
targeted workstations for particularly complex machining.
INNOVATIVE CRAFTSMEN: 
TECHNOLOGICAL
DEVELOPMENT

21
Already in 2018, when 3D design had just entered the fashion world, Pattern 
introduced specific skills into the company by organising a training course for 
the Pattern Office.
In 2019, also taking on board stimuli from customers, the functionalities of a new software, CLO3D, which enables the creation of real virtual prototypes 
from the 2D CAD model, were deepened.
In 2020, a Digital Team was set up that, working closely with the Modelling Department, is dedicated to 3D design, focusing on 3D simulations of 
prototypes, placements or positioning of prints.

22

23
Today, Pattern is able to produce 3D prototypes of any garment simulating 
any type of fabric and knitwear, for men and women, sportswear and 
formal wear. Furthermore, Pattern can also customise models with ad hoc 
measurements, colours, details such as finishes, different types of fabric 
and static or dynamic avatars in different positions.
3D is a key, cross-cutting tool for customers, not only for prototype 
development but also for virtual showrooms and fashion shows, marketing 
and merchandising activities; it is also a huge advantage at a time when 
people and goods cannot travel so freely and it is a new opportunity for 
sustainability, as digital prototyping allows for a reduction in the number of 
physical garments produced.
TRAINING AND INTRODUCTION OF NEW AND ULTIMATE 
PLOTTER MACHINES
The complexity of the updates introduced in the project mentioned in the 
previous point required many hours of training in 2014/2015 in the offices 
concerned. At the same time, in order to make the most of the opportunities 
of the new technologies, the related hardware was upgraded, whereby 
new plotters were purchased for 1:1 printing of the cutting chart and for 
cutting model parts into cardboard.
CUTTING AREA
The focus on technology and the consequent adoption of high-performance 
tools can also be observed in the Cutting Area, where two automatic cutting 
systems operate, one of which is of the latest generation, and a laser cutting 
machine, acquired in 2014/2015.
ERP MANAGEMENT IMPLEMENTATION AND CUSTOMISATION NEEDS
When, between the end of 2010 and the beginning of 2011, the company 
was faced with the problem of choosing an ERP for the integrated 
management of its activities, in light of an initial major growth in turnover, 
which entailed increased management complexity, it was realised that 
almost all the products on the market, even the most tried and tested, 
had been developed for clothing companies working for their own 
brands. Pattern’s activity, centred on the development of collections for 
third parties, requires flexibility in the creation of prototypes, production 
launches and the management of logistics and purchasing for the customer, 
which required the development of important customisations. The 
particular aspect worth dwelling on is precisely that related to specific need 
to be able to identify at any time the situation of stocks of raw materials 
and accessories in terms of seasons/collections in order to respond 
quickly to customer requests; for example, for production replacements, 
cancellations, repetitions, as well as  (a no less important factor) to be able 
to attribute to the individual customer the remaining stock at the end of the 
production season. To meet these requirements and avoid cumbersome 
management of raw materials in the warehouse, it became necessary to 
track all relevant movements, bringing in the season/line information on 
them in semi-automatic mode. This customisation process required the 
creation of specific functions for stock analysis, the management of virtual 
changes between season/line and the re-sampling or sale of stocks at the 
end of the season.
3D sample
REAL sample
2D CAD pattern

24
The year 2020 saw a major investment for Pattern logistics, installation of 
the new warehouse for the Collegno site, with a capacity of 13,000 finished 
garments and equipped with the Schonenberger dynamic structure, the 
most widely used among the major players in the sector.
A totally digitised state-of-the-art warehouse where, through RFID 
technology, each individual item and its movements are uniquely 
identifiable, thus traceable, and managed by a dedicated departmental 
software, a WMS (Warehouse Management System) fully interfaced with 
the company’s management software. 
Several benefits are expected, from increased speed and accuracy of 
Inbound and Outbound procedures, to the possibility of storage by 
purchase order, to the environmental benefit of lower emission levels.
In conjunction with the setting up of the new finished garment warehouse, 
the aim is to compact and automate the entire accessories warehouse as 
well, through the introduction of two MODULA drawer cabinets which, 
controlled by a dedicated WMS warehouse software, will guarantee 
greater picking speed and computerised management of all codes and 
their relative quantities, always interfaced in real time with the company 
management system.
DIGITISATION OF AUDITING PROCESS
Continuing along the path of digitisation of key business processes, and in 
order to manage auditing activities appropriately, quickly and efficiently, 
Pattern introduced in 2020 a new auditing software, Audit Manager, which 
allows a comprehensive management of audits, from set-up to planning, 
from execution to analysis of collected data. The Audit Manager system 
is currently in use for SA8000 and Sustainable Manufacturing audits 
and will soon be extended to product audits. It is a modern, flexible and 
configurable app for any type of audit that allows multiple operations: 
from the planning and scheduling of audit activities, to the compilation 
and completion of checklists through to the creation of the audit dossier 
by reporting any non-conformities found and planning corrective actions.
ADAPTATION OF HW INFRASTRUCTURE AND BASIC SW SYSTEMS.
The smooth operation of this complex system, which includes and connects 
the management environment and modelling, is guaranteed at the 
Collegno site by an infrastructure based on innovative hyper-convergent 
technology consisting of two redundant devices that integrate processing, 
storage, networking and virtualisation resources, and at the Spello and 
Correggio sites by an infrastructure based on redundant virtual servers. In 
both locations, the infrastructure is completed by NAS equipment for data 
storage (in Spello and Correggio) and backup collection (in all locations) 
and firewalls for perimeter protection of the corporate network.
NEW WAREHOUSE 4.0 
PROJECT

25

26
FULLY-FASHIONED KNITWEAR
The weaving and programming department consists of state-of-the-art 
straight knitting machines that guarantee the constant use of the most 
high-performance technology according to the product required. 
SMT’s technology park today has 120 weaving machines equally divided 
between STOLL (all gauges from 1.5 to 20) and SHIMA SEIKI (all gauges 
from 3 to 18) including technologies for textured weaving, inverted 
vanisé and inlay.
The programming department, consisting of 20 technical programmers, 
can rely on state-of-the-art software and boasts very fast turnaround 
times for prototypes and special projects.
WHOLEGARMENT® KNITWEAR
With the acquisition of the historic company Zanni Maglieria, a specialist 
in the production of seamless garments based on SHIMA SEIKI 
WHOLEGARMENT® technology, SMT is consolidating its position in 
the sector by adding new technical skills of excellence to its know-how, 
specializing this processing on knitted accessories. 
The Wholegarment® technology fleet includes 34 machines of all 
gauges from 18 to 5, and 5 Shima Seiki APEX 4D stations for design and 
programming.
TREATMENTS AND FINISHES
To complete management of the processing phases, the company has 
equipped itself with a treatment and finishing department. In particular, 
an electronic gauzing machine, a treatment that allows for the extraction 
of hair from fabrics, and a laundry and ironing department comprising 8 
washing and tumbler machines and 15 ironing stations, steaming tables 
and presses.
S.M.T. TECHNOLOGIES

27

28
GOVERNANCE 
COMPULSORY BODIES
The corporate governance model adopted by Pattern is a traditional one, 
company management is therefore entrusted to the Board of Directors.
At the Shareholders’ Meeting, each shareholder is entitled to one vote 
regardless of the number of shares subscribed and decides on::
	¬ Approval of the annual accounts 
	¬ Allocation of the operating result
	¬ Appointment of the Board of Directors
	¬ Appointment of the Board of Statutory Auditors 
The Board of Directors as of 31 December 2021 has 7 members, 1 of 
whom is independent:
Francesco Martorella	
President
Fulvio Botto 	
Vice president
Luca Sburlati 	
Managing Director
Innocenzo Tamborrini 	
Councillor
Stefano Casini 	
Councillor
Anna Maria Roscini	
Councillor
Emilio Paolucci 	
Independent Director 
The supervisory body that monitors the activities of the directors and 
examines that the management and administration of the company are 
carried out in accordance with the law is the Board of Statutory Auditors 
and on 31 December 2021 it is composed as follows: 
Lucia Maria Starola 	
President
Alcide Casini 	
Acting auditor
Lucia Margherita Calista Rota 	 Acting auditor
Cristiano Casini 	
Temporary Auditor
Riccardo Cantino 	
Temporary Auditor
Auditing Company	
PricewaterhouseCoopers S.p.A. (PwC)
The company has also implemented in recent years a process of delegation 
that has led to an organisational structure based on processes, according 
to a customer/function matrix. The constant presence in the company of 
the founding partners, with a technical management role, represents a 
fundamental element for the management of design for client brands, as 
well as for the operational performance of activities
VOLUNTARY BODIES:
CORPORATE SOCIAL RESPONSIBILITY GOVERNANCE
The direction and coordination of ESG activities are entrusted to the 
Corporate Social Responsibility team and, with the aim of increasingly 
integrating it into Pattern’s business model, a dedicated team was formed 
in September 2021, which currently has 4 resources. The creation of a 
team focused on environmental and social issues underlines Pattern’s 
commitment to corporate growth in line with sustainability principles.
The CSR team analyses, proposes and implements solutions to the 
impacts that production activities have on the environment and society, 
and suggests the Pattern Group’s sustainability strategy, reporting directly 
to management and requesting approval of targets from the Board of 
Directors.
In addition, it handles reporting and the drafting of the sustainability 
report following data collection, increasing awareness of sustainability 
issues within the Group. 
SOCIAL PERFORMANCE TEAM 
In accordance with the certified SA8000 management system, a Social 
Performance Team (SPT) must be established to oversee that the principles 
of the Standard are effectively integrated into company processes. The team 
must include a balanced representation of SA8000 worker representatives 
(possibly RSA and RSU if present in the company) and management.
Each Group site has elected SA8000 representatives and has its own SPT 
committee that reports to the centralised coordination of the Turin site and 
reports on its activities during the annual management review.
SUPERVISORY BODY LEG. DEC. 231
The Company has appointed the Supervisory Board since October 2021, 
with the aim of ensuring that this body meets the requirements of autonomy, 
independence, professionalism, and continuity of action in accordance 
with the provisions of Legislative Decree No. 231 of 2001 (Articles 6 and 7), 
such as to ensure the effective and efficient implementation of the adopted 
Model.

29
ADMIN & FINANCE
ESEMPLARE & SALES
CDA
CEO
PATTERN
ROOM
PRODUCT
DEVELOPMENT
PRODUCTION
& PRICING
SUPPLY
CHAIN
QUALITY
ASSURENCE
CAD
DIGITAL TEAM
ICT
SUSTAINABILITY
SA8000
HUMAN
RESOURCES
TECHNICAL
DIRECTOR
CORPORATE
SOCIAL
RESPONSIBILITY 
INVESTOR 
RELATION
CFO

30
STRATEGIC 
PLANNING
The Pattern Group considers the involvement of 
stakeholders to be of fundamental importance 
and is committed to an active dialogue with all 
of them, because it believes that a continuous 
exchange 
of 
information 
can 
influence 
and provide insights for corporate growth. 
Communication with stakeholders recognises 
the responsibility that the group has towards 
the social context in which it operates. There 
are different types of stakeholders in the Pattern 
group, each of whom has different interests 
towards the group (shown in the table below).
To accommodate all the requests and 
expectations of the various stakeholders, Pattern 
makes use of various tools, which are constantly 
being expanded, such as surveys and workshops. 
It will be of particular importance in the coming 
years to create a true community, through 
which long-term shared value can be created.  
Identifying 
all 
stakeholders 
within 
the 
Pattern group is of paramount importance 
in consideration of the material issues to be 
included in the materiality matrix.
PATTERN GROUP STAKEHOLDERS:
	¬ Investors and banks
	¬ Pattern employees 
	¬ Customers
	¬ Institutions
	¬ Suppliers and their employees
	¬ Subcontractors and their employees
	¬ Future generations
PATTERN GROUP SUPPLIER MAPPING
STAKEHOLDER ENGAGEMENT
Pattern Stakeholders
Listening and involvement tools
Stakeholder Interests in Pattern
Investors and banks
Shareholders’ Meeting
Website and dedicated e-mails
Dedicated shareholder events’
Meetings with shareholders 
Survey to identify material themes
Pattern Group share value growth
Transparency on objectives, long-term strategies and company performance
Pattern Employees
Company climate survey
Survey on sustainable mobility
SA8000 Report Box
Notice board
Survey to identify material themes
Opportunities for professional growth
Implementation of corporate welfare policies
Transparency and involvement in company performance
Continuous education opportunities
Customers
Regular comparison meetings
Survey to identify material themes
Portal 
Management teams dedicated to brand needs 
Webinars and roundtables
Company performance analysis
Audit
Protecting brand reputation
Product reliability and safety
Quality assurance
Transparency along the supply chain
Support in the development of innovative products
Reducing impacts on the environment and society
Respect of delivery times
Institutions
Comparison with institutional bodies
Survey to identify material themes
Compliance with regulations
Ensuring environmental and social protection
Promoting sustainable development
Controlling the supply chain to manage environmental and social risks
Suppliers and their employees
Daily reports of the purchasing function
Survey to identify material themes
Regular comparison meetings
Audit
Compliance with contractual conditions
Maintaining continuity in the working relationship
Subcontractors and their employees
Control audits
Daily relations of the production function 
Regular meetings, given the proximity of our subcontractors
Survey to identify material themes
Compliance with contractual conditions
Maintaining continuity in the working relationship
Future generations
Partnerships with Universities
Recruitment-oriented recruitment programmes
Involvement of vocational schools
Social Network
Career opportunities
In-house training
Mitigating impacts on the environment and society
Promoting sustainable development
Activities to promote craftsmanship

31

32
MATERIALITY MATRIX 
In order to plan its sustainability strategy in line with stakeholders’ expectations, the Pattern Group decided to conduct a materiality analysis thanks 
to which it was able to classify material issues, i.e. those issues of greatest relevance to the organisation and its stakeholders. On the basis of these, 
the corporate strategy was shaped, identifying its environmental, social and economic priorities, in line with the 17 Sustainable Development Goals 
of the 2030 Agenda
The 2030 Agenda for Sustainable Development is a programme of action 
for people, planet and prosperity. It was signed on 25 September 2015 
by the governments of the 193 member states of the United Nations, and 
approved by the UN General Assembly.
The Agenda consists of 17 Sustainable Development Goals (SDGs) 
framed within a broader action agenda of 169 associated environmental, 
economic, social and institutional targets or goals to be achieved by 2030. 
The 17 Goals refer to a set of important development issues that take into 
account the three dimensions of sustainable development - economic, 
social and ecological - in a balanced manner, and aim to end poverty, fight 
inequality, tackle climate change, and build peaceful societies that respect 
human rights.
The goals set for sustainable development have global validity, they 
concern and involve all countries and all components of society, from 
private companies to the public sector, from civil society to information 
and cultural actors. 
The SDGs therefore call on companies around the world to promote 
sustainable development through their investments, the solutions they 
develop and the business practices they adopt. The global goals will in 
turn push companies to reduce their negative impact and maximise their 
positive contribution to the 2030 Agenda for Sustainable Development.
AGENDA 2030 FOR SUSTAINABLE DEVELOPMENT 
DATA COLLECTION AND ANALYSIS METHODOLOGY
The process of defining the materiality matrix took place through a questionnaire aimed at corporate governance, shareholders, employees, suppliers, 
contractors, customers and other stakeholders (banks, schools, PA).  This questionnaire was structured to highlight the main areas of sustainability: 
economic, social and environmental. Specifically, the Pattern Group has declined the objectives of the 2030 Agenda for Sustainable Development (SDGs) 
into a series of economic, social and environmental initiatives that it has implemented, or intends to implement, along the entire supply chain, and it is from 
these that the questions subject to the materiality analysis were defined.
By cross-referencing the scores given to each theme by the recipients of the questionnaire, it was possible to compare the importance placed by the 
organisation and its stakeholders on the influence that each ESG theme has on business performance and the Pattern Group’s ability to create value.

33
The X-axis indicates the relevance of each sustainability topic for corporate governance, while the y-axis indicates the relevance for stakeholders. The materiality quadrant, in the top right 
corner, is where the highest expectations for both the company and its stakeholders are placed and, therefore, identifies the most important sustainability related aspects on which one 
should focus and concentrate action commitments. Having identified the priority themes, in order to create shared value, the Pattern Group identified the related strategic intentions and 
action plans to implement the intentions. 
(A) IMPLEMENTATION COMPLETED   -   (B)  IMPLEMENTATION UNDERGOING COMPLETION  -   (C) IMPLEMENTATION STARTED   -   (D) IMPLEMENTATION NOT STARTED
ACTIVITIES PROGRESS
2020
2021
2022
KPI 1	
Responsible consumption, waste reduction and application of circular economy principles 
B
B
A
KPI 2	
Technological & Digital Research and Innovation 
B
B
A
KPI 3	
SA8000 certification for all Group sites  
B
A
A
KPI 4	
Monitoring social compliance of 100% of the subcontractors
B
B
B
KPI 5	
Environmental and chemical management systems for all Group sites 
C
C
B
KPI 6	
Monitoring the chemical compliance of 100% of RM suppliers and subcontractors
B
A
A
KPI 7	
Economic and financial performance 
A
A
A
KPI 8	
Objective and certified assessment of social, environmental and governance (ESG) performance 
C
B
B
KPI 9	
Enhancement of resources, talent development, know-how and training 
B
B
A
KPI 10	
Ensuring CSR principles: human rights, decent working conditions and gender equality 
C
B
B
KPI 11	
Customer focus: customer satisfaction 
A
A
A
KPI 12	
Monitoring, auditing and evaluation of supply chain performance (RM suppliers and sub-suppliers) 
B
A
A
KPI 13	
Transparent and tracked chain at every stage of processing 
A
A
A
KPI 14	
Process and product quality of all Pattern Group companies 
C
B
A
KPI 15	
Stakeholder engagement and training on environmental, social and innovation issues 
C
B
B
KPI 16	
Integration of Climate Change compliant strategies into business processes 
B
A
A
KPI 17	
Identification of standards with an internationally recognised scientific basis for setting development targets 
B
A
A
KPI 18	
Enhancing the value and loyalty of the supply chain
B
A
A
MEDIUM
HIGH
RELEVANCE FOR PATTERN’S CORPORATE GOVERNANCE
VERY HIGH
MEDIUM
RELEVANCE FOR PATTERN’S STAKEHOLDER
VERY HIGH
HIGH
█ ECONOMIC - FINANCIAL ISSUES
█ ENVIRONMENTAL SUSTAINABILITY ISSUES
█ SOCIAL RESPONSIBILITY ISSUES
18
15
3
10
4
12
9
13
11
7
14
1
2
16
17
5
6
8

34
GOALS
STRATEGY
Promoting energy efficiency projects
Support the comanies in the Pattern Group and the supply 
chain in the use of renewable energ
Ensure the achievement of financial goals in accordance with 
the protection of the environmental mission
Change of the company statute integrating the Benefit mission 
by 2023
Encourage product design and development using tecnology
Increase for the textile sector the use of technology, 3D and 
awareness of technological innovations  through a department 
of research and development
Zero waste addressed to the dump or incineratio
Lengthening of the life cycle through reuse and recycling also thanks  
to  collaboration with companies dealing with circular economy
Promote development projects to improve environmental 
performance in the supply chain
Credit facilitation project involvement  for the start-up of 
entrapreneurial activities and/or for the renewal of the 
enterprises in the supply chain
Ensuring process and products quality for Group’s customers
Zero Flaw Project
KPI 3
SA800 certification for all Group sites
KPI 4
Social compliance monitoring for 100% of 
subcontractors
KPI 9
Talent, know how and training development and 
resources enhancement
KPI 10 Warranty of CSR principles: human rights, decent 
working conditions and gender equality
KPI 12 Supervision, auditing and evaluation of supply chain 
performance (RM suppliers and subcontractors)
KPI 13 Transparent and traced chain at every processing 
stage
GOALS
STRATEGY
Participate in the implementation of an inclusive and quality 
training offer
Provide economic and organizational support to training 
realities in the textile/fashion sector
Management system and social compliance requirements 
control in all Group Pattern’s sites
SA8000 certification integrated with centralized management at 
the Turin headquarters
Resources enhancement, talents attraction and  business 
know-how increase through training
Defining company policies and procedures for recruitment, 
wage and professional development using  access to funds 
dedicated to business training
Ensuring decent working conditions throughout all the supply chain
100% coverage of RM suppliers and subcontractors with social 
and H&S audits
Ensuring the living wage for all workers with a focus on the most 
vulnerable group
Certifying gender equality and D&I
Performance assessment through the evaluation tools provided 
by dedicated UNGC and Weps
KPI 11 Focus and centrality to the customer: customer 
satisfaction
KPI 14 Quality of processes and products of all companies 
in the Pattern Group
KPI 18 Enhancement and loyalty of the supply chain 
KPI 1
Responsible consumption, waste reduction and 
circular economy principles application 
KPI 2
Technological & digital research and innovation
KPI 7
Economic and financial performance
STRATEGIC MAP

35
KPI 5
Environmental and chemical management systems 
for all Group sites
KPI 6
100% chemical compliance monitoring of RM 
suppliers and subcontractors
KPI 16 Integration of Climate Change containment 
compliant strategies into business processes
GOALS
STRATEGY
Promote responsible use of water resources along the supply 
chain
Lead the supply chain in implementing best water management 
practices
Ongoing commitment to the fight against climate change
Identification of the most accredited international standards for 
the definition of the strategy of measurement, reduction and 
compensation of emissions (Scope 1 - 2  - 3)
Continuous improvement of the business model towards a zero 
greenhouse gas emissions organization
Carbon Neutrality by 2023 - Net Zero by 2050
Zero discharges of chemicals hazardous from production 
processes throughout the supply chain
ZDHC Roadmap To Zero Programme subscription and continuous 
improvement through tools provided by Supplier To Zero
KPI 8
Objective and certified assessment of social, 
environmental and governance performance (ESG)
KPI 15 Stakeholder involvement and training on 
environmental, social and innovation issues
KPI 17 Identification of standards with an internationally 
recognised scientific basis for setting development 
objectives
GOALS
STRATEGY
UNFCCC - Fashion Industry for Climate Action
Commitment to SBTi - Science Based Target Initiative - choosing 
the level of 1.5°,  signed on 22/07/2019
UNGC - United Nations Global Compact
Subscription as “Participant” on date 17/09/2021
CDP - Carbon Disclosure Project
Annual measurement of ESG performance
SA8000 certification
Triennial renewal of the management system starting from 2013 
and extension to all the companies of the Group

36
PATTERN COMMITMENTS 
One of the main challenges that a company has 
to face when it decides to implement an ESG 
strategy in its organisational model is how to 
reliably measure its performance, identify the 
most appropriate KPIs and set targets that are 
consistent with the demands of the climate and 
social crisis that the world is facing.
In response to the need to identify concrete 
objectives and to have scientifically based 
methodologies, Pattern has joined various 
initiatives aimed at providing authoritative, 
reliable 
and 
internationally 
recognised 
guidelines on which to base its strategy.
In recent years, the fashion world has seen 
an exponential increase in the focus on the 
creation of more sustainable business models 
and the need for brands to rely on partners 
capable of protecting the values of social and 
environmental compliance that have become 
increasingly central to consumers. 
Following these strong calls, the European 
Commission has adopted a set of proposals to 
transform EU climate, energy, transport and 
taxation policies to reduce net greenhouse gas 
emissions by at least 55% by 2030 compared 
to 1990 levels. Similarly, it addresses the 
production and consumption of textiles, in 
recognition of the importance of the sector, 
and in the implementation of the commitments, 
foresees a series of actions aimed at achieving 
the targets set.
In fact, the Commission’s Vision 2030 for textiles 
envisages that all textile products placed on 
the EU market should be durable, repairable 
and recyclable, made as far as possible from 
recycled fibres, free of hazardous substances 
and produced with respect for social and 
environmental rights.
The 
United 
Nations 
General 
Assembly adopted the 2030 Agenda 
for Sustainable Development, a 
roadmap consisting of 17 goals - the Sustainable Development Goals 
(SDGs) - and 169 sub-goals (targets).
In September 2021, Pattern became a Participant of the UN Global 
Compact, the world’s largest strategic corporate citizenship initiative, 
and signed a commitment to contribute to a new phase of globalisa-
tion characterised by sustainability, international cooperation and 
partnership in a multi-stakeholder perspective.
With this in mind, membership of the UN Global Compact offers a 
range of training opportunities aimed at implementing and describing 
environmental, social and governance policies and practices; sharing 
best practices to develop strategies and concrete solutions to common 
challenges; and providing management tools and resources focused on 
different environmental, social and governance issues compatible with 
the development goals identified by the United Nations.
United Nations Global Compact

37
“I THINK HAVING 
LAND AND NOT 
RUINING IT IS THE 
MOST BEAUTIFUL 
ART THAT ANYBODY 
COULD EVER WANT”
ANDY WARHOL

38

39
In July 2019, Pattern signed the UNFCCC-proposed commitment, the Fashion Industry Charter 
for Climate Action, containing a commitment to set science-based emission reduction targets 
approved by SBTi, in Scope 1, 2 and 3 categories within 24 months, and to commit to achieving net 
zero emissions by 2050.
The commitment also includes quantifying, monitoring and publicly reporting greenhouse gas 
emissions, on an annual basis, through CDP and consistent with measurement and transparency 
standards and best practices;
In addition, it requires them to submit relevant reduction pathway plans for 2030 within 12 months 
and provide updates every three years.
Commitment SBT Initiative 
The targets set in the letter of commitment addressed to textile companies by the UNFCCC echo the 
ambitions set by the Science Based Target Initiative (SBTi) to which Pattern adhered by choosing the 
more ambitious level of 1.5°, therefore, to implement reduction strategies to limit the maximum 
global average temperature rise to 1.5°.
The initiative is a partnership between the Carbon Disclosure Project, UN Global Compact, 
World Resources Institute and WWF and was created with the intention of providing companies 
with ambitious, clearly defined and sector-specific pathways to reduce emissions, ensuring that 
corporate Climate Action is in line with the goals of the Paris Agreement and stimulating companies 
to support the transition to a zero-emission economy.
Science-based targets (SBTs) are science-based objectives to drastically reduce greenhouse gas 
emissions in line with the level of decarbonisation required to keep the global temperature increase 
below 1.5°C, as described in the Fifth Assessment Report of the Intergovernmental Panel on Climate 
Change (IPCC) and the Paris Climate Agreement.
In 2020, Pattern has set a scope 1 and 2 emission reduction target, validated by the Science Based 
Target Initiative, under which it commits to 
	¬ Reduce absolute GHG emissions for scopes 1 and 2 by 50 per cent by 2030, with 2018 as the baseline
	¬ Measuring and reducing its scope 3 emissions
The initiative, which Pattern has decided to join, will lead to carbon neutrality by 2023 through a 
strategy of measurement, reduction and offsetting.
Carbon Disclosure Project
CDP is a non-profit charity that manages the global disclosure system for investors, companies, 
cities, states and regions to manage their environmental impacts. Over the past 20 years, it has 
created a system that has led to unprecedented engagement on environmental issues worldwide.
Fashion Industry Charter for Climate Action

40
FROM RED TO 
GREEN CARPET
Until 2017, Pattern’s mission was to realise and produce the most beautiful 
ideas in luxury, using the best skills and technology, in a world, that of 
fashion, that is increasingly demanding. However, this industry with its 
traditional way of working has a price: it is the second most polluting 
industry as well as an industry heavily exposed to exploitative labour 
dynamics. Pattern has the opportunity as well as the duty to represent 
the change needed to make this sector environmentally sustainable and 
socially responsible, by controlling and reducing the environmental and 
social risks linked to its entire value chain. The greatest environmental risks 
in this sector stem from the use of uncontrolled and unsustainable raw 
materials, subjected to treatments involving chemicals that are harmful 
to humans and the environment. The enormous waste of resources to 
be attributed to outdated linear economy strategies must also be taken 
into account. Finally, another aspect with a high environmental and social 
impact is a long supply chain that involves high CO2 emissions as well as 
the difficulty of controlling it, exposing it to the logic of labour exploitation. 
Ever since Pattern drew up its Sustainability Report, it has always stated that 
the company’s core values are three: intellectual capital, technology and 
sustainability. And we do not want to steal away from our responsibility. 
This is why Pattern has set as its new mission the implementation of a plan 
called ‘From Red to Green Carpet’, through which it commits to contributing 
to the creation of a better future for new generations and to produce 
sustainable luxury for its customers.
‘From Red to Green Carpet’ is a five-year plan, the name of which derives 
from the goal Pattern has set itself: to create the same luxury that can be 
seen on the most famous catwalks today, while drastically reducing its 
impact on the environment. The ultimate aim of this project is to achieve 
three objectives:
1.	 CARBON NEUTRALITY
2.	ECONOMIC SUSTAINABILITY AND SOCIAL RESPONSIBILITY
3.	CIRCULAR ECONOMY
In practice, Pattern has linked the 3 objectives of the 5-year plan to 4 
key actions that translate into a series of practices implemented by the 
company to bring substantial positive impact, including: 
Use of renewable energy and energy efficiency in its plants to achieve 
carbon neutrality for Pattern by 2023 and all Group locations thereafter;
Responsible production that is able to sustain continuous growth using 
quality raw materials, environmentally friendly processes assuring 
guarantees decent work along the entire value chain;
MISSION
N E U T R A L I T À
C A R B O N I C A
R E S P O N S A B I L I T À
S O C I A L E  E
E C O N O M I C A
E C O N O M I A
C I R C O L A R E
CARBON 
NEUTRALITY
ECONOMIC  
SUSTAINABILITY 
AND SOCIAL  
RESPONSIBILITY
CIRCULAR 
ECONOMY

41
Adoption of Circular Economy principles not only for its own brand 
ESEMPLARE, which uses recycled and environmentally friendly raw 
materials, but also in its everyday work, reducing waste and revaluing 
waste;
Active search for new technologies for production processes that reduce 
both resource consumption and atmospheric emissions.
In working on this project, Pattern faces an important challenge: to create 
shared value for all its stakeholders, i.e. to create economic value for the 
company and its shareholders while producing a benefit for society and 
the environment. To achieve this ambitious goal, Pattern is aware that it 
must aim to involve all its stakeholders, first and foremost its suppliers and 
subcontractors, including them in a shared path to reducing environmental 
impacts and ensuring social compliance throughout the supply chain. 
Integrating an ESG strategy into business strategy is now more imperative 
than ever. Today, being aware of one’s environmental, social and 
governance impacts and associated risks enables companies to take timely 
action to mitigate them as well as develop an increasingly sustainable 
business model. This also translates into generating greater profits for 
Pattern, which proves to be a company that thinks and believes strongly 
in what it does.

42
Pattern, aware of the influence that climate 
change has on both natural and socio-economic 
systems, establishing the future approach to the 
use of resources as well as how human economic 
activities are conducted, has chosen to play an 
active part in the fight against climate change. By 
signing the Science Based Targets initiative (SBTi) 
commitment in May 2020, Pattern formalised its 
commitment to the climate issue, thus pursuing 
greenhouse gas emission reduction targets in line 
with the level of decarbonisation required to keep 
the global temperature increase below 1.5°C.
In fact, the milestone of Pattern’s five-year 
plan ‘From Red to Green Carpet’ is to achieve 
carbon neutrality by 2023, which translates 
into zero emissions through the achievement 
of a balance between carbon emissions and 
carbon absorption from the atmosphere. To this 
end, the organisation already started analysing 
and reporting the CO2 emissions related to its 
activities in 2017, in order to identify the sources 
with the greatest impact and outline possible 
actions for their mitigation and compensation. 
After conducting a study of its consumption 
and calculating its CO2 emissions, the company 
began to mobilise to transform its reality into 
a green reality. Pattern therefore planned and 
started implementing the first actions to reduce 
emissions, including: 
1.	 Energy efficiency of its production facilities;
2.	Self-production of electricity from 
renewable sources such as solar and 
geothermal energy;
3.	Purchase of 100% green electricity covered 
by guarantees of origin.
These actions have brought about benefits 
not only in terms of reduced operating costs 
and reduced climate-changing emissions, but 
also in terms of employee well-being. This was 
followed by an awareness-raising campaign on 
the sensitive issue of safeguarding the planet, 
suggesting environmentally friendly behaviour 
to employees such as adopting alternative forms 
of mobility (e.g. car-pooling). To compensate for 
residual CO2 emissions, Pattern signed a supply 
contract in 2021 to plant trees that can absorb 
CO2 from the atmosphere.
In 2021, a Carbon Footprint of 
Organisation (CFO) of all companies 
in the Pattern Group was carried 
out by adopting the GHG protocol. 
In this way, the Pattern Group was 
able to define its overall carbon 
footprint, expressing both the 
GHG emissions directly associated 
with the organisation’s activities 
and the indirect emissions, from 
electricity generation and those 
produced throughout the value 
chain upstream and downstream of 
the company’s business.
 This analysis did nothing but confirm the need 
to increasingly involve its supply chain partners, 
outlining a common roadmap, capable of 
leading the entire sector to the achievement of 
increasingly ambitious greenhouse gas emission 
reduction targets.
Carbon neutrality

43

44
It is now well known how much the textile and 
fashion industry impacts on our ecosystem, not 
only through its complex production processes, 
but also and above all through its distribution 
processes and subsequent disposal. 
During 2021, the European Commission started 
the legislative process for the definition of a 
shared strategy for sustainable textiles, which 
aims to build a sector based on the sharing 
of a circular economy and the reduction of 
emissions in production and post-production. 
The ‘Sustainable Products Initiative’ will also be 
launched by the end of 2023, which will address 
the issue of extended producer responsibility 
on end-of-life materials (EPR). The European 
directive sets targets to progressively reduce the 
volumes of waste going to landfill in favour of an 
integrated reuse and recycling system and urges 
Member States to define their own strategies and 
initiatives.
Pattern has always been attentive to the issue 
of waste. In fact, the 3D technology that allows 
the company to carry out three-dimensional 
simulations of prototypes, placements and 
positioning of prints, was strongly desired with 
a view to savings in the production phase. This 
allows the company to reduce the number of 
physical garments produced and thus makes 
a significant contribution to the conservation 
of material and energy resources, reducing 
greenhouse gas emissions associated with the 
production of these products. Furthermore, 
thanks to the design of ad-hoc placements, the 
company is able to recover faulty pieces during 
weaving by diverting them from their destination 
to landfill or incineration. From 2019, Pattern 
started recovering all fabric leftovers, and in 
2021 it outlined operational procedures for the 
separate collection of textile waste, declining 
them for the Group’s different production 
realities. This will allow all Group companies, 
from January 2022, to manage textile waste as 
well as leftovers by sending them to a well-known 
Italian collection, sorting and recovery centre. 
These recovered materials will be recycled into 
secondary raw materials for the textile industry 
but also for other supply chains. By 2023, Pattern 
plans to extend its textile waste management 
system to the fashionistas it works with, thus 
confirming its commitment to creating a circular 
economy system shared with its supply chain. 
This operation is part of a broader project that 
Pattern has planned to implement for the entire 
Group by 2023, namely the implementation of 
an Integrated Management System capable of 
standardising company processes for quality, 
environment and health and safety management. 
Adopting international tools and standards that 
allow for an overview of company processes in 
order to minimise both the waste of resources 
and the production of waste, guides the company 
towards a coherent and precise growth plan. In 
addition, the application of parameters to achieve 
predefined targets, for example regarding the 
volumes of waste to be diverted from landfill or 
incineration, and the maintenance of a constant 
optimisation approach, represents the starting 
point for the company to achieve high levels of 
performance. 
Circular economy

45
IN 2021 PATTERN 
IT OUTLINED 
OPERATIONAL 
PROCEDURES FOR 
THE SEPARATE 
COLLECTION OF 
TEXTILE WASTE, 
DECLINING THEM 
FOR THE GROUP’S 
DIFFERENT 
PRODUCTION 
REALITIES.

46
During 2021, through a whole series of 
extraordinary 
transactions, 
the 
Pattern 
Group drastically expanded its structure and 
consequently the perimeter of consolidation, 
in line with those of the strategic lines 
communicated to the financial market right from 
the beginning.  First of all, at the beginning of 
the year, its participation in Società Manifattura 
Tessile increased from 51 to 80%.  During the 
second half of last year, 54% of Idee Consulting 
Srl (subsequently transformed into Idee Partners 
from the start of  2022) was acquired, a company 
based in Scandicci and working in the field of 
luxury leather articles (mainly handbags and 
small accessories) and the same Idee Partners, 
in June, had in turn concluded a sale for the 
acquisition of 60% of Petri & Lombardi Srl, historic 
leather goods company  based in Bientina (Pisa), 
with more than thirty years’ experience. The 
intention, coherent with the requests of luxury 
brands, was to expand the production chain, 
with the internal production of an increasing 
or, in any case, important share of production.  
Through these operations Pattern achieved the 
objective of entering the third sector of luxury 
fashion, therefore luxury leather goods, a choice 
that allowed the Group to develop thanks to 
the possibility of handling the three categories 
of products (fabric, knitwear and leather) and 
hybrids, complex garments made from different 
materials and processings, internally. 
The annual trend resulted in an important increase 
in sales volumes and a more than proportional 
growth in profitability.  These trends involved all 
fields of activity, but the knitwear sector in a much 
more important manner, as already highlighted in 
the balance sheet report of the previous year and 
in the consolidated six-month report as of 30th 
June of last year.  The S.M.T. proceeds accelerated 
even more during the second semester compared 
with the same period of the last year. 
Profits from sales of 2021 registered an important 
increase, equivalent to 32.2%, from 52.6 to 69.5 
million euro. 
Cash flow generation allowed the Group to 
maintain a positive financial position, with a 
high level of cash availability despite important 
investments made by the Group, in particular, 
in the acquisition of shares.  In greater detail, the 
consolidated balance sheet under examination 
closed with the following results: - Value of 
production 72.5 million euro (54.0 million euro 
in 2020), - Ebitda 7.7 million euro (5.4 last year), 
- Net profit for the period 3.7 million euro (3.0 
million in 202), of which 3.0 million related to 
the Group – positive net financial position for 
3.1 million euro (8.8 million as of 31st December 
2020).  
Social and economic responsibility

47
Pattern’s share price on 30 December 2021, the last trading day of the period, 
reached a high for the year at EUR 6.8 per share, with a market capitalisation 
of EUR 95.7 million. The average price during 2021 was EUR 5.089 per share, 
while the period low of EUR 3.9 per share was recorded on 25 January 2021.  
Good financial health and economic performance are the basis for 
concrete support of implementation of good practices that make up ESG-
compliant management.
In other words, sound economic sustainability is the first principle that 
allows the Pattern Group to meet the environmental and social challenges 
of this profoundly changing industry with confidence and pro-activity.
Thanks to the organisation’s economic stability, ESG Governance has the 
economic resources necessary to create strategies to achieve corporate 
social responsibility goals:
	¬ Centralisation of Governance
	¬ Protection of the environmental mission
	¬ Monitoring and improving the supply chain
	¬ Stakeholder involvement
	¬ People development (training and wellbeing)
	¬ Diversity & Inclusion policies
	¬ Carbon Neutrality
	¬ Integrated management system: quality, environment, health and safety.
	¬ Responsible production processes
	¬ Circular Economy
PLANET
Environmental
PEOPLE
Social
PROFIT
Financial

48
PATTERN LEADER IN SUSTAINABILITY 2021
Pattern is one of the 150 ‘Sustainability Leaders 2021’ companies, selected on the basis of a survey 
conducted by Statista and Il Sole24Ore on more than 1,500 companies operating in Italy. The annual 
survey aims to identify, on the basis of objective and transparent parameters, the companies that stand 
out for choices that are truly oriented towards environmental, social and governance sustainability. 
This is an important achievement considering that the other companies selected have a much larger 
turnover and business size. This recognition therefore underlines Pattern’s commitment, transparency 
and attention to all aspects of sustainability.
During 2021, there was an increase in sales revenue due to the recovery 
of the clothing, knitwear and luxury sector in general, which were heavily 
affected by the Covid-19 pandemic and whose effects continued to be 
felt throughout 2021.
Sales revenue increased significantly, by 32.2%, from EUR 52.6 million to 
EUR 69.5 million. Other revenues are significantly lower than last year, 
from EUR 1.3 to EUR 520,000 (minus 59.4%).
The value of production shows a higher increase than that seen for sales 
revenue, as it rises from EUR 54 million in 2020 to EUR 72.5 million at the 
end of 2021 (plus 34.2%).
Operating costs increased less overall, resulting in an ebitda increase of 
42.8%, (from EUR 5.4 million to EUR 7.7 million). The change is 57.4% if 
the tax credit for the listing is taken into account. The ratio to revenue 
increased to 11% from 10% in 2020 (9.2% without the tax credit).
Looking in detail at the trend in operating costs, we can observe a 
significant increase in the consumption of raw materials, by 43.6% (from 
EUR 15.5 million to EUR 22.3 million), due to the reduction in margins of 
contribution recorded in both Pattern and S.M.T. as a result of the greater 
weight assumed by this cost component; an increase in service costs of 
34.4% (from 19 to 25.6 million euro), in line with the increase in the value 
of production; an increase in labour costs of 22.3%, resulting essentially 
from the containment measures adopted last year, when savings totalling 
2 million euro were achieved, as opposed to 470 thousand euro this year, 
when moderate use was made of the redundancy fund in the first half 
of the year
SHARED VALUE 
CREATION
ECONOMIC VALUE
2019
2020
2021
Production
51.169.860,01
45.979.915,80
61.322.172,00
Sampling
1.892.593,65
4.503.073,70
5.654.878,00
Press
541.602,53
145.043,00
413.127,00
Prototypes
704.202,60
506.509,50
569.701,00
Pattern making
448.014,00
285.570,00
320.896,00
Developments and placings
24.676,60
56.096,00
27.350,00
Fabrics and trims
590.369,22
942.936,00
596.690,00
Tailoring
98.942,62
29.163,00
14.162,00
Other sales revenue
132.819,47
136.063,00
586.819,00
Total sales revenue
55.603.080,70
52.584.370,00
69.505.795,00
TOTAL SALES REVENUE BROKEN DOWN BY REVENUE AREAS (CONSOLIDATED DATA)

49
█ KNITWEAR__█ READY TO WEAR__
█ LEATHER GOODS     █ OTHER__
REVENUES BY PRODUCT TYPOLOGY
59,0%
37,9%
2,3%
0,8%
█ MAN
█ WOMAN
MENSWEAR AND WOMANSWEAR REVENUE
58,7%
41,3%

50
Added value is a numerical expression representing the ability of 
a company to produce wealth and then distribute it to the various 
stakeholders. 
The added value of a company is the difference between the wealth 
produced and the costs incurred for its distribution to the various 
stakeholders and is, therefore, the point of contact between the Annual 
Report and the Social Report. The Statement of Determination and 
Distribution of Added Value first shows the total economic value 
generated by the company’s ordinary operations and then the breakdown 
in terms of Economic Value distributed and retained. The share of 
distributed economic value is divided among the main stakeholders: 
suppliers, employees, shareholders, public administration, banks, the 
community and the environment. 
An examination of the consolidated and annual financial statements 
shows an increase over the previous year: the value generated rose from 
EUR 52.6m to EUR 69.5m, an increase of 32.2% over 2020. 
The first factor contributing to Pattern Group’s value creation is the 
companies, and their personnel, to which Pattern Group’s production 
capacity is subcontracted, and, as a result, approximately 49% of the 
value added created is allocated to a select group of façonists, who 
are monitored and managed according to the principles of social and 
qualitative compliance defined by the Group’s high standards.
Secondly, the success of Pattern and the companies that are part of 
the Group can certainly be attributed to the daily commitment of the 
people who work to make its growth possible, and it is for this reason 
that around 34.1% of the added value created is destined to remunerate 
their work. Because of the specific nature of the activities carried out and 
the sector in which Pattern operates, employees represent one of the 
key indicators on which the company’s success is based.
The added value allocated to costs attributable to corporate social 
responsibility and environmental compliance projects is growing: in 
2021, the Group spent about EUR 124,000 on activities related to:
	¬ Social Auditing
	¬ Laboratory testing for chemical compliance with MRSL and PRSL 
	¬ CSR team training
	¬ Adhesion to and investment in acceleration projects on climate, environ-
mental and social issues
During 2022, it is estimated that the total expenditure will exceed 1% of 
the expected turnover.
The table below relates to the distribution of added value and shows 
how wealth, created by the different stakeholder groups who, through 
their activity and interaction with Pattern, have contributed to generating 
it, is distributed.
CREATION AND DISTRIBUTION OF ADDED VALUE 
ABILITY TO CREATE LASTING ADDED VALUE IN A COMPETITIVE ENVIRONMENT (VALUES IN THOUSANDS)
2019
2020
2021
Profit from typical production
55.203.408,70
99,3%
52.740.520,00
100,3%
72.001.371,00
103,6%
External production costs 
22.722.085,50
40,9%
21.009.153,73
40,0%
27.712.521,74
39,9%
Characteristic added value
32.481.323,20
58,4%
31.731.366,27
60,3%
44.288.849,26
63,7%
Global added value (gross of the façonists)
32.527.080,50
58,5%
32.475.841,27
61,8%
44.485.131,26
64,0%
GLOBAL ADDED VALUE DISTRIBUTION
2019
2020
2021
Global added valu
32.527.080,50
100,0%
32.475.841,27
100,0%
44.485.131,26
100,0%
Faςonists’ remuneration 
17.308.035,00
53,2%
15.123.863,00
46,6%
21.797.224,00
49,0%
Employees’ remuneration
9.238.945,00
28,4%
12.405.697,00
38,2%
15.166.325,00
34,1%
Shareholders
3.792.621,00
11,7%
2.996.144,00
9,2%
3.673.556,00
8,3%
Company
453.687,00
1,4%
1.819.224,00
5,6%
2.423.902,00
5,4%
Public Administration 
1.613.637,50
5,0%
-12.509,73
-0,04%
1.175.393,81
2,6%
Bank System 
54.579,00
0,2%
113.762,00
0,4%
125.014,00
0,3%
Sustainability 
65.576,00
0,2%
29.661,00
0,1%
123.716,45
0,3%
In determining the added value, it was decided, in accordance with a widespread practice in the sector in which Pattern operates, not to include the costs incurred 
in acquiring the production carried out by façonists (external packers) among the company costs of external origin. The latter, in fact, have been considered as a 
particular category of stakeholder that cannot simply be traced back to the macro-category of external suppliers, representing rather a class of suppliers vertically 
integrated in Pattern’s production activity.

51
In recent years, the fashion industry has undergone a strong change 
in the value chain, also in relation to evolutions in production cycles 
and methods. At the basis of this evolution lies an end consumer who 
has specific needs and demands that must be satisfied in the shortest 
possible time. It may happen that these demands partially clash with the 
choices of the large fashion houses oriented towards the delocalisation 
of production, which brings about strong advantages in terms of reduced 
production costs, although it does lead to a lengthening of the supply 
chain. Contrary to what happened in the ‘pre-pandemic’ era, we are 
now witnessing a rediscovery of values linked to social compliance and 
environmental sustainability, with demands coming both from below, 
i.e. from the end consumer, and from institutions, which are questioning 
themselves on how to respond to the need to protect a market that is 
undergoing strong change and which has hitherto represented, due to 
the nature of its business model, one of the sectors with the highest 
environmental and social impact.
Pattern is not classified as a subcontractor to fashion houses, but as a 
true partner to whom it assigns the delicate stages of design, pattern, 
cutting and packaging, thanks also to its recognised autonomy, the fruit 
of professionalism, experience and the high level of technology used in 
production. A horizontal process is therefore outlined in which dialogue 
and confrontation are continuous throughout the entire production 
process. In addition, its Governance, which is highly sensitive to 
environmental and social issues in a measurable and certified manner, is 
an assurance of brand reputation protection.
To ensure the reliability of the supply chain, Pattern only subcontracts its 
production to packers who agree to comply and undergo close periodic 
surveillance to certify their social, environmental and health and safety 
compliance.
The capillarity of its supply chain covers the entire peninsula and 
epitomises the regional characterisation of the craft districts that our 
country holds.
It is therefore essential that the production capacity, represented by 
the supply chain of packers and subcontractors of processing steps, is 
protected, retained and nurtured as regularly as possible. 
The decision to favour an Italian supply chain is consistent with the 
philosophy of safeguarding the inestimable heritage of knowledge 
hidden in every corner of our country.
Similarly to processing, 81% of the raw materials used by Pattern are 
also Italian and, in this case too, the company aims to establish stable 
and long-lasting relationships, helping to support the growth of 
suppliers, first and foremost Italian fabric manufacturers, considered an 
indispensable complementary element of the production process and an 
expression of the aforementioned know-how that characterises Made in 
Italy. 
PROTECTING MADE IN ITALY
NUMBER OF SUB-CONTRACTORS PER REGION
█ ITALY__█ EXTRA UE__█ UE_
GEOGRAPHICAL BREAKDOWN
OF RAW MATERIAL PURCHASES
81%
16%
1,6%
4
4
3
14
11
30
19
16
6

52
PRODUCTIVE CAPACITY
SERIE 1
10%
2%
CUSTOMER DISTRIBUTION ACCORDING TO DEGREE OF LOYALTY
DURATION OF THE RELATIONSHIP (YEARS)
 CUSTOMERS %
< 3
19
47
34
3 -10
> 10
CUSTOMERS WEIGHT IN THE BUSINESS
 BUSINESS %
FIRST 5
SECOND 5
86
9
4
OTHERS
MAIN CUSTOMERS
88%
2 %

53
Cerved, one of the largest rating agencies in 
Europe and the leading information provider in 
Italy, presents the ranking of companies in the 
apparel industry that have grown the most and 
steadily over the period 2014-2019, according 
to an analysis of filed financial statements.
Of the 49,400 companies operating in the 
garment sector, only 67 companies, including 
Pattern, were included in this ranking because 
they met the following criteria: 
	¬ Capital company operating to date 
	¬ Presence of 2014-2019 balance sheets 
	¬ Revenues of more than EUR 2 million and 
more than 10 employees (from 2014 financial 
statements)
	¬ Revenues increased for each of the years 
considered.
In fact, the 67 ranked companies were able to 
increase their turnover by an average of 15% 
compared to 1% for the entire sector. 
Pattern ranks tenth with a 2019/14 CAGR% of 
24.7%. 
PATTERN ENTERS CERVED’S RANKING 
OF FASTEST 
GROWING COMPANIE
Pattern 
ranks tenthe
with a 2019/14 CAGR% 
of 24,7%
* Compounded Average Growth Rate: compound annual growth rate representing the average growth in turnover over a given period of time as a percentage

54
Corporate Social Responsibility was officially defined in 2001 by the 
European Community as ‘the voluntary integration by companies of social 
and environmental concerns in their business operations and in their 
relations with their stakeholders’
SOCIAL VALUE   
Similar to the need 
to identify a relia-
ble 
measurement 
system for environ-
mental measurements, 
Pattern also identified an internationally 
recognised standard for social aspects 
that could also provide reliable guide-
lines for measuring its social compliance. 
Since 2013, Pattern has therefore decided 
to adopt and certify a management system 
compliant with SA8000, a voluntary standard, 
issued by SAI, verifiable through third-party 
audits, that defines the requirements to be met 
by organisations, including the recognition or 
improvement of workers’ rights, workplace con-
ditions and an effective management system. 
Social Accountability International (SAI) is a 
non-profit, 
multi-stakeholder 
organisation 
active globally since 1997. The goal SAI shares 
with its stakeholders is decent work everywhere, 
underpinned by a widespread understand-
ing that decent work can benefit business 
while ensuring fundamental human rights.  
The core elements of this standard are based 
on the Universal Declaration of Human 
Rights, ILO conventions, international human 
rights standards and national labour laws. 
The purpose of SA8000 is to provide a verifiable 
standard, with a solid foundation, to value and 
protect all personnel within the sphere of control 
and influence of an organisation, who produce 
products or services for it, including personnel 
employed by the organisation itself and its 
suppliers, subcontractors, sub-suppliers and 
home workers. An organisation is expected to 
achieve compliance with the Standard through 
an adequate and effective management system. 
The 8 requirements provided by SA8000 rep-
resent the main KPIs on which the Standard 
focuses and from whose management results 
the operational map that allows an organisation 
to achieve, through continuous improvement, 
full and sustainable compliance with SA8000, 
also known as “Social Performance”.
THE SA8000 STANDARD

55
MANAGEMENT 
SYSTEM
Organizations must use 
a management system 
in order to continuously ensure 
their compliance.
HEALTH & SAFETY 
People must not  
be endangered 
while working
DISCRIMINATION
Recruitment, 
wages and promotions 
must be equal and fair
FREEDOM 
OF ASSOCIATIONn
People have 
freedom of association
and the right 
to be listened to
CHILD 
LABOUR
Child labour  
is not allowed
RETRIBUTION 
People must receive  
sufficient pay 
to be able to live.
WORKING 
HOURS
The overtime is limited, 
voluntary and paid 
with a surcharge.
DISCIPLINARY 
PRACTICEs
People must not be abused 
at work and subjected 
to any bodily coercion
FORCED AND 
COMPULSORY LABOR
People have the right 
 to change jobs and must 
 not be forced to work

56
Regulatory Elements 
In accordance with the requirements of the 
Standard, the organisation shall comply 
with local, national and other applicable 
laws, prevailing industry standards, other 
requirements to which the organisation 
subscribes, as well as this Standard. When such 
laws, standards or other requirements to which 
the organisation subscribes and the Standard 
cover the same subject, the provision that is 
most favourable to workers shall apply.
The organisation must also comply with 
the principles of the following international 
instruments:
	¬ The organisation must also comply with the 
principles of the following international in-
struments:
	¬ ILO Convention 1 (Working Time - Industry) 
and Recommendation 116 (Working Time 
Reduction)
	¬ ILO Conventions 29 (Forced labour) and 105 
(Abolition of forced labour)
	¬ ILO Convention 87 (Freedom of Association 
and Protection of the Right to Organise)
	¬ ILO Convention 98 (Right to Organise and Col-
lective Bargaining)
	¬ ILO Conventions 100 (Equal Remuneration) 
and 111 (Discrimination - Employment and 
Occupation)
	¬ ILO Convention 102 (Social Security - Mini-
mum Standards)
	¬ ILO Convention 131 (Definition of Minimum 
Wage)
	¬ ILO Convention 135 (Workers’ Representa-
tives)
	¬ ILO Convention 138 and Recommendation 
146 (Minimum Age) 
	¬ ILO Convention 155 and Recommendation 
164 (Safety and Health at Work)
	¬ ILO Convention 159 (Vocational Rehabilita-
tion and Employment - Disabled Persons)
	¬ ILO Convention 169 (Indigenous and Tribal 
Peoples)
	¬ ILO Convention 177 (Homework)
	¬ ILO Convention 181 (Private Employment 
Agencies)
	¬ ILO Convention 182 (Worst Forms of Child 
Labour) 
	¬ ILO Convention 183 (Protection of Maternity)
	¬ ILO Code of Conduct on HIV/AIDS and the 
World of Work
	¬ Universal Declaration of Human Rights
	¬ International Covenant on Economic, Social 
and Cultural Rights
	¬ International Covenant on Civil and Political 
Rights
	¬ United Nations Convention on the Rights of 
the Child
	¬ United Nations Convention on the Elimination 
of All Forms of Discrimination against Women
	¬ United Nations Convention on the Elimina-
tion of All Forms of Racial Discrimination
	¬ United Nations Guiding Principles on Busi-
ness and Human Rights The Social Perfor-
mance of the Supply Chain

57
1. CHILD LABOUR
1.1 The organisation shall not resort to or 
support the use of child labour, as defined 
above.
1.2 The organisation must establish, document, 
maintain, and effectively communicate to staff 
and other interested parties, written policies 
and procedures to remediate child labour 
situations, and must provide adequate financial 
and other support to enable affected children 
to attend school and remain there until they no 
longer fall within the definition of a child.
1.3 The organisation may employ young workers, 
but where such young workers are subject to 
compulsory education, they must only work 
outside school hours. Under no circumstances 
shall the total time spent between school, work 
and travel exceed 10 hours per day, and under 
no circumstances shall young workers work for 
more than 8 hours per day. They are not allowed 
to work at night.
1.4 The organisation shall not expose children or 
young workers to situations that are hazardous 
or harmful to their physical and mental health 
and development, either inside or outside the 
workplace.
2. FORCED OR COMPULSORY LABOUR
2.1 The organisation shall not resort to or 
support the use of forced or compulsory 
labour, including prison labour, as defined 
by ILO Convention 29, shall not retain original 
identity documents, and shall not require staff 
to pay “deposits” at the commencement of 
employment.
2.2 Neither the organisation nor any other 
entity supplying labour to the organisation shall 
withhold any part of the salary, wage allowances, 
property or documents of personnel in order 
to oblige them to continue working for the 
organisation.
2.3 The organisation must ensure that there will 
be no fees or costs related to the partial or totaly 
employment of workers.
2.4 Employees shall have the right to leave the 
workplace at the end of the standard working 
day, and shall be free to terminate employment 
by giving reasonable notice to the employer.
2.5 Neither the organisation, nor any other 
entity providing labour to the organisation, shall 
resort to or support human trafficking.
3. HEALTH AND SAFETY
3.1 The organisation shall provide a safe 
and healthy working environment and shall 
take effective measures to prevent potential 
accidents, injuries or illnesses that may occur as 
a result of, in connection with, or in the course 
of work. It shall reduce or eliminate, as far as 
reasonably practicable, the causes of all hazards 
in the working environment, taking into account 
the prevailing state of knowledge in the field and 
any specific hazards.
3.2 The organisation must assess all workplace 
hazards for workers who have recently given 
birth, are pregnant or are breastfeeding, 
including those related to their work duties, to 
ensure that all reasonable measures are taken 
to eliminate or reduce any risk to their health 
and safety.
3.3 If the organisation is unable to effectively 
reduce or eliminate the causes of any hazards 
in the workplace, it shall provide personnel, as 
required, with appropriate personal protective 
equipment at its own expense. In the event 
of an accident at work, the organisation shall 
provide first aid and assist the worker to receive 
subsequent medical treatment.
3.4 The organisation shall appoint a senior 
management 
representative 
responsible 
for ensuring a safe and healthy working 
environment for all personnel and for enforcing 
the health and safety requirements of this 
Standard.
3.5 A Health and Safety Committee must be 
established and maintained, composed in a 
balanced manner of management and workers’ 
representatives. Unless otherwise provided 
for by law, the members representing the 
workers shall include at least one member 
of the recognised trade union(s), if the latter 
chooses to fill this role. In cases where the trade 
union(s) does/do not indicate a representative 
or the organisation is not unionised, the workers 
must appoint a representative(s) they consider 
appropriate. The Committee’s decisions must 
be effectively communicated to all personnel. 
The Committee must be trained and periodically 
updated in order to be able to competently 
engage in the continuous improvement of health 
and safety conditions in the workplace. It must 
conduct regular, formal risk assessments to 
identify and address actual and potential health 
and safety risks. Records must be kept of these 
assessments and the relevant corrective and 
preventive actions taken.
3.6 The organisation shall guarantee to all 
personnel regular and effective health and 
safety training, including on-the-job instruction 
and, where necessary, job-specific instruction. 
Social responsibility requirements

58
Such training shall be repeated for new 
personnel or personnel assigned to new tasks, 
as well as in the event of accidents and when 
technological changes and/or the introduction 
of new machinery present new risks to 
personnel health and safety.
3.7 The organisation shall establish documented 
procedures to identify, prevent, reduce, 
eliminate or ultimately address potential health 
and safety risks to personnel.
The organisation must keep written records of 
all incidents occurring in the workplace and in 
all accommodation and facilities provided by 
the organisation, regardless of whether these 
premises are owned, rented, contracted out or 
owned by the service provider.
3.8 The organisation must guarantee all 
personnel free access to: clean toilets, potable 
water, suitable places for eating meals, and, 
where applicable, hygienically suitable premises 
for food storage.
3.9 The organisation must ensure that any 
dormitory made available to staff is clean, safe 
and adequate for essential needs, regardless 
of whether such premises are owned, rented, 
contracted or owned by the service provider.
3.10 All personnel must have the right to leave 
work in the event of imminent and serious 
danger, without seeking permission from the 
organisation.
4. FREEDOM OF ASSOCIATION AND THE RIGHT 
TO COLLECTIVE BARGAINING
4.1 All personnel shall have the right to train, 
join and organise trade unions of their choice, 
and to bargain collectively with the organisation. 
The organisation shall respect this right, and 
shall effectively inform staff that they may 
freely join any workers’ organisation of their 
choice, without this resulting in any negative 
consequences or retaliation by the organisation.
The organisation must not interfere in any way 
in the formation, operation or management of 
these workers’ organisations or in the collective 
bargaining process.
4.2 In cases where the right to freedom 
of association and collective bargaining is 
restricted by law, the organisation must allow 
workers to freely elect their representatives.
4.3 The organisation shall ensure that union 
members, 
workers’ 
representatives 
and 
personnel engaged in organising workers are 
not subject to discrimination, harassment, 
intimidation or retaliation for being union 
members, or workers’ representatives, or 
engaged in organising workers, and shall ensure 
that such representatives can have contact with 
their members in the workplace.
5. DISCRIMINATION
5.1 The organisation shall not use or support any 
form of discrimination in hiring, remuneration, 
access to training, promotion, termination 
or retirement, on the basis of race, national, 
territorial or social origin, caste, birth, 
religion, disability, gender, sexual orientation, 
family responsibilities, marital status, union 
membership, political opinion, age, or any other 
condition that could give rise to discrimination.
5.2 The organisation shall not interfere with 
the exercise of the rights of personnel to follow 
principles or practices, or to meet needs, 
related to race, national or social origin, religion, 
disability, gender, sexual orientation, family 
responsibilities, trade union membership, 
political opinion or any other condition that 
could give rise to discrimination.
5.3 The organisation shall not permit any 
behaviour that is threatening, abusive, 
exploitative or sexually coercive, including 
gestures, language and physical contact, 
in workplaces and all accommodation and 
other facilities provided by the organisation, 
regardless of whether such premises are 
owned, rented, contracted or owned by the 
service provider.
5.4 
The 
organisation 
shall 
under 
no 
circumstances 
subject 
its 
personnel 
to 
pregnancy or virginity tests.
6. DISCIPLINARY PRACTICES
6.1 The organisation shall treat all personnel 
with dignity and respect. It shall not use or 
tolerate the use of corporal punishment,

59
physical or mental coercion, verbal abuse 
against personnel. Harsh or inhuman treatment 
is not permitted 
7. WORKING HOURS
7.1 The organisation must comply with applicable 
laws, collective bargaining (where applicable) 
and industry standards on working time, rest 
and public holidays. The normal working week, 
excluding overtime, shall be that established by 
law, but shall not exceed 48 hours.
7.2 Staff must receive at least one day off after 
six consecutive days of work.  Exceptions to 
this rule only apply if both of the following 
conditions are met:
a) National law permits working hours that 
exceed this limit; and b) A freely negotiated 
collective agreement is in force that allows 
working hours to be calculated on an average 
basis, including adequate rest periods.
7.3 All overtime work shall be voluntary, except 
as provided for in 7.4 below, shall not exceed 12 
hours per week, and shall not be required on a 
regular basis.
7.4 In cases where overtime is necessary to meet 
short-term market demand and the organisation 
is a party to a collective agreement, freely 
negotiated by the representation of a significant 
part of its workforce, it may require overtime 
work in accordance with that agreement. Any 
such agreement must comply with the other 
requirements of the Working Time Element
8. RETRIBUTION
8.1 The organisation must respect the staff’s 
right to a decent wage, and ensure that the 
remuneration paid for a normal working week, 
excluding overtime, always corresponds at least 
to legal or minimum industry standards, or 
collective agreements (where applicable).
Salaries must be sufficient to meet the basic 
needs of the staff, in addition to providing some 
discretionary income.
8.2 The organisation shall not apply salary 
deductions for disciplinary reasons.
Exceptions to this rule only apply if both of the 
following conditions are met:
(a) National law allows salary deductions for 
disciplinary reasons; and
b) A freely negotiated collective agreement 
allowing this method is in force.
8.3 The organisation shall ensure that the 
composition of workers’ wages and allowances 
are clearly and regularly detailed in writing 
for each pay period. The organisation shall 
also ensure that wages and allowances are 
paid in accordance with the law and in a 
manner convenient to workers, but under no 
circumstances delayed or restricted by methods 
such as vouchers, coupons or promissory notes.
8.4 All overtime work shall be paid at a premium 
rate as defined by national law or collective 
bargaining. In countries where overtime 
premium pay is not regulated by law or by 
collective bargaining, the organisation shall 
compensate workers by applying the higher 
of the premium defined by the organisation 
and the premium set by prevailing industry 
standards.
8.5 The organisation shall not use ‘labour-
only’ 
contractual 
arrangements, 
short-
term consecutive contracts and/or false 
apprenticeship schemes or other schemes, 
aimed at avoiding the fulfilment of obligations 
towards personnel under applicable labour and 
social security legislation and regulations.

60
The fragmentation of supply chains, the deterioration of the production 
fabric as a result of brand relocations and the moments of crisis that have 
followed in the landscape of small, mostly artisanal enterprises have 
exposed supply chains to difficulties that have not infrequently led small 
entrepreneurs to management choices potentially risky for the reputation 
of their customers. 
In response to the growing need to protect its own reputational capital 
and that of the brands it produces, Pattern has implemented an extensive 
system of periodic surveillance, based on the principles of conformity to the 
standard and to the requirements of the law, conducted by SA8000:2014 
certified auditors, of all the suppliers of processing steps with which it 
collaborates.
The resulting assessment provides an overview of the level of risk in the 
supply chain and is followed by an ongoing improvement plan that requires 
companies to make an effort to meet the required standards.
The grading policy is based on compliance with the sector’s CCNL, 
labour laws, Legislative Decree 81/2008 and the 8 social responsibility 
requirements summarised in the SA8000 Standard of Risk provides for the 
assignment of a grading divided into:
EXCELLENT: the company manages its employees excellently and meets all 
the requirements of Legislative Decree 81/2008 and no non-compliances 
were found.
MINOR: the company has good maturity in the management of employees 
and safety; however, minor shortcomings were noted
MAJOR: the company is deficient in employee and safety management and 
worrying non-conformities have been detected 
CRITICAL: the company does not fully respect the rights of its employees 
and/or endangers their physical safety 
Failure to meet any of the requirements described in the Social 
Responsibility Requirements section results in a ‘Critical’ rating.
Pattern decided not to cooperate with companies rated CRITICAL and to 
make more assiduous monitoring of subcontractors with higher risk in 
order to monitor companies with the aim of bringing them to the desired 
level of social compliance.
Pattern Group’s periodic monitoring capacity in the year 2021 was 41 companies inspected (an average of one per week), including sub-contractors and 
suppliers of processing steps, and covered approximately 86% of the total number of companies in Pattern’s supply chains.
At the end of 2021, 100% of the companies belonging to the supply chains of the Turin, Spello and SMT sites have been inspected and assessed, while 
the census of the supply chain of the Scandicci site, Idee Partners S.r.l., is not yet complete. which started in 2022 and will be completed within the year.
Following each inspection, a corrective action plan is formalised to close the non-conformities found and help companies achieve excellence.
SOCIAL PERFORMANCE IN THE SUPPLY CHAIN
EXCELLENT
EXCELLENT
EXCELLENT
16
14
12
10
8
6
4
2
0
MINOR
MINOR
MINOR
MAJOR
MAJOR
MAJOR
CRITICAL
CRITICAL
CRITICAL
TURIN
SPELLO
TYPE OF RISK IN SUPPLY CHAINS
SMT

61
OVERALL EVALUATION OF PATTERN SUPPLY CHAIN LOCATIONS 
Targets 2022: 20% reduction in Major risk and 10% increase in Excellent rating.
█ EXCELLENT
█ MINOR
 █ MAJOR
█ CRITICAL
 
51,72%
TURIN
13,79%
6,9%
27,59%
9,09&
40,91%
59,09%
SPELLO
33,33%
53,33%
6,67%
6,67%
SMT
53,91%
2,34%
43,75%
SEVERITY OF NON-COMPLIANCE  IN THE CHAIN
Working hours / Retribution 
2
Supplier and contractor management
1
Brand’s protection standard 
3
Health & Safety 
31
Working hours / Retribution 
11
Waste management 
1
Supplier and contractor management
2
Employee records
10
Health & Safety 
47
Working hours / Retribution 
15
Waste management 
3
Supplier and contractor management
1
Employee records
3
TYPOLOGY OF NON-COMPLIANCE

62
Corporate Report 
This SA8000 report is prepared in response to the systemic indicators 
of management review and external communication and is the result 
of the participation of the social partners in the implementation of the 
Social Accountability System. Indeed, it is signed not only by the legal 
representatives of the company, but also by the workers’ trade union 
representatives and their SA8000 representatives.
The analysis provides qualitative and quantitative information showing 
compliance of individual requirements with the standard.
In addition to providing the company’s management with a useful tool for 
internal review, it thus facilitates the various stakeholders’ knowledge of 
the company’s corporate social responsibility policy and, in particular, 
of the nature of the actual commitments the company has made by 
certifying its system in accordance with the SA8000 standard
CLASSIFICATION LEVEL
PATTERN
ROSCINI
S.M.T.
IDEE
WHITE-COLLAR/MANAGER/EXECUTIVES
68
40
52
24
WORKERS
39
19
66
46
APPRENTICES 
9
0
10
10
TOTAL
116
59
128
80
REQUIREMENT 1 - CHILD LABOUR:
The company does not intend to use or encourage the use of child la-
bour and ensures monitoring procedures to prevent this from occurring. 
Appropriate management and control plans are adopted to ensure the sup-
port of children in situations that fall under the definition of child labour.
These plans provide support primarily for children’s school attendance and 
ensure that they are not exposed to situations that are dangerous, unsafe 
or harmful to their health or that impair their harmonious development.
In order to foster the acquisition of specific professional skills and in co-
operation with the local industrial technical institute, the company offers 
several internships each year to young people who are no longer children 
but are not yet of age.
In the work in which they are employed, young workers are not exposed to 
situations that are dangerous, unsafe or harmful to their health.
AGE
EMPLOYEES BREAKDOWN BASED ON THE AGES
█ PATTERN
█ ROSCINI
█ S.M.T.
█ IDEE
20-30
3
20
20
20
31-40
14
20
22
24
25
23
41-50
20
37
51-60
46
14
42
14
5
5
61-70
6
2
0
0
> 70
1
0
EMPLOYEES BREAKDOWN BY CATEGORY
2019
2020
2021
120
157
184
WORKERS 
WHITE-COLLAR/MANAGER/EXECUTIVES 
58
125
170

63
*Relative Frequency (*1000 employees): compensated injury events / number of exposed individuals; 
Severity Ratio (* employee): consequences of compensated injury events (expressed in days lost) / number of exposed.
REQUIREMENT 2 - FORCED OR COMPULSORY LABOUR:
All persons employed by the company perform their work voluntarily. 
The company does not allow work performed by the persons it employs 
to be obtained under threat of any penalty. To ensure the full voluntari-
ness of any performance, the company is committed to ensuring that all 
workers are fully aware of the rights and obligations arising from their 
employment contract.
No worker ever left money or original copies of documents on deposit 
in the company.
All workers receive, and sign for acceptance, an employment contract de-
scribing the terms and conditions of their employment, containing their 
grade level, the task for which they are hired and the ordinary weekly 
hours they are required to work.
REQUIREMENT 3 - HEALTH AND SAFETY:
The issue of safety has been placed firmly at the centre of attention in the 
organisation of work, in order to guarantee a safe and healthy workplace 
for workers and anyone else who may be involved in company activities.
Various initiatives and measures have been taken to prevent accidents, 
damage to health and other causes of danger. The main ones include:
	¬ Workers’ trade union representatives were involved in many stages of 
safety management (risk monitoring, identification of measures, staff 
training);
	¬ a worker health and safety officer has been appointed;
	¬ the operation of plant and machinery is constantly monitored for su-
itability and safety, as well as emissions of harmful substances and 
noise;
	¬ responsibilities, procedures, operating instructions to support and 
direct individual behaviour have been formalised in an internal proce-
dure manual, shared with workers;
	¬ an evacuation and fire-fighting plan has been established;
	¬ a health surveillance plan has been drawn up for each employee, 
which includes a basic protocol of health checks (instrumental and 
laboratory tests) for each individual job;
	¬ training sessions are organised for all workers on health and safety 
issues.
ACCIDENTS AND ILLNESSES IN THE WORKPLACE.
Thanks to a strategy aimed at safeguarding the health and safety of wor-
kers, and everyone involved in company activities, and reducing accident 
risks, there has been a substantial improvement over time in the accident 
and illness indices. Both the relative frequency and severity ratios and 
the number of accidents have decreased, exceeding industry averages*.
Objective 2022: to create a management system compliant with ISO45001 
and extended to all group companies aimed at the almost total reduction 
of hazardous events for the health of workers.
REQUIREMENT 4 - FREEDOM OF ASSOCIATION 
AND THE RIGHT TO COLLECTIVE BARGAINING:
The company respects the right of all personnel to train and join trade 
unions of their choice and the right of workers to collective bargaining.
There are trade union representatives elected by workers who are not 
subject to any kind of discrimination and who communicate freely with 
workers in the workplace. Special company spaces have been set aside 
for trade union communication and are used to hold trade union meetin-
gs, which the workers’ representatives call at least once a year.
While respecting their distinct responsibilities, the focus on dialogue 
with trade unions has fostered the establishment of a problem-solving 
mentality through the involvement of the parties.
All companies in the Pattern group apply and comply with the require-
ments of the national collective bargaining agreements signed by the 
main trade unions and specific to the type of production at the relevant 
site.
 
TURIN
SPELLO 
SMT
IDEE PARTNERS
NO. ACCIDENTS
0
0
1
5
SEVERITY INDEX
0
0
0
1,435
DAYS OF ABSENCE DUE TO INJURY
0
0
20
180
NO. OF PENALTIES RECEIVED
0
0
1
0


64
REQUIREMENT 5 - DISCRIMINATION:
The company guarantees equal opportunities for all its employees and 
does not allow any form of discrimination.
New staff are hired on the basis of objective parameters in terms of 
training, experience and skills in relation to the functions to be filled.
Work is remunerated according to the indications contained in the 
National Collective Bargaining Agreements of the relevant sector and in 
the supplementary agreements agreed at company level with the trade 
unions. The same regulatory sources govern promotions, dismissals and 
retirements.
Access to training is guaranteed taking into account the company’s needs.
Training courses on health and safety and social responsibility are 
organised for all workers, irrespective of the tasks assigned to them.
There is no interference with the freedom of each worker to follow his or 
her own principles.
The integrity of workers is safeguarded and no behaviour offensive to 
their personal sphere is allowed.
Codes of Ethics and Codes of Conduct formally condemning any behaviour 
detrimental to the personal dignity of male and female workers are 
present at all locations.
FEMALE PRESENCE:
The presence of women in the workforce is concentrated in the middle 
management, white collar and blue collar categories and represents the 
majority in both absolute and percentage terms. The composition of the 
board of directors is characterised by a female majority; nevertheless, 
participation at management level is still low.
In recent years, sensitivity to the issue of women’s discrimination has 
increased in the company, and to close the gap Pattern has joined the 
programme offered by the UN Global Compact - Target Gender Equality 
Accelerator and will measure its performance using the WEPs Gender 
Gap Analysis Tool provided by the United Nations, and by 2023 the 
company will take the necessary steps to comply with the certification 
required by Law No. 162/21 of 5 November 2021.

65
█ FEMALE █ MALE
11
13
GENDER REPRESENTATION IN THE STEERING COMMITTEE
MALE AND FEMALE PRESENCE IN PATTERN GROUP
█ WHITE-COLLAR/MANAGER_ █ EXECUTIVES 
█ BOARD OF DIRECTOR █ FEMALE      █ MALE
87,5%
11
13
12,5%
67%
86%
14%
33%
STEERING COMMITTEE COMPOSITION 
74%
26%
█ FEMALE █ MALE

66
REQUIREMENT 6 - DISCIPLINARY PRACTICES:
The Code of Ethics and the Code of Conduct are signed by employees 
and are available on the notice boards of the offices and on the company 
intranet.
No pecuniary disciplinary sanctions were applied.
No complaints of physical, verbal or sexual abuse were collected through 
the anonymous reporting systems available to employees.
REQUIREMENT 7 - WORKING HOURS:
Ordinary working hours are from Monday to Friday, 8.30 a.m. to 12.30 
p.m., 1.30 p.m. to 5.30 p.m.: working time is set at 40 hours per week 
and is determined by the rules of the national collective agreements for 
the sector.
Any changes in the distribution of hours within the week are agreed with 
the workers, as is the scheduling of holidays, leave and absences.
Overtime work is only performed in exceptional, short-term production 
circumstances that cannot be met by hiring new staff. It is always agreed 
between the human resources manager and the individual worker 
In line with the supplementary agreements agreed with the trade union 
representatives, overtime work is remunerated 35% more than ordinary 
work, thus improving on what is stipulated in the national collective 
agreements.
There are contracts, exclusively for employees at or above level 6, which 
provide for a flat rate of working hours. These hours are, however, tracked 
by the electronic time recording system and available for consultation in 
the human resources operating system.
REQUIREMENT 8 - REMUNERATION:
The average wages paid to employees are in line with what is stipulated in 
national contracts and are well above, albeit to varying degrees depending 
on the function performed, the national poverty line and are thus able 
to meet the basic needs of workers and provide an additional portion of 
income for discretionary purposes.
The wages received are thus able to satisfy the basic needs of workers and 
provide them with a form of additional income for discretional purposes.
The statements accompanying the pay slips indicate the various items that 
make up the remuneration and no deductions are made for disciplinary 
purposes.
The contractual forms used in 2021 were:
CONTRACT TYPE
PATTERN 
ROSCINI 
S.M.T.
IDEE PARTNERS
CTI
98
56
103
57
CTD
9
3
15
13
INTERNSHIPS/TRAINEESHIPS
7
0
0
7
SUBMITTED
4
0
0
0
APPRENTICES
9
0
10
10
WEIGHT OF APPRENTICES IN TOTAL EMPLOYEES
2019
2021
10%
7%
2020
8%
INCREASE IN EMPLOYEES
2019
2021
178
282
2020
383

67
RELATIONS WITH THE TERRITORY 
AND THE WORLD OF TRAINING
Pattern applies the ‘Principle of Precaution’ in the planning of company 
operations, in the development and launch of new products and in general 
in all actions it implements. For each action, emissions are measured, it 
checks that workers’ rights are respected throughout the supply chain. It 
makes sure that no resources are wasted; on the contrary, it ensures that 
recycling measures can be implemented. The development of new products 
therefore involves reuse wherever possible and the procurement of raw 
materials that are not harmful. All these are assumptions of responsibility 
that Pattern takes in order to protect the environment and reduce its impact 
as much as possible. 
Pattern has always focused on the dissemination of its ideas of innovation 
and sustainability, financing many important external initiatives. Thus, 
among the various projects promoted by the Piedmont-based company, 
internships have been set up for professional schools in the area with which 
they have formed partnerships for internships or training and orientation 
placements. These initiatives allow students, on the one hand, to get to 
know the potential of the local area but, on the other, to come into contact 
with a production reality characterised by a strong international openness, 
not only commercial but also educational. From this last point of view, 
mention should be made of the experience, in past years, of collaboration 
with foreign training institutes.
The institutions and institutes involved in this project for the 
dissemination of style culture and vocational training, in addition to 
those already mentioned, are the following:
	¬ EID, European Institute of Design
	¬ Polytechnic High School (Milan/Turin)
	¬ SDA Bocconi
	¬ I.I.S. Sella Aalto Lagrange
	¬ San Carlo Technical Schools Association of Turin
	¬ Lycée Français Jean Giono of Turin
	¬ I.I.S: Alberto Castigliano
	¬ IAAD, Institute of Applied Art and Design
	¬ E.Orfini Institute for Vocational Education
	¬ IIS Cavour Marconi Pascal of Perugia
	¬ Modateca Deanna S.r.l.
S.M.T. AND THE POLYTECHNIC OF MILAN: RESEARCH IN THE COMPANY’S DNA
In 2020, S.M.T. launched a 4-year Industrial Doctorate in Design with the 
Polytechnic of Milan, which aims to train designer-researchers capable of 
making original contributions to knowledge in the field of design, tackling 
the typical problems of the sector and identifying its potential within con-
temporary society.
The aim of executive (or industrial) doctoral programmes is to promote 
the employment of professionals of high scientific value in companies, 
strengthening the collaboration between the business system, universi-
ties and research centres.
S.M.T., which has always been involved in research and development 
related to knitwear, aims to foster the development of specialised skills 
and facilitate the transfer of research from the university to companies.

68
ENVIRONMENTAL VALUE  
1.	 For each of the categories listed above, companies score from D to A: 
2.	1. Score A/A-, Leadership (Management): The company is implement-
ing current best practices and is therefore a guide for companies in its 
sector; 
3.	2. Score B/B-, Management: the company is undertaking coordinated 
action on climate issues; 
4.	3. Score C/C-, Awareness: The company is aware of climate issues and 
is able to assess its impacts; 
5.	4. Score D/D-, Disclosure: The company is transparent on climate 
issues.   
 
Based on the scores obtained in each category, Pattern reached the 
Awareness level in 2021.
The ESG rating is based on an assessment involving three areas of 
analysis (Environment, Social Responsibility & Governance), based on 
transparent parameters and measurability criteria and clear targets for 
improvement. 
Specifically, companies are assessed on the basis of actions taken and 
performance achieved in each of the following areas:
	¬  Value chain involvement 
	¬  Objectives 
	¬  Scope 3 emissions 
	¬  Scope 1 and 2 emissions 
	¬  Risk management processes 
	¬  Risk disclosure 
	¬  Dissemination of opportunities 
	¬  Governance 
	¬  Energy 
	¬  Initiatives to reduce emissions 
	¬  Business impact and financial planning
CDP REPORTING ON CLIMATE CHANGE: ESG RATING
Pattern reconfirms its willingness to measure its actions and report 
them transparently to its market by renewing its participation in the CDP 
Reporting on Climate Change for 2021. The Pattern Group has obtained 
an ESG 2021 rating of level C, in line with the sector average: this score 
is the result of an analysis conducted on a sample of companies in the 
‘Textile&Fabric’ sector, including well-known luxury brands
Based on these indicators, Pattern received the following rating:
C
C
C
C
C
C-
C-
C
C
D
BUISINESS STRATEGY
AND FINANCIAL PLANNING
EMISSIONS REDUCTION
INITIATIVES
ENERGY
GOVERNANCE
OPPORTUNITY
DISCLOSURE
RISK DISCLOSURE
RISK MANAGEMENT 
PROCESSES
SCOPE 1 & 2 
EMISSIONS
SCOPE 3 
EMISSIONS
TARGETS
VALUE CHAIN
ENGAGEMENT
D
C
C
B
B-
YOUR CDP SCORE
AVERAGE PERFORMANCE
TEXTILES & 
FABRIC GOODS
GLOBAL 
AVERAGE
EUROPE

69
Supplier Engagement Rating
In 2021, following the ESG rating received from CDP, Pattern achieved a B- 
rating at the Supplier Engagement Rating (SER), in line with the European 
and global average, as well as the average for the ‘Texile&Fabric’ sector. 
The SER rating provides an assessment of how effectively companies en-
gage their suppliers on climate issues and stems from an awareness of 
the importance of engaging the supply chain to achieve environmental 
impact reduction targets. Indeed, as the average emissions produced 
upstream of an organisation are approximately 11.4 times greater than 
those produced directly, organisations have a much greater potential to 
reduce global emissions by influencing their supply chains.
As a result of this achievement and confirming the importance placed on involving the supply 
chain in building a truly sustainable business model, Pattern joins the 33% of companies that 
have reached the Management level.
The ESG evaluation focuses on analysing the actions carried out and the 
performance achieved in each of the following areas:
	¬ Governance
	¬ Objectives
	¬ Involvement of the supply chain
	¬ Scope 3 emissions
Overall CDP Climate Change score 
Based on these indicators, Pattern received the following rating:
Carbon Disclosure Project “CDP”, an NGO recognised worldwide for providing a global standard for environmental reporting, supports thousands 
of companies, cities, states and regions to measure and manage their risks and opportunities related to three areas of concern: climate change, 
water security and deforestation. The idea behind CDP Reporting on Climate Change is that helping companies develop business systems based on 
transparency, measurability and continuous process improvement is essential for effective management of climate change and carbon emissions.
Through its participation in CDP Reporting on Climate Change, Pattern is not only able to measure its impact, manage environmental risk and work 
on important reduction targets, but above all, it is able to identify and address growing critical issues and find new opportunities, starting with the 
demands of investors and customers for greater transparency.
B-
B-
B-
B-
YOUR SER
AVERAGE PERFORMANCE
TEXTILES & 
FABRIC GOODS
GLOBAL 
AVERAGE
EUROPE
GOVERNANCE
OVERALL CDP
CLIMATE 
CHANGE
SCORE
SUPPLIER 
ENGAGEMENT
TARGETS
SCOPE 3 EMISSIONS
(INCL. VERIFICATION)
A-
A-
C-
C-
C

70
 CARBON NEUTRALITY ROADMAP
Achieving carbon neutrality is the first ambitious goal Pattern has set itself with its five-year ‘From Red to Green Carpet’ plan. To this end, the 
organisation has embarked on a process that starts with measuring its impact in terms of atmospheric emissions and ends with the identification of the 
most appropriate mitigation and compensation strategies for the company. Below is the state of progress of the activities as of 31/12/2021
CARBON OFFSET
IBRID COMPANY FLEET
MOBILITY MANAGEMENT
SCOPE 3 MEASUREMENT
SCOPE 1 AND 2 MEASUREMENT
SELF-GENERATION OF RENEWABLE ENERGY
PURCHASE OF 100% RENEWABLE ENERGY
ENERGY EFFICIENCY
2023
2022
2021
ACTIVITY PROGRESS
█ PATTERN  █ SMT  █ IDEE  
 ACHIEVED  █ TARGET YEAR

71
As early as 2015, Pattern was already reporting on its consumption of 
electricity and natural gas, and in 2017 it began calculating the CO2 emis-
sions associated with this. 
The results of these analyses provided the company with 
the necessary tools to outline a methodology to reduce its 
consumption and thus its emissions.
Pattern then defined the actions to be put in place in order to achieve 
carbon neutrality and started implementing them already in 2018. First 
of all, in order to reduce heat loss and energy consumption, the company 
has invested in the energy efficiency of its factories through a series of 
measures, including: renovation works, replacement of windows and 
doors, and modification of the lighting system by installing LED lamps 
in all rooms.
For this same purpose, a geothermal system serving the heat pump has 
been installed at the Collegno headquarters, designed to meet the ener-
gy requirements for heating and cooling the new warehouse and part 
of the existing laboratory. This not only leads to significant savings in 
operating costs, but also a reduction in emissions related to the need for 
air-conditioning the above-mentioned rooms, which if carried out with a 
methane boiler would result in the emission of approximately 25,000 kg/
year of carbon dioxide into the atmosphere. 
In order to reduce emissions related to the production of purchased 
electricity, the Collegno, Spello and Correggio plants source exclusi-
vely from 100% renewable energy sources, certified by guarantees of 
origin. Furthermore, in order to self-produce zero-emission electricity, 
photovoltaic systems have been installed at the Collegno and Spello pro-
duction plants, with installed power of 68 kW and 40 kW respectively, 
and energy yields in 2021 of 75 MWh and 41 MWh.
In addition to measures aimed at reducing energy consumption within 
the Group’s production facilities, in September 2021 Pattern also laun-
ched a company car pooling project that offers employees at the Collegno 
headquarters the possibility of travelling to work by sharing their private 
car with one or more colleagues who are compatible in terms of rou-
te and timetable. The initiative was obviously preceded by a campaign 
to raise employee awareness of the possibilities offered by the use of 
sustainable forms of mobility. Widespread participation in the project 
could reduce the number of cars used for home-work journeys and con-
sequently achieve fuel savings and lower CO2 emissions.
In January 2021, Pattern also signed a supply contract for 
the planting of 610 trees in Guatemala and 390 in Peru, 
which enabled Pattern to absorb 352,800 kg of CO2 from 
the atmosphere.  
In 2021, the Pattern Group produced a Carbon Footprint of Organisation 
(CFO) for all Group companies, i.e. it was able to define its overall carbon 
footprint, expressing both greenhouse gas emissions directly associa-
ted with the organisation’s activities (scope 1), indirect emissions from 
electricity generation (scope 2) and emissions produced throughout the 
value chain upstream and downstream of the company’s business (scope 
3). The analysis of GHG emissions and their reporting within this report 
was carried out by referring to the GHG Protocol Corporate Accounting 
and Reporting Standard.

72
GHG Protocol
The GHG Protocol Corporate Accounting and Reporting Standard is the 
international standard that provides technical guidance for assessing an 
organisation’s greenhouse gas emissions according to the principles of:
	¬ Relevance 
	¬ Completeness 
	¬ Consistency
	¬ Transparency
	¬ Accuracy
The GHG Protocol breaks down GHG emissions into 3 scopes, described 
below:
	¬ Scope 1 - Direct emissions from sources within the organisation’s 
boundaries, owned and/or directly controlled by the organisation 
(e.g. methane gas combustion, fuel in company vehicles, process 
emissions)
	¬ Scope 2 - Indirect emissions from imported energy (e.g. electricity 
consumption and heat consumption from district heating)
	¬ Scope 3 - Other indirect emissions divided into 15 categories:
	¬ Category 1 - Purchased goods and services
	¬ Category 2 - Capital goods
	¬ Category 3 - Fuel and energy related activities not included in Scope 
1 and 2
	¬ Category 4 - Upstream transport and distribution
	¬ Category 5 - Wastes generated in operations
	¬ Category 6 - Business Trips
	¬ Category 7 - Employee Displacement
	¬ Category 8 - Upstream leased assets 
	¬ Category 9 - Downstream transport and distribution
	¬ Category 10 - Processing of products sold
	¬ Category 11 - Use of products sold
	¬ Category 12 - End-of-life treatments of products sold
	¬ Category 13 - Downstream leased assets 
	¬ Category 14 - Franchising
	¬ Category 15 - Investments

73
Greenhouse gases, such as carbon dioxide (CO2), nitrous oxide (N2O) and 
hydrofluorocarbons (HFCs), also known as ‘greenhouse gases’, are so 
called because as they are released into the atmosphere, they increase the 
natural ‘greenhouse effect’ and thus cause global warming of the planet’s 
climate. Carbon dioxide is among the most important greenhouse gases 
generated by the combustive oxidation of fossil fuels, such as coal, oil 
or natural gas. The cumulative emission of these greenhouse gases is 
expressed in terms of tonnes of CO2 equivalent (tCO2e), i.e. the cumulative 
value of the ‘climate-changing capacity’ of all greenhouse gases weighted 
by that of CO2, conventionally set equal to 1.
EMISSION CATEGORIES BASED ON THE GHG PROTOCOL
REPORTING COMPANY
UPSTREAM ACTIVITIES
DOWNSTREAM ACTIVITIES
purchased 
goods and 
services
capital 
goods
fuel and 
energy related 
activities 
transportation 
and distribution
waste generated  
 in operations
business 
travel
employee 
commuting
leased assets
company 
facilities
company 
vehicles
transportation 
and distribution
processing of 
sold products
investments
end-of-life 
treatment of 
sold products
use of sold 
products
leased
assets
franchises
Scope 3
INDIRECT
purchased electricity, steam, 
heating & cooling for own use
Scope 1
DIRECT
Scope 2
INDIRECT
Scope 1
DIRECT
CO 2
CH 4
SF6
N 2O
HFCs
PFCs
NF3

74
Pattern Carbon footprint: 
Scope 1,2 and 3
BOUNDARY OF ANALYSIS AND REPORTING
The organisational boundaries considered for conducting the analysis 
were delineated so as to include in the accounting the GHG emissions as-
sociated with the activities carried out at the Collegno, Spello, Correggio 
and Scandicci sites. Specifically, for Pattern (Collegno and Spello sites) 
scope 1, 2 and 3 emission categories were calculated, while for SMT and 
Idee Partners only Scope 1 and 2 emissions were considered. From 2022, 
the Group’s other locations will also be included in the analysis and re-
porting of scope 3 emissions.
To establish the reporting boundaries, significant GHG emissions related 
to the company’s activities were identified. The following table shows all 
emissions identified for each analysed category that were considered in 
the analysis of the Pattern Group’s GHG emissions.
EMISSION CATEGORY
EMISSION SOURCE
TYPE OF ISSUE
Scope 1
1.1 Combustion fixed plant 
1.2 Combustion of mobile plants 
1.3 F-Gas
Natural gas for domestic use 
Fuel for company vehicles 
Refrigerant gases for heat pumps
Scope 2
2.1 Electricity consumption
Electricity for organisational units
Scope 3 
Category 1
3.1 Products and services purchased by the company
Materials and services purchased by the company
Category 3
3.3 Energy and fuel
Upstream production of energy, natural gas and fuels
Category 4
3.4 Upstream transport of purchased products
Transport of purchased products
Category 5
3.5 Waste
Waste production and disposal
Category 6
3.6 Business Trips
Business trips and overnight stays
Category 7
3.7 Employee Displacement
Moving employees from home to work
Category 8
3.8 Renting buildings
Additional warehouse rental
Category 12
3.12 End of life of products sold
End of life of products created by the company
METHODOLOGY FOR CALCULATING 
GREENHOUSE GAS EMISSIONS
The methodology used in 2021 for the quantification of the Pattern 
Group’s greenhouse gas emissions is based on the calculation perfor-
med through the multiplication of the activity data and the relevant 
emission factor, resulting in tonnes of CO2 equivalent. All activity data for 
greenhouse gas emissions in this analysis were modelled using databa-
ses such as Ecoinvent, ISPRA, EUROSTAT, ISTAT and US-EPA. 
Table 1 Significant Emissions for the Pattern Group

75
SCOPE 1
Scope 1 emissions include direct climate-changing gas emissions from 
fixed and mobile installations within Pattern’s organisational boundaries 
(Collegno and Spello sites) of SMT and Idee Partners. 
In particular, emissions from the combustion of methane gas for inter-
nal use, the combustion of fuels used in company-owned vehicles and 
the share of F-gas topped up at heat pumps were also accounted for.  
The following table shows the activity data for Scope 1 of the 3 Group 
companies, referring to 2021.
For the evaluation of combustion-related emissions of all fuels, combustion processes from the Ecoinvent database were considered, while the F-gas 
value was calculated from the IPCC V report.
Table 2  Pattern Group GHG activity data 2021 for Scope 1
EMISSION SOURCE
TYPE OF ISSUE
ACTIVITY DATA 2021 
PATTERN
ACTIVITY DATA 2021SMT
ACTIVITY DATA 2021 
IDEE PARTNERS
1.1 Combustion of fixed installations
Combustion of methane gas for indoor use
34,239 Smc
55.161 Smc
0 Smc
1.2 Combustion of mobile plants
Diesel and petrol combustion for company cars
Diesel fuel: 63.538 l 
Petrol:  5.728 l 
Diesel fuel: 17.770 l 
Petrol:  1.074 l 
Diesel fuel:11.554 l 
Petrol: 4.741 l 
1.3 F-GAS
F-gas topped up at the heat pump
R-410a: 0,94 kg
R32: 19,8 kg
R-410a: 57,71 kg
SCOPE 2
Scope 2 emissions include indirect greenhouse gas emissions due to the 
consumption of electricity imported by Pattern (Collegno and Spello si-
tes), SMT and Idee Partners.
The following table details the Scope 2 business figures of the 3 Group 
companies, referring to 2021.
The electricity consumed in 2021 is 100% renewable for Pattern and 
SMT. Specifically, part of the energy consumed by Pattern is self-genera-
ted by the photovoltaic plants in Collegno and Spello, whose production 
in 2021 was 75,199 kWh and 40,971 kWh respectively. SMT, on the other 
hand, uses 100% renewable hydroelectric energy covered by guarantees 
of origin. For the calculation of scope 2 emissions from the use of electri-
city, a market-based approach was adopted based on the actual value 
of emissions due to the use of electricity as purchased from its supplier, 
modelling the emission value from Ecoinvent.
Table 3 Pattern Group GHG activity data 2021 for Scope 2
EMISSION SOURCE
TYPE OF ISSUE
ACTIVITY DATA 2021 PATTERN
ACTIVITY DATA 2021SMT
ACTIVITY DATA 2021 
IDEE PARTNERS
2.1 Electricity consumption 
by the organisation
Electricity from 
the national grid
559.299 kWh
(100% renewable electricity)
440.096 kWh
(100% renewable electricity)
253.703 kWh

76
SCOPE 3 
In the analysis and reporting of scope 3 emissions, 8 of the 15 emission 
categories in the GHG Protocol deriving from sources outside Pattern’s 
organisational boundaries were included, with only the Collegno and 
Spello sites included in the scope of analysis for 2021 reporting.
The following table details the Scope 3 activity data for the Collegno and 
Spello sites, referring to 2021.
Table 4 Pattern’s 2021 activity data related to Scope 3 GHGs
EMISSION SOURCE
EMISSION TYPE
ACTIVITY DATA 2021 PATTERN
3.1 Products and services purchased 
by the organisation
Products purchased
Purchased services
231.148 kg
1.204.869 euro
3.3 Fuel, Fuel and Power Upstream
Losses for the production, distribution and transformation of electricity
Natural gas upstream for heating
Upstream fuels for company cars
559.299 kWh
34.239 Smc
Diesel fuel 63.538 l 
Petrol: 5.728 l
3.4 Transport of products and goods 
purchased by the company
Truck
Van
408.240 tkm
87.153 tkm
3.5 Waste
Recyclable waste
Non-recyclable waste
25.768 tkm
176.096 kg
3.6 Business Trips
Cars
Plane
Train
Hotel nights
10.800 km
6.987 km
46.269 km
114 Nights
3.7 Employee Home-Work Commute
Petrol Cars
Diesel Cars
CNG cars
Electric Car
Hybrid car
LPG cars
Bus
Bikes
1.756.123 km
2.820.490 km
229.840 km
24.440 km
155.220 km
889.720 km
152.620 km
23.140 km
3.8 Leased warehouse
Occupied area
373.672 kWh
3.12 Waste generated by products sold
Recycling
Undifferentiated waste collection
1.126 tkm
4.660 kg

77
With regards to category 1 emissions, a mixed approach was chosen: the 
spend-based approach for accounting for the services used by the com-
pany and a data-based approach for accounting for the products used 
by the company.
Category 3 includes emissions related to the production of fuels and 
energy purchased and consumed by the organisation, which are not 
included in Scope 1 and Scope 2. For the modelling of electricity los-
ses related to its distribution, reference was made to the ISPRA report 
343/2021 ‘Indicators of efficiency and decarbonisation of the natio-
nal energy system and the electricity sector’, where it is shown that in 
the year 2021, grid losses accounted for 5.95% of total consumption. 
Regarding the emissions of SF6 used as an insulating gas for the transport 
and distribution of electricity along the grid, the figure comes from Terna. 
Finally, emissions from self-generation of electricity and infrastructure 
are taken from the Ecoinvent database. In addition, emissions from 
upstream methane gas for heating and fuel for company cars are also 
accounted for in category 3.
Category 4 includes emissions from the transport of products and go-
ods purchased by the company. The emissions were assessed by dividing 
them into the two types of vehicles used by the company and calculated 
according to the km’s travelled multiplied by the weight of material tran-
sported. In this way, it was possible to allocate to the organisation only 
the emissions resulting from the weight of material transported for the 
kilometres travelled and not the entire journey.
For category 5, emissions from the disposal and treatment of waste ge-
nerated by the organisation were considered. With regards to recyclable 
waste, only its transport was assessed, assuming a notional distance 
of 50 km from the recovery centre, as emissions from its recycling are 
considered negligible. For non-recyclable waste, on the other hand, the 
subdivision between waste going to landfill and incinerated waste was 
assessed from the ISPRA 2021 report and an emission factor was applied 
according to the 2 percentages found.
Category 6 includes emissions from business trips, for which the kilo-
metres travelled by each means of transport have been taken into ac-
count, as well as emissions from overnight stays, taking into account hotel 
nights.
As far as category 7 is concerned, it includes the emissions generated by 
employees’ home-work journeys, relative only to the days they are in the 
office as recorded in the company database. Specifically, the total kilome-
tres travelled for the home-work journeys of employees were calculated, 
subdivided by the types of means used and excluding the kilometres 
travelled with company vehicles as they are already reported in scope 1.
Category 8, on the other hand, includes the emissions generated by ren-
ting the warehouse used by the company to store materials. In detail, 
starting from the estimated square metres used by the company, the 
respective electricity consumption was evaluated, referring to the ENEA 
2021 report on energy consumption in Northern Italy per square metre.
Finally, the last emission category examined, category 12, includes 
emissions related to waste generated by the products sold by the 
company. Starting from data concerning the total number of garments 
sold by the organisation in 2021, the percentages concerning garments 
reused, recycled and disposed of as reported in the annual reports on 
recycling in Italy by the Foundation for Sustainable Development and Fise 
Unicircular were used. Again, as far as the share of recycled waste is con-
cerned, only the transport was evaluated assuming a notional distance 
from the disposal centre of 25 km.

78
GHG Pattern Report
Pattern’s GHG emissions were calculated according to the GHG Protocol, 
which was taken as a technical reference. According to the above calcu-
lations, Pattern’s total emissions (Collegno and Spello sites) are 3,109 
tCO2e, broken down by scope as shown in Table 5. 
The graph in Figure 2 illustrates the contributions of each scope to 
Pattern’s total greenhouse gas emissions.
Table 6 details all scope 1,2 and 3 emissions by emission category and 
the graph in Figure 3 shows the contributions of the various emission 
categories to the total Pattern emissions.
Scope 2 emissions are calculated using a Market based approach based 
on the actual value of emissions due to the use of renewable electricity. 
Using a Location based approach, the company’s emissions are assessed 
by considering an average emission factor of CO2eq based on the natio-
nal energy mix and were found to be 150.42 tCO2eq. As can be seen from 
Figure 3, Pattern’s greenhouse gas emissions are almost entirely attri-
butable to Scope 3 categories 7 and 1, which contribute around 75% of 
all the organisation’s emissions.  Specifically, the largest share of CO2eq 
emissions comes from category 7, which relates to employee commuting. 
The second largest emission category is category 1, which relates to the 
purchase of raw materials for the packaging of garments sold. 
Table 6 Total Pattern Emissions by Emission Category
GHG SCOPE
EMISSION CATEGORY
tCO2e 2021
Scope 1
Methane gas
61,73
Fuel for company cars
195,23
F-Gas R-410a
1,81
Scope 2
Electricity
0,00001
Scope 3
Products and services purchased
436,98
Upstream fuels, fuels and electricity
97,28
Transport of purchased products
131,14
Waste generated
131,96
Business trips
8,71
Home-work commute
1.891
Warehouse rental
149,1
End-of-life products sold
4,06
█ METHANE █ FUELS FOR FLEET VEHICLES
█ F-GAS R-410A  █ ELECTRICITY
█ GOODS AND SERVICES PURCHASED  
█ UPSTREAM PRODUCTION OF FUELS, METHANE  AND ELECTRICITY
█ SHIPPING OF PURCHASED GOODSI
█ WASTE PRODUCED BUSINESS TRAVEL
█ EMPLOYEES COMMUTING TRIPS
Table 5 Pattern GHG assessment results by scope
Figure 2 Distribution of Pattern impacts in different Scopes
EMISSIONS 
GHG SCOPE
tCO2e 2021
Direct
Scope 1
259
Indirect
Scope 2
0,00001
Scope 3
2.850
Figure 3 Distribution of Pattern impacts  
in the different emission categories
█ SCOPE1  █ SCOPE 2  █ SCOPE3_
91,68%
8,32%
0,0000002%
60,82%
4,80%
14,06%
3,13%
4,22%
4,24%
1,99%
6,82%
0,0000002
0,06%
0,28%
0,13%

79
GHG SMT Report
SMT’s GHG emissions have been calculated according to the GHG 
Protocol, which was taken as a technical reference. According to the 
above calculations, the total emissions from SMT are 182.37 tCO2e, 
divided up into scopes 1 and 2 as shown in Table 7.
Table 8 details the scope 1.2 emissions broken down by the different 
emission categories and the graph in Figure 4 shows the contributions of 
the various categories to the total emissions of SMT. 
EMISSIONS 
GHG SCOPE
tCO2e 2021
Direct
Scope 1
166,09
Indirect
Scope 2
16,28 
GHG SCOPE
CATEGORY OF EMISSION
tCO2e 2021
Scope 1
Methane
99,45
Fuel for company cars
53,24
F-Gas R-32
13,4
Scope 2
Electricity
16,28
Scope 2 emissions for the company SMT are calculated using a Market 
based approach based on the actual value of emissions due to the use 
of hydroelectric renewable electricity. Using a Location based approach, 
the company’s emissions are assessed by considering an average emis-
sion factor of CO2eq based on the national energy mix and were found 
to be 141.97 tCO2eq. From the calculations provided above, it can be 
seen that the total emissions of SMT are mainly due to the combustion of 
methane gas to power the production plants.
█ METHANE
█ FUELS FOR FLEET VEHICLES
█ F-GAS R-32
█ ELECTRICITY
Table 7 SMT’s GHG assessment results by scope 
Table 8 SMT total emissions divided by emission categories
Figure 4 Distribution of the impacts of SMT 
in the various categories of emissio
29,19%
7,35%
8,93%
54,53%

80
GHG Idee Partners Report
Idee Partners’ GHG emissions were calculated according to the GHG 
Protocol, which was taken as a technical reference. According to the abo-
ve calculations, the total emissions from Idee Partners are 237.98 tCO2e, 
divided into scopes 1 and 2 as shown in Table 9.
Table 9 Idee Partners’ GHG assessment results by scope
EMISSIONS 
GHG SCOPE
tCO2e 2021
Direct
Scope 1
156,14 
Indirect
Scope 2
81,84 
Table 10 details the scope 1.2 emissions broken down by the different 
emission categories and the graph in Figure 5 shows the contributions of 
the various categories to the total emissions of Idee Partners.
Table 10 Total emissions of Idee Partners by emission category
GHG SCOPE
EMISSION CATEGORY
tCO2e 2021
Scope 1
Methane gas
0
Fuel for company cars
45,04
F-Gas R-32
111,09
Scope 2
Eletricity
81,84
Scope 2 emissions are calculated for the company IDEE with the Market 
based approach based on the actual value of emissions due to the use 
of electricity as purchased by the company, which in this case coincides 
with the Location based approach, where the company’s emissions are 
evaluated considering an average emission factor of CO2eq based on the 
national energy mix. From the above calculations, it follows that Idee 
Partners’ total emissions are largely related to the use of electricity to 
power production processes and heat pumps for space heating and co-
oling. A large part of the company’s climate-changing emissions are also 
due to the use of F-Gas for the operation of air-conditioning systems.
█ METHANE
█ FUELS FOR FLEET VEHICLES
█ F-GAS R-32
█ ELECTRICITY
Figure 5 Distribution of Idee Partners’ impacts 
in the different emission categories
34,39%
46,68%
18,93%
0,00%

81
That being said, Pattern will adopt a medium-term strategy that involves 
offsetting only the emission categories that are difficult to reduce or avoid. 
At the same time the company will pursue the goal of net zero emissions 
by 2050 by building a shared decarbonization roadmap together with 
its supply chain, involving suppliers, subcontractors, customers and 
even employees. In order to intervene on the most impacting emission 
categories of scope 1 and scope 3, respectively those connected to the 
employees commuting and the use of company vehicles, at the end of 
2021 the company appointed a Mobility Manager. In charge of outlining 
strategies to reduce emissions due to employee travel, the Mobility 
Manager will redirect them towards alternative and eco-friendly mobility 
forms, working at the same time with local institutions and companies to 
provide vehicles and services dedicated to sustainable mobility.
Regarding SMT and Idee Partners, firstly it is necessary to adopt a 
strategy to reduce consumption through the implementation of energy 
efficiency measures in the production plants, secondly it is required 
to reduce GHG emissions by purchasing 100% green energy for Idee 
Partners plant and lastly considering the hypothesis of self-production of 
renewable energy on site for both facilities. Starting from 2022, also SMT 
and Idee Partners will take part in the analysis and reporting of Pattern 
Group scope 3 emissions.
Table 11 Trend over the last four years of Pattern scope 1 and 2 emissions 
(by emission category)
CLIMATE IMPACT MITIGATION STRATEGY
The GHG reports of Pattern Group companies highlights the necessity 
to act in a diversified way to respond to the different needs and degree 
of maturity of each production site. Therefore, starting from 2022 
the climate strategy Pattern has outlined imposes the pursuit of two 
roadmaps, one for Pattern (Collegno and Spello offices) and another one 
for SMT and Idee Partners.
Concerning Pattern, a strategy for the reduction of energy consumption 
was already outlined in 2018 for the Collegno site and it was subsequently 
extended to the Spello site as well. In fact, the increase in scope 1 and 2 
emissions, recorded by Pattern between 2018 and 2019, is closely related 
to the acquisition of Roscini Atelier which took place in June 2019.
Specifically, Pattern climate impact mitigation strategy saw the 
realization of works to improve the factories energy efficiency, among 
which the installation of a geothermal system for the Collegno site, 
as well as the self-production of zero-emission electricity through the 
photovoltaic systems installed at the Collegno and Spello manufacturing 
plants. In addition, scope 2 residual emissions related to the production 
of the purchased electricity were reduced thanks to 100% renewable 
energy supplies. The Collegno site purchases green energy, certified by 
guarantees of origin, starting from 2018 and the Spello site starting from 
2021.
The bar chart in Figure 6 shows the trend between 2018 to 2021 of 
Pattern scope 1 and 2 emissions.
 
tCO2e
GHG SCOPE
EMISSION 
CATEGORY
2018
2019
2020
2021
Scope 1
Methane gas
88,74
90,09
84,52
61,73
Fuels for company 
vehicles
116,79
286,03
217,07
195,23
F-Gas
ND
ND
ND
1,81
Scope 2
Electricity
0,01
123,11
112,84
0,00001
Figure 6 Trend over the last four year 
 of Pattern scope 1 and 2 emissions
205,53
376,12
301,59
259
0,01
123,11
112,84
0,00001
2019
2018
2020
2021
█ SCOPE 2  (tCO2e)
█ SCOPE 1  (tCO2e)

82
Car Pooling Project
Aware of how the daily use of cars negatively af-
fects both the cost of living and climate-changing 
emissions, from September 2021 Pattern started 
a company carpooling project for the Collegno 
site in order to provide its employees with alter-
native and more sustainable forms of mobility 
compared to traditional ones.
The project, realised in partnership with the 
neighbouring company Prima Industrie spa, was 
financed by the European Community and sees 
the participation of the Municipality of Collegno 
and Jojob, a leading platform for Company 
Carpooling. Thanks to this project, employees 
have the opportunity to travel to work by sharing 
their private car with one or more colleagues who 
are compatible in terms of route and timetable. 
Participation in the project is advantageous both 
for those who do not have a personal car, who 
can thus find a flexible and fast means of tran-
sport as an alternative to public transport, and 
for those who do have a car and want to save 
money on transport. Through the app offered 
by Jojob, those who actively participate in the 
project, either as a driver or passenger, receive 
a cashback fee for each trip, which can be used 
to contribute to the cost of carpooling trips or to 
redeem vouchers.
The project is an important part of Pattern’s 
five-year corporate plan - ‘From red to green 
carpet’ - to reduce the company’s environmental 
impact. Adhering to this initiative will reduce the 
number of cars used for work-related travel and 
consequently achieve savings in terms of fuel and 
CO2 emissions.
ZeroCO2 Project
Pattern’s climate strategy envisaged the launch 
in 2021 of a project to plant trees capable of 
absorbing CO2 from the atmosphere and thus 
leading to zero net carbon emissions.  
Specifically, on 7 January 2021, Pattern signed 
the supply contract with zeroCO2 for the plan-
ting of 610 trees in Guatemala and 390 trees 
in Peru, on land owned by farmers who will in 
fact be the guarantors of the plant’s growth as 
well as its usufructuaries. The growth process 
of each plant will also be monitored through 
the unique tracking and transparency sy-
stem called Chloe (from the ancient Greek 
word, sprout). Each planted tree will be pho-
tographed and geo-located by means of a 
QRcode, uniquely associated with each tree.
Project zeroCO2 has enabled Pattern to absorb 
352,800 kg of CO2 from the atmosphere, thus 
participating in the global effort to combat cli-
mate change.

83
ZDHC ROADMAP TO ZERO 
PROGRAMME
Since 2015, Pattern has been engaged in a 
collaborative process with its customers and 
suppliers to phase out chemicals considered 
harmful to humans and the environment by 
major international standards in its production 
processes. 
With this in mind, Pattern decided to adopt the 
protocol outlined by the ZDHC (Zero Discharge 
of Hazardous Chemicals) foundation and the 
customers, suppliers and subcontractors 
working with Pattern also refer to the same 
protocol, adopting the same methodology and 
tools. ZDHC was established in 2011 with the 
intention of providing brands and all players in 
the textile-clothing and footwear industry with 
a global standard that would unify the already 
existing but fragmented standards for respon-
sible chemical management. Over time, the 
foundation developed a common roadmap ca-
pable of transforming the entire supply chain 
in order to achieve the goal of zero discharges 
of hazardous chemicals into the environment. 
To this end, in 2014 the ZDHC foundation publi-
shed the first list of restricted substances within 
textile, leather and footwear manufacturing 
processes, called the MRSL (Manufacturing 
Restricted Substances List), and developed 
guidelines and platforms for the implementa-
tion of the Roadmap to Zero programme, en-
couraging the dissemination of best practices 
for sustainable chemical management throu-
ghout the value chain. To date, ZDHC is a mul-
ti-stakeholder industry group with over 160 
contributors including brands, textile groups, 
suppliers, laboratories, chemical companies, 
consulting firms and industry associations.
As a result of the path undertaken, Pattern 
and all the companies in its supply chain have 
created the figure of Chemical Manager within 
their production sites, with the task of guiding 
the implementation of a chemical management 
system in line with the principles of the ZDHC 
protocol, which allows the monitoring, asses-
sment and management of the chemical risk 
connected to the use of hazardous chemicals 
in the production processes of the entire sup-
ply chain. This enables all Chemical Managers 
to apply common and standardised practi-
ces, having the same tools for supply chain 
assessment/audits, thus ensuring the use of 
uniform criteria for supplier assessment.  
There are no competitors in this project, the 
objectives are common to all and one of the 
most important steps towards sustainability for 
the whole sector is transparency and sharing: 
sharing one’s upstream and downstream sup-
ply chain (mapping), sharing one’s inputs and 
outputs through the ZDHC tools, sharing one’s 
wet processes (dyeing mills, finishing) and the 
degree of collaboration of the supply chain. 
The companies in the supply chain undertake 
their responsibilities by signing a commitment, 
expressing their commitment to the customer 
and their upstream and downstream supply 
chain (vendors, suppliers, sub-suppliers, che-
mical producers) to apply the ZDHC protocol 
throughout the supply chain, cooperating with 
in-loco visits and training, and monitoring the 
level of reliability of their supply chain with due 
diligence tests and audits.

84
Unified tools adopted in the CMS 
Il programma Roadmap to Zero di ZDHC è stato formulato adottando 
un approccio olistico, ovvero considerando la forte interdipendenza 
esistente tra le componenti di qualsiasi sistema complesso e dunque la 
necessità di un metodo multidisciplinare per analizzarlo, comprenderne 
il funzionamento e gestirlo. Questo programma è articolato in tre ma-
croaree che coinvolgono tutti gli step del processo produttivo: Input, 
Process e Output. Relativamente a queste sezioni ZDHC ha realizzato e 
messo a disposizione di tutti gli attori della filiera una serie di strumenti 
per la condivisione di informazioni in input, in output e per il control-
lo di processo, al fine di supportare le aziende nella valutazione della 
propria performance sostenibile e nella riduzione del proprio impatto 
ambientale.
Listed below are all the tools provided by ZDHC and adopted by Pattern and its supply chain for sharing information on the input stages of the 
production process, describing in detail how each tool works.
1.	 MRSL & PRSL
The MRSL (Manufacturing Restricted Substances List) is the list of chemicals restricted in chemical formulations used in the production processes of 
textiles, leather, rubber, foam and adhesives. 
ZDHC makes its list of harmful substances available to the various players in the supply chain, establishing the limits within which these substances can 
be used and outlining which ones should be banned from deliberate use in production processes. At the same time, some brands with which Pattern 
collaborates have defined additional limits to ZDHC’s MRSL through PFC addenda.
The MRSL is a tool that, on the one hand, allows chemical formulators to know which substances to avoid or the maximum concentration at which 
they can be used during the synthesis of their chemicals, and on the other hand, simplifies for suppliers the choice of chemicals to purchase from 
formulators
PRSL, on the other hand, is the list of restricted chemicals in materials (textiles, leather, feathers, plastics, etc.) and finished products. The PRSL is a 
brand-specific document that allows companies to verify the compliance of a product with the specific restrictions set by the brand before it is sold to 
the customer. 
By adhering to these common provisions, it is easier for both Pattern and the other parties involved to prove the absence of elements harmful to 
humans and the environment in their products. Furthermore, both the MRSL and PRSL can be considered as living documents, as they are constantly 
being updated with new substances to be removed or restricted throughout the value chain. The following diagram lists the 19 main categories of 
substances restricted by the MRSL: 
Further information on the specific restricted substances and their ppm formulation limits described in the MRSL v2.0 is available at https://mrsl.
roadmaptozero.com/MRSL2_0
A.  TOOLS FOR SHARING INPUT INFORMATION  
ZDHC MRSL
ZDHC MRSL 
CONFORMANCE 
GUIDANCE
ZDHC GATEWAY 
CHEMICAL MODULE
CHEMCHECK™
INCHECK™

85
CLASS OF BANNED 
SUBSTANCE
TYPICAL USES IN THE TEXILE SECTOR
DANGER FOR PEOPLE AND ENVIRONMENT
ALKYLPHENOL (AP) AND 
ALKYLPHENOL ETHOXYLATES 
(APEOs)
They are a group of substances derived from phenols and olefins; their characteristics 
of surfactants, dispersants, wetting agents and emulsifiers make them usable within 
detergents, softeners, sanding materials, spinning oils, auxiliary dyeing and printing 
oils, impregnating, degreasing agents for the production of silk, polyester and down/
feather padding.
They are among the substances subject to restrictions because of their danger 
to the people, since they cause dermatitis and allergies, and because of their 
danger to the environment: they are persistent, bioaccumulative and toxic to 
aquatic organisms.
HALOGENATED FLAME 
RETARDANTS (HFR)
These are fireproof chemical compounds used to contain flame propagation and 
reduce the development of smoke in highly flammable materials. They are therefore 
used for this purpose during functional finishing processes of some materials.
They are included in the list because of the problems associated with their 
use: adverse effects on human health have been demonstrated such as 
endocrine alteration, cancer, immunotoxicity, reproductive toxicity and 
problems in the development of fetal and infant neurological function.
HALOGENATED SOLVENTS 
The high volatility and the ability to dissolve a large number of types of organic 
compounds make these substances ideal solvents, for this reason used as cleaning/
finishing and printing agents, for dissolving/diluting fats, oils and adhesives (e.g. in 
degreasing or cleaning operations).
Their use has been limited because of their strong toxicity and carcinogenicity; 
they are also among the major pollutants of the aquifers, their presence in 
certain concentrations compromises the water resource.
CHLOROBENZENES AND 
CHLOROTOLUENES
They are chlorinated aromatic hydrocarbons that can be used as carriers in the dyeing 
process of polyester or wool/polyester fibers and also as solvents,  thanks to their 
properties.
They have proven to be highly toxic to humans, as well as causing irritation to 
the eyes and skin, some compounds are also carcinogenic. In addition, this 
group of compounds is also harmful to the environment, especially to aquatic 
organisms.
CHLOROPHENOLS
It is a class of polychlorinated compounds used as pesticides and preservatives. They 
are also present in dyeing and bonding processes. Pentachlorophenol (PCP) and 
tetrachlorophenol (TeCP) have been used in the past to prevent mould when storing/
transporting raw hides and leather. They are now regulated and should not be used.
Like chlorobenzenes and chlortoluenes, they are also dangerous for humans, 
causing irritation of the eyes and skin, but not only: they are considered 
toxic to aquatic organisms and with harmful effects for the entire aquatic 
environment if subjected to chronic exposure.
HEAVY METALS
A series of heavy metals, used in dyes or as catalysts, can be used in the dyeing, printing, 
tanning and fibre polymerization processes.
These can be very dangerous for humans in varying degrees: effects vary 
depending on the metal in question, and may include both acute effects, from 
irritation to poisoning, and chronic effects, such as carcinogenicity.
ORGANOSTANNIC 
COMPOUNDS
It is a group of alkyl-substituted organic compounds by tin atoms; these compounds 
can be used as biocides, catalysts in plastic and glue production and heat stabilisers in 
plastic/rubber. In the textile sector, they are associated with plastics/rubber, inks, paints, 
metallic glitter, polyurethane products and heat transfer material.
Some of these compounds can be very dangerous, mainly damaging the 
nervous, hepatic, renal and cutaneous systems.
PERFLUORINATED AND 
POLYFLUORINATED 
COMPOUNDS (PFCS)
This class of organic compounds consisting only of fluoride and carbon are used in the 
production of water, oil and stain repellent finishes, typically used in home textiles, 
clothing and footwear. The intentional use of long chain PFC for this type of finishing is 
prohibited.
These substances are dangerous due to their bioaccumulative properties and 
can therefore accumulate in the environment, in humans or in animals thanks 
to their stability. Finally, they are also known as powerful greenhouse gases.
PHTHALATES
They are a class of organic compounds commonly added to plastics to increase flexibility 
and moldability of materials. They can be found in plastic components such as PVC, 
adhesives, plastic buttons, polymeric coatings, print pastes.
They are included in the list because their danger to the human being has 
been discovered, in particular they cause damage to the reproductive system.
SHORT-CHAIN AND MEDIUM-
CHAIN CHLORINATED 
PARAFFINS (SCCPs/MCCPs)
It is a group of substances formed by unbranched chlorinated chains that are used as 
greasing/softening agents for leather during the tanning process and are occasionally 
used as flame retardants
These molecules have been found to be harmful to the environment as they 
can volatilise in the atmosphere or disperse and accumulate in aquifers, 
where they are harmful to aquatic organisms.
DYES 
(AZOIDS FORMING NARROWS 
AMINES, CARCINOGENIC, 
DISPERSED, NAVY BLUE)
Within this group there are also very different substances, all characterized by the 
common use in the dyeing phase; in particular, disperse dyes are used in the dyeing of 
synthetic fibers (e.g. polyester, acetate, polyamide). These dyes are regulated and should 
no longer be used for the dyeing dyeing of textiles. 
Azo dyes have been limited because they cause the formation of aromatic 
amines which have several harmful effects on human health, as carcinogens, 
mutagens and genotoxic; they are also a threat to the environment, in 
particular to aquatic systems. A series of dyes with no particular chemical 
affinity has been shown to be harmful to humans as carcinogens and 
consequently banned. Then, the dispersed dyes also have been banned 
because of the allergic skin reactions they cause to humans.
ANTI-MICROBIALS AND  
BIOCIDES
The substances belonging to this category have neutralization properties of harmful 
organisms, which makes them useful for multiple applications of preservation; they are 
used indeed as disinfectants and preservatives during the dyeing and bonding processes.
Some of them are dangerous for humans, causing irritation to the eyes 
and skin; they are also harmful to the environment with different effects 
depending on the type.
GLYCOLS AND GLYCOLETERS
In apparel and footwear these two groups of substances have a wide range of uses 
including as solvents for cleaning/finishing, printing agents and dissolvers/thinners fats, 
oils and adhesives (e.g. in degreasing or cleaning operations).
These substances have various negative effects on health, in small quantities 
irritate eyes and mucous membranes, but can also be teratogenic and cause 
problems with the nervous system, cardiovascular, liver and kidneys.
POLYCYCLIC  AROMATICS 
HYDROCARBONS (PAHS)
Hydrocarbons consisting of two or more aromatic rings are used as additives in different 
processes and with different functions depending on the type. Some PAHs are added 
to rubber and plastics as plasticizers, others are added as pigments in paints, printing 
pastes, dyes such as carbon-black and also for the realization of coatings.
Polycyclic aromatic hydrocarbons have known adverse effects on the 
environment, human and animal health, such as evident toxicity to 
certain aquatic organisms and birds, high chronic toxicity to aquatic 
life, contamination of agricultural crops. Some of them are classified as 
carcinogens while others are considered possible carcinogens and there are 
still ongoing studies.
UV STABILIZERS
These substances are known for their anti-aging properties; they absorb UV rays 
protecting the material from degradation.
They exhibit anti-estrogenic properties for humans and are dangerous for 
the environment as they are difficult to demolish completely with wastewater 
treatment, with the possibility of reaching rivers and lakes compromising 
their integrity.
VOLATILE ORGANIC 
COMPOUNDS
These compounds are associated with solvent-based processes like  solvent-based  
polyurethane coatings and glues/adhesives.
Some of these compounds are toxic to humans, causing different problems 
depending on the substance, while others are carcinogenic.

Requires all elements of the previous compliance level and an on-site 
visit to the chemical supplier to assess product management.
A review of the chemical supplier’s product stewardship practices is 
carried out by a third-party certification body.
A review of the documentation, carried out by third parties accredited 
by ZDHC, is necessary to assess compliance with the MRSL.
LEVEL 1
LEVEL 2
LEVEL 3
86
2.	MRSL CONFORMANCE GUIDANCE
ZDHC’s conformance guidance is a useful tool for companies to understand 
how well the chemical in use complies with the restrictions of the MRSL. 
There are three levels of conformity according to which chemicals can be 
classified, based on the information available about the products and how 
they are manufactured. Conformity assessments of a supplier’s chemical 
products are always carried out by third parties to confirm what the com-
panies claim.
3.	GATEWAY – CHEMICAL MODULE
To facilitate the exchange of information between brands, suppliers 
and chemical formulators, ZDHC has provided an online platform called 
Gateway. Within the Chemical Module, formulators have the possibility 
to register their products to be verified and approved by ZDHC-accredited 
Certification Bodies, at the same time suppliers and Brands have the 
possibility to search for MRSL-compliant chemicals and to check their 
chemical inventory against the database of formulations and chemicals 
uploaded on the Gateway. This builds trust in the relationship between 
brands, suppliers and formulators through the transparent exchange of 
chemical information and reduces the administrative burden along the 
entire value chain.
3.	CHEM CHECK & IN CHECK
The ChemCheck report is a certificate of compliance that formulators 
can generate once ZDHC has verified the MRSL compliance level of 
one of their chemical products registered in the Chemical Module. The 
ChemCheck thus makes it possible for suppliers to know which of the 
products they use have been verified and certified as compliant by ZDHC, 
thus avoiding retesting of the same products.
Pattern is registered on both the Gateway and Cleanchain portals, so it 
has access to all registered products and can understand the compliance 
or non-compliance of products used at all its sites and by its suppliers. 
During assesments and supply chain audits Pattern verifies that all of 
its suppliers and, especially, its wet sub-suppliers that use chemicals 
are registered on the Gateway and, if possible, have registered with the 
Gateway by promoting their registration and use throughout the supply 
chain. 
All the ChemChecks together form the In-Check, which is a tool that al-
lows the supplier to check the level of compliance of its entire chemical 
inventory, and thus ensure the chemical compliance of the incoming 
stream.
Until 2019, a zero level was also acceptable, in which companies with 
only self-certification were framed; given the progress achieved towards 
sustainable development of the industry, ZDHC decided to raise the bar 
for suppliers, pushing them to implement best practices. In line with this, 
Pattern urges its suppliers to achieve a certain level of compliance with 
MRSL standards, so that only controlled materials are processed.

87

88
All the tools adopted by Pattern for sharing information during the output 
stages of the production process are listed below, describing in detail 
how each tool works.
1. WASTEWATER STANDARS & GUIDELINES
By collaborating with leading brands, suppliers, universities, laborato-
ries, technology providers and other stakeholders, ZDHC has created 
comprehensive and unified wastewater standards and guidelines. These 
provide a harmonised set of wastewater and sludge parameters, limit 
values and test methods. They help brands and suppliers align to the 
same set of expectations regarding wastewater quality. These guideli-
nes aim to go beyond compliance with mandatory regulations, ensuring 
that water discharge does not negatively impact the environment and 
the community.
WWGs include the evaluation of two sets of parameters:
¬ Conventional parameters 
The limit values for substances in waste water are classified according 
to three levels: foundational, progressive and aspirational;
¬ MRSL ZDHC parameters
The limit values for substances in waste water are unambiguous and 
include substances classified as hazardous in the MRSL of ZDHC.
Pattern has been involving its own wet supply chain in water manage-
ment according to the ZDHC protocol since 2018. Pattern has established 
collaborative relationships with the main dye-works and finishing plants 
of its suppliers and, over a two-year period, has helped to bring almost 
all of these entities to perform water sampling twice a year according 
to the deadlines established by ZDHC (March and October) with ZDHC-
accredited testing houses; these samplings test for both conventional 
legal parameters and the parameters established by ZDHC’s MRSL for 
Wastewater.
2. GATEWAY – WASTEWATER MODULE
Similarly to the Chemical Module, ZDHC has also created a section within 
the Gateway called the Wastewater Module that allows all players in the 
supply chain to publish their wastewater test results after they have been 
verified and uploaded by ZDHC-accredited laboratories. Wastewater tests 
are conducted and evaluated according to the Wasterwater Guidelines 
standard. Pattern requires its suppliers to publish and share wastewater 
test results on the appropriate section of the Gateway.
3. CLEARSTREAM REPORT
Once the results of the wastewater tests have been evaluated by the 
ZDHC-accredited laboratories, a certificate called the Clearstream Report 
is issued, which guarantees for suppliers the quality of the outgoing wa-
ter flow. Pattern, therefore, twice a year (February and September) re-
quests from its suppliers both the date of water sampling and the sharing 
of the Clearstream Report once it is issued by the Gateway. 
To date, Pattern receives the Clearstream Report from 80% of its majority 
suppliers and follows, in partnership with them, the Root Cause Analysis 
(RCA), i.e. the analysis of the causes that led to the failure, as well as 
the implementation of corrective actions leading to the resolution of the 
problem and, thus, to positive results in the next sampling round. 
B.  TOOLS FOR SHARING OUTPUT INFORMATION
C.  TOOLS FOR PROCESS EVALUATION AND IMPLEMENTATION
WASTEWATER 
STANDARDS 
LITERATURE REVIEW
WASTEWATER 
GUIDELINES
ZDHC GATEWAY 
WASTEWATER MODULE
CLEARSTREAM™
PPT
ZDHC ACADEMY
DUE DILIGENCE CALCULATOR
SUPPLIER TO ZERO

89
1. PARTNER PROGRESS TOOL (PPT)
Consistent with the other tools, the audits also follow the ZDHC protocol. 
For each assessment, the Partner Progress Tool (PPT), the basic tool for 
assessing compliance with environmental requirements in the supply 
chain, is used. In fact, the PPT represents a general guideline for the 
implementation of a chemical management system that must be adap-
ted to the different types of companies in the supply chain. This tool is 
organised into 28 KPIs (Key Progress Indicators) divided into 3 sections 
that include the supplier’s internal implementation, the supplier’s ex-
ternal implementation towards its supply chain and an area of conti-
nuous improvement. Each KPI is given a different weight according to 
its importance:
	¬ The area of ‘INTERNAL IMPLEMENTATION’ has 24 benchmark KPIs, 
assigned a score from 0 to 4, which the examined supplier must have 
implemented within its production facilities;
	¬ The area of “EXTERNAL IMPLEMENTATION” has 2 reference KPIs that 
the supplier must have implemented upstream and downstream of 
its organisation (i.e. with its wet-process partners - dyeing, finishing, 
printing and all the wet-processing with which it collaborates - and with 
its dry-process partners, i.e. spinning, weaving and all its raw material 
suppliers);
	¬ The area of ‘CONTINUOUS IMPROVEMENT’ has 1 KPI through which 
one assesses the cyclicality with which the implemented management 
process is reviewed and improved, i.e. whether gaps are identified and 
corrective actions implemented, and what the targets are.
At the end of all KPIs there is a section on Due Diligence which is assi-
gned a score from 0 to 30 depending on the due diligence performed by 
the supplier on its finished product and that performed by its partners 
(upstream and downstream suppliers and vendors). When this is com-
pleted, the PPT returns a numerical result and matches it with a colour 
(RED, AMBER, GREEN, BRONZE, SILVER, GOLD) indicating how well a sup-
plier has applied the principles described in the various KPIs.
Based on the results obtained for each KPI, an action plan is drawn up 
and shared with the suppliers and a rating is defined for each supplier. 
Prior to the audits, Pattern engaged the upstream supply chain, identi-
fying fabric and lining suppliers as the element of greatest risk to their 
own and the entire supply chain’s environmental sustainability. After 
making several visits to these suppliers, Pattern mapped the supply 
chain and processing cycles of all suppliers, identifying those outside 
the supplier’s organisation who performed potentially risky operations 
for them, such as printing, finishing or washing. Each season, all new 
suppliers are assessed by means of PPT. Suppliers previously assessed 
as non-compliant undergo a re-assessment to assess the progress made 
since the last visit against the action plan issued. Based then on the volu-
me/value of that supplier’s business out of the total ordered, as well as 
the score achieved in the PPT, a priority is given to both the visit plan and 
the frequency of visits, and the Due Diligence to be developed.
2. DUE-DILIGENCE CALCULATOR
The Due Diligence Calculator is the tool that guides the choice of due dili-
gence tests to be performed on raw materials. In fact, after following cer-
tain pre-assessment criteria such as the volume/value of that supplier’s 
business out of the total ordered, the supplier’s PPT rating, the type of 
material, and the processing undergone by the item in question, Pattern’s 
Chemical Manager determines the number of tests to be performed and 
on which substances by filling out the Due Diligence Calculator. 
Pattern performs its due diligence twice a season, four times a year, focu-
sing 80 per cent on the raw materials received, mainly fabrics and linings, 
and 20 per cent on its finished product, i.e. the garments made.
3. ZDHC ACADEMY 
ZDHC and its affiliates respectively provide an online platform and regu-
lar webinars for training in the implementation of a sustainable chemi-
cal management system and the use and implementation of ZDHC tools 
in the textile, clothing, leather and footwear sectors. At the end of the 
training and final examination, certifications are issued that allow the 
Chemical Manager to conduct internal and external training on Chemical 
Management topics. In fact, it is the Chemical Manager’s job to educate 
his company’s employees through periodically organised training; simi-
larly, it is possible to organise training at his suppliers to involve all mem-
bers of the supply chain in the sustainable management of his business. 
The Chemical Managers of the Pattern Group obtained the ZDHC certi-
fication for the ‘Introduction to Chemical Management’ course in 2021. 
4. SUPPLIER TO ZERO
The Supplier to Zero is a new platform developed by ZDHC to guide 
suppliers in the correct implementation of a ZDHC-compliant chemical 
management system and effective monitoring of its performance. In fact, 
the Supplier Platform is integrated with the Gateway, thus enabling a 
connection between input, output and process control tools for chemical 
management. The Supplier to Zero also represents a roadmap towards 
supplier leadership, from the Foundational level through the Progressive 
level to the Aspirational level, offering the following possibilities:
1.	 First of all, it allows you to carry out an assessment of your chemical 
management system by understanding your positioning against 
industry expectations;
2.	Answering the questions in the questionnaire also provides access 
to documents and recommendations that serve as guidance for the 
implementation of best practices based on the ZDHC Chemical Mana-
gement System Framework and ZDHC CMS Technical Industry Guide;
3.	The platform also offers use cases of the suppliers guiding the imple-
mentation, thus enabling a fruitful exchange between the actors in 
the supply chain to achieve industry leadership.

90
PATTERN CHEMICAL MANAGEMENT SYSTEM  
CMS STRATEGY: Scope and Responsibilities
Four fundamental elements can be identified in the implementation of 
an effective chemical management system:
1.	 Define SMART (Specific, Measurable, Achievable, Relevant and Time-
Bound) objectives;
2.	Adhere to global standards, universally recognised by sustainable 
development actors;
3.	Use unified tools and guidelines provided by the global standard to 
measure corporate goals and achieve them;
4.	Proceed with the drafting of a chemical management system that 
brings together all the policies, procedures and tools adopted by the 
company to fulfil its sustainability commitment.
A chemical management system provides for the identification of 
processes and products that are critical from the point of view of chemical 
risk and defines the operational methods for identifying, monitoring and 
reducing risks, eliminating hazardous substances from products and by-
products with the aim of achieving a safe supply chain.
The chemical management system implemented by Pattern has as its 
scope:
	¬ The Pattern Group’s production plants
	¬ Raw material suppliers 
	¬ Subcontractors of wet processes
The Pattern Group has a Chemical Management Team, consisting of 
a Chemical Manager for each Group site, whose work is constantly 
supervised by the Group ESG Manager, who reports to the CEO of the 
Pattern Group. Each Chemical Manager is responsible for leading the 
implementation of ZDHC’s Roadmap to Zero programme within his or her 
own production plant and for involving his or her supply chain, monitoring 
and increasing the degree of maturity of his or her suppliers in terms of 
chemical management, in order to achieve a high degree of control over 
the traceability and quality of the fabrics used to make each garment. 
The Chemical Manager’s first task is the collection of data necessary 
for chemical risk assessment, through the constant and transparent 
exchange of information with his suppliers and subcontractors. This 
involves several commitments, including:
	¬ Produce and maintain a Chemical Inventory keeping track of all 
chemicals used
	¬ Mapping incoming raw materials and semi-finished products
	¬ Mapping and qualifying the supply chain by collecting commitment 
letters from suppliers to eliminate hazardous chemicals from their 
production processes
	¬ Collect and analyse the results of chemical tests on raw materials, 
finished products and waste water
	¬ Conducting visits to their suppliers to assess their chemical management 
system in accordance with the requirements of the ZDHC protocol 
CMS STRATEGY
CMS POLICY
SUPPLY CHAIN ASSESSMENT
TRAINING
CONTINUOS IMPROVING
TRANSPARENCY  
AND COOPERATION

91
The analysis of input and output data and the Root Cause Analysis (RCA), 
to search for the causes of any non-conformities, provide the necessary 
elements to conduct the chemical risk assessment. To minimise the risks, 
corrective action plans are defined, identifying the people responsible 
and the timeframes for achieving the set objectives; this is followed by 
the implementation of the new operational methods within the set target 
timeframe. The performance of the implemented CMS is then subject to 
periodic review and subsequent definition of action plans with a view to 
continuous improvement.  The management system revisited according 
to the ZDHC paradigm takes up the actions listed above, dividing them 
into three main macro-areas, which we had anticipated to be Input, 
Process and Output; to these are added in support some transversal 
themes, as depicted in the diagram on the following page.
CMS POLICY: MRSL and PRSL adoption
In the first instance, Pattern has established its own chemical 
management policy that is signed by management and communicated to 
all its employees, suppliers, subcontractors and customers. 
The Pattern Group manages numerous suppliers on behalf of its 
customers, both suppliers of fabrics, yarns and linings and suppliers 
of accessories and semi-finished products. Some suppliers are chosen 
by the customer while others are selected directly by Pattern. At the 
beginning of the collaboration with each supplier, Pattern shares 
the Letter of Appointment of its Chemical Manager and the Chemical 
Management Policy together with the ZDHC MRSL, the Brand Addenda to 
the ZDHC MRSL and the PRSLs of the Brands for which the collaboration 
has been activated.
Suppliers are then invited to view the MRSL and PRSL documents and to 
sign Pattern’s Chemical Management Policy to declare their commitment 
to meet the requirements outlined therein, i.e:
	¬ Ensuring compliance with the requirements expressed in the ZDHC 
MRSL and Brand MRSL Addenda for all processes
	¬ Providing products compliant with the requirements expressed in the 
PRSL (Product Restricted Substances list) of the Brands 
	¬ Ensuring full compliance with the regulations contained in the European 
REACH Regulation
	¬ Extend the signed commitment to all suppliers of raw materials, semi-
finished products, chemicals and finishes involved in its supply chain
Together with the signature of the Letter of Intent, the Letter of 
Appointment of the Chemical Manager is also requested, i.e. the figure 
identified by the supplier as responsible for the implementation of the 
ZDHC-compliant chemical management system within their company and 
along their supply chain.
INPUT
PROCESS
OUTPUT
CHEMICAL INVENTORY
MAPPING AND QUALIFICATION OF THE SUPPLY CHAIN
WASTE WATER MANAGEMENT
CHEMICAL RISK ANALYSIS
SUPPLY CHAIN ENGAGEMENT
WASTE WATER CONTROL PLAN
CHEMICAL CONTROL PLAN
RAW MATERIAL MAPPING
RAW MATERIAL RISK ANALYSIS
CONTROL PLAN FOR RAW MATERIALS 
AND SEMI-FINISHED PRODUCTS
SUPPLY CHAIN MONITORING
TRACK AND TRACE PROCEDURE PURCHASING PROCEDURE
MONITORING AND DUE-DILIGENCE PROCEDURE
MANAGEMENT OF  
FINISHED/SEMI-FINISHED PRODUCTS
REPORTING AND KPIS FOR PHASE-OUT AND FOLLOW-UP
COMMISSIONING AND CORPORATE POLICY FOR SUSTAINABILITY
ROLES AND RESPONSIBILITIES: CHEMICAL MANAGEMENT TEAM
CUSTOMER’S STAFF TRAINING AND SUPPLY CHAIN TRAINING

92
SUPPLY CHAIN ASSESSMENT: Due Diligence and Audit
Aware of the central role played by its supply chain in reducing the im-
pacts related to the use of hazardous chemicals in production processes, 
Pattern is constantly engaged in monitoring and evaluating the chemical 
management system implemented in its supply chain through remote 
document review and on-site assessment/audits.  
Firstly, for each incoming order from its customers, Pattern maps the 
supply chain involved in the production  of the garment, identifying the 
suppliers of raw materials entering the company and their process sub-
contractors, and assigning the relevant chemical risk class to each. Once 
the supply chain has been mapped, the commitment to eliminate hazar-
dous chemicals is communicated to all actors involved in its production 
through a formal letter and engagement activities are carried out in order 
to actively involve them in the project. 
To ensure that the supply chain is increasingly transparent and certified, 
Patten’s customers are required to carry out tests to verify the quality 
and chemical compliance of the materials supplied with the standards 
indicated, which are considered an essential prerequisite for the sale and 
use of garments by the end consumer. In addition, to assess the chemi-
cal compliance of raw materials purchased and finished products sold, 
Pattern conducts periodic due diligence checks on selected items based 
on an accurate chemical risk assessment.  
Pattern performs its due diligence twice a season, four times a year, fo-
cusing 80 per cent on the raw materials received, especially fabrics and 
linings, where the chemical risk is highest, and 20 per cent on its finished 
product, i.e. the garments made
Pattern conducts
periodic due diligence checks
on selected items
based on an accurate
chemical risk assessment.

93
The following criteria are used to select the raw materials to be subjected 
to due diligence testing and the types of chemical tests to be performed:
1.	 All tests that the supplier carries out both in order to be able to ship 
(mandatory test) and to perform its own risk analysis (due diligence 
test) according to the ZDHC protocol are evaluated and entered into a 
grid
2.	Supplier mapping is considered and the most important items are 
selected in terms of purchase volume/value and supplier rating in 
terms of chemical management
3.	Tests from the previous season or year are reviewed if they are conti-
nuous items to assess whether the test had already been performed 
and whether the result was pass or fail. Normally, tests of continuous 
items are not carried out the following year if the previous year’s tests 
were pass.
4.	The technical data sheets of articles are analysed, noting the compo-
sition of the raw material, the processes involved in its manufacture 
and any product certifications in order to attribute the chemical risk 
associated with its manufacture
5.	20 cm of each fabric is taken from the production stock to inspect 
the fabric, note its physical characteristics and assign a chemical test 
protocol using the appropriate PRSL to qualify each type of material
For the due diligence of the finished product, models already in the 
industrialisation phase are analysed and models are selected for due 
diligence testing according to the following selection criteria:
	¬ Models which, following receipt of raw materials, have undergone 
sub-processing beyond simple assembly and sewing (e.g. washing or 
garment dyeing, embroidery, prints, etc.)
	¬ Models that include a variety of materials considered hazardous (metal 
accessories, rubber or leather patches, fabric mixes with nylon, polyu-
rethane, leather, dyed or printed fabrics).
The evaluation of the supply chain through auditing and due diligence 
testing also aims to support the Chemical Manager in identifying the cau-
ses of any product/process non-conformities and to develop corrective 
action plans to improve the chemical management system internally and 
at its suppliers and subcontractors. As a last resort, only in the case of 
repeated non-conformities and/or lack of cooperation and willingness 
on the part of the supplier to improve its chemical management system 
will Pattern consider a phase-out of the supplier.
Pattern was able to assess 85% of its suppliers in 2021 through audits 
with PPT (Partner Progress Tool), many of whom improved their 2020 
rating from Red to Bronze or Silver. 84% of its suppliers, in terms of pur-
chasing volume, achieved a high level of implementation of the chemical 
management system from Bronze to Gold, while only 1% were unsatisfac-
tory, staying at the Amber level.essere non soddisfacente, attestandosi 
al livello Amber.
GOLD
█
BRONZE █
SILVER
█
AMBER
█
GREEN █
RED
█
32%
23%
29%
SUPPLY CHAIN PERFORMANCE
1

94
TRAINING: Indoor and Outdoor
A key element in ensuring the proper implementation of the chemical 
management system and its continuous improvement is the focus on 
training, to be carried out both internally and externally to its upstream 
and downstream supply chain. 
To this end, the Chemical Manager of each Pattern Group site keeps 
up-to-date on Chemical Management topics by attending specific cours-
es offered by ZDHC and ZDHC-accredited training providers (Process 
Factory, UL and others). Once the Chemical Manager has been trained 
and certified, he or she must in turn plan training activities for internal 
company resources using the materials provided by ZDHC and tailor the 
content of the training to the different teams involved in the purchasing, 
production, product development, logistics and management processes. 
Pattern organises its own trainings for each of its locations at least once a 
year and whenever it is necessary to instruct internal staff on any changes 
to the MRSL, PRSL and operating methods; these are always documented 
by means of a register showing the subject of the training, the date of the 
meeting, the attendance list with the signatures of the participants and 
the materials used for the training. Pattern also carries out on-boarding 
activities to involve suppliers and subcontractors included in the scope 
of its chemical management system and verifies, during assessments/
audits of its suppliers, that Chemical Management training has actually 
been carried out by its suppliers for internal personnel.
The purpose of training activities is to create trained personnel capable 
of recognising the risks and dangers associated with the use of chemicals 
in production processes and to consequently reduce the rate of accidents 
and product/process non-conformities. Furthermore, training is neces-
sary to inform and raise the awareness of supply chain partners about 
the possibilities offered by responsible chemical management.
TRANSPARENCY AND COLLABORATION
The realisation of an effective chemical management system within the 
textile-clothing-fashion supply chain cannot disregard two key elements: 
transparency in data sharing and collaboration in the achievement of 
common goals to reduce hazardous chemicals within the supply chain’s 
production processes.
Transparent information sharing on the platforms provided by ZDHC 
simplifies and streamlines several control procedures on input chemicals 
and output wastewater, respectively, through sharing on the Gateway 
of InCheck and ClearStream, and on the chemical management process 
through evaluation via the Supplier to Zero platform.
As we have seen, the use of a common protocol, guidelines and unified 
tools within the supply chain is of paramount importance to achieve 
shared and measurable environmental impact reduction goals. A 
broad collaboration allows a greater positive impact: a constant 
dialogue between the different actors in the supply chain allows the 
implementation of best practices in chemical management. This point 
is all the more important downstream in the supply chain, where 
collaboration between brands and vendors is reflected with some weight 
on upstream supply chain actors, such as suppliers, sub-suppliers and 
chemical manufacturers, bringing a considerable impact on the entire 
sector. Therefore, a concrete commitment is needed from all supply chain 
members, whose involvement is achieved by providing opportunities 
for discussion, training and organising working groups to involve the 
different companies. 
One of the results of the collaboration of the supply chain was the 
creation of a Chemical Management Community that brings together all 
vendors with common goals from a chemical point of view in order to 
pursue the following goals:
	¬ Facilitating the sharing of common tools, ideas and issues;
	¬ Organise meetings and round tables between all vendors to stimulate 
the development of new projects, agree on a calendar of joint visits and 
participate in forums and trainings organised by the customer or exter-
nal bodies (such as ZDHC or its certified training providers like Process 
Factory or UL);
	¬ Identify specific skills or topics in which a Chemical Manager can beco-
me the ‘Champion’ and thus be a point of reference for the community 
with regard to that particular content;
	¬ Operating with the same methodologies on many suppliers and subcon-
tractors in common, teaming up to support the upstream supply chain; 
	¬ Produce a common action plan at the end of each meeting outlining the 
problems encountered to be presented to the brands, and presenting 
a set of corrective actions to be implemented or areas to be improved 
within set deadlines.

95
CONTINUOUS IMPROVEMENT
The chemical management system, like any business process manage-
ment system, adopts the PDCA cycle of continuous improvement (plan, 
do, check, act). 
Thus, once the internal and outsourced business processes have been 
mapped and the risks and opportunities for improvement identified, 
the Chemical Management Team plans the actions to be carried out and 
all the necessary interventions to achieve the set objectives. In order to 
implement the planned actions, roles and responsibilities are defined 
through the establishment of standard operating procedures and staff 
are trained on the new operating methods.
When the management system is up and running, it is necessary to check 
that the implemented activities have led to the achievement of the set 
targets within the set deadlines. To this end, Pattern has scheduled an 
annual review of its chemical management system, conducted through 
self-assessment by the Chemical Management Team as well as custo-
mer audits. In this way, it is possible to identify outstanding activities, 
operating methods that are inconsistent with the most recent changes in 
regulations, brand requirements and within the supply chain, and above 
all, to identify critical points in the management system and areas for 
improvement and to define the corrective action plan accordingly. 
The results of internal and external auditing activities are then examined 
together with the Management, with whom the corrective actions to be 
implemented and the human and economic resources to be allocated to 
achieve the set objectives are decided.
This leads to a re-planning of the chemical management system and its 
new, more high-performance application. The cyclical nature of this pro-
cess makes the CMS a living document in continuous development to 
meet the latest sustainable development needs. 
Below are the targets Pattern has set itself to achieve by 2023:
	¬ Implementation of an integrated Group management system: quality, 
environment, health and safety.  
	¬ Improving chemical management practices by adopting the tools and 
guidelines offered by the ZDHC Supplier to Zero platform
	¬ Achievement of Progressive Level at ZDHC Supplier to Zero through 
self-assessment of its chemical management system and document 
review by ZDHC
	¬ Appointment of a Water Manager to raise awareness among suppliers 
and subcontractors of the risks and opportunities associated with water 
availability and quality, guiding them in the implementation of best wa-
ter management practices.
	¬ COMPARISON WITH 
OBJECTIVES
	¬ PERFORMANCE MONITORING
	¬ SYSTEMATISE 
	¬ STANDARDIZATION 
	¬ CONSOLIDATION 
	¬ PREPARATION OF THE NEXT 
STAGE OF THE PLAN
	¬ PREPARATION
	¬  APPLICATION 
	¬ AUDITING
	¬ PROBLEM/OBJECTIVE DEFINITION 
	¬ PLANNING 
	¬ OBSERVATION AND ANALYSIS
	¬ REAL CAUSES ISOLATION 
	¬ CORRECTIVE ACTIONS DEFINITION
ACT
CHECK
PLAN
DO
A
C
P
D

96
TOWARDS A CIRCULAR ECONOMY: 
GREEN LINE PROJECT
The European Green Deal, an action plan to facilitate the EU’s transition 
to a circular and climate-neutral economy by 2050, has set 1 January 2025 
as the deadline to reach the textile waste recycling target in all member 
states. Italy brought forward the achievement of this target by three ye-
ars, setting 1 January 2022 as the starting date for separate collection of 
textile waste. 
Pattern has always been attentive to the issue of waste, an example of 
which is the investment made in 3D technology, seen first and foremost 
as an opportunity for sustainability. In fact, thanks to the 3D simulation 
of prototypes, placements or positioning of prints, it allows the number 
of physical garments produced to be reduced to a minimum. Moreover, 
already from 2019, Pattern will allocate all its fabric leftovers to the com-
pany Greenline, an exceptional Italian partner for collecting, sorting and 
sending pre-consumer textile waste/waste for recovery. Thanks to its 
consolidated experience since the 1970s, Greenline is able to accurately 
select the materials to be sent for recovery, which will be destined for 
companies that deal with their recycling into secondary raw materials for 
the textile industry but also for other supply chains, for example for the 
automotive industry or to make padding and soundproofing materials. In 
2021, Pattern diverted as much as 14517.643 mt of remnant textiles from 
landfill and incineration.
As of December 2021, Pattern has also started to implement a system 
for the separate collection of textile waste, adapting the process of its 
management to the needs of the Group’s different production realities. 
Specifically, as from January 2022, Pattern will manage textile waste in 
the same way as it has done up to now with leftovers, conferring to the 
company Greenline srl the waste from the internal cutting of Turin and 
Spello and the leftover yarns and pickled cloth from Correggio. 
Greenline will carefully select the materials to be sent for recovery, di-
stinguishing them by type and quality and classifying them by colour, 
fineness and composition. In particular, wool fibres and cashmere will 
be destined to the Reverso™ Spinning Mill, which will reconvert them 
into regenerated yarns, fabrics and fashion accessories, while cotton fi-
bres will be used in the automotive sector to create soundproofing felts. 
The take-back request by Greenline will be followed by the issuance of 
a QRCODE, via a Blockchain POC, which will allow the materials to be 
tracked through all collection, sorting and recovery operations so as to 
ensure complete traceability, as well as transparency and verifiability of 
data. 
By 2022, Pattern will extend the same textile waste management system 
to the third-party workshops with which it collaborates, thus committing 
itself to the creation of a circular economy system that allows, through 
the regeneration of textile waste, the extension of its life cycle from waste 
to added value.

97
POC BLOCKCHAIN FOR SCRAP MANAGEMENT
As part of the textile waste recycling project in cooperation with Greenline, 
Pattern realised a POC (Proof of Concept) with the aim of assessing the 
potential of blockchain technology applied to the project context.
It is an application developed in prototype form to manage the entire waste 
management process produced at Pattern and at the third-party laboratories 
with which Pattern collaborates: from the collection of waste, to its dispatch 
to Greenline, through to the sorting and recovery phase. 
This is a supply chain project, as it will allow Pattern, the external laboratories 
and Greenline to collaborate in the management of the entire process, 
registering their own information in blockchain. This system enables the 
certification of all declared information, which is thus unchangeable and 
traceable, and provides the possibility of disseminating it thanks to a ‘story 
telling’ accessible via a QR-code or a link. 
RECYCLING
CSS PROCESSES THE BATCH 
AND DIVIDES THE MATERIAL BY TYPE
THE SYSTEM NOTARIZES THE COMPLETION 
OF RECYCLING ON BLOCKCHAIN
THE “FACTTELLING” IS UPDATED 
FOR COMMUNICATION
PROVISION
THE LABORATORY 
GENERATES CONFERRAL EVENT
CSS OPERATES THE WASTE COLLECTION 
C/O LABORATORY
TRANSPORT TO CSS
CSS WEIGHS AND TAKES CHARGE 
OF THE SCRAP MATERIAL
CSS COMMUNICATES/RECORDS 
QUANTITIES AND PHOTOS VIA MOBILE

98
ESEMPLARE
MISSION, VISION & VALUES
ESEMPLARE was born and developed with a strong and clear identity: 
outerwear lines for men and women that combine the most advanced 
technologies and attention to the theme of environmental sustainability 
with an essential style, characterised by the iconic inverted Y construction 
of the yoke. The ESEMPLARE collections, the result of continuous 
research and experimentation, are designed, engineered and developed 
exclusively in Italy.
The values of sustainability characterise not only the finished product, 
but also animate all our employees and are applied in our daily work. The 
entire brand policy and its propensity for a concrete revolution of current 
strategies in the fashion world, in favour of environmentally sustainable 
practices, can be described by the following principles applied by 
ESEMPLARE.
	¬ Sustainable design: we are inspired by the concepts of modularity, 
versatility and adaptability and develop garments that can be 
continuously updated, are durable and repairable.
	¬ Research and development: ‘Innovation for re-generation’ is the 
direction that guides us into the ESEMPLARE future. We study, develop 
and engineer new technologies, materials and fabrics that guarantee 
high performance, without drawing on virgin raw materials.
	¬ Production: we use a certified supply chain of partners who respectfully 
share our approach and ethics.
	¬ Sourcing: we use only Italian and eco-friendly fabrics, combining 
tradition and innovation.
	¬ Recycling and regeneration: our aim is to ‘do more and better with 
less’. We control and reduce waste. We utilise, regenerate and recycle 
materials used in the production process, giving value back to waste.
	¬ Energy efficiency: we employ renewable and certified energy sources, 
taking care to use them efficiently and minimise waste.
	¬ Water efficiency: our waste water treatment plants are carefully 
designed. In addition, we carry out thorough process controls and 
chemical management, following standards that go beyond legal 
requirements, to minimise chemical, physical and biological pollutants.
	¬ Employee training: we want to raise the level of awareness of our 
employees to ensure that the available resources are always used with 
care and awareness.
The objectives and ways in which ESEMPLARE aims to be sustainable 
are in line with those of Pattern, from which it inherits SA8000 Social 
Accountability certification and adaptation to the international ZDHC 
protocol; it also shares with Pattern the same Chemical Management 
System for the company’s chemical management.
Responsible decisions are made on every aspect, starting with the design 
of company facilities and infrastructure.
However, the commitment to sustainability is not only focused on 
infrastructure, but also on the search for new ecological materials: 
since 2015, ESEMPLARE has abandoned the use of fur and goose down 
from its new collections, and in order to make up for the technological 
needs of these materials, it has recently developed a new padding called 
Thermore Ecodown; this material composed of 100% recycled fibre 
allows the reuse of 10 plastic bottles for the production of each garment. 
Naturally, the material of the garment exposed to the weather is also 
made of environmentally friendly material, a nylon re- pet also obtained 
by recycling common PET bottles.
Finally, ESEMPLARE continued its commitment from previous years in the 
third macro-area identifiable in the context of sustainability: the circular 
economy. 
In the graphs below, Esemplare collected data on the collections 
designed and produced in 2021. In order to measure the sustainability 
of the garments produced, more attention was paid to the fabric, 
dividing the collections between garments made from synthetic fabrics 
(polyester, polyamide, etc.) and garments made from fabrics of natural 
origin (viscose, cotton, wool, etc.).
The main focus was then on the characteristics of the fabrics used, as well 
as the certifications awarded. 
As far as synthetic fabrics are concerned, therefore, it was decided to delve 
into this category by dividing them into GRS (Global Recycle Standard) 
certified recycled fabrics and synthetic fabrics that are not recycled but 
have other product or process certifications, such as Sensitive® fabric, 
made of polyamide, which is OEKO-TEX Standard certified.
As far as fabrics of natural origin are concerned, it was decided to 
research further by dividing between natural fabrics with certifications, 
as is the case with Scuba, an FSC-certified viscose jersey, or GOTS (Global 
Organic Textile Standard) certified cottons, and between fabrics that do 
not have specific material certifications.
If there are no particular certifications related to the fabrics used, 
Esemplare always endeavours to work with suppliers who are Italian 
and have certifications at least on their processes. This is a minimum 
requirement for the selection of suppliers and fabrics to be used in the 
collection.

99
█ GARMENTS WITH CERTIFIED FABRICS__█ GARMENTS WITHOUTH CERTIFIED FABRICS
10,7%
89,3%
█ GARMENTS WITH RECYCLED SYNTHETIC FABRIC 
_█ GARMENTS WITH SYNTHETIC FABRICS WITH OTHER CERTIFICATIONS
50%
50%
█ GARMENTS WITH CERTIFIED NATURAL FABRICS 
_█ GARMENTS WITH NATURAL FABRICS WITHOUT CERTIFICATION
37,5%
62,5%
█ GARMENTS WITH SYNTHETIC FABRICS__█ GARMENTS WITH NATURAL FABRICS
41,9%
57,1%
AUTUMN/WINTER 2021
SPRING/SUMMER 2021
█ GARMENTS WITH CERTIFIED FABRICS__█ GARMENTS WITHOUTH CERTIFIED FABRICS
22,2%
77,8%
█ GARMENTS WITH SYNTHETIC FABRICS__█ GARMENTS WITH NATURAL FABRICS
50%
50%
█ GARMENTS WITH RECYCLED SYNTHETIC FABRIC 
_█ GARMENTS WITH SYNTHETIC FABRICS WITH OTHER CERTIFICATIONS
█ GARMENTS WITH SYNTHETIC FABRICS WITHOUT CERTIFICATIONS
56%
44%
█ GARMENTS WITH CERTIFIED NATURAL FABRICS 
_█ GARMENTS WITH NATURAL FABRICS WITHOUT CERTIFICATION
100%
0%

100
ESEMPLARE INAUGURATES THE FIRST SINGLE-BRAND 
WITHIN GREEN PEA
In December 2020, ESEMPLARE will inaugurate its first single-brand 
store within Green Pea, a Green Retail Park dedicated to the theme of 
Sustainability.
ESEMPLARE, a unique brand for its combination of a truly sustainable 
approach and thinking and a high-performance urban product, fits 
perfectly into the founding concept of Green Pea: consuming in harmony 
with Nature and, at the same time, producing according to the principles 
of beauty and originality of Made in Italy.
Perfectly integrated into Green Pea’s architecture, modern and 
sustainable in every detail, the ESEMPLARE store, 54m² located on the 
second floor, is designed as an open space that breathes and allows 
people to breathe.
Inside the store, in fact, ESEMPLARE presents Stefano Mancuso and 
PNAT’s project ‘The Air Factory’, an indoor greenhouse with an innovative 
air purification system through plants. Thanks to its technology, the Air 
Factory utilises and enhances the ability of plants to effectively absorb 
and degrade air pollutants.
“We believe that the opening of Green Pea, at this time of great change, is an 
example of courage for all entrepreneurs in Turin and Italy. As an Italian and 
Turin-based brand, we are proud to be part of it and to inaugurate our first 
single-brand store in this very context.”
Fulvio Botto and Francesco Martorella

101

102
GLOSSARY
SUSTAINABLE MANUFACTURING
Sustainable Manufacturing
TRACK & TRACE PROCEDURE
Procedure for researching the risk and 
tracing its causes
ZDHC (Zero Discharge Hazardous 
Chemicals)
Protocol to reduce the release of 
hazardous chemicals into the environ-
ment to zero
RCA (Root Cause Analysis)
Analysis of possible causes of 
chemical risks
MRSL (Material Restricted Sustan-
ces List)
List of chemicals subject to restrictions 
in chemical formulations
CHEMICAL INVENTORY
Chemical Inventory
PRSL (Product Restricted Sustances 
List)
List of chemicals subject to restrictions 
in the finished product
CHEMICAL MODULE
Chemical Module
PPT (Partner Progress Tool)
Partner (supplier, sub-supplier) 
progress evaluation tool
ZDHC GATEWAY
ZDHC’s ‘Gateway’ platform ensuring 
clean input and output flow
KPIs (Key Performance Indicators)
Key Performance Indicators (27 KPIs 
in the PPT)
CHEM CHECK
Guarantee of controlled and clean 
product
LETTER OF COMMITMENT
Letter of Commitment
IN CHECK
Guaranteed controlled and clean 
inlet flow
CMS (Chemical Management 
System)
Chemical Management System
WASTEWATER GUIDELINES
Wastewater Guidelines
DD RM (Due Diligence Raw 
Materials)
Structured testing programme to be 
carried out on raw materials
WASTEWATER MODULE
Waste water module
DD FG (Due Diligence Finished 
Goods)
Structured test programme to be 
carried out on finished garments
CLEARSTREAM
Ensuring controlled and clean 
wastewater
INPUT
Input flow
TRAINING ACADEMY
Training Academy
PROCESS
Production process
HR MANAGER (Human Resources)
Human Resources Manager
OUTPUT
Output flow
CRS MANAGER (Corporate Social 
Responsibility)
Company Social Responsibility 
Manager

103
METHODOLOGY
Pattern has been drawing up a Sustainability Report annually since 2015 
to communicate to its stakeholders the path it has taken on sustainability 
issues. The new Sustainability Report 2021 is addressed to Pattern Group 
stakeholders with the aim of providing evidence of the actions taken 
towards the Group’s sustainability objectives. This document is a non-fi-
nancial statement and has been prepared pursuant to Legislative Decree 
254/16, in accordance with the Sustainability Reporting Standards - in 
accordance Core - published by the Global Reporting Initiative (GRI). 
The GRI Standards are also flanked by the GRI G4 Guidelines. The GRI 
Guidelines represent the most widely used and internationally reco-
gnised standard for non-financial reporting to date. The document has 
been prepared taking into consideration sustainability issues deemed 
significant for the Group and its stakeholders. The Report discloses the 
information that best describes the Group’s activities relating to the 
financial year 31 December 2021, in relation to environmental, social, 
personnel-related, respect for human rights, and the fight against active 
and passive corruption indicated by Legislative Decree 254/2016. The 
information given concerning previous years is included for comparative 
purposes in order to allow an assessment of the Group’s dynamic per-
formance. Pattern has also been applying Legislative Decree 231 since 
October 2021 and has a supervisory body appointed accordingly.
Pattern has been drawing up a 
Sustainability Report annually since 2015 
to communicate to its stakeholders the 
path it has taken on sustainability issues.

104
GRI CONTENT INDEX
1.	 GRI 102: GENERAL INFORMATION 
102-1 Name of organisation 
102-2 Activities, brands, products and services 
102-3 Location of head office 
102-4 Location of activities 
102-5 Ownership and legal form 
102-6 Markets served 
102-7 Size of the organisation 
102-8 Information on employees and other workers 
102-9 Supply chain 
102-10 Significant changes to the organisation and its supply chain 
102-11 Precautionary Principle 
102-12 External Initiatives 
102-13 Membership of associations
2.	STRATEGY  
102-14 Statement by a senior manager 
3.	ETHICS AND INTEGRITY 
102-16 Values, principles, standards and norms of behaviour 
102-17 Mechanisms for obtaining suggestions and advice on ethical 
issues
4.	GOVERNANCE   
102-18 Governance Structure 
102-19 Delegation of authority 
102-20 Responsibility at executive level for economic, environmental 
and social issues 
102-22 Composition of the highest governing body and its 
committees 
102-23 President of the highest governing body 
102-24 Appointment and selection of the highest governing body 
102-26 Role of the highest governing body in setting goals, values 
and strategies 
102-27 Collective knowledge of the highest governing body  
102-28 Performance evaluation of the highest governing body 
102-30 Effectiveness of risk management processes 
102-31 Review of economic, environmental and social issues 
102-32 Role of the highest governing body in sustainability reporting 
102-33 Communication of criticalities 
102-35 Remuneration policies
5.	STAKEHOLDER INVOLVEMENT 
102-40 List of stakeholder groups 
102-42 Identification and selection of stakeholders
6.	REPORTING PRACTICES 
102-46 Definition of report content and topic perimeters 
102-47 List of material topics 
102-48 Review of information 
102-50 Reporting Period 
102-51 Date of most recent report 
102-52 Reporting Periodicity 
102-53 Contact for enquiries regarding the report 
102-54 Statement on reporting in accordance with the GRI Standard  
102-55 GRI Content Index
ENVIRONMENTAL PERFORMANCE
7.	 RAW MATERIALS 
301-2 Use of recycled raw materials
8.	 ENERGY 
302-1 Energy consumption within the organisation 
302-2 Energy consumption outside the organisation
9.	 EMISSIONS 
305-1 Direct emissions (Scope 1) 
305-2 Indirect emissions (Scope 2) 
305-3 Other indirect emissions
10.	WASTE 
306-3 Generation of waste 
306-5 Waste for Disposal
11.	ENVIRONMENTAL ASSESSMENT OF SUPPLIERS 
308-1 New suppliers selected using environmental criteria
SOCIAL PERFORMANCE
12.	EMPLOYMENT 
401-1 New recruitments and employee turnover
13.	TRAINING AND EDUCATION 
404-1 Average training hours per employee in one year
14.	DIVERSITY AND EQUAL OPPORTUNITIES 
405-1 Diversity in the body of governance and employees
15.	FREEDOM OF ASSOCIATION 
407-1 Freedom of association and collective bargaining

105
Thanks for 
having spent your time
reading this report.

106
To ask for any clarification with regard
to the Social Responsibility policies of Pattern S.p.A.
and to the information contained in the Sustainability Report
please write to the following e-mail address: pattern@pattern.it
 
100% RECYCLED PAPER
PATTERN Spa     
Via Italia, 6/A    
10093 Collegno (TORINO) Italy 
Contact: +39 011 4531597     
pattern@pattern.it    
www.pattern.it
Printed on

107

108