S u s t a i n a b i l i t y  R e p o r t  2 0 2 2 
PLANETARY HEALTH

3
SUMMARY
1	
Introduction
1.1	
Letter to stakeholders	
1.2	
Highlights 2022
1.3	
HMC Group in brief
1.4	
Fairs and events
1.5	
Our impact and commitment to sustainability
2	
Curing responsibility
2.1	
Compliance, ethics and values
2.2	
Our value chain	
2.3	
Ensuring quality, health and safety
3	
For the wellbeing of our people
3.1	
Overview of collaborations
3.2	
Wellbeing
3.3	
Diversity and equal opportunities
3.4	
Keeping people healthy and safe
4	
For the health of our planet
4.1	
Our approach
4.2	
Our consumption
5	
HMC for the community
5.1	
Value generated and distributed
5.2	
The little pieces that help your health
5.3	
Our community projects
6 
Non-financial reporting process
6.1	
Methodology
6.2 
Identification of HMC Group’s impact areas
6.3	
Stakeholder engagement
6.4	
Analysis of materiality and prioritization
6.5	
GRI Index
6.6	
United Nations Sustainable Development Goals (SDGs)
7	
Appendix data 
	
Business organizations
	
Economic data
	
Social data
	
Environmental
5
7
8
9
10
16
23
24
26
32
35
38
40
42
49
51
52
54
61
62
63
66
69
70
71
74
77
80
85
87
88
90
95
104
HMC Group presents its first sustainability report in whi-
ch it recounts its journey to date, guided by its strong 
desire to always do better, through the humility of always 
questioning itself and the ambition to contribute to im-
proving its impact in the world.

We want to benefit people’s lives 
through innovative medical solutions 
that improve the health of people 
around the world
Letter to Stakeholders 
Highlights 2022
HMC Group in brief
Our impact and commitment to sustainability 
Fairs and events
1. Introduction
4
5

At HMC Group, we are committed to crea-
ting a brighter, healthier future for patien-
ts, communities and our planet.
Sustainability has been at the center of HMC Group’s 
objectives for years. At the beginning it had an emphasis on 
energy efficiency, evolving to include environmental and so-
cial issues in a more systematic way. Raising awareness of 
these concepts increased following the earthquake that hit 
Mirandola and the surrounding areas in 2012. During the re-
construction period, HMC’s priorities changed, we focused 
on industrial and energy efficiency. This represented both a 
business necessity, to create a competitive production mo-
del with low environmental impact, and a business imperati-
ve for a company with a high energy consumption like ours.
2022 was the year we embarked on our true transformation 
by fully embracing sustainability. We have understood the 
importance of acting in this direction and, starting from 
small daily gestures, contributing to improving the corpora-
te impact. 
We want to embark on a virtuous path with humility but also 
with the ambition of being able to do our part for a better 
future. We know and firmly believe that a company must lea-
ve positive footprints along its path. Therefore, in December 
2022, we proudly made a sustainability commitment, beco-
ming one of the first Benefit Companies in the biomedical 
sector. Our declared commitment focuses on four key areas.
Health - We help health.
Improving personal care, the health and well-being of patien-
ts at the time of illness and the quality of life in hospital 
facilities.
People - We help people.
Implement concrete programs that concern the well-being, 
work-life balance, home-work, travel and professional 
growth of our workers.
Community - We help the community
To be a sustainable business model along the supply chain 
by helping to give value to the wealth of internal knowledge 
and skills and of the production district, thus supporting the 
development of local communities and the reference terri-
tories.
The planet - We help earth.
Respect environmental resources by reducing and contai-
ning the environmental impact of our activity. With this, our 
first Sustainability Report, we formalize and begin our long-
term commitment and measure what has been done in past 
years. 
I would like to express thanks again to my father and all my 
collaborators. To Giuseppe, my father, for the unconditional 
trust he showed in me. It is not easy to manage a gene-
rational transition, especially when the founder himself still 
has the desire, strength and ability to lead his own company. 
To my colleagues for their work and commitment to always 
improving..
Letter to Stakeholders
1.1
Andrea Bisi
7
6

Publication of the illustrated children’s book
« The little pieces that help your health»
468,768,991 products
sold in 2022
25 years of experience 
in the medical sector
HMC Premedical becomes a 
Benefit Company
Female collaborators represent 
51% of the total in our team
Carbon reduction plan
to eliminate emissions by 2050**
100% renewable energy
consumption**
Highlights 2022
1.2
8
9

As HMC Group we want to help and improve peoples’ health by producing medical devices. We carry out this mission throu-
gh 2 business units, the first offers a “MANUFACTURING” service to the medical and pharmaceutical industries around the 
world, creating extruded, molded products and medical devices as an OEM. The other, “DEVICE” develops and produces its 
own-brand medical devices for various medical applications and distributes them to the healthcare service of various coun-
tries through direct commercial networks and international partners.
Our 25 years of experience in the biomedical sector, combined with the continuous growth in turnover, human resources and 
the range of products offered, have made us a leading production company in Italy and recognized worldwide...
HMC Premedical is located in Mi-
randola, in the heart of the Italian 
Biomedical District, financial and 
production headquarters of the HMC 
group. Thanks to its cutting-edge te-
chnologies and its competent staff, 
HMC Premedical is able to follow and 
support its customers at every stage: 
starting from study and design, up to 
the production and marketing of com-
ponents and new devices. Medicina 
Ltd (100%), hereinafter Medicina, is a 
UK company, based in Bolton. Medici-
na joined the Group in 2017 and mainly 
deals with the marketing of medical 
devices for enteral nutrition in the UK 
and in international markets, as well as 
playing an important role in the ope-
ning and development of new markets 
and new products.Vojmedical D.o,o 
(50%) is a Serbian company establi-
shed in 2010 by HMC and today held 
50% with Valmed S.r.l.(SO), which de-
als with the production and assembly 
of semi-finished products and medical 
devices which require greater use of 
manpower. Starting from 2019, impor-
tant investments have been made to 
increase the production capacity and 
professional human resources in the 
company.
Partnership Medical Ltd, in which 
HMC owns a minority stake, is a UK 
company focused on devices for dige-
stive endoscopy, in particular for the 
irrigation of endoscopes.
Forconti, a start-up based in Israel, in 
which HMC owns a minority stake. It 
is developing an innovative device to 
assist patients suffering from fecal 
incontinence to obtain a significant 
improvement in their quality of life, al-
lowing greater and direct control of the 
disorder. 
HMC Group in brief
1.3
ONCOLOGY
ENTERAL 
NUTRITION
UROLOGIY
THORACIC 
DRAINAGE
INFUSION
Mirandola (Mo), the heart of the 
Italian biomedical district.
Contract
manufacturing 
25 years of experience in the 
sector 
Production area
4.000 m2
HMC GROUP COMPANIES
MEDICAL DEVICE
FIELDS
11
10

25 YEARS OF ACTIVITY
In 2022 we crossed the important milestone of a quarter of a century of expe-
rience in the medical sector. The companies of the Group celebrated 25 years of 
activity together with their collaborators.
Fairs and event
1.4
12
13

MEDICA TRADE FAIR
14/11/2022 – 17/11/2022 DÜSSELDORF
ARAB HEALTH
24/01/2022 – 27/01/2022 DUBAI
EUROPEAN ASSOCIATION OF UROLOGY EXHIBITION
01/07/2022 – 04/07/2022 AMSTERDAM
NATIONAL CONGRESS OF THE ITALIAN SOCIETY OF UROLOGY 
15/10/2022 – 18/10/2022 RICCIONE
BAPEN ANNUAL CONFERENCE
29/11/2022 – 30/11/2022 BRIGHTON
NNNG ANNUAL CONFERENCE
11/07/2022 – 15/07/2022 LONDON
HMC and Medicina participated together as exhibitors at the International 
Medicine and Hospital Technique Fair, which includes the most important 
innovations in technologies and products in the medical world and represents 
an important moment of discussion for operators in the sector.
HMC and Medicina participated in Arab Health, a rapidly expanding fair that is 
arousing more and more interest on the world stage, comparable to MEDICA in 
Düsseldorf.
HMC Premedical was present with its own stand at the EAU Exhibition in 
Amsterdam, the largest annual congress in Europe in the urological field.
HMC Premedical took part in the 95th SIU Congress, during which the most 
current topics in urology were discussed.
Medicina participated in the annual conference of the British Association for 
Parenteral and Enteral Nutrition (BAPEN), an important meeting place on the 
subject of enteral nutrition.
Medicina attended the week of conferences organized by the National Nurses 
Nutrition Group on the subject of nutrition and nutritional support.
14
15

As a starting point on our sustainabili-
ty path, we decided to identify our sta-
keholders, i.e. the subjects - or groups 
of subjects - on whom our decisions 
and operations have an impact, and 
who vice versa exert an influence on 
our Group activities.
Below are the stakeholders who were 
involved in the engagement process:
• Our district
• ‘Manufacturing’ customers
• Banks
• Hospitals and distributors
• Shareholders
• Controlling organisations
• Collaborators
• Providers
• Natural Ecosystem
The Process
Starting from stakeholder mapping, 
we involved our key stakeholders. We 
opened a dialogue with them aimed at 
identifying the most relevant impact 
areas for HMC Group’s activity. The 
considerations of internal and exter-
nal stakeholders were collected throu-
gh online and anonymous question-
naires, structured into three different 
sections:
• Awareness of sustainability issues 
I Awareness about sustainability is 
sues; to know the degree of knowle-
dge knowledge about sustainability 
issues.
• HMC Group Impact Themes | HMC 
Group’s impact topics; to identify the 
most relevant impact areas attribu-
table to HMC Group operations;
• Sustainability and communication 
| Sustainability and communication, 
to verify awareness of the sustaina-
bility path undertaken by HMC Group 
and offer the possibility of getting in 
touch with us to collaborate on future 
projects.
The results that emerged showed that 
almost 80% of the participants were 
well informed about sustainability is-
sues and were aware of the fact that 
HMC Premedical S.p.A., part of the 
HMC Group, had become a Benefit 
Company in 2022. Furthermore, the 
stakeholders rated HMC Group with 
a score of 3.89 out of 5 in terms of 
perception of the Group with respect 
to these issues.
STAKEHOLDER ENGAGEMENT
During the first year of reporting, we 
actively engaged our key stakeholders 
in order to align our sustainability 
strategy with their needs and reque-
sts. We believe that involvement and 
commitment with those who have a 
significant impact on our business are 
fundamental elements for our suc-
cess.
Over time we have established a re-
lationship based on mutual trust and 
respect with our stakeholders, which 
has pushed us to reflect on what the 
most relevant aspects are for them, 
and to consider them as fundamental 
in our sustainable development path.
Our impact and commitment 
to sustainability
1.5
External
Stakeholder
Internal 
Stakeholders
172
Responses
in total
3,89
Yes 78%
Yes 78%
No 22%
No 22%
1
5
Supplier control bodies
Hospital manufacturing customers
Distributors agents 
Patients
Healthcare personnel 
Certification bodies
Trade associations 
Schools and universities 
District
Natural ecosystem 
Banks
Collaborators
Stakeholders
 How does the HMC 
Group compare in 
‘sustainability’ 
(1 to 5)
Did you know
HMC Premedical S.p.A. 
is a Benefit Company?
Are you familiar with the themes 
of sustainability?
16
17

IMPACT 
•	 Throughout 2022, we have identi-
fied the areas where we recognize 
we have a significant impact, fo-
cusing our efforts on what is most 
important to our stakeholders. 
These impact areas were identified 
through the analysis of the impacts 
of the sector, the best practices of 
other companies operating in the 
same sector, the corporate purpose 
of HMC Premedical Società Benefit 
S.p.A. and the evaluation conducted 
by the organisation in 2022 through 
the B Impact Assessment (BIA).
•	 HMC Group impact areas:
•	 Product safety for the customer and 
healthcare professionals
•	 Health and social wellbeing
•	 Consumption of energy and water
•	 Relationship with the local commu-
nity
•	 Sustainable business model
•	 Sustainable product innovation
•	 Promotion of sustainability
•	 Sustainable medical supply chain 
district
•	 Emissions
•	 Professional and ethical relation-
ships
•	 Waste
•	 Ethical marketing
HMC PREMEDICAL BENEFIT COMPANY
In 2022, the company HMC Premedical S.p.A., part of the HMC Group, completed the transformation into a Benefit Com-
pany, defining a series of objectives of common benefit in its corporate purpose. 
PRODUCING AND DEVELOPING WITHOUT 
NEGATIVE EXTERNAL IMPACTS
Respect environmental resources, by reducing and con-
taining the environmental impact of company activity.
PRODUCING AND DEVELOPING FOR THE 
BENEFIT OF THE COMMUNITY
Be a sustainable business model along the supply 
chain by encouraging the valorisation of internal 
knowledge and skills and those of the production 
district, supporting the development of local com-
munities and reference territories.
PRODUCT AND DEVELOP WITH ONLY POSI-
TIVE SOCIAL IMPACTS
Implement concrete programs that concern well-being, 
work-life balance, home-work travel and the professio-
nal growth of its workers.
TO PRODUCE AND DEVELOP PRODUCTS TO 
SERVE HEALTH
A commitment to improving personal care, the 
health and well-being of patients at the time of 
illness and the quality of life in hospital facilities.
health
people
community
earth
HEALTH
We help health
PEOPLE
We help people
COMMUNITY
We help community
PLANET
We help earth
                   Product safety for patients and healthcare professionals 
Health and social wellbeing 
Consumption of energy and water
Relationship with local community
Sustainable business model
Sustainable product innovatio
Promotion of sustainability
Sustainable medical supply chain district
Emissions
Professional and ethical relationships
Waste
Ethical marketing
	
	
	
	
	
	
    97
	
               31
  8
 7
 7
 7
 5
 3
 3
 3
 1
 0
The graph presents the votes attributed by 
stakeholders to the priority impact areas. 
It emerges that 92% of the impact areas 
received at least one vote, highlighting that 
the areas identified are largely in line with our 
stakeholders’ assessment.
We help
19
18

By becoming a Benefit Company, HMC 
Premedical has chosen to respect the 
highest standards of responsibility 
and transparency, giving equal weight 
to economic-financial objectives and 
those linked to social and environ-
mental impact.
 
We also measured the environmental 
and social impacts of HMC Premedi-
cal relating to the areas of governan-
ce, workers, community, environment 
and customers by undergoing the B 
Impact Assessment (BIA).
SDGS DI HMC GROUP
To consolidate our commitment to 
sustainability, we have identified the 
Sustainable Development Goals of 
the UN Agenda 2030 which we intend 
to pursue and support in the coming 
years.
62,5
BIA Score

22
23
We face the most complex challenges
in the medical sector, converting science into 
solutions to help people live better and longer
Compliance, ethics and values 
Our value chain
Ensuring quality, health and safety
2. Take care responsibly

MISSION
Starting from the wealth of knowledge and skills of our people and our territory, 
we constantly invest in technology, innovation, research and training.
We work every day to develop and produce medical components and devices 
capable of helping people improve their health and well-being.
VALUES
•	Be a reliable, recognized and loyal partner
•	Work to serve health and the healthcare system
•	Respect and value each collaborator
•	Develop the values of the territory
•	Always operate with responsability and attention while respecting the 
  environment
Compliance, ethics and values
2.1
CODES AND POLICIES
We have adopted codes and policies that allow us to protect and pursue our 
corporate values every day.
Environmental policy
Corporate Social Responsibility policy
Anti corruption policy
Worker’s health and safety policy 
Carbon reduction policy
Human right and labour standards policy
Upon hiring, 100% of employees receive training in this regard. Employees are 
required to sign to acknowledge and accept these policies, and in the event of 
training updates to acknowledge changes.
COMPLIANCE
In 2022 HMC Group did not receive any sanctions related to environmental or 
social non-compliance.
GRI 
205
24
25

12,27%
6,34%
1,79%
26,49%
15,93%
0,12%
0,86%
0,15%
24,92%
58,85%
4,73%
4,06%
1,03%
13,47%
6,19%
1,77%
11,50%
10,72%
5,18%
0,35%
7,98%
7,98%
14,79%
22,12%
57,63%
19,74%
88,40%
45,25%
42,48%
88,15%
Province of Modena
Bolton
Servizi
Province of Modena
Bolton
Rentals
Services
Freight transport
Abroad (excluding 
Italy)
Asia
Packaging 
consumables
Freight transport
Rentals
Abroad (excluding 
Italy)
Europa
Nord America
Asia
Packaging consmable
Emilia Romagna
(excluding Modena)
Nord America
Greater Manchester (Excluding 
Bolton)
Regno Unito
(Excluding Grande Manchester)
Emilia Romagna
(excluding Modena)
Greater Manchester
(ExcludingBolton)
Italy
(excluding Emilia 
Romagna)
Europa
Produttori
Italy
(excluding Emilia 
Romagna)
Regno Unito
(Excluding Greater Manchester)
Products
Purchases by geographical area HMC 
Premedical
Purchases by geographic area Medicina 
UK
Type of supply HMC Group
Suppliers by geographical area 
HMC Premedical
Suppliers by geographical area 
Medicina UK
Number of suppliers HMC Group
26
27
PROCUREMENT PRACTICES
The selection of our suppliers is ba-
sed on the desire to build partnership 
relationships based on loyalty, relia-
bility and quality.
For this reason, we are inspired by cri-
teria that go beyond compliance with 
current regulations which, depending 
on the type of supply, may concern 
the presence of environmental certifi-
cations, sustainability policies, codes 
of ethics and policies to protect hu-
man rights. Service providers are se-
lected based on geographic proximity 
and ability to create long-term part-
nerships while product suppliers are 
evaluated on the basis of their ability 
to meet our quality requirements and 
obtain scores depending on the certi-
fications they have.
In 2022, no supplier was subjected 
to an assessment based on environ-
mental and social criteria, there is no 
defined process for the Group but it is 
an activity that represents one of our 
future sustainability objectives. 
HMC Group’s supply in 2022 was mo-
stly products (89% of total suppliers 
and total purchases).
Packaging supplies represented 5% 
of the total purchases and consist of 
11% of the total suppliers.
 The supplies of transport, services 
and rentals represent less than 4% 
of supply costs, and less than 1% by 
number of suppliers.
Our value chain
2.2
GRI
308
414
204

We check for
certifications and
sustainability policies
Sustainability criteria for sup-
plier selection
We aim to create valuable part-
nerships
14,67%
0,01%
7,93%
0%
53,89%
20,17%
2,95%
9,30%
1,01%
6%
36,45%
1%
1%
3%
66,56%
7,84%
7,88%
89%
23,60%
48,28%
Province of Modena
Greater Manchester
(Excluding Bolton)
Province of Modena
Greater Manchester
(Excluding Bolton)
Abroad
(Excluding Italy)
Oceania
Rest of the world
Europa
Nord America
Europa
Abroad (Excluding 
Italy)
Oceania
Sud Africa
Rest of the world
Regno Unito
(Excluding Greater Manchester)
Emilia romagna
(Excluding Modena)
Emilia Romagna
(Excluding Modena)
Regno Unito
(Excluding Greater
Manchester)
Italy (Excluding Emilia Romagna)
Italy (Excluding Emilia Romagna)
Turnover by geographical area HMC 
Premedical
Turnover by geographical area Medicina 
UK
Customers by geogrpahical area 
HMC Premedical
Customers by geogrpahical area 
Medicina UK
29
28
CUSTOMER CATEGORIES
Our goal is to build long-term partner-
ships and ethical relationships with 
customers.
For this reason, we look for honesty, 
support and mutual trust in our custo-
mers.

57%
22%
5%
36%
2%
8%
37%
33%
PR Manufacturer
PR Manufacturer
End user
Dealers
Other
Other
End User
Dealers
Customers by turnover HMC Group
Number of customers HMC Group
products sold in 2022
Customers served in 2022
markets served by HMC Premedical
markets served by Medicina
468.768.991
1.065
49
32
ALBANIA . ALGERIA . ARGENTINA . AUSTRALIA . AUSTRIA . BAHREIN . 
BELGIUM . BOSNIA AND HERZEGOVINA . BULGARIA . CYPRUS . CZECH 
REPUBLIC. DENMARK . DOMINICAN REPUBLIC. EGYPT . ESTONIA 
. FINLAND . FRANCE . GERMANY . JORDAN . HUNGARY . IRELAND . 
ITALY . KINGDOM OF SAUDI ARABIA . KUWAIT . LATVIA . LITUANIA 
. MALAYSIA . MALTA . MEXICO . MONTENEGRO . NETHERLANDS . 
NORWAY . POLAND . PORTUGAL . ROMANIA . RUSSIA . SAN MARINO 
. SERBIA . SLOVENIA . SPAIN . SWITZERLAND . THAILAND . TUNISIA 
. TURKEY . UGANDA . UNITED ARAB EMIRATES . UNITED KINGDOM . 
USA . VIETNAM
30
Manufacturers represent the largest 
share of HMC Group’s revenue and 
22% of the total number of customers. 
This is followed by the distributors, 
who are in charge of 36% of turnover 
and represent 33% of the Group’s cu-
stomers. End users make up 5% of 
revenue and 37% of the total number 
of customers.

HMC Group has implemented a quality 
management system certified accor-
ding to the ISO 13485:2016 standard, 
which is constantly updated. Further-
more, for various families of medical 
devices, HMC Premedical has obtai-
ned CE certification according to
 Directive 93/42/EEC, and is in the pro-
cess of obtaining the Certificates in ac-
cordance with Regulation 2017/745/
EU. Finally, ‘Establishment’ registration 
with the Food and Drug Administration 
(FDA) allows us to market our medical 
devices in the United States.
Various monitoring and control activi-
ties are completed in the production 
chain for each device or component. 
Starting from the incoming inspection 
of raw materials up to the final release 
of the medical device. In order to ensu-
re compliance with the requirements of 
regulators and standards, as well as the 
quality requirements of customers and 
the market; accurate visual and dimen-
sional inspections, functional and resi-
stance tests are conducted during the 
various production phases.
Ensuring quality, health 
and safety
2.3
We plan our quality
We control our quality
We guarantee our quality
In 2022, HMC Group 
received no sanctions 
relating to negative 
impacts of products and 
services on health and 
safety
In 2022 HMC Group 
did not receive sanctions 
relating to incidents of 
non-compliance in 
terms of marketing 
and labelling
In 2022 HMC Group did not 
receive sanctions related to 
incidents of non-compliance on 
privacy violations and loss of 
customer data
GRI
416
GRI
417
GRI
418
32

34
35
The awareness of a shared mission unites our 
collaborators in working
to make a difference for patients around the world
Overview of collaborators 
Wellbeing
Diversity and equal opportunities 
Training and professional development 
Keeping people healthy and safe
3. For the well-being of our people

Thoghether
TO IMPROVE THE HEALTH 
OF PEOPLE 
AROUND THE WORLD
PEOPLE
WOMEN
EMPLOYEES 
WITH 
PERMANENT 
CONTRACTS

11,27%
5,63%
2,82%
2,82%
24,65%
49,30%
50,70%
64,08%
94,37%
94,37%
<30 yearsi
Part-time
Fixed term
Apprenticeship/
Intership
Senior Exsecutive
Manager
female
male
Intermediates
Enployees
Operators
>50 yearsi
Male 
female
30 - 50 yearsi
Permanent
Full-time
Gender
Resignations 2022
Contracts
Collaborators by contractual category HMC Group
Age
Type
People
al 31/12/2022 
Overview of collaborators
3.1
0
5
10
15
20
25
30
35
40
1
3
2
1
3
36
33
31 31
1
51%of our 
collaborators are women
 94%of 
employee contracts 
are permanent
GRI 
401
19 new employees
21 resignations
38
39
EMPLOYEE TURNOVER HMC GROUP
In 2022 there were19 hires and 21 resignations.
Intership termination ***
(***passed extracurricula internship)
Termination of ITS professional internships**
(**of which 1 passed to an apprenticeship)
Terminations of school-work alternating
 internships 
Transition of intership to apprentice*
(*professional ITS internship
0        0,5        1         1,5        2        2,5        3         3,5
SALARY RANGE
The salary range is given by the dif-
ference between the minimum salary 
and the maximum salary paid
in the company. In HMC Premedical 
this value is 3.8x, while in Medicina it 
is 4.78x.
GRI
202
Salary range HMC Premedical
Salary Range Medicina
Minimum salary
Minimum salary
Maximum salary
Maximum salary
1
1
3,8
4,78
0
0
0,5
1
1
2
1,5
3
2
4
2,5
5
3
6
3,5
4

BENEFITS PROVIDED TO COLLABORATORS
To protect the well-being and work-life 
balance of its collaborators, HMC Pre-
medical has established in its Discipli-
nary Code and Company Regulations 
the possibility for office staff to enjoy 
hourly flexibility1. In 2022 the Com-
pany also began drafting the Individual 
Agreement on agile working (smart 
working), which formalizes the possibi-
lity for collaborators to carry out smart 
working activities for a maximum of 
45 days a year (ideally, one per week). 
To carry out this activity, the Company 
has also provided its collaborators 
with the necessary digital tools.
COMPANY SALARY
All the average salaries of Medicina 
collaborators are higher than the mi-
nimum wage. At HMC Premedical, the 
average Level D salary is lower 
than the union minimum of 1% as a 
person who is currently in an apprenti-
ceship is also included, and Level D is 
the exiting level.
In 2022, to deal with the difficult global 
economic situation, HMC Premedical 
wanted to support the collaborators 
who were most affected by the crisis, 
rebalancing the Christmas vouchers 
based on an inverse proportion to 
the level of classification, with larger 
amounts for the lower levels.The treat-
ment of collaborators at Medicina is re-
gulated by the Labor standards policy, 
which formalizes the Company’s com-
mitment to respecting human rights.
The policy protects the freedom of 
association and collective bargaining 
of collaborators, as well as complian-
ce with health and safety regulations 
and the will to abstain from discrimi-
natory acts and forced or child labour. 
Rules regarding wages and salaries, 
benefits, working hours and reporting 
of complaints are outlined. Medicina 
collaborators can also have access to 
a private pension system.
.
Wellbeing
3.2
1 In compliance with the 8 working hours 
and further entry, exit and lunch break time 
limits established by the Company.
Possibility of receiving ‘TFR’ in advance and deferred over three 
For some job positions, company car and accommodation
Flexible hours for office staff
Smartworking 45 giorni all’anno
GRI 
202
GRI 
401
Average company salaries HMC Premedical
Stipendi medi aziendali Medicina
0
0
0,5
1,0
1,0
2,0
1,5
3,0
2,0
4,0
2,5
5,0
6,0
Minimum wage
Minimum wage
Average company salary
Average company salary
Director
Director
Directors
Managers
Intermediate
Employee
Level C
Level A
Level D
Level H
Level F
Level B
Level E
Level G
1
2,42
1,59
1
5,60
2,77
1,67
1,28
1
1
1
1,61
1,32
1
1,15
1,10
1,18
1,07
1
1
1
1,01
1
1
1
1
40
41

VULNERABLE CATEGORIES 
In HMC Group there are 9  collaborators belonging to vulnerable
categories, 8 who are employed on a permanent basis.
MATERNITY AND PATERNITY LEAVE
In 2022, five leaves were recorded, of 
which three were maternityand two of 
paternity leave, for a total of almost 
300 days of leave.
Diversity and equal opportunities
3.3
GRI 
405
GRI 
401
Permanent
Fixed Term
Full time
Part time
8
1
5
4
Numeber of parental 
leaves
Leave days
Return to work within 
12 mounth
Return to work after 
12 mounth
3
289
2
1
Numeber of parental 
leaves
Leave days
Return to work within 
12 mounth
Return to work after 
12 mounth
2
10
2
0
Collaborators belonging to vulnerable categories
Maternity leave
Paternity leave
42
43

PARENTAL LEAVE
EQUAL OPPORTUNITIES IN THE BOARD OF DIRECTORS
GRI 
401
GRI 
405
Numeber of parental 
leaves
Leave days
Return to work within 
12 mounth
Return to work after 
12 mounth
9
101
6
3
Parental leave
Composition of the HMC Premedical Board of Directors
Composition of the Board of Directors of Medicina
42,86%
100%
0%
0%
100%
57,14%
100%
30 - 50 years
Man
Men
Women
Women
>50 years
30-50 years
Gender
Gender
Age
Age
HMC Premedical
is managed by a board of 
directors composed of
7 councilors
 
Medicina is administered 
by a sole shareholder 
EQUAL OPPORTUNITIES AMONG COLLABORATORS 
At HMC Premedical the average mon-
thly salary of women is higher than 
that of men in two contractual 
categories and is lower than that of 
men in 6 other contractual categories.
Medicina is currently led by a female 
executive. Within the two contractual 
categories involving staff of both gen-
ders,
 it is observed that women receive a hi-
gher salary than men in one category, 
while in another category the salary is 
lower.
GRI 
405
GRI 
406
Women
Women
Men
Men
In 2022 HMC Group recorded no cases of discrimination
44
45
Average monthly salary HMC Premedical
Average monthly salary Medicina
Director
Manager
Level  C
Level  A
Employee
Level  E
Level  G
Level  B
Level  F
Level  H
1,06
1
1,11
1,17
1
1
1
1
1
1,47
1,04
1
1
1
1
1,02
1,14
1,06
1,06
1,01
0,9
0
1
2
1,1
1,2

HMC Premedical carried out a total 
of 1,862.5 hours of training in 2022, 
corresponding to approximately 15 
hours per employee, of which 566.50 
hours of internal training, 250 of va-
rious training and 1,046 hours of sa-
fety training.
The training hours in Medicina were 
927.5 in total including safety (for-
klift course, first aid course, ISOSH 
course), ISO 13485: 2016 and other 
updated courses. The hours of trai-
ning carried out by a collaborator on 
the topic of supply chain manage-
ment are excluded from the count as 
they cannot be quantified.
GRI 
404
Average 18,6 hours of training per employee
Career development plans proposed to employees 
at the time of hiring*
*relevant to HMC Premedical
Green & Lean training for reducing waste in the 
company

3,501 HOURS 
OF HEALTH AND 
SAFETY TRAINING
25 HOURS ON 
AVERAGE
OF TRAINING FOR 
COLLABORATORS
The health and safety of our collabo-
rators is a fundamental issue for us, 
and we are therefore committed to 
protecting our collaborators through 
prevention, protection and informa-
tion activities.
HMC Premedical has implemented a 
health and safety management system 
according to the provisions of Legisla-
tive Decree 81/08 which covers 100% 
of human resources. Medicina, on the 
other hand, has a health and safety po-
licy, which is continuously updated in 
accordance with Health and Safety at 
Work etc. Act 1974 and which covers 
all external employees and visitors.
The dissemination of awareness and 
information on health and safety takes 
place through email communications, 
ad hoc meetings and the Altas online 
portal, and is essential
in order to encourage the safety of col-
laborators. Another key aspect in this 
sense is the training provided annually 
on safety, first aid and fire prevention 
issues.
In 2022, a total of 5 injuries were recor-
ded at Medicina and 4 at HMC Preme-
dical, for a total of 55 working days 
of illness.
Keeping people healthy 
and safe
3.4
GRI 
403
49
48

50
51
For a healthy life we need
of a healthy planet by tackling climate change and 
doing what we can
for environmental protection
Our approach        
Our consumption
4.	 For the health of our planet

INVESTMENTS WITH A VIEW TO ENVIRONMENTAL 
SUSTAINABILITY
The earthquake that hit Emilia-Ro-
magna in 2012 marked a change of 
direction in our environmental policy. 
From this moment on, all our invest-
ments have been directed to energy 
efficiency and eco-sustainability: the 
production plants, made unusable by 
the earthquake, were rebuilt with a high 
thermal break with a view to energy 
saving. all’efficientamento energetico 
e all’ecosostenibilità: gli stabilimenti 
produttivi, resi inagibili dal terremoto, 
sono stati ricostruiti ad alto taglio ter-
mico in ottica di risparmio energetico.
SOLAR PANEL SYSTEM
A solar panel system is installed on 
the HMC Premedical production plant 
and on the remaining plants owned by 
HMC Group leased to third-party com-
panies. Thanks to which, renewable 
energy is part consumed by compa-
nies and part fed back into the grid.
REDUCTION OF OUR EMMISSIONS
We continuously monitor our emis-
sions so as to make conscious choices 
to reduce them.
HMC Premedical is continuously lo-
oking for better performing equipment 
in order to further reduce network wi-
thdrawals (even if this is 100% green), 
and constantly maps consumption, 
inputs and emissions thanks to the in-
struments installed in all factories
Medicina has also started a process 
of reducing emissions with the aim 
of reaching the zero emissions target 
in 2050. To this end, the Carbon Re-
duction Plan has been implemented, 
which provides for periodic measure-
ment of emissions Scope 1, Scope 2 
and Scope 3 and a reduction.
by 5% by 2027.
Plan, che prevede una misurazione pe-
riodica delle emissioni Scope 1, Scope 
2 e Scope 3 e una riduzione del 5% en-
tro il 2027.
Our approach
4.1
We aim to have
100% electric
production from
renewables
Solar panel system 
also on leaded buil-
dings*
Net zero emmis-
sions by 2050**
GRI
302
GRI
302
GRI
305
* relevant to HMC Premedical
** relevant to Medicina
52

SELECTION OF RAW MATERIALS
In 2022 we mainly purchased fini-
shed products (91 thousand tons at 
HMC Premedical and 145 deliveries 
at Medicina) and raw materials and 
accessories for production (13 thou-
sand tons at HMC Premedical), which 
are disposed of using the form (HMC 
Premedical) and via local recycling fa-
cilities (Medicina). To a lesser extent, 
packaging was purchased (967 tons 
purchased from HMC Premedical and 
14 deliveries to Medicina) and con-
sumables (130 tons purchased from 
HMC Premedical and 7 deliveries to 
Medicina). Of these, 5 deliveries were 
of printer cartridges, which are col-
lected by the supplier once exhausted. 
The remaining consumer goods are 
disposed of at the local recycling faci-
lity. Medicina also purchased 12 deli-
veriesof pallets, which are used for the 
warehousing and trans-portation of 
products. To reduce our environmental 
im-pact we have invested in the crea-
tion of recycled card-board packaging 
for HMC Premedical products (394 
tons of recycled materials purchased). 
We are also work-ing to create eco-su-
stainable primary packaging and to 
introduce the use of recycled plastics 
(PE and PP) for components not in 
contact with fluids.
In 2022 we also recovered 126.7 ton-
nes of production materials, including 
production plastic (54.3 tonnes), used 
mineral oils for halogen-free machi-
nery (1.4 tonnes) and recycled plastic 
for third-party use from the molding 
(71 tons).
ENERGY CONSUMPTION AND UTILITIES
In 2022 our energy consumption was 
4,652,004 kWh, 85% of which came 
from renewable sources. HMC Pre-
medical consumed 100% renewable 
energy, partly purchased (86%) and 
partly produced by the photovoltaic sy-
stem (14%) located on the production 
plant.
 
The self-production of electricity from 
solar panels was 782,810.75 kWh, 8% 
of which was injected into the grid.
Medicina instead purchased a total of 
104,533.30 kWh of energy, 48% of whi-
ch comes from renewable sources.
Our consumption
4.2
GRI
301
GRI
302
Recovery of 126.7 tonnes of production materials
Recycled cardboard packaging and investments in the creation of eco-sustainable packa-
ging
12,53%
84,49%
2,81%
0,91%
0,11%
7,87%
6,74%
1,12%
0,01%
86,43%
15,51%
81,46%
Row material and accessorise
Renewable energy purchased
Cartridges
Packaging
Consumables and spare parts
Packaging
Pellets
Stationery
Office consumables
finished products
Self produced energy
Finished products
Materials purchased HMC Premedical (kg)
Energy consumption HMC Premedical	
Materials purchased Medicina (deliveries)
Energy consumption in kWh Medicina
104.533,30
48%
Total consuption
kWh
Renevable 
origin
54
55

FOR HMC PREMEDICAL
100% of energy consumed comes from 
RENEWABLE RESOURCES
FOR HMC GROUP
85% of energy consumed comes from
RENEWABLE RESOURCES
 To safeguard our planet
thogether

GENERATION OF WASTE
General waste generated by Medici-
na in 2022 was 15 tonnes, consisting 
mostly of paper and cardboard waste 
(89%). Relative general waste at HMC 
Premedical were measured in bags 
and amounted to 3,772 bags, of which 
1,288 of paper and cardboard, 1,058 of 
plastic and 46 of organic waste.
HMC Premedical generated 125.32 
tonnes of manufacturing waste, in-
cluding paper and cardboard (30%),  
undifferentiated waste (60%) and 
plastic packaging waste (10%). The 
hazardous waste generated by HMC 
Premedical includes 1,430 kg of used 
mineral oils for machinery not contai-
ning halogens, which were recovered 
by a certified external body. Medicina 
instead disposed of 10 LED bulbs and 
50 fluorescent phosphor bulbs through 
an external certified body..
GRI
306
28,05%
10%
30,32%
1,22%
36,59%
1%
60,15%
34,15%
89%
9,53%
Plastic
Plastic
Paper/Cardboard
Organic waste
Dry not recyclable
Dry not recyclable
Undifferentiated
Paper/Cardboard
Paper/Cardboard
Plastic Packaging
Waste generation HMC Premedical	
Waste generation Medicina
Production waste HMC Premedical
WATER CONSUMPTION
Water consumption in 2022 was 918 
m3 for HMC Premedical and 540 m3 
for Medicina, spread across three
operational which consumed 142 m3, 
314 m3 and 84 m3 respectively.
ATMPOSPHERIC EMMISSIONS
HMC Premedical avoided 152.15 tons 
of CO2 through utilities in 2022.With 
the launch of the Carbon Reduction 
Plan, Medicina began to annually re-
port its Scope 1, Scope 2 and Scope 
3 emissions in 2022, with the aim of 
monitoring their progress and reaching 
Net Zero by 2050.
In 2022, Medicina emitted 1.3 tonnes 
of CO2 equivalent into the atmosphere 
via gas and heating and 20.2 tonnes of 
CO2 equivalent via electricity (Scope 
2). 
Scope 3 emissions, calculated inclu-
ding upstream and downstream tran-
sport and distribution, waste gene-
rated through operations, work trips 
and commuting of collaborators, were 
2,775.37 tonnes of CO2 equivalent.
 
Emissions
SCOPE 1
1,3 tCO2e
Emissions
SCOPE 2
20,2 tCO2e
Emissions
SCOPE 3
2.775 tCO2e
GRI
303
GRI
305
1458m3
152,2ton
Water consumed
CO2 avoided in 2022 by 
HMC Premedical users
58
59

60
61
Our work to improve patient health includes improving 
access to care.
People can live best if they have the healthcare 
resources they need
Value generated and distributed
The little pieces that help your health 
Our community projectsI
5. HMC for the community

The reclassification of the economic-fi-
nancial balance sheet to added value 
allows us to highlight the ways in whi-
ch the value generated by HMC Group 
in 2022 was returned to its stakehol-
ders.
The gross global added value ge-
nerated by HMC Group in 2022 was 
€13,673,389 of which €11,439,911 
was distributed to stakeholders in the 
form of wages and salaries, payments 
to the Public Administration and finan-
ciers, and investments in community 
projects. The remaining €2,011,465 
was reinvested in the Group.
In 2022 we published the illustrated 
book “The little pieces that help he-
alth”, which tells the little ones about 
the daily life of a biomedical company 
through a fictional story that mixes 
with reality. It is a story made of words,
images and colours, where syringes 
are trees and tubes become hiding pla-
ces for forest animals, to tell children 
the value of what we have been produ-
cing every day for 25 years.
Value generated and distributed
The little pieces that help 
health
5.1
5.2
GRI
201
67,65%
86,67%
15,47%
16,83%
0,05%
13,33%
To work
Economic value distributed
To the financiers
To the state
To the community
Economic value 
witheld
Economic value generated and distribu-
ted HMC Group
Percentage of economic value retained 
and distributed by HMC Group
62
63
Scan the QrCode and read it online!

The story of two friends: Uccellino and Vento.
The story of a place (HMC Group) where we work 
every day for human health.
The story of little pieces (medical devices) that 
reach hospitals around the world to help nurses and 
doctors improve
the health of men, women and children.

Our community projects
5.3
Organization of guided tours for ITS 
students
Active participation
to the non-profit company “We 
Care”, founded in 2022 to sup-
port the development and quality 
of life of people living
in the distric
Participation for the purchase  
of vehicles for the transport    
of sick and disabled people  
through the “Progetti del     
Cuore Società Benefit Srl”
Supporting as members of the 
Istituto Tecnico Superiore 
Biomedicale of Mirandola
Sponsorship of the Ted X event 
in Mirandola
Supporting students in the 
school-work alternation project to 
bring them closer 
to the working world
Day of sharing and celebration 
open to our collaborators 
and their families
Sponsorship of the Mirandola 
Memory Festival for a children’s 
play area 
Special collection for the 
donation ofmedical devices 
to Ukraine in collaboration 
with “Confindustria Area Emilia” 
Storage of British Legion charity 
materials for local charity, 
saving them £2,000-3,000 per 
year in storage and insurance fees

68
69
Methodology
Areas of impact of the HMC Group 
Stakeholder engagement
Materiality analysis and prioritization  
GRI Index
United Nations Sustainable Development Goals (SDGs)
6. Non-financial reporting process

Methodology
6.1
This Sustainability Report was created 
on a voluntary basis by HMC Group 
which, pursuant to Legislative Decree 
254/2016, does not fall within the ca-
tegory of large public interest entities 
required to report on their non-financial 
performances. It contains a description 
of the commitments, specific objecti-
ves and ‘ESG’ performances of HMC 
Group. All information refers to the acti-
vities of HMC Premedical Società Bene-
fit S.p.A and Medicina Limited. This is 
HMC Group’s first Sustainability Report. 
It was created in compliance (in accor-
dance) with the Global Reporting Initia-
tive (GRI) Standards 2021, an external 
and independent evaluation standard, 
for the reporting period 1 January 2022 
– 31 December 2022.
Reporting is periodic on an annual ba-
sis.
 
• Subjects included in the impact report: 
HMC Premedical Benefit Society S.p.A 
and Medicina Limited
• Date of most recent report: year 2022 
published in 2023.
At the end of the Methodology, the 
section dedicated to the approach 
adopted for the evaluations; (estima-
tes) reported are available.
For further information relating to this 
Sustainability Report, send an email to: 
sustainability@hmcgroup.it
HMC Group
Via Bosco, 1/3 – 41037 Mirandola (MO) 
Italia www.hmcgroup.it
This HMC Group Sustainability Report 
2022 was created with the technical 
and methodological support of IPLUS.
REPORTING PROCESS 
The reporting process refers to the activities necessary for the preparation of 
a sustainability report, which is a document through which a company com-
municates its performance, results and objectives in terms of environmental, 
social and environmental sustainability. economic, following globally recognized 
international reporting standards. 
The reporting process for HMC Group’s 
2022 Sustainability Report was organi-
zed into four phases:
1) Identification of HMC Group’s im-
pact areas;
2) Stakeholder engagement;
3) Materiality analysis and prioritiza-
tion;
4) Data collection and report writing.
Identification of HMC 
Group’s impact areas
6.2
Below is the table describing the im-
pact areas identified regarding HMC 
Group operations. The table provides 
their descriptionof the areas as well as 
which topics related to the GRI stan-
dard and ‘Bcorp’ certification it inclu-
des.
Area of impact
Description of the impact	   
What is included (BCorp/GRI)
Health and social 
wellbeing
Contributing to people’s health and well-being is the core 
business of HMC Group companies.
Indirect economic impacts; 
Customer privacy; 
Impact on stakeholders.
Product safety for 
customers and 
healthcare workers
Product safety is a key priority for HMC Group, especially 
considering the sector in which it operates, which may involve 
medical devices or health care products. The company is 
committed to conducting thorough assessments of potential 
risks related to its products and taking measures to minimize of 
eliminate such risks.
Security of products; Marketing 
and labelling.
Health and social 
wellbeing
HMC Group plans to conduct a corporate ‘climate’ analysis 
to assess employee well-being. At the same time, it intends 
to define its own code of ethics that reflects the fundamental 
values of the organization. In order to promote employee well-
being, HMC Group has started collaborations with local partners 
to offer exclusive discounts and benefits to its employees. These 
collaborations aim to improve the quality of life of employees 
by offering them opportunities and special services in the area. 
The company has also implemented several initiatives aimed at 
promoting a better balance between professional and personal 
life. This includes the ability to adopt smart working, allowing 
employees to work flexibly from home or other locations, as well 
as other specific benefits to promote overall well-being.
Health and safety at work; Training 
and education; 
Diversity and equal opportunities; 
Freedom of association and 
collective bargaining; 
Hiring and turnover; Professional 
development;
Worker satisfaction and 
involvement;
Diversity, equity and inclusion; 
Working conditions; Occupation. 
70
71

Relationships with 
local communities
HMC Group offre supporto attivo alle scuole professionali e 
agli istituti di formazione locali, riconoscendo l’importanza 
della formazione e dell’istruzione nella crescita della comunità. 
L’azienda si impegna a collaborare con queste istituzioni per 
favorire lo sviluppo di competenze e opportunità occupazionali 
per i giovani. Inoltre, HMC Group effettua donazioni per eventi 
ed iniziative culturali e sportive nel territorio circostante. HMC 
Group si impegna anche a partecipare attivamente e promuovere 
progetti di collaborazione con altre imprese del distretto di 
Mirandola. L’obiettivo comune è quello di lavorare insieme per 
promuovere lo sviluppo economico e sociale del territorio. 
Local community;
Donations;
Solidarity support;
Heritage protection.
Sustainable 
business model
HMC Group, also through HMC Premedical Società Benefit 
S.p.A, is committed to integrating sustainability throughout its 
business model. The Group considers the impact of its activities 
not only from a financial point of view, but also in terms of 
environmental sustainability and social responsibility.
Sustainable and renewable 
consumption models;
Sustainable infrastructure; 
Economic performance; Economic 
impact.
Sustainable product 
innovation
HMC Group is constantly committed to product and process 
innovation to make the product more sustainable and, from an 
economic point of view, more accessible to meet the needs of 
healthcare workers.
Product convenience and pricing;
Materials;
Product design and LCA.
Sustainable medical 
supply chain and 
district
HMC Group focuses on adopting sustainable practices 
throughout the entire supply chain and developing a responsible 
medical district. HMC Group is committed to promoting a 
sustainable supply chain by working in collaboration with 
suppliers to ensure the adoption of ethical practices that respect 
people and the environment.
Sustainable supply chain;
Procurement practices; 
Environmental assessment of 
suppliers;
Social evaluation of suppliers; 
Sustainable supply chain. 
Promotion of 
sustainability
HMC Group intends to promote sustainability throughout
supply chain. HMC Premedical S.p.A. is a Benefit Company and 
has joined the Modena RSI association.
Promotion of the principles of 
sustainability; Benefit corporation 
(HMC Premedical).
Ethical marketing
 HMC Group aims to improve transparency towards stakeholders, 
publishing more information on the website and social channels, 
and promoting open and participatory communication with 
employees on the economic, social and environmental 
performance of the company.
Ethics and transparency.
Consuption of enery 
and water
HMC Group has already started an efficiency improvement 
process energy and transition towards energy autonomy.
The goal is to continue to further increase capacity
of the company’s energy self-production.
Water and waste water;
Rain water;
Waste 
 In addition to the practice of separate collection for office waste, 
HMC Group is committed to responsibly managing industrial 
waste, adhering to appropriate disposal chains. Furthermore, 
the company promotes the reduction of paper use through the 
paperless project and the adoption of eco-friendly printers.
Waste and impact on biodiversity.
Emission
HMC Group carefully monitors and records own emissions 
in order to guarantee compliance with the limits imposed 
From law. As a company that emits mutagenic substances 
and carcinogenic, HMC Premedical Società Benefit S.p.A. is 
registered at the ARPA (Regional Agency for Environmental 
Protection) and conducts regular checks and sampling to ensure 
the compliance with legal limits.
Emissions management, air and
climate.
Professional and 
ethical relationships
HMC Group is committed to promoting ethical and responsible 
professional relationships. HMC Premedical Società Benefit 
S.p.A. has started the process of implementing the 231 
organizational model and the Supervisory Body (SB) starting 
from December 2022.
Anti-corruption;
Ethical business (transparency, 
privacy, corruption, bribery, 
fraud, anti-money laundering, fair 
competition, etc). 
72
73

Stakeholder engagement
6.3
Stakeholder Engagement refers to the 
activity of involving interested parties 
who play a key role in the operations 
of an organization and can influence 
its work. They can be single people 
or groups of people, private and/or 
public organizations or other entities 
not directly connected to the previous 
ones listed (e.g. environment). The 
definition of stakeholders involved the 
categorization of stakeholders internal 
or external to the company, providing 
the following information for each: 
name of the stakeholder, description 
of the stakeholder, method and fre-
quency of involvement. Once the sta-
keholders were defined, the key ones 
were identified through an analysis of 
the level of interest they have towards 
the company and the level of influen-
ce they have on the company and its 
operations.
The table shows all of HMC Group’s 
stakeholders and, for each one, a brief 
description.
Stakeholder
Description
Control’ organisa-
tions
The control bodies include the board, the supervisory body, the auditors and the auditors.
Collaboratori
Collaborators are all workers with a subordinate contract, internal to the company or under con-
tract through temporary, permanent and fixed-term agencies.
Shareholder
Shareholders are the shareholders of the company.
Providers
Those who offer a product or service. For example, service providers of analytical laboratories, 
product testing, cleaning services, maintenance, outsourcing services, product-related (techni-
cal-scientific) services as well as others related to business operations. Also included are providers 
of consultancy and certification services, professional consultants (tax, labour, legal and IT), utilitie 
providers, education providers, insurance, brokers and suppliers of product, raw materials and 
more.
Banks
Credit instituations.
Manufacturing 
clients
Manufacturing (B2B) customers are those who use HMC products as part of their products. They 
are multinational companies, partners of the company.
Hospital
End user customers, public and private hospitals, clinics. They are defined as ‘Device’ customers.
Distributors
Our distribution channels; dealers, device customers, and companies that are commercial part-
ners. They distribute the products. They are both Italian and foreign.
Agents
This category includes freelancers, distribution channels, commercial agents companies, both 
single-firm and multi-firm.
Patients
The beneficiaries of HMC products, i.e. those to whom the use of the product is directed.
Healthcare Person-
nel
The doctors, nurses and social health workers who use the products in their work operations.
Certification bodies
Certification bodies for quality systems and CE certificates, who issue certificates for  the pro-
duction and sale of the product
Loca associations
Confindustria Emilia. 
Schools and univer-
sities
Research and training institutes (ITS in the biomedical world) and those with whom the company 
has relationships and collaboration for research, school-work or professional training courses for 
young people. Higher education schools linked to Confindustria.
District
The local community, those who live in the areas surrounding the company headquarters. The 
district of Miranola, in terms of public administrations, business and communities.
Natural ecosystem   
Planet earth and the ecosystems that inhabit it. As well as consultants, bodies and agencies that 
carry out environmental analyses.
74
75

Starting from the stakeholder map-
ping carried out in the year 2022, HMC 
Group contacted its key stakeholders 
to listen to their concerns and opi-
nions, and to verify the correctness 
of the most relevant (material) impact 
areas identified previously. 
The stakeholders involved were:
• Control organisations
• Shareholders
• Collaborators
• Providers
• Manufacturing customers
• Hospitals
• Distributors
• District
• Natural ecosystem
• Banks
In order to understand the material is-
sues for the company’s stakeholders, 
the company decided to submit an 
anonymous online questionnaire to 
them. The questionnaire was sent via 
email with follow-up in view of the de-
adline for receiving responses. A copy 
of the questionnaire is shown at the 
bottom of the data appendix, in the 
“2022 Stakeholder engagement que-
stionnaire” section.
Materiality analysis and 
prioritization
6.4
HMC Group’s 2022 Sustainability Re-
port was developed on the basis of a 
materiality analysis conducted by the 
company, involving stakeholders and 
identifying the most significant areas 
of impact. The guidelines of the GRI 
Universal 3 Standard were adopted in 
the process. Through the materiality 
analysis, the impact areas previously 
identified by the company were as-
sessed and the concerns and opinions 
of the stakeholders were considered.
The result of this process is a list of 
the most relevant impact areas for 
HMC Group and its stakeholders. This 
list represents a strategic tool of gre-
at importance for the company, as it 
provides a solid basis for the definition 
and communication of sustainability 
actions, objectives and indicators.
Below are the results obtained from 
the materiality analysis process: 
Area of imapct
HMC Group
Collaboratorsi Shareholders
Control
Organisation
Average Hospital
and
Distributors
District
Banks
 Manufacturing
clients
Producers
Natural
Ecosistem Average
Health & social 
wellbeing
4,33
5,00
4,43
4,6
4,60
4,29
4,67
4,08
4,32
4,50
4,4
Product safety for 
the customer and 
healthcare 
professionals
4,53
5,00
4,71
4,7
4,93
4,86
5,00
4,83
4,71
5,00
4,9
Relations with local 
communities
4,04
4,50
4,43
4,3
3,80
4,29
4,33
3,92
4,07
3,75
4,0
Sustainable business 
model
4,01
5,00
4,29
4,4
4,20
4,43
4,67
4,17
4,20
4,00
4,3
Sustainable 
innovation
of the product
4,21
4,50
4,29
4,3
4,40
4,71
4,67
4,00
4,29
4,00
4,3
76
77

Sustainable medical 
supply chain and 
district
4,15
5,00
4,29
4,5
4,40
4,43
4,67
4,08
4,10
4,00
4,3
Promotion of sustai-
nability
4,07
4,50
4,14
4,2
4,00
4,14
4,33
3,92
4,17
4,00
4,1
Ethical marketing
3,95
4,50
3,86
4,1
3,93
3,86
4,33
3,83
4,02
3,50
3,9
Consumption of 
energy and water
4,43
5,00
4,43
4,6
4,33
4,57
4,67
4,00
4,54
5,00
4,5
Waste
4,46
5,00
4,14
4,5
4,53
4,71
4,67
4,17
4,49
5,00
4,6
Emissions
4,46
5,00
4,29
4,6
4,47
4,71
5,00
4,08
4,54
5,00
4,6
Professional and 
ethical relationships
4,09
4,50
4,14
4,2
4,33
4,14
4,67
4,33
4,29
4,25
4,3
List of impact areas
Priority assigned
Product safety for the customer and healthcare professionals
97
Health and social well-being
31
Energy and water consumption
8
Relations with local communities
7
Sustainable business model
7
Sustainable product innovation
7
Promotion of sustainability
5
Sustainable medical supply chain and district
3
Emissions
3
Professional and ethical relationships
3
Waste
1
Ethical marketing
0
DATA COLLECTION AND REPORT DRAFTING
After defining the list of impact areas 
associated with HMC Group’s activity 
and assigning them an intervention 
priority, the indicators necessary to eva-
luate environmental,social and econo-
mic performance were identified using 
the GRI Standards. The GRI Standards 
are one of the most widespread inter-
national standards for public disclosure 
of company performance. In this phase, 
•	ESTIMATES
Paragraph “Codes and policies”:
•	 Most of the companies’ policies re-
ferred to are those of Medicina Limi-
ted.
Paragraph 
“Equal 
opportunities 
amoung collaborators”:
•	 The information provided on the pay 
gap between women and men con-
cerns exclusively the contractual 
categories involving workers of both 
genders.
Paragrafo “Consumi di energia e 
utenze”:
•	 L’unità di misura è in Kwh anziché in 
Joules per convenzione aziendale;
•	 Non sono state fatte conversioni in 
Joule poiché Kwh è l’unità di misura 
più comprensibile per gli stakehol-
ders dell’azienda;
•	 I dati relativi ai consumi sono stati 
estrapolati dalle utenze e diretta-
mente dai contatori dei pannelli fo-
tovoltaici aziendali. 
Paragrafo “Consumi di acqua”:
•	 Le misurazioni sono rilevate dalle 
utenze.
Paragrafo “Valore generato e distri-
buito”:
•	 I dati economici aggregati sono stati 
ricavati utilizzando la conversione al 
tasso di cambio EUR/GBP 0,85.
quantitative and qualitative informa-
tion was collected using the indicators 
selected from the GRI Standards and 
other relevant information to communi-
cate performance. 
Subsequently, the data was analyzed 
and aggregated to draw up and publish 
the 2022 Sustainability Report.
The following principles regarding the
provision of this Report were applied 
throughout the reporting process:
• Accuracy
• Equilibrium
• Clarity
• Comparability
• Completeness
• Sustainability context
• Timeliness
• Verifiability 
•	 Verificabilità
78
79

Index GRI
6.5
Declaration of use
HMC Group ha redatto un report in conformità agli Standard GRI per il periodo 
dal 1° gennaio 2022 al 31 dicembre 2022
GRI 1 Used
GRI 1 - Fundamental Principles – 2021
GRI STANDARD/
OTHER SOURCE
INFORMATION
LOCATION
(page, explanation)
OMISSION
EXPLANATION
GRI 2: General 
information 2021
2-1 Organisation details
HMCGroup 
Via Bosco, 1/3
41037 Mirandola (MO) Italia
2-2 Entities included in the organisation’s 
sustainability reporting
HMC Premedical Società Benefit S.p.A e 
Medicina Limited.
2-3 Reference period, frequency and
contact point
Detail instered in the text              
(Report approach)
2-4 Restatement of information
Omission
 
Not applicable – no review 
of the information has 
been carried out
2-5 External guarantee 
This report is not subject to external 
assurance.
2-6 Activities, value chain and other busi-
ness relationships
Detail inserted in the text (Introduction 
and caring responsibly).
 2-7 Employee
Dettaglio inserito nel testo (Per il benes-
sere delle nostre persone)
2-8 Non-employee worked
Omissione
Information
not available
2-9 Structure and composition 
governance 
Detail inserted in the text (For the well- 
being of our people).    
2-10 Appointment and selection of the 
highest goveming body
Omission
Information
not available
2-11 Presidente del massimo organo di 
governo
Omission
Information
not available
2-12 Ruolo del massimo organo di governo 
nel controllo della gestione degli impatti
Omission
Information
not available
2-13 Delegation of responsibility for 
impact menagement
Omissionn
Information
not available
2-14 Role of the highest governing body in 
sustainability reporting
Omission
Information not
available
2-15 Conflicts of interest
There is currently no procedure
formal management and mitigation of
conflicts of interest. HMC Group is com-
mitted to promote professional relation-
ships ethical and responsible. HMC Pre-
medical Benefit Company S.p.A. started 
the model implementation process
organizational 231 and the Supervisory 
Body
(OdV) starting from December 2022. 
2-16 Communication of critical issues
HMC Group has and intends to maintain a 
formal process for communicating critical 
issues and concerns.
2-17 Collective knowledge of the highest 
governing body
Omission
Information not
available
2-18 Evaluation of the performance of the 
highest governing body
Omission
Information not
available
2-19 Rules regarding remuneration
Omission
Sensitive data  
confidentiality limits
2-20 Salary determination procedure
Omission
Sensitive data  
confidentiality limits
2-21 Annual total compensation ratio
Detail inserted in the text (Take care 
responsibly).
2-22 Declaration on sustainable develop-
ment strategy
Letter to stakeholder (Introduction).
2-23 Policy commitment
Detail inserted in the text (Take care 
responsibly).
2-24 Integration of policy commitments
Detail inserted in the text (Take care 
responsibly).
2-25 Processes aimed at remedying nega-
tive impacts
Omissione
Information not
available
2-26 Mechanisms for requesting clarifica-
tion and raising concerns
Omission
HMC Group has and in-
tends to maintain a formal 
process for requesting 
clarification and communi-
cating concerns.
80
81

2-27 Compliance with laws and regula-
tions	
-
In 2022 there were no cases of non-
   compliance with laws and regulations 
2-28 Membership in associations
HMC Group is part of Confindustria Emilia 
Area Centro.
2-29 Approach to stakeholder 
engagement
Detail inserted in the text (Introduction 
and reporting approach)
2-30 Collective agreements
All employees of HMC Company are
covered by collective bargaining
agreements.
.
GRI 3: Material topi-
cs 2021
3-1 Process for determining material 
matters
3-2 List of material topics
3-3 Management of material topics
201Economic 
performance
201-1 Economic value generated
and distributed
Economic balue generated and distribu-
ted/
Economic data
202 Presence on the 
market
202-1 Relationships between the standard 	
salary of a new hire and the local social	
miimum wage
For the wellbeing of our peope social data
203 Indirect econo-
mic impacts     
203-2 Significant indirect economic
Omission
Topics and related data 
omitted because they 
are missing, HMC Group 
is not in possession of 
relevant data to be able to 
communicate.
204 Procurement 
practices
204-1 Proportion of expenditure made to 
local suppliers
Caring responsibly
205 Anti-corruption
 205-2 Communication and training on 
anti-corruption regulations and procedures
 Caring responsibly
301 Materials
301-1 Materials used based on weight or 
volume
For the health of our Planet
/Environmental data
301-2 Recycled input materials used
For the health of our Planet
/Environmental data
301-3 Recovered products and related 
packaging materials
For the health of our Planet
/Environmental data
302 Energy
302-1 Internal energy consumption
within the organisation
For the health of our people
/social data
 302-4 Reduction of energy consumption
For the health of our people
/social data
303 Water
303-5 Water consumation
305 Emissions
 305 -1 Greenhouse gas emmissions
(GHG) direct (Scope 1)
305-2	
Greenhouse gas emisisons 
(GHG) indirect (Scope 2)
305-3	
Other greenhouse gas emmis-
sions (GHG) indirect (Scope 3)
Per la salute del nostro Pianeta
/Dati ambientali
302 Waste
306-3 Waste generated
For the health of our people
/social data
308 Environmental 
assessment of 
suppliers
 308 – New suppliers that have been 
assessed using environmental criteria
Our value chain
401 Occupation
 401-1 New hires and employee turnover
For the health of our people
/Social data
401-2 Benefits provided for employees on  
a full time, but not for employees
part-time or with a fixed-term contract
For the health of our people
/Social data
401-3 Parental leave
For the health of our people
/Social data
403 Health and sa-
fety at work
 403-1 Occupational health and safety 
management system
For the health of our people
/Social data
403-2 Hazard identification, risk asses-
sment and accident investigation
For the health of our people
/Social data
 403-3 Occupational health services
For the health of our people
/Social data
403-4 Participation and consultation of 
workers regarding health and safety pro-
grams at work and related communication
For the health of our people
/Social data
 403-5 Training of workers on health and 
safety at work
For the health of our people
/Social data
 403-6 Promoton of workers’ health
For the health of our people
/social data
82
83

3 - Health and wellness
3.4 Reduce the mortality of unpredictable diseases by a third through lifestyle
3.8 Achieve coverage of health services and insurance
8 – Decent work and eco-
nomic growth
8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and inno-
vation
8.3 Promote development-oriented policies that support productive activities, the creation of decent work, 
entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro, small and 
medium-sized enterprises
8.4 Progressively improve global resource efficiency in consumption and production until 2030
8.5 By 2030, achieve full and productive employment and decent work for all women and men, including young 
people and people with disabilities, and equal pay for work of equal value
11 - Sustainable cities and  
communities
11.4 Protect and safeguard the world’s cultural and natural heritage
12- Sustainable consump-
tion and production
12.6 Encourage companies, especially large and transnational companies, to adopt sustainable practices and 
integrate sustainability information into their regular reports
12.7 Promote public procurement practices that are sustainable, in accordance with national policies and pri-
orities
12.8 By 2030, ensure that people around the world have relevant information and awareness about sustainable 
development and lifestyles in harmony with nature, supporting developing countries to strengthen their capa-
city scientific and technological, developing and applying tools to monitor the impacts of sustainable develop-
ment for sustainable tourism, which creates jobs and promotes local culture and products,
rationalizing inefficient fossil fuel subsidies that encourage waste.
403-8 Workers covered by an occupational 
health and safety system
For the health of our people
/social data
 
403-9 Accidents at work	
For the health of our people
/social data
404 Training and 
education
404-1 Average annual training hours per
employee
For the health of our people
/social data
 404-2 Programs to upgrade employee 
skills and assist in transition
For the health of our people
/social data
405 Diveristy and
Equal opportunities
405-1 Diversity in governance bodies
and in employees
For the health of our people
/social data
405-2 Ratio of basic salary and remunera-
tion of women compared to men
For the health of our people
/social data
406 Non discrimi-
nation
406-1 Incidents of discrimination and 
corrective measures adopted
For the health of our people
/social data
413 Local commu-
nity
413-1 Operations with involvement
of the local community, evaluations of
impacts and development programs
HMC per la comunità
414 Social evalua-
tion of suppliers
414-1 New suppliers that have been 
subjected to evaluation through the use of
social criterias
Our value chain
416 Customer health 
and safety
416 -2 Episodes of non-compliance regar-
ding impacts on health and safety
of products and services
Caring responsibly
417 Marketing and 
labelling
417 -3 Cases of non-compliance regarding 
marketing communications
Caring responsibly
418 Privacy of 
clients
 418 – 1 Substantiated complaints regar-
ding violations of customer privacy and 
loss of customer data
Caring responsibly
United Nations Sustainable 
Development Goals (SDGs)
6.6
84
85

86
87
7. Appendice dati

La struttura organizzativa di HMC Premedical è rappresentata dal seguente organigramma:
La struttura organizzativa di Medicina Ltd. è rappresentata dal seguente organigramma:
BOARD
GROUP MARKETING & 
SALES DIRECTOR
MANAGING
DIRECTOR
CHIEF
FINANCIAL
OFFICIER
QA & RA 
MANAGER
QUALITY &
REGULATORY
AFFAIRS
FINANCE,
HR&IT
MANAGER
WAREHOUSE
MANAGER
CUSTOMER
SERVICES
MANAGER
FACILITIES &
PURCHASING
MANAGER
SALES &
MARKETING
DIRECTOR RoW
SALES &
MARKETING
DIRECTOR 
EMEA
SALES &
MARKETING
DIRECTOR UK
CEO
AFC&IT DEPT.
HR&LEGAL DEPT.
MARKETING
&SALES DEPT.
PLANNING
&PRODUCTION 
DEPT.
PURCHASING
MAINTENANCE
&LOGISTICS DEPT.
QA&RA DEPT.
R&D DEPT.
Organizzazioni aziendali
88
89

CONTO ECONOMICO RICLASSIFICATO A VALORE AGGIUNTO HMC PREMEDICAL
Rendiconto del valore aggiunto
31/12/2022
% sul fatturato
Vendite Lorde
€ 34.715.451
85%
Altri Ricavi
 € 1.358.251 
15%
Totale Proventi della Produzione
 € 36.073.702 
100%
Costo merci (core business)
 € 17.125.897 
55%
Costi di servizi ed altri costi d’esercizio
 € 7.451.153 
15%
Totale costi della produzione
 € 24.577.050 
70%
Valore aggiunto prodotto
 € 11.496.652 
30%
Saldo gestione straordinaria
 € 53.132 
5%
Valore aggiunto globale lordo
 € 11.443.520 
24%
Il valore aggiunto creato e distribuito da HMC Premedical è così suddiviso:
Suddivisione del valore aggiunto creato
31/12/2022
% sul fatturato
%sul valore aggiunto
Al lavoro
 € 6.286.777 
16%
66%
Stipendi e contribtuti, TFR
 € 6.251.929 
15%
64%
Investimenti in formazione
 € 17.020 
0%
0%
Compensi Agenti e Collaboratori
 € 17.829 
1%
3%
Allo Stato
 € 941.679 
0%
1%
Altre imposte
 € 941.679 
0%
1%
Ai Finanziatori
 € 2.252.939 
3%
12%
Soci per la remunerazione del capitale versato
 € 1.694.865 
2%
8%
Compensi a Soci Amministratori
 € 144.694 
0%
0%
Altri finanziatori per remunerazione finanziamenti
 € 413.380 
1%
4%
Alla Comunità
 € 5.670 
0%
0%
Iniziative sociali, attività didattiche e culturali,
 € 5.670 
0%
0%
sponsorizzazioni
 € -   
0%
0%
Valore Aggiunto Reinvestito
 € 1.956.455 
5%
20%
Ammortamenti
 € 1.956.455 
5%
20%
Accantonamento a riserva (legale e indivisibile L.59/92)
-
0%
0%
Totale
 € 11.443.520 
24%
100%
CONTO ECONOMICO RICLASSIFICATO A VALORE AGGIUNTO HMC PREMEDICAL
Rendiconto del valore aggiunto
31/12/2022
% sul fatturato
Vendite Lorde
£8.709.714
100%
Altri Ricavi
£22.126
0%
Totale Proventi della Produzione
£8.731.840
100%
Costo merci (core business)
£6.447.145
74%
Costi di servizi ed altri costi d’esercizio
£877.408
10%
Totale costi della produzione
£7.324.553
84%
Valore aggiunto prodotto
£1.407.287
16%
Saldo gestione straordinaria
-
0%
Valore aggiunto globale lordo
£1.407.287
16%
Il valore aggiunto creato e distribuito da HMC Premedical è così suddiviso:
Suddivisione del valore aggiunto creato
31/12/2022
% sul fatturato
% sul valore aggiunto
Al lavoro
£1.030.650
12%
73%
Stipendi e contribtuti, TFR
£1.024.835
12%
73%
Investimenti in formazione
£5.815
0%
0%
Compensi Agenti e Collaboratori
-
0%
0%
Allo Stato
£790.506
9%
56%
Altre imposte
£790.506
9%
56%
Ai Finanziatori
-£464.232
-5%
-33%
Soci per la remunerazione del capitale versato
-£544.034
-6%
-39%
Compensi a Soci Amministratori
£0
0%
0%
Altri finanziatori per remunerazione finanziamenti
£79.802
1%
6%
Alla Comunità
£0
0%
0%
Iniziative sociali, attività didattiche e culturali,
£0
0%
0%
Sponsorizzazioni
£0
0%
0%
Valore Aggiunto Reinvestito
£47.237
1%
3%
Ammortamenti
£47.237
1%
3%
Accantonamento a riserva (legale e indivisibile L.59/92)
£0
0%
0%
Totale
£1.404.161
16%
100%
Dati economici
90
91

PRATICHE DI APPROVVIGIONAMENTO - HMC PREMEDICAL
Area geografica
% Totale acquisti
% N. Fornitori
Provincia di Modena
12%
26%
Emilia-Romagna (esclusa Modena)
5%
15%
Italia (esclusa l’Emilia-Romagna)
58%
45%
Estero (esclusa Italia)
25%
13%
Tipologia acquisti macrocategorie
% Totale acquisti
% N. Fornitori
Prodotti finiti
93,79%
93,16%
Imballaggi
6,22%
6,84%
PRATICHE DI APPROVVIGIONAMENTO - MEDICINA
Area geografica
% Totale acquisti
% N. Fornitori
Bolton
6%
16%
Grande Manchester (Esclusa Bolton)
8%
22%
Regno Unito (esclusa Grande Manchester)
7%
42%
Europa
20%
6%
Sud America
0%
2%
Asia
59%
12%
Tipologia acquisti macrocategorie
% Totale acquisti
% N. Fornitori
Prodotti finiti
74%
12%
Trasporti
15%
10%
Imballaggi/beni di consumo
1%
13%
Servizi
6%
57%
Noleggi
4%
8%
CLIENTI - HMC PREMEDICAL
Categoria
Totale numero 
prodotti venduti
Totale numero 
clienti serviti
Plastic
439.749.707
338
Medical Device
28.951.786
265
Altro
67.220
148
Area geografica
Totale fatturato
 in euro
% fatturato
Totale numero clienti
% numero totale clienti
Provincia di Modena
5.112.598,55
14,67%
30
7,39%
Emilia-Romagna (esclusa Modena)
2.732.619,02
7,84%
32
7,88%
Italia (esclusa l’Emilia-Romagna)
8.223.608,03
23,60%
196
48,28%
Estero (esclusa Italia)
18.777.461,00
53,89%
148
36,45%
Totale
34.846.286,60
100,00%
406
100,00%
Tipologia clienti macrocategorie
Totale fatturato 
in euro
% fatturato
Totale numero clienti
% numero totale clienti
PR Manufacturer
24.172.657,97
69,37%
144
35,47%
Dealer
8.898.782,28
25,54%
131
32,27%
End User
1.585.236,41
4,55%
94
23,15%
Altro
189.609,94
0,54%
37
9,11%
Totale
34.846.286,60
100,00%
406
100,00%
92
93

CLIENTI - MEDICINA
Totale numero prodotti venduti
Totale numero clienti serviti
278
314
Area geografica
Totale fatturato in 
sterline
% fatturato
Totale numero clienti
% numero totale clienti
Bolton
0
0%
0
0%
Grande Manchester (Esclusa Bolton)
512
0,01%
1
0%
Regno Unito (esclusa Grande Manchester)
5.797.465
67%
279
89%
Europa
810.421
9%
20
6%
Sud America
88.034
1%
2
1%
Oceania
1.756.319
20%
2
1%
Resto del mondo
256.963
3%
10
3%
Totale
8.709.714
100%
314,00
100%
Tipologia clienti macrocategorie
Totale fatturato in 
sterline
% fatturato
Totale numero clienti
% numero totale clienti
PR Manufacturer
512.059
5,88%
12
3,82%
Dealer
7.038.917
80,82%
109
34,71%
End User
490.125
5,63%
171
54,46%
Altro
668.613
7,68%
22
7,01%
Totale
8.709.714
100,00%
314
100,00%
OCCUPAZIONE – HMC PREMEDICAL
Panoramica collaboratori
Categoria 
Lavoratori
Numero totale 
al 31/12/2022
Genere
Età
Anzianità 
aziendale 
media in anni
Impiego
Contratto
M
F
<30
30-50
> 50
Full-time Part-time
Indeterminato
Apprendistato 
/Stage
Determinato
Dirigenti
1
1
0
0
0
1
1,00
1
0
1
0
0
Impiegati
56
27
29
8
38
10
8,00
51
5
51
4
1
Operai
62
31
31
2
40
20
13,00
60
2
61
0
1
Intermedi
2
1
1
0
1
1
13,00
2
0
2
0
0
Totale
121
60
61
10
79
32
8,75
114
7
115
4
2
In %
100%
50%
50%
8%
65%
26%
-
94%
6%
95%
3%
2%
Turnover
Totale numero 
assunzioni 2022
Totale numero 
cessazioni 2022
Totale numero da 
stage ad 
apprendista 2022
Totale numero 
cessazioni stage 2022 
in alternaza 
scuola-lavoro
Totale numero cessa-
zioni stage professio-
nalizzante ITS 2022
Totale numero 
cessazioni stage cur-
riculare 2022
14
15
1*
2
3**
1***
* stage professionalizzante per ITS
** di cui 1 passato ad apprendistato
*** passata in Stage extracurriculare
Congedi parentali
Dati sociali
94
95

Categorie
Giorni di congedo
Uomini
Donne
Rientrati al lavoro en-
tro 12 mesi
Rientrati al lavoro oltre 
12 mesi
Congedo di maternità/ paternità
224
2
2
3
1
Congedo parentale
97
1
5
3
3
Categorie vulnerabili
Tipologia contrattuale
Totale categorie vulnerabili
Tempo Indeterminato
7
Tempo Determinato
1
Full Time
5
Part Time
3
Composizione del CDA
Nome
Cognome
Età
M/F
Andrea
Bisi
36
M
Maurizio
Esposito
55
M
Daniele
Molinaro
63
M
Ezio
Morselli
64
M
Matteo
Luppi
42
M
Alessio
Degoli
47
M
Quinto
Michelini
66
M
OCCUPAZIONE – MEDICINA
Panoramica collaboratori
Categoria 
Lavoratori
Numero totale 
al 31/12/2022
Genere
Età
Anzianità 
aziendale 
media in anni
Impiego
Contratto
M
F
<30
30-50
> 50
Full-time Part-time
Indeterminato
Apprendistato 
/Stage
Determinato
Dirigenti
1
0
1
0
1
0
8,50
1
0
1
0
0
Manager
6
3
3
1
5
0
8,50
6
0
6
0
0
Intermedi
1
1
0
0
1
0
14,50
1
0
1
0
0
Impiegati
13
6
7
5
5
3
3,50
12
1
11
0
2
Totale
21
10
11
6
12
3
8,75
20
1
19
0
2
In %
 100%
48%
52%
29%
57%
14%
- 
95%
5%
90%
0%
10%
Turnover
Totale numero assunzioni 2022
Totale numero cessazioni 2022
Totale numero da stage 
ad apprendista 2022
Totale numero cessazioni 
stage  2022
5
6
0
0
Congedi parentali
Categorie
Giorni di congedo
Uomini
Donne
Rientrati al lavoro en-
tro 12 mesi
Rientrati al lavoro oltre 
12 mesi
Congedo di maternità/ 
paternità
75
0
1
1
0
Congedo parentale
4
2
1
3
0
96
97

Categorie vulnerabili
Tipologia contrattuale
Totale categorie vulnerabili
Tempo Indeterminato
1
Tempo Determinato
0
Full Time
0
Part Time
1
Composizione del CDA
Nome
Cognome
Età
M/F
Tracey
Macdonald
49
F
RETRIBUZIONE E STIPENDI – HMC PREMEDICAL
Rapporto dello stipendio medio rispetto al minimo sindacale per categoria di dipendenti
Livello contrattuale
Minimo sindacale €
Stipendio aziendale € 
medio
Differenziale
Variazione
Quadro
2.285,58
5.530,00
2,42
142%
Livello A
2.151,00
3.421,00
1,59
59%
Livello B
2.028,90
3.268,00
1,61
61%
Livello C
2.001,84
2.640,00
1,32
32%
Livello D
1.976,23
1.952,00
0,99
-1%
Livello E
1.895,16
2.170,00
1,15
15%
Livello F
1.845,12
2.028,00
1,10
10%
Livello G
1.719,95
2.033,00
1,18
18%
Livello H
1.639,82
1.750,00
1,07
7%
Rapporto della retribuzione delle donne rispetto agli uomini
Livello contrattuale
Retribuzione media 
donne in €
Retribuzione media 
uomini in €
Differenziale
Variazione
Quadro
5.769,00
5.450,00
1,06
6%
Livello A
3.634,00
3.262,00
1,11
11%
Livello B
3.050,00
3.542,00
1,16
-14%
Livello C
2.580,00
2.688,00
1,04
-4%
Livello E
2.139,00
2.188,00
1,02
-2%
Livello F
1.960,00
2.095,00
1,07
-6%
Livello G
1.972,00
2.105,00
1,07
-6%
Livello H
1.741,00
1.766,00
1,01
-1%
Differenziale dello stipendio medio tra donne e uomini
Retribuzione media mensile donne
Retribuzione media mensile uomini
Variazione
2.755,22 €
2.566,22 €
7%
Forbice salariale
Stipendio minimo
Stipendio massimo
Differenziale
1.639,82
6.236,16
3,80
RETRIBUZIONI E STIPENDI – MEDICINA
Rapporto dello stipendio medio rispetto al minimo sindacale per categoria di dipendenti
Livello contrattuale
Minimo sindacale €
Stipendio aziendale € 
medio
Differenziale
Variazione
Dirigente
17.043,00
95.499,96
5,60
460%
Manager
17.043,00
47.269,00
2,77
177%
Intermedio
17.043,00
28.533,36
1,67
67%
Impiegato
17.043,00
21.815,00
1,28
28%
98
99

Rapporto della retribuzione delle donne rispetto agli uomini
Livello contrattuale
Retribuzione media 
donne in €
Retribuzione media 
uomini in €
Differenziale
Variazione
Manager
38.245,00
56.293,00
1,47
-47%
Impiegato
23.828,00
19.803,00
0,83
17%
Differenziale dello stipendio medio tra donne e uomini
Retribuzione media mensile donne
Retribuzione media mensile uomini
Variazione
39.393,24
26.157,34
34%
Forbice salariale
Stipendio minimo
Stipendio massimo
Differenziale
20.000,00
95.500,00
4,78
SALUTE E SICUREZZA – HMC PREMEDICAL
HMC Premedical è dotata di un sistema di gestione della salute e sicurezza sulla base delle indicazioni del Dlgs 81/08 che 
copre il 100% dei dipendenti. Le informazioni sul tema vengono comunicate periodicamente ai dipendenti tramite mail e 
riunioni.
Formazione sulla salute e sicurezza
Attivitá formative sulla 
sicurezza (sia generali 
sia specifiche)
Descrizione
Totale numero ore annuali per attività
Totale numero dipen-
denti coinvolti
Preposti
Formazione preposti
Corso in azienda di 8 ore
17
Sicurezza lavoratori
Aggiornamento sicurezza 
lavoratori - accordo stato 
regioni
N.3 edizioni in azienda di 6 ore l’uno
43
Sicurezza lavoratori
Formazione sicurezza - accor-
do stato regioni
8 ore per n. 3 persone – 16 ore per n. 1 persona
4
Primo soccorso
Aggiornamento primo soc-
corso
Corso in azienda di 4 ore
9
Antincendio
Aggiornamento antincendio
Corso in azienda di 5 ore
12
Infortuni e malattia professionale lavoratori dipendenti
Mansione
Totale uomini
Totale donne
Giorni lavorativi di malattia
Capo reparto stampaggio
0
1
8
Operatore Officina
1
0
5 ore
Magazziniere
1
0
3
Operatore controllo qualità
0
1
34
Totale
2
2
40
Servizi di medicina del lavoro 
RLS
Datore di lavoro
RSPP
Medico Competente
Si, 2 persone
Andrea bisi
Matteo Casoli/Studio RIVI 
Dott. Gianfranco Poletti - Blumedica
SALUTE E SICUREZZA – MEDICINA
HMC Premedical è dotata di un sistema di gestione della salute e sicurezza sulla base delle indicazioni del Dlgs 81/08 che 
copre il 100% dei dipendenti. Le informazioni sul tema vengono comunicate periodicamente ai dipendenti tramite mail e 
riunioni.
Formazione sulla salute e sicurezza
Attività formative sulla sicurezza (sia 
generali sia specifiche)
Descrizione
Totale numero ore annuali p
er attività
Totale numero 
dipendenti coinvolti
Tutti i dipendenti sono informati delle 
valutazioni dei rischi applicabili al loro 
ruolo e sono tenuti a comprenderle.
Implementazione e forma-
zione delle valutazioni dei 
rischi
50
21
Primo soccorso
Corsi di formazione e di 
aggiornamento esterni in 
materia di primo soccorso
70
10
Antincendio
Formazione esterna per 
addetti antincendio ogni 2-3 
anni
20
9
Antincendio
Formazione antincendio 
esterna - di base, ogni 2-3 
anni
25
21
100
101

Infortuni e malattia professionale lavoratori dipendenti
Mansione
Totale uomini
Totale donne
Giorni lavorativi di malattia
Operatore magazzino
1
0
15
Totale
1
0
15
Infortuni e malattia professionale lavoratori non dipendenti
Mansione
Totale uomini
Totale donne
Giorni lavorativi di malattia
N/A
0
0
0
Totale
0
0
0
FORMAZIONE – HMC PREMEDICAL
Formazione erogata
Tipologia di formazione
Totale dipendenti 
coinvolti
Costo aziendale in euro
Finanziamento ricevuto
Ore complessive
Training interni
N.D.
N.D.
N.D.
566,50
Formazione varia
N.D.
N.D.
N.D.
N.D.
Progetto Lean&Green
Totale dipendenti coinvolti
Costo aziendale in euro
Finanziamento ricevuto
Ore complessive
12
1.028 per noleggio sala
corso totalmente finanziato dalla 
regione
16
FORMAZIONE – MEDICINA
Formazione erogata
Tipologia di formazione
Totale dipendenti 
coinvolti
Costo aziendale in ster-
line
Finanziamento ricevuto
Ore complessive
Institute of Supply Chain 
Management - Supply 
Chain Management
1
£175
0
Completato con tempisti-
che autonome
First Aid at Work
10
£1.790
0
70
ISOSH Managing Safely
1
£375
0
14
Counter Balance
2
£675
0
14
Forklift refreshers
1
£155
0
3,5
IPAF 1 Machines
3
£480
0
21
Forklift novice
1
£410
0
7
13485:2016 regulatory 
training
1
£495
0
14
Manual Handling
2
£120
0
7
EO Sterilisation regulatory 
training
2
£900
0
28
Internal audit - regulatory 
training
120,00
0
7
120,00
ISO 13485:2016 (basic 
course) regulatory
120,00
0
7
120,00
102
103

MATERIALI - HMC PREMEDICAL
Materiali acquistati
Tipologia acquisto 
(Cancelleria/ materiale interno ecc)
Quantità acquistata in kg
Costo Totale €
Costo in %
Acquisti Materie Prime E Accessori
13.325.781,46
9.560.544,51
47,60%
Acquisti Materiali e Beni per la rivendita
91.902.960,88
9.554.375,11
47,57%
Acquisti Imballaggi
967.933,79
679.871,99
3,38%
Acquisto Materiali di Consumo e Ricambi
117.946,50
278.892,18
1,39%
Acquisti Materiale di Consumo Ufficio
13.300,00
12.840,33
0,06%
Totale
106.327.922,63
20.086.524,12
100,00%
Tipologia di materiali di produzione recuperati
Tipologia di materiali di 
produzione recuperati
Quantità in kg
Percentuale sul totale 
Plastica da produzione (recupero interno)
54.280,00
43%
Olii minerali esausti per macchinari non 
contenenti alogeni (recupero attraverso enti 
certificati esterni)
1.400,00
1%
Plastica riciclata per uso terzi proveniente 
dallo stampaggio
71.000,00
56%
Totale
126.680,00
100%
Tipologia di materiali riciclati acquistati
Tipologia di materiali riciclati acquistati
Quantità in kg
Percentuale sul totale dei 
materiali acquistati
Acquisti imballaggi
394.452,00
0,371%
MATERIALI – MEDICINA
Tipologia di materiali acquistati
Tipologia acquisto 
Quantità acquistata in kg
Costo Totale £
Costo in %
Prodotti finiti
145
5.369.368,82
99%
Imballaggi
14
20.293,12
0%
Pallets
12
34.580,00
1%
Cancelleria
2
11.259,07
0%
Cartucce
5
150,00
0%
Totale
178
5.435.651,01
100%
Tipologia di materiali di produzione recuperati
Tipologia di materiali di 
produzione recuperati
Quantità in kg
Percentuale sul totale 
N/A
N/A
N/A
Tipologia di materiali riciclati acquistati
Tipologia di materiali riciclati acquistati
Quantità in kg
Percentuale sul totale dei 
materiali acquistati
N/A
N/A
N/A
Dati ambientali
104
105

ENERGIA – HMC PREMEDICAL
Consumo di energia 2022
Sede specifica
KWh di energia ac-
quistati 
Totale energia proveniente da fonte 
rinnovabile acquistata in kWh
% 
Energia autoprodotta 
in kWh
% energia autoprodot-
ta rispetto al consumo 
totale
Via Volta - 
IT001E00043231
4.547.470,87
3.910.824,95
86%
718.175
14%
Autoproduzione di energia
Sede specifica 
Energia in eccesso venduta da autoproduzio-
ne in Kwh
Totale energia autoprodotta da fonte rinnova-
bile in Kwh
Via Volta
64.635,75
718.175
Altri stabilimenti di proprietà dati in locazione 
ad imprese terze
99.940,80
245.761
Totale 
164.576,55
963.936,00
Consumi di gas
Sede specifica
m3
% Kwh
Costo €
% Costo
Da quale fonte provie-
ne il dato?
N/A
N/A
N/A
N/A
N/A
N/A
ENERGIA – MEDICINA
Consumo di energia
Sede specifica
KWh di energia acqui-
stati 
Totale energia proveniente da 
fonte rinnovabile acquistata 
in kWh
% 
Energia autoprodotta 
in kWh
% energia autoprodot-
ta rispetto al consumo 
totale
Unit 2
29.817,80
14.312,54
29%
N/A
N/A
Unit 3
53.899,00
25.871,52
52%
N/A
N/A
Unit 4
20.816,50
9.991,92
20%
N/A
N/A
Total
104.533,30
50.175,98
100%
N/A
N/A
Consumi di gas
Sede specifica
m3
% m3
Costo £
% Costo
Da quale fonte 
proviene il dato?
Unit 2
6.605
100%
594,99
100%
Bollette
ACQUA – HMC PREMEDICAL
Consumi di acqua
Sede specifica
m3
% m3
Da quale fonte provengono i dati?
Via Volta
918
100%
Bollette
ACQUA – MEDICINA
Consumi di acqua
Sede specifica
m3
% m3
Da quale fonte provengono i dati?
Unit 2
142
26%
Bollette
Unit 3
314
58%
Bollette
Unit 4
84
16%
Bollette
Totale
540
100 %
Bollette
EMISSIONI – HMC PREMEDICAL
Scope 1 (t)
N/A
Scope 2 (t)
N/A
Scope 3 (t)
N/A
CO2 evitata attraverso le utenze (t)
152,15
106
107

EMISSIONI – MEDICINA
Scope 1 (t)
1,34
Scope 2 (t)
20,21
Scope 3 (t)
2.775,37
CO2 evitata attraverso le utenze (t)
N/A
RIFIUTI – HMC PREMEDICAL
Rifiuti generici
Plastica
Umido
Carta/Cartone
Secco non riciclabile
Totale
Quantità (sacchi)
1.058
46
1.288
1.380
3.772
%
28%
1%
34%
37%
100%
Rifiuti di produzione 
Carta/Cartone
Imballaggi
Indifferenziata
Totale
Quantità (t)
38
11,94
75,38
125,3
%
30%
10%
60%
100%
Rifiuti speciali
Tipologia rifiuto speciale
Quantità (kg)
Ente certificato per smaltimento
Olii minerali esausti per macchinari non conte-
nenti alogeni
1.430
Rifiuti destinati al recupero
RIFIUTI – MEDICINA
Rifiuti generici
Plastica
Carta/Cartone
Altro
Totale
Quantità (kg)
1.506
13.403,4
150,6
15.060
%
10%
89%
1%
100%
Rifiuti speciali
Tipologia rifiuto speciale
Quantità (unità)
Ente certificato per smaltimento
Lampadine LED
10
Neales Waste Management
Lampadine fluorescenti al fosforo
50
Neales Waste Management
Toner
N/D
N/D
108
109

DOCUMENTO 1 - QUESTIONARIO STAKEHOLDER EN-
GAGEMENT 2022 - DETTAGLIO DELLE DOMANDE PO-
STE AGLI STAKEHOLDER DURANTE IL PROCESSO DI 
STAKEHOLDER ENGAGEMENT
Consapevolezza sui temi di sostenibi-
lità | Awareness about sustainability 
issues
•	 Sei familiare con i temi di Sostenibili-
tà, Responsabilità Sociale d’Impresa, 
Sviluppo Sostenibile, CSR (Corporate 
Social Responsibility), ESG (Environ-
mental, Social, Governance), SDGs 
(Sustainable Development Goals), 
altro...? | Are you familiar with the 
topics of Sustainability, Corporate 
Social Responsibility (CSR), Sus-
tainable Development, ESG (Environ-
mental, Social, Governance), SDGs 
(Sustainable Development Goals), 
etc....?
•	 HMC Group intende essere tra le 
aziende che si distinguono nell’ap-
proccio alla sostenibilità ambientale 
e sociale. Sai che HMC Premedical 
S.p.A., parte di HMC Group, è So-
cietà Benefit? | HMC Group aims to 
be one of the companies that stand 
out in their approach to environmen-
tal and social sustainability. Did you 
know that HMC Premedical S.p.A., 
part of HMC Group, is a Benefit Cor-
poration?
Temi di impatto di HMC Group | HMC 
Group’s impact topics
•	 Quanto ritieni rilevante ognuno dei 
seguenti temi d’impatto relativa-
mente ad HMC Group e alla sua ca-
tena del valore? (1=Poco rilevante e 
5=Molto rilevante) | How relevant do 
you think each of the following im-
pact topics are in relation to HMC 
Group and its value chain? (1=Little 
relevant and 5=Very relevant)
•	 Quale tema di impatto dell’elenco 
precedente ritieni essere il più rile-
vante relativamente a HMC Group e 
alla sua catena del valore? (1 scelta) 
| Which impact topic from the previ-
ous list do you think is the most rel-
evant regarding HMC Group and its 
value chain? (1 choice)
•	 Quali altri temi di impatto, non men-
zionati nell’elenco precedente, ritieni 
rilevante aggiungere relativamente a 
HMC Group e alla sua catena del va-
lore? | What other impact topics, not 
mentioned in the list above, do you 
find it relevant to add regarding HMC 
Group and its value chain?
Sostenibilità e comunicazione | Sustai-
nability and communication
•	 Come percepisci HMC Group ri-
spetto alla sostenibilità? (1=Poco 
sostenibile e 5=Molto sostenibile) 
| How do you perceive HMC Group 
with reference to sustainability? (1= 
Little sustainable and 5=Very sus-
tainable)
•	 Per migliorare la relazione tra HMC 
Group e la categoria di stakehold-
ers che tu rappresenti, ritieni che la 
relazione debba essere: | To improve 
the relationship between HMC Group 
and the category of stakeholders 
that you represent, do you think the 
relationship should be:
•	 Quali suggerimenti relativi ad azioni 
ambientali e sociali desideri comu-
nicarci per migliorare la sostenibilità 
in HMC Group? | What suggestions 
regarding environmental and social 
actions would you like to share with 
us to improve sustainability in HMC 
Group?
•	 Sei disponibile a collaborare con 
HMC Group sul tema della sosteni-
bilità? Se sì, lasciaci il tuo contatto 
email: | Are you willing to collaborate 
with HMC Group on sustainability? 
If so, please leave us your e-mail 
adress:
DOCUMENTO 2 - OGGETTO SOCIALE DI HMC PRE-
MEDICAL SOCIETÀ BENEFIT S.P.A. PER IL BENEFICIO 
COMUNE
La società, in qualità di Società Benefit 
e ai sensi e per gli effetti dell’articolo 
1, commi da 376 a 384, della Legge 
28 dicembre 2015, n. 208, salvo sue 
successive modifiche, intende, nell’e-
sercizio delle attività economiche con 
scopo di lucro in seguito previste, per-
seguire, oltre a tale scopo, anche una o 
più finalità di beneficio comune e ope-
rare in modo responsabile, sostenibile 
e trasparente nei confronti di persone, 
comunità, territori e ambiente, beni ed 
attività culturali e sociali, enti e asso-
ciazioni e altri portatori di interesse. Il 
principio guida è la creazione di valore 
condiviso per gli stakeholder coinvolti 
lungo la filiera e nel distretto, pren-
dendo sul serio le sfide di sostenibilità 
glocali, attraverso la realizzazione del 
purpose aziendale: aiutare le persone 
a migliorare la propria salute e benes-
sere.
La società, pertanto, ha un oggetto plu-
rimo costituito da attività con scopo di 
lucro e da attività con finalità di benefi-
cio comune di seguito individuate:
110
111

Attività con scopo di lucro
[…]
Attività con finalità di beneficio comune
Nell’esercizio delle attività con scopo 
di lucro sopraindicate, la società ge-
stisce l’attività d’impresa e sviluppa i 
servizi attraverso il dialogo e il coinvol-
gimento degli stakeholder e persegue 
finalità di beneficio comune nelle se-
guenti aree:
a) Produrre e svilupparsi a servizio del-
la salute - We help health:
•	 Focalizzare le proprie risorse su: la 
cura della persona, la salute dei pa-
zienti, il benessere dei pazienti nel 
momento della malattia, la qualità di 
vita dei pazienti presso le strutture 
ospedaliere;
•	 Contribuire al miglioramento del si-
stema sanitario, garantendo igiene, 
qualità e sicurezza dei prodotti utiliz-
zati, assicurando una miglior qualità 
lavorativa agli operatori sanitari, age-
volando i processi ospedalieri e ren-
dendo accessibili economicamente i 
prodotti al maggior numero di strut-
ture sanitarie;
b) Produrre e svilupparsi solo con im-
patti sociali positivi - We help people:
•	 Realizzare programmi concreti che 
riguardino il benessere, l’equilibrio 
vita-lavoro, gli spostamenti casa-la-
voro e la crescita professionale dei 
propri lavoratori: valorizzandone i ta-
lenti attraverso la formazione tecni-
ca e trasversale, la collaborazione, il 
sostegno nella crescita professiona-
le di competenze; condividendo con 
loro la possibilità di contribuire in 
modo proattivo allo sviluppo dell’a-
zienda attraverso metodi partecipa-
tivi; costruendo un clima di lavoro 
guidato dal principio di umanità;
•	 Aumentare le competenze dei propri 
collaboratori e quelli degli attori della 
filiera e del distretto integrando com-
petenze ESG (Environment, Social, 
Governance) nelle varie professio-
nalità.
c) Produrre e svilupparsi a favore della 
comunità - We help community:
•	 Sostenere lo sviluppo delle comuni-
tà locali e dei territori di riferimento, 
attraverso: metodi partecipativi di 
ascolto e coinvolgimento, dialogo 
con le istituzioni, iniziative culturali, 
erogazioni liberali a enti no profit e 
per progetti correlati attentamente 
selezionati, destinazione di una par-
te dell’utile conseguito ad attività di 
beneficio comune;
•	 Essere un modello di impresa soste-
nibile e di società benefit nel distret-
to e lungo la filiera, diffondendo le 
proprie buone pratiche negli ambiti 
ESG, in particolare inclusione e equi-
tà di genere anche nella governance, 
non discriminazione, diritti umani, 
neutralità climatica, così da contri-
buire al continuo miglioramento del 
distretto e della filiera, supportandoli 
nella transizione verso la sostenibi-
lità;
•	 Valorizzare il patrimonio di cono-
scenze e competenze interne e del 
distretto 
produttivo, 
investendo 
costantemente in tecnologia, inno-
vazione, ricerca e formazione per 
generare beneficio comune in tutto 
il mondo;
•	 Ricercare e selezionare fornitori e 
partner di prodotti, servizi e finanzia-
ri con caratteristiche ESG, con i quali 
costruire relazioni di comunità.
d) Produrre e svilupparsi senza ester-
nalità ambientali negative – We help 
earth:
•	 Rispettare le risorse ambientali, at-
traverso la riduzione e il contenimen-
to dell’impatto ambientale negativo 
dell’attività aziendale, in particolare 
mediante: riduzione, riciclo e nuova 
vita di scarti di lavorazione e rifiuti, 
raccolta differenziata e gestione in-
novativa dei rifiuti, autonomia ener-
getica da fonti rinnovabili, controllo 
ed efficientamento del consumo 
energetico, riduzione e compensa-
zione delle emissioni di gas a ef-
fetto serra e inquinanti in genere di 
aria, acqua e suolo, digitalizzazione 
sostenibile dei documenti e dei pro-
cessi;
•	 Rigenerare l’ambiente, aspirare a ge-
nerare impatto ambientale positivo, 
non solo compensativo, ricercando 
soluzioni che possano essere com-
postabili o biodegradabili compatibi-
li con la biodiversità;
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113

AZIONI DI BENEFICIO COMUNE DI HMC PREMEDICAL SOCIETÀ BENEFIT S.P.A.
Di seguito sono riportati gli obiettivi di beneficio comune che HMC Premedical Società Benefit S.p.A. intende perseguire nel 
triennio 2023-2025, divisi nelle quattro macroaree del suo oggetto sociale di beneficio comune. Per ognuno di questi sono 
illustrate le azioni concrete già avviate e quelle avviabili in futuro.
Produrre e svilupparsi a servizio della salute - We help health
Attività di beneficio comune*
Azioni concrete già avviate**
Azioni concrete avviabili 2023-2025
Focalizzare le proprie risorse sulla cura 
della persona, sulla salute dei pazienti, 
sul loro benessere nel momento della 
malattia e sulla loro qualità di vita nelle 
strutture ospedaliere.
Produzione e distribuzione di dispo-
sitivi medici e componenti sanitari 
annessi.
Recepire le esigenze del paziente in 
fase di progettazione e rinnovo dei 
prodotti.
Ampliamento e miglioramento dell’of-
ferta di prodotti e servizi attraverso 
partnership.
Coinvolgere i pazienti attraverso un 
dialogo periodico e diretto con loro per 
comprendere i loro bisogni nella fase di 
malattia.
Contribuire al miglioramento del siste-
ma sanitario garantendo igiene, qualità 
e sicurezza dei prodotti utilizzati, assi-
curando una miglior qualità lavorativa 
agli operatori sanitari, agevolando i 
processi ospedalieri e rendendo ac-
cessibili economicamente i prodotti al 
maggior numero di strutture sanitarie.
Utilizzo di standard produttivi adeguati 
a garantire alti livelli di sicurezza e pu-
lizia mediante produzioni in ambienti a 
contaminazione controllata e processi 
di sterilizzazione validati e idonei.
Recepire le esigenze degli operatori 
sanitari e responsabili in fase di proget-
tazione e rinnovo dei prodotti.
Ricerca di soluzioni per ottimizzare il 
design dei prodotti al fine di garantire 
miglior usabilità per pazienti e operato-
ri ospedalieri.
Coinvolgere gli operatori sanitari e i re-
sponsabili degli acquisti delle strutture 
sanitarie attraverso un dialogo periodi-
co e diretto con loro per comprendere i 
loro bisogni nella fase di utilizzo.
Selezione accurata dei materiali più 
idonei alle applicazioni richieste in 
conformità alle normative vigenti.
Produrre e svilupparsi solo con impatti sociali positivi - We help people
Attività di beneficio comune*
Azioni concrete già avviate**
Azioni concrete avviabili 2023-2025
Realizzare programmi concreti che 
riguardino l’equilibrio vita-lavoro, gli 
spostamenti casa-lavoro, la crescita 
professionale dei propri lavoratori […].
Formazione trasversale e workshop 
interni all’azienda. 
Avviare iniziative per la mobilità e col-
laborare con gli enti pubblici locali nel 
migliorare l’accessibilità al distretto.
Programmi di smart working, lavoro 
agile, assunzioni con percorsi di cresci-
ta pianificati, stage e tirocini.
Formazione di gruppi di lavoro interdi-
partimentali.
Svolgere survey rivolte ai collaboratori 
relative al clima aziendale.
Creazione di momenti di condivisione 
tra tutti i collaboratori e famigliari 
(cene aziendali e open day).
Attenzione ai bisogni dei collaboratori, 
assegnazione di premi e convenzioni, 
bonus per far fronte al rincaro beni di 
consumo, promozioni di attività sporti-
ve e ambienti lavorativi smart.
Organizzare attività sportive aziendali.
Possibilità di ricarica gratuita delle 
auto elettriche.
Formalizzare il lavoro agile con i colla-
boratori.
Aumentare le competenze dei pro-
pri collaboratori e quelle degli attori 
della filiera e del distretto integrando 
conoscenze ESG (Environment, Social, 
Governance) nelle varie figure profes-
sionali.
Istituito un comitato interno di soste-
nibilità.
Garantire formazione interna sulla 
sostenibilità.
Promuovere esternamente le buone 
pratiche di sostenibilità.
Condividere esperienze con altre realtà 
aziendali del distretto e della supply 
chain.
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115

Produrre e svilupparsi a favore della comunità - We help community
Attività di beneficio comune*
Azioni concrete già avviate**
Azioni concrete avviabili 2023-2025
Sostenere lo sviluppo delle comunità 
locali e dei territori di riferimento attra-
verso metodi partecipativi di ascolto e 
coinvolgimento, avviare un dialogo con 
le istituzioni ed iniziative culturali e de-
stinare una parte dell’utile conseguito 
ad attività di beneficio comune […]. 
Donazioni ad enti locali o nazionali 
e donazioni di materiali medicali per 
l’Ucraina.
Comunicare e trasferire conoscenza 
agli stakeholder sui temi ESG. 
Visite aziendali riservate alle scuole 
dell’obbligo, università e corsi specia-
listici di settore e realizzazione di pro-
getti di stage e tirocinio agli studenti.
Sostenere manifestazioni sportive e 
effettuare sponsorizzazioni a squadre 
locali.
Sostegno e adesione al progetto We 
Care del distretto di Mirandola.
Aderire ad iniziative per le famiglie del 
territorio attraverso i progetti gestiti da 
We Care (asili, centri estivi, ecc.).
Pubblicazione del libro per bambini “I 
pezzettini che aiutano la salute” per 
illustrare il lavoro che si svolge all’inter-
no delle aziende biomedicali e parteci-
pazione al Festival della memoria con 
lettura del libro.
Sostenere ulteriormente eventi cultu-
rali.
Sponsorizzazione di eventi culturali e di 
innovazione.
Essere un modello di impresa sosteni-
bile e di società benefit, nel distretto e 
lungo la filiera, diffondendo le proprie 
buone pratiche negli ambiti ESG […].
Installazione impianto fotovoltaico e 
acquisto di energia derivante solo da 
fonti rinnovabili.
Essere partecipanti maggiormente 
attivi di We Care e dell’Associazione 
Responsabilità Sociale di Impresa di 
Modena.
Costruita e diffusa negli anni una go-
vernance di business incentrata sulla 
meritocratica, garantendo in modo 
intrinseco nessuna violazione dei diritti 
umani e nessuna discriminazione.
Coinvolgere altre imprese del distretto 
per condividere le buone pratiche di 
sostenibilità e promuovere un percorso 
virtuoso.
Redigere e diffondere il codice etico e 
di condotta e carta dei fornitori.
Valorizzare il patrimonio di conoscenze 
e competenze interne e del distretto 
produttivo, investendo costantemente 
in tecnologia, innovazione, ricerca e 
formazione per generare beneficio 
comune in tutto il mondo.
Continua attività di innovazione di 
processo e di prodotto, seguita da 
formazione specifica.
Definire un budget dedicato alla funzio-
ne R&D al fine di integrare la sostenibi-
lità nei processi, materiali, applicazioni.
Collaborazione con l’ITS di Mirandola 
per fornire testimonianze e formazio-
ne su tematiche e processi aziendali 
specifici del settore Biomedicale.
Avviare processi di formazione interna 
per la diffusione e condivisione del 
know-how e delle competenze azienda-
li in collaborazione con enti di forma-
zione.
Ricercare e selezionare partner di pro-
dotti e servizi, compresi quelli finanzia-
ri, dando sempre maggiore importanza 
alle caratteristiche ESG, con i quali 
costruire relazioni di comunità.
Nessuna azione avviata.
Inserire criteri ESG nei questionari da 
inviare ai partner.
Definire un sistema di valutazione nel 
quale saranno considerati anche i crite-
ri ESG per la scelta finale del partner.
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117

Produrre e svilupparsi senza esternalità ambientali negative - We help earth
Attività di beneficio comune*
Azioni concrete già avviate**
Azioni concrete avviabili 2023-2025
Rispettare le risorse ambientali attra-
verso la riduzione ed il contenimento 
dell’impatto ambientale negativo 
dell’attività aziendale […].
Raccolta differenziata dei rifiuti civili, 
compresa la raccolta dei bicchieri del 
caffè in appositi cestini impilatori.
Diventare paper(almost)less.
Differenziazione dei vari materiali 
derivanti dallo scarto di produzione, e 
successivi riutilizzo interno e fornitura 
ad aziende specializzate nel riciclo e 
nello smaltimento sicuro. 
Ridurre le quantità di rifiuti totali (peso 
o volume) e ridurre le quantità di rifiuti 
indifferenziati.
Installato impianto fotovoltaico e 
acquistata energia solo da fonti rinno-
vabili.
Piantumare e creare aree verdi nel 
territorio.
Implementato un pozzo artesiano per 
irrigare le aree verdi aziendali.
Estendere a tutto il packaging dei 
prodotti l’utilizzo di materiali derivanti 
da fonti sostenibili.
Riduzione del consumo di carta attra-
verso l’utilizzo di stampanti green che 
permettono di riciclare lo stesso foglio 
fino ad un massimo di 10 volte.
Utilizzo di cartone, per il packaging, 
da filiera controllata e riciclata ove 
possibile.
Avviata formazione sui temi Lean & 
green.
Rigenerare l’ambiente, aspirare a 
generare impatto ambientale positivo, 
non solo compensativo, ricercando 
soluzioni che possano essere compo-
stabili o biodegradabili, compatibili con 
la biodiversità.
Nessuna azione avviata
Iniziare a riqualificare le aree industriali 
esistenti con attenzione particolare al 
verde.
* Alcune frasi nella prima colonna riguardo al beneficio comune sono state sintetizzate per una maggiore leggibilità, il te-
sto integrale dell’oggetto sociale di beneficio comune si trova in fondo al presente documento.
** Per non appesantire il documento nella seconda colonna, le azioni avviate inserite sono sintetizzate e non tutte citate ma 
solo le principali, tutti i relativi dettagli si trovano lungo il testo del presente documento.
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120
HMC Premedical Società Benefit S.p.a
Via Bosco 1/3 - 41037 Mirandola (MO) Italy
Tel. +39 0535 22704
info@hmcgroup.it
www.hmcgroup.it