SHARING
SHARING

4
SUSTAINIBILITY REPORT 2021
We have arrived at our seventh Sustainability Report, published, as always, on a voluntary basis to share with 
you the vision of our polar star during the year in which vaccination campaigns, in which we had the burden and 
the honour of taking part with our technologies, were widely disseminated: to guarantee satisfactory economic 
results for the company and well-being for our employees, without ever losing sight of the limited availability of 
the planet’s resources and respect for the land in which we operate.
The past year has been one of highs and lows. The pandemic caused a perfect storm that affected the ganglia 
of our economy and our daily lives. Fortunately, despite its atavistic criticalities, the country’s system reacted, 
raising its head - as always - in times of great difficulty, with the aim of rebuilding a new normality.
We did the same as a company, by reflexively involving all those who are directly and indirectly responsible for 
the operation of our business. I refer first of all to our customers around the world: our greatest effort has been 
to create and standardise new procedures for the testing and delivery of our technologies. Then I am talking 
about our suppliers, an operational microcosm made up of small and very small production companies whose 
work is essential for the proper functioning of the Group.
The integrity of the socio-economic fabric of the entire country depends on the nourishment and development 
of this fragmented yet strategic supply chain: that is why we have inaugurated an innovative Master’s degree 
programme dedicated exclusively to our sub-supply chain.
I was talking about reconstruction. In 2021, with this in mind, we decided to focus even more on the values of 
identity and solidarity by setting up the Marchesini ACT Foundation, an acronym that stands for the concepts of 
Avant-garde, Culture and Territory. Avant-garde understood as innovation, curiosity, a drive towards the new, 
and a love for research; Culture signifies not only knowledge and technical culture, but also inclusion through 
knowledge, diversity as a value and mutual enrichment; and, finally, Territory, with a focus on the enhancement 
of people as well as local and national traditions.
If the Foundation can be understood as our eye to the outside world, corporate welfare - to which part of the 
new Sustainability Report is dedicated – represents an increasingly intense and multifaceted focus on our 
employees, to whom my gratitude and greetings go. All of them, in different ways and forms, have contributed 
to the achievement of the company’s results, partly also thanks to their willingness to vaccinate themselves at 
an early stage and to follow the recommendations and advice aimed at leading our large family into the future.
A future that - I am sure - will be bright for all those who share dreams and work together, step by step, to build 
its foundations. 
Maurizio Marchesini
PRESIDENT

SUSTAINABILITY REPORT
5
It has been a turbulent year. We have had to deal with the consequences of a pandemic of unthinkable scale, which 
was followed by a similarly unimaginable military conflict - as early as November 2021, international observers had 
reported Russian troops massed on the Ukrainian borders. 
As an osmotic creature by definition, the company is affected by everything that happens around it. That is why - in a 
context that has shaken seemingly solid businesses and brought unprecedented circumstances to the fore - we are 
all the more proud of having preserved and even improved our objectives.
To achieve this, we relied on our all-Italian ability to successfully deal with the most critical exogenous variables, 
drawing heavily on our “know how” - which is almost 50 years old but not so set in stone that it cannot mutate. It has 
required, more than ever in these hectic times, a constant and determined spirit of adaptation. We would never have 
imagined testing drug packaging machines remotely – but this is exactly what we did. We would never have thought 
it possible to build a vaccine packaging line in just six months – and yet we did so! It was not in our plans to schedule 
more flexible working hours for our employees – but our plans changed. The face of the world is changing, with 
little or no notice; if companies wish to not only survive but also continue to grow, they must reshape their historical 
paradigms to suit the present. This is called resilience: an abused term, which nevertheless perfectly expresses the 
mantra that inspires the new normal in our business. 
And our packaging machine business remains strong: in 2021 the sector’s turnover stood at EUR 8.5 billion, up 8% 
on the previous year. These are impressive figures, but we must not rest on our laurels. New social sensitivities are 
calling for more research and development on sustainable materials, which is why we have invested in Rinova - our 
brand of second life machines - as well as in the use of paper for pharmaceutical packaging and in fully recycled or 
organic plastics.
New ways of self-perception have also transformed another market, the cosmetics market, which is no longer only 
of interest to women. The Beauty division - whose engines were broken in just last year - has allowed us to build a 
galaxy of company brands under the umbrella of the Marchesini Group, dedicated to the production of machines for 
the processing and packaging of beauty and body care products. Demand for many of them, such as lipsticks - which 
had fallen due to the use of masks - is once again robust and varied.
Of course, the full restart of our industrial plants coincided with a sharp increase in average production costs. This was 
due to rising raw material prices (coupled with delays in the delivery of components), an increase in transportation 
rates (both sea and land), and the disproportionate rise in energy costs. And let’s not forget that the pandemic has 
generated tens of thousands of hours of absence from work.
And yet, we have moved on. Because that is the task of our enterprise: to use experience to make the best of the 
present, with a focus on achieving new goals.
This is what we have always done, and always will do. 
Pietro Cassani 
MANAGING DIRECTOR

PRESIDENT’S LETTER TO STAKEHOLDERS	 	
	
	
	
	
	
	
4
MANAGING DIRECTOR'S LETTER TO STAKEHOLDERS	 	
	
	
	
	
5
REFERENCE GRI-4 AND AGENCY 2030	
	
	
	
	
	
	
	
	
8 
PREFACE 	
	
	
	
	
	
	
	
	
	
	
	
11
1.0 METHODOLOGICAL NOTE		
	
	
	
	
	
	
	
	
14
	
 1.1	
 APPROACH TO SUSTAINABILITY 	
	
	
	
	
	
	
	
16
1.1.1	  ECONOMIC SUSTAINABILITY 	 	
17
1.1.2	  ENVIRONMENTAL SUSTAINABILITY 	
	
17
1.1.3	  SOCIAL SUSTAINABILITY	
	
17
1.2	
STAKEHOLDER ENGAGEMENT 	
18
1.2.1	 MATERIALITY MATRIX FOR 2020	
18
1.2.2	 IDENTIFICATION OF SUSTAINABILITY ISSUES	
18
1.2.3	 QUALITATIVE AND QUANTITATIVE ANALYSIS OF THE ISSUES IDENTIFIED	
18
1.2.4	 ELABORATION AND UPDATING OF THE MATERIALITY MATRIX	
19
2.0 WHO WE ARE	 	
	
	
	
	
	
	
	
	
	
20
3.0 HIGHLIGHTS 2021	
	
	
	
	
	
	
	
	
	
24
	
 3.1	
 ECONOMIC RESULT		
	
	
	
	
	
25
3.2	
 SOME FIGURES	
	
25
3.3	
 PRODUCTION SITES		
26
4.0 ECONOMICAL SUSTAINABILITY	 	
	
	
	
	
	
28
4.1	
 CORPORATE GOVERNANCE	
	
	
	
	
	
	
	
	
29
4.2 	
 CORPORATE STRUCTURE	
	
	
	
	
	
	
	
	
32
4.3 	
 THE MARCHESINI GROUP IN THE WORLD 	
	
	
	
	
	
	
34
4.4 	
 ECONOMIC VALUE DISTRIBUTED TO STAKEHOLDERS	
	
	
	
	
	
36
4.5 	
 VALUE CREATION MODEL	
	
	
	
	
	
	
	
38
5.0 R&D AND PRODUCT INNOVATION		
	
	
	
	
	
	
40
5.1 	
 R&S	
	
	
	
	
	
	
41
5.2 	
 PRODUCT INNOVATION 	
	
	
	
	
	
	
	
	
43
5.2.1	  ENERGY SAVING 	 	
	
	
	
	
	
	
44
5.2.2	  PREDICTIVE MAINTENANCE	 	
	
	
	
	
	
	
46
5.2.3	  METAL PAINTING	 	
	
	
	
	
	
	
48
5.3 	
 MATERIAL INNOVATION 	
	
49
5.4 	
 ALTERNATIVE PLASTICS 	
	
	
	
	
50
5.5 	
 RECOVERY OF ALUMINIUM WASTE	
	
	
	
	
	
52
5.6 	
 INTERNATIONAL COMPLIANCE 	
	
	
	
	
	
	
53
6.0 THE SUPPLY CHAIN	
	
	
	
	
	
	
	
	
55
6.1 	
 RAW MATERIALS	 	
	
	
	
	
57
6.2	
 MASTER’S IN SUBCONTRACTING MANAGEMENT	
	
	
	
	
59
INDEX

7.0 ENVIRONMENTAL SUSTAINABILITY 	
	
	
	
	
	
	
60
7.1	
   ENVIRONMENTAL MANAGEMENT IN THE MARCHESINI GROUP  	
	
	
	
62
7.2	
   ENERGY		
	
	
	
	
	
	
	
	
63
7.3 	
   WASTE		
	
	
	
	
	
	
	
	
	
64
7.3.1 	   THE RE-CIG PROJECT	
	
	
	
	
	
	
	
67
7.4 	
   WATER		
	
	
	
	
	
	
	
	
	
69
7.5	
   CARBON FOOTPRINT	
	
	
	
	
	
	
	
	
70
7.6	
   RINOVA: THE MARCHEISNI GROUP'S ANSWER TO THE CIRCULAR ECONOMY	
74
7.7	
   A NEW STATE-OF-THE-ART SUSTAINABLE PLANT		
	
	
76
7.8	
   PNEUMATIC PLANT EFFICIENCY	
	
	
	
79
7.8.1	    PHONOMETRIC DIAGNOSIS	 	
	
79
7.8.2	    EFFICIENCY ENHANCEMENT OF THE COMPRESSED AIR SUPPLY SYSTEM	
80
7.9	
   HEAT RECOVERY	 	
	
	
81
7.10	    ELECTRIC CHARGING STATIONS	
	
	
	
82
8.0 SOCIAL SUSTAINABILITY	
	
	
	
	
	
	
	
	
84
8.1	
    OUR PEOPLE: OUR SUCCESS 	
	
	
	
	
	
	
86
8.2	
    STAFFING AND ORGANISATIONAL STRUCTURE 	 	
	
	
	
	
87
8.2.1	     SOME FIGURES 	 	
	
	
	
	
89
8.3	
    OUR PEOPLE AT THE CENTRE 	
	
	
	
	
	
	
	
91
8.3.1	     TALENT ACQUISITION	
	
	
	
	
	
	
	
92
8.3.2	     TRAINING & DEVELOPMENT		
	
	
	
	
	
	
93
8.3.2.1   THE TALENT GARAGE	
	
	
	
	
	
	
	
95
8.3.2.2   CYBERSECURITY TRAINING	 	
	
	
	
	
	
97
8.3.2.3   THE “UNFUTUROALMASSIMO” SCHOLARSHIP PROGRAMME 		
	
	
98
8.3.3	     PERFORMANCE MANAGEMENT	
	
	
	
	
99
8.4	
    THE OPINION OF OUR PEOPLE AS A STARTING POINT	
	
	
	
100
8.5	
    MARCHESINI GROUP WELFARE 	
	
	
	
	
	
	
106
8.5.1	     THE COMPANY WELFARE PROGRAMME		
	
	
	
	
	
107
8.6	
    INITIATIVES IN THE TERRITORY	
	
	
	
	
	
	
	
109
8.7	
    HEALTH AND SAFETY	
	
	
	
	
	
	
	
	
110
8.7.1	     EFFORTS AGAINST THE SPREAD OF CORONAVIRUS	
	
	
	
	
114
8.8	
    PROTECTION OF PERSONAL DATA (PRIVACY)	
	
	
	
	
	
	
117
8.9	
    RELATIONSHIPS WITH INSTITUTIONS 		
	
	
	
	
	
118
9.0 COMMUNITY ENGAGEMENT - MARCHESINI ACT FOUNDATION	
	
	
	
	
121
9.1	
   THE FOUNDERS	 	
	
	
	
	
	
	
	
122
9.2	
   OUR MANIFESTO 	 	
	
	
	
	
123
9.3	
   OUR MISSION	
	
	
	
	
	
123
9.4	
   NO TO VIOLENCE AGAINST WOMEN 	
	
	
	
	
	
124
9.5	
   THE PROJECTS	
	
	
	
126
10.0 CREDITS	
	
	
141

8
SUSTAINIBILITY REPORT 2021
GRI REFERENCES AND THE 2030 AGENDA 
INDEX
REF. GRI 
2016
AGENDA 2030
GOALS
PRESIDENT’S LETTER TO 
STAKEHOLDERS
102-14
MANAGING DIRECTOR'S LETTER TO 
STAKEHOLDERS
102-14
1.0 
METHODOLOGICAL NOTE
 1.2
MATERIALITY MATRIX
FOR 2020
102-40
102-42 
102-43 
102-44 
102-47 
102-48 
102-50 
102-51 
102-52
102-12
3 - Ensuring health and well-being for all and all ages
6 - Ensuring the availability and sustainable management of water 
and sanitation for all
7 - Ensuring access to affordable, reliable, sustainable and modern 
energy systems for all
11 - Making cities and human settlements inclusive, safe, durable 
and sustainable
12 - Ensuring sustainable patterns of production and consumption
13 - Promoting actions, at all levels, to combat climate change
15 - Design, restore and promote sustainable use of the Earth's 
ecosystem
2.0 
WHO WE ARE
102-1 
102-2 
102-3 
102-4
3.0 
HIGHLIGHTS 2020
4.0 
ECONOMIC AND FINANCIAL 
RESPONSIBILITY
102-5 
102-6 
102-7 
103-1 
103-2 
103-3 
102-16 
102-18 
102-45 
102-46 
103-1 
103-2 
103-3 
201-1
8 - Promoting sustained, inclusive and sustainable economic 
growth, full and productive employment and decent work for all
12 - Ensuring sustainable patterns of production and consumption
5.0 
R&D AND PRODUCT 
INNOVATION
4 - Providing quality, equitable and inclusive education and learning 
opportunities for all
8 - Fostering sustained, inclusive and sustainable economic growth, 
full and productive employment and decent work for all

SUSTAINABILITY REPORT
9
6.0 
THE SUPPLY CHAIN
103-1 
103-2 
103-3 
13 - Promoting action, at all levels, to combat climate
change
17 - Strengthening means of implementation and renewing
the global partnership for sustainable development
7.0 
ENVIRONMENTAL 
RESPONSIBILITY
103-1 
103-2 
103-3
302-1
305-1
305-2
305-5
306-2
303-1
3 - Ensuring the health and well-being of water and sanitation for 
all and all ages
6 - Ensuring the availability and sustainable management of water 
and sanitation for all
7 - Ensuring access to affordable, reliable, sustainable and modern 
energy systems for all
11 - Making cities and human settlements inclusive, safe, durable 
and sustainable
12 - Ensuring sustainable patterns of production and consumption
13 - Promoting actions, at all levels, to combat climate change
15 - Design, restore and promote sustainable use of the Earth's 
ecosystem
8.0 
SOCIAL 
RESPONSIBILITY
102-8 
102-13 
103-1 
103-2 
103-3 
401-1 
404-3 
412-2 
403-2
1 - Ending all forms of poverty in the world
3 - Ensure health and well-being for all and all ages
4 - Provide quality, equitable and inclusive education and learning 
opportunities for all
5 - Achieve gender equality and empower all women and girls
8 - Foster sustained, inclusive and sustainable economic growth, 
full and productive employment and decent work for all
9.0
COMMITMENT TO 
COMMUNITY - ONE YEAR OF 
SUSTAINABILITY
1 - Ending all forms of poverty in the world
2 - End hunger, achieve food security, improve nutrition and promote 
sustainable agriculture
3 - Ensure health and well-being for all and all ages 
4 - Providing quality, equitable and inclusive education and learning 
opportunities for all
10.0
CREDITS

SUSTAINABILITY REPORT
11
Scrolling 
through 
the 
pages 
of 
this 
sustainability report, the words of a great 
Italian entrepreneur from the last century - 
Adriano Olivetti – come to mind: ‘Can industry 
give itself goals?  Do these always lie in the 
profit index? Is there not, beyond the apparent 
rhythm, 
something 
more 
fascinating, 
a 
destination, a vocation even in the life of a 
factory?’
A lot has changed since the 1950s – indeed, 
the world has changed – but we have never 
stopped 
searching 
for 
answers 
to 
the 
questions that Olivetti also asked.
Certainly, there has been a growing awareness 
that there is a clear distinction between 
mere economic activity, which can take place 
in any context and in any manner, and the 
activity of an enterprise worthy of the name, 
for which the attainment of economic goals 
is inseparable from respect for a system of 
values and constant adherence to a principle 
of responsibility towards the ecosystem in 
which it exists.
Within this document, which has been 
voluntarily 
drawn 
up 
for 
the 
seventh 
consecutive year, Marchesini Group bears 
witness to the vitality with which the best Italian 
entrepreneurs are taking up the challenge of 
our times: the long-term sustainability of our 
PREFACE
OF FRANCESCA MARIOTTI
DIRECTOR GENERAL OF CONFINDUSTRIA

12
SUSTAINIBILITY REPORT 2021
development model.
It would be unfair to claim that the relentless 
pursuit 
of 
innovation, 
efficient 
work 
organisation, and competitive drive in the 
production and marketing of products and 
services on a global scale (some of the traits 
that distinguish this Group) are common 
currency in every company. Indeed, given their 
prominent presence in this case, they are 
distinctive elements of true excellence. But it 
is the deep and ongoing commitment to the 
pursuit of economic, social and environmental 
sustainability that makes Marchesini Group 
functional to the philosophy that the company 
itself promotes: that of taking inspiration from 
extraordinary examples.
The industrial world, in Italy and elsewhere, is 
undergoing a period of great transformation, 
which both fuels and reflects an even deeper 
change in our society. What we would once 
have called environmental sensitivity is now 
largely superseded by a real moral duty for 
the intergenerational protection of the planet 
and its resources. The profound introjection 
of this value is called upon to coexist with the 
innate human tendency towards technological 
progress – that force that led us from the wheel 
into space and remains the best guarantee of 
a prosperous future.
The great challenges of our time arise 
from the balancing of these two drives, and 
a discerning eye will not struggle to find 
admirable examples of how a company can 
help find answers in the pages of this report.
By regarding the future through the lens 
of 
research 
and 
innovation, 
Marchesini 
Group manages, for example, to balance 
the advancement of robotics and artificial 
intelligence with the centrality of man. If, 
on the one hand, the industry’s pioneering 
advancements in automation are described 
with proud transparency, equal care is taken 
to demonstrate the attention dedicated to 
people, their needs and aspirations, in the 
social and cultural dimension, both inside and 
outside the context of the factory.
Similarly, the strength with which the Group 
treads the path of dimensional and production 
growth, refusing to compromise on quality, 
while constantly reviewing and redesigning 
processes and technologies to save natural 
resources and reduce the environmental 
impact of its production systems, is fascinating. 
A passionately green spirit shines through in 
the adoption of circular economy solutions, 
in the research and use of less polluting 
and recyclable materials, in the practice of 
extending the life of its products, reducing 
waste creation, and increasing energy savings.
That perspective, noted by Olivetti, of a 
vocation that goes beyond mere production 
lives on in companies that do not just consider 
what needs to be done, but also reflect on how 
best to get things done, for the good of all. And 
although Marchesini Group can in no way be 
considered one company among many, more 
and more Italian companies are embarking 
on the same path of responsibility and 
sustainability, benefiting from the example of 
those who have gone before them.
I would like to conclude by recalling how 
the pursuit of sustainability and taking 
responsibility for a future that may seem 
uncertain and difficult are elements that cannot 
be disguised, artificially cultivated, or even 
imposed by law. Businesses will continue to 
move on the shoulders of the women and men 
who create them and work in them, reflecting 
their values, their expectations, and their 
sense of responsibility. I therefore address my 
heartfelt thanks to the Marchesini family for 
continuing to take the right path with courage.

SUSTAINABILITY REPORT
13
Since July 2020, Francesca has been Director General of 
Confindustria, where, since 2014, she has also been Director 
of the Fiscal Policies Area and, since 2022, Interim Director 
of Small Industry. A lawyer and auditor, she graduated in 
Law at the Sapienza University of Rome. She completed 
her education by obtaining a Master’s Degree in Tax Law 
at the Scuola Superiore dell'Economia e delle Finanze ‘E. 
Vanoni’ and the Istituto di Studi Economici e Giuridici. Over 
the years, she has perfected her managerial aptitude by 
attending the Senior Management Program at the SDA 
Bocconi School of Management, as well as structured 
courses for the training of directors in listed companies, at 
Assogestioni and Nedcommunity. She is a member of the 
Corporate Governance Committee of Borsa Italiana and the 
Committee for Market Operators and Investors (COMI) of 
CONSOB. Francesca is a member of the Supervisory Board 
of the Organismo italiano di Contabilità (OIC). Chairman of 
the Board of Directors of I.W.S. S.p.A, she is a member of 
the Assembly of the Supplementary Healthcare Fund (FASI) 
and of the pension fund for industrial managers PREVINDAI. 
Since 2021, she has been a Board Member of Banca 
Widiba and since 2022 of Aboca S.p.a. She is also a Board 
Member of the Giuseppina MAI Foundation. From 2018 to 
2021, she was an independent Director of Mediaset S.p.A., 
member of the Governance and Appointments Committee 
and of the Remuneration Committee. From 2018 to 2021, 
FRANCESCA MARIOTTI
she also served as a member of the Supervisory Board 
of the Istituto dell'Enciclopedia Italiana Giovanni Treccani 
and was a member of the Board of Statutory Auditors 
of companies in the General Electric Healthcare group. 
During her career, she has gained important professional 
experience in fields of tax and accounting, which saw her 
collaborate from 2000 to 2007 with KPMG and Federcasse. 
Since 2007 she has represented Confindustria in many 
institutional venues, both at national level, participating 
in commissions set up by the Ministries of Economy and 
Finance, Community Policies, Economic Development 
and OIC; and at international level, at the OECD and 
BusinessEurope. Francesca has collaborated with some of 
Italy’s most prestigious universities and with the National 
Council of Engineers on issues related to the ‘Industry 4.0’ 
plan, as well as with the National Council of Chartered 
Accountants for the definition of guidelines harmonising 
accounting recommendations with tax regulations. She 
is a member of the scientific teaching committee that 
established the “Master’s in Real Estate Taxation” at the 
Sapienza University of Rome and of the Advisory Board that 
established the “Master’s in Tax Law Accounting and Tax 
Planning” at the LUISS Business School. She is the author 
of several articles and monographs on tax matters.

METHODOLOGICAL
NOTE
1.0

1.2 STAKEHOLDER 
ENGAGEMENT
1.1 APPROACH TO 
SUSTAINIBILITY
1.0 METHODOLOGICAL
	
 NOTE
GRI 2016: 
102-40 102-42 102-43
102-44 102-47 102-48
102-50 102-51 102-52
The Marchesini Group  has voluntarily published its seventh Sustainability 
Report, pertaining to the year 2021, highlighting the main environmental, 
social and economic aspects that characterise the company. The report 
has been prepared according to the “GRI Sustainability Reporting 
Standards”,  adopting the “in accordance – Core” option.
The objective is to illuminate the Group’s organisational model, activities, main risks and performance indicators 
relating to relevant environmental, social, personnel and human rights aspects, taking into account the company’s 
activities and characteristics during the 2021 financial year (1 January - 31 December) as illustrated in the 
materiality matrix (see section 2.2).
Once again this year, the Sustainability Report was drafted by the Corporate Social Responsibility department under 
the supervision of the Group CSR Manager who, following a well-established practice, took advantage of the process 
of participatory coordination of all of Marchesini’s corporate departments. The reporting process was based on 
the company's existing information systems (management control, accounting, quality, environment, internal audit, 
safety, personnel management, HR development, etc.,) which were integrated with specific data collection and 
analysis tools. The information reported respects the principles of materiality, relevance, accuracy, comparability, 
timeliness and reliability.
 1 Marchesini Group' (hereinafter referred to as ‘Group or Company’) means the company Marchesini Group S.p.A.
 2 Global Sustainability Standard Board (GSSB), Amsterdam (NL), 2019.
SUSTAINABILITY REPORT
15

1.2 STAKEHOLDER 
ENGAGEMENT
1.1 APPROACH TO 
SUSTAINIBILITY
ECONOMIC 
SUSTAINABILITY
SOCIAL
SUSTAINABILITY    
ENVIRONMENTAL
SUSTAINABILITY
ETHICS AND INTEGRITY OF THE BUSINESS
The recent evolution of legislation relating to non-financial reporting  represents a further opportunity for 
critical reflection on the economic, social and environmental performance of companies and their contribution to 
sustainable development, which will play a primary role in post-pandemic reconstruction.
Well in advance of the 17 Sustainable Development Goals (SDGs)  of the Treaty of Paris, and the national legislation 
on non-financial reporting  , Marchesini Group continues to promote its strategy of ethical and sustainable business 
based on three pillars: economic sustainability, social sustainability and environmental sustainability.
In particular, the Group carries out all its activities with an awareness of the Company’s moral and social responsibility 
towards its stakeholders, in the belief that achieving its business objectives must be accompanied not only by 
compliance with specific corporate values, but also with current regulations and the general values of honesty, 
integrity, fair competition, fairness and good faith. Business ethics and integrity are at the heart of Marchesini Group’s 
daily operations and its medium and long-term sustainability strategy.
3 Porter, M. E., & Kramer, M.R. (2011). The big idea: creating shared value. Harvard Business Review, 89 (1), 2.
4 Legislative Decree No. 254 of 30 December 2016 ‘Implementation of Directive 2014/95/EU of the European Parliament and of the 
Council of 22 October 2014 amending Directive 2013/34/EU as regards the disclosure of non-financial and diversity information by 
certain undertakings and large groups’, published in OJ General Series No. 7 of 10-01-2017
5 United Nations General Assembly, A/RES/70/1 - Transforming our world: the 2030 Agenda for Sustainable Development (2015).
6 Cfr. Codice Etico, pag. 12.
1.1 APPROACH TO SUSTAINABILITY
The company has always been aware of the leading role that the 
private sector plays in the field of sustainability at local, national and 
international level, and is increasingly committed to reconciling the 
achievement of corporate objectives with those of its stakeholders, 
including shareholders, customers, employees, suppliers and local 
communities. 
16
SUSTAINIBILITY REPORT 2021

1.2 STAKEHOLDER 
ENGAGEMENT
1.1 APPROACH TO 
SUSTAINIBILITY
1.1.1 ECONOMICAL SUSTAINABILITY
1.1.3 SOCIAL SUSTAINABILITY
1.1.2 ENVIRONMENTAL SUSTAINABILITY
This is the primary objective of any company. For the Marchesini Group, economic sustainability is 
certainly synonymous with creating and distributing added value for shareholders and all the other 
players in its value chain, including business partners, end customers and local communities. To 
ensure the successful attainment of these ambitious objectives, the Group aims to continuously 
improve the reliability, safety and innovation of the products and services it offers, through the 
careful selection of its suppliers, constant investment in research and development, and the 
adoption of commercial choices aimed at expansion into cutting-edge sectors and strategic 
markets, both in Italy and abroad.
The Marchesini Group believes that people are the fundamental linchpin of its success and that 
every business activity must be inspired by their protection and the development of their well-
being, with full respect for cultural diversity. In particular, it is essential to safeguard safe and 
healthy conditions in the workplace: indeed, these must be a priority in the management of every 
activity, from the conception and design of machines to their installation and after-sales services, 
and must involve collaborators, suppliers, vendors and end customers. Mindful of the strong link 
with the local dimension, the Group is committed to supporting and implementing social and 
cultural initiatives to promote the development of the territories in which it operates.
The Group firmly believes that remaining mindful of the environment in all business activities is 
essential in helping to create a harmonious coexistence between people, technology and nature, 
and that a commitment to sustainable development is an important variable in the company’s 
management strategy. This strategy is inspired by the principles of energy saving, reducing the 
impact of production systems and complying with relevant legislation.
SUSTAINABILITY REPORT
17

1.1 APPROACH TO 
SUSTAINIBILITY
1.2 STAKEHOLDER 
ENGAGEMENT
1.2 STAKEHOLDER ENGAGEMENT METHODS AND
	
MATERIALITY ANALYSIS
The Marchesini Group works to respond to the requests and interests of its stakeholders, 
i.e. all entities (individuals, groups and organisations) linked to the company by economic 
relations, by various interests or because they are significantly influenced by it.
This report provides stakeholders with an overall picture of the Group’s in terms of 
sustainability, continuing the interactive social communication process begun last year. 
In this way, stakeholders can more comprehensively assess the Group’s activities.
Stakeholder engagement activities also include periodic analyses of interests and 
expectations of an economic, human, professional and social nature in order to better 
assess their consistency with the set objectives.
This process has led to the identification and mapping (composition, methods of 
involvement, topics of reference and objectives to be achieved) of all the Marchesini 
Group’s stakeholders.
The analysis was carried out using the following methodology:
7 Such as, for example, Legislative Decree 254/2016, the European Directive 2014/95/EU, the European Commission’s Communication 
‘Guidance on the disclosure of non-financial information’ 2017/C 215/01 and the London Stock Exchange Group’s ‘Your guide to ESG 
reporting’ document.
1.2.1 MATERIALITY MATRIX FOR 2020
1.2.3 QUALITATIVE-QUANTITATIVE ANALYSIS OF THE ISSUES IDENTIFIED
The Marchesini Group has put in place a materiality analysis process in order to ensure the correct 
representation and understanding of the Group’s activities, the trend of its performance, the impact 
of its performance from an environmental, social and personnel-related perspective, and the sharing 
of its values.
In 2020 (as in 2018 and 2016), a survey was carried out to obtain an assessment of the relevance of 
the sustainability issues identified for the Marchesini Group and its stakeholders. In particular, this 
initiative involved a group of internal managers and certain categories of stakeholders (customers, 
suppliers and business partners, employees and families, the financial community, universities and 
research centres). 
In order to identify the sustainability issues most closely linked to the reference sector in which 
the Marchesini Group operates, an analysis of the main internationally recognised sustainability 
frameworks was conducted.
Various external and internal Group sources were also consulted, as well as the main national and 
EU provisions and guidelines on non-financial information7. 
1.2.2 IDENTIFICATION OF SUSTAINABILITY ISSUES 
18
SUSTAINIBILITY REPORT 2021

1.1 APPROACH TO 
SUSTAINIBILITY
1.2 STAKEHOLDER 
ENGAGEMENT
1.2.4 ELABORATION AND UPDATING OF THE MATERIALITY MATRIX
The evaluations collected have been represented in the materiality matrix. Specifically, the x-axis 
shows the relevance of the issues for the Group (internal analysis), while the y-axis displays the 
relevance for stakeholders (external perspective analysis).
The 2020 analysis, compared to the 2018 results, showed significant variations. Relative to the survey 
conducted in 2018, the stakeholders involved attributed increased importance to aspects concerning 
the territory, universities, trade union representatives, attention to the needs of human resources, 
ethical and reputational aspects, the effort to penetrate new markets and the protection of personal 
data. This variation is certainly also attributable to an altered perception of certain variables during 
the period of the  pandemic.
IMPORTANCE FOR THE MARCHESINI GROUP
IMPORTANCE FOR OUR STAKEHOLDERS
6,5
6
8,9
8,8
9
9,1
9,2
9,3
9,4
9,5
9,6
9,7
9,8
9,9
8
8,5
7
9
7,5
9,5
10
10,5
Privacy
Client
Reputation
After-sales
People
Integrity
Diversity
Supplier
Environment
Territory
Risk Management
Trade unions
University
New Markets
R&D
Priority:
low
medium
high
This assessment, carried out in consideration of the economic, environmental and social impacts, 
both positive and negative, generated by the Group, as well as the expectations and decision-making 
needs of the stakeholders themselves, was subsequently enriched by qualitative analyses, also 
in consideration of the group operating context and the results achieved by the previous ventures 
addressed to stakeholders engagement.  
SUSTAINABILITY REPORT
19

20
SUSTAINIBILITY REPORT 2021
WHO 
WE ARE
2.0

SUSTAINABILITY REPORT
21
2.0 WHO 
	
 WE ARE
GRI 2016: 
102-1 102-2
102-3 102-4
The legal and administrative headquarters of the Marchesini Group 
S.p.a. is located in Pianoro (BO) at Via Nazionale, 100. The company 
designs and manufactures customised machines and lines for 
packaging pharmaceutical and cosmetic products following an idea by 
Massimo Marchesini who, in 1974, built his first cartoning machine in 
a garage in Pianoro. Thanks to his acquisitions within the sector, over 
the years the Marchesini Group has transformed from a local business 
to a ‘pocket-sized’ multinational. 
Today, the Marchesini Group is able to cope with the packaging of products from the pharmaceutical and cosmetics 
industries from upstream to downstream by manufacturing individual machines and complete lines for packaging 
products such as ampoules, syringes, capsules, bottles, blisters, tubes and mascaras, right up to the final packaging 
of these in bundles, cartons and pallets.
Most of the Group’s production focuses on machines destinated for the pharmaceutical industry. Marchesini represents 
an important reference point – not just for multinationals, but also for small and medium-sized enterprises in the 
sector that are active in the generics and pharmaceuticals subcontracting division.
Another segment of the company’s production is dedicated to the cosmetics and cosmeceutical sector, which the 
Marchesini Group targets with its Beauty Division, offering innovative solutions for the packaging of extremely high-
quality products. 
The final product, the machines capable of packaging all types of drugs and cosmetics, is a concentrate of craftsmanship 
combined with robotics and technology, designed and built with tailor-made care for the customer. This result is 
partly achieved thanks to the specialisation of the Group’s companies located in Italy, each one focused on the design 
and construction of packaging machines for specific types of production: aseptic packaging (Corima Division, Siena), 
blister packaging (Blister & Farcon Division, Carpi) or the construction of machines for the application of self-adhesive 
labels on a wide range of products (Neri Division, Barberino del Mugello).
Almost 50 years after its foundation, the company is still firmly controlled by the Marchesini family. In 2016, operational 
management was entrusted to a manager from outside the family, with the aim of enabling the company to become 
better organised as a market leader providing efficient customer service, and to grow further through extraordinary 
operations.
As part of the social dimension of its business, the Marchesini Group reaffirms its commitment and responsibility 
towards the people who work in the Group and those who make up the local community in the areas in which it 
operates. The Group owes its history and successes to its ability to pass on its values, experience and company loyalty 
to the next generation. The concept ‘inspired by the extraordinary’ emphasises this value system based on increasing 
the passion, motivation and competence of employees, so that they become an important source of sustainable and 
lasting value creation.

22
SUSTAINIBILITY REPORT 2021
BARBERINO DI 
MUGELLO (FI)
2008
NERI
Labelling machines
PIANORO (BO)
1974
2M
Cartoners
LATINA (LT)
1995
PACKSERVICE
End of line
MILANO (MI)
1996
TONAZZI
Cosmetic solutions
2002
FARCON 
Thermoforming
CNC SRL
 
Blister tooling
TEAMAC SRL 
Tea bags machines
CARPI (MO) -
BUDRIO (BO)
SIENA (SI)
2003
CORIMA
Sterile liquid 
MILANO (MI)
CASTEL MAGGIORE (BO)
2004
VASQUALI 
Counting machines
CBS S.R.L. 
Engineering
PIANORO (BO)
1979
CARPI (MO)
CALDERINO (BO)
1985
GAMMA
Blister machines
PIANORO (BO)
1990
MARCHESINI GROUP
Foundation
OUR HISTORY

23
SUSTAINIBILITY REPORT 2021
PIANORO (BO)
2013
NEW FACILITY
Opening
DUMEK 
VIBROTECH 
Infeed and positioning systems
CBS 
Company expansion and inauguration
BOLOGNA (BO) -
BIENTINA (PI) -
CASTEL MAGGIORE (BO)
2017
PIANORO (BO) -
PAVIA (PV) -
ARIANO POLESINE (RO) -
GORIZIA (GO)
2018
RINOVA 
Refurbished machines
SEA VISION 
(48%) Vision systems
CREINOX
 
(80%) Stainless steel Components
SCHMUCKER
 
Automatic packaging machines
CASALECCHIO DI RENO (BO)
2015
Pharmaceutical and 
cosmetic division of 
MULTIPACK End of 
line packaging system
CMP PHARMA 
Pharmaceutical inspection systems
AXOMATIC
V2 ENGINEERING
BEAUTY DIVISION
 
Secondary packaging machines for cosmetic market
COSTABISSARA (VI) -
SETTIMO MILANESE (MI) -
ZOLA PREDOSA (BO)
2019
CARLO CORAZZA 
Precision macihining and special processes
F.V.M.
 
Automatic machines and components
AUTECO SISTEMI
 
COSMATIC 
PIANORO (BO) -
MONTERIGGIONI (SI) -
PAVIA (PV) -
ORNAGO (MB)
2020
A.TE.NE SRL 
Industrial protections
Dott. BONAPACE
Capsule Filling Machines | Tabletting Machines | 
Containment Solutions | Suppository & Ovule Machines
 
Secondary packaging machines for cosmetic market
GORGONZOLA (MI) -
CUSANO MILANINO (MI) -
BOLOGNA (BO)
2021

24
SUSTAINIBILITY REPORT 2021
HIGHLIGHTS 
2021
3.0

SUSTAINABILITY REPORT
25
3.0 HIGHLIGHTS 
	
 2021
3.1 ECONOMIC RESULT
3.2 SOME NUMBERS
PATENTS
NEW 
MACHINES
AUTOMATIC WAREHOUSES 
WITH CRANE STACKERS
NEW ALIMENTATION 
GROUPS
AUTOMATIC 
WAREHOUSES
NEW DESIGNS
SITES
5.325 m3
1.457
118.486
139.862 m3
488
23
30
240.000.000,00 €
200.000.000,00 €
360.000.000,00 €
400.000.000,00 €
440.000.000,00 €
160.000.000,00 €
320.000.000,00 €
120.000.000,00 €
280.000.000,00 €
80.000.000,00 €
40.000.000,00 €
0,00 €
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
520.000.000,00 €
480.000.000,00 €
2021

26
SUSTAINIBILITY REPORT 2021
HEADQUARTERS
& DUMEK
BO PIANORO 
786
62,600
DIVISIONE
TONAZZI VASQUALI
MI
CERRO MAGGIORE
58
7,000
 
TUBE FILLERS | JAR FILLERS | 
MASCARA FILLERS | COUNTING 
DIVISIONE
BLISTER&FARCON 
MO CARPI
 
THERMOFORMING | BLISTER
135
17,452
DIVISIONE 
CORIMA
SI MONTERIGGIONI
 
WASHING MACHINES | DEPYROGENATION 
TUNNELS SYRINGES | ASEPTIC PROCESSES
  
CARTONING MACHINES | SHRINK WRAPPERS | CASE PACKERS 
| PALLETISERS | PALLETISERS | COMPLETE LINES | LIQUID 
FILLERS
130
12,000
DIVISIONE
PACKSERVICE
LT LATINA
 
END OF LINE
45
4,400
DIVISIONE
NERI 
FI
BARBERINO DEL MUGELLO 
 
LABELLERS 
189
10,340
3.3 PRODUCTION SITES

SUSTAINABILITY REPORT
27
V2 ENGINEERING 
S.R.L.
BO ZOLA PREDOSA 
 
CARTONING MACHINES | SHRINK WRAPPERS
31
1,520
RINOVA 
S.R.L.
BO PIANORO
 
RECONDITIONED MACHINES
24
2,500   
CMP PHAR.MA 
S.R.L.
VI COSTABISSARA 
 
LIPSTICK PACKAGING
39
1,150
SCHMUCKER 
S.R.L.
GO ROMANS D’ISONZO
 
STICKPACKS AND ENVELOPES
54
4,800
AXOMATIC 
S.R.L.
COSMATIC 
S.R.L.
MI
SETTIMO MILANESE 
MB ORNAGO
 
TURBOEMULSIFIERS | TUBE FILLERS | JAR 
FILLERS
 
LIPSTICK PACKAGING
41
12,500
11
2,000
DOTT. BONAPACE 
S.R.L.
MI CUSANO MILANINO 
 
BENCHTOP | ENCAPSULATIN MACHINES
9
1,500

29
SUSTAINIBILITY REPORT 2021
4.2 PRODUCTION
SITES
4.3 MG IN THE 
WORLD
4.4 ECONOMIC
VALUE
4.1 CORPORATE
GOVERNANCE
GRI 2016: 
102-5 102-6 102-7 103-1 103-2 103-3 
102-16 102-18 102-45 102-46 103-1 
103-2 103-3 201-1
4.1 CORPORATE 
	
GOVERNANCE
Corporate governance is in the hands of the Board of Directors (B.o.D.), 
which is composed as follows:
The Board of Statutory Auditors consists of:
Audits are carried out by KPMG S.p.A. 
Maurizio Marchesini, President, Board of Directors and Company Representative
Pietro Cassani, Director, Managing Director and Company Representative
Marco Marchesini, Director
Marinella Alberghini, Director
Giuseppe Monti, Director
Valentina Marchesini, Director
Domenico De Leo, President
Barbara Pedretti, Mayor
Alessandro Tonelli, Auditor
Luca Tommasini, Alternate Auditor
Marco Serantoni, Alternate Auditor
4.5 VALUE 
CREATION MODEL

4.2 PRODUCTION
SITES
30
SUSTAINIBILITY REPORT 2021
4.3 MG IN THE
WORLD
4.4 ECONOMIC
VALUE
4.5 VALUE 
CREATION MODEL
4.1 CORPORATE
GOVERNANCE
For the operational management of processes, the B.o.D. is supported 
by the management organised as follows:
Management 
Representative
Quality 
Assurance 
Director
Control 
Group
Board of 
Directors
Chief Executive 
Officer
General Organisation 
Area Director
Information Systems
Area Director
Plants Directors
Operations
Chief Financial 
Officer
Technical 
Director
Global Sales 
Director
Production 
Director
After-Sales 
Director
Logistics and 
Purchasing 
Executive
Prevention and 
Protection
Service Head
CHAIRMAN
Human Resources 
Director
One of the priorities of the company’s management is a commitment to transparency, which is a distinctive feature 
of the Marchesini Group as a whole and an integral and complementary part of its daily operations.
For the Marchesini Group, commitments are not just words written on paper but concrete actions: corporate 
transparency therefore translates into open and honest communication with all internal and external stakeholders.
Beauty Sales 
Director
Pharma Sales 
Director
4.5 VALUE 
CREATION MODEL

31
SUSTAINIBILITY REPORT 2021
4.2 PRODUCTION
SITES
4.3 MG IN THE 
WORLD
4.4 ECONOMIC
VALUE
4.1 CORPORATE
GOVERNANCE
This culture of corporate transparency cannot be separated from other commitments that characterise the 
Marchesini philosophy, i.e. a commitment to regulatory compliance, risk prevention in the workplace, always 
operating ethically and correctly, and respect for the environment, both in terms of production processes and 
products.
All these aspects are fundamental to the Group and are outlined in the Code of Ethics adopted in 20168. 
8 The Marchesini Group S.p.A. Code of Ethics  is available in digital form at https://www.marchesini.com/en/corporate-and-culture/ 
our-values/code-ethics
The Marchesini Group’s Sustainability through Governance is 
manifested in the adoption of the following Corporate Policies:
Corporate Social Responsibility Policy
Environmental Policy
Sustainable Procurement Policy
Conflict Minerals Policy
RoHS (Restriction of Use of Certain Hazardous Substances) Policy
REACH (Registration, Evaluation, Authorization and Restriction of Chemicals) Policy
Privacy Policy
Information System Policy
Social Media Policy
4.5 VALUE 
CREATION MODEL

4.1 CORPORATE
GOVERNANCE
32
SUSTAINIBILITY REPORT 2021
4.3 MG IN THE
WORLD
4.4 ECONOMIC
VALUE
4.5 VALUE 
CREATION MODEL
4.2 PRODUCTION
SITES
4.2 CORPORATE STRUCTURE9
9 31/12/2021
CONTROLLED
SHAREHOLDERS
OTHER
LEGENDA
VIBROTECH S.R.L.
(Italia)
MARCHESINI GROUP S.P.A.
(Italia)
SEA VISION RUS 
LLC (Russia)
LIXIS S.A. 
(Argentina)
RC ELECTRONICA 
S.L. (Spagna)
SEA VISION 
FRANCE (Francia)
SEA VISION 
SOFTWARE LTDA 
(Brasile)
S.V.L.A SISTEMAS 
DE CONTROLE E 
RASTREABILIDADE 
LTDA (Brasile)
SEA VISION VISUAL 
TECHNOLOGY 
(SHANGHAI) CO.LTD 
(Cina)
SEA VISION USA 
INC. (USA)
LUNGATEK LLC 
(Russia)
ARGO VISION 
S.R.L. (Italia)
M POINT - 
ENGINEERING 
S.R.L. (Italia)
C.A.T. PROGETTI 
S.R.L. (Italia)
SEA VISION 
DEUTSCHLAND 
GMBH (Germania)
SEA VISION 
MEXICO S.A. DE 
C.V. (Messico)
C.B.S.3DESIGN 
S.R.L. (Italia)
A.TE.NE S.R.L. 
(Italia)
GOPACK D.O.O. 
(Slovenia)
MGS POLYCOM 
(Russia)
TECNOVERNICI S.R.L.
AUTECO SISTEMI 
S.R.L. (Italia)
STUDIOPACK S.R.L.
(Italia)
DOTT. BONAPACE & C. 
S.R.L. (Italia)
MICANPACK S.R.L. 
(Italia)
CAIMA S.R.L.
(Italia)
CARLO CORAZZA 
S.R.L. (Italia)
F.V.M. S.R.L.
(Italia)
EYECAN.AI. S.R.L. 
(Italia)
DUMEK S.R.L.
(Italia)
TECNOTRATTAMENTI 
S.R.L. (Italia)
RINOVA S.R.L.
(Italia)
CREINOX S.R.L.
(Italia)
OMAC S.R.L.
(Italia)
ARREDOMEC S.R.L.
(Italia)
PROTEO 
PROTEO 
ENGINEERING S.R.L. 
ENGINEERING S.R.L. 
SEA VISION S.R.L.
(Italia)
V2 ENGINEERING 
S.R.L. (Italia)
P.M.M. S.R.L.
(Italia)
C.N.C. S.R.L.
(Italia)
CMP PHAR.MA S.R.L.
(Italia)
C.B.S. ENGINEERING 
S.R.L. (Italia)
AXOMATIC S.R.L.
(Italia)
COSMATIC S.R.L.
(Italia)
SCHMUCKER S.R.L.
(Italia)
MARCHESINI 
FRANCE S.A.S. 
(Francia)
MARCHESINI GROUP
(SHANGHAI) 
TRADING CO. LTD. 
(Cina)
MARCHESINI GROUP
BENELUX S.A. 
(Belgio)
MARCHESINI GROUP
INDIA PVT LTD. (India)
MARCHESINI GROUP 
RUS LLC (Russia)
MARCHESINI GROUP
SCANDINAVIA AB 
(Svezia)
MARCHESINI GROUP
UKRAINE LLC 
(Ucraina)
MARCHESINI GROUP
USA INC. (USA)
MARCHESINI 
M.E.C.A. S.A. 
(Svizzera)
MARCHESINI 
PACKAGING MEXICO 
S.A. DE C.V. (Messico)
MARCHESINI GROUP 
IBERICA S.L. (Spagna)
TMG MARCHESINI UK 
LTD (UK)
MARCHESINI
VERPACKUNGSMA­
SCHINEN GMBH (Ger­
mania)
MARCHESINI GROUP
POLSKA SP. Z.O.O. 
(Polonia)

33
SUSTAINIBILITY REPORT 2021
4.1 CORPORATE
GOVERNANCE
4.3 MG IN THE 
WORLD
4.4 ECONOMIC
VALUE
4.5 VALUE 
CREATION MODEL
4.2 PRODUCTION
SITES
In un Gruppo in crescita, oltre ad 
aumentare il numero delle persone, è 
necessario potenziare la rete di relazioni.

4.1 CORPORATE
GOVERNANCE
4.2 PRODUCTION
SITES
34
SUSTAINIBILITY REPORT 2021
4.4 ECONOMIC
VALUE
4.5 VALUE 
CREATION MODEL
4.3 MG IN THE
WORLD
4.3 THE MARCHESINI GROUP 
	
IN THE WORLD
With an export share of around 85% of turnover, the Marchesini Group 
is a company with a very strong international vocation.
Austria - Germany - Netherlands
Mexico
Algeria - Libya - Morocco - Spain - Tunisia
Barbados - Canada - Dominican Republic - Puerto Rico - USA
France - Principality of Monaco
MARCHESINI 
VERPACKUNGSMASCHINEN GMBH
MARCHESINI PACKAGING
MÉXICO S.A. DE C.V.
MARCHESINI GROUP 
IBERICA S.L.
MARCHESINI GROUP 
USA, INC. 
MARCHESINI GROUP
FRANCE S.A.S.
UK - Ireland
Belgium
TMG MARCHESINI 
UK LTD. 
MARCHESINI GROUP 
BENELUX S.A.

35
SUSTAINIBILITY REPORT 2021
4.1 CORPORATE
GOVERNANCE
4.2 PRODUCTION
SITES
4.4 ECONOMIC
VALUE
4.5 VALUE 
CREATION MODEL
4.3 MG IN THE 
WORLD
In order to embrace this role and consolidate its worldwide presence, from its early years of operation, Marchesini 
Group has focused on creating a capillary sales network also beyond the shores of Italy. 
Today, the Group sells its products in 116 countries worldwide and it is present in 68 countries with 14 subsidiaries 
in reference markets, one associated company and a network of 35 sales agencies that have grown side by side 
with the company to attest to the intention of working alongside our customers day after day.
Switzerland
Denmark - Finland - Iceland - Norway - Sweden
Estonia - Latvia - Lithuania - Poland
MARCHESINI GROUP 
SUISSE
MARCHESINI GROUP
SCANDINAVIA AB
MARCHESINI GROUP 
POLSKA SP. Z O.O.
China - Hong Kong
Moldavia - Ukraine
Armenia - Azerbaijan - Belarus - Georgia - Kazakhstan - Russia - 
Uzbekistan
Afghanistan - Bahrain - Bangladesh - Cyprus - Democratic Republic Of 
The Congo - Dubai - Egypt - Emirates (UAE) - Ethiopia - Ghana - Greece 
- Guinea - India - Iran - Iraq - Israel - Ivory Coast - Jordan - Kenya - 
Kuwait - Lebanon - Madagascar - Mauritius - Nepal - Nigeria - Oman 
- Pakistan - Palestine - Qatar - Saudi Arabia - Senegal - South Africa 
- Sri Lanka - Syria - Sudan - Tanzania - Togo - Turkey - Uganda - Yemen 
- Zambia - Zimbabwe
MARCHESINI GROUP 
(SHANGHAI) TRADING CO. LTD.
MARCHESINI GROUP 
UKRAINE L.L.C. 
MARCHESINI GROUP 
RUS L.L.C.
MARCHESINI GROUP 
M.E.C.A. S.A. 
MARCHESINI GROUP
INDIA (PVT.) LIMITED
Mumbai Headquarters

4.1 CORPORATE
GOVERNANCE
4.2 PRODUCTION
SITES
36
SUSTAINIBILITY REPORT 2021
4.3 MG IN THE
WORLD
4.5 VALUE 
CREATION MODEL
4.4 ECONOMIC
VALUE
4.4 ECONOMIC VALUE DISTRIBUTED
	
 TO STAKEHOLDERS
Since the financial year 2021, the Marchesini Group has decided to 
prepare the Group’s consolidated financial statements by applying 
the International Financial Reporting Standards (IFRS) adopted 
at European level to ensure comparable and quality accounting 
information.
The figures below refer to the consolidated financial statements of Marchesini Group S.p.A. for the year ending 
31 December 2021.
Revenues generated in the year amounted to approximately €482.6 million (+8.59% compared to 2020).
  The value generated by Marchesini Group S.p.A. in 2021 amounted to approximately €492.6 million, an 
increase of 8.72% compared to 2020, and is calculated based on GRI Standards. Of this, €99.3 million 
(+16.43%) was retained by the parent company, while €393.4 million (+6.93%) was distributed to the main 
stakeholders as follows
•		 operating costs amounted to €211.9 million (+5.44%);
•		 staff remuneration amounted to approximately €151.5 million, an increase of +11.47% compared to the 
previous year;
•		 a total of about €29.4 million was distributed to capital suppliers, shareholders and the public administration;
•		 donations, membership contributions and sponsorships to the community amounted to about €519,000 
(-9.11% compared to 2020).

37
SUSTAINIBILITY REPORT 2021
4.1 CORPORATE
GOVERNANCE
4.2 PRODUCTION
SITES
4.3 MG IN THE 
WORLD
4.5 VALUE 
CREATION MODEL
4.4 ECONOMIC
VALUE
2021
VAR %
ECONOMIC VALUE GENERATED €/000
Income
482.561
8,59%
Other revenue
5.840
6,59%
Financial revenue and income from shareholders
4.238
28,61%
Totale
492,639
8,72%
ECONOMIC VALUE GENERATED AND DISTRUTED €/000
Operating costs (purchases services investments)
211.955
5,44%
Employee remuneration
151.474
11,47%
Remuneration of capital4
.081
23,03%
Remuneratin of lenders
3.145
-36,47%
Remuneration of public administrations
22.208
0,25%
External donations and sponsoring
519
-9,11%
Total
393.382-
6,93%
ECONOMC VALUE RATEINED €/000
Amortisation, deprecation, write-downs and adjuments
32.253
15,73%
67.004
16,78%
Total
99.257
16,43%
2020
444.384
5.479
3.264
453,127
201.021
3.317
4.933
22.152
571
367.880
27.869
57.378
85.247
135.886

4.1 CORPORATE
GOVERNANCE
4.2 PRODUCTION
SITES
38
SUSTAINIBILITY REPORT 2021
4.3 MG IN THE
WORLD
4.4 ECONOMIC
VALUE
4.5 VALUE 
CREATION MODEL
4.5 VALUE CREATION 
	
 MODEL
For almost 50 years, the Marchesini Group has been developing, 
manufacturing and managing high-tech solutions in the 
pharmaceutical and cosmetics packaging sector by supplying 
It operates in constantly evolving markets characterised by high-quality standards and the application of digital 
technologies and new discoveries in science.
Through its business model and the management of its key levers, Marchesini Group contributes to technological, 
economic and social progress and the achievement of the Sustainable Development Goals (SDGs) of the United 
Nations 2030 Agenda.
TREND
VALUE 
CHAIN
CAPITAL
BUSINESS MODEL
Growing need for 
technological solutions for 
Industry 4.0
Business 
manager
Efficient use of 
resources
Supply 
chain
research and 
production
Realisation & 
management
Aftersales
Proximity to 
clients
People and 
comunity
Product quality 
and safety
Continuos 
innovation
Financial 
resources
Operational
assets
People and 
skills
Tecnology &
intellectual
property
Relationships
& collaboration
with stakeholders
Energy &
natural resources
Digital transformation 
and Artificial 
Intelligence

39
SUSTAINIBILITY REPORT 2021
4.1 CORPORATE
GOVERNANCE
4.2 PRODUCTION
SITES
4.3 MG IN THE 
WORLD
4.4 ECONOMIC
VALUE
4.5 VALUE 
CREATION MODEL
The Marchesini Group's sustainability strategy, fully integrated in the Industrial Plan presented in December 2020, 
is articulated on the basis of transversal business development guidelines, broken down into specific operational 
commitments and objectives.
Their pursuit and consistency with the Industrial Plan are verified at Board of Directors level. With its strategy 
and activities, the Marchesini Group, conscious of the need to adopt integrated approaches and multi-stakeholder 
collaborations to address economic, social, health and institutional challenges, contributes to the achievement of 
the SDGs of the United Nations 2030 Agenda.
In particular the Marchesini Group creates positive impacts through:
•	
 the creation of qualified employment;
•	
commitment to the dissemination of scientific citizenship; 
•	
 the strengthening of the SME supply chain;
•	
 collaboration in the field of technology;
•	
innovation processes;
•	
continuous improvement of products and solutions for its customers.
OPERATIONAL
SCENARIOS
RESULTS
IMPACT AND SDGS 
2021turnover: +8,7% 
R&D investment
19,7 M€
Employees2021 
+ 3%
100% of employees 
employed in plants 
powered exclusively 
by renewable 
energy
600 active 
suppliers who 
share our value 
100% of employees 
working in 
plants powered 
exclusively by 
energy from 
renewable sources
Dissemiation of scientific culture and 
promotion of STEM skills
Skilled employment and SME growth
Competitiveness and economic development, 
technogical and social development of territories
More innovative, sustainable and efficient cities
Physical and cyber security of territory, 
city and people
Climate change monitoring and prevention 
and emergency management
10 In Italy, the precursor of the concept of scientific citizenship is the sociologist Giancarlo Quaranta, who first defined it in an article of 
2007: Quaranta G. (2007), Conoscenza, responsabilità e cultura: riflessioni sulla comunicazione scientifica (Knowledge, responsibility 
and culture: reflections on scientific communication), in JCOM (Journal of Science Communication), Scuola Internazionale Superiore 
di Studi Avanzati (SISSA) - Trieste.

40
SUSTAINIBILITY REPORT 2021
R&S
PRODUCT
INNOVATION
5.0

41
SUSTAINIBILITY REPORT 2021
5.6 ...
5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.2 PRODUCT 
INNOVATION
5.3 MATERIAL
INNOVATION
5.6 INTERNATIONAL 
COMPLIANCE 
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.1 R&S
5.0 R&D AND PRODUCT INNOVATION
Research and development (R&D) is a strategic variable in the 
competitiveness of all economic systems, as it allows high 
knowledge content to be incorporated into the production of goods 
and services, with positive impacts on overall economic performance.
5.1 R&S
The Marchesini Group has developed the awareness that being 
innovative and proactive is the main source of competitive advantage, 
and not only in the technological field.
While for a long time the resources11 (human, material and financial) allocated to R&D activities were, in fact, 
considered the main input of the innovation process, and the individual innovations introduced, often identified 
through patents, the technological output of formalised basic and applied research activities, a less linear and 
deterministic view of the innovation process has matured in more recent times. It is increasingly perceived as 
the result of incremental and cumulative learning processes to which it is often difficult to associate specific 
innovations or technological outputs12. The human resources involved in the organisation must therefore be able to 
understand and manage the components of the innovative processes that transform new ideas into concrete, viable 
and sustainable projects and solutions in terms of new products and/or processes, in response to the changing 
needs of society and the market.
11 Malerba, F. (a cura di), 2000. economy of innovation. Roma, Carocci.
12 Fagerberg, J., Mowery, D.C. and Nelson, R.R. (eds.), 2005. The Oxford Handbook of innovation. Oxford, Oxford University Press. 
Italian edition edited by Malerba, F., Pianta, M. and Zanfei, A. 2007. Innovazione. Imprese, industrie, economie (Innovation. Enterprises, 
industries, economies), Roma, Carocci.

5.4 ALTERNATIVE 
PLASTICS
5.2 PRODUCT 
INNOVATION
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.3 MATERIAL
INNOVATION
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SUSTAINIBILITY REPORT 2021
5.6 INTERNATIONAL 
COMPLIANCE 
5.1 RESEARCH 
AND INNOVATION
Producing individual machines and packaging lines that are more efficient in production and which, at the same 
time, safely simplify packaging process activities, is the Marchesini Group's main objective in the field of innovation. 
For the Group, innovation is focused on creating technological solutions not only capable of constantly improving the 
production performance, reliability and sustainability (both at the level of their production and during their operation) 
of machinery, but also to simplify the activities of the operators involved in order to guarantee their well-being and 
safety in the workplace (e.g. the application of integrated factory logistics). For this reason, particular attention 
is paid to ease of use, ergonomics and the reduction of noise and consumption. The high degree of integration 
between mechanics, electronics and software makes Marchesini machines ‘intelligent’ and ‘collaborative’. 
In 2021 Marchesini Group invested around 19.7 million Euro in R&D, 3.9% of the value generated, far higher than 
the Italian and European average13. 
13 The incidence of R&D expenditure on GDP is one of the five indicators decided by the Europe 2020 Strategy to monitor the progress 
made by individual states with respect to the objectives of smart, inclusive and sustainable growth. With respect to the general Europe 
2020 objective of increasing public and private investment in R&D to a level of 3% of GDP, Italy set itself the target of achieving - in 2020 
- a level of R&D expenditure in relation to GDP of 1.53%. See: ISTAT, op. cit.

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SUSTAINIBILITY REPORT 2021
5.6 ...
5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.3 MATERIAL
INNOVATION
5.6 INTERNATIONAL 
COMPLIANCE 
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.2 PRODUCT 
INNOVATION
14 https://www.pmmi.org/report/2017-evolution-automation-report
https://www.universal-robots.com/about-universal-robots/news-centre/ifr-world-robotics-report-2017
In the packaging machine sector, optimisation of the work cycle to minimise downtimes and increase production 
is essential – as is the automation of the entire chain and the various stages along the production line, from the 
processing of the raw product to the packaging of the finished product. Speed and flexibility are also essential 
to each machine, to prove that it can effectively and efficiently process products that vary in terms of shape, 
weight and material. Particularly at the packaging level, it is increasingly important for customers to reduce the 
use of hydrocarbon plastics, so the Marchesini Group is constantly working with customers to provide solutions 
that can machine more sustainable, recyclable and environmentally friendly packaging. In addition, the Group is 
committed to implementing better performing electrical systems along the production lines.
A growing number of clients in the pharmaceutical sector are investing in automation strategies to improve their 
operations and the services they offer. According to a study of 2017,  roughly 50% of pharmaceutical houses 
and companies that produce medical devices are integrating automation along their lines and will continuously 
monitor Overall Equipment Efficiency (OEE) at machine, line and plant level.
5.2 PRODUCT 
	
INNOVATION
The Marchesini Group operates as a world leader in its target markets 
with the aim of achieving ever greater efficiency in its machines and 
related components, allowing it to position itself in each market segment 
by satisfying customer requirements in detail, constantly searching for 
high-performance, plug-and-play solutions tailored to its needs.
Our products
(machines)
Client products
(packaging)
Two aspects of sustainability
• Painting phase
• Addictive manufacturing
• Aluminium swarf recovery 
• Predictive maintenance
• Alternatives to PVC/PET:
	
• PLA
	
• RE-PET
	
• PAPER 
• Alternative laminates
	
• 100% recyclables

5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.3 MATERIAL
INNOVATION
44
SUSTAINIBILITY REPORT 2021
5.6 INTERNATIONAL 
COMPLIANCE 
5.2 PRODUCT 
INNOVATION
5.2.1 ENERGY SAVING
Energy saving is crucial for industries that design and develop automatic 
machines capable of sustaining high levels of production.
The efforts to be made in this field consist of maintaining the same standards, using as few resources as 
possible and avoiding unnecessary waste. In devising a winning strategy to improve energy efficiency and reduce 
consumption, the Marchesini Group has developed an indispensable tool for achieving its objectives: Predictive 
maintenance.
With the emergence of Smart Manufacturing paradigms, manufacturing plants increasingly require monitoring 
systems that go beyond routine maintenance, enabling complete and constant control of all the machines that 
make up the production lines. The need to adopt careful monitoring of plants and their components is, in fact, for 
many industries an essential tool for improving production efficiency while containing costs. With this in mind, 
the Marchesini Group has developed predictive maintenance solutions to monitor the condition of production 
systems, assessing the health of machines and anticipating all those conditions that could lead to wasted 
energy and resources. Data from the sensors installed on board the machine (IoT) is collected, analysed through 
algorithms based on Artificial Intelligence (AI) and transformed into useful information for the operator, which 
can be viewed on a dedicated web platform. Monitoring this information allows anomalies to be detected and 
maintenance to be scheduled in advance, preventing breakdowns and minimising unplanned downtime.
To better understand the importance of predictive maintenance tools, it is useful to refer to industrial compressed 
air systems (see Chapter 7.8), which require periodic maintenance to operate at peak efficiency. If neglected, 
these systems can cause air leaks or pressure fluctuations, which can lead to high operating temperatures, poor 
humidity control or excessive contamination. Comprehensive and constant monitoring can prevent these minor 
problems, intervening early with minor adjustments, before permanent or more serious damage occurs.
Constantly monitoring energy consumption and maintaining individual components to avoid wear and tear and 
breakdowns is not enough, however, to achieve the goal of efficient energy and resource management. Energy 
saving is only one aspect of a broader strategic plan that guides the Group in the choice of actions and measures

45
SUSTAINIBILITY REPORT 2021
5.6 ...
5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.3 MATERIAL
INNOVATION
5.6 INTERNATIONAL 
COMPLIANCE 
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.2 PRODUCT 
INNOVATION
to reduce its environmental impact. By adopting a broader management system that includes other elements 
in addition to energy costs and consumption (such as waste management, CO2 emissions, etc.), it is possible 
to protect the environment. The Group is therefore inspired by "The Energy and Environmental Management 
System (EEMS)" approach: a management system that is certified in line with the internationally recognised 
standards ISO 14001:2015 and ISO 50001:2018. This model involves the monitoring and analysis of consumption, 
the definition of objectives and related plans to meet them, the internal and external communication of the 
methods and activities carried out, and the training of all those who implicitly or explicitly contribute to the 
achievement of the set objectives.
The EEMS is therefore a structured analysis tool, based on continuous improvement and the incorporation of 
sustainability goals into key business processes.
EEMS
ACT
PLAN
CHECK
DO
Decisions made on the
basis of risks.
Implementation of
enerfy saving
measures
technical and economic
feasibility
15 The Italian Association of Chemical Engineering | CHEMICAL ENGINEERING TRANSACTIONS | VOL. 32, 2013
The decision-making process and implementation of energy-saving measures are based on the condition of 
the system, i.e. technical and economic feasibility, and it is important to balance these two important factors 
to arrive at an optimal point.15
Modeling the 
energy system:
• energy auditing
• data acquisition
• energy balance
• specific energy
   consumption
Monitoring and
assessment
Identification of:
Energy saving
strategies and change
of management model
Operational data
collection
Interactive decision
support system:
operational, preventive
and corrective
maintenance
procedures

5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.3 MATERIAL
INNOVATION
46
SUSTAINIBILITY REPORT 2021
5.6 INTERNATIONAL 
COMPLIANCE 
5.2 PRODUCT 
INNOVATION
5.2.2 PREDICTIVE 
	
   MAINTENANCE
Predictive maintenance is an indispensable tool in achieving Industry 
4.0 goals. For the Marchesini Group, it is a cornerstone of the broader AI 
(Artificial Intelligence) programme, focused on Digital Transformation.
Predictive maintenance is a key element in increasing the productivity and efficiency of machines and production 
lines, but it is also a technology to support decision-making processes aimed at maximising the energy efficiency 
and maintenance of individual components.
Thanks to the presence of sensors on board the machine (IoT network), capable of accurate monitoring, and thanks 
to tools for collecting and subsequently analysing data using AI-based algorithms, the Group has developed a 
system that makes it possible to detect anomalies and schedule maintenance in advance, avoiding possible 
breakdowns. This is a service package with an Industry 4.0 perspective that is highly appreciated by customers.
The development of this solution is based on the ability to collect information in real time, thanks to sensors 
installed on board the machine. In fact, the Group considered how to develop an intelligent system capable of 
offering an increasingly rapid and efficient maintenance service based on the analysis of objective data linked 
to machine performance and the production environment. The new technology is therefore based on the idea of 
providing a reliable tool to monitor the state of the machine and to identify critical situations at an early stage, 
anticipating unplanned stoppages. The aim, in essence, is to move from a preventive maintenance model to a 
predictive maintenance model, taking advantage of the data generated.

47
SUSTAINIBILITY REPORT 2021
5.6 ...
5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.3 MATERIAL
INNOVATION
5.6 INTERNATIONAL 
COMPLIANCE 
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.2 PRODUCT 
INNOVATION
6000
4000
2000
0
-2000
-4000
-6000
8000
DIGITISATION	   
Real-time workflow diagram
Now
In future
Reactive mainenace
Preventive maintenace	    
Predictive maintenance
The main benefits of Predictive Maintenance technology are listed below:
• Better understanding and complete visibility of machine status.
• Alerts and warnings of potential faults. Condition monitoring 24 hours a day, seven days a week throughout
the life of the machine.
• Dedicated, independent Edge PC platform with no impact on the control system and the GMP section of the
machine.

5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.3 MATERIAL
INNOVATION
48
SUSTAINIBILITY REPORT 2021
5.6 INTERNATIONAL 
COMPLIANCE 
5.2 PRODUCT 
INNOVATION
5.2.3 METAL PAINTING
For the Marchesini Group, details are crucial: care and attention to 
detail make the difference.
The painting cycle used by the Marchesini Group is water-based (not powder or solvent) so as to be more 
environmentally friendly. In painting all its machines, the Group has succeeded in achieving very high quality, using 
a procedure with a low environmental impact. The painting cycle used is water-based, without powder or solvents: 
this treatment, in line with the international UNI EN ISO 14001 standard, implies a low content of VOCs (Volatile 
Organic Compounds) that are dispersed into the air.
The painting process is controlled at every stage (temperature, humidity, product handling). The aim is to reduce, 
as much as possible, the amount of water used during the production process and the thinner used, producing less 
waste.

49
SUSTAINIBILITY REPORT 2021
5.6 ...
5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.6 INTERNATIONAL 
COMPLIANCE 
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.3 MATERIAL
INNOVATION
5.2 PRODUCT 
INNOVATION
5.3 MATERIAL INNOVATION
There are many activities related to sustainable development in the 
pharmaceutical and cosmetics packaging sector, and the Marchesini 
Group has long since implemented a process of identifying eco-
friendly materials to overcome the increasingly widespread problem 
of pollution from non-biodegradable plastic waste, which now affects 
not only our lives, but also those of marine ecosystems and future 
generations.
Along these lines, the Research and Development Team is investigating the possibility of replacing 
traditional plastic materials, within the limits of current legislation,  with materials that can at least 
partially reduce the environmental impact of pharmaceutical and cosmetics packaging.
Research on plastic materials is constantly evolving and the aim is to find more environmentally 
friendly alternatives, without compromising the safety of the product contained within the packaging.
Pharmaceutical packaging must guarantee:
• A perfect fit to the medicine, to safeguard the integrity of the product and prevent the possibility of 
penetration by external agents;
• An effective resistance to external environmental conditions; in particular, primary packaging that 
is resistant to light and air is required;
• Adequate protection of the pharmaceutical product; the primary packaging must have precise 
characteristics to guarantee the safety of the drug during transportation;
• Proper communication on the nature of the contents and the method of administration
16• Directive 2001/83/EC of the European Parliament and of the Council of 6 November 2001 on the Community code relating to 
medicinal products for human use published in the Official Journal of the European Communities No. L311/118 of 28/11/2001.
• Directive 2004/27/EC of the European Parliament and of the Council of 31 March 2004 amending Directive 2001/83/EC on the 
Community code relating to medicinal products for human use published in the Official Journal of the European Communities No. 
L136/34 of 30/04/2004.
• Legislative Decree no. 219 of 24 April 2006, implementing Directive 2001/83/EC (and subsequent amending directives) on the 
Community code relating to medicinal products for human use, as well as Directive 2003/94/EC, published in the Official Gazette no. 
142 of 21 June 2006 - Ordinary Supplement no. 153.
• Legislative Decree No. 274 of 29 December 2007, Corrective provisions to Legislative Decree No. 219 of 24 April 2006, implementing 
Directive 2001/83/EC on the Community code relating to medicinal products for human use, published in the Official Gazette General 
Series No. 38 of 14-02-2008.
• Commission Delegated Regulation (EU) 2016/161 of 2 October 2015 supplementing Directive 2001/83/EC of the European Parliament 
and of the Council by laying down detailed rules on the safety features appearing on the packaging of medicinal products for human 
use published in the Official Journal of the European Communities No. L32/1 of 09/02/2016.

5.1 RESEARCH 
AND INNOVATION
5.2 PRODUCT 
INNOVATION
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.3 MATERIAL
INNOVATION
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SUSTAINIBILITY REPORT 2021
5.6 INTERNATIONAL 
COMPLIANCE 
5.4 ALTERNATIVE 
PLASTICS
5.4 ALTERNATIVE PLASTICS	   
Recyclable
One of the virtuous principles in view of the circularity of raw materials is 
single-material packaging. It allows for easier collection and processing 
of waste by avoiding mixing and swapping different materials. This is 
why our packaging solutions involving plastics have organic, recycled, 
recyclable and compostable alternatives, both for the cover and for the 
moulding.
The material to be recycled is normally collected, shredded into small 
regular pieces, washed then sorted mechanically, optically or by gravity
Fossils (of non-organic origin) that are easily separable, preferably 
monomaterial to avoid difficult separation processes or dedicated 
technologies.
PET | E-PET | PP | PE | HDPE
Biodegradable – compostable
Of organic origin, mainly from plant and process waste.
Biodegradable does not necessarily mean compostable.
Compostable material is necessarily biodegradable.
 | GREEN PE  |  PLA  |  MATER B  |  PAPER
Compostable means 'industrially compostable' which means that the 
material will be processed together with the 'food waste' to obtain a 
'compost' used as fertiliser.
Having always been a reference not only as a machinery supplier but also as a packaging line designer, over the 
years our role has increasingly taken the form of consultancy in the design of new plants and the optimisation of 
existing ones, generating customer confidence. This dynamic has led us in recent years to come under pressure 
from the outside world, particularly on environmental issues. On the customer side, in recent years the demand has 
mainly been for the replacement of plastic with alternative, recyclable or biodegradable/compostable materials 
or paper.
The Marchesini Group has built its success on secondary packaging, the cartoning machines that have made the 
company's fortune throughout the world and cardboard tray solutions, which have been very successful in recent 
years.

51
SUSTAINIBILITY REPORT 2021
5.6 ...
5.1 RESEARCH 
AND INNOVATION
5.2 PRODUCT 
INNOVATION
5.3 MATERIAL
INNOVATION
5.6 INTERNATIONAL 
COMPLIANCE 
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.4 ALTERNATIVE 
PLASTICS
Bioplastic
Bioplastic
e.g biobased PE, PET, PA, PTT
BIO-BASED
FOSSIL BASE
BIODEGRADABLE
NON BIO
DEGRADABLE
Bioplastiche 
convenzionali
e.g biobased PE, PP, PET
e.g PLA, PHA, 
PBS,starch biends
Conventional 
bioplastic
e.g PBAT, PCL
WHAT ARE 
BIOPLASTICS?17 
Biodegradation is a 
chemical process during 
which microorganisms in 
the environment convert 
materials into natural 
substances. 
The biodegradable 
process depends on the 
environmental conditions, 
the material in question, 
and its application.
“BIO-BASED” DOES NOT 
MEAN “BIODEGRADABLE”
ADVANTAGES OF 
BIOPLASTICS
The property of 
biodegradation does not 
depend on the resource 
base of a material, but is 
rather related to its chemical 
structure. 
100% bio-based plastic may 
not be biodegradable and 
100% fossil-based plastic 
may biodegrade. 
Bio-based plastic products 
save fossil resources by using 
biomass that regenerates 
(annually) and offers the 
unique potential of carbon 
neutrality. 
17 European Bioplastics
With regard to alternatives to plastic, too, we have been developing packaging solutions such as blisters and 
thermoformed products using PLA or R-PET for 20 years in our Blister & Farcon division in Carpi. Despite this, 
only in recent years has there been a strong demand from the market.
The supplier owns a material and tends to defend its characteristics. When choosing the material to be used in 
a project, we play an impartial role that allows the customer to have an overview of the available options. The 
customer wants to be reassured about the impact of a change in packaging materials on the existing machinery. 
Solutions can be a simple material change or a retrofit modification on the machine.

5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.2 PRODUCT 
INNOVATION
5.3 MATERIAL
INNOVATION
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SUSTAINIBILITY REPORT 2021
5.6 INTERNATIONAL 
COMPLIANCE 
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.5 THE RECOVERY OF 
	
ALUMINIUM WASTE
Aluminium is one of the most recycled materials in the world. Thanks 
to its properties, this material can be reused an infinite number of 
times, making its recovery less impactful than the traditional process 
of extracting it from bauxite.  Approximately 90% of the aluminium sold 
today comes from the secondary raw material recovery circuit with a 
significant reduction in costs, energy consumption and environmental 
impact.
Marchesini Group has decided to contribute to the collection and recycling of aluminium with a view to the 
circular economy, transforming the waste produced by its own processes into a resource for other companies.
The Calderino production plant, which produces components made from this metal, is equipped with one of the 
most innovative plants for scrap collection: thanks to special ventilation and suction systems, the aluminium 
scraps are conveyed into a compactor that transforms them into briquettes. As well as offering a considerable 
advantage in terms of space, this solution is also convenient from an economic point of view, as this format 
facilitates its storage and transport to the companies that process it. In 2021 alone, the Marchesini Group's 
recovery and recycling of aluminium saved 171 tCO2eq: the amount of emissions that would have been dispersed 
into the atmosphere to produce the same amount of aluminium through mining19. 
18 Although aluminium is one of the most common metals in the earth's crust, it is rarely present in its pure state in nature and is often 
found combined with other elements from which it must be separated by carbon reduction and electrolysis processes.
19https://www.minambiente.it/sites/default/files/archivio/allegati/emission_trading/tabella_coefficienti_standard_nazionali_2011_2013_v1.pdf
150,0
100,0
50,0
0,0
First
trimester
Second
trimester
Third
semester
Fourth
trimester
Aluminium recovery and recycling (t) and tCO2eq avoided 
Aluminium recycled 2020
CO2 savings eq 2020
Not only sustainable paper and plastic. Aluminium, which is 
specifically processed in one of our factories, is one of the most 
carefully considered waste.
Aluminium recycled 2021
CO2 savings eq 2021

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SUSTAINIBILITY REPORT 2021
5.1 RESEARCH 
AND INNOVATION
5.4 ALTERNATIVE 
PLASTICS
5.2 PRODUCT 
INNOVATION
5.3 MATERIAL
INNOVATION
5.5 RECOVERY OF 
ALUMINIUM WASTE
5.6 ...
5.6 INTERNATIONAL 
COMPLIANCE 
5.6 INTERNATIONAL
	
COMPLIANCE
COUNTRY
COMPLIANCE
Machine branding and certification according to the “CE” Machine Directive.
Marchesini Group machines always bear the CE mark, even outside the EU
Machine branding and certification according to “EAC” technical regulations
Compliance and certification according to “NR12” standard
Compliance and components and certification from MG of the electrical panel.
Customer certification of installation
Electrical equipment certification
Electrical equipment certification
CoC certification (ex – SASO)
Electrical equipment certification
VoC certification
“Dual Use” technical classification
UNIONE EUROPEA
BRASILE
TURCHIA
ARABIA SAUDITA
MAROCCO
IRAN / SIRIA / RUSSIA /
CUBA / COREA DEL NORD
USA
CANADA
C
US
UNIONE DOGANALE
(Russia, Bielorussia. Kazakistan, 
Armenia, Kirghizistan)

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SUSTAINIBILITY REPORT 2021
6.2
6.1
6.0
6.2 MASTER IN
MANAGEMENT...
6.1 RAW 
MATERIALS
6.0 SUPPLY 
CHAIN
THE SUPPLY
CHAIN
6.0

55
SUSTAINIBILITY REPORT 2021
6.2 MASTER IN
MANAGEMENT...
6.2
6.1
6.2 MASTER IN
MANAGEMENT...
6.1 RAW 
MATERIALS
6.0
6.0 SUPPLY 
CHAIN
6.0 THE SUPPLY
      CHAIN
Marchesini Group adopts a responsible approach  to managing 
the entire supply chain, from small local companies to large 
multinational organisations, creating relationships that go beyond 
mere commercial transactions and promoting lasting and mutually 
satisfying collaborations with the most qualified partners who share 
the company's principles.
It is in the Group's interest to set up assessment tools to verify the suitability of suppliers in view of the continuity 
of the relationship; this attention is expressed both on an ethical level and in terms of product quality and safety. 
For this reason, relationships with suppliers are developed with total transparency, on the basis of the General 
Supply Conditions, applied to all contracts, the Quality Provisions, referred to directly in orders and concerning 
the activities that the supplier is required to perform to ensure the quality of the finished product, and the Code 
of Ethics, which includes specific references to respect for human rights, environmental protection and workers' 
health and safety. Logistics revolutionised in the first half of 2019: fifteen vertical warehouses optimise valuable 
space in the headquarters of Pianoro to offer the company storage of mechanical components.
Logistics revolutionised in the first half of 
2019: fifteen vertical warehouses optimise 
valuable space in the headquarters of Pianoro 
to offer the company storage of mechanical 
components.
20 The Procurement Sustainability Policy was adopted in 2019, see Sustainability Report 2019, p. 55.
GRI 2016: 
103-1 103-2 
103-3

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SUSTAINIBILITY REPORT 2021
6.2
6.1
6.2 MASTER IN
MANAGEMENT...
6.1 RAW 
MATERIALS
6.0
6.0 SUPPLY 
CHAIN
There are approximately 600 main manufacturing suppliers with whom the Marchesini Group collaborates in 
itsbusiness activities.
As far as design components are concerned, the value of purchases in 2021 was approximately EUR 82 million. 
The geographical distribution of suppliers of these products, all strictly 'made in Italy', tended to be concentrated 
around the production plants, with about 72% in the local area of the headquarters. The Group's decision to 
concentrate most of its supply locally is due not only to logistical advantages and technical expertise, but also to its 
desire to contribute, directly and indirectly, to the support and social development of the territory and surrounding 
communities.
SUPPLIERS 
PRODUCTION
SITES
3
4
2
9
14
56
6
2
11
2

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SUSTAINIBILITY REPORT 2021
6.2
6.0
6.2 MASTER IN
MANAGEMENT...
6.0 SUPPLY 
CHAIN
6.1
6.1 RAW 
MATERIALS
6.1 RAW MATERIALS
The year 2021 was characterised by a general commodity crisis, which 
was not only related to rising costs, but also to supply difficulties.
The Covid-19 pandemic brought the world to a standstill for several months in 2020, disrupting production for 
many companies and making transport operations more complex. In the months following the first lockdowns, the 
return to production rhythms and the need to make up for lost time led to an increasing demand for materials and 
therefore a difficulty in meeting all requirements. The Marchesini Group also had to deal with a shortage of electronic 
components (the price of which increased by 5 to 15%) and the rising costs of certain materials such as plastic, iron 
and steel, with prices rising by more than 100%. 
Thanks to the cooperation between the technical department, purchasing department and logistics department, 
the Group was able to solve the initial difficulties by expanding the stock and replacing, where possible, some 
components with others of equal quality and efficiency.
With regard to plastics, however, the trend has reversed: the 12% increase is due to the commissioning of the new 
plastics processing plant (although not yet fully operational) at the Calderino plant
Considering the specific weight of wood to be 300 kg/m3, it was possible to obtain in kg the amount of material 
consumed in the years 2020 and 2019 by comparing the values obtained and shown in the table below: 
CONSUMPTION
2021
2020
2020/2019
Ferrous metals
236.336
257.129
-8%
Non ferrous metal
197.133
207.490
-5%
Various plastic materials
84.919
75.495
12%
Total
518.338
540.114
4%
CONSUMPTION
2021
2020
2020/2019
Wood packaging
1.125.488
1.066.988
6%
Card and cardboard packaging 
23.663
24.341
-3%
PET film
4.644
4.104
12%
Total
1,095,433
1,095,433
5%

58
SUSTAINIBILITY REPORT 2021
6.2
6.0
6.2 MASTER IN
MANAGEMENT...
6.0 SUPPLY 
CHAIN
6.1
6.1 MATERIE
PRIME
CONSUMPTION
2021 (kg)
2020 (kg)
2021/2020 (kg)
ABS plastic for 3D printer
645.510,33
692.104,27
-7%
Metal for 3D printer
77,0
101,3
16%
Totale
645.587,33
692.206
-6%
In the year 2021, the consumption of bubble wrap increased due to the strong increase in spare parts shipments to 
customers. However, the aforementioned reverse logistics project, involving the reuse of pallets with rigid plastic 
sides and boxes, made it possible to decrease the overall use of LDPE plastic. In 2020, the material consumption of 
the prototyping department decreased mainly due to the fact that the materials used changed. The use of titanium 
and resin for stereolithography increased, while the consumption of steel and ABS34 decreased.
In 2021, the consumption of materials for prototyping decreased slightly, but remained more stable than in previous 
years. The upward trend in the use of titanium and the new MPC12 stereolithography resin was confirmed, while 
the use of ABS plastic is still slightly decreasing.25
The consumption figures for the two types of machine are as follows:
The Group has continued to promote the principles shared in the Code of Ethics in its selection of suppliers, making 
every effort to check the origin of materials and how they are processed: when a supplier enters into a relationship 
with the Group, in addition to the provisions of the Quality Manual and technical specifications, they must also share 
its values.
Despite the limitations due to the Covid-19 pandemic, 37 supplier audits were conducted in 2021 with positive 
results.
From left, some prototypes of components 
invarious materials, and 3D printers.

6.1
6.0
6.1 RAW 
MATERIALS
6.0 SUPPLY 
CHAIN
6.2 MASTER IN
MANAGEMENT...
59
RAPPORTO DI SOSTENIBILITÀ 2021
6.2 MASTER’S IN 
	
SUBCONTRACTING MANAGEMENT
In doing so, the Group will help preserve the artisanal know-how that has developed over the years in 
the Emilia-Romagna region, without neglecting innovation and technology. Investing in the training of 
entrepreneurs and managers allows the Group not to lose the skills developed in this field, giving due 
recognition to an important and strategic part of the subcontracting chain. The lectures - held by Maurizio 
Morini, former president of the Cattaneo Institute and now a business consultant - included a theoretical 
and a practical part, with external speakers including Michele Poggipolini, President of the Gruppo Giovani 
Imprenditori di Confindustria Emilia. 
Representatives from the following companies participated:
- Disatec: machinery pre-assembly
- Piemme: numerical control machining
- Carlo Corazza: precision mechanics
- AFC: machine wiring
- Tecnomec: precision mechanics
- Rama: machine pre-assembly
- Sanzo: machine pre-assembly
- CAT Progetti: machine wiring
- Omac: precision mechanics
The Marchesini Group recently launched the zero edition of a mini-
Master's course entitled Subcontracting Management, aimed at 16 
employees in the supply chain.

61
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
GRI 2016: 
103-1 103-2 103-3  302-1 305-1 
305-2 305-5 306-2 303-1
7.0 ENVIRONMENTAL
	
SUSTAINABILITY
For the Marchesini Group, environmental responsibility is expressed 
through an all-encompassing approach that aims to preserve natural 
resources, seeking to avoid their waste, understood in the most 
general sense possible. This goes hand-in-hand with recycling as 
well as responsible purchasing and usage for an environmentally 
friendly and forward-looking vision to encourage the minimisation of 
the environmental impact of the activities undertaken.
The company is committed to the constant search for the most suitable solutions to guarantee the responsible 
use of resources and a reduction in energy consumption through the continuous improvement of its environmental 
performance, promoting the involvement and awareness of the entire management structure and employees in a 
culture of shared responsibility, providing the necessary resources and training.
First and foremost, the Group aims to ensure compliance with current environmental laws as regards its internal 
activities. It also pursues collaboration with public authorities and relationships of mutual trust with collaborators, 
customers, suppliers and, through the monitoring of environmental parameters, the organisation's ultimate goal is 
to reduce all types of pollution and environmental impact consistent with its growth objectives.
In particular, it undertakes to
•	adopt every preventive approach in order to reduce pollution;
•	optimise the consumption of energy resources
•	use electrical energy exclusively from renewable sources;
•	ensure compliance with current legislation by the entire organisation;
•	give preference to waste management companies that are committed to waste recovery/recycling;
•	adopt the appropriate corrective/preventive actions where necessary;
•	spread a culture of sustainability and respect for the environment within the company.

7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
62
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.1 ENVIRONMENTAL MANAGEMENT 21
SAVING NATURAL RESOURCES
REDUCING THE IMPACT OF PRODUCTION SYSTEMS
COMPLIANCE WITH RELEVANT LEGISLATION
In line with the Environment Policy, the Group bases its strategic action 
on three pillars:
Producing better products, consuming less energy and fewer resources, optimising the management 
of environmental aspects (resources, water, waste, raw materials) to leave future generations a 
less impoverished and more liveable environment. The commitment made is to revisit Marchesini 
products by redesigning and studying them with the aim of achieving a low environmental impact 
in terms of greater durability and flexibility, energy saving, and greater recyclability of components.
The Marchesini Group's commitment is to review and redesign processes and technologies to prevent 
and/or reduce environmental impact. This will only be possible by applying the best operating 
techniques and guaranteeing a rational and efficient use of energy resources and raw materials.
The Marchesini Group's commitment to comply with environmental legislation is a compulsory step 
and is an expression of the maturity achieved by Marchesini's production facilities and management 
system, which guarantees the sustainable use of natural resources and waste management. 
Compliance with current legislation on the subject and the evaluation and implementation of 
proactive projects on these issues is entrusted to the Environment and Safety Department.
The January 2020 aerial view shows the recent 
expansion of the headquarters in Pianoro, home to 
the Beauty Division and Dumek.
21 The data in this section refers to the Marchesini Group S.p.a.

63
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.5 CARBON 
FOOTPRINT
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
7.2 ENERGY
7.2 ENERGY
Virtuous behaviour is promoted throughout the Group to reduce energy 
consumption related to the daily needs of employees to carry out 
their work activities. Investments are also constantly made in devices 
to reduce waste, for example during periods of inactivity (nights, 
weekends, holidays) and energy-efficient systems, partly to replace 
old, less efficient systems.
The electricity used by the Group is mainly consumed to power the production cycles of the plants and, to a lesser 
extent, offices and services. The total electricity consumed during 2021 corresponded to approximately 2,131 toe,22  
an increase of about 16% compared to 2020. These increases were mainly due to the growth of the Company, and 
the gradual abandonment of fuel gas in favour of the adoption of heat pumps.
The commitment to guaranteeing the most comfortable working environment possible,23 the maintenance of 
microclimatic comfort (heating and air conditioning) in all the Group's production plants and offices, absorbs about 
50% of total energy consumption. Only in the mechanical processing plants is electricity for air conditioning and 
production comparable.
The total energy consumption in terms of toe (tonnes of oil equivalent) in 2021 increased significantly compared 
to 2020 (+13.5%): the increase in electricity consumption due to the increase in employee production and the 
extension of the plants was offset by the reduction in the use of the company car fleet due to the ongoing pandemic.
Emissions in terms of tonnes of carbon dioxide equivalent, on the other hand, were reduced to zero (see section 
8.5). This was made possible by achieving the target of using electricity exclusively from renewable sources.24
22 The toe (tonnes of oil equivalent) represents the amount of energy released from the combustion of one tonne of crude oil and is worth about 
42 GJ. The value is set conventionally, as different varieties of oil have different calorific values and there is more than one convention currently 
in use.
23 Marchesini Group Code of Ethics, page 26.
24 The use of electricity completely from renewable sources is a significant goal that was achieved thanks to the 'green energy option' and 
guarantees of origin (G.O.). G.O.s (Directive 2009/28 EC) are European nominal certificates that certify the renewable origin of the energy 
consumed. The certification is based on the feeding into the grid of an amount of renewable energy equal to the energy consumption for which 
the company applies for certification. It is the Gestore dei Servizi Energetici (GSE) that issues the G.O. certificate. Each G.O. title issued by the 
GSE on energy fed into the grid, in accordance with Directive 2009/28/EC, has a value of 1 MWh.
TEP
tCO2EQ
CONSUMPTION
2021
2020
21/20
2021
2020
21/20
Direct energy
517
452
13%
1376
1.076
22%
Gas for heating
351
296
19%
833
702
16%
Other combustibles for heating
0
0
0%
0
0
0%
Automotive fuels
166
156
7%
543
374
32%
Indirect energy
2171
1.878
14%
0
0
0%
Total electrical energy
2131
1.838
12%
0
0
0%
Self-generated electricity from photovoltaics
40
40
0%
0
0
0%
Total
2.648
2.330
12%
1376
1.076
22%

7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.6 CIRCULAR 
ECONOMY
64
SUSTAINIBILITY REPORT 2021
7.3 WASTE
7.3 WASTE
Greater efficiency in the use of materials within production processes 
results in reduced costs, reduced waste sent to landfill and reduced 
processing waste, all to the benefit of the environment.
For these reasons, the Group promotes the responsible management of materials and waste, with particular 
emphasis on the treatment and disposal of hazardous waste.
The Environment Department is responsible for ensuring compliance with current regulations on the management 
of storage, transport and disposal of hazardous and non-hazardous waste. With a view to continuous improvement 
and making production systems more efficient, Marchesini Group has reduced the amount of waste sent for disposal 
by increasing the portion sent for recovery, bearing in mind that less total waste is produced.
Liquid waste, on the other hand, comes exclusively from washing parts or cold machining and is stored and then 
disposed of according to current regulations without any discharge into the sewage system.
2021 (t)
%
2020(t)
%
∆2021/2020
Waste sent for recovery
895
75%
905
 73%
-1%
Waste sent for incineration
157
 13%
167
13%
-6%
Waste sent for disposal
136
 11%
167
13%
-18%
Total
1238
-
1238
-
-2%

65
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.6 CIRCULAR 
ECONOMY
7.3 WASTE
In detail:
More specifically:
2014
2015
2016
2017
2018
2019
2020
2021
Non-hazardous 
waste (t)
864
703
748
753
907
967
1011
968
Hazardous waste 
(t)
221
217
252
191
231
296
227
220
Total (t)
1085
920
1000
944
1139
1263
1238
1189
2021 (t)
%
2020 (t)
%
∆2021/2020
Packaging
489
41%
515
42%
-5%
Drugs
158
13%
182
15%
-15%
Metals
189
16%
191
15%
-1%
Waste from raw materials 
processing department
203
17%
192
16%
5%
Emulsions
46
4%
41
3%
11%
Aqueous solutions
50
4%
68
5%
-36%
RAEE
13
1%
7
1%
47%
Other waste
38
3%
37
3%
3%
Other demolition waste
3
0%
5
0%
-66%
Total
1189
-
1238
-
-4%

7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.6 CIRCULAR 
ECONOMY
66
SUSTAINIBILITY REPORT 2021
7.3 WASTE
Production waste by time
Quantities of waste by treatment destination
Other demolition waste
Other waste
RAEE
Aqueous solutions
Emulsions
Processiong department waste
Metals
Drugs
Packaging
0
100
2020 (t)
Waste for recovery (t)
2021 (t)
Waste for disposal (t)
Waste for waste-to-energy (t)
200
300
400
500
600
2021
895
157
136
2020
905
167
167

67
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.6 CIRCULAR 
ECONOMY
7.3 WASTE
7.3.1 RECIG PROJECT
As of July 2019, with Resolution No. 5 of the National Register of 
Environmental Managers, 'butts' have been recognised as real waste.
 25 https://www.re-cig.it/
 smoker point
installation
Collection
Washing and 
drying
Transformation of the 
raw material
The Marchesini Group wanted to make a contribution to the collection of this waste, which takes several years to 
degrade completely, releasing substances that are toxic to the environment. The Group therefore turned to Re-
Cig, an innovative start-up engaged in the collection and design of solutions for the disposal of cigarette butts. 
Through Re-Cig's  patented process, the Marchesini Group was able to implement a system for the purification and 
processing of cigarette butts. The material obtained is a plastic polymer that can be reused in many sectors.

7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.6 CIRCULAR 
ECONOMY
68
SUSTAINIBILITY REPORT 2021
7.3 WASTE
Work is currently underway to identify an internal 
process into which the recycled waste can be fed in 
order to create a circular economy project.

69
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
7.4 WATER
Water is the most precious commodity on our 
planet and we are committed to its preservation.
7.4 WATER
The Group is interested in developing strategies to improve the 
responsible management of water resources, even though it does not 
require large quantities of water for its production cycles, respecting 
this precious resource for the well-being of the community.
The management of water resources is the responsibility of the environment office which, among its many activities, 
provides legislative support for the implementation of new rules and regulations.
The use of water resources is largely related to normal consumption for sanitary use. As far as production is 
concerned, water is mainly used in the inspection and testing of washing machines. To date, the water used in the 
production process is disposed of through specialised companies.
2021
2020
∆2021/2020
Water withdrawn from the public 
water supply (m3)
28.796
30.323
4,5%

7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
70
SUSTAINIBILITY REPORT 2021
7.5 CARBON 
FOOTPRINT
7.5 CARBON FOOTPRINT
The Product Carbon Footprint (CFP), expressed in the unit tCO2eq,  
considers the total emissions of all life stages of the product/service 
'from cradle to grave' in relation to the Global Warming Potential  of 
carbon dioxide (CO2).
• 	to identify significant aspects in terms of climate change impacts of the plants included in the company's 
perimeter, with a view to their reduction and/or mitigation;
• 	to monitor changes in climate impacts;
• 	the study considered all direct (Scope 1) and indirect (Scope 2)  emissions of climate-altering gases 
associated with the factories included in the study perimeter.
Data collection was conducted through the following methods
	
• preparation of elaborate data collection sheets broken down by scope;
	
• coordination and comparison meetings at the headquarters in Pianoro (BO);	
	
• requests for additional information and data through telephone or e-mail contacts.
	
With regard to an organisation's GHG emissions, the GHG  Protocol divides greenhouse gas emissions into
	
three categories.
	
• scope 1: direct GHG emissions from on-site activities;
	
• scope 2: indirect GHG emissions related to the use of electricity taken from the national grid or the share of
	
electricity self-produced and consumed;
	
• scope 3: indirect GHG emissions not covered by Scope 1 and 2.
Since the quantification of emissions belonging to the latter category is currently not mandatory, but rather subject 
to the discretion of the company, the survey was limited to Scope 1 and 2 for which activity data was determined on 
the basis of information contained in utility bills or fuel cards for consumption by company-owned vehicles.
In 2021 there was a decrease in overall emissions of 7.7% due to the efficiency of the refrigeration systems and the 
absence of failures that had occurred in the previous year.
Emissions from electricity production, on the other hand, continue to be eliminated due to the use, even in 2021,
of electricity exclusively from renewable sources.
26tCO2eq is a unit of measurement that allows different greenhouse gas emissions with different climate-changing effects to be weighed 
together. For example, a tonne of methane, which has a climate-changing potential (see note 23) 21 times greater than CO2, is counted as 21 
tCO2eq. This makes it possible to compare different gases with each other when considering their contribution to the greenhouse effect.
27The Global Warming Potential (GWP) expresses the contribution to the greenhouse effect of a greenhouse gas relative to the effect of CO2, 
whose reference potential is 1. Each GWP value is calculated for a specific time interval (typically 20, 100 or 500 years).
Its calculation starts from the procurement and treatment phases of the constituent raw materials and then takes 
into account the phases relating to their processing and production of the product, through to transport to the cus­
tomer, eventually covering utilisation and disposal activities.
The reasons that prompted the company to carry out the study are as follows:

71
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.3 WASTE
7.5 CARBON 
FOOTPRINT
7.6 CIRCULAR 
ECONOMY
2017
2018
2019
2020
2021
FATTORI DI EMISSIONE
tCO2EQ
tCO2EQ
tCO2EQ
tCO2EQ
tCO2EQ
Direct 
emissions for 
the operation 
of plant and 
machinery
Heating other fuels
2
1
2
0
0
Company cars
391
464
678
510
543
Refrigerant gas
101
437
328
874
549
Heating gas methane
664
674
663
702
833
Totale Scope 1
1.158
1.575
1.671
2.086
1.925
Indirect 
emissions 
from energy 
consumption
Electrical energy
2.502
0
0
0
0
Totale Scope 2
2.502
0
0
0
0
Total emissions
3.660
1.575
1.671
2.086
1925
SCOPE 1
SCOPE 2
Total emissionS (tCO2Eq)
3000
2000
1000
0
2017
2018
Total emissionS 
(tCO2Eq)
2019
2020
2021
4000
28 Greenhouse Gas Protocol.
29GHG (Green House Gases) is the acronym for climate-changing gases, responsible for the so-called 'greenhouse effect'.

7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
72
SUSTAINIBILITY REPORT 2021
7.5 CARBON 
FOOTPRINT
The Marchesini Group's sensitivity to reducing its carbon footprint also applies to purchases of manufactured goods 
such as gadgets for employees and customers. Starting from the assumption that, especially for a community of 
more than 2000 people, the emission of greenhouse gases and the production of waste linked to daily hydration is 
often underestimated, in order to minimise the corporate carbon footprint we have taken direct action on a daily 
habit: each employee has been provided with an aluminium water bottle that can be refilled with water and/or 
other drinks, thus discouraging the purchase of plastic bottles.
24BOTTLES
RAW MATERIAL AND 
PRODUCTION
PACKAGING
TRANSPORT
+ 0,459 Kg CO2
+ 0,043 Kg CO2
+ 0,04 Kg CO2
All CO2 emissions from the production, 
packaging and transport of each 
individual 24Bottles are offset through 
international reforestation projects.
24BOTTLES
CARBON FOOTPRINT
+ 0,543 Kg CO2
24Bottles è carbon neutral.
In fact, the production of a single plastic bottle requires 80 grams (0.08 kg) of CO2 eq.
We can therefore estimate the CO2 saved by this activity through a simple calculation:
255
1.842
0,08
37.576
0.08 kg CO2 eq is the amount of CO2 saved from being released into the atmosphere 
every time 24Bottles is used instead of a plastic bottle.
Why -0.08?
Working 
days
24Bottles 
distribuited
Kg di CO2
Kg di CO2 
Saved every 
year

73
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
7.5 CARBON 
FOOTPRINT
Furthermore, thanks to the use of 'paper hands' from the recycling of Tetra Pak  beverage cartons at its sites in 
2021, the Marchesini Group avoided releasing approximately 22.3 tCO2 eq. into the atmosphere.
Considering the quantities of products ordered in 2021, it was certified that Marchesini Group contributes to:
RECYCLED CELLULOSE 
FROM BEVERAGE CARTONS
THE RECOVERY OF 853,433
SAVING 424 TREES 
AVOIDING THE EMISSION 
Tetra Pak* beverage cartons (1 L)
medium-sized trees**
of 22,321.6 kg of CO2e*** into the atmosphere.
30 Tetra Pak is a material consisting of a layer of paper coated on the outside with plastic and on the inside with aluminium. The paper 
part is made from wood and cellulose, which is joined to the aluminium part and a thin layer of polyethylene through a hot process 
without the use of adhesives. The latter layer guarantees the container's impermeability and makes it suitable for food storage.

7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.3 WASTE
74
SUSTAINIBILITY REPORT 2021
7.6 CIRCULAR 
ECONOMY
7.6 RINOVA: THE MARCHESINI GROUP’S
	
ANSWER TO THE CIRCULAR ECONOMY
Our sense of responsibility towards the environment, combined with 
the desire to offer customers an affordable product with the same 
level of quality and reliability as the new one, is evidenced by the third 
year of operations of Rinova S.r.l., the Group company set up to give 
new life to used original Marchesini machines and lines.
Beginning with an original used component, through a process of disassembly, cleaning, remanufacturing, 
reassembly and final testing,  the Group is able to give new life to used machines, thus bringing numerous advantages 
to the customer. Prices can be up to 50% lower compared to purchasing new, and - as for other components - 
remanufactured parts are 100% guaranteed and meet the same quality and reliability specifications. Finally, the 
reuse of used components is also a gesture of respect and awareness for the environment in which we live, since 
it translates into both savings in terms of energy consumption and a reduction of waste.
Remanufacturing therefore represents not only a new production paradigm, but also a new business model based 
on the 'second life' of materials, which can potentially make the production of goods more advantageous in both 
economic and environmental terms.
The practice of remanufacturing involves disassembling the used product and restoring it by means of components 
in order to maintain the specifications of the original design: for the consumer, the resulting product must be 
considered equal to a new product.
The original added value of the raw materials, used in the first version of the product, is regenerated.
Remanufacturing is characterised by three main factors: firstly, the useful life of remanufactured products is 
extended by the processes of maintenance, remanufacturing, repair and upgrading. Secondly, these products can 
easily be disassembled in order to replace or restore components as needed and to safeguard the recyclability 
and reusability of materials. Finally, the added value, in terms of manufacturing, energy and materials, can be fully 
recovered.
31 The machine being remanufactured is also brought up to code.

75
SUSTAINIBILITY REPORT 2021
7.1 ENVIRONMENTAL 
MANAGEMENT
7.4 WATER
7.2 ENERGY
7.5 CARBON 
FOOTPRINT
7.3 WASTE
7.6 CIRCULAR 
ECONOMY
RAW
MATERIALS
MATERIAL 
TRANSFORMATION
COMPONENT 
FABBRICATION
PRODUCT 
ASSEMBLY
DISTRIBTION
USER
WASTE
TIME
VALUE
REUSE - REPAIR
REMANUFACTORING
RECYCLING
RINOVA S.r.l., established in 2018, is a company 
within the Marchesini Group that specialises in 
the reconditioning and sale of used Marchesini 
machines.

7.8 PNEUMATIC
PLANT EEFICIENCY
7.9 HEAT 
RECOVERY
7.10 ELECTRIC
        CHARCHING
        STATION
7.7 A NEW STATE
      OF ART
7.7 A NEW STATE-OF-THE-ART 
	
SUSTAINABLE PLANT
ELECTRICAL SYSTEM
The photovoltaic system is used for the production of electrical 
energy from renewable sources, it consists of: 1,145 solar panels 
for a total of 334.52 kWp delivered.
The heat recovery system provides 
domestic hot water.
The combination makes it possible to avoid the use of 
natural gas for heating, thus reducing Scope 1's CO2 
emissions.
The partnership with Garc, a company that has 
achieved B CORP certification, involves most of 
our new plants in Italy.
In January, the Marchesini Group inaugurated its Beauty Division: 5,000 
square metres of new facilities built inside the Pianoro Headquarters, 
where the Group's entire cosmetics division is coordinated.

7.10 ELECTRIC
        CHARCHING
        STATION
7.8 PNEUMATIC
PLANT EEFICIENCY
7.9 HEAT 
RECOVERY
7.7 A NEW STATE
      OF ART
MECHANICAL SYSTEMS
Solutions aimed at reducing 
water wastage and increasing 
energy efficiency.
The mixers benefit from technology that 
reduces hot water consumption. They allow 
a water saving of 50%, and the air/water 
mixture reduces the average consumption 
from 11 to 5 litres.
A
The syphonic rainwater drainage system prevents 
the entry of air and the formation of eddies, thus 
ensuring that the pipes are completely filled.
The installation of a 51 m3 rainwater recovery 
system provides a useful water resource for 
irrigation.
Fully electric lifts with an innovative drive 
system and smaller dimensions, weighing 
less and installed directly inside the lift shaft, 
lowering CO2 emissions from Scope 3 for 
landing and transport.
B
C
D

7.8 PNEUMATIC
PLANT EEFICIENCY
7.9 HEAT 
RECOVERY
7.10 ELECTRIC
        CHARCHING
        STATION
7.7 A NEW STATE
      OF ART
FURTHER DESIGN 
SOLUTIONS
After the demolition phase and before the new 
building was assembled, a curtain wall with high 
thermal and acoustic performance was rebuilt.
	
THERMAL INSULATION
Ongoing industrial activities were affected by 
less external noise and at the same time energy 
consumption for heating/cooling was reduced, 
resulting in a reduction of CO2 from Scope 1
MEASURES FOR 
SUSTAINABILITY IN PRODUCTION
WASTE
NOISE REDUCTION
The site produced a total of 28,681.65 t of waste, 
of which only 9,400 kg was destined for disposal, 
achieving a recovery rate of 99.97%.
14.833,590 t
We can state that
11,700 t
3.133 t
were used for the production of secondary raw 
materials on site, reducing the demand for raw 
materials and the production and transport of 
waste.
Earmarked for recovery at treatment plants near 
the construction site to reduce CO2 equivalent 
emissions from transport.
TECHNOLOGY
of mixed waste from 
construction and 
A
B
Anticipates design inconsistencies by 
minimising the machine hours needed 
to carry out the work, thus reducing 
diesel consumption of the vehicles.
BIM model and geolocation system
Optimisation of the workforce and 
professionals' interventions by 
reducing their movements.
The use of technologically advanced tools 
in design/modelling and production is 
an example of interdisciplinarity, made 
concrete by the people the organisation 
has invested in.
This commitment is consistent with 
Sustainable Development Goals 8 and 9.

7.7 A NEW STATE
      OF ART
7.10 ELECTRIC
        CHARCHING
        STATION
7.9 HEAT 
RECOVERY
7.8 PNEUMATIC
PLANT EEFICIENCY
7.8 PNEUMATIC EFFICIENCY
	
OF PLANTS
Compressed air production and distribution systems allow large 
amounts of energy to be reliably stored, which is why they are 
widely used in industrial production. However, their energy 
efficiency depends on a number of factors: the Marchesini Group 
therefore monitors the performance of the systems, implementing 
various strategies to avoid unnecessary energy wastage.
7.8.1 PHONOMETRIC DIAGNOSIS
During the year, a diagnostic service was carried out using phonometry, a non-invasive investigation technique 
based on the search for noise produced by compressed air leaks. The use of compressors in industrial production 
involves a great expenditure of energy, which is why monitoring the systems with all available instruments is 
essential to reduce consumption and avoid waste.
More than 2,500 surveys  carried out in Italian companies showed that on average, a compressed air system 
anomaly was found in 40% of cases, with a level of criticality classified as high in 15% of cases. The production 
of 1 m3 of compressed air at 7 bar requires an average of 200 Wh and a simple 3 mm hole generates additional 
costs for companies of over €3,500 per year. Intervening promptly on problems therefore helps to maximise the 
reliability and safety of systems, avoiding unexpected production downtime costs.
The Marchesini Group has begun carrying out phonometric surveys of its compressed air systems from 2021: in 
one of its production plants, 15 major leaks equivalent to 1.9 tons of CO2 were found.
32 Report analisi fonometrica Repower

7.7 A NEW STATE
      OF ART
7.8 PNEUMATIC
PLANT EEFICIENCY
7.9 HEAT 
RECOVERY
7.10 ELECTRIC
        CHARCHING
        STATION
7.8.2 EFFICIENCY ENHANCEMENT OF THE
	
   COMPRESSED AIR SUPPLY SYSTEM
In 2021 Marchesini Group renovated the compressor room at its 
Pianoro (Bologna) site: an operation that allowed the company to 
install new machines and improve the compressed air supply system. 
There used to be four screw compressors at the Pianoro headquarters: one equipped with a 45kW inverter and a 
capacity of 8100 litres/min, one with 25kW and 4,500 litres/min, and two with 15kW and 2,500 litres/min. Over time, 
production needs have increased, requiring a greater quantity of compressed air, which is why the Group decided 
to restructure the compressor plant, replacing the two 15kW machines with two 30kW and 5,500 litre/min flow 
rate machines. In upgrading the plant, however, the Group did not compromise on energy efficiency, and, together 
with the supplier, carried out consumption monitoring in order to adopt the best possible solution. In addition to 
the new compressors, a storage tank, an energy-saving refrigeration dryer with a capacity of 23,000 litres/min, 
filtration units and activated carbon filters were also installed to maintain a high level of air quality. One essential 
and decisive aspect was the replacement of the old control unit with a new, more modern and technological one, 
which manages and optimises the activity of the compressors, balancing the working hours on each machine 
with considerable advantages for maintenance costs. The presence of the control unit therefore makes it possible 
to calibrate its use according to the compressed air demand of the workshop, avoiding unnecessary waste and 
ensuring a fair distribution of the work of each machine.
Thanks to the new supply structure, collaboration with suppliers and the consumption study, the Group has achieved 
another important goal: the operating pressure of the compressors has been reduced by 1.5 bar, offering obvious 
economic advantages.

7.7 A NEW STATE
      OF ART
7.10 ELECTRIC
        CHARCHING
        STATION
7.8 PNEUMATIC
PLANT EEFICIENCY
7.9 HEAT 
RECOVERY
7.9 HEAT RECOVERY
With its 14,000 square metres, the Blister & Farcon Division is the largest production site for 
thermoforming machines in Italy. It is equipped with two screw compressors complete with dryer, 
each with a power of 40 kW and a capacity of 6 m3/min. The machines feature a plate heat exchanger, 
through which the heat dissipated by the compressor can be recovered to heat water to temperatures of 
up to +70°C. This system, compatible for installation in Carpi's modern technological facility, has made 
it possible to exploit the waste heat from the screw compressors to heat rooms and produce domestic 
hot water.

7.7 A NEW STATE
      OF ART
7.8 PNEUMATIC
PLANT EEFICIENCY
7.9 HEAT 
RECOVERY
7.10 ELECTRIC
        CHARCHING
        STATION
7.10 EFFICIENCY ENHANCEMENT OF THE
	
  COMPRESSED AIR SUPPLY SYSTEM
In order to promote the use of electric mobility among its employees, 
the Marchesini Group has installed eight electric car recharging 
stations at its headquarters in Pianoro.
This is an experimental project that is completely free of charge to those who apply to participate. To use the 
service, you must book your slot via the computer system for a maximum duration of half a day.

7.7 A NEW STATE
      OF ART
7.8 PNEUMATIC
PLANT EEFICIENCY
7.9 HEAT 
RECOVERY
7.10 ELECTRIC
        CHARCHING
        STATION

85
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
GRI 2016: 
102-8 102-13 103-1 103-2
103-3 401-1 404-3 412-2 403-2 
8.0 SOCIAL 
	
SUSTAINABILITY
The Marchesini Group is committed to taking care of its People, 
promoting their personal and professional development, creating 
initiatives to increase their skills, knowledge and competencies. 
All People must be guaranteed equal opportunities for training and 
professional growth, in line with the criteria of merit and results 
achieved.
As set out in the Marchesini Group's Code of Ethics, the company sees collaboration between People as a strength 
and an important value. This is why we promote effective collaboration, based on the sharing of values, objectives 
and methods and supported by passion for one's work. Relationships between People should be characterised 
by a constant and continuous exchange of mutual feedback on the activity carried out and the behaviour adopted, 
in order to promote a healthy culture of feedback.
The evaluation of each person's performance must take into account not only in terms of what has been achieved, 
but also in terms of how the results have been achieved, rewarding integrity, honesty, passion, proactiveness, 
drive and innovative ideas.
Constant guidance. this is one of the 
watchwords in the process of induction and 
training of human resources.

8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
86
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.1 OUR PEOPLE: 
	
OUR SUCCESS
As of 31/12/2021, the Marchesini Group  employed 2,535 people (+ 
4.92% compared to 2020), 80% of its human capital being made up of 
STEM profiles,  characterised by a generational diversity that favours 
the exchange of experience and skills:
•	
91% employed in plants in Italy;
•	
67% aged between 19 and 45;
•	
female presence is 15%, +0.5% compared to 2020, in line with the industry average;
•	
99% are employed on a permanent basis;
•	
65% have an upper secondary school diploma;
•	
24% hold a university degree, a 2% increase on 2020
The employment contract applied is the National Collective Labour Agreement of 5 February 2021 for workers in 
the metalworking and plant installation industry.
The skills and know-how of Marchesini 'people' represent a legacy that must be increased, enhanced and 
transferred to new generations. This is why the company promotes new ways of exchange and cross-fertilisation 
both within the Group and externally, to create a link between institutions, universities, business schools, schools 
and the labour market, with the aim of attracting talent and supporting the orientation of young people towards 
STEM disciplines.
The promotion of STEM activities is a key investment for Marchesini: every year, the demand for qualified skills and 
resources capable of mastering technology increases.
Attention to people is also expressed through welfare support projects for employees and social and cultural 
initiatives that strengthen the presence and dialogue of the Marchesini Group in the area and enhance its industrial 
vocation and historical heritage.
33Marchesini Group S.p.a. and its subsidiaries.
34 The acronym STEM, standing for Science, Technology, Engineering and Mathematics, is a term used to refer to the scientific-
technological disciplines (science, technology, engineering and mathematics) and related courses of study.

87
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.2 ORGANISATIONAL
STRUCTURE
8.2 STAFFING AND ORGANISATIONAL
	
STRUCTURE
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1995
1996
1998
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
From 2015 onwards, the figure also 
includes employees of foreign companies.
2021
Blue  
collars
White
collars
Total
Marchesini Group S.p.A.
503
907
1.410
Machinery manufacturers
 
 
 
Rinova S.r.l.
11
13
24
Schmucker S.r.l.
43
44
87
CMP Phar.ma S.r.l.
14
25
39
Dott. Bonapace & C. S.r.l.
2
8
10
Machinery manufacturers of beauty division
 
 
 
Cosmatic S.r.l.
4
6
10
Dumek S.r.l.
4
10
14
Axomatic S.r.l.
30
16
46
V2 Engineering S.r.l.
10
22
32
Worldwide offices
 
 
 
Marchesini Packaging Mexico S.A.
4
6
10
Marchesini Group Iberica S.L.
13
27
40
Marchesini M.E.C.A. S.A.
 
3
3
Marchesini Verpackungsmaschinen GmbH
6
18
24
2021
2531

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
88
SUSTAINIBILITY REPORT 2021
8.2 ORGANISATIONAL
STRUCTURE
2021
Blue  
collars
White
collars
Total
Marchesini France S.a.s. 
8
20
28
Marchesini Group (Shanghai) Trading Co. Ltd. 
6
9
15
Marchesini Group Benelux S.A.
1
4
5
Marchesini Group India PVT Ltd.
3
1
4
Marchesini Group Scandinavia AB
1
2
3
Marchesini Group USA Inc.
6
21
27
Marchesini Group Polska Sp. Z O.O.
2
7
9
Marchesini Group Rus LLC
2
12
14
Marchesini Group Ukraine LLC
 
5
5
Other companies
 
 
 
Sea Vision S.r.l
316
316
Creinox S.r.l.
10
2
12
Omac S.r.l.
41
6
47
C.N.C. S.r.l.
34
10
44
C.B.S. Engineering S.r.l.
 
53
53
C.B.S. 3DESIGN S.r.l.
 
5
5
Tecnotrattamenti S.r.l.
25
3
28
Tecnovernici S.r.l.
5
2
7
Proteo Engineering S.r.l.
13
45
58
M Point-Engineering S.r.l.
14
14
C.A.T. Progetti S.r.l.
25
6
31
P.M.M. S.r.l.
8
1
9
Auteco Sistemi S.r.l.
16
16
Studiopack S.r.l.
 
8
8
A.TE.NE. S.r.l.
7
 
7

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.2 ORGANISATIONAL
STRUCTURE
DISTRIBUTION BY TYPE OF EMPLOYMENT AND GENDER:
98%
2%
67%
33%
MALE
FEMALE
75%
25%
MALE
FEMALE
WHITE COLLARS
BLUE COLLARS
8.2.1 SOME DATA
SECONDARY
DEGREE
(80% STEM)
ELEMENTARY
DIPLOMA
(80% STEM)
19 - 25
36 - 45
56 - 60
> 61
26 - 35
46 - 55
22%
13%
33%
21%
24%
9%
13%
64%
65%
24%
1%
10%
89
RAPPORTO DI SOSTENIBILITÀ 2021
DISTRIBUITION BY AGE:
DISTRIBUTION BY EDUCATIONAL QUALIFICATION

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
90
SUSTAINIBILITY REPORT 2021
8.2 ORGANISATIONAL
STRUCTURE
2021
2020
∆%2020/2019
Pianoro (BO)
809
773
4%
Calderino (BO)
29
30
-3%
Imola (BO)
10
9
10%
Carpi (MO)
139
135
3%
Cerro Maggiore (MI)
56
58
-4%
Latina (LT)
47
47
0%
Monteriggioni (SI)
144
130
6%
Barberino del Mugello (FI)
189
189
-2%
1.423
1.369
4%
CALDERINO
LATINA
CARPI 
PIANORO
IMOLA
CERRO MAGGIORE
BARBERINO DEL MUGELLO 
MONTERIGGIONI
56 %
2 %
0,6 %
3,3 %
4,2 %
9,5 %
9,1 %
13,3 %
DISTRIBUTION BY SITE:
STAFF PERFORMANCE PER LOCATION:

91
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.3 PEOPLE AT 
THE CENTRE
8.3 OUR PEOPLE AT THE CENTRE
Resource management as well as incentive and individual motivation 
processes enable the Group's personnel to grow professionally.
To this end, activities continue to be carried out in the following areas:
Talent acquisition: recruitment and induction process of new graduates and university graduates.
 training and development: managerial and professional training activities.
Performance management: employee performance evaluation programme based on responsible dialectics 
and contextualisation of achievements.
The ability to work within a team is one of the 
most sought-after skills among our recruiters.

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
92
SUSTAINIBILITY REPORT 2021
8.3 PEOPLE AT 
THE CENTRE
8.3.1 TALENT ACQUISITION
As with the specialised mechanical engineering sector, finding human 
resources suitable for inclusion in an organisation such as the Marchesini 
Group remains one of the critical strategic issues. In our country, this 
situation is difficult to manage as it is mainly due to the school-work gap 
and the idiosyncrasies of the education and training system.
This is why the Marchesini Group has set up its talent acquisition strategy with the aim of going 
beyond mere recruiting, which is to talent acquisition activity what tactics (short-term action) are to 
strategy (planning over a broader horizon). Recruiting includes sourcing activities, screening of CVs, 
interviews, assessment, selection and, in companies such as those of the Marchesini Group, even the 
early stages of onboarding. There is no talent acquisition without recruiting, but there can also be 
recruiting without a defined talent acquisition strategy.
It implies a more efficient, candidate-centred and relatively simpler process (once the process has 
been set up and started). It is not simply aimed at managing a temporary need for personnel, but at 
looking ahead and laying the foundations to fill similar positions in the future. The Marchesini Group 
aims to strengthen all areas of the company, relying on the skills of the most experienced men and 
women, combined with the enthusiasm of those starting out on their professional development path.
The main talent attraction and selection strategies implemented by the Group include numerous 
activities carried out in collaboration with national universities. In 2021, the Marchesini Group 
participated in purely digital recruitment events organised by the most important Italian universities, 
including UNIBO and UNIMORE. Thanks to these collaborations, the Marchesini Group was able 
to engage with young graduates looking for a job opportunity as well as students interested in 
developing thesis and doctoral projects in innovative areas and technological development.
In 2021, 18 thesis projects were developed with the aim of carrying out research in the field and 
employing new people in the company
The Marchesini Group has also always cultivated a relationship with local technical institutes in 
order to select the best resources, who are motivated to embark upon a professional career path 
as young graduates. To this end, specific recruiting activities are conducted to meet young people 
nearing the completion of their studies and invite them to a tailor-made selection day in the company, 
based on the profiles sought.
In 2021, ad hoc alternating school-work courses and orientation projects were organised in the 
provinces of Prato, Modena and Bologna, in some cases accompanied by teaching hours in the ITS of 
the Emilia-Romagna region.

93
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.3 PEOPLE AT 
THE CENTRE
8.3.2 TRAINING & DEVELOPMENT
The Marchesini Group is aware that by placing people at the centre of its approach, they will remain 
focused on their own professional project, guaranteeing motivation and self-engagement, which are 
the most common forms of awareness and responsibility.
The corporate culture, with regard to the people who collaborate with the company in various 
capacities, upholds the concept of the 'person at the centre' based on the belief that personnel 
development is essential for the Group's success and, at the same time, as a motivation tool.
The fundamental role of the HR Management team is to align the personnel's operating model, 
processes and competencies with the strategies dictated by the company. The focal point and centre 
of attention is the individual: their talents, their empowerment, their retention, their personal growth 
paths and the acquisition of new skills, in a framework of 'life-long learning'.
All the company strategies adopted by the Marchesini Group are inseparable from a People Strategy 
which focusses on the need to align the organisation with a mission to improve the company climate 
and identify training needs. In this sense, measuring the potential of the company's key figures is the 
first step in identifying gaps in competence with respect to the role and in recognising and enhancing 
talent.
Creating value and seeking a competitive advantage is only possible thanks to the combination 
of human, organisational and physical capital. To maintain this positive gap, however, a company 
must be able to interpret and anticipate market needs, plan actions and define strategies to manage 
change. Human resource managers therefore represent strategic partners  for top executives, 
helping to define and develop human capital.
Investing in the career development  of employees has several advantages:
it brings out hidden potential: career interviews often yield surprising results in relation to hidden 
ambitions and talents. Due to past market situations and high levels of unemployment, many people 
have found themselves in roles below their potential.
it helps the company to develop skills for the future: in an increasingly uncertain and volatile context, 
with new competitors that can suddenly emerge and technologies that are developing faster and 
faster, the ability to respond to changes in the market ensures greater resilience and greater 
adaptability of projects in the face of strategic changes.
it attracts new talent: a company that invests in the development of its employees and has a positive 
approach to career development easily attracts Millennials, the best and brightest people.
it fosters engagement and commitment: the best way to retain talented individuals and enjoy their 
ongoing commitment is by creating good opportunities for them to fulfil their careers in a positive 
environment. If people know that their company cares about employee development, they will feel 
more involved, appreciated, enthusiastic and participative - and able to make the extra effort when 
needed.
it favours progress and the right people in the right place: investing in the development of employees 
with regard to their empowerment and improvement helps to develop employees internally who can 
fill roles of greater responsibility.
35 Liker J., Convis G. (2015), Toyota Way per la lean leadership. Raggiungere e mantenere l’eccellenza in azienda, Ed. Hoepli.
36 Maxwell J. C. (2016), I 5 livelli della leadership. Massimizza le tue potenzialità per scalare la piramide del successo, Ed. Gribaudi.

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
94
SUSTAINIBILITY REPORT 2021
8.3 PEOPLE AT 
THE CENTRE
At Marchesini, this process entails five steps:
1. analysis of training needs;
2. planning of the training programme, with particular attention to the financial budget and definition 
of timeframes;
3. course/pathway management;
4. the evaluation of the results obtained, the analysis of "new" behaviours and "new" performances;
5. the development of strategic operational opportunities.
In fact, it is the Group's belief that growth can only remain solid and consistent over time through 
specific investments in the development and refinement of its employees' skills.
In 2021, the Group provided its employees and collaborators with 39,363  hours of training, 
consolidating a 'blended' modality that was initially made essential by the pandemic, but from which 
important benefits are now being drawn, especially in terms of staff mobility and flexibility.
Online training, both asynchronous through the use of e-learning systems, and synchronous with in-
person lecturers, now accounts for 50% of the training provided, while still maintaining a very high 
level of participant satisfaction compared to traditional classroom training.
10%
11%
13%
26%
13%
5%
22%
SAFETY
TECHNICAL
HR DEVELOPMENT
OTHER
FAV  CATALOGUE
LANGUAGE
MASTER
45.000
40.000
35.000
30.000
25.000
20.000
15.000
10.000
5.000
0
2010
8.811
2011
5.973
2012
7.518
2013
10.468,8
2014
11.663
2015
10.668
2016
16.700
2017
19.405
2018
24.878
2019
34.000
2020
41.232
Hours of training
2021
39.363
37 More than 70% of training was carried out remotely.

95
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.3 PEOPLE AT 
THE CENTRE
8.3.2.1 THE TALENT GARAGE
Training in the Marchesini Group is regarded as an opportunity to develop 
new actions to give the company the chance to innovate and renew itself 
continuously.
In 2020 the Marchesini Group launched the 'Talent Garage' project, effectively inaugurating its 
new Academy. The initiative - the Group's largest investment in the search for and training 
of young talent in Bologna and nationally - has already put in place a series of structures, 
initiatives and agreements with schools and universities aimed at creating ad hoc training 
courses for current and future employees.
This new structure was designed as a talent workshop. A place where people can learn by 
working in close contact with the best professionals. A continuous training laboratory intended 
not only for young talents but for the entire company population, part of an extraordinary 
project of personal discovery and enhancement.
TALENT GARAGE is:
- incoming training (onboarding) and ongoing skills enhancement;
- establishment of advanced training courses for specific company figures, in the classroom 
and on the job, in order to perfect professional skills;
- identification of new talents to be included in the Company in response to changing market 
demands;
- consolidation of relations with schools and universities;
- partnerships with the best education centres to guarantee a high-quality course catalogue.
The course catalogue, with over twenty-five options available to staff, is the result of a ten-year 
partnership with the Aldini Valeriani Foundation, historically specialised in technical training in 
the 'packaging valley' of Bologna. Attention was therefore paid to strengthening the incoming 
skills of young experts and engineers, but without neglecting soft skills in a world where speed 
and precision in communication are of fundamental importance. Plenty of space has been 
reserved for strengthening resilience, with a focus on stress management and mindfulness, in 
addition to the usual attention given to management skills.
Alongside the catalogue, specific 'tailor-made' courses are organised for individual departments 
or roles that need to deepen certain theoretical knowledge.

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
96
SUSTAINIBILITY REPORT 2021
8.3 PEOPLE AT 
THE CENTRE
Talent Garage is:
The activities carried out by the Talent Garage in the service of the various company divisions 
consist of:
- targeted training: the company or an external body delivers training courses (indoor and 
outdoor; live and e-learning) on specific skills or topics that it considers fundamental for 
managers or operators;
- self-development: awareness is created by outlining the characteristics that a person requires 
in a given position and then filling in a self-assessment questionnaire;
- coaching: a technique widely used to help managers, team leaders and workers in general 
to develop, improve and enhance their human and professional skills, relational aptitude, 
communication skills, problem-solving abilities, and capacity for achieving goals;
- mentoring: methodology for transferring skills and disseminating information with the support 
of experienced internal figures;
- job rotation: a company technique that involves periodic changes in the job description of 
employees in order to spread knowledge of all stages of the company process; a distinction 
is made between vertical rotation (roles with increasing responsibility), horizontal rotation 
(roles at the same level), international rotation and inter-functional rotation (over different 
management areas).
In 2021, an extensive training programme continued at the Bologna Business School, the 
management school of the Alma Mater Studiorum University of Bologna, which enabled 
34 employees to obtain a Master's degree in Business Administration (MBA) at the end of a 
15-month course. The selected participants - who were between 27 and 48 years old and held 
different positions in the company - joined a further ten employees who had already obtained a 
pilot Executive MBA at BBS.
The aim of this project - which will be repeated after the first edition, in which Marchesini Group 
invested over 300,000 euros - is to offer all-round training to future managers in the so-called 
Packaging Valley of Emilia-Romagna.

97
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.3 PEOPLE AT 
THE CENTRE
It is also worth mentioning the recent Employer Branding campaign (which aims to strengthen the 
attractiveness of the Marchesini Group to new talents), the new staff app (designed to facilitate 
individual updating, knowledge of welfare issues and integration within the company), stronger 
communication of the Welcome Days reserved for new recruits, and - lastly - a new e-learning 
portal. This portal is growing thanks to the skilled work of young talents who are transforming the 
company's know-how into training that can support the entire workforce, engaging the learning 
mechanisms of the new generations and enabling each employee to follow a targeted training path 
based on his or her skills and career path.
Despite these complex times, the Marchesini Group has never stopped training: in a short time, 
spaces have been restructured to provide distance learning in a completely safe setting.
8.3.2.2 CYBERSECURITY TRAINING
It is important for a company to protect itself not only with data protection systems, but also by 
raising the awareness of its employees who can play a key role in protecting information. The 
training included a variety of topics such as phishing, social engineering, digital footprint, and 
ransomware, all of which share a common thread: awareness of the risks one can face and the 
best practices to adopt on a daily basis to protect oneself.
In recent years, there has been an increase in cyber attacks, which are 
increasingly recurrent and difficult to counter.
CYBERSECURITY
SAFE ONLINE 
SHOPPING
PASSWORD 
MANAGEMENT
BUSINESS MAIL
COMPROMISE

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
98
SUSTAINIBILITY REPORT 2021
8.3 PEOPLE AT 
THE CENTRE
8.3.2.3 THE “UNFUTUROALMASSIMO” SCHOLARSHIP 
The Talent Garage project is supported by a number of other initiatives 
including 'Unfuturoalmassimo' ('Maximisethefuture'), the annual scholarship 
programme named after founder Massimo Marchesini.
Starting with the 2019/2020 school/academic year, a contribution of EUR 400 up to EUR 4,000 per 
person is envisaged for Group employees and their children who
-	are enrolled in or graduated with merit from STEM-orientated high schools;
-	are enrolled in or graduated from STEM degree courses;
-	have obtained an academic Master's degree in STEM disciplines.
Following the completion of the selection procedure, 29 scholarships worth EUR 31,350 were 
awarded in 2021:
o	17 scholarships went to students who enrolled with or graduated with merit from STEM-
orientated high schools (totalling 13,500 Euro);
o	12 scholarships went to students who enrolled with or graduated in STEM degree courses 
€ 45.000
€ 40.000
€ 35.000
€ 30.000
€ 25.000
€ 20.000
€ 15.000
€ 10.000
€ 5.000
€ 0
2021
€ 50.000
2020
SUPERIORI
UNIVERSITÀ
TOTALE
SCHOLARSHIPS AWARDED  (2021)
FOR UNIVERSITY 
17
12
FOR HIGH SCHOOL

99
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.3 PEOPLE AT 
THE CENTRE
8.3.3 PERFORMANCE MANAGEMENT
The evaluation of each individual's performance must take into account both 
what is achieved and how results are achieved, rewarding integrity, honesty, 
passion, proactiveness, drive and innovative ideas.
This assumption underlies the Group's entire individual performance and professional 
development evaluation process, which complements the training process as part of 
Marchesini's strategy for the development of people.
The fundamental principles of the evaluation process adopted by the Group recognise as key 
factors the definition of the objectives and expectations of each individual in relation to the 
company vision, the sharing of these, the evaluation of the results achieved and the preparation 
of a development plan.
In a context in which the size of the Group is constantly growing, it is essential to be able to 
manage HR processes organically, using high-performance tools that integrate and standardise 
HR management and development processes at Group level, including the administration of 
personnel data and the selection, training and assessment processes that also apply to 
companies whose human resources are not directly managed.
For more than five years now, i.e. since the implementation of the I'MPORTANT project, the crux 
of the Group's human resources performance review process has been motivation - i.e., the 
energy that fuels the dynamics of particular behaviour and actions, channelling them into the 
achievement of general and specific goals.
The model adopted for the operation of this corporate process is not only a 'tool' for managerial 
alignment with corporate objectives, but is above all a process that allows human capital to be 
managed and developed with the aim of:
o	integrating human capital into the organisational system and channelling it into the company's 
objectives and success factors;
-	improving vertical communication (manager-collaborator relationship and vice versa);
-highlighting organisational development needs (change of roles, career plans, personal 
objectives, training, etc.);
-rewarding the best resources (in line with company remuneration policies).

8.1 OUR 
PEOPLE
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
100
SUSTAINIBILITY REPORT 2021
8.4 OUR PEOPLE'S 
OPINION
CAR
OTHER
15%
85 %
2,5% BUS
3,5% BIKE
0,5% CAR-SHARING
4,0% MOTORBIKE
3,0% WALKING
0,5% TRAIN
DISTANCE BETWEEN HOME AND WORK
TRANSPORT USED
8.4 THE OPINION OF OUR PEOPLE
	
AS A STARTING POINT
Between August and September 2021, a survey of about 35 questions 
was administered to an internal company population of 850 people 
concerning home-work mobility, the improvement of working 
environments, the canteen service, existing initiatives and corporate 
welfare. The sample covered only the headquarters in Pianoro, 
taken as a pilot project. The aim of the survey was to investigate real 
problems in order to conceive and develop solutions to be applied in 
the future. The results of some of the most interesting findings are 
shown below.

101
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.4 OUR PEOPLE'S 
OPINION
MOBILITY WITHIN THE SITE
IS A TEMPORARY CHANGE OF LOCATION 
REQUIRED IN YOUR JOB?
SÌ
92%
NO
8%
PERMANENT RELOCATIONS
TEMPORARY RELOCATIONS
27%
73%
DOES YOUR JOB REQUIRE YOU TO MOVE 
BETWEEN DEPARTMENTS?
SPESSO
FOR A DAY
FOR 4 HOURS MAX
19%
11%
26%
44%
NEVER
FOR MULTIPLE DAYS

8.1 OUR 
PEOPLE
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
102
SUSTAINIBILITY REPORT 2021
8.4 OUR PEOPLE'S 
OPINION
HOW CAN INTERNAL AND EXTERNAL MOBILITY BE IMPROVED?
ELECTRIC VEHICLES 
ON SITE
FLEXIBLE WORKING 
HOURS
SMART
WORKING
TRANSPORT 
SERVICES
COVERED 
PARKING
MORE PARKING 
SPACES
RELOCATED 
CANTEENS
ELECTRIC CHARGING 
STATIONS
HAS THE POST-PANDEMIC SITUATION 
BROUGHT NEW NEEDS IN TERMS OF 
TIME AND SPACE?
TIME
NO 59%
YES 41%
SPACE
NO 
62%
YES
38%
WORKING LIFE | TIME AND SPACE
13%
UNCOMFORTABLE SPACES
17%
DISORGANISED SPACES
5%
DIFFICULT ORIENTATION
18%
ORIENTATION IS NOT 
RELATED TO FUNCTION
TIME
SPACE
SMART
WORKING
TRANSFER 
VERIFICATION
SCHOOL 
CORDINATION
MANAGEMENT 
BREAK
SWABS FOT
COVID-19
MORE FLEXIBLE
 WORKING HOURS
SMART 
WORKING
USE OF THE 
CANTEEN
LARGER SPACE 
FOR BREAKS
HORIZONTAL
SIGNANCE
PANNELLI
DIVISORI 
GREEN
SPACE

103
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.4 OUR PEOPLE'S 
OPINION
2-3 min
5 min
10 min
15 min
42%
41%
14%
3%
15 min
3%
OFFICE - CANTEEN COMMUTE TIME
FREE TIME  | CANTEEN
45%
OF PEOPLE ARE SATISFIED 
BY THEIR CANTEEN 
44%
OF PEOPLE ARE SATISFIED 
BY THE CANTEEN BOOKING 
SERVICE 
24%
OF PEOPLE ENCOUNTER 
DIFFICULTIES REACHING THE 
CANTEEN 
54%
OF PEOPLE ARE SATISFIED 
WITH THE CANTEEN 
TAKEAWAY SERVICE
52%
OF PEOPLE WOULD PREFER 
FLEXIBLE HOURS TO USE
THE CANTEEN 
35% COMPANY CANTEEN 
69% INTERNAL COMMON AREAS 
52% EXTERNAL COMMON AREAS 
54% RECREATIONAL AREAS  
54% OTHER AREAS 
12:00-12:30
12:30-13:00
13:00-13:30
13:30-14:00
COMPANY CANTEEN / OPINIONS
36%
2%
42%
20%
WHICH OF THE FOLLOWING COMMON SPACES DO YOU USUALLY USE? 
WHAT ARE YOUR BREAK TIMES?

8.1 OUR 
PEOPLE
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
104
SUSTAINIBILITY REPORT 2021
8.4 OUR PEOPLE'S 
OPINION
FREE TIME | LUNCH BREAK
11%
BRING LUNCH FROM 
HOME 
69%
BRING LUNCH FROM 
HOME AND EAT IN THE 
OFFICE 
30%
SPEND THEIR LUNCH 
BREAK OUTSIDE IN 
COMMON AREAS 
12%
SPEND THEIR LUNCH 
BREAK AT THEIR DESK 
COVERED SMOKING 
AREAS
COMPANY 
BAR
RELAXATION AREAS NOT 
IN TRANSIT ZONES
COMPANY SPORTS 
CENTRE
OUTDOOR GREEN 
SPACES
PAUSA PRANZO / PAUSA
WHICH SPACES WOULD IMPROVE YOUR 
EXPERIENCE DURING BREAKS?
HOW DO YOU SEE MARCHESINI GROUP'S 
CONNECTION WITH THE TERRITORY IN WHICH 
IT IS EMBEDDED?
HOW DO YOU RATE MARCHESINI GROUP'S 
CONNECTION WITH THE SURROUNDING 
COMMUNITY?
41% EXCELLENT
48% GOO
2%   INSUFFICIENT
4% SUFFICIENT
1% BAD
4% DON'T KNOW
46% EXCELLENT
44% GOOD
6%   INSUFFICIENT
1% SUFFICIENT
1% BAD
2% DON'T KNOW
41% 
90%

105
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.4 OUR PEOPLE'S 
OPINION
WELFARE | SERVICES
80%
ARE AWARE OF THE 
SERVICES
15%
HAVE HEARD 
ABOUT THEM 
3,5%
DO NOT KNOW 
THE SERVICES 
1,5%
DON'T KNOW
DO YOU KNOW ABOUT WELFARE SERVICES?             
MEDICAL
 ASSISTANCE
MOST FREQUENTLY USED
LAUNDRY
GYM 
DISCOUNTS
TAKEAWAY 
CANTEEN
DISCOUNTS 
FOR SHOPS
LESS FREQUENTLY USED
DELIVERY 
DEPOT
MEDICINE 
DEPOT
TREATMENTS
THEATRE 
DISCOUNTS
ATM
KNOWN BY FEW
VEGETABLE 
DELIVERY
YOGA AND 
PILATES
SCHOLARSHIPS
MAGAZINE
DISCOUNT
ENVIRONMENTAL | SOCIAL | ECONOMICAL 
SUSTAINABILITY
DESK
MEETING ROOM
OFFICE
...
CANTEEN
RESTAURANT
TAKEAWAY
...
SPORT
PERSONAL CARE
SHOPPING
...
GUESTHOUSE
DEPOT
MOBILITY
...
EVENTI
MUSICA
SHOW
...
ORIENTATION
BRAND IDENTITY
ENVIRONMENT
...
WORK
FOOD
FREE
TIME
HOSPITALITY
CULTURE
BRANDED 
ENVIRORMENT
COFFE
BREAK
Based on the data obtained, alternative and sustainable mobility actions are being evaluated and 
implemented, e.g. incentives for the use of bicycles. Immediate actions are already operational in 2022 
and medium- to long-term actions are being planned.

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
106
SUSTAINIBILITY REPORT 2021
8.5 MG WELFARE
8.5 WELFARE IN THE 
	
MARCHESINI GROUP
Corporate welfare is a set of benefits and perks aimed at going 
beyond the purely monetary component of remuneration in order to 
support employees' income and improve their private and working 
life.
In 2021, despite the anti-Covid restrictions in place, all Marchesini Group S.p.a. employees were also able to 
enjoy most of the benefits on offer in previous years, including:
		
The provision of supplementary pension plans;
		
Medical and health insurance;
		
Agreements with external partners to provide subsidised products and services for employees 	
		
(discounted admissions and products at theatres, gyms, publishing groups and shops);
		
Corporate welfare plan;
		
MG Locker,  a general delivery service for in-company delivery of parcels and online purchases;
		
Marchesini 'Wash & Dry', a contracted ironing/laundry service. 
One of the main innovations introduced was outdoor physical activity. Workouts were organised in the garden 
of the Pianoro headquarters, open to all employees and organised by professional personal trainers. The 
initiative made up for the ongoing closure of gyms and suspension of sports activities, promoting positive 
values such as the sharing of experiences between members of different departments outside of work.
 38 Initiative activated only for the Municipality of Pianoro (BO) headquarters.
 39 Initiative activated only for the Municipality of Pianoro (BO) headquarters.

107
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
8.5 MG WELFARE
8.5.1 THE COMPANY WELFARE PROGRAMME
From the perspective of corporate welfare, the extraordinary Covid-19 year 
can be summed up in a few specific points that tell the story of its growth.
 on the institutional level, the limit for tax exemption on corporate welfare goods and 
services doubled; 
in terms of the relationship with workers, there has been an improvement in understanding;
in the cohesion of corporate communities, threatened by new working methods and further 
inequalities, with the risk of fragility in a phase of high competition in the markets. The 
need for new engagement, motivation and a sense of belonging is evident; 
corporate social reputation, boosted by collective attention to what companies do or do 
not do for the wellbeing of their communities. Socially relevant interventions through 
corporate welfare initiatives that generate good results in terms of the internal and 
external perception of the company.
These are decisive aspects that highlight how corporate welfare can play a significant role, even 
in the face of the complex challenges presented to companies and workers in the post-Covid-19 
world. 
The Group has maintained the voluntary corporate welfare programme launched in 2016 
through a multi-service platform that was completely revamped in 2020, improving its usability.
In addition to the voluntary welfare plan, in accordance with the provisions of the supplementary 
agreement that amended the current national collective bargaining agreement for the sector, 
for the year 2021 Marchesini Group also made available to its employees a range of welfare 
goods and services worth 200 euros, to be used by 31 May 2022.
During 2021, each employee was therefore granted a welfare budget of 400 euros that could be 
used through the multi-service portal "marchesinigroupwelfare" on the Edenred- Easywelfare 
platform, for the use of a range of services divided by areas of intervention: education, 
mortgages, health, welfare, family, sport, shopping, facilities and much more. The service is 
fully outsourced.
The Corporate Welfare available to the Group's employees in "flex-benefit" in 2021 (until 
31/05/2022) amounted to about €619,650, of which, €574,282 was used as shown in the 
diagram below.
40 4° Rapporto Censis-Eudaimon sul welfare aziendale - Imprese, Lavoratori e welfare aziendale nella grande trasformazione post 
Covid-19, marzo 2021 https://www.censis.it/sites/default/files/downloads/4%C2%B0%20Rapporto%20Censis-Eudaimon_Sintesi.pdf

8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.3 PEOPLE AT 
THE CENTRE
8.6 INITIATIVES IN 
THE TERRITORY
8.7 ...
108
SUSTAINIBILITY REPORT 2021
8.5 MG WELFARE
5%
€ 619.650
TOTAL
CREDIT USED: € 574.282
REMAINING CREDIT: € 45.368
CULTURE AND FREE TIME
TRANSPORT
SPORT AND WELLBEING
EDENRED VOUCHERS
WELFARE
SOCIAL AND FAMILY ASSISTANCE
HEALTH
EDUCATION AND TRAINING
TRAVEL AND TURISM
PARTNER ONLINE
      4.375.44
  4.336.50
  20.003.13
  443.621.50
   25.621.50
400.00
  1.764.00
  53.157.31
  6.781.00
  14.594.87
      €
  €
  €
   €
€
  €
  €
  €
  €
      €

109
SUSTAINIBILITY REPORT 2021
8.1 OUR 
PEOPLE
8.4 OUR PEOPLE'S 
OPINION
8.2 ORGANISATIONAL
STRUCTURE
8.5 MG WELFARE
8.3 PEOPLE AT 
THE CENTRE
8.7 ...
8.6 INITIATIVES IN 
THE TERRITORY
8.6 INITIATIVES IN THE TERRITORY
Territory is neither the geographical space nor the soil of pedology, but a 
highly complex living entity, the outcome of co-evolutionary synergetic 
processes between human settlement (organised on cultural bases) 
and the environment (organised on geological and biological bases). 
Every territory as a place thus incorporates the concept of time and 
long duration: it has an identity, a soul, a spirit.
Laboratories in an industrial technical institute are just as important as (if not more so than) lessons in a 
classroom. During the Covid-19 pandemic, all these well-established teaching dynamics failed. This was 
an even greater problem for an area such as Bologna, which lies at the heart of Italy's Packaging Valley, 
populated by companies that are constantly searching for technical staff.
This is why, in addition to the initiatives launched to combine work in the company with health needs, a 
decision was taken to support the historic Aldini Valeriani Technical Institute in Bologna - with which the 
Group has a long-standing partnership - with a donation to enable the purchase of 400 3D visors that will 
allow students to follow the workshops remotely.
Six classes of the two-year school year were involved in the project, one for each discipline among Physics, 
Chemistry, Biology and Earth Science: a total of 150 students and 20 teachers were provided with annual 
licences to use the Virtual Reality laboratories.

8.8 PERSONAL 
DATA
8.9 RELATIONSHIPS
WITH INSTITUTION
110
SUSTAINIBILITY REPORT 2021
8.7 HEALTH AND 
SAFETY
8.7 HEALTH AND SAFETY41
Marchesini Group respects and adopts the requirements for safe 
operation defined by the specific regulations in force in Italy and in the 
countries where it operates.
The active minimisation of accident risks and health protection are stated objectives in the Marchesini Group's 
Safety Policy, which includes awareness-raising and continuous training activities aimed at employees, 
including those travelling abroad, contractors and service providers working in the Group's offices.
Attention to people is also reflected in the search for solutions to improve the wellbeing of employees and 
encourage a healthy work-life balance.
The health and safety of employees are fundamental and lie at the centre of prevention, technological 
development, training and continuous monitoring. All business activities are carried out in line with current 
occupational health and safety regulations, as well as following the dictates of the Code of Ethics and the 
Safety Policy.
Moreover, the Group guarantees the highest safety standards to operators not only through organisational 
and management measures, but also through technical measures, continuous alignment to new technologies, 
personal protective equipment, and the development of training courses.
With reference to the Group's Italian companies, all the necessary functions are in place, in line with the 
relevant regulations. To this end, Prevention and Protection Service Managers (RSPP) and Prevention and 
Protection Service Managers (ASPP) have been appointed for each of the production units, either internal or 
external to the company, in accordance with legal parameters.
In order to ensure adequate worker representation within the Safety Management System, employees are 
required to elect their own Workers' Safety Representatives (RLS), whose task is to represent them during 
union meetings to discuss the issues at hand and any actions to be taken.
In 2021, 20 accidents were recorded, an increase of 33.33% compared to 2020. The increase was partly due to 
a lower labour turnout in 2020 and the imputation of pandemic-related infections as occupational accidents.
In compliance with the relevant legislation,  education and training programmes have been defined on 
occupational safety, first aid, fire regulations, the consequences of alcohol and drug use, job-specific risks 
and environmental training, even if not defined as mandatory by local legislation.
At the level of each operating unit, the Group provides its employees with environmental and safety training 
courses, tailored to the activity performed by the individual worker. Courses cover subjects such as the 
correct management of mechanical, electrical or chemical handling risks, and instructions to be followed to 
reduce the impact on the environment (e.g. when handling waste).
As usual, Security Meetings were held in 2021 concerning the Italian locations of the Group's Italian sites. 
During this meeting, discussions covered topics such as:
41 LLimited to Marchesini Group S.p.a
42 This measures the severity of accidents expressed in conventional days lost per thousand hours worked. The index is multiplied by 
one thousand (10³) in order to avoid numerically too small values. This index is of general validity, and being normalised in relation to 
the severity category, it lends itself to comparisons of all kinds.

8.8 PERSONAL 
DATA
8.9 RELATIONSHIPS
WITH INSTITUTION
111
SUSTAINIBILITY REPORT 2021
8.7 HEALTH AND 
SAFETY
		
•	
accident statistics from the previous year
•	
safety training and educational activities
•	
trends in the consumption of personal protective equipment
•	
actions taken since the previous year's meeting
•	
measures and improvements planned for the current year
•	
risk assessment
With particular reference to accident statistics , the following table shows the data for the period 2006-2021 
with an explanation of the frequency index45 and severity index46.
43 Limited to Italian sites.
44 The accident frequency measures the incidence of accidents occurring in a given period, sector and territorial area, relative to the 
number of hours worked in the same period, sector and territorial area. The index is multiplied by one thousand (10³) in order to avoid 
numerically too small values.
This index is of general validity, and being normalised in relation to period, sector and territorial scope, it lends itself to comparisons 
across these three distinct dimensions. In calculating the frequency of accidents, reference can be made to three different categories 
instead of the overall total: -  Accidents that caused temporary disability - Accidents that caused permanent disability - Fatal accidents
45 This measures the severity of accidents expressed in conventional days lost per thousand hours worked. The index is multiplied by 
one thousand (10³) in order to avoid numerically too small values. This index is of general validity, and being normalised in relation to 
the severity category, it lends itself to comparisons of all kinds.
In calculating the severity of accidents, reference can be made, instead of the overall total, to three different categories whose severity 
is expressed in conventional days lost:
- Accidents that caused temporary disability, where the severity equals the number of days lost
- Accidents that caused permanent disability, where severity is calculated by multiplying the disability points in each case by 75, and is 
expressed in the number of conventional days lost
- Fatal accidents, where severity is calculated by multiplying each case of death by 7,500 (corresponding to the number of average 
working days over a worker's lifetime), and is expressed as the number of conventional days lost.
The Grand Total is calculated as the sum of the conventional days lost for each of the three categories.
Even in the packaging machinery manufacturing sector, the use of 
I.P.D. is essential for the safety of workers.

8.7 HEALTH AND 
SAFETY
8.8 PERSONAL 
DATA
8.9 RELATIONSHIPS
WITH INSTITUTION
112
SUSTAINIBILITY REPORT 2021
Accident indices
N° of
sccidents
Total N° 
accidents 
days
N° hours 
worked
Average N° 
workers
Incidence 
index
Frequency 
index
Index of 
severity
2006
19
336
1.082.203
617
3,1
17,6
0,31
2007
14
153
1.082.203
630
2,2
12,9
0,14
2008
10
151
1.113.089
631,5
1,6
9,0
0,14
2009
10
233
1.101.066
634
1,6
9,1
0,21
2010
18
280
1.134.353
653
2,8
15,9
0,25
2011
9
262
1.140.037
665
1,35
7,9
0,23
2012
10
213
1.178.203
690
1,45
8,5
0,18
2013
10
132
1.231.057
713,81
1,40
8,1
0,11
2014
9
137
1.281.318
736
1,22
7,0
0,11
2015
8
197
1.355.667
771
1,04
5,9
0,15
2016
7
99
1.391.612
808,91
0,87
5,0
0,071
2017
6
82
1.762.077
1009
0,59
3,4
0,047
2018
16
425
1.948.574
1086
1,47
8,2
0,218
2019
10
176
2.228.472
1259
0,79
4,5
0,079
2020
14
496
2.378.738
1363
1,03
5,9
0,209
2021
20
451
2.444.744
1410
1,42
8,2
0,184 
Legenda
(1) Only those that resulted in absence from work of more than 1 day
     (including that of the accident itself).
(2) Total number of days off work for the accidents referred to in (1).
(3) Total hours worked in the year.
(4) Arithmetic mean between the number of workers in force from January 
to December of each year.
(5) Calculated according to the formula: No. accidents/No. workers x 100.
(6) Calculated according to the formula: No. accidents/no. hours 
8.7 HEALTH AND 
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Frequency index
Severity index
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
0,3
0,25
0,2
0,15
0,1
0,05
0
18
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
16
14
12
10
8
6
4
2
0
2021
2021
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8.7.1 EFFORTS AGAINST THE SPREAD OF THE CORONAVIRUS
The health emergency that we have been facing on a global level, and which 
is in fact still ongoing, is challenging everyone and has seen us undergo a 
sudden change in daily habits and activities.
Our company organisation has been revolutionised to put in place all the actions necessary to 
protect the health of the employees, customers and suppliers who orbit the Marchesini Group 
on a daily basis.
This programmatic action has travelled in parallel around the world thanks to our dense 
network of branches and the highest possible operational continuity in production, Customer 
Service installation, technical assistance, maintenance and spare parts.
Our QHSE team has worked constantly, relying on the contribution of the entire Marchesini 
community, to activate all the anti-Covid-19 procedures required by current legislation  to 
safeguard the health of all. In the anti-Covid operation, divided into the activities described 
below, the Marchesini Group has invested more than 1.6 million euros.
46 The national legislation in force, as at 31/03/2021, in reverse chronological order is as follows:
1.Decree of the President of the Council of Ministers of 2 March 2021 "Further implementing provisions of Decree-Law No. 19 of 25 March 2020", converted, with amendments, by Law No. 35 of 22 May 
2020, bearing "Urgent measures to cope with the epidemiological emergency from COVID-19", of Decree-Law No. 33, converted, with amendments, by Law No. 74 of 14 July 2020, on "Further urgent 
measures to cope with the epidemiological emergency from COVID-19", and Decree-Law No. 15 of 23 February 2021, on "Further urgent provisions on the subject of movements within the national 
territory for the containment of the epidemiological emergency from COVID-19". (21A01331) (OJ General Series No. 52 of 02-03-2021 - Ordinary Suppl. No. 17).
2.Decree of the President of the Council of Ministers of 14 January 2021 "Further implementing provisions of Decree-Law No. 19 of 25 March 2020", converted, with amendments, by Law No. 35 
of 22 May 2020, on "Urgent measures to cope with the epidemiological emergency from COVID-19", of Decree-Law No. 33, converted, with amendments, by Law No. 74 of 14 July 2020, on "Further 
urgent measures to cope with the epidemiological emergency from COVID-19", and Decree-Law No. 2 of 14 January 2021, on "Further urgent provisions on the containment and prevention of the 
epidemiological emergency from COVID-19 and the holding of elections for the year 2021". (21A00221) (OJ General Series No. 11 of 15-01-2021 - Ordinary Suppl. No. 2).
3.Decree of the President of the Council of Ministers of 3 December 2020 "Further implementing provisions of Decree-Law No. 19 of 25 March 2020", converted, with amendments, by Law No. 35 of 22 
May 2020, bearing: "Urgent measures to cope with the epidemiological emergency from COVID-19" and of Decree-Law No. 33, converted, with amendments, by Law No. 74 of 14 July 2020, on: 'Further 
urgent measures to cope with the epidemiological emergency caused by COVID-19', as well as' Decree-Law No. 158 of 2 December 2020, on: 'Urgent provisions to cope with the health risks related to 
the spread of the COVID-19 virus'. (20A06767) (OJ General Series No. 301 of 03-12-2020)
4.Decree of the President of the Council of Ministers of 03 November 2020 "Further implementing provisions of Decree-Law No. 19 of 25 March 2020", converted, with amendments, by Law No. 35 of 
25 May 2020, on "Urgent measures to cope with the COVID-19 epidemiological emergency", and of Decree-Law No. 33 of 16 May 2020, converted, with amendments, by Law No. 74 of 14 July 2020, on 
"Further urgent measures to cope with the COVID-19 epidemiological emergency". (20A06109) (OJ General Series No.275 of 04-11-2020 - Ordinary Suppl. No. 41)
5.Decree of the President of the Council of Ministers of 24 October 2020 "Further provisions implementing Decree-Law No. 19 of 25 March 2020", converted, with amendments, by Law No. 35 of 25 May 
2020, on "Urgent measures to cope with the COVID-19 epidemiological emergency", and Decree-Law No. 33 of 16 May 2020, converted, with amendments, by Law No. 74 of 14 July 2020, on "Further 
urgent measures to cope with the COVID-19 epidemiological emergency". (20A05861) (OJ General Series No.265 of 25-10-2020).
6.Decree of the President of the Council of Ministers of 18 October 2020 "Further provisions implementing Decree-Law No. 19 of 25 March 2020", converted, with amendments, by Law No. 35 of 25 
May 2020, on "Urgent measures to cope with the epidemiological emergency from COVID-19", and Decree-Law No. 33 of 16 May 2020, converted, with amendments, by Law No. 74 of 14 July 2020, on 
"Further urgent measures to cope with the epidemiological emergency from COVID-19". (20A05727) (OJ General Series No.258 of 18-10-2020).
7.Decree of the President of the Council of Ministers of 13 October 2020 "Further provisions implementing Decree-Law No. 19 of 25 March 2020", converted, with amendments, by Law No. 35 of 25 
May 2020, on "Urgent measures to cope with the epidemiological emergency from COVID-19", and Decree-Law No. 33 of 16 May 2020, converted, with amendments, by Law No. 74 of 14 July 2020, on 
"Further urgent measures to cope with the epidemiological emergency from COVID-19". (20A05563) (OJ General Series No.253 of 13-10-2020)
8.Law no. 35 of 22 May 2020, Conversion into law, with amendments, of Decree-Law no. 19 of 25 March 2020, on urgent measures to cope with the epidemiological emergency from COVID-19. 
(20G00057) (OJ General Series No.132 of 23-05-2020).
9.Decree-Law No 34 of 19 May 2020 'Urgent measures on health, support for work and the economy, as well as social policies related to the epidemiological emergency from COVID-19.' (20G00052) 
(OJ General Series No.128 of 19-05-2020 - Ordinary Suppl. No. 21) note: Entry into force of the measure: 19 May 2020.
10.Decree of the President of the Council of Ministers 17 May 2020 'Implementing provisions of Decree-Law No. 19 of 25 March 2020', on urgent measures to cope with the epidemiological emergency 
from COVID-19, and Decree-Law No. 33 of 16 May 2020, on further urgent measures to cope with the epidemiological emergency from COVID-19. (20A02717) (OJ General Series No.126 of 17-05-2020).
11.Decree-Law No. 33 of 16 May 2020 "Further Urgent Measures to Cope with the Epidemiological Emergency from COVID-19." (20G00051) (OJ General Series No.125 of 16-05-2020) note: Entry into 
force of the measure: 16 May 2020.
12.Decree of the President of the Council of Ministers of 26 April 2020 "Further implementing provisions of Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment and 
management of the epidemiological emergency from COVID-19, applicable throughout the national territory." (20A02352) (OJ General Series No.108 of 27-04-2020).
13.Decree of the President of the Council of Ministers of 10 April 2020 'Further implementing provisions of Decree-Law No. 19 of 25 March 2020, containing urgent measures to cope with the 
epidemiological emergency from COVID-19, applicable on the entire national territory. " (20A02179) (OJ General Series No.97 of 11-04-2020).
14.Decree of the President of the Council of Ministers 1 April 2020 "Implementing provisions of Decree-Law No. 19 of 25 March 2020, containing urgent measures to cope with the epidemiological 
emergency from COVID-19, applicable to the entire national territory." (20A01976) (OJ General Series No.88 of 02-04-2020).
15.Decree-Law No. 19 of 25 March 2020, "Urgent measures to cope with the epidemiological emergency from COVID-19." (20G00035) (OJ General Series No.79 of 25-03-2020) note: Entry into force 
of the measure: 26 March 2020.
16.Decree of the President of the Council of Ministers 22 March 2020 "Further implementing provisions of Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment and 
management of the epidemiological emergency from COVID-19, applicable throughout the national territory." (20A01807) (OJ General Series No.76 of 22-03-2020).
17.Decree-Law No. 18 of 17 March 2020 "Measures to strengthen the National Health Service and provide economic support for families, workers and businesses related to the COVID-19 
epidemiological emergency." (20G00034) (OJ General Series No.70 of 17-03-2020).
18.Decree-Law No. 14 of 9 March 2020 "Urgent provisions for the strengthening of the National Health Service in relation to the COVID-19 emergency." (20G00030) (OJ General Series No.62 of 09-03-
2020) note: Entry into force of the measure: 10 March 2020.
19.Decree of the President of the Council of Ministers 9 March 2020 "Further implementing provisions of Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment and 
management of the COVID-19 epidemiological emergency, applicable throughout the national territory." (20A01558) (OJ General Series No.62 of 09-03-2020).
20.Decree of the President of the Council of Ministers 8 March 2020 "Further implementing provisions of Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment and 
management of the epidemiological emergency from COVID-19." (20A01522) (OJ General Series No.59 of 08-03-2020).
21.Law No. 13 of 5 March 2020 Conversion into law, with amendments, of Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment and management of the COVID-19 
epidemiological emergency. (20G00028) (OJ General Series No.61 of 09-03-2020).
22.Decree of the President of the Council of Ministers of 4 March 2020 "Further provisions implementing Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment and 
management of the epidemiological emergency from COVID-19, applicable throughout the national territory." (20A01475) (OJ General Series No.55 of 04-03-2020).
23.Decree-Law No. 9 of 2 March 2020 "Urgent support measures for families, workers and businesses related to the COVID-19 epidemiological emergency." (20G00026) (OJ General Series No.53 of 
02-03-2020) note: Entry into force of the measure: 2 March 2020.
24.Decree Del Presidente Del Consiglio Dei Ministri 1 March 2020 "Further implementing provisions of Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment and 
management of the epidemiological emergency from COVID-19." (20A01381) (OJ General Series No.52 of 01-03-2020).
25.Decree of the President of the Council of Ministers 25 February 2020 "Further implementing provisions of Decree-Law No. 6 of 23 February 2020, containing urgent measures on the containment 
and management of the epidemiological emergency from COVID-19." (20A01278) (OJ General Series No.47 of 25-02-2020)
26.Decree-Law No. 6 of 23 February 2020, "Urgent measures on the containment and management of the epidemiological emergency from COVID-19." (20G00020) (OJ General Series no.45, 23.02.2020 
- Entry into force of the measure: 23.02.2020).
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1. INFORMATION AS THE BASIS OF EVERYTHING
2. EMPLOYEES ENTER THE COMPANY IN TOTAL SAFETY
3. AND FOR CUSTOMERS, SUPPLIERS AND EXTERNAL PERSONNEL
4. HAND HYGIENE IN EVERY COMPANY AREA
5. CONSTANT CLEANING AND DISINFECTION OF SPACES
6. AT WORK WITH ALL THE NECESSARY PROTECTIVE EQUIPMENT
The health and safety of our employees, customers and suppliers is a top priority. We believe 
that correct and constant information is the basis of a solid and effective plan, and this is why 
we have set up a series of information signs in all company areas, to remind us to comply with 
the regulations in force.
Every morning, measures are taken to ensure that employees entering the company are not 
displaying typical symptoms of Covid-19. Daily screening is carried out by staff who measure 
body temperatures. 
We welcome customers, suppliers and external personnel in full compliance with the regulations 
in place. As with employees, external personnel are checked for Covid-19 symptoms. Before 
entering the company, external personnel are welcomed at the reception desk for a temperature 
measurement. After receiving PPE, their entry is recorded using the devices available at 
reception, which are sanitised after each use.
Never before have we been so aware of the importance of constant hand hygiene, as a way 
of preventing the dangerous spread of the virus. This is why dispensers with disinfectant gel 
are located throughout our premises in all the most frequented areas, near relaxation areas, 
offices, meeting rooms, canteens, and production areas, so that whoever enters a space can do 
so hygienically and safely.
A team of professionals ensures daily cleaning and disinfection of every internal and 
external company space, for the protection of employees, customers, suppliers and 
external personnel.
We have stipulated that, in compliance with the regulations in force, individuals must wear a 
mask when entering our company premises or moving around them. This is mandatory both 
inside offices and production areas. Employees have been given an individual touch pen to be 
used on the screens of timekeeping devices and are periodically provided with a PPE kit that 
contains a daily supply of masks and a disinfection kit with denatured alcohol for the constant 
cleaning of their workstations.
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In order to ensure the safety of employees, customers, suppliers and 
guests who visited the company for various reasons during 2021, the 
following measures were taken:
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7. MINDFUL USE OF COMMON SPACES
8. LIMITED FOREIGN TRAVEL
9. KNOWING HOW TO ACT IN CASE OF NEED
10. COMPANY ORGANISATION
Avoiding gatherings is one of the most important rules in the fight against Covid-19. This is why 
we have studied every single company area to ensure that everyone can experience Marchesini 
spaces in total safety, respecting the canonical distance of at least one metre47. For each 
location we have identified a maximum number of people who can access it, indicating this 
where necessary. We have issued instructions not to use other people's workstations, to limit 
travel within company areas as much as possible and not to hold meetings unless the necessary 
distances can be maintained. Some offices have been completely remodelled to allow social 
distancing between colleagues. The aim has always been to limit the sharing of space and to 
carry out regular sanitisations of communal work equipment between uses.
Since the beginning of the pandemic, one of the first measures implemented was to minimise 
unnecessary travel abroad to provide technical assistance that could not be provided by other 
means.  As a multinational company, it was a blow to have to suspend meetings with faraway 
customers. However, the health of employees is paramount and, in recent months, ways have 
been found to maintain close contact with customers abroad through video conferencing, 
remote assistance and doing everything possible to reduce distances.
A protocol has been drawn up detailing how to act in the case of symptomatic employees and 
the actions that should be taken in the event of a confirmed or suspected case, regarding the 
determination of any 'close contacts' and the consequent communications to be made. Roles 
and tasks within the organisation are well defined and each employee is informed about the 
company protocols to handle health emergencies. This ensures that everyone can carry on 
working with peace of mind.
Since February, the Management has been coordinating prevention and protection measures for 
employees of all Marchesini Group companies. With the QHSE team and in close collaboration 
with the company doctor, the General Organisation Department monitors the progress of 
the pandemic and the correct application of government protocol and company procedures, 
to suggest to management the actions that should be taken in view of changing government 
regulations. Employees were also offered the opportunity to undergo serological screening and 
molecular swabs when they returned from holiday periods.
47 The Decree of the President of the Council of Ministers of 3 November 2020 "Further implementing provisions of Decree-Law No. 
19 of 25 March 2020, converted, with amendments, by Law No. 35, on "Urgent measures to cope with the epidemiological emergency 
from COVID-19", and of Decree-Law No. 33 of 16 May 2020, converted, with amendments, by Law No. 74 of 14 July 2020, on "Further 
urgent measures to cope with the epidemiological emergency from COVID-19""(OJ General Series No.275 of 04-11-2020 - Ordinary 
Supplement No. 41) provides that the distance generally to be maintained is 1 metre. In the event of having to temporarily remove the 
mask, it increases to 2 metres.
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8.8 PERSONAL 
DATA
49Stipulated by Decree-Law No. 19 of 25 March 2020, converted, with amendments, by Law No. 35 of 25 May 2020, on 'Urgent measures 
to cope with the epidemiological emergency from COVID-19', and Decree-Law No. 33 of 16 May 2020, converted, with amendments, 
converted, with amendments by Law No. 74 of 14 July 2020, and the Decree of the President of the Council of Ministers of 13 October 
2020 Further Implementing Provisions of Decree-Law No. 19 of 25 March 2020, converted, with amendments, by Law No. 35, on 
"Urgent measures to cope with the COVID-19 epidemiological emergency", and Decree-Law No. 33 of 16 May 2020, converted, with 
amendments, by Law No. 74 of 14 July 2020, on "Further urgent measures to cope with the COVID-19 epidemiological emergency". 
Published in the Official Gazette General Series No. 253 of 13-10 re 2020, and by the Shared Protocol for the regulation of measures 
to combat and contain the spread of the Covid-19 virus in the workplace" between the Government and Social Partners signed on 14 
March 2020 and updated on 24 April 2020, Annex No. 12 to the DPCM 13/10/2020.
8.8 PROTECTION OF PERSONAL DATA
The Marchesini Group has always been aware, well before the GDPR 
came into force, that protecting the personal data entrusted to it for 
the various types of processing was a prerequisite on the part of 
those who collect it, those who store it, and those who process it in 
accordance with the "By Design" and "By Default" concepts expressed 
in Regulation 679/2016.
The safekeeping of data (taking care of data and remaining mindful of the consequences of processing 
operations that are not consistent with current legislation and the prevention of data breaches) and its 
processing are not abstract concepts but concrete elements of Corporate Social Responsibility.
Consistent with the ratio legis, Marchesini Group presented the 2020 update of its Privacy Policy. This 
operation has become necessary due to:
	
changes in the structure of the Group with the establishment and acquisition of new companies;
	
the implementation in supply of the electronic invoicing and document archiving service, in 	 	
	
accordance with the provisions of the Digital Italy Agency;
	
the implementation of the process of acquiring and integrating the psycho-aptitude profiles of 	
	
candidates and new recruits with the HR management system;
	
the measures taken  to counter the SARS-COV2 (or Covid-19 or Coronavirus) pandemic.
With the third update of the 2018 version of its Privacy Policy, the Marchesini Group S.p.A. is even more 
convinced of the belief it has held since the publication of the General Data Protection Regulation (GDPR) 
in 2016: this was not just another formal compliance required of companies, but the opportunity to bring 
a further innovation to the entire Group and, in particular, to its organisation and competitiveness.

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49 Codice Etico, pag. 32.
8.9 RELATIONSHIP WITH INSTITUTION
The Marchesini Group actively participates in the associative life 
of our country, joining various associations and institutions to 
promote not only industrial and cultural development, but also the 
spread of sustainability and innovation49.
The Group relates to the various institutions and associations 'with the utmost transparency, clarity and 
correctness, so as not to lead to biased, false, ambiguous or misleading interpretations', in full compliance 
with the regulations in force and respecting the public nature of the function.
Institution
Role of the Marchesini group or its exponents
Confindustria
Vice President for Supply Chains and Medium 
Enterprises
Confindustria Emilia Area Centro
Member
UCIMA
Socio - Valentina Marchesini is also a member of 
the Board of Directors
Associazione Amici del Museo del 
patrimonio industriale
Socio - Valentina Marchesini is also a member of 
the Board of Directors
AIDAF - Associazione Italiana Delle 
Aziende Familiari 
Member
Associazione Farmaceutici Industria
Member
Cosmetica Italia
Member
Federmeccanica
Member
CEI Comitato Elettrotecnico Italiano
UNI, Ente italiano di unificazione
Confindustria Alto Milanese
Member
Confindustria Firenze
Member
UNINDUSTRIA - Unione degli Industriali e delle imprese 
Roma, Frosinone, Latina, Rieti, Viterbo
Member

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COMMUNITY 
ENGAGEMENT
9.0

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9.3 OUR 
MISSION
9.4 NO TO 
VIOLENCE
9.2 OUR MANIFEST
9.1 FOUNDERS
9.5 THE 
PROJECTS
9.0 COMMUNITY ENGAGEMENT
	
THE MARCHESINI ACT FOUNDATION 
Doing business in a way that is 'profoundly linked to the promotion of 
sustainable development, with particular reference to environmental 
protection and the link with the social contexts in which the Group 
operates'50 is a fundamental aspect of the Marchesini Group's 
approach to sustainability.
This takes the form of economic support for social, cultural, artistic and scientific research projects and 
activities, which are assessed during the financial year. The attention with which the Company addresses 
this activity has led to the establishment of the Marchesini ACT (Avanguardia, Cultura e Territorio, or ‘Cutting 
edge, Culture and Territory’) Foundation, active from March 2021.
One of the fundamental criteria examined in assessing requests for economic support is the impact on the 
territories where the Group's plants are located or the interests of particular groups of stakeholders.
In the year 2021, the Foundation started preparatory actions to carry out the activities that can be realised 
through the support of projects of other non-profit entities that pursue the same institutional aims, postponing 
the disbursement of contributions until 2022, pending the designation of Third Sector Entity (Ets) and obtained 
following the implementation of RUNTS51  (Single National Register of the Third Sector).
In particular, for 2021, donations were disbursed directly by the Marchesini Group S.p.A., leaving the 
Foundation in charge of project design, implementation and coordination.
In view of the emergency experienced, they focused on social issues (allocations for canteens, dormitories 
and, in general, interventions to deal with the emergency of primary goods) and then looked at the health 
needs of the area and the world of technical culture. All the individual interventions in which the Foundation 
wishes to play a role will aim to support the territory by fostering integration, synergies and economic 
development.
50 Codice Etico, pagina 30 e segg.
51 https://servizi.lavoro.gov.it/runts/it-it/
GRI 2016: 
102-8 102-13 103-1
103-2 103-3 401-1 
404-3 412-2 403-2

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9.5 THE 
PROJECTS
9.1 FOUNDERS
9.1 FOUNDERS
The Marchesini ACT Foundation was set up by Valentina Marchesini 
(the current Human Resources Director of the Marchesini Group) 
and Gaia and Matteo Marchesini, all members of the company's 
third generation.
The parterre of shareholders is joined by Maurizio and Marco Marchesini - with their respective 
wives, Marinella and Catia - Michelangelo Marchesini, the youngest of the third generation, and 
Marchesini Group S.p.A.
The Foundation's Board of Directors is composed of Valentina, who is the President, Gaia, 
Matteo, Michelangelo Marchesini and Simonetta Saliera.
The operational management of the Foundation is entrusted to Director Fabio Sabatini.
PRESIDENT
Valentina Marchesini
BOARD OF DIRECTORS
Gaia Marchesini
Matteo Marchesini
Michelangelo Marchesini
Simonetta Saliera
OPERATIONAL MANAGEMENT
Fabio Sabatini

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9.4 NO TO 
VIOLENCE
9.1 FOUNDERS
9.5 THE 
PROJECTS
9.3 OUR 
MISSION
9.2 OUR MANIFEST
9.2 THE MANIFESTO
In the DNA of the Marchesini family -  and consequently of the 
company - there has always been a drive for research and innovation, 
as well as an eye on the future.
The Marchesini ACT Foundation inherits this desire from Vanguard, making it concrete for the benefit of the 
community.
Many discoveries yet to be made can make tomorrow better, especially in this time of global emergency: 
looking to the future can bring hope to the present.
Culture is the foundation of a solid and robust tomorrow: it generates inclusion through knowledge, it defines 
diversity as a value and mutual enrichment.
It is theoretical knowledge but it is also technical culture. The Foundation strives to create more opportunities 
to share culture, especially for the benefit of the younger generations.
"To ACT" (with the double meaning of "to do" and "to play a role") brings us back to the purpose of taking 
an "active role" within society and the Territory: not only the local community where the Group has grown 
as a company, but the national and global community, thus favouring integration, synergies and economic 
development.
CUTTING-EDGE
CULTURE
TERRITORY
9.3 THE MISSION
For some time now, the Marchesini Group has been carrying out a series of solidarity initiatives that have 
become more and more conspicuous and relevant over the years: the Foundation, established in 2021, is 
taking charge of these activities, with the aim of working to tackle the pandemic with measures that can 
provide primary goods, and then looking at health needs and the world of technical culture.
In these years of crisis, many are already asking for help. The Foundation aspires to be a concrete instrument 
to offer support to the region in a coherent and structured manner.
The Foundation is active in the provision of grants, under the name of Ente del Terzo Settore (Ets, 'Third 
Sector Body').

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9.1 FOUNDERS
9.5 THE 
PROJECTS
9.4 NO TO 
VIOLENCE
9.4 NO TO VIOLENCE AGAINST WOMEN
On 25 November, on the occasion of the International Day Against 
Violence Against Women, the Marchesini ACT Foundation and 
Marchesini Group Beauty organised an awareness-raising day 
aimed at employees, families, customers and stakeholders - to 
offer a firm 'NO' to all forms of abuse against women.
In the fifth edition of the #UnRossoAllaViolenza ('#Showviolencetheredcard') awareness campaign, which 
has now become an international event, the Marchesini ACT Foundation and Marchesini Group Beauty have 
teamed up with WeWorld and Lega Serie A to shine a spotlight on a serious socio-cultural problem that 
must be tackled every day but which often remains relegated to the home.
According to ISTAT reports, during the 2020 lockdown the number of calls for help to 1522 (the emergency 
number for reporting violence and stalking) increased by 119% to 130 calls per day. In 2021, the situation 
worsened further, with calls increasing by 79.5% compared to last year.
That's why the matches of the 14th match of Serie 
A TIM 2021/2022 were coloured red. Indeed, the 
symbol of the #UnRossoAllaViolenza campaign 
evokes a red card in a symbolic gesture of solidarity 
with female victims of violence and the fear they 
experience every day.
Together with the footballers and referees from 
Serie A, individuals from the Marchesini ACT 
Foundation, Marchesini Group Beauty and the entire 
Group also gave a symbolic and resounding NO to 
violence against women by drawing a lipstick mark 
on their faces. A simple yet powerful message, 
encapsulated in an object that has always been an 
expression of female freedom and emancipation.
Thanks to this lipstick sign - created by Cosmatic, a 
company of Marchesini Group Beauty - the Group's 
employees will show their support for the initiative 
by sharing photos accompanied by the hashtag 
#UnRossoAllaViolenza.

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9.3 OUR 
MISSION
9.2 OUR MANIFEST
9.1 FOUNDERS
9.5 THE 
PROJECTS
9.4 NO TO 
VIOLENCE
"The #UnRossoAllaViolenza campaign forces all of us 
to decide which side we want to be on," said Valentina 
Marchesini, President of the Marchesini Act Foundation. 
"As a Foundation, we ask all Marchesini Group employees 
to take a stand and offer their NO to violence in all its 
forms. This is a sign of a community that is growing daily, 
not only in its work activities but also in its attention to the 
world around us".
The campaign saw 2000 eco-friendly lipsticks distributed 
to 170 stakeholders and 1800 employees who had an 
impact on social media of 405 people involved. 
Below are some of the photos posted on social media and 
the video of the campaign.52
52 https://www.marchesini.com/it/news-media/news/marchesini-group-dice-no-alla-violenza-sulle-donne
#UnRossoAllaViolenzal

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Renovation of the Antoniano began in July 2021
Fondazione Marchesini ACT ha coordinato l’iniziativa volta alla ristrutturazione della Sala Accoglienza.  
This was a significant project born from the need to make adjustments to the structure that would align 
with anti-seismic and fire prevention regulations. However, the project’s main aim was to adapt the 
available spaces to the constant and increasing requests for help. Indeed, as early as 2021, many people 
in need turned to the Antoniano: the canteen guaranteed over 50,000 meals and 119 people were provided 
with accommodation. The purpose of the improvements was to give an increasingly broad and attentive 
response to those living in difficulty, and to open up even more to the entire city. In recent months there 
have been even greater challenges due to the emergency in Ukraine: the Antoniano has found itself facing 
new needs and is offering support to numerous families fleeing the war.
The renovation involved the "floor -1," particularly the canteen and services for people seeking for help, 
including the reception room and multimedia room, the cloakroom, and the bakery. Moreover a new space 
called "Welcome Antoniano" was created to welcome those who ask for help and provide assistance as 
needed. In particular, Fondazione Marchesini ACT supported the renovation of the Welcome Room.
"The Foundation decided to support the Antoniano because in the post-pandemic era, primary goods 
will be the first to be paid attention to. Every day Antoniano takes care of many needy people and we, 
as an institution that cares about the social dynamics of its territory, decided to support the renovation 
the institution's headquarters based in Bologna. This is one of the first significant commitments of our 
Foundation, which is already involved in other local support projects."
Valentina Marchesini, president of the Marchesini ACT Foundation.
ANTONIANO ONLUS
www.onlus.antoniano.it
2021 Contribution: 50.000 euro
Economic support for “The Renovation of the Antoniano”
Contributio paid by 
Marchesini Group S.p.A
initiative  devised by the 
Fondazione Marchesini ACT

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The major renovations started in June 2021 and were completed at the beginning of June 2022. The inauguration 
took place on Monday 13 June on the occasion of the Feast of Saint Anthony, in the presence of the Mayor of 
Bologna Matteo Lepore, of Ministro Provinciale and Frati Minori Enzo Maggioni and of cardinale Matteo Maria 
Zuppi.
As explained by the director of the Antoniano Br. Giampaolo Cavalli, the spaces have reopened with a new look 
but, above all, with a new spirit: «To be a place to receive help, but also to share passions and experiences. A 
place to live together, increasingly open to the community ». Thanks to these renovations, it will be possible 
to accommodate more people and to expand the activities of the workshops, involving the entire community.
After
Before

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BIMBO TU
bimbotu.it
2021 Contribution: 45.675 euro
Economic support for projects: Risoamica, La tribù di Bimbo Tu.
BimboTu supports families in difficulty at the hospitals of Bologna. It supports children and adolescents 
forced to live in hospital, and offers financial, psychological and organizational support to their parents. 
BimboTu also helps those who do research to find faster and more effective treatments for children 
suffering from serious neurological diseases.
The "Tribù" project is a playful and educational space created by Bimbo Tu for pediatric patients (3-16 
years) of the Bellaria hospital in Bologna, but not only for carers of the same age group. The area is set up 
in the rooms on the ground floor of Pavilion A and also has an exclusive garden, a space dedicated to this 
purpose: the redevelopment of an abandoned environment has led to the creation of a project to support 
families. 
The project has the main objective, on the one hand, to provide a warm and welcoming hospital environment 
with dedicated paths for pediatric patients and, on the other, to offer recreational, recreational and 
educational services to small and young hospital users. 
Furthermore, in addition to entertaining, the Tribù project intends to support parents and family members 
who attend the Bologna hospital with support in the work-family balance, thanks to a free service for the 
care of children in a safe environment designed for children.
La Tribù di Bimbo Tu
Contributio paid by 
Marchesini Group S.p.A
initiative  devised by the 
Fondazione Marchesini ACT
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Risoamica
Risoamica is a project by Bimbo Tu, which we immediately fell in love with, conceived by Bimbo Tu Aps in 
collaboration with the IRCCS Institute of Neurological Sciences of Bologna. Hence the decision to support 
this path of research and education in the magnetic resonance exam without general anesthesia. 
Risoamica is based in the spaces of the Tribù di Bimbo Tu Aps, on the ground floor of pavilion A of the 
Bellaria hospital exactly where, years ago, there were the real spaces of resonance. Thanks to the Risoamica 
course, young patients, aged between 4 and 12 years, have the opportunity to approach - together with 
their families and with the support of a psychologist - the magnetic resonance exam using a simulator of 
the real and own built with all the features that the child will find at the time of the real exam. The purpose 
of this path is to ensure that the little patient takes confidence with the magnetic resonance and is able to 
deal with it peacefully without resorting to general anesthesia.
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ASSOCIAZIONE "L'ARCO"
www.larcorecovery.it
2021 Contribution: 20.000 euro
Economic support for activities related to Recovery, peer activities and Co-design Co-construction.
The L’ARCO Association is an ONLUS founded in 2017 with the aim of promoting recovery paths for people 
with a mental disorder or social discomfort. Thanks also to the support of the Marchesini Group, in 2019 
the Association was able to offer 35 individual recovery paths at the same time, thus increasing the offer 
potential of its services and the contribution of facilitators. The Arco has also consolidated the experience of 
the courses, allowing some qualifying experiences of training for facilitators and intensified relations with 
local realities, similar and not, with the aim of contributing to promoting a culture of respect, reciprocity, 
trust in the possibilities of recovery of each. The association will continue to consolidate its network with 
institutional interlocutors (Municipality, ì Ausl, Third Sector Entities, entrepreneurial realities) in order to 
have feedback from them on the setting and effectiveness of its activity: starting from its independence, 
the Arco intends in fact to contribute to promoting social integration and well-being, maintaining 
“correspondence” relationships with the various subjects of the metropolitan community.
We have decided to support L’ARCO projects for the next 4 years, recognizing the importance of the work 
done for the promotion of mental health and sharing the values of equal opportunities and correspondence.
The concept of Recovery indicates a path of re-appropriation of one's own existence and objectives, to 
regain self-esteem and, ultimately, to feel part of the community, despite the presence of symptoms and 
the need for treatment. To this end, L'ARCO develops flexible individual paths, moments of in-depth study 
and discussion in groups, with free access and on personal initiative. The proposed activities flank the 
ongoing clinical and social support paths, without therapeutic aims: their nature is practical and aimed at 
helping the person to enhance his potential and realize his expectations.
Contributio paid by 
Marchesini Group S.p.A
initiative  devised by the 
Fondazione Marchesini ACT
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WE WORLD
https://www.weworld.it/
2021 Contribution: 15.000 euro
For over 50 years WeWorld has been committed in Italy and in the world to ensure that the fundamental 
rights of every human being, in particular of women, boys and girls, are recognized and respected by 
combating poverty, violence, injustice and promoting sustainable and lasting human development paths. 
respecting the environment. It reaches 7.2 million direct beneficiaries in 27 countries with 158 active 
projects, thanks to the work of 1,688 professionals and volunteers and the support of 30,000 donors and13 
main partner companies. 
With 111 emergency and development projects in the global South, its actions differ according to the 
specific context of the community and the territory in which it operates: the endemic problems of perennial 
conflict, displacement and forced migration in the Middle East; the Libyan detention centers; drought, ethnic 
conflicts, organized crime and jihadist terrorism in Africa; violence in South America; the food and climate 
crises in Haiti and Guatemala; trafficking in migrants and child brides in Asia. His commitment translates 
into guaranteeing the right to water, food, health, education and the dignity of each person. It strongly 
supports sustainable socio-economic development by strengthening the capacities of the most fragile 
subjects and countering the causes and effects of climate change and is among the first international 
actors to intervene in response to emergencies. In Italy, We World operates with social programs of direct 
aid against violence against women and educational poverty, especially in the suburbs of large cities such 
as Milan, Turin, Rome, Naples, Caserta, Palermo and Cagliari. In addition, in Ventimiglia it gives support 
to migrants in transit. It also carries out Global Citizenship Education and Awareness raising activities 
through the organization of festivals, debates, advocacy, fundraising and communication campaigns on 
numerous issues at the center of the2030 Agenda for Sustainable Development, reaching over 3 million 
people in Italy and Europe.
Contributio paid by 
Marchesini Group S.p.A
initiative  devised by the 
Fondazione Marchesini ACT
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PADRE MARELLA
https://operapadremarella.it/
2021 Contribution: 15.000 euro
Economic support to the project “Progetto Madre-Bambino”
The work Padre Marella is a non-profit organization that is actively committed to offering assistance to 
disadvantaged people. Founded on the virtue of charity, the institution's primary objective is to cope with 
various conditions of poverty, fragility and exclusion found in the area. It currently runs 11 structures and 
promotes integration activities, investing in the future of people who live on the margins of society every 
day, to restore their dignity and autonomy. The Work of Father Marella has decided to implement its own 
Mother-Child reception project through continuous training, offered in the form of internal workshops. A 
coaching path, aimed at social and work integration and aimed at the guests of Casa Foresti (San Lazzaro 
di Savena, BO). The structure welcomes mothers who are victims of social exclusion, coming from different 
contexts of violence and marginalization, often in charge of the competent local services. The contribution 
of the Marchesini ACT Foundation supports the organization of a training activity conducted by experts, 
which began in January and is expected to end in June. Multiple objectives: from welcoming, to building 
positive human relationships, up to a gradual insertion into the world of work. With three meetings a week, 
the proposed areas of experimentation are many: workshops of artistic craftsmanship, self-production, 
self-care and, soon, care of the green. In addition, a module dedicated to the acquisition of tools for active 
job search, with in-depth analysis of the Italian language and computer use. The goal is to allow the mothers 
involved to acquire new skills in different areas, useful for achieving autonomy in the care of their children 
and themselves. To offer a safe place to gain experience in group relationships, to discover and deepen 
emerging skills, which can be transferred to future professional paths outside the Community. A project 
in which we believe very much, important to best accompany disadvantaged mothers in the process of 
rebuilding their self-esteem, having as its ultimate goal their psychological well-being and the protection 
of their children.
Contributio paid by 
Marchesini Group S.p.A
initiative  devised by the 
Fondazione Marchesini ACT
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MISERICORDIA DI CASTELLINA SCALO
www.misecastellina.it
2021 Contribution: 5.000 euro
La Misericordia di Castellina Scalo has been operating since the 1930s as a support to the population in 
dealing with needs and primary needs; it was established by the will of Don Luigi Profeti, the founding 
father of the social and spiritual life of this community. Over the years the activities carried out have 
multiplied with the changing needs, both in the management of daily life and in emergencies; this has led 
our Mercy to review its work and to strengthen its commitment: this has entailed the acquisition of legal 
personality, the inclusion in the regional register of ONLUS and the achievement of the qualification for the 
constituting National Register of ODVs.
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initiative  devised by the 
Fondazione Marchesini ACT
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A.L.I.CE BOLOGNA O.D.V.
https://bologna.aliceitalia.org/
2021 Contribution: 2.500 euro
Economic support to the project “Progetto Madre-Bambino”
A.L.I.Ce Bologna is a Volunteer Organization that has been helping those who face stroke and its consequences 
since 2009. In particular, it offers free support to people who are affected by it, accompanying them in all 
phases of the stroke event, and to their families. In addition, it promotes the dissemination and education 
in prevention and health. founded in 2009, A.L.I.Ce Bologna - Association for the Fight against Cerebral 
Stroke is a Voluntary Organization that helps people affected by stroke and their families. With about 
200,000 cases each year in Italy, of which 1,700 in Bologna, stroke represents the first cause of permanent 
disability and the third of death. Furthermore, the resulting disability causes economic difficulties for 
families and for society. A.L.I.Ce. Bologna was born from the need to support patients and family members 
and to raise awareness on the issue, to prevent disease and educate about health. The support it offers 
is both psychological and practical, through various free tools such as an always-on telephone line to 
provide support and information or online meetings to maintain autonomy through physical activity. 
Marchesini ACT Foundation supports the Organization in its mission, therefore both in support activities 
for people affected by stroke and in prevention activities. In fact, A.L.I.Ce. Bologna, always attentive to 
dissemination, information and promoting dialogue between citizens and local health and social services, 
organizes seminars "For a culture of health and care". In addition, every year, it organizes the Prevention 
Day, which aims to inform on primary prevention of stroke, help recognize the onset symptoms and 
improve knowledge of outcomes, offering citizens free screenings to assess risk factors and medical and 
psychological protective factors.
Contributio paid by 
Marchesini Group S.p.A
initiative  devised by the 
Fondazione Marchesini ACT
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FONDAZIONE BOLOGNA UNIVERSITY BUSINESS SCHOOL
www.bbs.unibo.it
2021 Contribution: 150.000 euro
Membership of the Foundation as a Participating Member pursuant to art. 9 of the Foundation Statute
The Foundation represents the reference structure for the Alma Mater Studiorum University of Bologna and 
other Members for post-graduate and post-experience managerial training. The knowledge developed by 
the University is enhanced through its activities that are inspired by principles of international orientation, 
interdisciplinarity and integration with production realities. The Foundation has the purpose of providing, 
through the establishment of higher education courses and continuous and permanent training, to the 
planning, preparation and concrete implementation, directly or through third parties, of all the initiatives 
functional to the pursuit of its mission, with particular reference to the development of managerial skills. 
The courses can integrate higher education and university courses, in order to expand the opportunities 
for rapid and effective job placement, with training activities to support academic training, designed in 
connection with the most significant cultural and productive realities.
FONDAZIONE TEATRO COMUNALE BOLOGNA
https://www.tcbo.it/
2021 Contribution: 82.200 euro
The Foundation represents the reference structure for the Alma Mater Studiorum University of Bologna and 
other Members for post-graduate and post-experience managerial training. The knowledge developed by 
the University is enhanced through its activities that are inspired by principles of international orientation, 
interdisciplinarity and integration with production realities. The Foundation has the purpose of providing, 
through the establishment of higher education courses and continuous and permanent training, to the 
planning, preparation and concrete implementation, directly or through third parties, of all the initiatives 
functional to the pursuit of its mission, with particular reference to the development of managerial skills. 
The courses may integrate higher education and university courses, in order to expand the opportunities 
for rapid and effective job placement, with training activities to support academic training, designed in 
conjunction with the most significant cultural and productive realities.
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ISTITUTO ORTOPEDICO RIZZOLI
www.ior.it
2021 Contribution: 30.000 euro
The Rizzoli Orthopedic Institute of Bologna, founded in 1896, is an international reference point in the 
development of orthopedics. High-level care is the result of constant scientific research and the transfer 
of results to clinical practice. The integration between departments and laboratories allows you to have a 
complete view of the pathologies and to always experiment with new treatment opportunities. Rizzoli has 
been a Scientific Hospitalization and Care Institute since 1981, recognized by the Ministry of Health for its 
high-level research work and its impact on the international scene.
integral part of the Emilia-Romagna Health System, Rizzoli is the teaching center of the University of 
Bologna. With its RIT-Research, Innovation and Technology Department, it is part of the Technopole in the 
regional network of High Technology: laboratories specialized in technology transfer and applied research 
to the industrial world. The Rizzoli-Sicily Department of Bagheria (Palermo) has been active since 2012, 
born from a Memorandum of Understanding between the Emilia-Romagna Region and the Sicilian Region. 
1400 people work at Rizzoli including orthopedists, anesthetists, rheumatologists, radiologists, 
internists, biologists, engineers, biotechnologists, physicists, chemists, statisticians, pharmacists, nurses, 
physiotherapists, radiology technicians, laboratory technicians, assistance personnel, technical and 
administrative staff.
 Clinical activity concerns the entire orthopedic-trauma field. The work is based on clinical and translational 
research programs: hospital and laboratories together cover the most innovative areas of physiology 
and pathology of the musculoskeletal system. The Research Lines ensure unity of clinical-scienti fi 
c translational paths with reference to four areas: Oncology, Regenerative and restorative medicine, 
Innovative and prosthetic surgery, Inflammatory, infectious, degenerative and genetic pathologies. The 
Bank of Musculoskeletal Tissue of Emilia-Romagna and the RIPO, Registry of Orthopedic Prosthetic 
Implantology operate at the Institute. The Institute is the Coordinating Center of ERN BOND, the European 
reference network for rare skeletal diseases. 
Regenerative and reparative medicine, stem cells, tissue engineering, design and 3D printing for customized 
reconstructions and prostheses, innovative surgical techniques for the most complex interventions, 
reconstruction of ligaments and cartilage, inflammatory, infectious, degenerative and genetic pathologies, 
multispecialistic treatment of tumors of the bones, treatment of the most complex pediatric orthopedic 
pathologies are just some of the areas on which Rizzoli works for the orthopedics of the future.
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FONDAZIONE  ANT ITALIA ONLUS
http://www.ant.it/
2021 Contribution: 22.900
Founded in Bologna in 1978 on the initiative of the oncologist Franco Pannuti, the ANT Italia ONLUS 
Foundation provides free specialist medical assistance at the home of cancer patients at no cost to families. 
Based on the resources found in the area, ANT also offers free cancer prevention projects. ANT's creed is 
summarized by the term “Eubiosia” (from the Greek, eu / bene-bios / vita, “the good life - life in dignity”) 
understood as a set of qualities that confer dignity to life, in every phase of the disease. ANT Foundation is 
the largest non-pro fi t reality in Italy for free home health and social care for cancer patients. From 1985 
to today ANT has assisted over 149,000 patients, completely free of charge, with multidisciplinary teams 
present in 29 provinces in 11 Italian regions (Emilia-Romagna, Lombardy, Veneto, Friuli-Venezia Giulia, 
Tuscany, Lazio, Marche, Campania, Basilicata , Puglia, Umbria). Over 10,000 people are assisted each year 
throughout Italy. 
ANT offers specialized assistance carried out by 471 professional figures including doctors, nurses, 
psychologists, nutritionists, physiotherapists, socio-health workers, pharmacists and specialists who 
work for the Foundation, bringing all the necessary care to the patient's home 24 hours a day. every day of 
the year. The service is also extended to children with the Bimbi in ANT project. 
ANT also offers home psychological support to the patient and his family, at every stage of the disease. 
Starting from 2015, ANT's home oncology care service enjoys the UNI EN ISO 9001: 2015 quality certi fi 
cate issued by Globe s.r.l. In 2016 ANT signed a non-burdensome Memorandum of Understanding with the 
Ministry of Health which commits the parties to de fi ne, support and implement a program of interventions 
for the achievement of specific objectives, consistent with the provisions of law no. 38 for access to 
palliative care and pain therapy.
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ACCADEMIA FILARMONICA DI BOLOGNA
www.filarmonicabologna.it
2021 Contribution: 16.440 euro
Also in 2021 Marchesini Group supported the Bologna Philharmonic Orchestra, founded in 2008 by the will 
of the professors of the Bologna Municipal Theater Orchestra. The Philharmonic has always offered concert 
cycles at the Teatro Auditorium Manzoni in Bologna, in collaboration with the best international artists and 
performers, immediately placing it as one of the most important Italian realities and always recording a 
full house. Over the years, the Philharmonic has collaborated with soloists such as Gerd Albrecht, Philippe 
Entremont, Gidon Kremer, Alexander Lonquich, Louis Lortie, Mischa Maisky, Ivo Pogorelich, Alexander 
Romanovsky, Baiba Skride, Daniil Trifonov, under the direction of Michele Mariotti, Sir Neville Marriner , 
Mikhail Pletnev, Alexander Vedernikov just to name a few. Always attentive to young talents, she was the 
architect of the success of the young director Aziz Shokhakimov.
 In February 2014 Hirofumi Yoshida becomes the artistic director of the orchestra and the fruits of this 
collaboration immediately materialize in the orchestra's first Japanese tour. In fact, since 2014 the 
Philharmonic has been invited to perform every year in Japan at the most prestigious halls such as the 
Suntory Hall in Tokyo. The relationship with the Japanese public has also strengthened thanks to the 
successful September 2017 tour, which touched the cities of Tokyo, Yokohama and Kyoto.
FONDAZIONE IL BENE ONLUS
fondazioneilbene.org
2021 Contribution: 10.000 euro
the Il Bene Foundation, together with all its associations, has as its priority that of assistance and help for 
all those people who, faced with ills such as Multiple Sclerosis, cannot cope alone. It wants to be a constant 
point of reference and help in the psychological and physical support of its patients and their families. One 
of the priorities is to make them understand that they are not alone and that they have at their disposal not 
only health facilities, but entire communities ready to support them. Fondazione Il Bene acts, through its 
associations, to reach out directly to patients and improve or alleviate their situation.
At this time when relationships are fading, the Foundation is doing everything it can to continue to 
operate despite all the restrictions placed on the fight against Coronavirus because there is an ever-
increasing need to provide support to people who are limited in their access to the facilities and services 
offered.
The patients treated by the Center the BENE are more than 2,000, including 1,300 with multiple sclerosis, 
400 with myasthenias, and 400 with rare diseases. 
This activity is ensured through the work of 80 volunteers who provide more than 9,000 volunteer hours 
per year.

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CENTRO SAN DOMENICO
http://www.centrosandomenico.it/
2021 Contribution: 5.000 euro
The San Domenico Center was founded in Bologna in 1970, thanks to the initiative of the founder Fra 
Michele Casali. It is a non-profit Catholic cultural association which, through conferences, debates, 
conferences, seminars and other forms of cultural communication, aims to spread the principles of the 
Catholic faith and to address ethical, philosophical, religious, artistic and cultural issues. actuality; themes 
dealt with in a continuous confrontation between ideas, with the utmost respect for different opinions and 
in the constant search for what unites rather than divides. The words of Pope John Paul II, expressed in 
the tenth anniversary of its foundation, fully describe the spirit of the San Domenico center: "A provident 
cultural institution, living presence and Christian witness in the city and diocese of Bologna, commendably 
also available to listen to other voices, in a spirit of collective dialogue ”.
"DOPO DI NOI" BOLOGNA ONLUS
www.dopodinoi.org
2021 Contribution: 2.400
Sostegno economico al progetto "Casa San Donato"
In 2002, thirteen parents of people with disabilities created the After Us Bologna Foundation to answer 
their biggest concern "What will become of our son after us?" Since then, the Foundation has given support 
to over 500 families, providing them with the sensitivity and professional skills needed to tackle the many 
problems that the "after us" calls into question. “Where will you live? Who will take care of it? Who will 
manage the savings we leave them? " Questions that need answers that are consistent with each other. The 
After Us Foundation guides family members in the gradual construction of a "life project" for their relative 
with disabilities, following all aspects, from welfare to legal and property aspects. When necessary, the 
Foundation carries out alternative housing projects to the parental home, always favoring collaboration 
between the family, the public body and the private social sector.Le attività si articolano in tre aree 
principali: "Abitare fuori casa", "Percorsi individualizzati e sostegno ai genitori", "Consulenza e informazione 
giuridica".
HAPPY HAND
https://www.wtkg.it/
2021 Contribution: 3.000 euro
The WTKG "Willy The King Group" is an association named after Willy Boselli that for years has been 
promoting initiatives aimed at promoting the social inclusion of people with disabilities. Annually, through 
the "Happy Hand - Games without barriers" event, it strives to break down the barrier that divides Olympic 
from Paralympic sport, to look only at people, regardless of skill categories. It is proposed to the public as 
a festival of sport and social inclusion in which the re fl ectors are focused on skills and disabilities, with 
the Olympic sports proposed together with the Paralympic ones and opportunities for interpenetration 
between the disciplines, arguing that this is the road to a new disability culture. Using sport as a tool 
for aggregation and sharing, it is increasingly important to pay attention and sensitivity to the issue of 
disability, offering “strength” and motivation to those who are physically disadvantaged. 
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6.2
6.1
6.0
6.2 MASTER IN
MANAGEMENT...
6.1 RAW 
MATERIALS
6.0 SUPPLY 
CHAIN
CREDITS
10.0

10.0 CREDITS
The Marchesini Group's Sustainability Report 2021, like previous
editions, is a project that has involved the entire company across
the board, coordinated by the Corporate Social Responsibility
Manager, with the indispensable collaboration of the managers
and teams of the following divisions:
- Marketing & Communications
- HR Selection & Development
- E-learning
- General Organization
- Quality Assurance
- Prevention & Protection Service
- Administration, Finance & Personnel Management
- Sales
- After Sales
- Technical
- Production
- Logistics & Purchasing
con il supporto della squadra del Talent Garage.
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