ESG & SUSTAINABILITY ANNUAL REPORT 2022

INDEXMESSAGE TO OUR STAKEHOLDERSORGANISATION PROFILEOUR PEOPLE
ENVIRONMENT IS PRIORITY
OUR PRODUCTGOVERNANCENOTES ON REPORTING METHODGRI CONTENT INDEXMESSAGE TO OUR STAKEHOLDERS

Dear Stakeholders,
It is with great pleasure that I want to share with you the second
edition of our ESG & Sustainability Annual Report, a further andimportant step in our journey towards the creation of shared value.
While keeping sustainability top-of-mind from an environmental,social and economic standpoint, we have tried to include a greater
amount of information into the report, thereby substantiating ourapproach more clearly and tangibly.
The first section narrates the history of our organisation; how weevolved from an artisan workshop established in 1934 to become aleading Group in the wood furniture industry that brings the BOFFI,
ADL, DE PADOVA, TIME & STYLE ēdition and MA/U STUDIO brands
under one roof, each with its own ability to bring together various
realities, while maintaining their own individuality.
The second section describes the commitment to our people,
the actual engine driving the Group’s potential and a vital force
underpinning its success. I particularly want to tell you about all ourefforts intended to promote diversity as a fundamental resource,in which gender balance is maintained as far as possible in allcompany roles.

The third section is dedicated to reporting our impacts from anenvironmental perspective, providing an overview of how we areresponsibly and proactively addressing the critical issues of ourtime, namely, energy consumption, greenhouse gas emissions andthe circular economy.
The fourth section highlights all manufacturing-related disclosures,the efforts we are making for proper use of raw materials, the ongoing
innovation of products and sustainable design with a view to ecodesign.
Finally, the last section is dedicated to economic sustainability;
in 2022, the manufacturing companies that make up the Group(Boffi, De Padova and ADL) confirmed their growth performance,
generating just over EUR 82 million, an increase of 19% compared
to 2021.
Looking to the future, I am convinced that through our innate creative
drive and the support of our passionate and motivated employees,
we will be ready to face the next challenges with confidence anddetermination.
Happy reading,Roberto Gavazzi

3

ORGANISATION PROFILEINTRODUCTION
THE BRANDSOUR MISSION
MARKET PRESENCETHE GROUP SUSTAINABILITY MODELORGANISATION PROFILEINTRODUCTIONONE NETWORK.
ONE DESIGNPHILOSOPHY.
One network. One design philosophy. Boffi|DePadova occupies
the highest echelon in the market offering integrated interior living
solutions, underscored by sophistication and contemporary style.
The Group is the fusion of brand narratives, embracing Boffi, ADL,De Padova, Time & Style ēdition and MA/U Studio. Each with its
own identity, each a flagbearer of Made in Italy design, where quality
is paramount, encapsulated in a timeless and function-oriented
aesthetic.
United in a shared vision that aims to create a fully integrated andcomplementary design platform of excellence: from bathrooms tobeds and wardrobes and spanning kitchens, upholstered furniture
and accessories. This operation forms the cornerstones for Boffi and
De Padova to work together very closely for developing their strong
focus on international expansion, a route already selected by bothcompanies, with the aim of supporting “Italian know-how” around theworld, building a group with widespread market distribution, both inresidential and contract.

5

ORGANISATION PROFILEINTRODUCTION

6INTRODUCTIONORGANISATION PROFILEFROM THE 1930s
TO THE 1990s

1934

Piero Boffi established
his own firm.

1954

Asti, Favre and Boffi
created the C Series:
the first kitchen in colour.

1960

The first kitchen combining
wood and laminate
was manufactured: the T12
was launched, designed
by Gian Casé andPier Ugo Boffi.
Luigi Massoni
was Art Director,
together with otherdesigners, he created thefamous Xila andDogu kitchens.

1963

At the Triennale di Milano
and MoMA Museum,the Minikitchen, designed
by Joe Colombo,
was exhibited.

1980

The focus on bathroom
design was set in motion.
Born out of thecollaboration with Antonio
Citterio, Factory wascreated, expression of
restraint and high-techrolled into one.

1995

Compasso d’Oro
industrial design
career award.
Boffi Studio Paris opened:
Boffi’s first overseas store.

7

INTRODUCTIONORGANISATION PROFILEFROM 2000
TO 20102002

The Boffi
Quality Management
System was awarded
certification according
to theUNI EN ISO 9001:2000
Standard.

2004

Cut caps,by Mario Tieronllo
and Tiberius Ceratus,
was short-listed for theCompasso d’Oro industrial
design award and won
the “Red Dot” Awardfor best product(best design product).

2007

The kitchen table
Table System designed
by Piero Lissoni won
the “Chicago Atheneum
Good Design Award”
in 2007.

2008

The “+/-” wardrobe
received the Chicago
Atheneum Good DesignAward.

2010

Boffi Trade: 21 Boffi storesworldwide.
Boffi’s Environmental
Management System
received certificationaccording to the
UNI EN ISO 14001
Standard.

8

INTRODUCTIONORGANISATION PROFILEFROM 2010
TO DATE2011

The “Aprile” kitchen
by Piero Lissoni won
the “Elle Decoration
International DesignAwards” 2010/2011.

2014

Boffi turned 80 years old,
the Salinas kitchen by
Patricia Urquiola is aneco-sustainable solution.
The “Open Kitchen”
by Piero Lissoni
was shown at the Triennale
di Milano exhibition.

2015

Boffi and De Padova
entered into an agreement
for integrating
the two companies.

2016

Boffi launched a newcustom-built kitchen
and bathroom
project for customers

2017

De Padova purchased
75% of the equity
in MA/U studio.

2019

ADL became part of the
Boffi|De Padova Groupthough an initial 50%
equity purchase.

TO BE CONTINUED...
9ORGANISATION PROFILE

THE BRANDS: BOFFI

10

ORGANISATION PROFILE

THE BRANDS: BOFFI“THE HISTORY OF ITALIANDESIGN IS ALSO A PART THE
HISTORY OF THE BOFFI FAMILY”.
The year was 1934 when Piero Boffi founded his company and, in overeighty years that Boffi has been in business, it has shown its talent and flare
for interpreting evolving tastes and technologies, establishing for itself
a robust, high-end reputation for innovation and design internationally.
Art direction by the biggest names in Italian design, including Luigi
Massoni, Antonio Citterio and, for over the last thirty years, Piero
Lissoni, contributed to growth in the eighties of this prestige and eclectic
brand’s offering and it has given rise to a complex but extraordinarily trueto-itself catalogue, populated with collections and cult pieces whichreflect and interpret new lifestyles. The brand, through its wide-ranging
offering, is also able to make strong headway in emerging markets. This
strategy was given new impetus in the nineties, after Roberto Gavazzi
and Art Director Piero Lissoni joined the company; it was their idea toshowcase their productions while the Salone del Mobile in Milan wason, but outside the trade show, exhibiting in landmark venues aroundthe city, such as the deconsecrated Church of San Paolo Converso,
launching a cultural event that is still the signature of the Salone today
involving the entire city.

11

ORGANISATION PROFILE

THE BRANDS: BOFFIThe turning point came in 1998, the year in which the first bathroom
showroom was inaugurated – “Boffi Solferino” – in Via Solferinoin Milan. It was the first of a long series of single-brand stores in
Italy and around the world, which have become the cornerstone of
the company’s expansion policy. The big shift came in the decade
starting in 2000, which first saw the brand’s extension into wardrobe
systems, under the project “Solferino” in 2010 and, in the same year,
collaboration with Fantini which blossomed into a contemporary andrefined design tap and fittings range, a perfect complement for Boffi.
In the same period, Cut taps designed by Mario Tesserollo andTiberio Cerato was short-listed for the Compasso d’Oro industrial
design award and won the “Red Dot” Award for best design product.
International expansion was also given new focus, thanks primarily totargeted and careful acquisitions.

12

ORGANISATION PROFILE

THE BRANDS: BOFFI2015 marked the first acquisition of the historic De Padova brand, a key
step that aimed to complete the furnishing offering with contemporary
living space interiors, recognised for their timeless aesthetic value.
Since 2016 onwards, Boffi has introduced a new, bespoke “tailor made”
furniture offering, that is customised and “hand-sewn” according to
the customer’s brief, embracing the choice of materials, finishes andcontainer systems.
In 2018, the Boffi Solferino showroom was extended to accommodate
the De Padova collections. It now also has frontage in Via Palermo.
Boffi has expanded into five continents and forty countries with Boffi
Trade: a network of over 450 showrooms, of which 50 single-brandoutlets, located in the most exclusive districts of the design capitals,
showcasing collections and bringing the appeal and sophisticationthat is unique to Made in Italy to all four corners of the world.

13

ORGANISATION PROFILE

THE BRANDS: DE PADOVA

14

ORGANISATION PROFILE

THE BRANDS: DE PADOVA“NORDIC DESIGNARRIVES IN ITALYFOR THE FIRST TIME”.
In 1956, Fernando and Maddalena De Padova founded the company,
marked by outlook and openness to contemporary design, and taking
inspiration and cue from Nordic (Scandi) design, expressed an
instinctive leaning towards beauty and scrupulous attention to design.
They were the first to bring Nordic design to Italy, with its essential lines
and linear shapes, importing Scandinavian furniture and decorative
objects, sold at the Via Montenapoleone showroom in Milan.
In the 1960s, Maddalena met American company, Herman Miller,
which granted her the licence for Italy to manufacture furniture
designed by Charles Eames and George Nelson: thus ICF De Padova
was established, based in Vimodrone, which would manufacture
Herman Miller office furniture in Italy. In the 80s, after selling the
ICF brand, Maddalena De Padova created a line of furniture anddecorative objects branded De Padova, giving rise to the creationof “Edizioni De Padova” which would then become “ē De Padova”.

15

ORGANISATION PROFILE

THE BRANDS: DE PADOVAAt the dawn of the new millennium, Maddalena was awarded theCompasso d’Oro alla Carriera, the industrial design career award
and, during this period, she started collaborating with young emerging
designer talents that have enriched De Padova’s sophisticated offering.
After the merger with Boffi in 2015, the historical collection was
relaunched under a different light with certain subtle, contemporary
retouches and production was broadened to include original pieces
designed by Lissoni, by Nendo, Maarten van Severen and otherbrilliant talents discovered by the brands.
In January 2017, De Padova acquired Danish brand MA/U Studio, astart-up manufacturing high-end interior and office shelving systems
that, in 2022, became an integral part of the De Padova offering.
In 2020, De Padova entered into partnership with Time & Style to create
the “Time & Style ēdition”, also showcased in Tokyo, as well as at the
Milanese showrooms, including Santa Cecilia and Boffi Solferino.

16

ORGANISATION PROFILE

THE BRANDS: ADL

17

ORGANISATION PROFILE

THE BRANDS: ADL“WE DON’T CREATE PARTITIONSBUT CONNECTIONS, FOR
OFFERING MAXIMUM COMFORTTO PEOPLE WHO EXPERIENCE
THEIR HOMES”.
In 2004, entrepreneur and designer, Massimo Luca, founded ADL;
a company specialised in the design and production of mobile
partitioning systems for connecting interior spaces, with the aim ofcreating tech-savvy products that have an architectural function
within homes.
His experience in design, combined with his forward-looking thinking
have determined the direction of the company.
ADL aims to create doors that are not a just a fixture, but thatcomplement the environment by becoming part of it. All this is partof a philosophy in which the company believes and invests heavily,
according to a cultural vision in which aesthetics and design areclosely linked to the world around us, and which, as such, must be
respected and protected.
An approach that caught the attention of the Boffi|DePadova Group,and ADL joined the Group in February 2019, through an initial purchaseof 50% of the share capital, contributing to further acceleration of thebusiness plan, launched in later years, with the additions of De Padova
and MA/U Studio.

18

ORGANISATION PROFILE

19

ORGANISATION PROFILE

20

ORGANISATION PROFILEOUR MISSIONOUR MISSION
There are two pinnacles of excellence, where the Boffi|DePadova
Group is unrivalled: the first, in custom-made processes, approachedadopting bespoke methods, capable of creating individual pieces andspecific systems, thanks also to targeted partnerships for the supplyof household appliances and the on-going search for the most refinedand appreciated materials and features: steel, stone, sanitary ware andtaps and fittings, building an increasingly complete and exclusive range.
The second, a balance between entrepreneurial, vision-based,
production model and design creativity, combined with big and small
eureka moments that, in varying the performance and appearanceof surfaces, by accentuating corners, creating curves, making joints
invisible and imagining future uses, has invented the culture of design
as a lifestyle.

21

ORGANISATION PROFILE

BOFFI|DEPADOVA GROUP SUSTAINABILITY MODEL

BOFFI|DEPADOVA GROUPSUSTAINABILITY MODELIn Boffi’s corporate history and culture, the topic of Sustainability has
always been a factor occupying top-of-mind. A journey already started
and consolidated over the years through a family tradition that, since
1934 has enabled Boffi to plunge its roots deep into the local area
where it operates and flourishes, actively becoming a major player on
the Italian design scene.
Sustainability is an integral part of the values, culture, creativity,
technology and entrepreneurship of the Boffi|DePadova Group,
crossing all areas, from planning and production to management
decisions.

22

ORGANISATION PROFILE

BOFFI|DEPADOVA GROUP SUSTAINABILITY MODEL

The goal of enhancing all aspects associated with environmental,social and business sustainability is the result of strong synergy
between the Boffi|DePadova Group and its employees, the specificnature of the local area, designers, suppliers, customers and theend-markets where it operates. A system of relations with the various
stakeholders directed at implementing a continuous development
and enhancement process, both in relation to the company and its
products, in strict respect of the environmental standards existing inall countries where the Group has a market presence.
The challenge for the Boffi|DePadova Group is based on the notionof making the product “Sustainable” by improving its environmental
and social performance through innovation, not only in materials
and services but also in working methods, behaviour and business
management systems.
A challenge that is top on the list of priorities is safeguarding endconsumers, who should also be able to base their choices on thesocial and environmental quality of a product. The vision underpinning a
project marked by the social values that founder Piero Boffi embraced,seeing transition from artisan workshop to international company
as an expression of Made in Italy in the world.

23

BOFFI|DEPADOVA GROUP SUSTAINABILITY MODELORGANISATION PROFILE

We share the UN Sustainable Development Goals (SDGs) as aninternational framework and have responded to the demand for
greater accountability by implementing projects and introducing
measures that influence the four main goals we have identified
as strategic:

7.
AFFORDABLE
AND CLEAN
ENERGY

8.
DECENT
WORK ANDECONOMICGROWTH12.
RESPONSIBLE
CONSUMPTION
AND PRODUCTION

13.
CLIMATE ACTION

24

MARKET PRESENCEORGANISATION PROFILEEUROPEMIDDLEEASTASIA

AMERICAS
AFRICA

OCEANIA+400 STORES
5 CONTINENTS
40 COUNTRIESThe Boffi|DePadova Group has more than 450 stores across
5 continents and in more than 40 countries around the world.
25

ORGANISATION PROFILE

25 BOFFI|DEPADOVADIRECT RETAILOUTLETS13 000 SQM
120 STAFF

MARKET PRESENCEBOFFI|DEPADOVA DIRECT RETAIL
Antwerp/B
Barcelona/E
Berlin/D
Cannes/F
Chicago/USA
Cologne/D
Copenhagen/DK
Denver/USA
Frankfurt/D
London/GB
Los Angeles/USA
Madrid/E
Miami/USA
Milan/I
Munich/D
New York/USA
Paris/F
Rome/I
Singapore/SGP
Washington/USA
Zurich/CH

26

MARKET PRESENCEORGANISATION PROFILE

25 BOFFI|DEPADOVAINDIRECT RETAILPOINTS
Aarau/CH
Amman/HKJ
Amsterdam/NL
Arezzo/I
Auckland/NZ
Bangkok/TBeijing/CHN
Capetown/SA

50 BOFFI|DEPADOVAINDIRECT STORES
16 505 SQM
300 PEOPLE+300 MULTIBRAND
BESTSELLERS

Casablanca/MA
Dubai/UAE
Dusseldorf/D
Florence/I
Frauenfeld/CH
Gothenburg/SWE
Hamburg/D
Hong Kong/SAR-RC
Jakarta/RI
Helsinki/FIN
Kyiv/UKR
La Coruña/ELucerne/CH
Lyon/F
Manila/RP
Melbourne/AUS
Mexico City/MEX
Moscow/RUS
Naples/I

New Delhi/IND
Oslo/N
Palma de Mallorca/E
Perugia/I
Port/P
Rome/I
Rotterdam/NL
Saint Tropez/F
San Francisco/USA
São Paulo/BR
Seoul/ROK
Shanghai/CHN
Shenzhen/CHN
Sydney/AUS
Stockholm/SWE
Taichung/TW
Taipei/TW
Tel Aviv/IL
Turin/I
Treviso/I
Vicenza/I
Vienna/AUT
Zug/ CH

MULTIBRAND
BEST SELLERS
Barcelona/E
Geneva/CH
Johannesburg/SA
Ljubljana/SLO
Riga/LVSaint Petersburg/RUS
Seoul/ROKTokyo/J
Vilnius/LT
Warsaw/PL

27

OUR PEOPLE

OUR PEOPLECORPORATE POPULATIONTHE VALUE OF WOMENCORPORATE POPULATION BY AGE GROUPTURNOVER ANALYSISEMPLOMENT CONTRACT STABILITY
OCCUPATIONAL HEALTH AND SAFETYVOCATIONAL TRAININGOUR PEOPLE

OUR PEOPLE
People are the most valuable asset for the Group, as well as an
essential resource for ensuring business continuity.
The human factor has always been at the centre of our corporate
development policies, while constantly searching for new, suitable
contexts for enhancing its diversity.

29

CORPORATE POPULATIONOUR PEOPLECORPORATE POPULATION
Boffi|DePadova Group
Total company population

The total population of the Group in 2022 amounted to 297 people,
including temporary workers, which has been constantly growing
in the three-year reporting period.

288

294

297

2020

2021

2022

The three graphs below show the corporate population
for the individual Group companies.

Boffi
Corporate population
13

De Padova
Corporate population
23

20

2

ADL
Corporate population
1

1

2

1

212

202

209

25

24

26

35

43

40

2020

2021

2022

2020

2021

2022

2020

2021

2022

Temp workers
Employees

30THE VALUE OF WOMENOUR PEOPLE

THE VALUE OF WOMEN
Gender differences are a resource and they are recognised andproperly enhanced in developing the Group companies. This principle
is well integrated into the Group’s DNA, which is committed to hiring
policies aimed at eliminating any type of discrimination.

30%

FemalesThis following chart shows the corporate breakdown by gender of theGroup, including temp workers.

70%

Males

Boffi|DePadova Group
Corporate breakdown by gender

199

205

207

89

89

89

2020

2021

2022

Boffi|DePadova Group
Corporate breakdown by gender 2022

Males
Females31THE VALUE OF WOMENOUR PEOPLE

2%

BOFFI

Senior managers

14%

Although in Boffi S.p.A. women account for about 1/3 of the workforce(the figure is strongly influenced by the predominant male presence inproduction departments, while women carry a higher weight in officeroles) it should be noted that women nevertheless occupy 60% of
the roles involving positions of responsibility.
This is a strong sign underscoring the corporate desire to prevent theunfortunately still widespread case of the “sticky floor” – that is, verticalsegregation that sees women forced into medium-low occupational
positions and resulting lower pay.

Non-managerial supervisors

3%

Temp workers

13%

Female blue-collar workers

68%

Female employees
Boffi
Breakdown of management roles by gender
9

Boffi
Corporate breakdown by gender

9

8
7

7

Boffi
Female workforce breakdown 2022

5
161

1 1
2020

1

1

2021

1

161

64

1

2020

2022

Male non-managerial supervisors

Male managers

Males

Female non-managerial supervisors

Female managers

Females

166

64

2021

63

2022

32

THE VALUE OF WOMENOUR PEOPLE

DE PADOVA

8%

Non-managerial supervisors
Given the type of activity strongly linked to design and product design, in
De Padova women account for more than 50% of the total workforce.

92%

Female employees
De Padova
Breakdown of management roles by gender

De Padova
Corporate breakdown by gender

5
4

De Padova
Female workforce breakdown 2022

3
12
1

1

2020

2021

15

12

13

13

13

1

2022

2020

Male non-managerial supervisors

Males

Female non-managerial supervisors

Females

2021

2022

33

THE VALUE OF WOMENOUR PEOPLE

ADL
Regarding ADL, the female population accounts for about 28% of theheadcount and women work primarily in office roles.

ADL
Corporate breakdown by gender

26

10

2020

32

12

2021

25

15

2022

Males
Females34

CORPORATE POPULATION BY AGE GROUPOUR PEOPLECORPORATE POPULATIONBY AGE GROUP
For all three companies in the Group, the predominant age groupremains between 30 and 50 years old.

Boffi
Corporate population by age group

De Padova
Corporate population by age group

ADL
Corporate population by age group

136
124

121

69

64

67

18
12

12

9
1

2020

<30 years

2021

Between 30 and 50 years

28

24

2022

2020

16

14

7

1
2021

13
4
2022

9

23
15

13

9
2
2020

2

2
2021

2022

>50 years

35

CORPORATE TURNOVER BREAKDOWNOUR PEOPLECORPORATE TURNOVER
BREAKDOWN
Personnel selection and management policies are definedindependently by each company – in line with their requirements –based on principles and practices established by Group Management.
The following tables show total new hires and leaver numbers for thethree-year reporting period for the individual companies.

Boffi
Corporate turnover breakdown

For the entire Group, in 2022, a decrease was reported in the negative
turnover rate. Total leavers, including those retiring, were exceeded by
the greater number of hires.

De Padova
Corporate turnover breakdown

2020

2021

2022

2020

2021

2022

Total new hires for the reporting period

No.

8

12

21

of which male

No.

6

6

16

of which female

No.

2

6

5

Total leavers for the reporting period

No.

7

22

14

of which male

No.

4

15

10

of which female

No.

3

7

4

Leaver turnover rate

%

3.30

10.89

6.70

2020

2021

2022

ADL
Corporate turnover breakdown

Total new hires for the reporting period

No.

2

3

4

Total new hires for the reporting period

No.

3

9

7

of which male

No.

1

2

2

of which male

No.

1

7

4

of which female

No.

1

1

2

of which female

No.

2

2

3

Total leavers for the reporting period

No.

3

3

2

Total leavers for the reporting period

No.

1

7

4

of which male

No.

1

2

1

of which male

No.

1

6

NA

of which female

No.

2

1

1

of which female

No.

0

1

NA

Leaver turnover rate

%

12.00

12.50

7.69

Leaver turnover rate

%

2.86

16.28

10
36

EMPLOYMENTCONTRACT STABILITYOUR PEOPLEEMPLOYMENT CONTRACTSTABILITY
Corporate stability is an essential factor for the Boffi|DePadova
Group, about 100% of employees have an open-ended employment
contract.

BOFFI
At Boffi, 99,5% of direct employees have an open-ended
employment contract. In 2022, 20 people took parental leave.

Boffi
Employees by type of employment contract
1

2

150

62

2020

147

139

2020

2021

2022

female open-ended

62

61

61

male open-ended

150

139

147

female fixed-term

0

0

0

male fixed-term

0

2

1

61

61

2021

Boffi
Employees by type of employment contract2022

male fixed-term

male open-ended

female fixed-term

female open-ended

37

EMPLOYMENTCONTRACT STABILITYOUR PEOPLE

Boffi
Employees by employment type
9

150

53

2020

9

9

141

2020

2021

2022

Female full-time

53

52

52

male full-time

150

141

148

female part-time

9

9

9

male part-time

0

0

0

148

52

2021

Boffi
Employees by employment type

52

2022

male part-time

male full-time

female part-time

female full-time

38

EMPLOYMENTCONTRACT STABILITYOUR PEOPLEEMPLOYMENT CONTRACT STABILITY
DE PADOVA
Boffi’s approach is also reflected in the other subsidiaries: the tables
below show employee categories by type of employment and contract.
Open-ended and full-time employment emerge as predominant.

De Padova
Employees by type of employment contract
1
1

9

14

2020

1
1

13

2021

13
10

2022

2021

2022

female open-ended

14

13

13

male open-ended

9

9

13

female fixed-term

1

1

0

male fixed-term

1

1

0

De Padova
Employees by type of employment

2020

2021

2022

Female full-time

13

13

13

male full-time

10

10

13

female part-time

2

1

0

male part-time

0

0

0

1

13

13

2020

De Padova
Employees by employment type2

9

De Padova
Employees by type of employment contract

13

2020

10

13

2021

13

2022

male fixed-term

male open-ended

male part-time

male full-time

female fixed-term

female open-ended

female part-timeFemale full-time

39

EMPLOYMENTCONTRACT STABILITYOUR PEOPLEEMPLOYMENT CONTRACT STABILITY
ADL
Regarding ADL, it should be noted that more than half of the female
workforce is employed full-time.

ADL
Employees by type of contract

5

25

25

2020

25

12

2021

2021

2022

female open-ended

10

10

15

male open-ended

32

25

25

female fixed-term

0

0

0

male fixed-term

0

0

0

2020

2021

2022

Female full-time

6

7

11

male full-time

25

30

24

female part-time

4

5

4

male part-time

0

1

1

1
4

4

10

2020

ADL
Employees by employment type
1

31

ADL
Employees by type of contract

15

2022

ADL
Employees by type of employment
30

6

7

2020

2021

male fixed-term

male open-ended

male part-time

male full-time

female fixed-term

female open-ended

female part-timeFemale full-time

24

11

2022

40

OUR PEOPLE

OCCUPATIONAL HEALTH AND SAFETY

OCCUPATIONALHEALTH AND SAFETY
Although the Group companies are not ISO 45001 certified, Boffi has amanagement system implemented according to BS OHAS 18001, withthe aim of supporting and promoting best practice in the occupational
health and safety area, including self-regulation, in a way which balances
social and economic requirements.
This system has enabled Boffi to prepare its Occupational Health and
Safety policy, to establish goals and processes for complying withwell-defined commitments and to take any measures necessary for
improving performance. Thanks to this system, the number of incidents
at the company and the relevant ratios have always been extremely low
and actually zero incidents were reported in 2022.
The Health and Safety culture is promoted across the company throughthe role of the internal Health and Safety Officer who is responsible,
among other things, for:• Supporting the employer in risk assessment and management,by preparing relevant prevention and protection measures.
• Proposing information, training and instruction programmes• Identifying measures for ensuring the safety and salubrity of work
environments.
• Conducting staff audits.
The main job-related risks at Boffi are due to impacts or cuts frommaterials or manual equipment.
41

OCCUPATIONAL HEALTH AND SAFETYOUR PEOPLE

BOFFI
Below are incident numbers and their ratios, which in 2022 were zero.

2020

2021

2022

Total number of recorded job-related injuries

1

2

0

Number of lost days due to injury

28

19

0

Boffi
Health and safety training hours

698

Accident Severity ratio
Accident Frequency ratio

0.10
3.42

0.05
5.06

0
0

554
321

2020

2021

2022

The company is especially sensitive to health and safety training as a tool for preventing incidents and, for this reason, it organises general and specific training sessions at the company
on a regular basis, according to current H&S regulations addressing all corporate levels.

42

OCCUPATIONAL HEALTH AND SAFETYOUR PEOPLE

DE PADOVAADL

The following graphic shows the hours of training provided by
De Padova to its workforce on topics regarding Health and Safety.
More noteworthy is the increase in total hours dedicated to training
in 2022 compared to the previous year.

The following graphic shows the hours of training provided by
ADL to its workforce on topics regarding Health and Safety.

De Padova
Health and safety training hours

ADL
Health and safety training hours

200

200
128

60
20
2020

20
2021

2022

In 2022, De Padova reported only one incident with a prognosis lasting 30 days.

2020

2021

2022

No job-related incidents or accidents suffered by personnel on their way to and from work
were reported by the company over the three-year reporting period.
43

VOCATIONAL TRAININGOUR PEOPLE

VOCATIONAL TRAININGThe Group places a special focus on personnel training activities.
Moreover, activities are not restricted to mandatory health andsafety training, in accordance with Italian legislation, but various
training sessions are organised that include both environmental
topics and product-related training, as well as embracing personal
growth aspects. Training requirements are identified at team levelby managers, and subsequently shared with HR management for
approval of the training plan.
Non-mandatory training courses cover various topics regarding thedevelopment of technical and product-related skills.
Total Group training hours are reported below, including mandatory
training hours.
Boffi|DePadova
Total training hours

1885
1746
888

2020

2021

2022

44

OUR PEOPLE

VOCATIONAL TRAINING

BOFFI ACADEMY:
INVESTING IN
HUMAN CAPITALThe Boffi Academy was created to promote the employment of young
graduates at the company, enabling them to gain experience in thevarious areas of corporate operations: starting with the design team andthen moving on to cross-functional job roles, with a view to identifying
career opportunities based on personal skills and experience accrued.
After suitable vocational training, professional figures are hired at thecompany that include areas such as store layout design and sales
support project services, as well as training for in-house staff, salessupport staff or project managers.

45

OUR PEOPLE

VOCATIONAL TRAINING

WORKING WITH SCHOOLS ANDHIGHER EDUCATION INSTITUTIONS
In line with its operational possibilities, Boffi also regularly establishes
work-school alternation contracts, thus giving young people who arefinishing their studies the opportunity to gain first-hand experience ofthe job world.
In 2022, the company activated 10 school-work alternation contracts,
curricular internships and extra-curricular internships.

46

ENVIRONMENT IS PRIORITY

ENVIRONMENT IS PRIORITY
ENERGY CONSUMPTIONWASTEGREENHOUSE GAS (GHG) EMISSIONSWATER CONSUMPTIONRESOURCE OPTIMISATIONENVIRONMENT IS PRIORITY

ENVIRONMENTIS PRIORITY
The Group has been managing its processes efficiently for many
years, paying special attention to the impact they may have on theenvironment.
Boffi S.p.A has implemented its own environmental performancemonitoring system focusing on maximising process efficiency. In linewith the provisions of its Code of Ethics, Boffi considers respect for
the environment as a key value in its business operations and, therefore,
steers its strategic choices with a view to responding proactively to theprinciples of sustainable development, as well as raising awarenessamong all Stakeholders that have dealings with the Group. In addition,according to the Corporate Policy document, Boffi considers theEnvironmental Quality Management system a key tool for achieving
high degrees of product quality, reliability and competitiveness, withspecial emphasis on occupational health and safety.
The Internal Environmental Management System (EMS) is,
therefore, the most effective operating method for achieving suchservice objectives, as well as being a guarantee for customers; it also
ensures attention to environmental impact and the development of
durable products through sustainable processes. For this reason,
since 2010, Boffi S.p.A. has applied for and obtained ISO 14001:2015
certification for its Environmental Management system.

48

ENVIRONMENT IS PRIORITY

In the near future, the Group has set itself the goal of
obtaining UNI EN ISO 14001:2015 Standard certification for
its other subsidiaries. The companies belonging to the Group act
independently in the search for improvement actions. Despite this,
there is a synergy that makes it possible to identify common paths
for the management of environmental aspects.
From the analysis of environmental indicators reported, it emergesthat Boffi S.p.A. generates a greater impact because it is directly
involved in production processes.

49

ENVIRONMENT IS PRIORITY

ENERGY CONSUMPTIONENERGY CONSUMPTIONThe Group is committed to electricity savings in order to minimise its
environmental impact.
Regarding this topic, a series of improvement actions have been
introduced to reduce manufacturing process-related energy waste.
Projects are also underway to increase the energy efficiency ofmachinery and lines.

50

ENERGY CONSUMPTIONENVIRONMENT IS PRIORITY

BOFFI

Boffi
Volumes generated (m3)

As can be seen from the graphic below, Boffi’s energy consumption
increased by 4% from 2021 to 2022, due to the 17% increase inproduction volumes. This underscores an ongoing effort by theCompany to make significant investments in upgrading the efficiencyof the entire electrical system and individual machinery.
Such efforts introduced have resulted in reduced consumption
per cubic metre generated in 2022 compared to 2021, totalling
11%.

8,514.51
6,905.13

2020

Boffi
Electricity consumption (kWh)2,258,706

2021

265.282,351,512
297.42

2021

2022

Boffi
Electricity consumption indexed to m3 generated (kWh/m3)

2,053,716

2020

9,965.14

2022

2020

2022

235.97

2022

51

ENERGY CONSUMPTIONENVIRONMENT IS PRIORITY

Energy recovery from wood dust combustion.
Through the use of a heat recovery system, Boffi generates energy
from the combustion of wood dust.
In this way, the company is able to reduce waste productionthat needs to be outsourced for processing/disposal, containconsumption for space heating and production and, as a result,
reduce greenhouse gas emissions.1
The company places great store in the potential of this type of recovery
and its wood dust volumes and heat so obtained using this method
increased significantly over the three-year reporting period, confirming
this trend.

In 2022 alone, Boffi was able to allocate about 768,500 kg
of wood dust for this type of heat generation, with a thermal yieldof 1,646,300 kcal.

Boffi
Recovered wood dust (kg)

Boffi
Energy recovery from wood dust (kcal)

In pursuit of this mission, the company is installing a third silo intended forrecovery on behalf of third parties. A 24h boiler is also being designed.

1,646,300,502

768,581410,184

825,494,670

878,614,128

2020

2022

385,385

2020

2021

2022

2022

1. Since wood combustion has a zero emission coefficient, energy self-generation from such combustion is equivalent to not emitting CO2-eq which, instead, would be emitted by purchasing energy from traditional supply sources.
This was made possible as the trees from which the wood comes have offset emissions generated by their combustion over their lifecycle.

52

ENERGY CONSUMPTIONENVIRONMENT IS PRIORITY

Against an increase in the production of thermal energy from wood
dust, there was a significant decrease in the methane gas consumption,used primarily for heating.

Boffi
Methane consumption (sm3)343,181234,752

201,169

2020

2021

2022

53

ENERGY CONSUMPTIONENVIRONMENT IS PRIORITY

DE PADOVADe Padova has no manufacturing operations and this enables energy
consumption to be kept extremely low, mainly serving work area andoffice lighting and air conditioning. The ongoing awareness of Boffi’s
employees about environmental topics has enabled the company
to reduce its energy consumption by 17% over the two-year
reporting period 2021–2022. This result was also achieved thanks toa series of system modifications implemented with a view to managing
systems in a differentiated and autonomous way, thereby increasing
their efficiency and reducing waste.

The energy consumption value indexed to revenue, although dependent
in part on market dynamics that change the result, shows thatDe Padova was the most successful at keeping energy consumption
in check compared to its production. In 2022, this indicator fell by 34%
compared to 2021 and by 49% compared to 2020.

De Padova
Electricity consumption (kWh)De Padova
Electricity consumption indexed to revenue (kWh/k€)

198,109

196,759

163,895

16.49

12.80
8.46

2020

2021

2022

2020

2021

2022

54

ENERGY CONSUMPTIONENVIRONMENT IS PRIORITY

ADL
Energy efficiency and renewable energy sources: the ADL
photovoltaic system.
Group expansion from the standpoint of production and volumes
required increased energy consumption to meet market needs.
For this reason, ADL self-satisfied 33% of its energy needs witha photovoltaic system.
ADL’s commitment is a sentiment shared by the entire Group which,with a view to reducing its emissions, intends in coming years to install
photovoltaic systems at its sites.

33%

Self-generated electricity

67%

Purchased electricity

ADL
Self-generated photovoltaic electricity (kWh)ADL
Energy supply 2022
55,39756,851

53,275

2020

2021

2022

55

ENERGY CONSUMPTIONENVIRONMENT IS PRIORITY

ADL
ADL’s consumption increased over the three-year reporting period,
mirroring market growth. Over the last reporting period, the company
also experienced significant growth in production; main consumption
is attributable to the aluminium processing departments and cutting
and drilling machining stations. The value indexed to revenue showedthat the value remained substantially stable if compared to increasing
production in 2022 compared to 2021.

ADL
Electricity consumption (kWh)ADLElectricity consumption indexed to revenue (kWh/k€)

53,27555,39756,851
108,657

72,971

86,248

2020

2021

16.34

14.02

14.10

2020

2021

2022

2022

Self-generated energy
Purchased energy

56

ENVIRONMENT IS PRIORITY

WASTE

WASTE
The Group’s commitment to environmental topics is also reflected in
its waste management, preferring where feasible materials recovery
and, alternatively, energy recovery, to best put circular economy
principles into practice.
Efforts have been made to minimise waste sent for disposal.

57

WASTEENVIRONMENT IS PRIORITY

BOFFI
In the two-year period 2021–2022, the total amount of waste was
reduced by 7%, thanks to careful production management that reduces
waste. New machinery was also installed upstream of the production
cycle, which has contributed to minimising waste and make the yieldfrom the use of raw materials more efficient.
Boffi was also successful in limiting the production of hazardous
waste, to the best extent possible, through careful selection upstreamof the raw materials used in manufacturing.

An example of this process was the desire to limit the use of solvent-based
paint as far as possible, preferring water-based products.
This has led to a 30% reduction in hazardous waste. Through theprinciple of ongoing improvement, Boffi was also able to maintain awaste recovery percentage constantly higher than 70%, increasing
this percentage to 89% in 2022.2

Boffi
Waste breakdown (kg)

Boffi
Waste destination (Kg)

Boffi
Waste destination (%)
133,117362,090

40,1802020
Hazardous waste

413,420

38,6022021

392,950

194,940

24.8%

21%

75.2%

79%

2020

2021

11.2%

180,382
1,055,081

592,715

681,824

2020

2021

88.8%

26,8122022
Non-hazardous waste (excluding wood dust)

Recovery (including wood dust)

2022

2022

Disposal

2. Considering recovery from materials and energy

58

WASTEENVIRONMENT IS PRIORITY

DE PADOVA
Regarding waste management, De Padova has managed to eliminate
the production of hazardous waste over the years.
Total waste decreased by 18% from 2021 to 2022.

The graphics below report data, as absolute values and as percentagesof waste generated by destination.

De Padova
Total non-hazardous waste (Kg)

De Padova
Waste destination (Kg)

13,40043,600De Padova
Waste destination (%)

31%

17,28046,69037%
59%

22,43038,23030,20069%

29,41063%
41%

15,800
2020

2021

2022

Non-hazardous waste (excluding wood dust)

2020

2021

Recovery (including wood dust)

2022

2020

2021

2022

Disposal

59

WASTEENVIRONMENT IS PRIORITY

ADL
ADL production primarily uses glass and aluminium, therefore, rawmaterials that do not generate hazardous waste, but, instead, aresuitable for recovery operations. In fact, all waste is sent for material
recovery. The increase in waste followed the increase in production
volumes.

ADL
Total waste (Kg)

128,330
93,75355,750

2020

2021

2022

60

ENVIRONMENT IS PRIORITY

GREENHOUSE GAS (GHG) EMISSIONSGAS EMISSIONS
3
GREENHOUSE GAS (GHG) EFFECT
The effects of climate change on our planet are increasingly evident
and primarily a result of emissions generated by human activities.
The most significant emissions are attributable to so-called greenhousegases (GHG), generally expressed as tonnes of CO2 equivalents, withcarbon dioxide being the most common GHG. For embarking on atargeted path leading to reducing its emissions, the Group has launched
an emissions’ reporting procedure directly linked to its operational
activities.
Emissions are reported according to the internationally recognised
GHG Protocol Standard, breaking down contributions into:• Scope 1: consumption of natural gas, corporate car diesel, newinstallations and refills of equipment containing refrigerant gases.
• Scope 2: electricity purchased using Market-Based methods.4

Notes
3. The emission factors for the enhancement of GHGs for the three companies were updated
in 2022. This involved a review of the quantity of emissions in the years 2020 and 2021.
For calculating GHGs, any losses due to fgas have not been reported.
4. The Market-Based method provides for calculation of emission contributions generated by
the energy supply, considering the energy mix covered by the corporate provider.

61

GREENHOUSE GAS (GHG) EMISSIONSENVIRONMENT IS PRIORITY

BOFFI
As shown in the graphics below, over the three-year reporting period,
Boffi managed to decrease its emissions by 157 tonnes of CO2
equivalent. This result was mainly achieved by reducing the quantitiesof methane gas supplied.

Transition to sustainable mobility.
For pursuing alternative and more sustainable mobility, an agreement has been discussed
for the replacement of the car fleet with Plug-in hybrid cars, with a view to reducing fuelcombustion emissions.
The company has also arranged for the installation of 9 EV recharging columns on site andplans to increase the number in line with the requirements of the corporate car fleet. Currently
43% of corporate cars are hybrid.

Boffi
Total GHG emissions (CO2-eq tonnes)

Boffi
GHG emissions breakdown by Scope (CO2-eq tonnes)

942

1,031

1,075

1,772
741

1,615

1,390

541

448

2020

2021

2022

2020
Scope 1

2021

2022
Scope 2 (market-based)

62

GREENHOUSE GAS (GHG) EMISSIONSENVIRONMENT IS PRIORITY

DE PADOVA
Also De Padova reported a decrease in emissions, totalling 118 tonnesof CO2-eq.
This result was achieved primarily thanks to a substantial reduction inmethane consumption and, in part, electricity consumption.

De Padova
Total GHG emissions (CO2-eq tonnes)

245

251

De Padova
GHG emissions breakdown by Scope (CO2-eq tonnes)

193
135

2020

2021

2022

110

2020
Scope 1

142

109

2021

118

75

2022
Scope 2 (market-based)

63

GREENHOUSE GAS (GHG) EMISSIONSENVIRONMENT IS PRIORITY

ADL
ADL, however, reported an increase in emissions in line with previously
reported electricity consumption.

Improvement goal
Boffi has planned in coming years to implement a photovoltaic system of just under 1 MW,
capable of self-generation of around 1/3 of the corporate electricity requirements.
It has been estimated that this investment will enable CO2 emissions to be reduced by
up to around 500 tonnes.

ADL
Total GHG emissions (CO2-eq tonnes)

ADL
GHG emissions breakdown by Scope (CO2-eq tonnes)

75

48

83
41

60
19
2020

50

2021

2022

2020
Scope 1

27

2021

34

2022
Scope 2 (market-based)64

ENVIRONMENT IS PRIORITY

WATER CONSUMPTIONWATER CONSUMPTION

5WaterconsumptionfortheGroupwasrelativelylow,sincemanufacturing
activities do not involve using large quantities of water; therefore, thebiggest factor contributing to water consumption is domestic water
use by all workers. Supply for all three Group companies comes directlyfrom the public aqueduct.

Notes
5. Water consumption was estimated by taking original data from periods spanning several years.
In such cases, the contribution for each year was calculated in proportion to the number of months
in each year. Data for which it was not possible to retrieve a figure were estimated, using the prioryears’ average.

65

ENVIRONMENT IS PRIORITY

WATER CONSUMPTIONIn the three-year period reviewed, Boffi’s consumption increased by
1,370 cubic meters.

Also for De Padova, water consumption is primarily for domestic
use. There was a sharp fall in consumption compared to the previous
period, as in 2021 there was an extraordinary shipbuilding operationthat affected the output.
ADL’s production, as for other companies, did not include the use ofwater for production processes. In 2022, the company reported water
consumption totalling 241 cubic metres.

Boffi
Water consumption (m3)

De Padova
Water consumption (m3)

6,173
6,046

4,683

6,053

2020

2021

2022

4,339

2020

3,706

2021

2022

66

ENVIRONMENT IS PRIORITYRESOURCE OPTIMISATIONRESOURCEOPTIMISATION
Boffi is sensitive to how its actions may impact the local area. For thisreason,inrecentyears,ithasimplementedmeasuresaimedasoptimising
the use of resources, with a view to limiting waste, guaranteeing that
resources will still be able to be enjoyed by future generations.
Among the most important issues regarding the use of resources, todate, a key role has been played by the management of plastic at thecompany. To reduce the use of this important and limited material in its
business, the company has introduced a series of measures aimed, in
the immediate future, at eliminating the use of plastic in all processes
where it is not necessary.
The various measures adopted include – and most noteworthy is –distribution to all employees of multipurpose aluminium flasks, designed
according to the principles of “Life Cycle Perspective” and, therefore,
considering not only impacts linked to their manufacture but also totheir use and disposal. These bottles, in fact, respond to environmental
principles such as disassembly and recyclability. At the same time, alarge number of automatic water dispensers connected directly to thewater network have been introduced at the company.
In addition, all plastic bottles at the company have been replacedwith glass returnable bottles, with a view to making glass more easily
recyclable and reusable.

67

ENVIRONMENT IS PRIORITYRESOURCE OPTIMISATION

Also with a view to freeing the company from single-use plastic, in recent
years, a significant transition for all packaging has been underway, moving
towards FSC paper solutions or those with recyclable materials.
Even office paper for printing has not be overlooked and Boffi has madean ongoing commitment to reducing consumption. In fact, the company
has undertaken an extensive digitalisation project that over the years is
leading to an increasing reduction in the use of printed paper.

Specifically, the company has attempted to eliminate paper in corporate
departments, where already several platforms exists for archiving andstoring all documentation required for managing production.
In addition to internal digitalisation, Boffi has embraced this strategy
also for communicating with its stakeholders.
A good example is price lists, which may only be consulted online, andthe website is used as the primary vehicle for outside communication.
With a view to mitigating the residual impacts arising out of paper use,
cost-per-copy printers have been set up with b/w printing as default, toprevent colour toner waste.

Boffi
FSC printer paper (kg)

4,775
3,000

2020

3,150

2021

2022

68

OUR PRODUCTOUR PRODUCTTHE PRODUCT: BOFFIDE PADOVAADL
SUPPLY CHAIN

OUR PRODUCTOURPRODUCT
Sustainability, circularity and durability: these are the features thatare increasingly guiding the Group’s choices in materials selection, forwhich resources and energy are constantly invested.
The sourcing of materials is done according to a controlled supply
chain, pursuing, where possible, mitigation of the environmental
footprint and protection of ecosystems.
The quest for quality is also based on a management system certified
according to the ISO 9001 Standard, which Boffi and De Padova
have held since 1996. The drive for on-going improvement, innovationand creativity has also translated into the search for excellence in the
manufacturing chain.

70

OUR PRODUCTTHE PRODUCT: BOFFI

THE BOFFI PRODUCTULTIMATE CUSTOMISATIONAND CONTROLLED SUPPLY CHAIN.
Customisation and transparency: Not only the accent on materials
but, primarily, on customer needs.
All Boffi manufacturing output follows guidelines and detailed customersupplied drawings, who are given the option of customising, according
to their tastes, a full range of accessories.
With this concept in mind, and endorsing information transparency,
a database of materials used in production has been created withmaterial data sheets, which may be downloaded from the Boffi website,
showing, in a clear and legible way, sustainability features: material
origin, recyclability, certifications and environmental impact.
The company has also decided not to source wood from primary
forests, guaranteeing protection of flora and fauna.

71

OUR PRODUCTTHE PRODUCT: BOFFI

FSC certified
The FSC (Forest Stewardship Council) Chain of Custody certification
guarantees traceability of materials from FSC certified forests and it isessential for using FSC-certified labelling on products.
This certification ensures that the raw material used for manufacturing
wooden furniture is sourced from well-managed FSC-certified forests,
recycled materials and other controlled sources. Since 2021, thecompany has been certified in accordance with the FSC-STD-40-004
v3.1 Standard.
As reported on the following page, Boffi’s production range underscores
corporate commitment to increasingly sustainable and responsible
material sourcing.
Each graphic compares the FSC and non-FSC source purchase trend
for the same source material over one year. It can be seen that all nonFSC purchases decreased against a substantial increase in FSC
purchases.

72THE PRODUCT: BOFFIOUR PRODUCTBoffiMelamine-faced chipboard (MFC) (m3)474.12

471.8

Boffi
Spruce slats (m3)Boffi
Printer paper (kg)

494.5
20.1

231.12

195.01

25.47

3,000

4,775

3,150

10.43
7.83

47.4
2020

2021

2022
FSC materials

Non-FSC materials

Boffi
Cardboard honeycomb panel (m3)

2020

2021

2022
FSC materials

Non-FSC materials

Boffi
MDF panels (m3)

2020

2021

2022
FSC materials

Non-FSC materials

Boffi
Continuous corrugated cardboard for packaging (m2)

361.64
11.71

12.32

18.49

4
2020
Non-FSC materials

312.94345.21395.66281.71345.53

49.53
2021

2022
FSC materials

2020
Non-FSC materials

2021

2022
FSC materials

2020
Non-FSC materials

2021

2022
FSC materials

73

OUR PRODUCTTHE PRODUCT: BOFFI

Reuse culture and providing materials a second life, embracing the
Circular Economy is also a key topic for Boffi: for example, solid
woods, used by Boffi, in fact, are a fine reclaimed wood, such as Riverfossil oak, a wood with extraordinary aesthetic and resistance features,
extracted from riverbeds using specialist divers, to ensure protectionof flora and fauna.
For veneering, Boffi has opted to use decorative, engineered veneer(Ecowood series) sourced exclusively from poplar or linden woods,
all strictly controlled origin, which are decomposed and recomposedcreating an infinite range of chromatic nuanced essences, finishes anddecorations. The new finishes introduced by Boffi include Rosewood,
Ebony and Teak; the first two are among the so-called “lost essences”(difficult to source because they are obtained from protected species),
created using a special recomposition process, which produces animpeccable aesthetic result, without the defects that may sometimes
be found in the original timber.
Boffi has also adopted using finishing solutions with water-based paintproducts for many years, which also include products formulated using
recovery-cycle materials.

74

THE PRODUCT: BOFFIOUR PRODUCTBoffi also uses aluminium as a preferred material for its recyclable
attributes, whenever required in the product design. The graphic below
reports aluminium purchases for the three-year reporting period.

Boffi
Aluminium (kg)

49,36930,80324,006

2020

2021

2022

75

THE PRODUCT: DE PADOVAOUR PRODUCTDE PADOVA:SUSTAINABLE DESIGNAND NATURAL FABRICS
The De Padova project was launched in 1956, when Ferdinando andMaddalena began their entrepreneurial venture by importing furnitureand Scandinavian decorative accessories, featuring sharp, clean andlinear shapes.
For its upholstered products, De Padova primarily uses natural fabrics
such as linen, wool and cotton.
Below is an overview of total purchases, expressed in linear “running”
metres.
De Padova
Fabrics purchased (LM)33,03620,993
16,862

2020

2021

2022

76

OUR PRODUCTTHE PRODUCT: DE PADOVAEVERYDAY LIFE COLLECTION:SUSTAINABILITY CERTIFIED,DE PADOVA DESIGNEDGreat emphasis has been given to sustainability aspects in the designof the Everyday Life armchair: from the use of predominantly natural
materials such as hemp for upholstery and kapok, as well as recycledfeathers for filling.
Following the concept of circularity and eco-design, the armchair
was designed with the precise purpose in mind for facilitating its
recyclability at the end of the product’s life: the structure of the sofa
can in fact be fully disassembled.
For measuring sustainability performance correctly, the De Padova
Everyday LIFE armchair also underwent a material circularity
analysis, which aims to measure efficient use of the resources
employed.
The criteria and parameters adopted were validated by Bureau
Veritas and comply with the guidelines of the Circular Economy
Action Plan of the European Commission (CEAP).
The analysis process is based on the Input – Output approach,
aimed at measuring quantities and environmental features of theresources sourced, and the ways in which they are returned tothe environment.

77THE PRODUCT: ADLOUR PRODUCTADL:RECYCLABILITY AND
CIRCULAR ECONOMY
ADL’s visionary project was established with the aim of designingand producing interior doors in aluminium and glass with excellent
aesthetic precision, with maximum functional performance and an
eye to eco-sustainability in the choice of materials. ADL doors are infact the apotheosis in technology: from devices to materials.
Glass and aluminium, highly technological and innovative
materials, are the raw materials used by ADL for manufacturing
its products. The following graphic reports quantities purchased
over the three-year reporting period, expressed in kg.
ADL
Aluminium (kg)ADL
Glass (kg)

185,000

207,852

129,000

2020

500,000

525,000

2021

2022

390,000

2021

2022

2020

78

THE PRODUCT: ADLOUR PRODUCTIn addition to glass and aluminium, the following graphic shows the othertypes of materials purchased by ADL for manufacturing. Regarding
paper and cardboard purchasing, the company commissioned afeasibility study on the possibility of purchasing all FSC-certified
material, in line with the other Group companies.

ADL
total other materials purchased

2020

2021

2022

Cardboard for packaging

Kg

20,00027,00030,000

Plastics and plastic-based materials

Kg

1,100

1,500

1,800

Additional chemicals (total varnishes/paints)

Kg

0

0

0

of which water-based paints

Kg

0

0

0

Office printer paper reams

Reams

330

400

440

79

OUR PRODUCTSUPPLY CHAIN

SUPPLYCHAIN
The Group’s suppliers are primarily located around the local area.
Thanks to its procurement policies, based on managing a short-range
supply chain, the Group is able to ensure that materials purchased meetthe standards the company embraces from the standpoint of humanrights and the environment.
To maintain the high quality standards of its supply chain, Boffi
conducted a mapping study in 2022, using a qualification questionnaire
and monitoring the sustainability performance of its suppliers.
This questionnaire was carefully prepared, with the aim of becominga reference framework for generating value from shared sustainability
practices, improving engagement with the supply chain, disseminating
the sustainability culture and achieving competitive advantages
and long-term results that are the fruit of strong partnerships andcooperation.
Questions covered all the key sustainability areas and typical industryrelated aspects: from correct management of environmental impacts,
to certification and labour inclusion, as well as social sustainability
inclusion policies.

80

GOVERNANCECORPORATE ASSET AND GOVERNANCE MODELOUR KEY FIGURESCORPORATE ASSET AND GOVERNANCE MODEL

GOVERNANCECORPORATE ASSET AND
GOVERNANCE MODEL
The Boffi | DePadova Group consists of direct subsidiaries Boffi
Montecarlo, De Padova, ADL, Boffi Asia Pacific and Boffi Trade ofwhich Boffi holds all equity (with the exception of Boffi Montecarlo,
97% owned and ADL 90% owned).

93%
Boffi Montecarlo
100%
De Padova S.r.l.
BOFFI S.P.A.

90%
Adielle S.r.l.
100%
Boffi Asia Pacific93%
Boffi Trade S.r.l.

82

GOVERNANCECORPORATE ASSET AND GOVERNANCE MODEL

100%
Boffi Trade Milan(2 stores): 12 employees. Sales revenue: 6,471k

Boffi Trade S.r.l.
in turn, composed as follows:

95%

100%

Boffi USA Inc(7 stores): 33 employees. Sales revenue: 28,553k

Boffi New York LLC(2 stores): 14 employees. Sales revenue: 12,227k

95%

90%

Boffi Zürich AG
3 employees Sales revenue: 1,461k

Boffi Georgetown LLC
3 employees Sales revenue: 2,318k

85%

100%

Boffi Scandinavia AG
5 employees Sales revenue: 2,101k

Boffi Chicago LLC
4 employees Sales revenue: 2,620k

90%

90%

Boffi UK Ltd(2 stores): 14 employees. Turnover: 7,883k

Boffi Los Angeles LLC
4 employees Sales revenue: 3,604k

100%

100%

Boffi Singapore
2 employees Sales revenue: 807k

Boffi Miami LLC
5 employees Sales revenue: 6,575k

97%

100%

Boffi Roma S.r.l.
2 employees Sales revenue: 821k

Boffi Denver LLC
2 employees Sales revenue: 1,209k

100%
Boffi Antwerpen BVBA
3 employees Sales revenue: 950k
100%
Boffi Frankfurt GmbH
3 employees Sales revenue: 1,040k
95%
Boffi Germany GmbH (Berlin)
2 employees Sales revenue: 1,561k
100%
Boffi Köln GmbH
2 employees Sales revenue: 936k
100%
Boffi München GmbH
4 employees Sales revenue: 1,649k
100%

100%

Boffi Trade N. Spain SL (Barcelona)
4 employees Sales revenue: 1,374k

Madrid2 employees Sales revenue: 641k

100%Boffi France SAS(2 stores): 17 employees. Sales revenue: 6,273k

83

GOVERNANCE

For the purpose of conducting its business dealings through atransparent and integrated governance model, Boffi and De Padova
have adopted a series of rules of conduct, monitoring and oversighttools and organisational procedures, with a view to meeting the
expectations of the various stakeholder categories. An example ofthis approach is the organisational model within the meaningof Italian Legislative Decree 231, which aims to introduce
measures for preventing misconduct, distinguishing the liability ofnatural persons from that of the legal entity.
For all 3 companies, a traditional governance model had been
adopted, consisting in a board of directors, a board of statutory
auditors and an independent auditor system. As required underthe 231 Model, a supervisory body also exists, made up of two
external and one internal members.
Boffi S.p.A., also adopts an executive committee, supporting the BoD
that meets once a month to define corporate strategy.

CORPORATE ASSET AND GOVERNANCE MODELManagement responsibilities are fully intercompany for Boffi and
De Padova, where strategic functions are centralised.
ADL still retains certain decision-making autonomy, as the mostrecent Group acquisition. However, the goal is to bring the company
into line with the Group corporate governance policies.
In 2022, the group companies were not subject to any sanctions.

84

CORPORATE ASSET AND GOVERNANCE MODEL

GOVERNANCEOUR KEY FIGURES
Since its beginning its operations, Boffi’s business has been marked bypositive growth performance, both in economic terms, as well as fromthe standpoint of recognition accorded by the market and the localarea.
In 2022, the manufacturing companies making up the Group(Boffi, De Padova and ADL) generated just over EUR 82 million;
this value was up 19% compared to 2021 and around 38% compared
to 2020 (the year when the Covid-19 pandemic caused a drop).
Economic value directly generated was calculated throughreclassification of the statement of profit or loss. The main item of saidvalue is revenue from sales.
Boffi|DePadova Group
Total revenue from sales (€)

59,897,361

69,796,688

82,753,571

2020

2021

2022

85

CORPORATE ASSET AND GOVERNANCE MODEL

GOVERNANCE

BOFFI
In reporting period 2022, Boffi generated just over EUR 51 million; the value was up 17% compared to 2021
and about reported a 30% rise compared to 2020.

MU

2020

2021

2022

Direct economic value generated: sales revenue€

40,029,668 44,223,022

Distributed economic value of which:€

39,090,335 43,580,404 50,998,867

Operating costs€

26,310,051

30,021,395

36,644,911

Employee salaries and benefits€

11,968,758

12,750,799

13,383,123

Payments to capital providers€

743,262

731,581

892,433

Payments to the Public Administration andinvestments in the local community€

68,264

76,62978,400

Boffi
Revenue from sales (€)

51,913,077

40,029,668

44,223,022

51,913,077

2020

2021

2022

86

CORPORATE ASSET AND GOVERNANCE MODEL

GOVERNANCE

DE PADOVAIn reporting period 2022, De Padova generated just over EUR 9 million; the value was up 26% compared to2021 and reported a 61% rise compared to 2020.

MU

2020

2021

2022

Direct economic value generated: sales revenue€

12,011,707

15,367,994

19,381,691

Distributed economic value of which:€

10,622,903

13,684,577

18,953,093

Operating costs€

26,310,051

30,021,395

16,977,649

Employee salaries and benefits€

9,107,644

11,946,342

1,796,792

Payments to capital providers€

1,366,466

1,551,834

122,452

Payments to the Public Administration andinvestments in the local community€

35,14275,43056,200De Padova
Economic value generated: sales revenue (€)

19,381,691
12,011,707

15,367,994

2020

2021

2022

87

CORPORATE ASSET AND GOVERNANCE MODEL

GOVERNANCE

ADL
In reporting period 2022, ADL generated just over EUR 11 million; the value was up 12% compared to 2021 andabout reported a 46% rise compared to 2020.

MU

2020

2021

2022

Direct economic value generated: sales revenue€

7,855,986

10,205,672

11,486,154

Distributed economic value of which:€

3,491,957

4,223,445

10,047,762

Operating costs€

2,012,454

2,538,229

8,176,590

Employee salaries and benefits€

1,479,503

1,685,216

1,871,172

Payments to capital providers

€

0

0

24,612

Payments to the Public Administration andinvestments in the local community

€

0

0

433,870

ADL
Economic value generated: sales revenue (€)

11,486,154
7,855,986

10,205,672

2020

2021

2022

88

NOTES ON REPORTING METHODSREPORTING BOUNDARY, SCOPE AND TOPICS

NOTES ON REPORTING METHODSREPORTING BOUNDARY, SCOPE AND TOPICSREPORTING BOUNDARY,SCOPE ANDTOPICS
In conducting their business activities, each Organisation interacts
with its own organisational, economic and environmental, social andeconomic context, both within and outside its facilities. Interaction withinternal stakeholders (such as employees) or external stakeholders(such as the environment, institutions and communities) are therefore
continuous and constant. The scope of this Report is to examinefrom a quantitative standpoint, through data and qualitatively via
disclosures, the impact of the company on the environmental andsocial dimension, as well as being the first formal step in consolidating
the already fruitful engagement relationship with stakeholders
undertaken by the Organisation.

Reporting boundary
The reporting boundary includes:• Boffi S.p.A, at its business address in Via Guglielmo Oberdan, 70,
20823 Lentate sul Seveso (MB).
• De Padova S.r.l. at its business address in Via Santa Cecilia(registered office) and Via Padana Superiore, 280A, 20090
Vimodrone MI (warehouse and offices).
• ADIELLE S.r.l. at its business address in Via Preazzi, 79 – 36010
Zanè (VI).
The data and disclosures in the sections of this Report, as well as in thereporting tables and the materiality matrix topics, regard the reporting
boundary stated in these Notes on Reporting Methods.
Whenever data reported fails to include all corporate offices or all
disclosures necessary for the purpose of full calculation, such cases
shall be appropriately reported in the relevant text. Whenever data
referring to previous reporting periods have been reviewed, suchadjustments will be reported in the text accordingly.
Within the report and in these notes, the wording “Group” or“Boffi|DePadova” shall be construed as meaning all entities of Boffi
S.p.A., De Padova S.r.l. and ADIELLE S.r.l., together with their previously
listed local units.

90

NOTES ON REPORTING METHODS

Material topic definition.
The definition of the so-called “material” or relevant topics (according
to the Materiality principle of a sustainability report) for the Group andits stakeholders is the initial step in establishing which areas have beenprioritised for the purpose of reporting.
The combination of internal and external “Materiality” allocated to each
topic returns a value of importance that enables prioritising of such
issues, according to a priority scale, selecting a limited series, for the
purpose of focussing action commitments and reporting.
Its graphic representation is therefore the output of a consultation,
analysis and evaluation process for determining the relevance of thesustainability topics, defined based on a suitable topic list identified by
the company, considered as reflecting its activities and guaranteeing
coverage of all Sustainability aspects.
Topics identified as relevant through considering their interest to theOrganisation and stakeholders are those which have been selected
for reporting. With a view to making this Report as comprehensive as
possible, certain qualitative-quantitative disclosures regarding topics
that have been considered less relevant than others have howeverbeen included in this Report.

REPORTING BOUNDARY, SCOPE AND TOPICS

The stakeholder engagement process involved both internal
stakeholders and external stakeholders relevant to business activities
and sustainability topics. For correctly identifying the relevant topics,
the following activities were conducted:• Interviews with managers heading up the main corporate functions,with the aim of surveying the main factors involved in their tasks,
establishing interest in sustainability topics and identifying relevant
projects/actions that may be the subject of specific reporting.
• Interviews with the Workers’ Representative for Safety (R.L.S.) andthe Single Trade Union Representative (R.S.U.).
• A survey was also conducted using an evaluation questionnaire sent
to 79 strategic suppliers, of which 26 were returned to the company.
All interviews were conducted based on a “standard questions” format,
which provided a canvas for highlighting thinking and interest points
and sustainability-related considerations. Interviews outputs wereshared with Corporate Management.

91

REPORTING BOUNDARY, SCOPE AND TOPICSNOTES ON REPORTING METHODSThis following section lists the topics that emerged as relevant fromthe interviews conducted with stakeholders and from discussions with
Corporate Management, in relation to the material topics, according to
the GRI Standards and the boundary for such topics in the Report.

Topics relevant to the Boffi Group
Energy efficiency and climate change action
Responsible natural resource and raw material
consumption
Equal opportunity, diversity, inclusion andnon-discrimination policies
Staff training
Occupational health and safety
Corporate wellness and work-life balance

GRI Standard topics

Boundary302-305

Internal-External

301

Internal-External405-406

Internal

401-404

Internal

403

Internal

102-401-405

Internal-External

Eco-design, innovation and product quality
Customer satisfaction and experience(Customer Experience)
Correct supply chain management
and efficient logistics
Legislative and regulatory complianceInternal
416

Internal-ExternalInternal-External

205-206

Internal-ExternalBusiness strategy and economic performance

201

Internal

Projects in support of local communities

413

External
92

REPORTING BOUNDARY, SCOPE AND TOPICSNOTES ON REPORTING METHODS

Stakeholder Relevance Mapping

As previously stated, the stakeholder engagement process involved
both internal stakeholders within the company and external
stakeholders relevant to business activities and sustainability topics.
In 2021, a mapping of relevant stakeholders was conducted, witha view of fine-tuning the engagement process. The output of the
stakeholder relevance mapping was as follows; the graphic shows therelevance of the Group’s stakeholders, on a scale from “not relevant
to very relevant”.

Public Administration(... bodies)

Personnel and/or
co-workers

Private customers(individuals, businesses or...)Material suppliers

Service providers andindependent contractors...
Company ownership/
Shareholders/Members...

Affiliates

Other

Credit institutions

Associations andlocal communities

93

REPORTING BOUNDARY, SCOPE AND TOPICSNOTES ON REPORTING METHODS

Material topic relevanceis represented in the following matrix:

5.00

Energy efficiency and climate change action

4.50

Responsible natural resource and raw material consumption

Staff training
Occupational health and safety
Corporate wellness and work-life balanceEco-design, innovation and product quality
Customer satisfaction and experience (Customer Experience)

Relevance for the Stakeholders

Equal opportunity, diversity, inclusion and non-discrimination policies
4.00

3.50

Proper supply chain management and efficient logistics
Legislative and regulatory complianceBusiness strategy and economic performance

3.00

Projects in support of local communities

2.50
2.50

3.00

3.50

4.00

4.50

5.00

Relevance for the Group94

NOTES ON REPORTING METHODSThis document has been prepared in accordance with the “Sustainability
Reporting Standards” defined by the Global Reporting Initiative (GRI)
version 2021 – “with reference” option.

REPORTING BOUNDARY, SCOPE AND TOPICS

Data and reporting period.
The Group in this report intends to provide stakeholders with a balanced
view of the corporate responsibility strategy and performance for thethree-year period 2020–2022.

This report has not been reviewed by a third party.
Data were updated on 31/12 of each reporting period. Whenever there
were any exclusions arising out of a lack of data or from the reporting
period for such data, such exclusions will be reported in the text
accordingly.

95

GRI CONTENT INDEXGRI STANDARD 			DISCLOSURE

SUB-SECTION

2-1 Organisational details“Section 1.1 - Notes on reporting methods”

2-2 Entities included in the organisation’s sustainability reporting“Section 1.1 - Notes on reporting methods”

2-3 Reporting period, frequency and contact point

Notes on reporting methods

2-4 Restatements of information

Section 1

2-5 External Assurance

The report is not subject to external assurance

2-6 Activities, value chain and other business relationships

Sections 1.1 - 4.1 - 4.2 - 4.3 - 4.4

2-7 Employees

Section 2.1

2-8 Workers who are not employees

Section 2.1

2-9 Governance structure and composition

Section 5.1

2-10 Nomination and selection of the highest governance body

Section 5.1

2-11 Chair of the highest governance body

Section 5.1

2-12 Role of the highest governance body in overseeing the management of impacts

Section 5.1

2-13 Delegation of responsibility for managing impacts
2-14 Role of the highest governance body in sustainability reporting

GRI 2:
General Disclosures 2021

2-15 Conflicts of interest
2-16 Communication of critical concerns
2-17 Collective knowledge of the highest governance body
2-18 Evaluation of the performance of the highest governance body
2-19 Remuneration policies
2-20 Process to determine remuneration
2-21 Annual total compensation ratio
2-22 Statement on sustainable development strategy

Message to our stakeholders

2-23 Policy commitments

Section 3

2-24 Embedding policy commitments
2-25 Processes to remediate negative impacts
2-26 Mechanisms for seeking advice and raising concerns
2-27 Compliance with laws and regulations

Section 5.1

2-28 Membership associations
2-29 Approach to stakeholder engagement

Notes on reporting methods

2-30 Collective bargaining agreements

96

GRI CONTENT INDEXGRI STANDARD 			“GRI 3: Material Topics 2021”

GRI 201: Economic performance 2016

DISCLOSURE

SUB-SECTION

3-1 Process to determine material topics

Material topics and impact analysis

3-2 List of material topics

Material topics and impact analysis

3-3 Management of material topics

Material topics and impact analysis

201-1 Economic value directly generated and distributed

Section 5.2

201-2 Financial implications and other risks and opportunities due to climate change
201-3 Defined benefit plan obligations and other retirement plans
201-4 Financial assistance received from the government

GRI 202: Market Presence 2016
GRI 203: Indirect Economic Impacts 2016
GRI 204: Procurement Practices 2016

202-1 Ratios of standard entry level wage by gender compared to the local minimum wage
202-2 Proportion of senior management hired from local community
203-1 Infrastructure investments and services supported
203-2 Significant indirect economic impacts
204-1 Proportion of spending on local suppliers
205-1 Operations assessed for risks related to corruption

GRI 205: Anti-corruption 2016205-2 Communication and training about anti-corruption policies and policies
205-3 Confirmed incidents of corruption and actions taken

GRI 206: Anti-competitive behaviour 2016

206-1 Legal actions for anti-competitive behaviour, anti-trust and monopoly practices
207-1 Approach to Tax

GRI 207: Tax 2019

207-2 Tax governance, control and risk management
207-3 Stakeholder engagement and management of concerns related to tax
207-4 Country-by-country reporting

GRI 301: Materials 2016

301-1 Materials used by weight and volume

Sections 4.1 - 4.2 - 4-3

301-1 Recycled input materials used

Sections 4.1 - 4.2 - 4-3

301-3 Reclaimed products and their packaging materials

Sections 4.1 - 4.2 - 4-3

302-1 Energy consumption within the organisation

Section 3.1

302-2 Energy consumption outside of the organisation

GRI 302: Energy 2016302-3 Energy intensity
302-4 Reductions of energy consumption

Section 3.1

302-5 Reductions of energy requirements of products and services

GRI 303: Water and Effluents 2018

303-1 Interactions with water as a shared resource

Section 3.4

303-2 Management of water-related discharge impacts

Section 3.4

303-3 Water withdrawal

Section 3.4

303-4 Water discharge

Section 3.4

303-5 Water consumption

Section 3.4

97

GRI CONTENT INDEXGRI STANDARD 			DISCLOSURE

SUB-SECTION

304-1 Operational sites owned, leased, managed, or adjacent to protected areas or areas of high biodiversity value outside protected areas.

GRI 304: Biodiversity 2016

304-2 Significant impacts of activities, products and services on biodiversity304-3 Habitats protected or restored
304-4 IUCN Red List species and protected species on the national list with habitats in areas affected by operations
305-1 Direct (Scope 1) GHG emissions

Section 3.3

305-2 Energy indirect (Scope 2) GHG emissions

Section 3.3

305-3 Other indirect (Scope 3) GHG emissions

GRI 305: Emissions 2016305-4 GHG emissions intensity
305-5 Reduction of GHG emissions

Section 3.3

305-6 Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oxides (NOx), sulphur oxides (SOx) and other significant air emissions

GRI 306: Waste 2020

GRI 308: Supplier environmental assessment 2016306-1 Waste generation and significant waste-related impacts

Section 3.2

306-2 Management of significant waste-related impacts

Section 3.2

306-3 Waste generated

Section 3.2

306-4 Waste diverted from disposal

Section 3.2

306-5 Waste directed to disposal

Section 3.2

308-1 New suppliers that were screened using environmental criteria

Section 4.4

308-2 Negative environmental impacts in the supply chain and actions taken
401-1 New employee hires and employee turnover

GRI 401: Employment 2016

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees
401-3 Parental Leave

GRI 402: Labour/management relations 2016

Section 2.1.3

Section 2.1.4

402-1 Minimum notice periods regarding operational changes
403-1 Occupational health and safety management system403-2 Hazard identification, risk assessment and accident investigation

Section 2.2

403-3 Occupational health services
403-4 Worker participation, consultation and communication on occupational health and safety

GRI 403: Occupational health and safety 2018403-5 Worker training on occupational health and safety

Section 2.2

403-6 Promotion of worker health

Section 2.2

403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

Section 2.2

403-8 Workers covered by an occupational health and safety management system403-9 Work-related injuries

Section 2.2

403-10 Work-related ill health

Section 2.2

98

GRI CONTENT INDEXGRI STANDARD 			
GRI 405: Diversity and equal opportunity 2016

DISCLOSURE

SUB-SECTION

405-1 Diversity of governance bodies and employees

Section 2.1

GRI 405-2 Ratio of basic salary and remuneration of women to men

GRI 406: Non-discrimination 2016406-1 Incidents of discrimination and corrective actions taken

GRI 407: Freedom of associationand collective bargaining 2016407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

GRI 408: Child labour 2016408-1 Operations and suppliers at significant risk for incidents of child labour

GRI 409: Forced and compulsory labour 2016409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labour

GRI 410: Security practices 2016

410-1 Security personnel trained in human rights policies or procedures

GRI 411: Rights of indigenous peoples 2016

411-1 Incidents of violations involving rights of indigenous peoples

GRI 413: Local Communities 2016
GRI 414: Supplier social assessment 2016
GRI 415: Public Policy 2016
GRI 416: Customer Health and Safety 2016413-1 Operations with local community engagement, impact assessments and development programmes
413-2 Operations with significant actual and potential negative impacts on local communities
414-1 New suppliers that were screened using social criteria414-2 Negative social impacts in the supply chain and actions taken
415-1 Political contributions
416-1 Assessment of health and safety impacts of product and service categories
416-2 Incidents of non-compliance concerning the health and safety impacts of products and services
417-1 Requirements for product and service information and labelling

GRI 417: Marketing and labelling 2016

Section 4.1

417-2 Incidents of non-compliance concerning product and service labelling and information
417-3 Incidents of non-compliance concerning marketing communications

GRI 418: Customer privacy 2016418-1 Substantiated complaints concerning breach of customer privacy and losses of customer data99

TO BE CONTINUED...