E.S.G.
ENVIRONMENTAL
SOCIAL
GOVERNANCE

A clear and complete analysisof the main, current andfuture E.S.G. indicators.
JULY 2023

ENVIRONMENTAL

E.S.G.

E.

S.

SOCIALG.

We are constantly
striving to achieve
the global sustainable
development goals.

GOVERNANCE

SUSTAINABILITY

8.
GUIDELINES7.
PEOPLE
6.
comMUNITY

12

3.1 Corporate governance system (gri 2-9, 405-1a)54

Adopted guidelines and reporting process (gri 2-3)

13

3.2 Risk management system (gri 2-25)

55

Reading guide

13

3.3 Business ethics

Scope (gri 2-2)

13

Significant changes (gri 2-4)
Contacts (gri 2-3)

6.1 Structural integrity and safety of the product(sasb IF-EN-250a.1,.2)

86

56

6.2 Product certifications and Labelling(gri 417-1, 417-2)

86

3.3.1 Code of ethics

56

6.3 Marketing (gri 417-3)

87

13

3.3.2 Supervisory body

58

13

3.3.3 Whistleblowing

58

5.
ENVIRONMENT
4.
InnovaTION

1.1 Identity, mission, vision and value

58

16

4.1 Product Design

7.
PEOPLE
62

1.1.1 History

18

4.1.1 Product certification (sasb IF-EN-410a.1)

63

1.1.2 Group structure (gri 2-2)

23

1.1.3 National presence (gri 2-1)

23

4.1.2 How we integrate energy and water efficiency
into Product Design (sasb IF-EN-410a.2)

65

4.1.3 The quality of the indoor environment

66

1.2 Business model (gri 2-6)

25

1.2.1 Business sectors

30

1.2.2 Product and markets served30

1.2.3 The supply chain

39

1.3 Business strategy –inclination to sustainability (gri 3-3)40

1.4 Economic performance42

1.4.1 Direct generated and distributed economic
value (gri 201-1)
1.5 Procurement (gri 204-1)

INDEX.

58

4.
InnovaTION

1.
A&T Europe IN THE WORLD

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

6.
comMUNITY

Methodological note

3.3.4 Managing and fighting cirruption(sasb IF-EN-510a.1,.2,.3)
3.3.5 Compliance with laws and regulations(gri 2-27)

2.
SUSTAINABILITY
FOR A&T Europe
1.
A&T EUROPE
IN THE WORLD
LetteR TO THE
stakeholder

4|5

3. governance ANDRESPONSIBLE LEADERSHIP

LettER TO
THE stakeholder (gri 2-22)

42
43

67

4.3 Product regeneration (sasb RT-IG-440b.1)

68

5.
ENVIRONMENT
5.1 Energy management (sasb RT-IG-130a.1)

72

5.2 GHG Emissions (gri 305, 3-3)

74

5.2.1 Greenhouse gas emissions (GHG) (Scope 1)(gri 305-1)

2.1 The stakeholder (gri 2-29)

47

2.2 Materiality for A&T Europe

47

2.2.1 Financial materiality48

2.2.2 Impact materiality (gri 3-1, 3-2)

49
50

74

90

7.1.1 Employees (gri 2-7)90

7.1.2 Self-employed personnel (gri 2-8)

91

7.1.3 New hirings and turnover (gri 401-1)

91

7.1.4 Employee benefits (gri 401-2, 401-3)

92

7.2 Involvement, diversity and inclusion(gri 405-1b)

94

7.3 Health and safety at work95

7.3.1 Occupational health and safety
management system (gri 403-1)

95

7.3.2 Hazard identification, risk assessment andincident investigation(gri 403-2)

96

7.3.3 Professional health services (gri 403-3)

96

7.3.4 Staff members participation and consultant(gri 403-4)

97

7.3.5 Staff member training (gri 403-5)

98
98

5.2.2 Indirect greenhouse gas emissions (GHG)(Scope 2) (gri 305-2)

75

5.2.3 Saving on indirect (GHG) emissions(Scope 2) (gri 305-5)

7.3.6 Fostering Staff members’ health(gri 403-6)

76

7.3.7 Prevention and mitigation related tooperational activities (gri 403-7)

98

7.3.8 Management system coverage (gri 403-8)

99

7.3.9 Accidents at work
(sasb RT-IG-320a.1, gri 403-9)

99

5.3 Water and effluents

2. sustainability
for A&T Europe

2.3 The culture of sustainability

4.2 Risk management of major events

7.1 People management77

5.3.1 Water supply (gri 303-1)

77

5.3.2. Water use (gri 303-3)

79

5.3.3. Wastewater collection (gri 303-4)

80

5.4 Waste

80

5.4.1 Hazardous and non-hazardous waste(gri 306-1, 306-3, 306-4)

80

5.5 Environmental impact of construction sites/
Biodiversity(sasb IF-EN-160a.1,.2)

82

8.
GUIDELINESASB Index 2022

100

GRI Index 2022

101

LETTER TO THE STAKEHOLDERS.

E.

8.
GUIDELINES

Dear Stakeholders,
The sustainability report of A&T Europe S.p.A. (hereinafter: “ A&T Europe“ or the “Company” or the “Group”), parent company of the main brands;
Myrtha Pools, Piscine Castiglione, Pool’s and i.Blue, is a transparent
communication tool for its stakeholders and in the future a regulatorycompliance tool, to give visibility to the company’s commitment on thesustainability front.
The historical moment in which we currently find ourselves is marked bydemanding challenges, both for the international scene and for the daily
operations of companies.
Despite this complex and always developing context, A&T Europe hasremained constantly active and attentive to the objectives of sustainable
development on a global level, with a series of choices and activities thathave characterised our work for years now.
Over time, A&T Europe has defined its growth strategy through a pathof awareness, which today marks a significant step. With the creation of
the first Group Sustainability Report, we intend to present A&T Europe’s
approach to sustainable development, offering a tangible vision, bothcurrent and prospective, of the main indicators relating to environmental,social and governance issues (Environmental, Social, Governance).
Our project fits into a global scenario and a market environment where
attention to the principles of sustainability by administrations andorganisations , citizens, and businesses has considerably and legitimately
increased. A&T Europe intends to best interpret external and internal
stakeholders’ expectations, which also represents many opportunities for
growth in the field of innovation.
The mission of the Group has always been to create a new model ofsustainable development through the possibilities offered by innovation.
To benefit the environment and all stakeholders, the Group uses thepotential of technological leverage and product development in all sectors,
Competition, Hospitality, Leisure, Wellness and Residential with the aimof defining a stable and sustainable growth rate.
A&T Europe’s sustainable development actions are also fully aligned with
the inherent values of equal opportunities, efficiency, innovation, integrity,
respect, progress, well-being, and safety.
Starting from these values, A&T Europe manages its business activities
through various environmental, social and governance themes, based onsome fundamental guidelines:

E-EnvironmentAL.

7.
PEOPLE
6.
comMUNITY
5.
ENVIRONMENT
4.
InnovaTION
3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP2.
SUSTAINABILITY
FOR A&T Europe
1.
A&T EUROPE
IN THE WORLD
LetteR TO THE
stakeholder

6|7

LETTER TO STAKEHOLDERS.

Introducing products and services to the market in line with the principles of sustainability, with theaim of promoting a responsible, ethical, and inclusive transition to ensure a minimal impact on theenvironment. Building and installing a swimming pool with A&T Europe technologies reduces CO2
emissions by 50% compared to the traditional pool building method of reinforced concrete, and by
30% compared to pools made with welded steel. Furthermore, the reduction of water consumption
thanks to the development of accompanying filtration systems and the long life of A&T Europe
products, are elements in favour of environmental sustainability.

To contribute to the efficiency and sustainability of buildings, the Company has submitted its products
to mapping according to the international green rating tools such as LEED V4, BREEAM and GREEN
STAR. This mapping highlights how the processes and products of the Company can strongly support thesustainability objectives for investments in the construction sector. In fact, the Company’s materials andproducts contribute to obtaining a specific series of credits for the purpose of achieving energy certification
for buildings.

8.
GUIDELINESLETTER TO THE STAKEHOLDERS.

S.

G.

8|9

A&T Europe pays close attention to its employees with investments in skill growth andtraining. “Sport, Salute & Benessere” is a programme launched within the Company inrecent years to internally stimulate the importance of well-being and good health to support
one of the main values of the Company and the orientation towards the development ofsports activities. “Sport Salute & Benessere” promotes the enrolment of employees in sports
competition (running, cycling, swimming races, etc.), free admission to aquatic centres for
employees and discounts for family members, electric bicycles are available to employees
for use during lunch breaks, weekend trips, home-working commuting and team building.
Company meetings are made available held with nutritionists and athletic trainers, freshseasonal fruit is provided for employees, free blood tests and flu vaccines, company library,
as well as travel for sporting or cultural events.
Lastly, the observance and protection of the essential principles of equality and social
inclusion are a cornerstone of A&T Europe’s organisation, and internal awareness raising
activities are functional to grasping the moral, intellectual and professional value of diversity.
For years, the Company has supported inclusive initiatives and associations of athletes withdisabilities, who are involved in numerous corporate initiatives, both sporting and of a social
nature.

G-Governance.

Talented people are an essential asset for the success of the Company and for the creationof added value for the entire Stakeholder ecosystem. People are therefore at the forefrontof the Group’s value chain and the commitment to nurturing talent and guaranteeing ahealthy, positive, meritocratic work environment is significant.

S-Social.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLELETTER TO THE STAKEHOLDERS.

In recent years, Corporate Governance has been significantly strengthened through a series of actions
that have contributed to clarifying the Group’s position regarding the transparency and regulatorycompliance strategy. While remaining a highly entrepreneurial company, governance has been extended
to the front management lines, who today participate in the main strategic decisions of the Company.
The aspects of corporate management are based on good practices and ethical principles, with respectfor human rights for internal and external Stakeholders, the dynamics of equal opportunities, thetransparency of corporate decisions, and with respect for minority groups. In this regard, A&T Europe
reiterated its attention to the organisation, management, and control model according to Legislative
Decree 231/01, while with specific reference to the management of internal departments and relations
with suppliers, outsourcers and other external entities, the Code of Ethics and the Code of Conduct for
Business Partners were reconfirmed.
In terms of health and safety, the Health and Safety Committee was set up to enable site managers
participate, with the aim of identifying possible risk factors for the Company, including those derivingfrom Covid-19. Among the practices initiated in the context of the prolonged pandemic situation, theGroup stood out in supporting customers by offering the development, assistance, and maintenance of
secure digital solutions, ensuring the strengthening of a common digital culture, promoting education
for digital innovation, providing exceptional service and satisfaction for our customers.

OUR AIM IS
TO INCREASE
TRANSPARENCYAND ENSURECONSTANTIMPROVEMENT
OF THE GROUP’SESG PERFORMANCE.

The publication of the Sustainability Report
is a decisive step in nurturing and bringing
a system into all the initiatives that, overtime, our Group has undertaken within the
broader sphere of social responsibility andin directing the sustainable development
strategy that will guide our further growthpath.
I invite you to follow us along thispath, where you will see our growing
commitment and attention in the coming
years.

LetteR TO THE
stakeholder

2.
SUSTAINABILITY
FOR A&T Europe

The reporting process of the analytical
performance of the Company’s mainindicators of sustainable development wascompleted in 2022, in compliance withrecognised international and national
standards such as GRI and SASB. This
process has enabled the collection of key
quantitative data on a corporate andoperational level, with the aim of increasingtransparency and continuous improvementof the Group’s ESG performance.

1.
A&T EUROPE
IN THE WORLD

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINESLETTER TO THE STAKEHOLDERS.

10 | 11

Roberto Colletto,
CEO of A&T Europe S.p.A.

METHODOLOGICAL NOTE.

METHODOLOGICAL NOTE.

8.
GUIDELINESADOPTED GUIDELINES
AND REPORTING PROCESS (gri 2-3)
The A&T Europe sustainability report shows the performance for the 2022 financial year (1 January2022 - 31 December 2022) in relation to the economic, social, and environmental aspects. The reportwill be an annual publication.

7.
PEOPLEThe document was drawn up in accordance with the SASB (Sustainability Accounting Standards
Board) standards for the “Engineering & Construction Services” and “Industrial Machinery & Goods”
sectors. The document layout and part of the contents have been drawn up according to the GRI(Global Reporting Initiative) standards which came into force on 1 January 2023 and related updates.

5.
ENVIRONMENT

6.
comMUNITY

As an exception to the principle of comparability indicated in the GRI 1 standard - Reporting
principles, the information entered is only reported for 2022, since it is the first time that thecompany has collected information on its own sustainability. In the coming years, A&T Europe will
also be able to produce a history of the published data, to provide stakeholders with a clear andbroad-spectrum view of the company’s performance and its trend over the years.
A&T Europe are actively involved in various organisational areas operating within the group ofcompanies, in preparing the sustainability report.

12 | 13

METHODOLOGICALNOTE.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

The sustainability report highlights the most significant economic, environmental and social impactsof A&T Europe. These impacts have been based on the materiality analysis elaborated throughan online questionnaire conducted on an internal work group and on a representative sample ofcorporate figures selected to interpret the point of view of stakeholders, including employees, sports
associations, public administrations, customers and suppliers.

READING GUIDE

Next to titles and subtitles - where necessary - the reference SASB and GRI indicators are shown,detailed in the SASB index on p. 100 and in the GRI Content Index on p. 101.

SCOPE (gri 2-2)This report is for the company A&T Europe S.p.A.

SIGNIFICANT CHANGES (gri 2-4)

Compared to the previous year, no significant changes occurred in the organisational structureof A&T Europe in 2022.

This report makes it possible to highlight the initiatives
and projects implemented in the economic, social, andenvironmental fields, as well as the most representative key
indicators of the company considering the business in which it
operates. The sustainability report aims to respond to the needto communicate a responsible path, made up of sustainablebehaviour and practices that the company has begun toundertake.

CONTACTS (gri 2-3)

Contacts for requesting any information contained in the document:
A&T EUROPE S.P.A.
Via Solferino 27 – 46043 Castiglione delle Stiviere – Mantua
info@myrthapools.com

1.
A&T Europe
IN THE WORLD.

8.
GUIDELINES7.
PEOPLE
6.
comMUNITY
5.
ENVIRONMENT
4.
InnovaTION
3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP2.
SUSTAINABILITY
FOR A&T Europe
1.
A&T EUROPE
IN THE WORLD
LetteR TO THE
stakeholder

16 | 17

1. A&T EUROPE IN THE WORLD.

1. A&T EUROPE IN THE WORLD.

OURMISSIONOUR
VALUES

Our mission is to develop and enhance technologies related toaquatic activities, establishing ourselves as a global leader in thefield of swimming pools for aquatic sports and competitions,and also those designed for recreational and wellness activities.
Many years of operation in various countries around the world,
tackling even complex projects, have allowed the company
to build up significant expertise, and can now offer superior
solutions.

TOTAL QUALITY

We combine our knowledge with a strong innovative drive toencompass all aspects of our business: from architectural andtechnical design to component production, from large aquatic
complex design to facility management.
We are, by choice and by our history, always in search ofexcellence.

OUR
visionOur vision is to be a reliable and unique reference point in the
global market.
Our commitment and determination are markers of ourquality, innovation, and excellence provided in our products andassociated services, creating the maximum possible long-termvalue for customers and stakeholders.

OUR
culturE
Our culture is shaped by a solid set of values in pursuit ofour mission and corporate vision. We promote a culturethat supports the group’s success through clear values, total
quality, putting the customer at the center of everything we do,collaborating with a team spirit, a culture of action, and a lovefor challenges, best describes the professional conduct we expectfrom our employees.
Ethics and a passion for excellence are the pillars of our identity,
building value over time through transparency, honesty, andrespect for others.

Our focus for the coming years is to definitively achieve the goal of total quality, which will be clearly
perceived externally.
To reach our goal, we have set ourselves to work by fundamentally concentrating on the following:• Research and innovation, both technological and in new products• Design development• Supply chain management• After-sales service
Operating in this direction will allow us to maintain our premium position in the pool market andsuccessfully enter new segments with the exacting standards demanded by the market.

FOCUS
ON CUSTOMERCULTURE
OF ACTION

The customer is our asset. We believe it isright to place the customer at the center ofthe company’s system and activities, we arecommitted to meeting their expectations
through effective service and an open andcollaborative relationship.

We strive for our people to be strongly
results-oriented, with the courage to make theright decisions with intelligence and sense of
responsibility to achieve set objectives.
The company ensures that everyone receives
adequate training and tools for the role theymust fulfill.

PEOPLE AND
COLLABORATIONLOVE FOR CHALLENGES
AND COMPLEX PROJECTSWe encourage teamwork so that everyone’s
involvement contributes to the achievement of
the company’s project, and everybody in every
single department feels responsible for the
results. Our focus on quality and excellence
requires that everyone feels a continuous drivefor improvement. We are promoting open andfrank communication and respect for eachother’s work to be common and widespreadamong our employees.

Our philosophy, geared towards always accepting newchallenges, leads us to love and tackle even the mostcomplex projects with enthusiasm.
We do our best to assess the risk of new challenges
correctly, but we are also aware that a certain degreeof entrepreneurial risk is present whenever weengage in new and difficult projects.

1. A&T EUROPE IN THE WORLD.

1. A&T EUROPE IN THE WORLD.

1961

Founded in Castiglione delle Stiviere in 1961, A&T Europe S.p.A. has
had a consistent path of growth: the company began its activities
initially on a national scale, before expanding worldwide, achieving thestatus of an international leader in its field within a few years of its
foundation. Thanks to vision and a strategic plan focused on thecontinuous search for the most advanced and reliable technologies,
along with its exclusive patents, the company has been able to bringabout a technological revolution in the pool market, embarking on
international development.

1961

A&T Europe is established, initially engaged in packaging withgood economic success.

1966

Among its early activities, A&T Europe engaged in the construction of a harbor and a hotel on Lake Garda, which was
to include four pools. The founder, engineer Giorgio Colletto,
decided to commercialize steel and vinyl pools imported fromthe USA, launching a successful business thanks to ideas,courage, and a series of fortunate coincidences: space in themarket, participation in trade show and advertising in emerging magazines. This commercial adventure began under thebrand name “Piscine Florida.”

COMPANYMILESTONES
SINCE

1977

Following an insight by the founder Giorgio Colletto, the company
patents a new technology for modular steel pool construction.
A&T Europe introduces the Myrtha technology for pool walls, basedon the use of stainless-steel panels laminated on the water side with ahigh-resistance PVC membrane. For the production of the panels, thelining is applied hot through a plasticizing line, forming a sheet coupled
to the stainless-steel and resistant to mechanical processing. The HD
technology introduced a few years earlier continues its function on thepool bottom.

1979

In the early 1980s, the Sport and Leisure division is established, expanding the company’s offerings to a new sector, water-based entertainment.
In 1988, the first complete water park is completed in Cesenatico.

1987

The European Championships in Strasbourg mark A&T Europe’s
first major challenge in the international sports events arena, with theconstruction of the first temporary pool using the Myrtha technology.
After the event, the Strasbourg pool was dismantled and permanently
reinstalled in its current location in Canet en Roussillon, France.

1968

Giorgio Colletto introduces the brand “Piscine Castiglione,”
named after the town where the company’s business wastaking shape, Castiglione delle Stiviere in the province ofMantova.

1974

A&T Europe introduces the HD = Heavy Duty technology,
allowing the construction of galvanized steel pools coatedwith a double-thickness PVC membrane. This results in adurable product that can overcome all constraints of shapeand size. This technology also enables the company to enter
the market of public and commercial pools. In just one year,
A&T Europe builds 400 pools.

1994

In September 1994, the company is the official supplier of the
VII FINA World Swimming Championships held in Rome. On thisoccasion, a temporary Myrtha pool was installed on a clay tennis
court at the Foro Italico, the same venue as the International Tennis
Championships. Unable to undertake any construction work, A&T Europe
installed an above-ground, completely self-supporting, and dismountable
pool after the event.

1995

FINA again chooses A&T Europe for the construction of two temporary
pools on Copacabana Beach in Rio de Janeiro for the FINA Short Course
World Swimming Championships in December.
Beyond its technological quality for sports purposes, the installations in
Rio in 1995 on one of the world’s most famous beaches remain among
the most spectacular ever built by the company.

LetteR TO THE
stakeholder

18 | 19

HISTORY.

In the spirit of continuous improvement, the company introduces
stainless steel in the production of Myrtha panels for commercial andsports pools.

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1.1.1. OUR HISTORY

1997

Meanwhile, the company develops and patents specifictechnology for renovating obsolete concrete pools. In 1997,
the first projects were carried out using the RenovAction
technology: stainless steel laminated with PVC panels became
one of the best solutions for renovating outdated pools.
In Almaty, Kazakhstan, the Asian Games took place in poolsrenovated with this technology, developed, and implemented
by the A&T Europe Research and Development team.

1998

Myrtha technology for sports events is not limited totemporary use. The organizing committee of the FINA World
Swimming Championships in Perth chooses A&T Europe tobuild a permanent water polo pool at the Challenge
Stadium, the most prestigious aquatic complex in Australia,already equipped with four competition pools.

2000

Given the significant international successes achieved,
President Colletto takes the decision to open the Myrtha Pools
USA branch in Florida.

2005

At the 2005 FINA World Swimming Championships inMontreal, the company built a total of 7 pools, three
permanent and four temporaries. During the championships,
9 world records were broken. The American swimmer
Phelps, one of the international swimming “sharks,” described
the pools as “perfect.”

5.
ENVIRONMENT
4.
InnovaTION
3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

2008

A&T Europe faces its second Olympic challenge at the Beijing 2008
Games, introducing the RenovAction technology for the renovation of
two pools, one for diving and one for 50m competitions, inside the Ying
Tung Natatorium.

2009

A&T Europe becomes an official partner of FINA, marking acollaboration that will drive evolution in the world of aquatic sports.
The partnership is officially announced at the 2009 FINA World
Swimming Championships in Rome. The company installs two
temporary pools for water polo and synchronized swimming at theForo Italico tennis courts, as in 1994. Additionally, a pool is created forthe “Swim with Your Champion” initiative, dedicated to the youngspectators of the event, giving them the opportunity to swim andchallenge the times of their swimming idols.

2010

In the world of private pools, the Piscine Castiglione brand is now theundisputed leader in the Italian market.
Alongside the Piscine Castiglione offerings, the company introduces thei.Blue piscine brand, which offers various standard models of modular
pools with different shapes and sizes and a focus on pool automation,
targeting a more technology-oriented audience.

2011

A&T Europe celebrates 50 years of continuous development, receiving
recognition from Confindustria, the leading representative associationof manufacturing and service companies in Italy. The list of A&T Europe
references exceeds 20,000.

2012

A&T Europe’s fourth Olympic experience involves building and installinga total of 18 pools for the Rio Olympics. These include both temporary
and permanent pools. A&T Europe also establishes itself as aninternational leader in the hospitality sector, successfully completing
projects at Lefay Resort & SPA and SLS Brickell in collaboration with
Philippe Starck. Additionally, the company designs and constructs awater park on the fabulous Harmony of the Seas cruise ship.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

1. A&T EUROPE IN THE WORLD.

20 | 21

HISTORY.

1996

Myrtha technology arrives in Atlanta for the Centennial
Olympic Games with a temporary pool for water polo events.
The pool was installed in just 12 days and later dismantled
and reinstalled at the Lake Highland Preparatory School in
Florida, where a permanent 50-meter pool was built. The
Atlanta Olympics established the worldwide excellence anduniqueness of Myrtha technology for temporary installationsin international sports events.

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

1. A&T EUROPE IN THE WORLD.

2020

Three Myrtha pools head to the Tokyo Olympics. The pandemic halts
the event and moves the Olympics, so the installed pools will wait
another year before being filled and used. Meanwhile, the market for
private pools and components in Italy experiences rapid growth.
In a world that has stopped, the added value of a pool in one’s own
garden becomes evident.

2022

The road to the 2024 Paris Olympics is already underway: A&T Europe
signs an agreement as the Official Supporter of the Paris 2024 Olympic
and Paralympic Games, with a comprehensive scenario of 24 pools,
including permanent, temporary, and training pools. Sustainability andinclusivity are key themes in Paris, and the company is a spokesperson
for both, leading to the committee’s choice.

5.
ENVIRONMENT2016

At its fourth Olympic experience, A&T Europe builds andinstalls a total of 18 swimming pools for the Rio Olympic
Games. These include both temporary pools and permanentpools. A&T Europe also establishes itself as an international
leader in the hospitality sector, with successfully completed
projects at Lefay Resort & SPA and SLS Brickell incollaboration with Philippe Stark. The company also
completes the design and construction of a water park on the
fabulous cruise ship Harmony of the Seas.

LetteR TO THE
stakeholder

22 | 23

1.1.2.
GROUP STRUCTURE (gri 2-2)
A&T Europe has not prepared a consolidated financial statement for the year 2022, as it is assessedthat the controlled companies, individually and collectively, are immaterial for the accurate andtruthful representation of the group’s financial position and economic performance.

2017

For the FINA World Championships in Budapest, A&T Europe
installed “water on water” for the first time in the history of
the Championships, with a temporary high diving pool.
This circular facility, 15 metres in diameter and 6 metres deep,
was built on the banks of the Danube River in front of the
Parliament building.

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

2015

A year to remember both for some spectacular andhyper-technological creations inaugurated in various countries
around the world, such as the Galaxy Macau in China andthe Porsche Design Tower in Miami.

2018

A&T Europe embarks on another challenge: Myrtha Wellness,a new line of solutions and products for wellness centers.
In the hospitality sector, major hotel chains(Hilton, Marriott, Accor) have chosen A&T Europe as apartner for aquatic spaces.

As a result, A&T Europe’s sustainability reporting includes only the entity A&T Europe S.p.A.
The scope of A&T Europe’s sustainability report is the same as the financial statement for allmaterial topics. There were no significant changes in the reporting scope in 2022 compared to 2021.

1.1.3.
A&T EUROPE’S GLOBAL PRESENCE(gri 2-1)
With over six decades of unwavering commitment to excellence, A&T Europe has ignited atechnological revolution in its niche market, propelling itself towards global expansion. Beyond
overseeing the design and installation of the pools we offer, our company manufactures a significant
portion of its components and accessories, adhering rigorously to both national and international
regulations.
Today, A&T Europe proudly showcases its achievements across more than 70 countries spanning all
five continents. Operating through 8 subsidiaries worldwide and a well-structured sales network, both
domestically and internationally, our company boasts an annual production capacity exceeding 1,500
pools, with 300 dedicated to public facilities.

HISTORY.

2013

The company identifies new developments in the market ofslides, spray parks and themed play areas for children,
including on cruise ships. In 2013 MSC Cruises won an award
as an innovator in the field of entertainment for guests,
thanks to the Vertigo slide and the Doremi Castle spray park
created by A&T Europe on board the MSC Armonia.

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

70 COUNTRIES
We’ve left our mark in over
70 countries worldwidE

312 EMPLOYEES
Our team of dedicated

5.
ENVIRONMENT

6.
comMUNITY

professionals
drives our success

7 SUBSIDIARIES

1. A&T EUROPE IN THE WORLD.

1.2. BUSINESS model (gri 2-6)
A&T Europe is a family-owned
entrepreneurial company now in its
second generation. We are committed tocarrying forward the founder’s vision
while adapting to emerging needs andexploring new business opportunities
presented by the markets.

We operate through7 subsidiaries, ensuring

400 DISTRIBUTORSWith an extensive networkof 400 distributors, we’recloser to you than you think

1,500 POOLSANNUALLY
Crafting excellence with over
1,500 pools annually

300 PUBLIC POOLS

LetteR TO THE
stakeholder

Among these, 300 serve the

24 | 25needs of the public,
promoting aquatic well-being

SUBSIDIARIES

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

efficient global operations

01.

MYRTHA POOLS USA INC.

02. MYRTHA POOLS SWITZERLAND S.A.
03. MYRTHA CONTRACTING USA INC

Florida - USA
FribOURG - SWITZERLAND
Florida - USA

04. WELLNESS SPECIALIST S.R.L.

BucHarest - Romania

05. MYRTHA POOLS SOUTH EAST EUROPE DOO

PortoroZ - Slovenia

06. MYRTHA POOLS MIDDLE EAST
07.

MYRTHA POOLS INDIA PRIVATE LIMITED

08. MYRTHA POOLS BRASIL

DUBAI - EAU
Bangalore - India
São Paulo - BraZIL

1. A&T EUROPE IN THE WORLD.

brand chartPISCINE CASTIGLIONE

MYRTHA POOLS

Piscine Castiglione stands as the historic brand under the A&T Europe Spa umbrella.
It exclusively caters to the high-end private pool market within Italy, boasting a
medium-to-high-end target audience. As the market leader, Piscine Castiglione not onlyoffers premium pools but can also extend its portfolio to encompass wellness projects
and products. In such cases, it collaborates with the Myrtha Wellness business unit for
design and production. The internal structure is complemented by an external networkof around 140 authorised dealers across Italy.

Myrtha Pools is the brand that encompasses A&T Europe’s global market presence.
It caters to various market segments, including pools for major sporting events(both temporary and permanent), competition pools, those for gyms, fitness centers,
rehabilitation centers, hotels and resorts, water parks, and holiday parks.
Notably, it does not focus on private pools. Myrtha Pools operates internally andthrough a network of approximately 200 international distributors.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

26 | 27PISCINE SERVICEMYRTHA WELLNESS

PiscineService
Piscine Service was established alongside Piscine Castiglione and has emerged as
Italy’s pinnacle in post-sales assistance and maintenance for all types of pools, whether
they were constructed by the company or not. This exceptional service extends toboth private and public pools. Internally, Piscine Service operates in conjunction with a
network of approximately 100 service providers across Italy, ensuring top-notch supportand maintenance for pool owners.

Myrtha Wellness is a dedicated business unit under the Myrtha brand, specializing in
the design and production of spas and wellness centres in Italy and worldwide.
Myrtha Wellness was established with the aim of complementing its offerings by
integrating water elements with wellness components such as saunas, steam baths,
emotional showers, hammams, frigidarium’s, caldarium’s, tepidarium’s, relaxation
areas, and more. Myrtha Wellness is associated with the Myrtha Pools brand and isused internationally. Additionally, wellness products are available in various
formulations through Piscine Castiglione and Pool’s.

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

1. A&T EUROPE IN THE WORLD.

MYRTHA POOLS

POOL COMP

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLECOMPETITION POOLS

28 | 29•••••

DESIGN POOLS••••

Pool’s is a commercial organization that manufactures and distributes pool accessories
and spare parts in Italy, serving a network of approximately 800 customers.

Pools for sport events (Olympics, World Championships)
Competition pools for sports centers, municipalities
Pools for universities and high schools
Pools for gyms and fitness centers
Pools for physiotherapy and rehabilitation

Pools for hotels and resorts
Rooftop and high-rise pools
Pools for residential complexes, luxury
condominiums
Pools for SPA centers

Among its various accessories and products, Pool’s also offers wellness products
separately and not under the Myrtha Wellness brand.

LEISURE POOLS
•
•
•
•
•

Pools for water parks
Pools for camping and tourist villages
Recreational municipal pools
Pools for cruise ships
Spray parks

MYRTHA WELLNESSLEISURE

Myrtha Wellness is a cross-sector offering available
in all regions and across all the categories listed
above. Sales teams can promote wellness
solutions globally. It was initially developed as
a complementary offering for hotels, which
typically have pools and spas.
However, it can also be marketed to sports centres,
gyms, rehabilitation facilities, campgrounds, andrecreational complexes. Given its specific expertisein functional and aesthetic design, a dedicatedBusiness Unit was established to support sales
networks. Projects are handled in synergy between
the Wellness division and the relevant Area
Managers. Wellness has its own brand because it
focuses on dry areas, distinguishing it from the core
Myrtha product line, which includes pools.

Referred to as “Leisure” within the company, it is
not a standalone brand but rather a package that
includes products, accessories, design, andtheming for recreational projects. In this case,too, everyone can promote Leisure solutions.
However, due to the more creative and complex
nature of these projects, there is a specialised
Business Unit that supports Area Managers andsales networks. This Business Unit provides
expertise in consulting, design, theming, andoffers a range of accessories and water games.
Accessories and games are not manufactured inhouse; we have suppliers and partners, and thedivision is responsible for their procurement andselection.

Pool’s Specialist is the brand that identifies the best and most loyal customers within
the Pool’s customer base.

PrimaVeraPool is a product brand under the Pool Comp umbrella. It represents amodular above-ground self-supporting multifunctional pool made of galvanized steel.
Available for both the Italian and international markets.

i.Blue Piscine is a commercial organization specializing in the construction of standard
models of private pools. It targets the mid to low-end market and distributes exclusively
in Italy. It has an internal structure along with external distributors (approximately 50).

Pool in Progress

Gloobe is an e-commerce brand that offers pool accessories and components at reduced
prices.

1. A&T EUROPE IN THE WORLD.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

30 | 311.2.1 BUSINESS SECTOR
A&T Europe’s global success is the result of extensive experience and a comprehensive coverage of thepool market. The company designs and constructs pools for various market sectors, including: private
pools, competition pools, recreational pools for water parks and campings, pools for hotels and resorts,
pools for gyms and fitness centers, thermal pools and spas, physiotherapy pools, wellness and spas.

1.2.2. PRODCUT AND MARKET SERVEDPRIVATE POOLS
Since 1961, A&T Europe’s core activities have been centered on the private pool sector
in Italy. Our company designs, manufactures, and installs private pools, specialisingin technically complex projects with and in many cases, intricate details. Attention
to detail and finishes allows for complete project customisation and integration withthe surrounding environment. In Italy, the company operates with dealers and service
centers that provide maintenance services to both customers and external clients.
A&T Europe is affiliated with Assopiscine, the Italian Association of Pool Builders.

POOL COMPONENTS
The company has an in-house division dedicated to the production and marketing of poolcomponents. It manufactures a significant proportion of the items shown in its catalogue and is
the only Italian producer of a complete range of ABS accessories (skimmers, lights, nozzles, bottom
drains). A&T Europe places a strong emphasis on delivering quality and customer satisfaction for thisrange.

1. A&T EUROPE IN THE WORLD.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

32 | 33

COMPETITION
POOLS
A&T Europe has developed exclusive technologies to provide for tailor-made solutions
for the construction of large, permanent and temporary competition facilities. These
include swimming pools, water polo pools, synchronized swimming pools, and diving
pools.
Our precision in installation, short construction times, and compliance withdimensional tolerances set by regulations have led many countries’ swimming
federations to choose Myrtha technology for some of the world’s most importantcompetitions.
Since 2009, A&T Europe has been a partner of World Aquatics (formerly FINA) and, in
2022, entered into an agreement as the Official Supporter of the Paris 2024 Olympic
Committee for the construction of 24 pools. A&T Europe also sponsors over 20 of theworld’s most important aquatic federations.

RECREATIONAL POOLSFOR WATER AND HOLIDAY
PARKS
A&T Europe transforms pools into spaces for entertainment and relaxation. They create uniquesolutions, projects, and structures suitable for various recreational needs, both indoors and outdoors.
These pools come in various shapes, with “beach” entry, dedicated hydro-massage areas, or special
water features. They can include accessories such as slides, water mushrooms, fountains, or raised
areas above the water’s surface

1. A&T EUROPE IN THE WORLD.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

34 | 35

POOLS
FOR hotel AND RESORTS

POOLS FOR GYMS AND
FITNESS CENTERS

In the hospitality sector, A&T Europe ensures the realisation of various projects incompliance with architectural and safety standards. They offer the best structural andaesthetic solutions, even in confined spaces, on terracesand in high-rise buildings.
Installation is carried out quickly without disruption to clients and customers., We
provide easy and rapid maintenance and offer a wide range of accessories and waterfeatures for leisure and fun participation in the pool.

A&T Europe designs and builds pools for exclusive fitness centres worldwide. Our high-level
design and exclusive solutions seamlessly integrate with the prestige and quality of these centers.
Myrtha technology allows for the rapid completion of complex projects with minimal disruption tooperations, meeting both architectural and user safety standards. They offer a wide range of specificfitness accessories and structures while providing top-tier solutions in terms of structure, filtration,
and water treatment.

A&T Europe has established partnerships with several of the world’s most importantinternational hotel chains, including Hilton, Marriott, and Accor.

Virgin Active Fitness is among the prominent brands with which A&T Europe has collaborated,
constructing pools in several centres in Italy and worldwide.

1. A&T EUROPE IN THE WORLD.

THERMAL POOLSAND SPAS

LETTER TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T EUROPE

3.
Governance
AND RESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINE

1. A&T EUROPE IN THE WORLD.

36 | 37

A&T Europe has promoted its expertise and technologies internationally in thethermal wellness sector, creating exclusive projects in areas known for their thermal
spring and health treatments. Our materials, specifically designed for pool use, ensure
maximum resistance to various types of water, from chlorine-treated to thermal andsaltwater. Myrtha technology allows maximum versatility in complex projects, often
involving connected pools, partially covered areas, waterfalls, hydro-massage areas, andunderwater lights.

PHYSIOTHERAPY
POOLSWhen designing and installing physiotherapy pools, it is crucial that the pool structure andequipment meet specific requirements to ensure the therapeutic value of the facility. A&T Europe’s
technologies are ideal for pools with therapeutic and rehabilitative purposes, allowing for the pool’s
integration into existing environments, often tight or difficult to access.
This facilitates the monitoring of rehabilitation activities undertaken by patients within the pool.
A&T Europe also offers a full range of essential therapy accessories. In addition to building pools
for hospitals and medical rehabilitation facilities, A&T Europe operate within sports centres andfootball clubs in Italy and abroad.

1. A&T EUROPE IN THE WORLD.

1. A&T EUROPE IN THE WORLD.

8.
GUIDELINES

1.2.3. THE SUPPLY CHAIN

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

Suppliers are essential to A&T Europe, bothto optimise internal production processes
and to improve our products and services.
Some suppliers are also of strategic
importance as they are at the heart ofproprietary products and technologies.

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

A&T Europe maintains its ongoing relationships with its suppliers to convey our commitment to a responsible business conducted throughout the entire supply chain.
The main tool adopted consists of the supplier qualification process, according to a specific procedure:• communication to and suppliers’ acceptance of the code of ethics• completing the assessment questionnaire• audits and site visits.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

The company classifies suppliers into three categories based on the assessment and audit results: A, B and C.

38 | 39

Category A (Qualified) includes suppliers who score above 50% on the assessment question, have notbeen flagged for non compliance, sourcing, HR, HSE, quality and/or finance, and who have satisfactorily
passed the on-site audit.

Wellness AND SPAS
In recent years, A&T Europe has launched the Myrtha Wellness division, specializing in
the design, production, and installation of wellness and SPA structures.
Leveraging its technologies and expertise, Myrtha Wellness offers unique product andproject proposals in the wellness market, including SPAs, home SPAs, hotels and resorts,
fitness clubs, yachts, cruise ships, and club-houses. Water and wellness facilities cannaturally be combined in all these projects, and Myrtha Wellness supports clients every
step of the way during design, construction, and management.

Category B (Conditional Qualification) includes suppliers who satisfy the first two requirements mentioned above and who have an approved audit, but are subject to the implementation of corrective plans.
Once the corrective plans are implemented, these suppliers are re-qualified and moved to category A.
If they do not take the required measures within the allotted time, they will be re-classified to category C.
Lastly, category C (Disqualified) refers to suppliers who obtain less than 50% of the points on thequestionnaire and, in addition, have been reported for the problems mentioned above or who fail theaudit. These suppliers will have the opportunity to implement a corrective action plan agreed with A&T
Europe before making a final decision on their ban from working with our group of companies.
In the future, A&T Europe intends to apply all the requirements and objectives of ESG certification to its
suppliers.

1. A&T EUROPE IN THE WORLD.

1. A&T EUROPE IN THE WORLD.

8.
GUIDELINESMARKET RISK –STRATEGIC APPROACH

7.
PEOPLE

Potential customers with increased difficulties to mobilise built products due to the ongoing market
crisis. Therefore, it will be necessary to privilege high quality products and customers that build highefficiency buildings with a classification not lower than B. This will avoid construction sites thatcertainly will encounter great difficulties in obtaining financing and selling their products.

STAFF INFORMATION

6.
comMUNITY

The management of the COVID 19 pandemic involved significant and important activity in the firstpart of the year, this gradually diminished with the relaxing of the state of emergency (31 March
2022). Visiting guests and colleagues were constantly kept informed by the prevention andprotection service (SPP) with communications and circulars on the health and logistical conditions in
the destination countries. The SPP service periodically updates the list of all European andnon-EU countries with an indication for each of them of a risk index (low, medium, high), establishedbased on health, environmental and political-social context parameters.

5.
ENVIRONMENT

•

•

4.
InnovaTION•••

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP•

40 | 41•1.3. businessstrategy INCLINATION TO
SUSTAINABILITY

During the year, the ability of taking part in safety courses in the classroom was restored,
including those that included a practical session. The attending online courses (e-learning) andvideo conferences remains available for all.
The safety training programme required by the annual training plan was completed and therequired updates were held.
The annual health surveillance plan was completed with the scheduled medical visits carried out.
During 2022, no significant injuries or cases of occupational illnesses occurred, nor did any
disputes arise with staff in relation to the aforementioned areas.
A new corporate risk assessment document (DVR) has been adopted (rev. 0 of 27.09.2022), which
consists of a main body and 13 annexes. In particular, the new safety organisation chart has beenrevised.
The company has adopted the organisation and management model provided for by decree
231/2001.
As part of the activities envisaged by the model, the supervisory body (ODV) carried out specificaudits to control and monitor company activities.

ENVIRONMENTAL INFORMATION(gri 3-3)

For A&T Europe, the company’s sustainability must translate into the implementationof tangible initiatives that produce positive effects on people, the environment and thecommunity; not only this but, sustainability is connected to the company’s innovation,
as it enhances business strategies with content and fuels their growth. Lastly, it is also
an opportunity to improve the quality of products and services, guarantee the responsible sourcing of raw materials throughout the supply chain, ensure respect for humanrights and the living conditions of the people involved and promote sustainable
practices to preserve natural resources.
In 2022 A&T Europe decided on a strategic direction and implemented a series ofsustainability-oriented actions which are reported in the management report andlisted below:

The activity involves operational management and fulfilment of documentary requirements invarious areas (control and analysis of atmospheric emissions, identification and disposal of waste,water discharge, issuing of CPI [Fire prevention certificate] certificates, etc.).
Among the most important activities during 2022 were:­• The issue of the single environmental authorization (AUA) for the entire A&T Europe industrial
complex integrated with the new warehouse/production building and the related transferred
activities.
­• Safety data sheet update – EU Regulation 878/2020. The purchasing office again requested the
updating of all safety data sheets from all suppliers, a necessary condition for proceeding with thespecific chemical risk assessment.
• Explosive precursors – EU Regulation 1148/2019. The procedure for the traceability and sales
control of products containing explosive precursors is adequately managed (Pool PH - liquid; PH
minus business, which contain sulphuric acid shrinkage <=35%).
• Biocides - EU Regulation 528/2012 and Leg. Dec. 179/2021 (sanctions decree). After concluding thereport by the consultant Normachem, it was decided to eliminate the products containing peroxide,
sanitizer and chlorine bromine from the catalogue, replacing them (where possible) with products
from other already registered suppliers. With regard to products containing trichlorine, use willcontinue for maintenance only; as regards products containing dichlorine, PMC registration will be
carried out under the name of A&T Europe.

2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

1. A&T EUROPE IN THE WORLD.

1.4 ECONOMIC PERFORMANCE
1.4.1. DIRECT GENERATED AND
DISTRIBUTED ECONOMIC VALUE (gri 201-1)

1.5. PROCUREMENT (gri 204-1)
The purchasing office manages most of the group’s supplies. Some department heads proceed
directly and autonomously with the procurement of some specific services, such as marketing. The
company purchases both raw materials and components for our production facilities, as well as
finished products for brands or products that we do not produce ourselves. The volume managed
by the purchasing office in 2022 was Euro 39 million (Euro 42 million in 2021).

The most relevant economic aspects of A&T Europe are presented through the reclassification statement of the Income Statement, with the aim of giving evidence of theeconomic value directly generated by the company and its distribution to internal andexternal stakeholders.

In 2022, 31% of the group’s suppliers are product suppliers, accounting for 62% of the year’s purchasing volume. In contrast, there are more service providers, amounting to 69% of total suppliersin 2022, but they account for 31% less purchasing volume in 2022.

The Distributed Economic Value represents the value of the economic and social
impact of A&T Europe, as well as the wealth generated and distributed to certain
categories of subjects who, with their different contributions, have contributed to
producing it as the company’s main stakeholders.

In terms of criticality, A&T Europe considers critical suppliers to be those who exceed Euro 50,000
in purchase costs. At the close of the 2022 financial year, A&T Europe had 105 suppliers classified
as critical, representing 30% of total suppliers and 94% of total purchases. The average supplier
payment days in 2022 were 71. In 2022, there are no significant changes in the ownership structure
or location of A&T Europe ‘s suppliers that affect our supply chain, except for one company of which
A&T Europe has acquired control.

The Retained Economic Value represents the part of economic resources retained
within A&T Europe for its own sustenance and sustainability over time and is thevalue of depreciation, provisions and increases in reserves.
In 2022, the Generated Economic Value was approximately Euro 99 million.
Of these, 95% were distributed to stakeholders, according to the table below. The
portion retained by A&T Europe is equal to 5%, or approximately Euro 5 million: thiscorresponds to how much has been invested within it and is the value of depreciation,
provisions and increases in reserves.

In order to ensure that the products and services required by the organization are available in theright quantities at the right time, we rely on a combination of local suppliers and suppliers in otherparts of the world to optimize costs and availability while minimizing risk.
A&T Europe makes extensive use of the network of local product and service suppliers in all cases
where, thanks to the efficiency and availability of the products, this is possible. The purchase isdefined as local when the supplier company is less than 50 km from our production site in
Castiglione delle Stiviere.

Table of generated and distributed economic value
2021

2022

PRODUCTION VALUE

94.839.183

98.493.459

OTHER INCOME

191.923669.270

TOTAL GENERATED ECONOMIC VALUE

95.031.106

99.162.729

OPERATING COSTS

68.850.740

73.544.167

EMPLOYEES

19.508.358

19.384.260

PUBLIC ADMINISTRATION

1.207.967

1.000.326

In the case of installation activities, since A&T Europe’s customers are all over the world, local
purchasing is defined when the country where the installer is based is the same as the country of theend destination of the product. In 2022, the number of local A&T Europe suppliers was approximately
22% of the total significant suppliers.

Supplier classification table by proximity and inclusion
2022

1

LENDERS
1.
A&T EUROPE
IN THE WORLD

1. A&T EUROPE IN THE WORLD.

180.997175.027
2

TOTAL DISTRIBUTED ECONOMIC VALUE

89.748.062

94.103.780

RETAINED ECONOMIC VALUE

5.283.044

5.058.949

LetteR TO THE
stakeholder

3

42 | 43

4Companies with a turnover < €10 million/year.
Companies located <50km away from the A&T
Europe headquarters in
Castiglione delle Stiviere(MN).
The Purchasing Officemanages 320 active
suppliers, but only the
first 250 by turnover are
considered, as the rest
have marginal value.
Companies based in thesame country in which
the installation takes
place.

N.

%

MEDIUM/SMALL SUPPLIERS 1

90

36.0%

LOCAL SUPPLIERS2

54

21.6%

WOMEN-OWNED SUPPLIERS

4

1.6%

SUPPLIERS THAT ARE WORKER-OWNED OR EMPLOY
WORKERS FROM VULNERABLE, MARGINALIZED OR
UNDER-REPRESENTED SOCIAL GROUPS

1

0.4%

TOTAL SUPPLIERS3

250

100%

INSTALLATIONS CARRIED OUT BY LOCAL COMPANIES 4

15

52%

TOTAL INSTALLATIONS

29

100%

2.
SUSTAINABILITY
FOR A&T EUROPE.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

2. SUSTAINABILITY FOR A&T EUROPE.

46 | 47

2.SUSTAINABILITY FOR A&T EUROPE.

SUSTAINABILITY
FOR A&T EUROPE
The sustainability methodology applied by A&T Europe is based on the analysis of
double materiality.
The concept of materiality defines how and why certain topics and information are
relevant to a company, sector or industry. The materiality analysis lays the foundations
for the sustainability strategy of companies, giving them the ability to comprehensively
understand, assess and consider risks, opportunities and impacts.
In formulating its idea of sustainability, A&T Europe explored the concept of financial
materiality on the one hand, in order to give specific stakeholders (such as investors)
an indication on the ESG issues relevant to the company from a financial point of view.
On the other hand, A&T Europe has also adopted a multi-stakeholder vision that takes
into account not only what is important for the company, but also what is relevant for
its stakeholders.
The double materiality analysis adopted by A&T Europe thus aims to extrapolate theinformation necessary to understand the way in which sustainability issues(environmental, social, governance) influence its activities, as well as the informationnecessary to understand the overall impact of A&T Europe on people and theenvironment. Before analysing the developments of the materiality analysis,
A&T Europe focused on identifying the relevant stakeholders.

2.1. THE STAKEHOLDERS (gri 2-29)
To identify and classify the stakeholders, A&T Europe examined each of them over three dimensions:the power to influence the company’s operations, the interest in the company’s activity, and thepredisposition towards it.
The stakeholder relevance analysis was developed based on the methodology indicated in thevolume Corporate Diplomacy – Witold J Henisz – 2014.
The methodology used allows a definition of the relevant stakeholders, taking into account both therelationship with the company and the mutual influence between stakeholders, with the aim of
improving interactions with them.
The relevant stakeholders for A&T Europe are:• Customers• Sports associations• Employees• Suppliers• Local administrations

2.2. MATERIALITY FOR A&T EUROPE
The materiality analysis allows the priority environmental, social and economic issues
for the company that operates in a specific sector to be identified and assessed.
Materiality is the characteristic by which a certain aspect of the relationship between the company
and its stakeholders is able to influence the organisation’s ability to create value.
The information acquired at the end of the materiality analysis is necessary to guide the company’s
strategy and communication.
The term “double materiality” signifies:
1. the impact that sustainable development has on the company’s economic performance(financial materiality analysis); and2. the company’s impact on sustainable development (impact materiality analysis).
A&T Europe has decided to use the SASB standard for the financial materiality analysis, and the GRI
standard for impact materiality.

2. SUSTAINABILITY FOR A&T EUROPE.

2.2.1. FINANCIAL MATERIALITY

2.2.2. IMPACT MATERIALITY (gri 3-1, 3-2)

A&T Europe has decided to give a relative order of priority to the topics according to their financial
materiality. A multifunctional working group set up within the company carried out a materiality test
according to the SASB methodology. The working group analysed each topic in relation to different
risk/opportunity factors, to estimate their impact on the company’s operational and financial
performance. The test results produced an order of relevance shown in the following histogram:To analyse the materiality impact, A&T Europe decided to mainly use the material topics of the GRI
reporting standard.
The working group made an initial selection among all the material topics proposed by the standard,
selecting those most linked to A&T Europe‘s business, and then proceeded to assign them a priority.
Some people within the company were then asked to illustrate the interests of the stakeholders,assigning each of them a stakeholder according to a criterion of proximity to their professional
relationships.
A&T Europe used these corporate figures, defined as “Avatars”, to replace an engagement activity not
yet defined, and on the occasion of the first drafting of a sustainability report. The future objective is
to start a stakeholder engagement process to involve them directly in the materiality analysis.
For the impact materiality analysis, each individual acting as a stakeholder was asked the following
question: “From the point of view of the stakeholder represented, what is the relevance of the impactthat A&T Europe has on the topics listed?”.

­•Engineering and construction: The design and construction services sector offers relevant topics
for those who provide engineering, construction, design, consultancy, procurement and otherrelated services in support of various construction and infrastructure projects. A&T Europe‘s activity
falls within the civil engineering sector, as the company participates in the design and constructionof products and infrastructures in projects led by a general contractor or local construction
companies.

­•

Industrial goods: A&T Europe‘s activity includes elements typical of the production of industrial
goods, given the use of large quantities of raw materials, including steel, plastic, and rubber, andgiven the destination of its products as intermediate goods in the value chain.

Through the recognition of the SASB standards of the two sectors, A&T Europe has identified some
sector-specific sustainability issues:• Product design• Product regeneration• Structural integrity and safety of the product• Environmental impact of construction sites / Biodiversity• Business ethics• Energy management• Health and safety at work
A&T Europe has decided to give a relative order of priority to the topics according to their financial
materiality. A multifunctional working group set up within the company carried out a materiality
test according to the SASB methodology. The working group analysed each topic in relation to different
risk/opportunity factors, to estimate their impact on the company’s operational and financial
performance. The test results produced an order of relevance shown in the following histogram:
HIGH
MEDIUM
LOW

50

35

20

SECTIONSPRODUCT
REGENERATIONENERGYMANAGEMENT

BUSINESS ETHICSPRODUCT DESIGNHEALTH AND SAFETY
AT WORKSTRUCTURALINTEGRITY AND SAFETY
OF THE PRODUCT0ENVIRONMENTAL
IMPACT OF
CONSTRUCTION SITES

MATERIALITY INDEX

8.
GUIDELINES7.
PEOPLE
6.
comMUNITY
5.
ENVIRONMENT
4.
InnovaTION
3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP2.
SUSTAINABILITY
FOR A&T Europe
1.
A&T EUROPE
IN THE WORLD
LetteR TO THE
stakeholder

48 | 49

2. SUSTAINABILITY FOR A&T EUROPE.

The final survey produced a list of material topics, reported in order of priority:
1. GRI-201 Economic Performance
2. Risk management of major events
3. GRI-417 Marketing and Labelling
4. GRI-204 Procurement Practices
5. GRI-305 GHG Emissions
6. GRI-306 Waste
7. GRI-303 Water and Effluents
8. GRI-405 Diversity and Equal Opportunity
The list represents the sustainability issues where the company believes it has a non-negligible impact,even if with limited operational or financial implications.

2. SUSTAINABILITY FOR A&T EUROPE.

2.3. THE CULTURE OF SUSTAINABILITY

Reconciliation tablebetween material topics
and DSGA&T Europe considers the focus on environmental and social sustainability as a distinctive value factor,
in terms of the development of company performance.

The UN 2030 agenda aims at the convergenceof the theme of sustainability and innovation ina world where action respects the environment
and the needs of current and future generations.
Signed in 2015 by 193 states, the agenda ismade up of 17 objectives for sustainable development (or Sustainable Development Goals - SDGs)
and 169 targets, taking into consideration all
three areas of sustainable development:
economic, social and environmental.

MATERIALITY

Sustainability issues such as the SDGs are often categorized as business risks, but they can also be
development opportunities for the company. Sustainable development goals can be important for value
creation in certain sectors and for certain business models, but at the same time be irrelevant
for others.
An approach to the SDGs is needed that helps the company to allocate resources to specific activities,
capable of obtaining three outcomes:• Reduce negative impacts• Make positive impacts• Achieve financial goals with an acceptable level of risk.

FINANCIAL

In this context, the company can discover where the SDGs are best positioned to make a contribution
and in turn obtain a benefit, identifying the links between the specific targets of the SDGs and ones
activities and/or products and services. In this way the company makes it feasible and can maximize
its contribution to the sustainable development goals.
The result of the analysis is in the reconciliation between the themes that emerged from the materiality
analysis and the SDGs.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

2. SUSTAINABILITY FOR A&T EUROPE.

50 | 511

Mandatory topic
according to the GRI
standard

According to the financial materiality analysis, in line with the corporate
strategy, A&T Europe contributes in particular to eight sustainable
development objectives, in the following order:

According to the financial materiality analysis, in line with the corporate
strategy, A&T Europe contributes in particular to eight sustainable development objectives, in the following order:

IMPACT

TOPICSSDG

PRODUCT DESIGN

6,7,9

PRODUCT REGENERATION

8,9,12

STRUCTURAL INTEGRITY AND SAFETY OF THE PRODUCT9ENVIRONMENTAL IMPACT OF
CONSTRUCTION SITES – BIODIVERSITY

15

BUSINESS ETHICS

16

ENERGY MANAGEMENT

7HEALTH AND SAFETY AT WORK

3,8

ECONOMIC PERFORMANCE

8

RISK MANAGEMENT OF MAJOR EVENTS

17

MARKETING AND LABELLING

12PROCUREMENT

8GHG EMISSIONS

13

WASTE

3,6,12

WATER AND EFFLUENTS

6

DIVERSITY AND EQUAL OPPORTUNITY

5,8

PEOPLE MANAGEMENT1

5,8

3.
GOVERNANCE
AND RESPONSIBLE
LEADERSHIP.

8.
GUIDELINES7.
PEOPLE
6.
comMUNITY
5.
ENVIRONMENT
4.
InnovaTION

3. GOVERNANCE AND RESPONSIBLE LEADERSHIP.

3.1. CORPORATE GOVERNANCE SYSTEM (gri 2-9, 405-1a)3.2. RISK MANAGEMENT SYSTEM (gri 2-25)

The group’s governance is ensured by the board of directors (bod) of A&T Europe S.p.A. which covers thefollowing main functions:• Strategic commercial, technological and productive direction of the group• Group financial and equity management• Organisational and personnel management policies• Decision-making and general guidance on health, safety and environmental issues• High-level management of external communications.

Risk management aims to preserve the profitability of A&T Europe along the entire value chain.
Model 231 contains all the operating principles and procedures aimed at preventing offences beingcommitted and promoting correct behaviour by those who work on behalf of the company, incompliance with the principles of legitimacy, correctness and transparency.

1.
A&T EUROPE
IN THE WORLD
LetteR TO THE
stakeholder

54 | 55

For the purpose of defining model 231, which took place in 2022, A&T Europe carried out an
investigation to identify those company activities in which the crimes envisaged by Legislative
Decree 231/2001 can be committed. The activity also led to the definition of control protocols in
relation to the most sensitive activities identified. Regarding ESG risks, within the same model, there
are aspects that can be traced back to the environmental dimension.

The board of directors is supported by the board of auditors, whose main functions are:
• Verifying compliance with the law and the articles of association• Verifying compliance with the principles of correct administration• Verifying the adequacy of the organisational, administrative and accounting structure adopted by thecompany and its actual functioning.

As regards industrial activity, in order to limit and prevent the occurrence of related risks, A&T Europe
makes use of the risk assessment document (DVR) which establishes the methods for identifying
dangers and assessing all risks for the health and safety of all staff members.
The DVR was issued in 2022 adopting the methods established by Legislative Decree 81/08.

In addition to the board of directors, the company avails itself of the support of its managers through asystem of periodic meetings (Staff Meetings), through whichit;• informs about decisions and directions established by the board of directors• gathers information and opinions from managers based on a debate on issues of general interest• promotes communication between different divisions and departments.

A&T Europe recognizes the importance of aligning with best practices regarding ESG risks, taking
inspiration from national and European regulatory dictates. A&T Europe is not subject to theregulatory obligations established by Legislative Decree 254/2016 (Non-financial declaration).
The company considers Legislative Decree 254/2016, and the areas to which the decree refers, todescribe the main risk factors for its sustainability and the monitoring tools it has adopted to ensure
constant control and monitoring.

Lastly, the company has set up a supervisory body pursuant to Legislative Decree 231/01.
The composition of the governing bodies of A&T Europe in office as of 31/12/2022 is illustrated in the table.

Composition of A&T Europe’s governing bodies table
Composition of thecorporate bodies

Board ofdirectors

2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

3. GOVERNANCE AND RESPONSIBLE LEADERSHIP.

Name

Role

PositionType

GIORGIO COLLETTOPRESIDENT-M

ROBERTO COLLETTO

CEO

-

M

Areas of Legislative
Decree 254/2016

Risk factors

ENERGY
WATER
environment

MODEL 231, DVR

ANNALISA COLLETTODIRECTORTECHNICAL CONSULTANTF

GHG EMISSIONSMARCELLO BALZARINI

DIRECTORTECHNICAL CONSULTANTM

ENVIRONMENTAL IMPACT OF CONSTRUCTION SITESVANNA CATTIVELLIDIRECTOR

INDEPENDENTFPRODUCT SAFETY
SOCIAL

Board ofauditors

Supervisorybody

ISO 9001, EN 1090-2, UPC®

SALVATORE LOPIZZOPRESIDENTACCOUNTANTM

PRODUCT EFFICIENCYSALVATORE PALMI

STANDING AUDITORACCOUNTANTM

EMPLOYEE WELL-BEING

STEFANIA DELFIOR

STANDING AUDITORACCOUNTANTFROBERTO GALDINOPRESIDENT

EXTERNAL

M

MARCO BRAGHINI

STANDING MEMBER

EXTERNAL

M

ANDREA SELLINISTANDING MEMBER

EXTERNAL

M

All governing bodies have a term of three years. The board of directors was renewed in 2023 with theapproval of the 2022 financial statements.

Monitoring instruments

personnel
management

DVR, MODELLO 231
WORKPLACE HEALTH AND SAFETY WORKEQUAL OPPORTUNITIESCODE OF ETHICS

human rights

RELATIONS WITH EMPLOYEES, SUPPLIERS, PARTNERS

CODE OF ETHICS

fight against
corruption

COMMERCIAL RELATIONS AND WITH THE PUBLICADMINISTRATION IN ITALY AND ABROAD

MODEL 231, CODE OF ETHICS

3. GOVERNANCE AND RESPONSIBLE LEADERSHIP.

3. GOVERNANCE AND RESPONSIBLE LEADERSHIP.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

3.3. BUSINESS ETHICS

56 | 57

3.3.1. CODE OF ETHICS
The two pillars of A&T Europe’s philosophy are ethics and a passion for excellence:• Ethics, understood in the sense of building value over time, through transparency, honesty, respect
for others• Passion for excellence, as a love for beauty and what is well done.
Inspired by the passion in our work, we want not only to pursue the right profit but also
to improve the quality of life of our stakeholders through the values in which we believe.
A&T Europe is aware that with its work, carried out with a sense of responsibility and moral integrity,
it contributes to the process of economic development in Italy and around the world and to the civil
growth of the countries in which it operates. The company believes in the value of work and considers
legality, correctness and transparency of action to be essential prerequisites for achieving its economic,
productive and social objectives. For these reasons the company has adopted a code of ethics,
approved by resolution of the board of directors of 16 January 2015.

With the A&T Europe code of ethics, a set of rules has been formally established:• of behaviour in relations with external interlocutors, collaborators, the market and theenvironment, rules on which the company shapes its internal and external activities, requiring
compliance by all collaborators, consultants and, where relevant, by external interlocutors• of organisation and management, aimed at creating an efficient and effective system of planning,
execution and control of activities such as to ensure constant compliance with the rules of conduct
and prevent their violation by anyone who works for the company.
A&T Europe believes in free and fair competition and bases its actions on obtaining competitive resultsthat reward ability, experience and efficiency. The company and its collaborators must therefore behave
correctly in matters of interest to the company and in relations with the public administration. Any
action aimed at altering the conditions of correct competition is contrary to company policy and isprohibited by any person acting for the company. In no way can the pursuit of the company’s interests
justify conduct of the company’s top management or collaborators that is not respectful of the laws inforce and compliant with the rules of the code of ethics. In every external communication, theinformation regarding the company and its activities must be truthful, clear and verifiable.
The company’s relationships with external interlocutors, public or private, must be conducted inaccordance with the law and in compliance with the principles of correctness, transparency andverifiability. In particular, relations with public employees must comply with the principles andprovisions dictated by Presidential Decree 62 of 16 April 2013 (Code of conduct for public
administration employees).
The pursuit and establishment of personal relationships of favour, influence or interference capableof influencing, directly or indirectly, the outcome of the relationship is prohibited with representatives
or employees of public administrations. Offers of goods or other benefits to representatives, officials or
employees of public administrations are also prohibited, even through third parties, unless they are
gifts of modest value and compliant with customs, and provided they cannot be understood as aimed
at searching for undue favours. The company does not provide contributions, advantages or otherbenefits to political parties and employes trade union organisations, nor to their representatives, unlessin compliance with applicable legislation.

When participating in tenders, the company carefully evaluates the adequacy and feasibility of therequired services, with particular regard to the technical and economic conditions, safety andenvironmental aspects, and promptly points out any anomalies where possible.
The formulation of the offers is such as to allow compliance with the defined quality standards,
appropriate levels of remuneration for employees and current workplace safety and environmental
protection measures. The company only resorts to litigation when its legitimate claims are not satisfied
by the interlocutor. In general, in conducting any negotiation, situations in which the parties involvedin the transactions are or may appear to have a conflict of interest are avoided.
Taking the opportunity provided by Legislative Decree No.231 of 8 June 2001, A&T Europe has
adopted its own organisation, management and control model in order to regulate company processes
and reduce the risks inherent and linked to committing offences which may give rise to criminal
liability in its regard. Following the legislative interventions which have expanded the list of so-called“predicate crimes 231” as well as the organisational changes that have affected the company, themanagement has started a project to review and analyse its management and control tools with theaim of verifying the compliance of the behavioural principles and procedures already adopted for the
purposes pursued by Legislative Decree 231. In this sense, the adoption of the organisational model
constitutes a valid tool for raising awareness of all those who operate in the name and on behalf of
A&T Europe, as well as an incentive to behave correctly.

3. GOVERNANCE AND RESPONSIBLE LEADERSHIP.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

3.3.2. SUPERVISORY BODY

58 | 59

The board of directors appoints the supervisory body, a board made up of three members, amongwhom the president is appointed, from which, it in turn receives reports of critical issues comingfrom it, in compliance with the model drawn up in compliance with Legislative Decree 231/2001.
During 2022, no reports of violations of the organisational model or the code of ethics were received.

3.3.3. whistleblowing
A&T Europe has established a specific procedure for the management of reports of crimes andirregularities. The protection of employees who blow the whistle is contained in a plurality of laws, suchas freedom of conscience, freedom of expression and information and the general right of action.
No reports were received by the supervisory bodies in 2022.

3.3.4. MANAGING AND
FIGHTING CORRUPTION (sasb IF-EN-510a.1,.2,.3)
The company fights any form of crime and prevents corruption crimes in full compliance with current
laws and national regulations. A&T Europe‘s commitment finds its application in the code of ethics,
which recalls the principles of “transparency”, “truth”, “honesty”, and the criterion of conduct to beobserved in relation to the public administration.
The methods of managing sensitive activities and the related responsibilities are described in various
protocols of the 231/2001 model with the attribution of powers of delegation, signature and access toaccounts exclusively in relation to specific managerial figures and specific transactions. The principleof dual control also applies which involves cross-checking through the involvement of multiple people
within the company. What is stated in the code of ethics and in model 231/2001, as well as what isprovided for by Italian legislation, are fundamental and sufficient for optimal management by A&T
Europe. This approach is also the key to fighting corruption also in terms of the supply chain:
the group’s suppliers are in fact invited to accept the code of ethics and the values stated therein.
As regards the international sphere, as of 31/12/2022, A&T Europe had no open contracts andtherefore no expectations of future revenues in any country among those with the 20 worst rankings ofTransparency International’s Corruption Perception Index (CPI).
During 2022, A&T Europe did not suffer any monetary sanctions resulting from proceedings associatedwith allegations of active or passive corruption or anti-competitive practices.

3.3.5. COMPLIANCE WITH
LAWS AND REGULATIONS(gri 2-27)
There were no significant cases of non-compliance with laws and regulations applicable to A&T Europe
during 2022.

3. GOVERNANCE AND RESPONSIBLE LEADERSHIP.

4.
InnovaTION.

4. INNOVATION.

4. INNOVATION.

A&T Europe designs its products managing their environmental and social impact throughout their
entire life cycle.
A&T Europe‘s Myrtha technology consists of prefabricated modular elements. The whole structure
which constitutes, in the context of a swimming pool venue , the set of bathing pools and the related
support and anchoring elements, is engineered according to guidelines and standard modules adapted
to the context of each specific project.
The characteristics of lightness, flexibility and longevity that have distinguished the Myrtha technology
for decades, establish its competitive advantage compared to reinforced concrete solutions, also
according to environmental impact criteria. The markets that are most attentive to measuring thelife cycle of buildings have already integrated the contributions resulting from the choice of
A&T Europe solutions.

100%

Maintenance costs

75%

50 m concrete pool with tiles
50 m concrete pool with render
50 m Myrtha pool
50%

25%

0%

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP2.
SUSTAINABILITY
FOR A&T Europe
1.
A&T EUROPE
IN THE WORLD
LetteR TO THE
stakeholder

62 | 63

Medium and long term maintenance costs of a 50 m
Medium and long term maintenance costs of a 50m Myrtha Pool
MYRTHA POOL comparedwith with
2 typesof 50 mcompared2 typesof CONCRETE
50m concrete.

At the end of the 1990s, the issue of the energy cost of a swimming pool, translated into equivalent
CO2 emissions, was analysed by the largest engineering company in Australia(https://www.acor.com.au/) which, based on data and academic studies on the energy necessary forthe production of building materials, had concluded that the Myrtha technology has a Carbon
Footprint of less than 50% compared to the equivalent work made of reinforced concrete.

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

4.1. PRODUCT DESIGN

0

5

10

15

With regards to the Myrtha tank and its maintenance, clients are limited to just a few contractors in the UK to repair and clean
the
liner
- Barr and(Comparative
Wray, FT LeisureandNeumanYears after
pool
completion
study
done
on theAqua.
Challenge Stadium
GT+3 architectural firm
On simulation
both pools, the plastic grating to the scum channel will need regular cleaning and inspection.

Swimming Pools in Perth - Australia)

4.1.1. PRODUCT CERTIFICATION (sasb IF-EN-410a.1)
Studio Accor

The architectural firm GT+3 Architects (https://www.gt3architects.com/) conductedsimulations on the entire life cycle of the swimming pool. The results show how the maintenance costsof an A&T Europe pool are lower with respect to traditional technologies in the medium to long term.
Digitisation is the key factor in enabling sustainability. Based on this paradigm,
A&T Europe has invested and structured itself, always being at the forefront in the adoption of IT
processes and tools capable of guaranteeing it a solid competitive advantage. To date, the internal
resources and skills in the architecture & engineering field confirm A&T Europe as one of the world’s
leading players from a BIM (Building Information Modelling) perspective, capable of addressing withmaximum efficiency the challenges and requirements of the most demanding General Contractors interms of co-design management on Common Data Environments.
(https://www.myrthapools.com/en/our-dna/design-architects/)

A&T Europe made assessments according to the main national and international sustainability standards
to obtain useful certifications for its customers and at the same time to improve the offer of products andservices on a market that is increasingly attentive to environmental impact issues.
The company has had a LEED® product mapping certified by the TÚV since 2011.

Mapping of Myrtha Pools
and Piscine Castiglione
compared to the LEED®
standard

20

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

4. INNOVATION.

The assessment criteria of the LEED standard refer to buildings as a whole, therefore the certifications(with the related performance levels: Silver – Gold – Platinum) are not applicable to a single part ofthem. A&T Europe can provide several “credits” to contribute to the building certification.
Over the years the company has invested both to update the values obtained to the new standards(LEED V4 mapping in 2019) and to extend the range of product mappings to other international
standards (BREEAM® and GREEN STAR of GBC Australia, in 2020).
https://www.myrthapools.com/en/our-dna/myrtha-green-for-leed-certification/
The certification of A&T Europe products with the SGBC (Singapore Green Building Council) isunderway.
According to the aforementioned international standards, LEED, BREEAM, and others, A&T Europe
products are 100% certifiable, both for prefabricated pools and for water treatment systems.
The certification of a building depends on the general contractor, who is not required to communicate
it to the suppliers, consequently the number of projects listed as certified or certifiable in progress in
2022 is purely indicative.

4.
InnovaTION
3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP2.
SUSTAINABILITY
FOR A&T Europe

4.1.2. HOW WE INTEGRATE ENERGY AND WATEREFFICIENCY INTO PRODUCT DESIGN (sasb IF-EN-410a.2)
A&T Europe has set up a research and development department with processes and resources thatpay particular attention to aspects related to the sustainability of new products and services. Amongthe so-called “intangible” innovations, in 2010 the company undertook a complex process of
tecnology transfer to adopt, first in the world of swimming pools, CFD (Computational Fluid Dynamics)
tools. It has taken many years of investments, to develop necessary and sophisticated skills and tools,
A&T Europe has effectively managed to establish itself in the world as a reference for what concerns
the simulation of the behaviour of water in swimming pools.
The process developed in the company allows the following:• to optimize the pool design (shapes, position of the outlets, flow rates, etc.) in order to guarantee
the criteria of the colour test defined by the EN-15288 standard• reduce the consumption of disinfection products t, ensuring the correct distribution of water
The performance improvement due to CFD analysis is not a regulatory or contractual requirement.
It falls within the scope to reduce energy and water consumption during product use, which is a main
value of A&T Europe.

TabLE OF PROJECTS CERTIFIABLE ACCORDING TO A THIRD-PARTYSUSTAINABILITY STANDARDn.

1.
A&T EUROPE
IN THE WORLD

4. INNOVATION.

1
2

JOB

DCM ELEMENTS
ITC COLOMBO

COUNTRY

MEXICOSRI LANKA

CERTIFICATION

LEED
LEED

UNDERWAY/
CONCLUTEDUNDERWAY
UNDERWAY

3

SOUTH DUNESSAUDI ARABIALEED, FSCUNDERWAY

4

CAO 2024

FRANCE

HQE

UNDERWAY

5

BOCCONI

ITALY

LEED

CONCLUTED 2021

Computational Fluid Dynamics
Myrtha Pools is the industry leader in the application ofthis technology. 2D and 3D Computational Fluid Dynamics(CFD) simulations applied to a specific pool design
provide essential information regarding anticipatedwater circulation. Through the use of digital dye tests,
information is gathered that provides verification andthe opportunity for optimisation of the circulation, as
well as aiding in development of special features andaccessories.

LetteR TO THE
stakeholder

0.119841
0.106547
0.0932524
0.0799583
0.0666641
0.053370.0400759
0.0267817
0.0134876
0.000193465
Velocity (m/s)

Inlets around the edge of the pool are designed to recover
the water from the pool, sending it to the filter, disinfectand then enter it again in the pool. The recirculation ofwater includes the route from the gutter to the balancetank through the overflow collectors and subsequent
return to the pool and it determines the chemicalparameters of water. Getting the jets to reach the centreof the pool and help disinfect the water here has always
been problematic. Myrtha’s unique Strahlenturbulenz
inlet allows for a preventive recycle system test thatavoids mistakes and “surprises” and allows the inlets tocover the full pool.

The picture on the right shows the results of a digitaldye test applied to a pool with 3 different depths after 15
minutes, revealing erlochrome concentration.

19.
myrtha comparison 02.indd 19

64 | 65

0.133135

21/09/2018 23:50

8.
GUIDELINES

4. INNOVATION.

A&T Europe provides data and documentation during the offer phase to show the energy savings of all
the solutions, simulating management costs for initial investments in new technologies. In some cases,
customers have specific requests for product efficiency linked to local conditions and/or regulations, forexample: conformity to local certification standards such as Green Mark and SGBC.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

A&T Europe has developed the Myrtha Shark system, which integrates in a single module all thewater treatment functions, filtration, disinfection, UV, heat exchange, etc. managed by a single “brain”
constantly connected to monitor all the necessary parameters.

66 | 67

Myrtha Shark was developed to optimize the energy and management efficiency of the pool water
treatment. The system is able to immediately identify any water leak, allowing timely maintenanceinterventions, aimed at containing any water waste and resulting damages to the structures,the leak detection system improves the score according to the BREEAM standard.

4. INNOVATION.

4.2. RISK MANAGEMENT OF MAJOR EVENTS
A&T Europe manages hundreds of projects every year, Competition, Hospitality and Leisure.
Most of the projects are permanent, some are temporary, in order to provide a swimming facility forcompetitions only during a specific event.
Of all the projects implemented by A&T Europe, major temporary events (MTEs) are undoubtedly thosethat involve the greatest systemic risk.
MTE means event of international importance such as the FINA World Swimming Championships
now known as WORLD AQUATICS from 2023, but also continental or national events managed by
local federations. At the top of the MTE list are undoubtedly the Olympic Games which, on the one
hand they give prestige and resonance to all the companies involved, on the other represent an
important challenge that requires accurate risk management, in particular with regard to the very highlevel of quality standards and rigorous deadlines.

4.1.3. THE QUALITY OF THE INDOOR ENVIRONMENT
A&T Europe‘s Research and Innovation team developed the Myrtha Breathe system with the aimof removing volatile disinfection by-products (DBPs), such as chloramines and halomethanes
from the atmosphere of an indoor swimming facility. This innovative system preserves the qualityof the pool environment and prevents the possible occurrence of diseases caused by extended
exposure to DBPs.
Many DBPs are chemically active substances. For this reason they can attack the surfaces of the entire
structure, causing premature degradation of the accessories and infrastructure around theswimming pool, as well as affecting the structural parts of the building .
Myrtha Breathe consists of an overflow gutter channel fitted with porous tubes installed on the bottomof the gutter channel. Between the main gutter channel and the adjacent secondary gutter channel, aduct is installed that exhausts the polluted air from the main channel, from the secondary channel
and from the pool deck.
This latest innovation is another step towards creating a 360-degree sustainable aquatic facility.
Using Myrtha materials, instead of tiles and concrete, contributes to sustainability certifications suchas LEED and BREEAM; finally a sustainable and ecological structure, with a longer lifespam, isobtained applying the Myrtha Breathe technology.

A&T Europe‘s experience in managing MTEs dates back over ten years and is recognised by all
sector partners. FINA recognizes the company as an essential partner, capable not only of preventing
the risks associated with its activities, but also of supporting and resolving any problems due toexternal causes or interference with other suppliers, typical of MTEs.
Within A&T Europe’s Project Management Office (PMO), there are resources dedicated to the
management of MTEs, responsible for formalising the lessons learned from the experiences ofeach individual event, in order to contribute to revising the standards according to a process ofcontinuous improvement.
In addition to the PMO, the Site Management team also participate directly in each MTE throughout
the entire project, from the planning phases to the installation, up to management throughout theevent and the final dismantling. of the pool.
Starting from the London 2012 MTE, A&T Europe has set up a specific steering committee for the
MTEs to manage the related systemic risks. This committee includes a representative of the Boardof Directors, expert in major events in the world of international competitive swimming, the PMOManager and the Company Marketing Manager, who has the task of analysing and preventing thespecific risks of each MTE, such as logistic, timing, safety, impact on sustainability criteria,
communication and coordination with the other players involved.

4. INNOVATION.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD

68 | 69

Part of A&T Europe‘s revenues comes from the building new swimming facilities, of different sizes andfunctions, starting from the materials for major temporary events (MTE). Once the swimming pools
have completed the function they were designed for, they go through a re-manufacturing process
consisting of various phases: disassembly, quality and compliance check, re-manufacturing and partial
modification (with warehouse recoding), storage and reuse.
For over thirty years A&T Europe has been a protagonist in the creation of swimming pools intended
for competitions. From the European championships in Strasbourg in 1987 to the world
championships in Fukuoka 2023, passing through the Olympic events. These are events that attract alarge audience to certain locations for a limited period of time. Thanks to Myrtha‘s prefabricated andmodular technology, it is possible to reuse materials to create permanent structures derived fromswimming pools.
Examples range from the 2012 London Olympics, whose legacy has enabled numerous permanentswimming facilities to be built in the UK, to the 2023 World Aquatics Championships in Fukuoka
which will include materials used for Gwangju 2019, Copenhagen 2017 and even Rio 2016.
All this is possible thanks to sophisticated design processes that provide the necessary solutions
for the reuse and regeneration of the product from the early stages, exploiting its intrinsic
characteristics of modular prefabrication. Without neglecting fundamental quality aspects suchas disassembly management, a crucial phase to guarantee the circularity of the process as a whole.

RIO DE JANEIRO 2016

GWANGJU 2019

COPENHAGEN 2017XXXI OLYMPIC GAMES

18th FINA WORLD CHAMPIONSHIPSXXIII LEN EUROPEAN CHAMPIONSHIPSThe contractual value of the regeneration and re-installation projects is in the order of 2% of
A&T Europe‘s turnover.

LONDON 2012

2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

4.3. PRODUCT REGENERATION (sasb RT-IG-440b.1)

FUFUOKA 2023

4. INNOVATION.

MYRTHA RENOVACTIONTECHNOLOGY
Scarborough Leisure Village
North Yorkshire
Royton Leisure Centre
OldhamXXX
OLIMPIC GAMES

Bridlington Sports Centre
East Riding of Yorkshire

Sparkhill Leisure Center
Birmingham

Mount Kelly College
Devon

LONDON 2012
University of BathSomerset

MOUNT KELLY
COLLEGESCARBOROUGHSPORT VILLAGETAVISTOCKNORTH YORKSHIRE

In response to the needs of totalor partial renovation of existing
swimming pools (usually reinforced
concrete and now obsolete swimming
pools) A&T Europe has created atechnology based on the same Myrtha
modular principle: RenovAction.
Depending on the case, this system can involve the rebuilding of the walls, the overflow channel or thebottom lining or even the pool’s entire structure.
The great technological innovation of RenovAction lies in the fact that the renovation, both partial and total,
does not require total demolition of the existing structure.

5.
ENVIRONMENT.

5. ENVIRONMENT.

5. ENVIRONMENT.

8.
GUIDELINES

During 2022, due to growing global geopolitical instability and a consequent significant increase inenergy costs, A&T Europe decided to invest in the installation of a photovoltaic system in order to coverat least part of the energy needs of its industrial complex.
This strategic project proved to be successful and encouraged the company to budget for the
installation of an additional photovoltaic system for 2023.

7.
PEOPLE

Given the self-consumption of energy produced by its own photovoltaic system and the purchase ofelectricity from a supplier that produces a significant share of energy from renewable sources tooperate its systems, A&T Europe is strongly moving towards an environmentally sustainable energy
policy.

6.
comMUNITY

The data on total energy consumption is shown below in Giga Joule (GJ), which includes consumption
relating to:• electricity• thermal energy from methane gas.

5.
ENVIRONMENT

The share of electricity deriving from both renewable and fossil sources is used to serve all offices, aswell as for the industrial activities carried out and attributable to production and warehouse activities.
The share of non-renewable thermal energy used relates to the use of methane gas both for heating
the offices and the production departments.

4.
InnovaTION

Below is the detail of consumption divided by energy carriers and type of source.

Energy consumption table 2022

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIPCARRIER

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

ENERGY72 | 73

TYPE

ENERGY (GJ)PERCENTAGE

ENERGY TAKEN FROM THE GRID

2556

46.6%

SELF-CONSUMED ENERGY FROMPHOTOVOLTAICS

681

12.4%

GAS FOR HEATING

1369

24.9%

GAS FOR PRODUCTION

881

16.1%

5487

100.0%METHANE GAS

TOTAL

5.1 ENERGY MANAGEMENT (sasb RT-IG-130a.1)
A&T Europe is strongly moving
towards a sustainable energy
policy to operate its plants.

The share of electricity used for the provision of company services cannot currently
be divided by sector, as the company has only one meter from which all electrical loads and utilities
originate; therefore, it is reported based exclusively on the source of supply.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

5. ENVIRONMENT.

74 | 75

The company, in addition to increasingly focusing on the use of renewable sources, has already provided for and developed an efficiency path for this carrier, including LED relamping of light sources and atechnical study on the efficiency of heating systems using heat pumps.
The 150 kWp photovoltaic system, installed during 2022, produced approximately 197 MWh during
the year, generating savings on energy purchased from the grid of approximately 189 MWh; thedifference between what was produced and what was consumed (around 8 MWh) was transferred to
the grid as energy deriving from a renewable source, further contributing to the sustainability of thecommunity.
The share of thermal energy obtained from methane can be divided into sectors; in particular we canattribute what is directly attributable to the heating of the offices and how much is directly attributable
to the specific production processes of A&T Europe’s production line.
A&T Europe has a fleet of company cars rented on a long-term basis with some of the large national
players. Each vehicle in the fleet is assigned directly to the employee who needs it and who contractually has it as a fringe benefit. Regarding the amount of energy needed for the vehicle fleet, A&T Europe
has decided not to consider it for the moment as there is no exclusive business use for each vehicle,
but rather mixed personal use. Due to this dual use it becomes impossible to determine the specificconsumption relating to company activities and in any case in general it would have a limited impact
compared to the overall company business.
In terms of governance on the purchase of energy, A&T Europe is part of a consortium of companies,
coordinated by Assindustria of Mantua through specialized consultants, which implements energy quota purchase policies based on both short-term and market trends and in the long term, with the aim ofpurchasing at the best available price.
A&T Europe annually drafts energy reporting paperwork for the purpose of monitoring and measuringconsumption through a certified ESCO for the purpose of communicating them on the ENEA portal;
every five years it carries out an energy diagnosis of the entire industrial complex.

5.2. ghg EMISSIONS (gri 305, 3-3)
Based on 2022 energy consumption, the greenhouse gas emissions (GHG - Greenhouse Gas) havebeen estimated and reported in the “Summary of A&T Europe’s GHG emissions for 2022” table.
With the photovoltaic system put into operation in 2022, A&T Europe has energy coming directlyfrom renewable sources and for this reason a significant reduction in CO2 emissions has beenguaranteed and consequently a lower impact on climate change. A second photovoltaic system
will be implemented during 2023 which will further improve the environmental sustainability
performance.
The reference year for calculating A&T Europe‘s GHG emissions is 2022, as it is the earliest
available.

5.2.1. GREENHOUSE GAS EMISSIONS (ghg)(scope 1) (gri 305-1)
In relation to the production activities of A&T Europe, since the building that houses the production
departments is very recently built and has a 150 kWp photovoltaic system, the main residual emissions
attributable to electricity consumption from renewable sources are considered to be very small andnegligible.

5. ENVIRONMENT.

Direct emissions (Scope 1) of greenhouse gases therefore refer exclusively to emissions generated byfossil fuel sources of greenhouse gases within the company, i.e., by physical units or processes that
release GHG into the atmosphere (fuels/combustibles).
The main activities that involve the use of fossil fuel (methane) in the production sector concern the
Myrtha sheet metal plasticisation plant and the heating system of the building and the department,
which for a compliant mechanical processing result of the manufactured articles must be adequately
heated.
To calculate the direct emissions of CO2 equivalent, the conversion and emission factors shown in the
National Standard Parameters Table were used (source: ISPRA 2023) used for calculating EU ETS(Emission Trading Scheme) emissions with estimates valid for 2022. The coefficients include all
greenhouse gases in the calculation.

Direct GHG emissions table (Scope 1)

113.16

Emissions (t CO2e)

carrier: METHANE GAS

5.2.2. INDIRECT GREENHOUSE GAS EMISSIONS(ghg) scope 2 (gri 305-2)
Indirect GHG emissions (Scope 2) from energy consumption include, but are not limited to, CO2
emissions from the generation of electricity, heating, cooling and steam purchased or acquiredand consumed by an organization.
A&T Europe has decided to provide two distinct values for Scope 2 GHG emissions: one based on
geographical position (location-based) and the other based on the market (market-based).
The location-based methodology considers the average intensity of GHG emissions for the energy
produced and output into the local grid to which it belongs. To calculate the localised Scope 2
emissions we used the estimate of the greenhouse gas emission factors for the Italian production ofelectricity output into the grid in 2022 (source ISPRA database). The estimate includes threegreenhouse gases (CO2, CH4, N2O) which represent 99% of CO2e emissions.
The market-based methodology considers the GHG emissions resulting from the energy mix usedby suppliers. To calculate Scope 2 emissions on the market we used the Scope 1 emissions conversion
factor published by the electricity supplier that our organisation has intentionally chosen contractuallyby purchasing from the free market for 2022. The estimate includes all greenhouse gases.

8.
GUIDELINES7.
PEOPLE

5. ENVIRONMENT.

5. ENVIRONMENT.

Indirect GHG emissions table (Scope 2)

A&T Europe GHG emissions summary table for 2022

220.62165.44TYPE

Emissions (t CO2e)

GHG EMISSIONS SCOPE 1

113.16

methodology:
MARKET-BASED

LOCATION-BASED GHG
EMISSIONS SCOPE 2

220.62Emissions (t CO2e)

TOTAL333.78

MARKET-BASED GHG
EMISSIONS SCOPE 2

165.44SAVING ON GHG EMISSIONSSCOPE 2

58.85

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

carrier: ELECTRICITY

76 | 77

t CO2emethodology:
LOCATION-BASED5.2.3. SAVING ON INDIRECT GHG EMISSIONS(scope 2) (gri 305-5)
The installation of a photovoltaic system in 2022 allowed A&T Europe to directly produce
electricity from renewable sources, saving on the purchase of energy from the grid and the consequent
release of emissions.

5.3. WATER AND EFFLUENTS
5.3.1. WATER SUPPLY(gri 303-1)

A&T Europe plans to install a second photovoltaic system during 2023, below is the detail of theemissions saved.

Indirect GHG emissions savings table (Scope 2)

For its activities and to service its buildings, A&T Europe has water coming from both wells and thewater mains water supply.
With regards to water drawn from the well, the use is intended for irrigation of the green areas
located around the perimeter of its structures and necessary to mitigate the industrial impact on
the neighbouring residential areas.

58.85

methodology:
LOCATION-BASED
Saving (t CO2e)

carrier: ELECTRICITY FROM PHOTOVOLTAICFOR SELF-CONSUMPTION

The irrigation of green areas using well water was introduced with the aim of not overloading the
supply of water from the water main and therefore lightening the drinking water distribution system
to the various domestic users in the area.
The mains water, in fact, having a higher degree of purity, control and treatment than that from thewell, is a precious commodity and its intelligent use is recommended as much as possible, so muchso that in recent years in the hotter summer periods, in which a water emergency arose, themunicipalities rallied around with awareness campaigns and rationalisation of the drinking water
distributed, to meet all requirements and needs.

5.3.2. WATER USE (gri 303-3)
A&T Europe is in an area identified with a High level of water stress; below we show the map in which
A&T Europe is located.
Map of water stress in the area (source: www.wri.org/aqueduct).

5. ENVIRONMENT.

5. ENVIRONMENT.

8.
GUIDELINES

Inside the A&T Europe buildings, the water taken from the mains, in addition to being used in the
toilets, is used to supply sparkling and still water dispensers located in various work areas, withthe aim of offering free drinking water to employees in a more sustainable way and as an alternative
to bottled water.

7.
PEOPLEThe water taken from the well, over the summer, is used to irrigate all the green areas within thecompany property out of a total surface area of approximately 55,000 m², of which approximately
8,000 m² consists of green areas.

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

5.3.3. WASTEWATER COLLECTION (gri 303-4)
In compliance with current regulations, A&T Europe has requested and obtained regular authorisations
for each wastewater discharge it produces. The authorisation request required a mapping of alldischarge points, both for domestic and assimilated wastewater and for industrial wastewater.
The company has also mapped all the rainwater wastewater, coming both from the buildings and fromthe car parks and open spaces.

Below are the tables of the quantities of water used by each utility A&T Europe has.

Below is a table of water discharges.

Table of quantity of water used in 2022

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

SOURCE78 | 79

All wastewater is delivered to public sewer systems, with the exception of rainwater relating to therecently built warehouse (2021). The latter is collected in a special retarding basins and with specificpumps, pumped into a surface water body which flows downstream onto green areas.

QUANTITY(m3)

USE

CATEGORY

A&T EUROPE DOMESTICAND ASSIMILATE WASTEWATER

V. SOLFERINO WATER MAIN

10374

DOMESTIC AND
INDUSTRIALDRINKING
WATER

V. FONTANE WATER MAIN

622

DOMESTICDRINKING
WATER

WELL

7527

IRRIGATIONOTHER WATER

TOTAL

18523

In detail, the water withdrawn from Via Solferino is largely for domestic use, as it serves
A&T Europe’s largest office, factory and warehouse building, which employs around 260 people.
Part of this water is used to fill the swimming pools located in the external exhibition centre, set up
for guests and customers. Lastly, part of this water is also used within the plasticising production
process, to cool the sheet metal coming out of the Myrtha Line. The plasticisation process consists ofcoupling a steel sheet with one in PVC, obtaining a hot plasticised sheet, which constitutes the mainelement of A&T Europe swimming pools.
The water coming from Via Fontane exclusively serves an office building that houses around 60 people.

NETWORK PLAN
SCALE 1:1000

8.
GUIDELINES7.
PEOPLE

5. ENVIRONMENT.

5. ENVIRONMENT.

The waste water produced by A&T Europe is not accounted for, with the exception of industrial
wastewater, for which the environmental authorisations obtained require annual communication to
the relevant bodies.

By analysing all the waste produced by type of EWC (European Waste Code), it can be seen that almost
50% of the waste produced consists of non-hazardous solid ferrous waste (EWC 17.04.05).
In 2022 ferrous waste reached around 133 t. The entire amount of ferrous waste produced is sold tometallurgical companies which recover it through melting.

During 2022, the industrial wastewater produced stood at around 150 m3, which can be considered avery low percentage (0.8%) compared to the total water used.

Below is a summary of the waste produced during 2022 by hazard and destination.

Aggregate summary table of waste produced 2022

5.4. WASTE
5.4.1. HAZARDOUS AND NON-HAZARDOUS WASTE

WASTE (t)HQ

CONSTRUCTION
SITE

total

NON-HAZARDOUS

259.2829.44

288.72RECOVERY

259.1429.44

288.58DISPOSAL

0.14

HAZARDOUS

7.16

RECOVERY

3.54

DISPOSAL

3.62

0.18

3.80

TOTAL

266.4429.62

296.06

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY(gri 306-1, 306-3, 306-4)

80 | 81

The waste produced by A&T Europe is almost exclusively non-hazardous waste (over 97%), with asmall remainder of hazardous waste (less than 3%).
From an analysis carried out on the types of waste produced, it was found that the vast majority is
destined for recovery (more than 98%).
Another important fact to consider is which sector produces waste: the company has been able toascertain that the waste produced on site is very limited compared to the waste deriving from theproduction and warehouse departments at the headquarters.
Below is the data referring to 2021 and 2022, which proves to be quite similar in terms ofpercentage values. In 2022 A&T Europe produced approximately 80 t less waste than in 2021.

0.14
0.18

7.34
3.54

Summary table of waste produced
2021

%

2022

%

HAZARDOUS WASTE

1.9

0.5%

7.3

2.5%

NON-HAZARDOUS WASTE

384.4

99.5%

288.9

97.5%

TOTAL WASTE

386.3

100.0%

296.2

100.0%WASTE RECOVERY

384.8

99.6%

292.1

98.6%

WASTE DISPOSAL

2

0.4%

4.1

1.4%

TOTAL WASTE

386.3

100.0%

296.2

100.0%WASTE PRODUCEDIN HOUSE

376.8

97.5%

266.4

89.9%

WASTE PRODUCED BY
CONSTRUCTION SITES

9.5

2.5%

29.8

10.1%

TOTAL WASTE
PRODUCED (t)386.3

100.0%

296.2

100.0%

Considering the type of non-hazardous waste produced and then sent to specific centres for recovery,
the company is proving to be attentive to the aspect of environmental sustainability, trying to separate
and differentiate the waste as much as possible.
The same principle is also applied inside the offices, in fact, the company practices specific separate
waste collection through special containers that allow urban waste equivalents to be correctly divided.

7.
PEOPLE

8.
GUIDELINES

5. ENVIRONMENT.

5.5. ENVIRONMENTAL IMPACT OF
CONSTRUCTION SITES / BIODIVERSITY’ (sasb IF-EN-160a.1,.2)
The main construction site activities carried out by A&T Europe concern the assembly of:• bolted structures for swimming pools in PVC layered stainless steel panels• reinforced PVC coverings• PVC pipes• finishing tiles• competition accessories.

6.
comMUNITY

In cases where these activities fall within A&T Europe‘s remit, they are managed throughsubcontractors specialised in the field of waste management. The Site Manager checks whether
there is a need to appoint a waste disposal company and, if so, requests that it be registered in thenational register of environmental operators and any waste transport/storage permits.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

In most cases, A&T Europe is subcontracted to the general contractor of the projects in which it
participates.

5.
ENVIRONMENT

A&T Europe does not have internal staff to carry out installation activities, these activities aresubcontracted to third-party companies.

82 | 83

In contractual outlines, activities with the highest environmental impact, such as waste
management, are often excluded and are the responsibility of the general contractor.

The execution of the works is always subcontracted to qualified partner companies, both in Italy
and abroad. Subcontracting companies are qualified by A&T Europe staff throughPool Academy training, document verification and verification of the work carried out.
A subcontractor is assigned for each job, who is contracted by the Installations Office with theapplication of standard contracts.
For each directly managed job, a Site Manager is assigned who is responsible for planningthe construction site activities and checking the progress of the subcontractor’s works.
During 2022, in carrying out the activities described above, no incidents or specific reports
of non-compliance with environmental permits, standards, laws and regulations were found.

5. ENVIRONMENT.

6.
COMMUNITY.

8.
GUIDELINES7.
PEOPLE

6. COMMUNITY.

6.1. STRUCTURAL INTEGRITY AND SAFETY
OF THE PRODUCT (sasb IF-EN-250a.1,.2)

6.3. MARKETING (gri 417-3)

A&T Europe makes its swimming pools using an exclusive modular system that uses stainless steel panels,
onto which a layer of extra-thick and hard PVC is laminated at high temperature.
The quality of the stainless steel used ensures a long-lasting structure, resistance and reliability in any
situation. All components such as guides, panels and channels are bolted, avoiding welding which, by its
nature, is the most subject to corrosion. PVC ensures perfect waterproofing and is now also widely used inpublic swimming pools, thanks to its notable resistance to UV rays and chemical products, but also thanks
to its ease of cleaning and its pleasantness to the touch. PVC is used for all wall joints, on the bottom of
the pool and between the wall and the bottom of the pool, for a complete final seal.
In 2022, A&T Europe did not incur rework costs related to defects or product safety attributable to thecompany. The scope of rework costs excludes costs resulting from changes made by the customer or
project owner.

6.2. PRODUCT CERTIFICATIONS AND LABELLINGThe harmonised standard EN 1090-1:2009/EC 1-2011 “Fabrication and assembly of steel andaluminium structures Part 1: Requirements for conformity assessment of structural components’describes the requirements and methods for affixing the CE marking, in accordance with European
regulation (EU) no. 305/2011.
All manufacturers of steel and aluminium structures must implement the CE marking according to
EN 1090-1 for their products and production plants.
This application became mandatory starting from 1 July 2014. The manufacturer must preliminarily
qualify its products through initial type tests or calculations and certify its FPC (Factory Production
Control) through the intervention of an authorised notified body.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

5.
ENVIRONMENT

During the reporting period, the company did not receive financial sanctions originating from proceedings
related to accidents or accusations relating to defects and product safety.

4.
InnovaTION

6.
comMUNITY

6. COMMUNITY.

86 | 87

We are always seeking maximum transparency, setting our brand communications based on tangible
factual evidence and measurable scientific data, which is what reflects the fundamental values of
A&T Europe.
Recognising oneself in corporate values also means presenting oneself to the world in a uniform andcoherent way, representing all the companies in the industrial group as part of a single world.
Ethical marketing and related corporate codes of conduct are fundamental elements for us.
Our company aims, in fact, to support ethical behaviour by employees and commercial entities in the
promotion of its products and services as well as in production dynamics. The very configuration of
corporate communication depends on the choices made by our employees and representatives.
The choices are therefore oriented towards respect, correctness, transparency, truthfulness and healthy
awareness of the user’s needs, in order to enhance the credibility and reliability of the brand, while atthe same time benefiting the entire community.

(gri 417-1, 417-2)

A&T Europe has obtained EN 1090-2 certification for the structural steel component of its construction
products.

As regards the construction requirements, the references are the EN 1090-2 standards for steel structures
and the EN 1090-3 standard for aluminium ones. The requirements for conformity assessment for all
types of structures is defined according to a single standard.

ETHICS AS A GUIDELINE
A&T Europe has always operated in full compliance with the various legal protocols, from law 231 to
the GDPR for the management of user privacy administered in a transparent and respectful manner.

The products affected by the standard are among the most important in the civil works sector, suchas structural metalwork and its various uses aimed at the creation of construction works such asbuildings, schools, offices, road infrastructures.

The purpose of corporate communication is to present products and services in a clear and honest
way, respecting customers, stakeholders and company ethics. Virtuous communication allows
corporate brands to be recognized by consumers as brands capable of operating according to healthy
logic, thus promoting their consolidation on their reference markets as credible and reliable brands
for their audience.

The UNI EN 1090-1 standard does not directly contain rules governing structural design andconstruction-related calculations but invariably refers to them.

During 2022, no incidents of non-compliance of marketing communications with regulations or
voluntary codes were found, including advertising, promotions and sponsorships.

A&T Europe has obtained UPC (Uniform Plumbing Code) certification for solid surface materials
according to the ANSI/ICPA SS1-01 standard. UPC is a code of practice developed by theInternational Association of Plumbing and Mechanical Officials (IAPMO) to regulate the installationand inspection of plumbing systems to promote public health, safety and welfare.
The UPC is a stringent and internationally recognized marking.
During 2022, the company did not identify any lack of compliance with regulations and/or voluntary
product marking codes.

7.
PEOPLE.

7. PEOPLE.

7. PEOPLE.

8.
GUIDELINESNUMBER OF
EMPLOYEES62%

AGE RANGE

38%

72

OVER 50200

30-50 YEARS7.
PEOPLE

312

193

6.
comMUNITY

Separating the group’s staff by professional profile, the majority of employees fall into the white collar
category - 76% of the total - and 14% fall into the blue collar category.
Managerial contracts are applied to the group’s management.

WORKERSEMPLOYEESSUPERVISORSMANAGERS

WOMEN

07.1 PEOPLE MANAGEMENT
7.1.1. EMPLOYEES (gri 2-7)

LetteR TO THE
stakeholder

20

40

60

80

100

120

140

A&T Europe employees are located in Italy, mostly at the headquarters of Castiglione delle Stiviere(MN).
A&T Europe reports the total number of employees according to the number of people present
in the company at the end of the reporting period, set at 31 December. In 2022 there were no
significant changes in the number of employees compared to the previous year.

A&T Europe‘s staff as of 31/12/2022 consisted of 312 employees. Compared to 2021,
the number of employees has essentially unchanged. The workforce is made up almost
entirely of permanent employees.
A&T Europe‘s staff is made up of 62% male employees and 38% female employees.
97% of employees are employed full-time, and the remainder on fixed-term contracts.

Employee data table
Employees by type ofcontract and gender1

The calculation does notinclude managers.

2021

2022

WOMEN

MEN

TOTAL

WOMEN

MEN

TOTAL

PERMANENT

107

186

293

115

187

302

FIXED TERM

8

9

17

4

6

10

TOTAL EMPLOYEES

115

195

310

119

193

312

In 2022, the majority of employees fall into the 30-50 age range, i.e. 67%, while 24%
are employees under 301.

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

MEN

90 | 91

31

UNDER 30119

8.
GUIDELINES7.
PEOPLE
6.
comMUNITY

7. PEOPLE.

7. PEOPLE.

7.1.2. SELF-EMPLOYED PERSONNEL (gri 2-8)

7.1.4. EMPLOYEE BENEFITS (gri 401-2, 401-3)

A&T Europe has always been interested in
employee health and well-being issues in
the working environment.

7.1.3. NEW HIRINGS AND TURNOVER (gri 401-1)
A&T Europe hired a total of 27 employees during 2022, of which 11 women and 16 men. The rateof new hires is equal to 8.9%, balanced between women (9.3%) and men (8.6%). The number of
employees who resigned amounts to 28, in line with the number of those hired, and the respective
turnover rate is equal to 9.2%. Compared to 2021, turnover rates are stable at a physiological2 level.

New hirings and turnover table

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

2022

WOMEN

2.
SUSTAINABILITY
FOR A&T Europe
1.
A&T EUROPE
IN THE WORLD

TOTAL

30-50
YEARS

>50
YEARS

TOTAL
WOMEN

< 30
YEARS

30-50
YEARS

> 50
YEARS

TOTAL
MEN

NUMBER OF
EMPLOYEES

15

78

25

118

16

122

47

185

303

NUMBER OF NEW
HIRES

6

5

0

11

6

9

1

16

27

NUMBERRESIGNED

2

1

7

10

1

13

4

18

28

NEW HIRE RATE

40.0%

6.4%

0.0%

9.3%

37.5%

7.4%

2.1%

8.6%

8.9%

13.3%

1.3%

2021

LetteR TO THE
stakeholder

MEN

< 30
YEARS

NEW HIRE RATE

2

92 | 93

ATTENTION TO EMPLOYEE SATISFACTION.

All staff members who carry out tasks for A&T Europe are employees, the group does not have any
self-employed workers.

28.0%

8.5%

6.3%

10.7%

WOMEN

8.5%

9.7%

MEN

9.2%

TOTAL

< 30
YEARS

30-50
YEARS

>50
YEARS

TOTAL
WOMEN

< 30
YEARS

30-50
YEARS

> 50
YEARS

TOTAL
MEN

NUMBER OF
EMPLOYEES

18

68

29

115

14

128

44

186

301

NUMBER OF NEW
HIRES

4

9

0

13

4

7

2

13

26

NUMBERRESIGNED

0

2

7

9

0

12

0

12

17

NEW HIRE RATE

22.2%

13.2%

0.0%

11.3%

28.6%

5.5%

4.5%

7.0%

8.6%

NEW HIRE RATE

0.0%

2.9%

24.1%

7.8%

0.0%

9.4%

0.0%

6.5%

5.6%

The calculation does notinclude managers.

In this regard, the company has set up numerous initiatives and constantly aims to define new ones,
as well as improve existing ones. In particular, it has added second-level of supplementary benefits
to the traditional employment contract, with the inclusion of many elements aimed at increasing satisfaction, such as: the non-absorbable contractual extra allowance over minimum pay; the weekday bonus andthe performance bonus; a company welfare plan; meal vouchers; flexibility in incoming and outgoing hours.
As far as health is concerned, A&T Europe offers access to services such as blood tests and flu vaccination,
provided directly by the company once a year.
Added to these activities, in a broad and inclusive sense of promoting health and well-being in theworkplace there are the initiatives linked to the WHP (Workplace Health Promotion) and
Health Sport & Wellbeing programmes, a project launched in 2018 with the aim of encouraging healthy
lifestyles and physical movement. In this regard, every week the company makes fresh fruit available inthe common areas. Furthermore, meetings are organised with nutritionists, personal trainers andphysiotherapists with the aim of raising awareness and preventing pathologies linked to nutritional
deficiencies and a sedentary lifestyle. Another example is the pedal-assisted bicycle rental service, madeavailable for the summer season.
Health Sport & Wellbeing also includes the organisation of company tournaments, as well as thesponsorship of sporting events and competitions, walking and cycling: in general, cohesion and sharing areencouraged. One of the most recent initiatives was to offer employees entry to the Aquamore centres and aconcession for access to family members, to promote the positive value of activities carried out in water.

8.
GUIDELINES

7. PEOPLE.

7. PEOPLE.

A&T Europe tends towards actively listening to the needs of its collaborators, for which it has introduced
a new so-called assessment system VCC (Assessment of Skills and Behaviour), useful calling cards fordefining the annual training plan. The benefit for the employee consists in constant improvement of
their knowledge and skills and continuous training.

Employee diversity table by category
Employees by professional
profile and gender

MEN

TOTAL

WOMEN

MEN

TOTAL

MANAGERS

1

8

9

1

8

9

SUPERVISORS

3

18

21

4

18

22

EMPLOYEES

111

123

234

113

124

237

WORKERS

1

45

46

1

43

44

TOTAL

116

194

310

119

193

312

PERCENTUAL

37.4%

61.6%

100%

38.1%

61.9%

100%

7.
PEOPLE

Benefit table for full-time employees

5.
ENVIRONMENT

6.
comMUNITY

BENEFIT

2021

2022

HEALTH CARE

249

260

PARENTAL LEAVE66PENSION CONTRIBUTIONS

60

65

The rate of return to work from parental leave in 2022 was 100%, as it was in 2021.

Parental leave table

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

Parental leave

LetteR TO THE
stakeholder

2022

WOMEN

The most widespread benefit among full-time employees is health insurance, followed by the additional
company contribution to the sectoral pension scheme.

94 | 95

2021

2021

2022

WOMEN

MEN

TOTAL

WOMEN

MEN

TOTAL

THOSE ELIGIBLE

10

4

14

9

5

14

USED

10

4

14

9

5

14

RETURNED BY THE END
OF THE YEAR

9

3

12

9

4

13

STAYED BEYOND 12 MONTHS

9

3

12

9

4

13

RETURN RATE

100%

100%

100%

100%

100%

100%

7.2. INVOLVEMENT, DIVERSITY
AND INCLUSION (gri 405-1b)
At A&T Europe there is substantial gender equality among employees. In the plant and manufacturingcategory, the male presence prevails for reasons possibly inherent to the type of work required in theworkshop.
At a managerial level, the trend towards gender equality will gradually materialise in the years tocome, as a consequence of the governance policies adopted by the Company.

A&T Europe firmly believes in the themes of diversity and inclusion, and in this regard is committed to
involving the Aole Amateur Sports Association in its initiatives, a company with the aim of promoting
and developing projects for the autonomy, social and cultural integration of people with disabilities.
For example, in 2022 some employees participated in a day of swimming at the sports centre of the
Bocconi University in Milan, in the company of children from the association.
Aole was also invited to the Myrtha Grill event, organized by the company as a moment of conviviality
and group cohesion.
Among the projects planned for 2023, A&T Europe aims to involve the Aole association in the events
organized by Special Olympics, a sports organization for people with disabilities.
Furthermore, it is the company’s intention to introduce a regulation for equal opportunities, with theaim of promoting gender equality and preventing any form of discrimination relating to gender and/or
sexual orientation.

7.3. HEALTH AND SAFETY AT WORK
7.3.1 OCCUPATIONAL HEALTH AND SAFETY
MANAGEMENT SYSTEM (gri 403-1)
A&T Europe manages an occupational health and safety management system, complying with thelegal obligations established by the Consolidated Law on Health and Safety (Legislative Decree
81/2008). These obligations can basically be identified in the following general protection measures:• Assessment of the risks to which workers are exposed, adoption of the relevant prevention
measures, supply of PPE (Personal Protective Equipment) related to the risks• Information, education and training of employees• Health surveillance• Participation and consultation of employees and their representatives, in relation to prevention andsafety activities.

8.
GUIDELINES

7. PEOPLE.

A&T Europe does not have a management system certified according to ISO 45001 (Occupational
health and safety management systems).

The company Prevention and Protection Service comprises the following roles:• Head of the Prevention and Protection Service (RSPP)• Prevention and Protection Service Officer (ASPP)• Person in charge• Company doctor• Staff member safety representative (RLS).

7.3.2. HAZARD IDENTIFICATION,RISK ASSESSMENT AND INCIDENTINVESTIGATION (gri 403-2)
The processes aimed at identifying and assessing risks are entrusted to sector consultants, to guarantee
the objectivity of the investigation and adequate expertise.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

6.
comMUNITY

For (sub)contracted activities, for which A&T Europe is the guarantor towards its customer, or which
are carried out at external construction sites (e.g. construction sites for the installation of swimming
pools, cruise ships, etc.) or to be carried out in workplaces in any case under the control of
A&T Europe (internal construction sites), the company requires its contractors to provide, before
assigning the works, all the documentation certifying the regular fulfilment of the safety requirements,
both by the organisation and by its employees or collaborators; therefore certifying that the safety
education and/or training of staff members/collaborators has taken place, as well as that aimed atproving the fulfilment of civil, fiscal, contributory and safety legal obligations (CCIAA/DURC, DUVRI,
POS, etc.).

5.
ENVIRONMENT7.
PEOPLE

7. PEOPLE.

96 | 97

The investigations are carried out by sharing the information with the persons in charge of internalsafety (Head of the prevention and protection service - RSPP, ASPP Officer -, Area/Sector Managers) andoperating in collaboration with the personnel concerned, both in inspections of the working
environments, and in conducting interviews aimed at acquiring relevant information.
The results of the verification and monitoring activities, appropriately documented, photos, technicalreports, etc. are formalized in specific periodic audits held by the RSPP. Any critical issues accidents,
injuries, events of another nature, etc. are examined during specific meetings, held between the staff
who have safety roles and possibly the staff concerned and directly involved in the problems examined.
The aim is to delve deeper into what happened and prepare appropriate corrective and improvement
actions.
Specific forms for the Quality Management System (ISO 9001) have been prepared to report criticalissues, harmful events, accidents and near misses, and also to report any staff ailments.
The report is sent to the Head of the Prevention and Protection Service (RSPP). The most critical harmful
events are also subject to in-depth evaluation as part of the annual meeting of the Security andPrevention Service (art.35 Legislative Decree 81/2008).
The company promotes in-depth analysis and investigations also in the event of changes to company
processes or production and logistics layouts.

The participation of Staff members in the activities covered by the service and more generally in the
aspects concerning the management of safety in the Company, is guaranteed by the provisions of art.
50 of Legislative Decree 81/2008. (Responsibilities of the RLS).
Health surveillance activities are conducted under the responsibility of the company doctor.
The data concerning each individual Staff member, contained in the individual health records, aremanaged and accessible only by the company doctor.
Any limitations and/or requirements in the certificate of suitability for the job are made known to the
RSPP and shared by them with the person responsible for the activities of the interested party, so that
their application is guaranteed.
Health surveillance activities are carried out in suitably furnished special rooms at the company
headquarters, during working hours. The activities take place in compliance with the provisions thatguarantee the protection of the right to privacy.

7.3.4. WORKER PARTICIPATION AND
CONSULTATION (gri 403-4)
The participation of Staff members, in activities concerning safeguarding health and safety at work is
first and foremost reflected in the rights established within the Consolidated Law on Safety, in particular in the prerogatives recognised to the role of the RLS (art. 50 Legislative Decree 81/2008).
In the operational reality of the company Prevention and Protection Service (SPP), the RLS are also
involved in the verification and control audits systematically conducted by the company RSPP,
together with the manager of the area concerned. A specific report is drawn up from these Audits,signed by the parties, and kept on the records.
The RSPP holds select committees with the aim of examining specific safety issues in detail on theoccasion of events, facts, circumstances which have highlighted particular critical issues, illnesses, accidents, near misses, etc.
If these critical issues have been generated by the Staff members behaviour, the Staff member is also
invited to participate in the meeting. A specific report is drawn up of the works, signed by all participants, and kept on the records.
During the annual meeting of the SPP (art.35 Legislative Decree 81/2008), these critical issues andthe way in which they were addressed and resolved are acknowledged.

7.3.3. PROFESSIONAL HEALTH SERVICES (gri 403-3)
The professional health services refer to the health and safety requirements set out in Consolidated
Law 81/2008. The general protection measures that guarantee these services, by the employer, arethose included in the management system.

If the facts give rise to disciplinary complaints, the activities are managed by the SPP together withthe personnel office and with the participation of the company’s RSUs (single trade union
representatives).

7. PEOPLE.

LetteR TO THE
stakeholder

1.
A&T EUROPE
IN THE WORLD2.
SUSTAINABILITY
FOR A&T Europe

3.
GOVERNANCE ANDRESPONSIBLE
LEADERSHIP

4.
InnovaTION

5.
ENVIRONMENT

6.
comMUNITY

7.
PEOPLE

8.
GUIDELINES

7.3.5. staff member TRAINING (gri 403-5)

98 | 99

Training Staff members on health and safety at work is guaranteed through ad hoc general and specific training. General training is for all Staff members. Specific training, in addition to the general one,is based on the risk index that each Staff member has identified in their job description, low, medium,high. Additional specific training is linked to the peculiarity of some activities, which generate risks
for which dedicated education and training are necessary, including: working at heights, in confined
spaces, electrical work and with chemical products.
The company provides specific training for those who are part of the emergency teams, i.e. firefighting
team and first aid team.
The training activities are provided by external training bodies, during working hours and therefore
paid. The effectiveness check is mandatory carried out at the end of each course, using a specificquestionnaire. Some courses are organised externally at the offices of the appointed bodies, others
within the company.
A&T Europe also organizes courses aimed at increasing awareness of the risks and dangers present
for some activities carried out in the company by its staff, including:• Safe access to construction sites course• Safety accompaniment course for guests on warehouse premises.

7.3.6. FOSTERING staff members’ HEALTH (gri 403-6)
A&T Europe encourages access to free and voluntary additional health services, provided in thecompany and during working hours, in particular:• Flu vaccination programme: administered by nursing staff, assisted by the company doctor• Blood tests: administered by qualified nursing staff, in the presence of the doctor.
As part of the more general health promotion services and programmes, A&T Europe organises
the following services and activities:• Nutritionist• Fruit distribution• Making electric bikes available• Sports agreements, gyms, swimming pools, physiotherapy centres• Corporate library• Sports trips outside of work
• Recreational activities e.g. beach volleyball tournament, Padel tournament

7.3.7. PREVENTION AND MITIGATION RELATED TO
OPERATIONAL ACTIVITIES (gri 403-7)
The need to protect health and safety at work connected to A&T Europe‘s operational activities
derives from travel abroad by sales staff, and in particular from:• Health conditions in foreign countries• Socio-political and logistical-environmental conditions for personnel remaining on site
• Risks deriving from COVID-19 contagion (since 2020).

7. PEOPLE.

The SPP carries out a methodical information activity towards the personnel concerned who, before
going abroad, are informed of the health conditions in the places of destination and, in particular,of the possible need for specific prophylaxis to be followed.
If there are risks linked to the socio-political context of the destination country, the company organises
on-site support services that guarantee the maximum possible safety for its staff e.g. escorted travel.
There is a company travel policy, which contains indications and recommendations to follow during
the stay in countries at risk.
Since its onset (in 2020), the risk of contagion from COVID-19 has led to an information activity
on the rules to follow for travel and the precautions to be taken in the destination countries by
travelling staff. These rules and indications can be found on government websites, in particular thatof the Ministry of Health, and have been implemented by providing staff with operational support incarrying out all the surveys and certifications required, Green Pass, molecular swabs, etc. to be able totravel safely.

7.3.8. MANAGEMENT SYSTEM COVERAGE (gri 403-8)
A&T Europe’s workplace health and safety management system applies to all. A&T Europe
employees management system is implemented both through compliance with regulatory safety
requirements and through the monitoring, supervision and control activities described to the previous
points (audits, select committees, annual service meeting, etc.).
In relations with external organizations entrusted with works and services under contract, themanagement of health and safety aspects concerns the acquisition of the documentation required forthe activities entrusted by the reference legislation (Legislative Decree 81/08). The same happens forthe staff of external companies to which activities are contracted within the A&T Europe company sites.

7.3.9 ACCIDENTS AT WORK (sasb RT-IG-320a.1, gri 403-9)
No deaths or serious workplace injuries occurred among group employees in A&T Europe during2022. The data relating to these aspects are monitored in a report for management which not onlyshows the number of injuries, but also the number of days of disability generated, divided by sector.
Incidence rates were calculated on a per 200,000 hour basis.

Table of employee accidents at work
2021

2022

2021

2022

NUMBER OF DEATHS

00

DEATH RATE

00

NUMBER OF SERIOUS INJURIES00RATE OF SERIOUS INJURIES00NUMBER OF
RECORDABLE INJURIES

30RECORDABLE INJURYRATE (TRIR)

1.17

0

NUMBER OF NEAR-MISSES

1

0

NEAR MISS FREQUENCY RATE

0.39

0

HOURS WORKED

513805541686

Environmental Impacs ofProject Development

Structural Integrity &SafetyINDEX SASB 2022

Lifecycle Impacts of
Buildings &Infrastructure

100 | 101

Business Ethics

ACCOUNTINGMETRIC

DATA

PAGE

CODE

Number of incidents of
non-compliance with environmental
permits, standards, and regulations

No recorded
incidents

82

IF-EN-160a.1

Discussion of processes to assess
and manage environmental risk
associated with project design, siting,and construction-

82

IF-EN-160a.2

Amount of defect-and safety-related
rework costs

No rework costs

Total amount of monetary losses as aresult of legal proceedings associatedwith defect-and safety-related incidents

No monetarylossesNumber of (1) commissioned projects
certified to a third-party multi-attributesustainability standard and (2) active
projects seeking such certification(1) 1 in 2021
(2) 4

Discussion of process to incorporate
operational- phase energy and water
efficiency considerations into projectplanning and design-(1) Number of active projects and (2)backlog in countries that have the 20
lowest rankings in Trasparency
International’s Corruption Perception
Index(1) None(2) None

Total amoount of monetary losses as aresult of legal proceedings associatedwith charges of (1) bribery or corruptionand (2) anticompetitive practices(1) None(2) None

Description of policies and practices forprevention of (1) bribery and corruption,and (2) anti-competitive behavior in the
project bidding processes-

Energy Management(1) 5,487 GJ(2) 46.6%(3) 12.4%

Employee health & Safety(1) Total recordable incident rate (TRIR),(2) fatality rate, and (3) near miss frequency rate (NMFR)

(1) 0
(2) 0
(3) 0

Revenue from remanufactured products
and remanufacturing services

A&T Europe S.p.A. has reported the information cited in this GRI content index for theperiod from 1/1/2022 to 31/12/2022 with reference to the GRI standards.

GRI 1 Used

GRI 1 - Fundamental principles – 2021 version

IF-EN-250a.1

GRI 2: General
Disclosures 2021

(1) Total energy consumed, (2)percentage grid electricity, (3) percentage
renewable

Remanufacturing Design& Services

86

Declaration of use

STANDARD
GRI

2% of total
revenue

86

63

65

56

56

56

72

99

68

IF-EN-510a.3

RT-IG-130a.1

RT-IG-320a.1

RT-IG-440b.1

PAGE
23

2-2

Entities included in the organisation’ssustainability reporting

23

2-3

Reporting period, frequency and pointof contact

13

2-4

Review of information

13

2-6

Activities, value chain and otherbusiness relationships

25

2-7

Employees

90

2-8

Self-employed

91

2-9

Governance structure andcomposition

54

2-22

Declaration on sustainable
development strategy

6

2-25

Process aimed at remedying negative
impacts

55

2-27

Compliance with laws and regulations

56

2-29

Approach to stakeholder engagement

47

3-1

Process of determining material topics

49

3-2

List of material topics

49

3-3

Management of material topics

40

GRI 201: Economic
Performance 1026

201-1

Direct generated and distributed
economic value

42

GRI 204: Procurement
Practices 2016

204-1

Proportion of spending made withlocal suppliers

43

IF-EN-410a.2

IF-EN-510a.2

DESCRIPTION
Organizational details

IF-EN-410a.1

IF-EN-510a.1

MARKER
2-1

IF-EN-250a.2

INDEX GRI 2022

TOPIC

GRI 3: Material Topics
2021

9

GRI 303: Water andEffluents 2018

GRI 305: Emissions 2016

GRI 306: Waste 2020

INDEX GRI 2022

GRI 401: Employment
2016102 | 103

GRI 403: Occupational
Health and Safety

303-1

Interactions with water as a resource

77

303-3

Water use

79

303-4

Water discharge

80

3-3

Management of the material topic

74

305-1

Direct greenhouse gas (GHG)
emissions (Scope 1)

74

305-2

Indirect greenhouse gas (GHG)
emissions from energy consumption(Scope 2)

305-5

Reduction of greenhouse gas (GHG)
emissions

76

306-1

Waste generation and significant
waste-related impacts

80

306-3

Waste generated

80

306-4

Waste not sent to landfill

80

401-1

Hiring new employees and employee
turnover

91

401-2

Benefits for full-time employeesthat are not available to temporary
or part-time employees

92

401-3

Parental leave

92

403-1

Occupational health and safety
management systems

95

403-2

Hazard identification, risk assessment
and incident investigation

96

403-3

Professional health services

96

403-4

Participation and consultation ofworkers regarding workplace healthand safety programmes and related
communication

97

403-5

Training workers on occupational
health and safety

98

403-6

Fostering Staff members’ health

98

403-7

Prevention and mitigation of
workplace safety impacts directly
linked to business relationships

98

75

403-8

Workers covered by an
occupational health and safety
management system

99

403-9

Accidents at work

99

GRI 405: Diversity andEqual Opportunity 2016405-1

Diversity in governance bodies andamong employees

94

GRI 417: Marketing andLabelling 2016

417-1

Labelling requirements and information on products and services

86

417-2

Incidents of non-complianceconcerning labelling and information
on products and services

86

417-3

Incidents of non-complianceconcerning marketing
communications

87