CONSOLIDATED NON-FINANCIAL
STATEMENT
pursuant to Italian Legislative Decree no. 254/2016

CONTENTS
Letter to Stakeholders

4

OUR GROUP, HISTORY AND VISION

7

Our History

11

Products and applications

12

A ROBUST ORGANISATIONAL STRUCTURE FOR RESPONSIBLE COMPANY MANAGEMENT

19

Group Structure

21

Corporate Governance22

Organisation, Management and Control Model pursuant to Italian Legislative Decree No. 231/01

23

Approach to taxation

24

Management Systems and ISO standards

26

Integrated risk management

27

Business conduct integrity

31

INNOVATION AND TECHNOLOGICAL RESILIENCE

33

Disruptive innovation

35

Investments in innovation and R&D

38

Innovation at the service of the healthcare sector

38

The innovation process and the release of new products

39Open Innovation

40

Technological resilience and IT data security

41

HEALTH AND WELL-BEING43

The health and safety of our workers

45

Welfare and well-being

49

Protection of health and safety throughout the value chain

50

EQUALITY AND EMPOWERMENT

53

The Group’s human capital

55

People and the value of diversity

56

GROWTH AND TRAINING

61

Empowerment of Human Resources

63

Skill development and professional growth64

Performance management

66

COMMITMENT TO THE ENVIRONMENT

69

Environmental protection guaranteed by Datalogic

71

Energy consumption and CO₂ emissions

72

Waste management

74

The environmental impact of our products

75

DATALOGIC IS ITS STAKEHOLDERS’ PARTNER FOR SUSTAINABLE DEVELOPMENT

79

Strategic management of the supply chain and the environmental and social performance of suppliers

80

Customers and customer centricity for Datalogic

81

Initiatives in support of the territory and communities

82

MORE INFORMATION

85

METHODOLOGICAL NOTE

93

Stakeholder dialogue and materiality analysis

96

GRI CONTENT INDEX103

INDEPENDENT AUDITORS' REPORT

109

Consolidated non-financial statement

3

LETTER TO STAKEHOLDERS
Dear readers,
Following an exceptional year for the planet,
Datalogic has now issued the fourth edition of
its Non-Financial Statement, thus marking animportant stage in the now well-consolidated
process of analysis, social inclusion and reporting,whereby our organisation undertakes to objectively
and transparently report and disclose its current
sustainability status.
This tool is therefore intended to convey the socialrole and the environmental commitment that havealways inspired our work, through a narrative
pathway geared towards pursuing the Sustainable
Development Goals (SDGs) of the United Nations
2030 Agenda.
Innovation and technological resilience (SDG
9) are priority topics for our organisation, as weare committed to tirelessly researching innovative
solutions in order to offer safe and cuttingedge products that will have positive impacts oncommunities and the environment.
During a year in which the pandemic brought theentire planet to its knees, our Group managed toguarantee compliance with the most stringent
personal health and safety standards for all of its
workers and suppliers, at all of its production sitesaround the world, thus ensuring the continuity of its

4

Consolidated non-financial statement

operational activities and the economic sustainabilityof the business as a whole (SDG 3). Datalogic also
distinguished itself by developing tools and mobile
devices with antimicrobial surfaces designed to repel
germs and bacteria. This is particularly importantfor mobile devices used in the healthcare sector,
in different rooms, and by different operators, likenurses and doctors, and in contexts where hygiene
is not an option, but rather an absolute necessity.
Within the context of the initiatives launched tosupport the national health service in local
territories and communities in the effort of caring
for patients infected by Covid-19, Datalogic donateda considerable number of barcode readers andmobile computers with the characteristics describedabove to the Sant'Orsola-Malpighi Hospital in
Bologna, as well as to various hospitals throughout
the Lombardy region and other parts of Northern
Italy.
Inspired by the values of equality and empowerment(SDG 5), our organisation considers its people asits most important asset for ensuring innovationand development. For this reason, initiatives
aimed at protecting diversity and empowering thehuman resources throughout our organisation andproduction chain are once again among the priority
topics this year.

Datalogic is committed to providing growth andtraining programs (SDG 4), in order to promoteand guarantee quality, equitable, and inclusive
education opportunities for everyone.
This year Datalogic was also once again on the front
lines in the fight to protect the environment against
climate change, collaborating with its stakeholders
on innovative projects and concrete initiatives (SDG
13). In this regard, we are proud to announce that,in 2020, our Group was among the awardees of
the CONAI tender for Packaging Ecodesign, thanks
to the innovative work carried out on the Magellan
3200 packaging.
Over the years, our organisation has collaborated
with its stakeholders on the issue of sustainable
development (SDG 17), and in 2020 it reaffirmed
its commitment to environmental, social andgovernance issues throughout the entire value
chain by engaging with its suppliers and customers
on initiatives and programs aimed at continuously
improving their sustainability performance.

of Stakeholder engagement, for the purpose of
sharing the “material” topics and relative indicators,
and jointly analysing Datalogic’s contribution to
pursuing the Sustainable Development Goals of theUnited Nations 2030 Agenda, which thus represent
the cornerstones of our report.
In accordance with the value of transparency
declared to the Stakeholder ecosystem, this process
guaranteed the utmost inclusion of all the various
entities falling within Datalogic’s sphere of influence.
Happy reading!

Valentina VoltaGroup CEOWithin this context, Datalogic’s Non-Financial
Statement serves as an extremely powerful tool forof transparency and shared reporting.
The reporting areas’ various phases of development
were accompanied by a well-structured process

Consolidated non-financial statement

5THE GROUP, ITS HISTORYAND OUR VISION

Datalogic is a worldwide high-tech company focussed on innovation.
Our solid and continuous investments in research and development - combined with a policy of growth andacquisitions - are the key elements which allow us to make our customers look to the future. We can achieve
this thanks to the anticipation and introduction of technologies complementary or alternative to barcodes.
In its 49 years of history, Datalogic boasts extraordinary results: over 1,200 patents in multiple jurisdictions,
7 research and development centres and over 450 specialised employees (mostly engineers) dedicated tocreating new products and solutions.
Following our customer-centric strategy, we continue to support our customers as real partners in the
new challenges imposed by a constantly evolving market. We operate in the following four sectors: Retail,
Manufacturing, Transportation & Logistics, and Healthcare. Understanding and meeting our Customers’
expectations are key drivers. These are achieved through initiatives - which Datalogic carries out with its
partners and customers on a daily basis - aimed at improving the Customer Experience.
With approximately 3,000 employees spanning the 5 continents, we firmly believe that people are our mostimportant competitive asset. For this reason the Datalogic Group is constantly searching worldwide for thebest graduates from technical faculties, attracting them with extremely advantageous professional growth
opportunities. Our staff stands out both for its great passion for innovation and the special attention paid tocustomer satisfaction.

VisionMissionA world which Datalogic has identified,
detected, inspected, marked and verified.

We aim to provide our customers in Retail,
Manufacturing, Transportation & Logistics and
Healthcare industries with the best quality andefficiency in automated data acquisition andprocess automation. This is possible thanks
to advanced technology, innovative products,
cutting-edge solutions and talented people.

ValuesRESULT-ORIENTED
Focus on the results and achieve your goals.

RESPONSIBILITY
Act like you own the company.

REALISM
Face reality and correct what is wrong.

EFFICIENCY
You get more with less.

NO SHORTCUTS OR COMPROMISES
Do not compromise on strategy,
culture or results.

Consolidated non-financial statement9Highlights of the 2020 financial year

31.12.2020%

31.12.2019
Restated1%

VAR %2020 -2019

Revenues

479,828100.0%

585,759

100.0%-18.1%

Gross operating margin (Adjusted EBITDA)

58,32412.2%

92,07715.7%-36.7%

Operating income (EBIT)

18,407

3.8%

62,68910.7%-70.6%

Profit/(Loss) for the period

13,8822.9%

50,281

8.6%-72.4%Net Financial Position (NFP)

8,218

13,364

In 2020 revenues amounted to € 479.8 million, down 18.1% with respect to the previous year, mainly due tothe decline in demand generated by the Covid pandemic. During 2020, there was a decrease in sales in theAmericas (-28.2%) and in EMEA (-16.9%), while growth was seen in the APAC region (+ 7.7%).
The Adjusted EBITDA decreased by 36.7% to € 58.3 million, bringing the Adjusted EBITDA margin to 12.2%(15.7% as of 31 December 2019).
The net profit amounted to € 13.9 million (€ 50.3 million in 2019). As impact on revenues fell from 8.6% to
2.9%.
The Net Financial Position as of 31 December 2020 was equal to € 8.2 million, for a decrease of € 5.1 million
with respect to 31 December 2019 (when it was equal to € 13.4 million).
In an unprecedented context like that of the pandemic that persisted throughout the 2020 financial year,
thanks to its capital and financial stability, Datalogic managed to react quickly to the changing scenario,
not only by taking measures to protect its business and profits during the short-term emergency scenario,
but also over the medium-term, by accelerating and launching reorganisation projects aimed at optimisingcertain strategic processes and functions (please refer to the information provided in the “Innovation andtechnological resilience”, “Health and well-being” and “Growth and Training” chapters of this Non-Financial
Statement), and by continuing to invest in growth, focusing on the development of innovative products andservices in line with the latest market trends.
For further information on the Group’s 2020 financial report, which provides a more detailed illustration of thepandemic’s effects on the company’s financial situation and performance, as well as the measures adopted toensure the continuity and profitability of the business, please visit the following link
https://www.datalogic.com/ita/azienda/investor-relations-ire-5390.html

NOTES:
1
As required by IFRS 5, the comparative economic data as of 31 December 2019 have been restated following the sale of the company Solution
Net Systems Inc.

10

Consolidated non-financial statement

Datalogic’s History
Datalogic was founded in 1972 by the Engineer, Mr. Romano Volta. Initially, production was centred onelectronic devices, but soon the direction changed towards the design and production of photoelectric sensors
for the textile, ceramic and packaging industries.
The founder, realising the revolutionary importance of the barcode, developed a manual device capable ofreading it, thus introducing Automatic Data Capture technology to the retail world and then applying it to theentire industrial sector.
In order to meet customers’ needs along the entire value chain, over the years the Datalogic Group has
developed an extensive and diversified range of products. This has made it the main Barcode Company
worldwide. Thanks to our strive for continuous innovation, we are the only Company that can boast extensive
and consolidated experience in automatic data acquisition and process automation, areas in which weare market leaders.

ESTABLISHMENT

1972

Datalogic was established at the behest ofEng. Romano Volta, and was initially focused
exclusively upon thedesign and production of photoelectric
sensors for the textile, ceramic andpackaging industries.

1988
1997

LISTING

2001

Datalogic was listed on the New Market of
the Milan Stock Exchange.

2005
2015

NEW STRATEGY
The company established and implemented
a new strategy and organisation, with a“customer centric” approach. This strategy
resulted in a corporate reorganisation thatunified the activities of the ADC (Automatic
Data Capture) and IA (Industrial Automation)
Divisions within a single legal entity in eachof the countries in which the Group operates.

EXPANSION
Datalogic acquired the California-based
company Escort Memory Systems, which was
active on the electronic tag and RFID market.
A joint venture was established with theJapanese group Izumi in order to develop thecompany’s commercial activities in Japanand the Far East. Datalogic acquired IDWare
Mobile Computing & Communications,
Europe's largest producer of portableterminals.

EXPANSION AND INNOVATION

2016
2017

Datalogic continued to expand and make newacquisitions, including that of the Americancompany PSC, based in Eugene, Oregon.
Thanks to these acquisitions, Datalogic soon
became the world’s leading company
on both the retail countertop scanner market
and the industrial scanner market,
doubling its turnover. At the same time,
plants were being built in Slovakia, Vietnamand Hungary.

2017
2019

EXPANSION
Datalogic acquired Soredi Touch SystemGmbH, which operates in the field of industrial
computer technologies.

Consolidated non-financial statement

11Products and applications
Our very high-tech company specialises in the design and production of barcode readers, mobile computers,
RFID, detection, measurement and safety sensors, as well as laser vision and marking systems. Our cuttingedge products are always used by the main retailers, most important airports, postal and shipping couriers,
as well as major manufacturing and hospital industries.

FIXED RETAIL SCANNERS
The most complete countertop scanners available on the market, able toreduce the waiting time when checking out inside a store:
Bioptic scanner with horizontal and vertical reading window ~ Patented
All-Weights™ scale plate ~ Integrated EAS functionality ~ Digimarc™
decoding software ~ Sapphire glass window.

Pocket-sized, handheld devices with fullalphanumeric keyboard ~ Industrial PDAs
~ Gun grip terminals ~ Vehicle mounted
computers ~ Middleware solutions for
self-shopping.

S

UT E

State-of-the-art products in terms ofrobustness, ergonomics, processing
technology and data acquisition:

MOBILE C
OMPMOBILECOMPUTERE

N N ER

R

FIX

ETA
R
D

CA
IL S

We plaCustomer aofferinbest q

RFID SYSTEMS
EM
YST
S

Scanning through handheld devices~ Industrial fixed scanners ~ Inbound/
outbound material management ~ Inventory
in warehouses ~ Tracking and tracing ofdrugs, blood bags and samples in healthcare
environments ~ Semi-passive UHF Tag logger forsensitive products.

S
RFID

A wide range of UHF RFID devices available
in different formats:

VISION SYSTEMS
Our range of products also includes both hardware andsoftware solutions:Powerful smart cameras with industrial protection degree~ Latest generation vision processors ~ Software Suite formore flexible management of vision systems ~ Outstanding
ability to process images

12

Consolidated non-financial statement

VIS

ION
SY
ST

EMS

READER SYFOR OESENSORS AND SAFETY
The widest range of photoelectric sensors and safety devices for any type of
application.

SENSO
RS

Luminescence, colour and contrast sensors ~ Slot sensors for label detection~ Size and distance measurement ~ Type 2 and Type 4 safety lightcurtains ~ Safety laser scanners for static and dynamic applications.

SA

FE
TY

D
HEL
ND
HA

HANDHELDSCANNERS

S
NNER
SCA
FIX
ED
IND
UST
RIAL

SCANNERS

ace theat the centre
ng thequality

YSTEMSEMSE GOD RKINC
BARR MAE
LAS

OEM BARCODE
READERSUltra-compact 2D imager Scan
Engines, featuring a high-speed
sensor which enables image
capture at a full 60 frames per
second.

Automatic data collection devices withexcellent performance and extreme reliability:
Corded or cordless - Laser technology Linear or Area imaging technology - Withstrong standard or antimicrobial plastic- Green Spot technology for scanningconfirmation.

FIXED INDUSTRIALSCANNERS
Designed for applications that do not require
constant and continuous monitoring by anoperator:

Barcode reading for tracking items ~Omnidirectional stations for sorting and tracking
operations ~ Image processing for inspection
and quality control ~ OCR for recognition and OCV
for verification ~ Easy integration into any industrial
environment.

LASER MARKINGSYSTEMS
Ideal for automotive, electronics, marking of medical devices
and in high precision metal machining:
Ultra-compact solutions based on laser fibre~ Solid state and CO2 technology ~ Integration in bothproduction lines and stand alone systems ~ Clear andpermanent logos ~ 1D and 2D codes, serial numbers & dates
on most materials.

Consolidated non-financial statement13

Since 2017 Datalogic has been organised by customer type with special sales and service teams for the
Retail, Manufacturing, Transportation & Logistics and Healthcare sectors.

RetailDistribution Centre | Warehouse
Store Management | Check-out POS

Datalogic is one of the leading providers of cutting-edge technology for the retail sector worldwide. Datalogic
products maximise the retailer’s productivity and efficiency, while at the same time improving the customer’s
experience, from distribution centre to warehouse, and all the way to the point of sale. Operations like receipt,
storage, inventory, assisted sale, check-out and stock replenishment are carried out effectively and efficiently
thanks to devices designed to be durable and reliable.

Manufacturing
Automotive | Electronics
Packaging | Intralogistics

Companies operating in the Automotive, Food & Beverage, Electronics and Warehouse Logistics can greatly
benefit from the ease of use and reliability offered by Datalogic’s identification devices, vision and marking
systems, and sensors. Datalogic offers technologies designed to detect the presence of objects, to protect
workers with safety light curtains, to ensure product quality through vision sensors, and to code items
through laser marking. Process and product traceability is ensured thanks to fixed industrial scanners,
manual barcode scanners, and mobile computers, which are capable of tracking items throughout the entire
production chain, up until the time of distribution.
14

Consolidated non-financial statement

Transportation & Logistics
Courier & Parcel | Logistics
Postal | Airports

The world of logistics is a complex ecosystem of solutions, where added value is given by the precisionand reliability of the service, be it shipping a suitcase, a parcel or a pallet. Shipment tracking and proof ofdelivery are some of the services that could not be offered without the use of Datalogic products. We are theonly supplier in the world able to cover the entire logistics supply chain, from receipt to delivery. However,
Datalogic solutions go beyond barcode reading. In fact, our customers are also able to measure items, identify
a shape, a defect or a logo, as well as have access to an easy interface with the main operating systems. All
these essential services create value throughout the logistics chain.

Healthcare
Pharmacy | Hospital - Labs | Pharmaceutical

Datalogic solutions are used by hospitals, analysis laboratories, pharmacies, and in pharmaceuticalproduction. Among the many applications in hospital, the main one is the bedside patient monitoring system.
Some specific health care products are characterised by an antimicrobial plastic outer shell that prevents
bacterial growth. They can be sterilised with aggressive agents.
The good scanning optical signalling - through a "green spot" (with or without acoustic signal) - is a very
appreciated feature in a hospital environment. These solutions are offered by Datalogic directly or throughPartners and Distributors.
Consolidated non-financial statement

15

Datalogic operates a global business, spread across 5 continents:

9 Manufacturing & Repair Sites
7 R&D Centers and 3 DL Labs
Direct presence in 27 countries

Figure 2 - Datalogic’s Worldwide Presence

80% of the Datalogic business is done through external channels. The contribution of our Partners, Distributors,
Dealers and System Integrators is therefore key to our success.
Datalogic has always been careful to keep its Partners motivated and wants to increase their business
opportunities through consistent pricing policies with the right margins, maintaining the integrity of thechannel and creating value for all parties involved.
For more information, visit: https://www.datalogic.com/ita/azienda/partner-pa-2732.html

16Consolidated non-financial statement

Consolidated non-financial statement

17

A ROBUST ORGANISATIONALSTRUCTURE FOR RESPONSIBLE
COMPANY MANAGEMENT

Datalogic is a world leader in the fields of automatic data acquisition and industrial automation, and in 2020 it
also established itself as one of the leading manufacturers of barcode readers, mobile computers, detection,measurement and safety sensors, and laser vision and marking systems, offering innovative solutions for awide range of applications in the retail, transport and logistics, manufacturing and healthcare sectors. Withproducts used in over one third of supermarkets, points of sale, airports, and postal and shipping service
centres around the world, Datalogic is a unique company offering solutions designed to simplify and improve
everyday life.
Datalogic S.p.A. has been listed on the STAR segment of the Italian Stock Exchange since 2001.
Datalogic continuously places a great deal of focus on the effectiveness and functioning of its corporate
governance system, and uses national and international corporate governance best practices as a basis forthe periodic development of its decision-making and control structures.

Group Structure2
Datalogic S.p.A.
R4i s.r.l.
(20%)

Datalogic Real Estate
UK, Ltd. (100%)

50,0%

CAEN RFID s.r.l.
(20%)

Datalogic IP Tech s.r.l.

50,0%Datalogic s.r.l.
(100%)
Datalogic s.r.l. UK

Specialvideo S.r.l.
(40%)

Datalogic (Shenzhen)
Industrial
Automation Co., Ltd.
(100%)

Datalogic USA Inc.
(100%)

Datasensor GmbH(30%)
Datalogic
Automation AB(Sweden) (20%)

99,9%99,999%

Datalogic(Shenzhen)
Industrial
Automation Co.
Ltd(Shanghai branch)

Datalogic
Technologias
de Mexico0,1%
S. de R.L. de C.V.
Datalogic do
Brasil Ltda.

Datalogic
Singapore
Asia PacificPte, Ltd.
(100%)

0,001%

Datalogic
Australia
Pty, Ltd. (100%)

Datalogic
Singapore Asia
Pacific Pte. Ltd(Japan Branch)

Datalogic Real EstateFrance sas (100%)

Datalogic s.r.l.
(Succursale en France)

Datalogic
Vietnam
LLC (100%)

Datalogic s.r.l. Ireland

Datalogic
Slovakia s.r.o.
(100%)

Datalogic s.r.l.
Sucursal en España

Datalogic
Hungary K.
(100%)

Informatics Holdings,
Inc. (100%)

Datalogic s.r.l. Benelux

Datalogic
Singapore Asia
Pacific Pte. Ltd(Korea Branch)

Datalogic s.r.l.
Italian Filial
Datalogic s.r.l.
[Spòlka z ograniczona
odpowiedzialnoscia]
oddzial w Polsce

Solution Net
Systems Inc.
(15%)

Wasp Barcode
Technologies,
Ltd.(100%)

Datalogic s.r.l. Merkezi
Italya Istanbul merkez
SubesiSuzhou Mobydata
Smart System Co.
Ltd (51%)[i

Datalogic s.r.l.
incorporated in
Bologna Italy
Datalogic s.r.l.
Niederlassung Central
EuropeDatalogic s.r.l.

Legal Identity
BranchITALY/EMEAIP TECHAMERICASREAL ESTATE

APAC

OTHER

Datalogic Scanning
Eastern EuropeGmbH [Germany](100%)

osoby pre Slovensko
Datalogic s.r.l.
Sucursala Bucuresti

Datalogic S.p.A., with headquarters in Lippo di Calderara (Bologna), is the Group’s Parent Company, and is
responsible for defining the Group’s vision, strategy, values and policies.
Datalogic is a member of the main trade organisations, including ANIE (The National Federation ofElectrotechnical and Electronic Companies), CEI (Italian electronic committee), UCIMA (Association of Italian
Makers of Automatic Packaging Machines), CNA (National Confederation of Artisans and Craftsmen and Smalland Medium Enterprises), IEEE (Institute of Electrical and Electronics Engineers) and SPIE (International
Society for Optics and Photonics).
In 2020 the Group also made contributions to the following organisations: Associazione Amici del Museodel Patrimonio Industriale (Friends of the Industrial Heritage Museum), University of Ferrara, University ofOregon.
NOTES:
2
For detailed information about the companies included within the scope of reporting for this NFS, please refer to the Methodological Note.
Consolidated non-financial statement

21

Corporate Governance
Datalogic has adopted a corporate governance model inspired by the principles of fairness and transparency
in management and information disclosure. These principles are also upheld through a continuous processof verifying their actual implementation and effectiveness.
The corporate governance structure adopted by Datalogic S.p.A. is illustrated in the following chart.

The company’s listing on the STAR segment of the Italian Stock Exchange, which is reserved for Italiancompanies of particular excellence, requires the Group to comply with stringent requirements in termsof corporate governance (e.g. the presence of independent directors and committees within the Board of
Directors, as well as the mandatory adoption of the organisation, management and control model envisaged
under articles 6 and 7 of Italian Legislative Decree no. 231/2001), as well as in terms of the transparency andtimeliness of its market disclosures.
With a resolution passed by the Board of Directors on 12 November 2020, Datalogic adhered to the Corporate
Governance Code approved by the Corporate Governance Committee in January of 2020, which has beenposted on the Borsa Italiana website, in the section dedicated to the Corporate Governance Committee:
www.borsaitaliana.it/comitato-corporate-governance/codice/codice.htm.

22

Consolidated non-financial statement

As of 31 December 2020, the Datalogic S.p.A. Board of Directors consisted of 9 members, 5 of whom are independent:
•
•
•
•
•
•
•
•
•

Romano Volta, Executive Chairman
Valentina Volta, Chief Executive Officer
Pietro Todescato, Executive Director
Filippo Maria Volta, Non-Executive Director
Angelo Manaresi, Independent Director and Lead Independent Director
Chiara Giovannucci Orlandi, Independent Director
Angelo Busani, Independent Director
Vera Negri Zamagni, Independent Director
Roberto Osvaldo Lancellotti, Independent Director (elected from a list submitted by a minority of shareholders)

The average age of the Directors in office as of the date of this Statement is 61 years, with 2 Directors in the
30 - 50 age group, and 7 Directors in the over 50 age group. Women constitute 33% of the Board Members(3 out of 9), including the Chief Executive Officer.
For more information on the composition and duties of the corporate bodies and the relevant policies, please referto the 2020 Report on Corporate Governance at the following link: https://www.datalogic.com/ita/azienda/corporategovernance/documenti-societari/relazione-corporate-governance-irp-5422.html.

Organisation, Management and Control Model pursuant to Italian
Legislative Decree No. 231/01
Pursuant to Italian Legislative Decree no. 231/2001, Datalogic S.p.A. and its Italian subsidiaries continue toadopt an Organisation, Management and Control Model (hereinafter the “Model”) for compliance purposes.
In its current configuration, the Model consists of a General Part, in which the Model itself is described interms of objectives, functionality, and bodies established to oversee the same, and a Special Part, whichindicates the protocols aimed at preventing the predicate offences.
Each predicate offence is subject to a specific risk assessment with regard to its applicability to the businessand the internal controls put in place.
Datalogic promotes the dissemination and knowledge of the Model itself, and condemns any conduct thatis not compliant with the law, the provisions of the Model, and the Code of Conduct. All the recipients of theModel are required to collaborate in order to ensure the full and effective implementation of the same, withany violations being immediately reported.
Datalogic S.p.A. and its subsidiaries also ensure the implementation of mandatory training programs in orderto guarantee that the employees have a complete knowledge of the Decree and the Model, even through theadministration of evaluation questionnaires.
The boards of directors of Datalogic S.p.A. and its subsidiaries (Datalogic S.r.l. and IP TECH S.r.l.) haveappointed one Supervisory Body for each Company, in order to meet the requirements in terms of autonomy,
independence, professionalism, and continuity of action. The Supervisory Body is vested with the powers
of initiative and control necessary to ensure the effective and efficient supervision of the functionality andobservance of the Model.
Making use of the competent corporate functions, the Supervisory Body carries out checks on the areas ofactivity deemed to be at risk of crime pursuant to Italian Legislative Decree no. 231/2001.
The Model is posted on the Datalogic website, and can be viewed at the following link: https://www.datalogic.
com/ita/azienda/corporate-governance/documenti-societari/modello-231-irp-5423.html.

Consolidated non-financial statement

23

Approach to taxation
In order to ensure tax compliance, over the years Datalogic has equipped itself with the fundamental tools for
managing tax activities and monitoring the relative risk profile. In particular, the following should be noted:• The Code of Conduct, which establishes the standards of conduct with which all the employees mustcomply (even in managing the tax aspects inherent to their activities) and constitutes an integral part ofthe contractual obligations that they are required to observe3;• The Tax policy, which serves to define and govern the principles and rules for managing tax activities
within the Group, such as declaratory requirements and payment obligations, and therefore the activities
that must be carried out by the Tax Department;• The Specific tax policies of Datalogic Group, which describe the guidelines and principles useful forthe management of tax activities and the governance of the risks associated with each area;• Organisational methodologies to allow Datalogic to interface with the Tax Authorities in orderto fulfil legal obligations or to initiate ruling processes in advance aimed at ensuring the transparent
management of activities and instilling a useful dialogue with the Tax Authorities in order to prevent tax
risk profiles from arising.
Datalogic Group considers tax matters to be a significant variable for the economic and social role that anindustrial Group with a long-term mission should have in the countries in which it operates.
Therefore, the goals that Datalogic has set for itself are (i) to pay its taxes and contributions on a regularbasis, in full compliance with all the applicable tax and social security legislation; (ii) to establish a Corporate
Reputation with the Tax Authorities through the activation of instruments and processes, such as requests
for rulings, which allow for a transparent, collaborative and preventive relationship to be established with thesame, and finally (iii) to constantly monitor the efficient management of tax matters, with procedures aimed
at reducing the risks of tax litigation and guaranteeing the execution of that social function, thus contributing
to the development of the economic context in which it operates.
To this end, Datalogic has an internal Tax Department that ensures its compliance with the tax laws applicablewithin the various countries and its fulfilment of all the transparency obligations envisaged by the regulations
concerning the exchange of information between States, wherever required.
In addition to its central tax department, the Group also has other departments dedicated to regional tax
activities, and a network of well-known and highly professional consultants upon whom it is able to rely forthe management of activities in other less organised countries.
The department that operates at the Group’s HQ also defines the domestic, international and supranationaltax scenarios, and is responsible for promoting adequate and effective procedures for the proper fulfilmentof the tax obligations and the correct and efficient taxation of the Group as a whole. To this end, it even works
to ensure that the business activities are conducted in full compliance with the tax regulations, thus indirectly
ensuring the prevention of risk profiles, while at the same time facilitating the dissemination of a tax culture
among the Group’s employees.
Given the specificity and complexity of the subject matter dealt with, the Tax Department is committed to
NOTES:
3
In keeping with the principles upon which the Code of Conduct is based, Datalogic refrains from undertaking any operations, investments,
products and other initiatives with the intent of avoiding and/or evading taxes, or obtaining undue tax benefits in violation of the law. The
activities undertaken by the Group must be motivated by significant economic factors: it is forbidden for Datalogic employees to purchase oroffer investments, products or other transactions, either in written or verbal form, based on a mere tax benefit for customers or for othercounterparties; the information provided to the tax authorities and other relevant bodies must be correct, complete and truthful; it is forbidden todelay and/or hinder the activities carried out by said Authorities during the course of tax Audits or inspections.

24

Consolidated non-financial statement

ensuring that its personnel receive the ongoing training necessary to carry out their duties (basic, advanced
and specialised). In this regard, the Head of the Tax Department monitors and coordinates the training needsof the department’s staff.
The evaluation the effectiveness of the tax compliance management methods, and the analysis of the results ofthe same, are carried out through a system of checks and controls, which are conducted by internal Datalogic
bodies and departments, as well as by external parties (e.g. Boards of Statutory Auditors, Supervisory Body,etc.).
With regard to the reporting of tax crimes, the various corporate Departments are required to communicate any
tax fraud offences committed by third parties, and of which they are formally notified, to the Tax Department.
The stakeholder engagement initiatives also consisted of the processes of collecting and acting upon theopinions of the same, within the context of various meetings with investors, for example.

Consolidated non-financial statement25

Management Systems and ISO standards
Datalogic considers excellent products and services, worker safety, information security, and environmental
awareness and protection to be priority issues, and constantly monitors them through its Management
Systems, which are verified and certified by independent bodies.
This approach guarantees the organisation’s systematic progress in the pursuit of continuous improvement.
In order to oversee the various issues, the Group has established and implemented certified Management
Systems compliant with the following international standards:••••

ISO9001 "Quality Management System"
ISO14001 "Environmental Management System"OHSAS18001/ISO45001 "Occupational Health and Safety Management System"
ISO27001 "Information Security Management Systems".

ISO9001
ISO14001

ISO45001

ISO9001

ISO9001

ISO/IEC27001

ISO14001

ISO9001

ISO9001

ISO/IEC27001

ISO/IEC27001

ISO14001

ISO14001OHSAS18001

ISO45001

Any stakeholders who may be interested can view the relative certificates in the "ISO Management System"
section of the Datalogic website: https://www.datalogic.com/ita/azienda/panoramica-dellazienda/sistema-digestione-iso-co-217.html

26

Consolidated non-financial statement

Integrated risk management
The aim of risk management at Datalogic is to preserve effectiveness, profitability and compliance along thevalue chain.
This result is guaranteed by appropriate processes and controls established at the level of:••••Organisational and corporate structure
GovernanceOperating Systems/Tools
Management Systems (internal procedures and standards)

The definition of strategic objectives by the executive board is accompanied by an appropriate risk assessment
in order to assess their sustainability.
Among other things, Control, Risks, Remuneration and Appointments Committee (composed, in line with theprovisions of the Corporate Governance Code, by 3 Directors, including 2 independent and 1 non-executive),
is tasked with supporting the assessments and decisions made by the Board of Directors, with regard to theinternal control and risk management system, by conducting adequate preliminary work.
Executive Board and department heads - in line with the implementation responsibilities assigned to them- have identified and periodically reassessed the operational risks directly related to the strategy and to theachievement of strategic objectives.
Risk management, as described, contributes to the management of the company in a manner that’s consistent with
its objectives, thus fostering informed decisions, the proper functioning of the corporate processes, the reliabilityof the information provided to the corporate bodies and the market, and compliance with the laws and regulations.
The Management Report provides an annual assessment of the Group’s exposure to the various types of risk,
including risks of a purely financial nature, as well as risks of a different nature that could impact the Group’s
financial position.
For more information on the 2020 Management Report, please refer to the 2020 financial report, which isavailable on the Group’s website at the following link: https://www.datalogic.com/ita/azienda/investorrelations-ire-5390.html

Main risks associated with non-financial topics
The current and potential risks to which the Group is or could be exposed (contained in the various documents
analysing and assessing the Group’s internal risks4) include certain risks associated with the topics that Datalogic
has recognised as “material” for the Group and its stakeholders in this consolidated non-financial statement.
This mapping, which was carried out starting with the potential risk factors associated with the relevant
topics identified by the Group, represents a first step in understanding how social, environmental, personnel
management, human rights or anti-corruption topics can impact the effectiveness and sustainability of
Datalogic's business model in the short, medium and long period.
NOTES:
4
In particular, the following documents were examined: risk activities surveyed within the context of the Organisation, Management and Control
Model pursuant to Italian Legislative Decree No. 231/2001; the Risk Assessment Document (DVR) with reference to prevention and safety at theworkplace, as established by Italian Legislative Decree No. 81/2008; analysis of the risks associated with the management of the environmental
impacts identified in the ISO 14001 Management Systems, where present; analysis of the risks associated with occupational health and safety
identified in the ISO45001 Management System, where present, and in the management reports prepared in compliance with the national
regulations of the foreign countries where the company’s production sites are present.
Consolidated non-financial statement

27

The main associated risks can be summarised as follows:
SCOPE OF ITALIANLEGISLATIVE DECREE
254/16

MAIN RISKSMONITORING TOOLSAND ACTIONS

Aspects relating to thefight against corruption

The risks relating to active and passive
corruption were analysed as part of arisk assessment activity, which involved
Datalogic Group’s main department
managers.
This analysis took all the businessprocesses into consideration, including:sales and purchases, public funding
and participation in tenders, staff
recruitment, and system and productcertification processes.

With regard to the management of risks identified in thearea of corruption, the company has:• defined and adopted the Group Code of Conduct, which
establishes the ethical principles and behaviours
which must be respected by the recipients;• set up Group procedures to cover the majority ofbusiness processes exposed to risk;• developed and implemented a system of delegations
and powers of attorney, with a view to "segregation ofduties".
The Italian companies have implemented the Modelpursuant to Italian Legislative Decree No. 231/2001.

The main risks identified relating to theGroup’s personnel and human rights
include the lack of engagement ofcompetent staff both during selection
and management, risks related to thehealth and safety of workers and thelack of respect of human rights andgender diversity.

At the Group level, risk management with regard to staff
and human rights is dealt with starting with the Welcome
On Board stage.
It is at this stage that the Group Code of Conduct, General
Procedures5 and “Quality Policy” are shared with all the
new Datalogic Group employees.
These are accompanied by other Human Resource
management tools, including Performance Reviews,
training programs, and corporate welfare systems.
Datalogic renews the ISO 9001:20156 certification forthe companies with the most complex processes on anannual basis.
With regard to health and safety, specific procedures
are applied at the company level, and the following
certifications are renewed every year:• ISO45001 for Vietnam and Slovakia;• OHSAS18001 and Model pursuant to Italian Legislative
Decree no. 231/2001 for Italy

Aspects relating toworker protection andhuman rights

Environmental aspects

Non-compliance with environmental
regulations and accidents that could
lead to the release of polluting
chemicals - both into the soil andwater - are the most significant risks
assessed during the Group's production
processes analysis.
Risk related to climate change.

The Code of Conduct defined by the Group sets out
the conducts and preventive actions to protect theenvironment and respect the territory.
The Group’s “Quality Policy” and “Environmental, Health& Safety Policy” further mitigate the risks7. Furthermore,
the Italy, Hungary, Vietnam and Slovakia plants are
ISO14001 certified. These, together with the Group's
other production facilities, manage environmental issues
in a specific manner.
The Group has included the risk of climate change within
its corporate risk assessment model, under the categoryof “Natural Hazards”, with a low likelihood of occurrence
being attributed. This assessment, which is updated
annually, is based on the types of activities carried out
at the Group’s plants (essentially component assembly
activities), and the maturity of the Environmental
Management Systems implemented at Datalogic’s sitesaround the world (Italy, Vietnam, Slovakia and Hungary).
It should also be noted that, to date, the Group’s
operations have never been compromised or damaged
as a result of natural phenomena attributable to climatechange.

NOTES:
5
The main procedures include: “Group recruitment for employee Positions and Internal Mobility”, “Group Training Management” and “Sales
incentive calculation & payment”.
6

For Datalogic Spa, Datalogic Srl, Datalogic USA Inc, Datalogic Vietnam LLC, Datalogic Slovakia Sro, Datalogic Hungary Kft and Datalogic Do Brazil Ltda.

7

Established during 2018 and effective as of 2019.

28

Consolidated non-financial statement

SCOPE OF ITALIANLEGISLATIVE DECREE
254/16

MAIN RISKSMONITORING TOOLSAND ACTIONSWith regard to innovation, in addition
to non-compliance with regulations
and patent infringement, the inability
to generate and provide innovative
products and solutions represents thegreatest risk.

The Code of Conduct, the Quality Policy, ISO 9001
certification, third party product certification and internal
production standards guide the Group towards reducing
the main risks of patent infringement and regulatory
risks associated with the product.
The Group’s procedures (such as "New ProductDevelopment", "Product Certification", "Patent Marking"and guidelines for the adoption and use of "Open
Source" software in Datalogic products) and the "Voiceof Customer", significantly reduce the risk of productobsolescence and lack of innovation.

Privacy and data management: thebreach of corporate information
systems and data belonging tocustomers, suppliers and employees through cyber attacks or other causes is the main risk concerning this area.

As with most technological areas, the Group's Code of
Conduct, “Quality Policy” and Group procedures8, are inplace to mitigate such risk.
In addition, the IT Tools Policy, the ISO270019
Certification (in Vietnam, Italy and the United States),
the Cybersecurity Committee and the "Security Access
Agreement" reinforce this action.
Employee training sessions on IT security issues and the
GDPR are carried out frequently.

Aspects relating to thestrategic, sustainabilityoriented management of
the supply chain

The main risks identified along theGroup's supply chain are related tosuppliers' violation of environmental,social and human rights regulations.

As far as supply chain risk management is concerned,
the company has defined specific principles within theGroup's Code of Conduct, in addition to being based onthe "Quality Policy" and Group Procedures (in particularfor suppliers of direct materials)10. The general terms
and conditions and framework contractual agreementswith the main suppliers have been defined in order tostrengthen these tools.

Aspects relating tocustomer relations

The main risk in this area is the lack of
security and quality of the products andservices offered to the customers.

As for the products’ technological innovation, to mitigate
the risk, the Group makes use of a Code of Conduct, the"Quality Policy", the ISO 9001 certification, as well as
product conformity certifications.

Aspects relating toinnovation, technologicalresilience and data
security

NOTES:
8
The main procedures include: “Information classification marking instruction”, “Information classification”, “Data breach management
instructions” and “Guidelines for data processors”.
9
For Datalogic S.p.A, Datalogic S.r.l., Datalogic USA Inc. and Datalogic Vietnam LLC.
The main procedures include: “Indirect Material Sourcing and procurement procedure”, “Search and selection suppliers” and “Supplierqualification”.

10

Consolidated non-financial statement29

Preventing and combating corruption
In 2020, 100% of Datalogic’s organisational processes were once again analysed and verified in terms of riskof corruption.
In this regard, Group’s internal control system and the safeguards of which it consists guarantee compliancewith the main regulations concerning corruption and extortion crimes.
The list of measures and tools implemented is shown below:
•
•
•
•
•
•
•
•

Group Code of Conduct
Quality Management System
Group Procedures
The Group system of delegations and powers of attorney
The segregation of duties approach defined by the internal proceduresGroup IT systems
Organisation and Management Model pursuant to Italian Legislative Decree 231/2001
Internal control environment to monitor regulatory compliance on financial reporting pursuant to Law
262/05

There were no confirmed instances of corruption within the Group during 2019 or 2020.

30

Consolidated non-financial statement

Business conduct integrity
In order to safeguard the principles of conduct aimed at ensuring business conduct integrity and compliancewith the organisation’s ethical values, Datalogic Group has adopted a comprehensive Code of Conduct.
The Code establishes ethical principles and rules of conduct, even relevant for the purposes of preventing any
crimes that could be committed by the parent company or other Group companies, and serves to recommend,
promote or prohibit certain forms of behaviour, in each relevant jurisdiction, beyond and regardless of theregulatory provisions.
The Code of Conduct is complementary to the Organisation, Management and Control Model adopted byDatalogic.
The Code applies to the members of the corporate bodies, the directors of the Company and the Group’s
companies, the employees and collaborators who, in any capacity, act in the name and on behalf of theCompany and/or one or more of the Group’s companies, and the external consultants and suppliers of theCompany and/or any of the Group’s companies (hereinafter the “Recipients”).
The Recipients must always respect the principles established by the Code of Conduct in carrying out theirbusiness dealings, in performing their activities, and in managing their relations with third parties.
The ethical principles and rules of conduct established by the Code are also relevant for the purposes of
preventing the commission of any crimes by the Parent Company or by other Group companies. In fact, theCode aims to recommend, promote or prohibit certain forms of conduct in every relevant jurisdiction, beyond
and regardless of that which is required by law.
In order to ensure its maximum dissemination and accessibility among all the stakeholders, the Code of
Conduct has been integrated within the training program provided to all new employees, and is available on
the corporate website.
Email accounts and physical mailboxes for collecting reports regarding any violations of the Code of Conduct,
as well as to serve as direct and potentially anonymous channels for contacting the Supervisory Body, havebeen made available to the employees (as well as any other concerned stakeholders).
For more information on the Group’s Code of Conduct, visit the "Corporate Governance" section of the Datalogic
website at the following link: https://www.datalogic.com/ita/azienda/corporate-governance/documentisocietari/codice-etico-irp-5424.html

Consolidated non-financial statement31

INNOVATION AND TECHNOLOGICALRESILIENCEFor Datalogic and its stakeholders, Goal 9 of the 2030 Agenda is a priority.
Build resilient infrastructure, promote sustainable industrialisation andfoster innovation

At Datalogic, we believe that innovation is the essential driver for meeting the needs of our customers in
the Retail, Manufacturing, Transportation & Logistics, and Healthcare sectors. Having always been part ofthe company’s DNA, innovation guides our engineers and product marketing managers in their constantpursuit of new and revolutionary ideas, with the aim of improving our customers’ experience by simplifying
their acquisition and automatic tracking processes, while at the same time rendering them faster, safer,more reliable, and increasingly efficient. To this end, we use the most advanced technologies in the field ofoptomechatronics. For example, we design complex artificial intelligence algorithms for processing images
on cutting-edge mobile and edge computing platforms.
In 2020, 20% of Datalogic’s product turnover (Vitality Index) was generated by new products less than 2 years
old, and 11% of its turnover was allocated to research and development activities to continue fuelling thisvirtuous circle.
Datalogic sees its Customers as partners with whom to create and maintain long-term relationships andachieve new goals. The Group's goal is to ensure Customer satisfaction by providing high quality and affordable
products, continuous service improvement, expert consulting during the pre-sale phase, timely deliveries,
and a prompt and effective after-sales technical service.

Disruptive innovation
Creating innovative products and solutions has always been one of our main competitive factors. Since anineffective innovation process poses a significant risk at the strategic level, Datalogic has decided to makemajor investments in Research and Development and to undertake a well-structured process of monitoring
and collecting Customer Feedback during the implementation phase.
The task of safeguarding “disruptive” (revolutionary) innovation is entrusted to the Datalogic Labs, whichhandle the upgrading of the core technologies, as well as the design of the standard constituent elements, orrather the “embryos” of the products of the future.

Datalogic engineers are constantly looking for revolutionary ideas to simplify complex tasks and makeCustomer processes error proof.
One eloquent example is that of wireless charging: a distinctive technology present on Datalogic’s guns
and portable terminals, which has made it possible to improve the devices’ life cycles and environmental
sustainability thanks to the elimination of the metal contacts, whose oxidation poses one of the major risks
of failure. Since the contacts can also act as receptacles for dust and germs, their elimination renders thedevices more sanitary, which is an important factor to consider during a health crisis.

Consolidated non-financial statement

35

Datalogic’s pathway of innovation

In-motion
dimensioning systemcapable of providing
the length, width andheight of cuboidal andirregular objects

The first automatic
barcode reading
station in an airport(Milan, Italy)

Magellan 9800i

The world’s firstgrocery checkout
barcode scanner
driven completely
by high performance
digital imaging

First generationof ruggedized
handhelds

M10

The first stationary
device manufactured
in Europe forIndustrial Automation

Consolidated non-financial statement

Model AThe world’s firstcommercial
barcode scanner

Introductionof the world’s
first 6 sided
cameratunnel2000

PowerScan/
Dragon

1999

The first
linear CCD
camera forhigh speed
logistics
applications

1998

1997

The first
contrast sensor
with Mark/
Background and
LED emission
automatic setting

1974
36

Datalogic announces
the AV7000 Linear
Camera and presents
the Matrix 120, thesmallest ultra compact
industrial 2D imager

TLµ

1974

Design of thefirst handheld
linear imager

The world’s
first 360°
scanner/scale

1995

1994

DL60

Magellan

1984

1989

2013

2014

Jade X7

Datalogic
revolutionises
the T&L markets
with the DM3610
Dimensioner

2016

2014

Some of the innovation "milestones" achieved by the Group are listed below:

Introductionof Datalogic’s
first 2D Imager.
Datalogic
becomes the
only supplier tooffer all three
ID technologies

The smart vision sensor
enabled with A.I. andempowered by machinelearning assisted
settings algorithms

2017

A flexible safe area
protection solution
for static and dynamic
applications

PowerScan 9100

An innovative
laser-like green
scanning line thatoffers the definition ofa laser and the benefitsof a linear imager
scanner

Datalogic Wirelesscharging products

Gryphon HC

Disinfectant-Ready
enclosures with antimicrobial protection foruse in the Healthcare
industry

The Datalogic Wireless
Charging System isa ground-breaking
feature for enterprise
mobile computers andhandheld scanners

Magellan
3200VSi

The world’s firstsingle-plane
area imager

2008

Datalogic
produces its
1,000,000th
Magellan fixed
retail scanner

Industrial 9MP
image-based code
reader for transportation,
logistics, distribution andairport applications

Joya

The first SelfShopping Windows
Device2018

The
1,000,000th
Magellan unit

AV900

Laser Sentinel

2010

The industry’s first
wireless charging
technology

2017

Joya Touch

2010

2010

2016

2020

2020

Smart-VS

GryphonThe world’s firsthigh performancelinear imager
with Green Spottechnology

Memor

Falcon 5500

The first
integrated UHF
RFID mobile
computer

The world’s firstscanner to scan anddeactivate (EAS) in
one motion

2004

Magellan 9500

2006

The first pocketsize industrial
mobile computer

2003

2000

CONTACTLESS, QUICK, CAREFREE

Consolidated non-financial statement

37

Investments in innovation and R&D
In nearly 50 years, Datalogic has proven to be a company centred upon innovation. Like Leonardo da Vinci,
the genius of the Renaissance, our inventors - drawing inspiration from this genius - tackle the challenge of
research, innovation and invention on a daily basis.
Technological progress is causing the markets in which Datalogic operates to undergo a transformation,
revolutionising its value chain by changing habits and social dynamics. This is evident in the explosive effectsof Artificial Intelligence in the retail, distribution and production lines of Industry 4.0.
Continuous investment in research and innovation is essential in order to be competitive and expand in this
rapidly changing environment. The Customer is always the focal point of the innovation process, with the aimof effectively meeting their needs, especially those which haven’t yet been expressed or are unable to be metby the current technologies.
The key to our success is our people, who, with their passion
for innovation and technology, are attentive to these needs,
and do what it takes to come up with the best possible
solutions.
Within the frame of this innovation and invention spirit, the"Leonardo da Vinci - Best Patent of the Year" award waspresented also for 2020. Despite the difficulties posed by
the ongoing pandemic, patents of exceptional quality wereobtained in 2020.
The "Leonardo da Vinci - Best Patent of the Year" award
is an event organised as a form of appreciation for all theinventors who have contributed to conceive and design new
products and solutions for Datalogic.
Our success in pursuit of a sustainable future can only beachieved through the hard work, dedication, and creativityof our people.
Datalogic’s commitment to sustainable innovation wasrecognised with an important award in 2020. Datalogic was
one of the winners of the 2020 CONAI Ecodesign award,
which is awarded to packaging manufacturers and users
who have succeeded in redesigning their packaging from an
eco-sustainable perspective. The award was received for the packaging of the new Magellan™ 3200, which
was specifically designed with the aim of saving raw materials and optimising logistics.
Another example of sustainable innovation is the WebSentinel Predict product announced in 2020, which iscapable of monitoring a fleet of mobile devices in real time via the collection of data in the Cloud and, thanks
to predictive analysis, allows battery changes to only be performed when they ere actually depleted.

Innovation at the service of the healthcare sector
The barcode readers designed and produced by Datalogic for the healthcare sector are distinguishable by theirexternal casings. The silver ion additives included within the antimicrobial plastics of these readers prevent microorganisms like germs and bacteria from growing. In this manner, these additives reduce the risk of bacteria andother germs remaining on the devices’ surfaces and being transmitted between doctors and patients.

38

Consolidated non-financial statement

In addition to containing antimicrobial substances, the casings used by Datalogic for its barcode readers andmobile computers for medical use are also designed to withstand the professional detergents and disinfectants
used in the healthcare industry. The cases are capable of withstanding the numerous daily cleanings requiredby standard hospital hygiene protocols.
These devices are equipped with wireless charging
technology, which reduces the risk of failure dueto oxidised charging contacts. Furthermore, thecontacts can also become receptacles for dust andgerms; wireless induction charging eliminates thisrisk.
Finally, the ergonomic design of Datalogic’s devices
ensures that they can be easily carried on healthcare
trolleys, and reduces the physical toll of performing
repeated scanning operations.
In the modern healthcare industry, mobile
computers and barcode scanners play an essential
role in monitoring infections and ensuring patient
safety. They ensure correct patient identification,
while at the same time helping reduce the spreadof infectious diseases. By having equipment madewith antimicrobial materials capable of withstanding
powerful disinfectants, and equipped with wirelesscharging technology, hospitals are able to become
more efficient, while at the same time reducing the risk of secondary infections.

The Innovation process and the release of new products
The development process is governed by a special "New Product Development" procedure and is powered bythe "Product Roadmap", which represents the CEO’s mandate to the Research and Development department.
The process consists of the following macro-phases:•

Roadmap Definition (product plan): an interactive process involving Product Marketing and Industry
Leaders, whose objective is to incorporate the "requirements and needs" collected from Customers into
the Roadmap;•

Product Development: during the first development stage, Product Marketing transforms therequirements into project specifications. The project will be guided by a Program Manager along a pathwaythat is divided into a series of stages and gates, all the way up to the product’s release on the market;•

Monitoring of the Product’s qualitative and quantitative performance: after the market launch, theproject’s Core Team, of which the Product Marketing and Quality functions are an integral part, guarantees
that the released Product fully meets the Customers’ needs by subjecting it to further checks.

Consolidated non-financial statement

39Open Innovation
At Datalogic, the innovation process focuses upon the development of resources, skills, technologies andprocesses within its own community, and is simultaneously fuelled by a network of fruitful partnerships
with strategic partners, with whom the company shares an Open Innovation pathway aimed at generatingideas, developing innovative solutions, and incorporating them within the products. A prime example is thecollaboration with two high-tech giants like Google and Qualcomm and with Original Design Manufacturers in
Asia. This collaboration has allowed Datalogic to obtain the "Android Enterprise Recommended" certification
for rugged mobile computers, being the first European company to boast this result in the reference sector.
Datalogic is one of the founders of the CRIT consortium, a private-owned company specialising in the research
and analysis of technical/scientific information and the development of research projects. CRIT includes
several important local companies that work together on technical, managerial and organisational problems
and solutions by organising exchanges of best practices and specific benchmarking activities.
Datalogic is particularly attentive to the world of Start-ups and Scale-ups. In recent years it has launchedseveral Proofs of Concept (PoCs) to experiment with new solutions.
Its interaction with the world of academia and with research centres is equally important.
In 2018, Datalogic signed a framework partnership agreement with the University of Bologna to carry out joint
research, development and innovation activities in the field of data acquisition and processing. The partnershipentails commissioned research activities, joint participation in regional, national, European, and international
research contracts and programmes, and the funding of research grants and doctoral scholarships, as wellas training activities, events dedicated to launching internships and introducing students to working life, andtechnology transfer and co-branding initiatives
However, the partnerships with research centres are on an international scale, and aren’t limited to the
Bologna area alone.
By way of example, some of the most recent projects in which Datalogic has taken part are the following:•

ROSSINI (RObot enhanced SenSing, INtelligence and actuation to Improve job quality in manufacturing):
Datalogic is the leader and coordinator of the consortium set up in order to participate in the call to tenderissued by the Horizon 2020 EU Framework Program on "Effective Industrial Human-Robot Collaboration".
The aim of the project is to develop an intrinsically safe hardware-software platform for the design andimplementation of human-robot collaboration (HRC) applications in the production environment. By
combining innovative detection and identification, implementation and control technologies (developedby large industrial stakeholders who are world leaders in their respective technologies and on their target
markets) and integrating them into an open development environment, the platform will allow for thecreation of applications in which robots and human operators will become members of the same team,thus improving work quality, production flexibility, efficiency and, consequently, productivity.

•

NO-LOSS: An ongoing project on the design of optical technologies, funded through the Research &Innovation Marie Skłodowska-Curie Action, aimed at tackling challenges like the lossless acquisition ofphotons and the extraction of more in-depth information from images;•

FLUTE: Datalogic is the beneficiary of a regional funding to develop new machine vision and laser
marking products geared towards maximum flexibility, usability, ease of installation and configuration,and eco-sustainability. The project aims to fill a gap created within the Industry 4.0 context, or rather thedifficulty that complex technologies like artificial vision and automation have in penetrating production
chains where the generational change has not yet occurred, and where there is a significant shortage of
specialised personnel.

40

Consolidated non-financial statement

During the course of 2020, Datalogic submitted funding applications that will allow it to initiate newpartnerships aimed at generating innovation in the fields of collaborative robotics and artificial intelligence.

Technological resilience and IT data security
Data and information are fundamental assets for Datalogic.
The information is mainly stored on computer media, and the security of these data must be guaranteed. In aworld where IT risks caused by security system breaches (cybercrimes), failures, accidents, and poor practices
are constantly on the rise, resulting in potential damage and/or loss of information, a company’s internal
information systems must be carefully protected by adopting all the necessary cyber security measures.
The resilience of the technological systems and infrastructures is an absolute priority for Datalogic, and thisapplies to the company's internal networks, as well as to the services it provides to its customers.
Datalogic has implemented Information Security Management Systems (ISMS) and obtained two ISO2700111
certificates. These allow the Company to guarantee continuous and adequate monitoring of the domestic andinternational regulatory developments, the correct management of sensitive data, and the protection of dataand information against threats of all kinds, ensuring their integrity, confidentiality and availability.
In order to provide better training and awareness on matters of corporate security, the Company:••

organises specific training courses on specific topics (the GDPR, phishing, netiquette, IT threats, etc.);
renders available brief online training sessions on the Datalogic intranet, which are periodicallysupplemented following any regulatory updates, findings from internal and external audits, and any otherevents.

Datalogic has also signed a memorandum of understanding with the Postal Police for the purposeof combating cybercrime and sharing information, and has set up an interdepartmental committee(Cybersecurity Committee), made up of representatives from different company departments, for the analysis
and management of Cyber risks related to products and business areas.
In keeping with the European Data Protection Regulation (GDPR), Datalogic organises training sessions
aimed at providing information on the obligations and requirements related to the new legislation. The HRcompliance department is responsible for managing and updating the personal data processing register for
the Datalogic Group companies that act as data controllers, as well as for ensuring the use and application of
the privacy documentation.
Moreover, in order to ensure compliance with the data and information protection requirements throughout
the entire value chain, Datalogic has adopted a supplementary document (SAA - Security Access Agreement)
for its supply contracts, describing the security requirements needed to ensure the management of thecompany's resources, as well as the proper management of IT risks related to critical suppliers.
At the global level, in 2020 there were no instances of customer data loss or theft, nor any complaints to that
effect.

NOTES:
11
ISO27001 Certificates are available in the "ISO Management System" section of the Datalogic website.
Consolidated non-financial statement

41

HEALTH AND
WELL-BEING
Datalogic takes joint concrete actions with its stakeholders to pursue their sharedcommitment to Goal 3 of the 2030 Agenda.
Ensure healthy lives and promote well-being for all at all ages.

The health and safety of our workers
Our Group considers the protection of the safety, health and physical and mental well-being of our staff andcollaborators as a top priority to be pursued and monitored.
Datalogic dedicates maximum attention to workplace health and safety issues, as it considers human resources
to be the organisation’s most valuable asset for sustainable growth. Datalogic is therefore committed toensuring work environments for its workers and collaborators that are compliant with the most stringent
health and safety standards. To this end, Datalogic provides healthy and welcoming working conditions, andconducts continuous monitoring and control activities to ensure the protection of the health and safety of thepeople who work and collaborate with the organisation.
The Health and Safety Policy, which is shared with all Datalogic stakeholders thanks to its publication on theorganisation’s website, states that the company is committed to:••••continuous prevention in terms of workplace health and safety and environmental protection;compliance with the applicable legislation and any other requirements to which the organisation has
decided to adhere;
continuous improvement, by preparing annually updated performance plans, and by pursuing the goals of“zero workplace injuries” and “zero occupational diseases”;
staff awareness, in order to maintain high levels of interest with regard to workplace health and safetyissues.

Datalogic has adopted Workplace Health and Safety Management Systems certified by an independent third
party for its Italian companies, which are transitioning from OHSAS 18001 to the new ISO 45001, for Datalogic
Vietnam LLC, which is already compliant with the new ISO 45001 standard, and, as of 2020, for the facility in
Slovakia as well.
In particular, with regard to the Italian plants, 100% of the workers at Datalogic Srl, Datalogic SpA and
Datalogic IP Tech Srl are covered by a health and safety protection system certified by an independent third
party; the same goes for Vietnam and Slovakia.
In 2020, Vietnam stood out for its health screening initiatives and for the measures taken to protect the healthand safety of its workers, even for the purposes of combating the Covid-19 pandemic.
At the plants in Hungary, Slovakia and Vietnam, Health and Safety issues are managed by the professionalrole called Facility Manager, who are responsible for ensuring that their reference plant complies with local
regulations and the Datalogic Group standards.
In the "Asia Pacific" (excluding Vietnam) and "Americas" areas, where issues and risks relating to the Healthand Safety of workers are not managed and supervised by Management Systems, Datalogic has created Health& Safety committees made up of departmental representatives (mainly Human Resources and Operations).
The responsibility of Facility Managers and Committees is to:• discuss, assess and take appropriate actions to deal with the risks identified in the various Datalogic sites
under their responsibility;• share, manage and monitor training activities to ensure compliance with local regulations and Group
standards;• define, implement and monitor improvement actions;• manage national or international emergencies.
The path of continuous improvement and the constant adaptation to the national regulations attest to theconstant monitoring of this issue among all Datalogic Group Companies.

Consolidated non-financial statement

45Identification and analysis of risks
All Datalogic plants worldwide have implemented models for the analysis, identification and managementof workplace health and safety risks. In this regard, Italy has implemented appropriate risk identification
processes compliant with the mandatory requirements established by the Consolidated Law on Safety, or
rather Italian Legislative Decree no. 81/2008. The key document underlying these processes is the general
DVR (Risk Assessment Document), which identifies all the possible risks present within the Plant. There isa specific DVR, on the other hand, for each specific risk (e.g. chemicals, noise, vibrations, electromagnetic
fields, work-related risks). In 2020, a survey on the risk of work-related stress was also conducted among all
the employees of the Italian plants.
The results of the assessment process serve as inputs for the identification and implementation of risk
mitigation measures, in order to protect the workers.
With regard to the specific Italian context, the risk assessment documents are entirely drawn up by the HSE
office located at the Datalogic headquarters in Monte San Pietro, and are signed by the Employer, the RLS,
and the Competent Physician.

Instruction and Training
Datalogic considers training a strategic means for guaranteeing adequate work performance in compliancewith the most stringent health and safety protection requirements.
All Datalogic sites worldwide carry out continuous and periodic instructional and training activities on healthand safety issues following the outcomes of risk assessment activities, the results of internal or externalmonitoring activities, and any critical events (near misses, accidents, contextual circumstances). These
courses are based on the applicable legislation of the country of reference.
With regard to the Italian context, Datalogic fully fulfils its obligations in terms of worker safety training. In
Italy, these obligations are established and defined by Italian Legislative Decree 81/08, and are reaffirmedby the State-Regions Agreement of 7 July 2016, which amends and supplements the provisions of the 2011
Agreement. Datalogic is aware that safety training is mandatory for all of its workers, meaning not only
the employees, but also the supervisors and managers. At the same time, the Group is aware that theworkers have the right to be informed about any potential workplace risks, to be instructed on the use of
the equipment, and to be made aware of the prevention procedures made available to the workers by thecompany. In fact, only workers who have acquired adequate knowledge and skills can be considered capableof handling and resolving emergency situations. For this reason, the Group ensures that its workers andcollaborators are trained, informed, and instructed on safety matters, and that they participate in the safety
training programs, which are held during work hours and at no cost to the workers themselves.
The programs of the health and safety training courses that the Group provides for its employees andcollaborators are modulated based on the risk levels associated with their specific tasks, and include an
overview of the risks encountered within Datalogic’s specific operating context, in-depth analyses of the risks
associated with specific tasks, knowledge of the rights and duties of the workers, supervisors and managers,
and knowledge of the procedures and measures for handling emergencies.
The training takes place at the start of the employment relationship, upon reassignment to new duties, orwhen new machinery and new work procedures are introduced, and periodic refresher courses are provided
in accordance with the applicable legislation (Italian Legislative Decree no. 81/08 and the State-Regions
Agreement). Thanks to the work carried out by the HSE office, Datalogic Srl, Datalogic SpA and Datalogic IP
Tech Srl are able to guarantee a thorough health and safety training plan for new employees, office workers,
operators, managers, emergency teams and designated AED (Defibrillator) staff.
In addition to the mandatory training, Datalogic also organises training courses on the use of Personal
46

Consolidated non-financial statementProtective Equipment and specific training initiatives on the use of certain types of particularly hazardous
machinery, such as XRay or laser machines.
The effectiveness of all the training courses is assessed by holding learning verification tests.
In 2020, in order to mitigate the risk of infection associated with the Covid-19 pandemic, some of thesecourses were held in e-learning mode.

Worker participation and reporting
All Datalogic plants worldwide have specific channels in place for reporting any hazardous and/or risky
situations to which the workers may be exposed.
The most frequently utilised tool in this regard is the organisation of monthly meetings for the purpose of
taking reports, questions and suggestions.
With regard to the plants in Italy, the Workers’ Safety Representative (RLS in Italian) is periodically elected ateach site, as required by Italian Legislative Decree No. 81/2008. RLS’s task is to receive and communicate allreports from employees to the HSE office, participate in risk assessment and take part in periodic meetings
on issues related to the workers’ health and safety.
The workers’ first point of contact for health and safety-related issues is therefore the RLS. In other cases,
the workers can contact the RSPP directly, who will promptly respond to every request and report. In othersituations, the workers can refer to their supervisors, who are responsible for monitoring the work of all theworkers, and reporting any hazardous situations to the RSPP.

Emergency management
Emergency management processes are in place at all Datalogic plants worldwide.
The Italian plants have implemented a specific Emergency Plan that covers all the possible types of emergency
situations (fires, earthquakes, floods, and landslides). Tests designed to simulate these emergencies and toprepare the emergency teams and all the workers present in the best possible manner are held on an annual
basis at each plant.

Health screening and surveillance initiatives
Datalogic regularly holds awareness-raising campaigns on safety and health issues, and continuously
conducts medical screening and health surveillance initiatives in order to protect its workers.
In 2020, the Datalogic plant in Vietnam distinguished itself for the numerous health screening, prevention andsurveillance initiatives held for all its personnel.
In Italy, the health surveillance activities are managed by the Competent Physician in collaboration with the
HSE office, which prepares a health protocol based on a thorough analysis of all the job descriptions present
within the organisation and the risks associated with their relative duties. This protocol is applied throughperiodic visits, the frequency of which is determined based on the level of exposure to the specific risk. The
protocol contains the list of job-specific assessments. All the results of the assessments are kept by theCompetent Physician in compliance with the Privacy Policy, while the suitability assessments are sent tothe company and filed by the HSE office. In the case of prescriptions to be adopted for workers, they are
implemented as indicated by the Competent Physician.
In addition to the health services required by law, the workers also have access to a free medical clinic, which canbe used for any medical consultations, even unrelated to their work activities. This service is always free of charge.

Consolidated non-financial statement

47

Datalogic carries out free campaigns for the prevention of certain diseases, such as cancer, and has establishedspecific agreements to allow all its Italian employees to obtain diagnostic tests, examinations, medical
treatments, and surgeries at discounted rates. The workers can access these services via the Metasalutewebsite.
In 2020, in light of the Covid-19 pandemic, the Metasalute Fund renewed the “Pandemic (Covid-19) influenza
syndrome protection” Supplementary Health Plan for all of 2021. The guarantees included in the SupplementaryPlan, which has been in place since 01/02/2020, have been extended to all Datalogic employees free of charge.
The "Pandemic (Covid-19) influenza syndrome protection" Health Plan is intended to benefit all the workers
by providing concrete economic support.

Injuries
With regard to the management of injuries, the organisation continuously monitors the number and types of
injuries that have occurred at all Datalogic plants worldwide.
In Italy, the results of this continuous monitoring is recorded on a quarterly basis, and the organisation
carries out a thorough analysis of the causes if any injuries occur. Afterwards, all the treatment and mitigation
measures aimed at reducing any risk of further occurrence are implemented.
The risk analyses carried out and the systematic monitoring of the data concerning injuries and occupational
diseases have shown that, within the context of Datalogic Group, none of the workers are engaged in activities
with a high injury rate or a high risk of specific diseases.
Injury indices of employees and external workers12
2019

2020

EMPLOYEESEXTERNAL WORKERSEMPLOYEESEXTERNAL WORKERS

Number of deaths

0

0

0

0

Number of serious injuries

0

0

0

0

Number of total injuries

2013

114

1515

016

5,847,323

813,145

5,222,469

549,200

Serious injury frequency
rate

0.00

0.00

0.00

0.00

Total injury frequency rate

3.42

1.23

2.87

0.00

Total hours worked17

NOTES:
12
Included are injuries that generate: death, work incapacity (absolute or partial), limitations on transfers, medical treatment, first aid, even if they
do not generate days of absence from work. Injuries in transit with cars owned by the employee are excluded. The frequency rates for the injury
indices were calculated as follows: (Number of injuries / Number of hours worked) x 1,000,000.
The data relating to the Health and Safety of external workers include only the category of the Contract workers and not other types of nonemployee workers who operate at Group sites and/or under the Group's control, in view of their significance and the availability of such data overwhich the Group does not exercise direct control.
13
Of which 5 with zero days off work.
14
Contract worker.
15
Of which 3 with zero days off work.
16
Contract worker.
17
With respect to the calculation of the hours worked by the employees, it should be noted that, in the case of EMEA, the number of hours paid
time off was subtracted from the total number of workable hours envisaged in the contract. In all other areas of the Group, the hours worked were
calculated as the sum of the ordinary and overtime hours. It should also be noted that, for the purposes of determining the total number of injuries
and the total number of hours worked, the data relating to Solution Net Systems Inc. up until July 2020 (the latest data available prior to its sale)
were also taken into account.

48

Consolidated non-financial statement

In 2020, Datalogic Group was forced to address the risk of Covid-19 contagion at all of its plants by taking
specific management and control measures to mitigate the specific risks present in each country.
The risk of Covid-19 contagion is a risk of a biological nature, which falls under a risk category to which Title
X of Italian Legislative Decree 81/2008 is specifically dedicated. In Italy, Datalogic has dealt with the pandemic
by guaranteeing all necessary measures aimed at reducing the risk, in compliance with the protocols issued
by the Ministry of Health.
The main measures and actions implemented by the organisation are listed below:• intensification of cleaning activities by an authorised external company, with particular regard to thetoilets, changing rooms, and refreshment areas• sanitisation of the premises every 2 weeks• continuous ventilation of all the premises• Limitation of the external staff’s movements within the company’s facilities. Access to the company byexternal suppliers limited exclusively to those authorised by the reference Manager, and with mandatorycompliance with the 1 meter social distancing rule.
• Hauliers are NOT permitted to enter the premises, and must wait outside, at a safe distance or on board
their vehicles, until the loading and unloading operations have been completed• Limitation of work-related travel as much as possible• Use of smart working• Temperature checks before entering the premises• Daily distribution of face masks• Presence of disinfectants throughout the plant• Reorganisation of canteen shifts to avoid crowds and limitation of seats to ensure social distancing of atleast one meter• Continuous sanitisation of the tables in the canteen
In addition to the measures listed above, the workers were kept continuously informed via posters and email
newsletters.

Welfare and well-being
Datalogic views corporate welfare as a powerful tool for increasing worker loyalty and engagement throughinitiatives and opportunities aimed at improving people’s personal well-being and mental/physical condition.
In Italy, Datalogic has begun a corporate welfare program that attests to the Group’s concern for its employees
and their families.
In fact, all the Group’s employees in Italy currently have access to a series of healthcare and family management
support tools designed to contribute to the personal wellness of the individual.
In 2020, the company opted for a new Welfare platform that offers additional goods, services, and leisure time
benefits, and is accessible to all employees throughout Italy. The employees were able to take advantage ofthe full range of flexible benefits envisaged by the legislation to obtain the Welfare amount available to them,which included the amount envisaged by the National Collective Labour Agreement for the Metalworking
Industry, a contracted welfare amount, and variable bonus amounts for certain categories of employees.
Furthermore, in order to support the medical needs of the employees and their families, a supplementary
health insurance policy has been in place on a company-wide scale for years.
Moreover, all employees with children aged 0-3 years have access to an annual bonus intended to assist withthe cost of nursery school enrolment, which is divided equally based on the number of requests received; thiscontribution helps female workers make an effective return to the workplace after maternity leave, and helps

Consolidated non-financial statement49

improve the balance between their personal and professional lives.
There are no benefits for full-time employees that are not also provided for part-time or fixed-term employees.
Along the same lines, the non-production staff have been granted flexible shift times (starting between 8 a.m.
and 9:30 a.m.), as well as the possibility of telecommuting upon request, where compatible with their work
responsibilities.

Protection of health and safety throughout the value chain
Our suppliers: sharing the commitment to safety
For Datalogic, the protection of the workers' health and safety is not only a guarantee for its staff, but also
for external collaborators. The Group has therefore envisaged a series of measures aimed at ensuring thehighest safety standards for suppliers who provide their services at or on behalf of Datalogic.
Contractors are informed about the risks present in its premises through the Single Document on Interference
Risk Assessment (DUVRI) drawn up by Datalogic, as client, and based on the Risk Assessment Document(DVR) containing preventive measures on the risks present in the Company’s worksites. In the specific case inwhich the duration of the contract exceeds five annual man-days per year, the contractor is required to draw
up the Operational Safety Plan (POS), which describes the best countermeasures to be adopted in the worksite
activities in order to safeguard the workers’ physical safety, and to provide appropriate supplementary
documentation proving compliance with the legal requirements and standards for the workers’ safety andprotection.

Our customers: the quality and safety of Datalogic products
Product Quality and Safety are fundamental values for Datalogic. Every day Research and Development,
Engineering and Quality are committed to maintaining high product standards, both in terms of Quality and
Safety.
Starting from the definition phase of a new product specification, the project Core Team identifies and evaluates
the project and product risks and all applicable mandatory and voluntary regulations with a special focus on
Product Safety regulations.
100% of Datalogic products undergo the assessments described above.
These checks guarantee the conformity of the new Product with the identified regulations, and with theinternal reference standard. They are carried out at different moments during the product life cycle:• During the development phase, thanks to specific tests carried out in internal or external laboratories;• During the first batch of production, thanks to the Manufacturing Validation Test (production processvalidation);• During mass production:✓ functional test on 100% of the products according to the specifications;✓ On-going Reliability Test (product reliability);✓ Product Audit (samples of the products are taken from the warehouse and examined to verify theirconformity).
Like in 2019, there were no non-compliances in 2020 in terms of impacts on the health and safety of customers
caused by products.

50

Consolidated non-financial statement

Consolidated non-financial statement

51

EQUALITYAND EMPOWERMENT
Datalogic and its stakeholders are committed to promoting inclusion andintegrating all forms of diversity, in joint pursuit of Goal 5 of the 2030 Agenda.
Achieve gender equality and empower all women and girls.

The Group’s human capital
Human Capital is the central element upon which Datalogic bases the pursuit of its development goals, andis the main asset upon which its Product and Innovation strategy is founded.
Now more than ever, in the wake of 2020, the Group acknowledges that its staff’s skills are the keystone toits long-term competitiveness, and are a critical success factor for its research and development. In orderto support its overall business growth, Datalogic invests in the fundamental processes of staff recruitment,
placement, training, talent development, and performance management.
In 2020, the Human Resources department mainly focused on the management of the crisis resulting fromthe COVID-19 pandemic in every country and market in which it operates, and even established a COVID
Emergency Coordination Steering Committee designated to draft safety protocols and implement the decrees
and resolutions issued in the various countries.
On a global level, all the Human Resources managers were involved in the creation of contagion containment
procedures for all the Datalogic production and non-production facilities. The department has also concentrated
its efforts on improving its internal procedures in order to face the post-crisis challenges, such as the launchof the Datalogic Academy and new digital Onboarding procedures.
The Global HR Director is supported by three regional HR Managers (EMEA, APAC and AMERICAS), by HR
Business Partners responsible for the management and development of the Professional Families on a global
scale, and by the COEs (Centres of Excellence) responsible for defining and implementing the governancepolicies, functional processes and technical components of their specific competence, while at the same time
defining the relevant standards and KPIs: Talent Acquisition, Talent Management, Organisation and Systemdevelopment, and competitive Total Reward systems.
From an operational point of view, the HR Managers of a location and/or country are a territorial reference
point for the management and valuation of their human resources, supporting the business and guaranteeing
the precise execution of the guidelines necessary for operations, complete with any relative adaptations thatneed to be made for the individual countries from a regulatory, contractual, and even cultural standpoint.

2,826

Datalogic Group Employees

As of 31/12/2020 Datalogic Group had 2,826 employees, a decrease of 8.1% compared to the total number of
3,074 employees recorded in 2019.

Consolidated non-financial statement55

People and the value of diversity
Building a work environment that guarantees maximum respect for individuals and diversity is one of
Datalogic’s goals for the empowerment of people in all the countries in which it operates.
The report published in 2019 by the International Labour Organisation, titled "Women in Business and inManagement Roles: A Plan for Change", states that the beneficial effects of gender diversity begin to be seen
when women hold 30 per cent of management and leadership positions. Datalogic Group demonstrates its
commitment in this sense with women holding 26.4% of the positions of responsibility, including several top
management positions (CEO, CFO and CSO).
The Datalogic Code of Conduct serves as a tool for promoting all forms of diversity and the protection ofhuman rights, with positive impacts on productivity, creativity and innovation processes.
Upholding these ethical principles with dedication and determination allows us to eliminate the risk ofviolating human rights in all the countries where Datalogic plants are present.
There were no cases of employee discrimination in 2020.

Total employees by geographical area and gender as of 31 December
2019

2020

MEN

%

WOMEN

%

TOTAL

%

MEN

%

WOMEN

%

TOTAL

%

1,904

62%

1,170

38%

3,074

100%

1,766

62%

1,060

38%

2,826

100%

EMEA

997

32%

745

24%

1,742

57%

933

33%

640

23%

1,573

56%

Americas

475

16%

131

4%

606

20%

405

14%

119

4%

524

18%

APAC

432

14%

294

10%

726

23%

428

15%

301

11%

729

26%

Total
Employees

Total employees by geographical area and gender as of 31 December 2020
EMEA

933

Americas

405

APAC

428

640

119

301

Men

Women

The Group’s presence in the APAC region remains constant (+0.4%), while it has moderately decreasedin EMEA (-9.7%) and in the AMERICAS (-13.5%) due to the streamlining of the workforce. The latter wasparticularly impacted as a result of Solution Net Systems Inc. leaving Datalogic Group at the end of July 2020,
for a loss of 37 employees.
56

Consolidated non-financial statement

Employees by profession and gender as of 31 December
2019

2020

MEN

WOMEN

TOTAL

MEN

WOMEN

TOTAL

Total Employees

1,904

1,170

3,074

1,766

1,060

2,826

White Collars

1,496

531

2,027

1,384

507

1,891

Blue Collars

408

639

1,047

382

553

935

Employees by profession and age group as of 31 December
2019

2020

< 30 YEARS
OLD

30 TO 50YEARS OLD

> 50 YEARS
OLD

TOTAL

< 30 YEARS
OLD

30 TO 50YEARS OLD

> 50 YEARS
OLD

TOTAL

Total Employees

586

1,734

754

3,074

465

1,622

739

2,826

White Collars

232

1,220

575

2,027

194

1,127

570

1,891

Blue Collars

354

514

179

1,047

271

495

169

935

As of 31 December 2020, 66.9% of Datalogic’s employees were “White Collar” office workers, the majority ofwhom have an engineering background.
As of 31 December 2020, 90.9% of the employees had permanent contracts and 97.8% had full-time contracts.

Consolidated non-financial statement

57

Employee turnoverIn 2020, Datalogic once again reaffirmed itself as an organisation that believes in the empowerment anddevelopment of its human resources.
This is also thanks to specific initiatives aimed at increasing worker engagement and retention, such as:• the review of the remuneration policies based on seniority, merit, and the current labour market trends;• the periodic review of the goals and incentive programs;• rewards linked to innovation initiatives (e.g. the Leonardo da Vinci Best Patent Award 2020);• the active engagement of internal stakeholders in the company’s strategies and in achieving its objectives;• actions aimed at making the brand increasingly attractive in terms of employer branding and talentacquisition.
Each year, Datalogic also celebrates and grants bonuses to employees who have accumulated 25 and 35
years of seniority with the company. In 2020, due to the restrictions imposed by the Covid-19 pandemic, theceremony was held digitally, but with the same enthusiasm to pay tribute to those who have reached these
remarkable milestones, thus having made a significant contribution to the company’s success. 39 workers
received these bonuses in 2020.
Turnover rate by geographical area, gender and age group18
2019

2020

MEN TURNOVER
RATE

WOMEN
TURNOVER RATETOTALTURNOVER RATEMEN TURNOVER
RATE

WOMEN
TURNOVER RATETOTALTURNOVER RATE

Total

15.7%

18.5%

16.7%

15.4%

17.2%

16.1%

EMEA

15.7%

20.0%

17.6%

12.3%

20.2%

15.5%

Americas

14.9%

26.0%

17.3%

26.7%

24.2%

26.1%

APAC

16.2%

11.2%

14.2%

11.4%

8.0%

10.0%

2019

2020

< 30 YEARS
OLD

30 TO 50YEARS OLD

> 50 YEARS
OLD

TOTAL

< 30 YEARS
OLD

30 TO 50YEARS OLD

> 50 YEARS
OLD

TOTAL

Total

20.5%

15.9%

15.6%

16.7%

17.4%

15.5%

16.4%

16.1%

EMEA

26.0%

15.8%

16.6%

17.6%

26.5%

14.2%

13.9%

15.5%

Americas

38.3%

17.1%

14.3%

17.3%

27.5%

32.3%

21.6%

26.1%

APAC

12.0%

15.4%

16.7%

14.2%

9.1%

11.0%

0.0%

10.0%

The group’s total turnover by geographical area either remained constant or else slightly decreased withrespect to 2019. With regard to the Americas, without taking the sale of Solution System into account, theoverall turnover was 19.1%, as opposed to 17.3% in 2019.
NOTES:
18
The turnover rate is calculated as the ratio between the total number of resources let go in 2020 (total, by gender and age group), and the total
number of employees (total, by gender and age group) as of 31/12/2020. The number of the resources let go doesn’t include resources transferred
between different Regions.

58

Consolidated non-financial statement

Management of the COVID-19 pandemic
Ever since the COVID-19 pandemic began in China in January, Datalogic has promptly shared the healthand hygiene guidelines issued by the WHO and the Ministry of Health with its employees. Over time, thissame courtesy was extended to Datalogic’s entire global workforce as the pandemic spread, with the aim ofsupporting and helping the Group’s workers adapt to the new daily management of the work activities.
Work-related travel was strictly limited, as was the employees’ physical presence on the company’s premises,with smart working methods being highly encouraged. Ever since the beginning, the company offered remote
working methods for those who were particularly at risk, who had health concerns, and who were suspected
to have contracted the virus. After a short time, following an analysis of the activities and the availabilityof resources for which the work could be handled remotely, either in whole or in part, this initiative was
extended to a broader range of employees.
In cases where their presence at the workplace was absolutely necessary, employees were advised to use
their own vehicles rather than public transport. In countries with production facilities, like Slovakia and Italy,
an attendance bonus was set aside for the production staff, in order to ensure that the production needs
would continue to be met during the nationwide lockdowns. In Italy and throughout the Datalogic Group
as a whole, a corporate COVID committee was promptly formed, consisting of employee and trade union
representatives, safety, prevention and protection supervisors, and human resource managers, which was
tasked with sharing, promoting and implementing the necessary precautionary measures. At the same time,
the COVID Emergency Coordination Management Committee was periodically activated, which, in addition
to the members of the corporate committee, also included the Chief Human Resources Officer, the Chief
Information Officer and the Chief Operations Officer, and was tasked with providing coordination, general
information, and a constant dialogue on any new measures to be adopted.
Constant and up-to-date communications were provided to all Datalogic facilities in order to update theemployees on the latest safety regulations, the proper measures to be taken to avoid contagion, the protocols
to be followed if any symptoms were encountered, and the rules for accessing the company premises.
In the United States, greater emphasis was placed on the Employee Assistance Program (EAP), a company
benefit intended to assist the employees, as well as the possibility of providing targeted leave for employeeswith children at home, or with particular needs linked to the illness of family members.
In Italy, as the pandemic spread, and in response to the requirements imposed by the national authorities,
Datalogic began providing more stringent employee conduct indications, taking action and following up on
any reports of suspected cases of infection, and applying the health protocols issued by the Ministry of Health,in concert with the Competent Physicians of the various facilities.

Consolidated non-financial statement

59

GROWTH AND
TRAINING
Datalogic and its stakeholders are committed to training and professional
development programs, in keeping with Goal 4 of the 2030 Agenda.
Ensure inclusive and equitable quality education and promote lifelong
learning opportunities for allEmpowerment of Human Resources
The continued implementation of Datalogic’s Mission aimed at creating value for Customers is only possible
thanks to the help of our people.
The main challenge for the Datalogic Management and Human Resources Department is attracting, developing
and retaining these technical and managerial skills internally.
The Talent Acquisition process guarantees the research and acquisition of strategic figures for a balanced
development of the company.
The company has implemented various strategies and initiatives aimed at attracting talents and raisingawareness of the numerous opportunities that the Group offers, even in light of the fact that, unlike in thepast, it was not possible to participate in initiatives like Career Days and other Employer Branding activities.
Thanks to consolidated partnerships, Datalogic has maintained and has constantly promoted contact withlocal institutions, universities and professional institutes.
In an effort to ensure that placement within the company always remains a positive experience (since, in many cases,
it was not possible to organise the usual initial training activities), in 2020 a global and digital Welcome on Board
process was established, thanks to the implementation of the new training platform launched in June of 2020.
This process involves two phases:• the first phase, which allows for the learning of the basic notions relating to the company, such as its
organisation, mission, vision, processes and procedures;• and the second phase, which allows for the acquisition of the notions regarding Datalogic’s top products
and their market applications.
In this manner, the procedure guarantees that assimilation into the Datalogic workforce will take place in themost appropriate manner possible, by maximising the learning curve for newly hired personnel and improving
the recruitment experience.
The initiatives and tools that Datalogic uses to improve the Talent Acquisition and On-boarding process are
the following:• employer branding: strengthening of the Group’s presence on social media, especially on work platforms,
such as LinkedIn, Glassdoor, Instagram and Facebook. With the aim of actively searching for specificprofiles for strategic growth in the field of innovation;• the graphical restructuring of the Datalogic “Career” website, which has allowed the qualitative developmentof the recruitment practices to be monitored;• the enhancement of the onboarding process, which now guarantees that assimilation into the Datalogic
workforce will take place in the most appropriate manner possible, by maximising the learning curve for
newly hired personnel.
As part of the initiatives enacted to support the development of young talents, in 2020 the University of
Ferrara established 5 two-year scholarships, which are funded by Datalogic and are intended for graduatesof three-year Engineering or Computer Science programs from universities outside of the Emilia Romagna
Region who wish to enrol in the University of Ferrara’s Master’s Degree courses in Computer and Automation
Engineering (class LM-32) or Electronic Engineering for ICT (class LM-29).
Each scholarship amounts to € 3,000.00 (three thousand/00 Euro), less any tax and social security contributions
required by law. The “Datalogic” scholarship established for the 2020/2021 academic year was intended for
graduates from the 2018/2019 or 2019/2020 academic years who attended the three-year degree courses
in Computer Engineering (class L-8 under Ministerial Decree 270/04 or class 9 under Ministerial Decree509/99) or Computer Science and Technology (class L-31 under Ministerial Decree 270/04 or class 26 under
Ministerial Decree 509/99).

Consolidated non-financial statement63

Skill development and professional growth
Datalogic considers training as a strategic means for enabling professional development and growth. The
Group offers its workers training courses for the various stages of development of their career paths (frominitial training, to placement, and refresher courses), and for the various professional figures’ training needs
in relation to their specific jobs.
The various forms and methods of training support the development of the talent and potential available
through an individual and collective learning process, thus allowing the level of skills to be increased andmaintained.
In light of the global uncertainty of 2020, the Talent Management Centre of Excellence (COE) mainly focusedupon ensuring the continuity in the management of the mandatory training activities and supporting theinternal training initiatives critical to the business, which are fundamental for maintaining a competitive
advantage in terms of skills.
Furthermore, in order to meet the broadest possible range of requirements, in June of 2020 the company
launched the Datalogic Academy platform, featuring product training contents for the internal and externalsales force. The digital platform includes a variety of Face-to-Face solutions (to be administered by bothinternal and external teachers) and online solutions, as well as combined solutions (including the use of
Action Learning, Remote guided training and Blended learning).
The platform’s most important advantages are global accessibility and the possibility of ensuring continuous
learning opportunities for employees, providing them with the essential tools needed to achieve the company’s
goals:• Catalogue: Available to all Datalogic employees who have access to the platform.
• Integrated approach: In relation to in-person and virtual training data.
• Access to materials upon request: participants in training activities can regulate the progress of theirlearning based on their individual needs.
• Integration of reports and analysis dashboards: HR staff and Managers can virtually monitor the
training performance of the participants in the training activities.
• Customised training: the continuous learning platform moves away from the one-size-fits-all training
model, thus allowing participants to determine the form of learning best suited to both the in-housetrainers and the employees.
In its capacity as the central organisational manager of soft skill training courses for employees, the TalentManagement department has begun preparing a unified catalogue of training opportunities, which our staff
are able to access at the request of their direct managers and with the approval of the COE.
During 2020, the HR department also assessed the clerical workers’ training needs in terms of their technicalskills, in order to ensure optimal planning of the remote training activities for the following year. The training
activities for the production units were managed independently by each site manager, in collaboration with
the HR department.

Average hours of training by gender

64

2019

2020

Men

5.54

1.12

Women

4.18

1.92

Consolidated non-financial statement

Average hours of training by profession
2019

2020

White Collars

6.67

0.91

Blue Collars19

1.82

2.51

The reduction in training hours during 2020 was due to the fact that the non-compulsory classroom training
scheduled for 2020 was postponed to 2021 as a result of the Covid-19 pandemic and the inability to provide
face-to-face training.
The training hours for the blue collar employees increased thanks to the implementation of a system
for recording and collecting training hours on Datalogic products, provided at the production plants.
Since there are more women than men in the production plants, the decrease in training hours for women
was proportionally lower than that for men.
Types of training provided in 2019 and 2020
Newly hired personnel
training
7%

Technical Training
21%
Compulsory Training
6%

2019

Newly hired personnel
training
3%

2020

Technical Training
29%

Compulsory Training
18%

Cross-sector Training
66%
Cross-sector Training
50%

In the coming years, the Group intends to provide specific training activities on its human rights policy, which
will be drafted in 2021.

NOTES:
19
Training for Blue Collars is managed by the Operations department within each Plant.
Consolidated non-financial statement

65Performance management
The performance management process is a continuous process between White Collars and those involved in
the evaluation of their work. This helps to keep the expectations of the company and its employees aligned,
valuing the commitment and contribution of individuals.
It consists of the following specific phases:•

Target setting: at the beginning of the year, each employee establishes his or her own objectives, after
discussion with his or her line manager, to ensure that expectations are aligned and are consistent withthe business objectives.
Mid-year Review: in the middle of the year, each employee has the opportunity to receive intermediate
feedback from their line manager.
Self-assessment: during this time frame, the employee is given the opportunity to perform a selfassessment and to express his/her point of view regarding the achievement of the established objectives
and the work conduct he/she has adopted based on the corporate values.
Assessment: this is the phase in which a manager is responsible to assess his/her team members’
performance and behaviour.
Calibration: this phase is aimed at ensuring the application of the same assessment criteria by the managersof the various teams within the individual departments, as well as among different departments. It takes
place by holding open discussions, first at the department level, and then at the corporate level.
Feedback and Goal Setting: this is the final phase of the performance review process.
During a 1-on-1 meeting, the manager provides feedback to the employee regarding their assessment,
highlighting their strengths and areas for improvement, and setting new goals for the following year.

•
•
•
•
•

The assessment phases are linked to the company's corporate and behavioural objectives and are closely
linked to the company's values.
In 2020, 60% of the Group's employees20, all of whom belonged to the White Collar category, underwent theperformance assessment process (for more details about the percentage of Group employees assessed,
please refer to the Further Details section).
The following graph shows the percentage of White Collar employees who underwent the performanceassessment process in 2020 compared to the total number of employees in their category, by individual
geographical area, and for the Group as a whole (92%).
White Collars who underwent performance review in 2020

7%

11%

8%

10%

89%

93%

90%

APAC

EMEA

Americas

92%

Total

White Collar Employees Assessed
White Collar Employees not Assessed

NOTES:
20
It should be noted that, in order to provide a more representative figure, data relating to the workforce as of 31/12/2019 was utilised, as theperformance assessment process carried out in 2020 refers to the workforce in place as of 31/12/2019.

66

Consolidated non-financial statement

Consolidated non-financial statement

67

COMMITMENT
TO THE ENVIRONMENT
Datalogic is on the front lines in the fight to protect the environment against
climate change, collaborating with its stakeholders on innovative projects andconcrete initiatives, in keeping with Goal 13 of the 2030 Agenda.
Take urgent action to combat climate change and its impacts.

Environmental protection at Datalogic
Datalogic considers the protection of communities and the environment as a fundamental value for everyone,
and is deeply convinced that economic development and respect for the environment go hand-in-hand.
The Group is therefore committed to operating in compliance with the latest regulations, applying the best
technologies available, in order to promote and further its initiatives aimed at protecting natural resources,
preserving ecosystems for future generations, and promoting widespread environmental protection.
Datalogic’s commitments to the protection of the environment and ecosystems include the following:• ongoing prevention initiatives for the protection of all environmental matrices;• compliance with the applicable mandatory legislation and any other voluntary requirements to which theorganisation has decided to adhere;• ongoing staff awareness initiatives in the spirit of maintaining high interest in environmental issues.
The management of the risks and potential impacts associated with the Group’s environmental management
activities is focused upon the production plants, which are identified as the most significant areas of activity
for this purpose due to both the types of activities carried out and the number of people they employ.
Each year the scope of the reporting is defined on the basis of an assessment of the materiality of the sites
with respect to their environmental impact, excluding sites that carry out exclusively office activities and arecharacterised by a low presence of people.
With regard to the 2020 reporting period, the data collected and disclosed in this NFS refer to the following
facilities:• Monte San Pietro - BO (Italy);• Castiglione Messer Raimondo - TE (Italy);• Lippo di Calderara, BO (Italy);• Trnava (Slovakia);• Balatonboglár (Hungary);• Ho Chi Minh City (Vietnam);• Eugene and Telford/Hatfield (USA);• Jundiai (Brazil)21.
A Facility Manager in charge of monitoring the environmental aspects associated with the production sites
has been appointed at each plant.
Overall, taking into account the types of activities carried out at the Group’s various facilities (mainlycomponent assembly operations) and the consolidated Environmental Management Systems implemented
at the Datalogic sites worldwide (Italy, Vietnam, Slovakia and Hungary), the environmental risk level has beenassessed as "low".
It should also be noted that, to date, the Group’s operations have never been compromised or damaged as aresult of natural phenomena attributable to climate change.
In this regard, thanks to the Environmental Management Systems, Datalogic constantly monitors theenvironmental aspects of its operations, and maintains an approach aimed at ensuring the continuous
improvement of its processes’ environmental performance.
Some of these Environmental Management Systems maintained ISO14001 certification in 2020:• Ho Chi Minh City (Vietnam);• Trnava (Slovakia);• Balatonboglár (Hungary);• Monte San Pietro (Italy);• Lippo di Calderara di Reno (Italy).
NOTES:
21
Operations at the Jundiai site (Brazil) were progressively discontinued during the second half of 2020. The site was permanently closed in
December of 2020.
Consolidated non-financial statement71

In 2020, the Group's Environmental Policy was once again shared with all of its stakeholders thanks to its
publication on the Datalogic website.
Despite the fact that the production activities do not entail high levels of energy use, as they mainly consist ofcomponent assembly operations, energy consumption was nevertheless the most significant environmental
aspect associated with the operation of Datalogic’s facilities and offices around the world.
The main area of environmental risk to which the facilities are subject, which has nevertheless been assessed
as “unlikely”, is possibility of chemical spills, resulting in the potential for water and soil pollution.
In order to minimise impact and probability, specific safeguards are defined in accordance to ISO14001.
In 2020, there were no instances of non-compliance with the environmental laws and regulations at any of
the Group’s sites worldwide.

Energy consumption and CO₂ emissions
Considering the significance of the environmental aspects associated with energy consumption, Datalogic
constantly monitors this factor through its awareness of and commitment to solutions and measures aimed
at reducing the organisation’s impact, which, as previously mentioned, is nevertheless moderate thanks to
the Group’s low energy-intensive processes.
As far as energy consumption is concerned, electricity is consumed in the greatest quantities, while natural
gas and, to a lesser extent, LPG, are only used in Europe.
The energy consumption is broken down into direct and indirect consumption. Direct consumption takes thefollowing into account:• natural gas for heating;• diesel for heating and for the car fleet;• LPG;• petrol for the car fleet.
Indirect consumption, on the other hand, regards consumption resulting from the use of electricity.
In 2020 the total consumption amounted to 63,231 GJ, 37% of which was consumed by the plants in Italy.
Direct and indirect energy consumption (GJ)

72

2019

2020

GJ

GJ

Direct energy consumption from non-renewablesources

17,29816,182Natural Gas

16,016

14,311

Diesel

15

16

LPG

1,268

1,855

Energy consumption of the car fleet

1,376

1,256

Diesel

1,330

1,188

Petrol46

68

Indirect energy consumption

52,53745,794

Electricity purchased from non-renewable sources

52,53745,794

Total energy consumption (no car fleet)

69,83561,975

Total energy consumption (with car fleet)

71,211

63,231

Consolidated non-financial statement

As shown in the table above, in 2020 there was a decrease in consumption with respect to 2019. This decreaseis mainly attributable to the effects of the pandemic caused by the spread of the SARS-CoV-2 virus. In fact,
this emergency situation led many Datalogic employees around the world to adopt remote working methods.
This led to a significant decrease in the number of workers present on the company’s premises. In turn, thisdecrease resulted in a considerable decrease in energy consumption with respect to 2019 (-11%)
With regard to the consumption values attributable to the company’s vehicle fleets (diesel and petrol), theGroup took into account the vehicles belonging to the company's fleet (excluding those under lease and formixed use). In the perimeter analysed, there are only cars in Italy, Slovakia, Hungary and the USA.
The direct (Scope 1) and indirect (Scope 2) emissions listed below are those relating to direct and indirectenergy consumption, explaining the emissions of the fleet.

Direct and indirect emissions (ton CO2e)
2019

2020

TONNES OF CO2 equivalent

TONNES OF CO2 equivalent

Direct emissions (Scope 1) – excluding car
fleet

1,003

940

Derived from Natural Gas

921

820

Derived from Diesel

1

1

Derived from LPG

81

118

Emissions – Car fleet

9789

Derived from Diesel

94

84

Derived from Petrol

35Indirect Emissions (Scope 2) – location-based

7,604

6,536

Indirect emissions (Scope 2) – market-based

8,048

6,911

The total direct energy consumption is mainly from non-renewable sources.
It should also be noted that the Group did not use certificates of origin for the purchase of energy fromrenewable sources.

Consolidated non-financial statement73

Waste management
At Datalogic group, waste management is structured according to the following principles:• Reducing waste production, taking legislative compliance and technical aspects into account;• Limiting the incineration of non-recyclable materials;• Reducing the disposal of waste in landfills;
At all Datalogic plants, waste is managed according to the applicable regulations. Each site keeps track of thehazardous and non-hazardous waste that it generates.
The types of waste produced include:• waste resulting from production processes,• waste resulting from ordinary and extraordinary maintenance, laboratory activities, and any demolition
operations.
In 2020, the total waste managed by Datalogic Group22 amounted to 704,833.74 kg, broken down by destination
as follows:

Waste by type and disposal method
2019
kg

2020
kg

0

0

Recycling

1,363

677

Composting0

0

Recovery, including energy recovery

0904Incineration (mass combustion)

9,992

9,331

Landfill

1,190

866

Total hazardous waste

12,545

11,778

Reuse

1,001

1,107

Recycling

753,807526,247

Composting

5,051

2,165

Recovery, including energy recovery

76,061

66,66000

Landfill

117,508

96,877

Total non-hazardous waste

953,428

693,056

965,973

704,834

Destination of the waste
Reuse

Hazardous waste

Non-hazardous waste

Incineration (mass combustion)

TOTAL WASTE PRODUCEDNOTES:
22
Due to the site’s closure, the data regarding the Brazilian plant’s waste production for Q3 and Q4 consist of estimates proportional to the
production volumes.

74

Consolidated non-financial statement

Overall, most of the waste produced by the group in 2020 falls into the category of non-hazardous waste (98%).
By percentages, therefore, the following types of waste were produced, based on their destinations:

Destination of waste produced in 2019 and 2020
Reuse 0.1%
Landfill 12.3%
Incineration (masscombustion) 1%
Recovery, including energy
recovery 7.9%

Composting 0.5%

Recycling 78.2%

2019

2020

Reuse 0.1%
Landfill 13.9%

Incineration (masscombustion) 1.3%
Recovery, including energy
recovery 9.6%

Composting 0.3%
Recycling 74.8%

A subsequent comparison of the 2020 data with those of 2019 shows a net decrease: 704,834 kg produced in2020 as opposed to 965,973 kg produced in 2019 (-27%).
This decrease is mainly attributable to the effects of the pandemic, which led to a general reduction in
production volumes for Datalogic Group as a whole.

The environmental impact of our products
The environmental impact of our products, with a life cycle oriented approach, is one of the areas of researchand innovation to which Datalogic is most highly committed. In particular, this implies attention to the ecodesign aspects of the product, the analysis and development of innovative packaging solutions, and end-oflife management initiatives.
Datalogic has redesigned its processes to ensure the compliance of its Products with:• RoHS (Restriction of Hazardous Substances) Directive;• WEEE (Waste Electrical and Electronic Equipment) Directive;• REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) Regulation
Thanks to the WEEE Directive, Datalogic minimises the environmental impact of electrical and electronicequipment during the course of its life cycle, and when it becomes waste.
Thanks to the RoHS Directive, Datalogic contributes to the protection of theenvironment, human health and the prevention of hazardous waste by limiting theuse of hazardous substances (lead, mercury, cadmium, hexavalent chromium,polybrominated biphenyls-PBB or polybrominated diphenyl ethers-PBDE) in newelectrical and electronic equipment put on the market from 1 July 2006.
Thanks to the REACH Regulation, Datalogic is helping better protect people
and the environment against the potential risks associated with chemical substances, while at the sametime increasing the competitiveness of the EU’s chemical industry. It also promotes alternative methods forassessing the potential hazards associated with the substances, with the aim of reducing the number of tests
carried out on animals.
Consolidated non-financial statement

75

The adoption of a recovery and recycling system offers the user of electrical and electronic equipment thepossibility to deliver free of charge equipment and batteries, which have reached the end of their life, to theappropriate municipal waste collection centres, or to return them to the retailer according to the following
procedures indicated on the Datalogic website https://www.datalogic.com/upload/pages/quality/14001/
WEEE%20statement%20Datalogic_ITA.pdf
In 2020, the organisation’s commitment to environmental protection was further reaffirmed when Datalogic
was announced as an awardee of the 2020 CONAI tender for Packaging Ecodesign.
The award is intended for packaging manufacturers and users who have succeeded in redesigning theirpackaging from an eco-sustainable perspective, and was received for the packaging of the new Magellan™
3200, which was specifically designed with the aim of saving raw materials and optimising logistics.
Respect for the environment and the application of environmentallyfriendly technologies are among the most important aspectsof Datalogic’s business policy, and this award will serve as anincentive to further the company’s systematic process of continuous
improvement.
In 2020, the Datalogic production plant in Slovakia also carried out aninnovative project for its “Paper Fill” packaging, which has generated
considerable environmental benefits and economic savings.
Instead of being discarded, the materials recovered from thepackaging in the receiving areas of the Datalogic warehouses can beused for the production of packaging materials for the shipment offinished products.

76

Consolidated non-financial statement

Consolidated non-financial statement

77

DATALOGIC IS ITS STAKEHOLDERS’ PARTNER
FOR SUSTAINABLE DEVELOPMENT
Datalogic collaborates with its stakeholders on sustainable development
programs, projects and initiatives, in keeping with Goal 17 of the 2030 Agenda.
Strengthen the means of implementation and revitalize the global
partnership for sustainable development.

Strategic management of the supply chain and theenvironmental and social performance of suppliers
Datalogic considers collaboration with its suppliers a strategic means for ensuring the competitiveness,growth and sustainable development of the entire value chain, both upstream and downstream.
The Group’s suppliers are divided into two categories:• suppliers from which Datalogic purchases direct materials, or rather those used for production;• suppliers from which Datalogic purchases “indirect” goods and services, which constitute all the remaining
purchases, namely professional services, facilities, Marketing and communications, transport and travel
expenses, and other purchases of materials.

Total number of suppliers and purchases (in €) by type of supplier
2019

2020

SUPPLIERS%PURCHASES €%SUPPLIERS%PURCHASES €%Total Suppliers

4,790

100%

271,943,312

100%

3,816

100%

235,400,197

100%

Direct Suppliers

712

15%

210,725,161

77%

633

17%

165,661,228

70%

Indirect Suppliers

4,078

85%

61,218,151

23%

3,183

83%

69,738,969

30%

Responsible supply chain management
Datalogic has identified a limited risk level associated with lack of compliance on the part of the suppliers ofmaterials used for its own production processes (direct purchases).
The risk of non-compliance with the mandatory local regulations, the commitment to environmental protection,and respect for human rights are mitigated thanks to Datalogic’s well-structured supplier evaluation process,which is carried out during the qualification phase, and during the monitoring of the performance levels andthe agreed standards during the execution phase.
The “general purchase conditions” and/or the “Code of Conduct” (both of which are available on the Datalogic
website) make explicit reference to the following:• compliance with the applicable regulations;• the REACH and RoHS regulations, for the verification of the environmental aspects;• respect for human rights and workers' rights, also with reference to “conflict minerals”;• the principles of fairness and ethical principles.
During the course of 2019 and 2020 there were no instances of non-compliance with the contractual conditionsof a magnitude that resulted in a discontinuation of the supply relationship and the consequent terminationof contract.
At Datalogic, the recruitment of new suppliers is governed by the group process titled “Direct Material Suppliers
Search, Select and Qualification”, which requires information on the potential new suppliers’ management ofenvironmental and social aspects to be collected during the early stages.
This information is recorded on a “Supplier Self Evaluation & Supplier Quality verification” questionnaire, inorder to allow Datalogic to conduct an initial assessment and screening of the potential candidates.
80

Consolidated non-financial statement

If the first phase of the supplier assessment has a positive outcome, Datalogic decides whether or not toproceed with a Qualification Audit, which is aimed at verifying the responses provided in the self-assessment
questionnaire, and checking a series of additional requirements mapped out in the “Supplier Evaluation
Questionnaire”.
Datalogic used environmental and social criteria in 100% of the new supplier qualification processes carriedout in both 2019 and 2020.
In addition to the Qualification Audits, Datalogic also carries out monitoring Audits on its suppliers according
to an annual plan, which is prepared based on criteria of relevance, performance and priorities.
Environmental and social aspects are also evaluated during this second type of Audit thanks to the applicationof the previously mentioned self-assessment questionnaire.
In particular, when planning each audit, the suppliers are reminded that the Datalogic Code of Conduct isalways part of Datalogic’s implicit requirements and constitutes an integral part of the audit criteria.
The maintenance audit checklist also includes the assessment of environmental and social aspects.

Customers and customer centricity for Datalogic

Datalogic has designed and implemented processes to monitor the Customers’ needs, perceptions andproposals at various times throughout the relationship, with the aim of providing a concrete response to theirneeds, while at the same time guaranteeing a direct connection between the sales and product development
departments.
Understanding and meeting the Customers’ expectations are key drivers, and they are achieved throughcontinuous initiatives aimed at improving the Customer Experience, which Datalogic carries out with its
partners and customers on a daily basis.
In 2020, Datalogic has confirmed the adoption of the Net Promoter Score (NPS), used by many Fortune 500
Companies, as a Customer satisfaction performance indicator.
More information is available in the "Services" section of the Datalogic website: https://www.datalogic.com/ita/
supporto-assistenza/assistenza-srv-5176.html.

Consolidated non-financial statement

81Listening to Customers is also a strategic aspect, and ensures that the service offered actually provides what
is really most important to them. In this context, Datalogic carries out an annual monitoring of the experienceoffered to its Customers through several tools:• “Customer Bulletin” (VOC) report to share, summarise and analyse the complaints received. The following
improvement actions were implemented in 2020:- drafting of the report on a monthly basis;- extension of the Customer Bulletin to cover the Technical and Product Quality area;- widespread distribution of the report company-wide;- a thorough analysis of the causes triggering the issues and the relative solutions structurally carriedout by the various departments involved in the various stages.
• “Net Promoter Score” (NPS) indicator for the evaluation of loyalty concerning business-to-customer
relationship. The NPS value for 2020 was equal to 44, for an 11 point improvement over the previous
year. This is the final result of the questionnaire sent to more than 3000 company contacts (registered asa result of business relations for Sales, Pre-sales, technical support or customer service activities, all via
the CRM system). It is worth mentioning the dynamic feature of this year's survey that, with its aim to give
voice to our contacts by measuring Customer Satisfaction, asked them to analyse the aspects that require
greater care and attention throughout the Customer interaction process.
• Instant Surveys allow customers to express (on a scale from 1 to 5) their satisfaction regarding the qualityof the services received and the assistance provided by the company contact person. This tool was created
to detect, in the shortest time possible, the actual customer satisfaction, and to be able to intervene justas quickly when the customer's expectations are not aligned with the service level provided. In 2020, thismethodology was extended to cover On-Site Maintenance activities and the management of complex
projects in the Transportation & Logistics sector.
The growing number of requests received from our Stakeholders, and in particular from new potential
Customers, on issues of strategic importance to Datalogic, like sustainability and corporate social
responsibility, has led the Organisation to pay greater attention to the economic, social and environmental
impacts generated by its own business and its suppliers’ businesses.
In 2020, like in previous years, Datalogic joined the Ecovadis platform. The adoption of this tool has opened
an excellent channel of collaboration with our Customers for a transparent sharing of Datalogic sustainability
performance, giving them the opportunity to monitor the progress of all improvement actions related topolicies, procedures and processes in the field of Sustainability.

Initiatives in support of the territory and communities
Datalogic fighting Covid-19 alongside healthcare workers
In April 2020, as Covid-19 continued to spread throughout our country, Datalogic donated barcode readersand mobile computers for “bedside” care to the Sant’Orsola-Malpighi hospital in Bologna and to various otherhospitals throughout Northern Italy, in order to improve the care provided to patients in the Covid-19 wards.
The devices are equipped with wireless technology and antimicrobial plastic casings, thus rendering themsuitable for combating possible bacterial contaminations. This greatly reduces the risk of germs remaining
on the devices and being transmitted between healthcare professionals and patients.

Datalogic’s support for the education and professional development of young people
throughout the country
In 2020, in order to attract qualifying students who had completed three-year degree courses at other Italian
universities in Computer Engineering or Computer Science and Technology to the Emilia-Romagna region, the“Datalogic 2020/2021 Scholarship” was established as part of the research and training programs launchedwith the University of Ferrara.

82

Consolidated non-financial statement

The support offered by Datalogic in this sense consists of the disbursement of 5 scholarships amounting to €3000 each for students who wish to enrol in the University of Ferrara's Master’s Degree courses in Computerand Automation Engineering or Electronic Engineering for ICT.
This initiative is aimed at attracting and retaining young talents throughout the country who are interested infurthering their technical and technological education with the distinct skills sought by Datalogic Group.

Datalogic for Casa Santa Chiara: the value of diversity to the community of Bologna
In December of 2020, Datalogic offered its support to the Casa Santa Chiara social cooperative, which has
been working with disadvantaged local communities in the Bologna area over 50 years, providing assistanceto people with intellectual disabilities and their families. Casa Santa Chiara’s goal is to exalt the human andsocial value of the diverse aspects found in every individual, overcoming handicaps, disabilities, and otherdifficulties, so that the protection of everyone’s human, civil, and social rights is ensured, especially the mostfragile and isolated. The Cooperative’s work manifests itself in Family Groups, where people are welcomed
into an affectionate and trusting family environment, Day Care Centres, where everyone can express theirpotential, gaining skills and independence, the “Il Ponte” recreational Day Care Centre, where play and leisureactivities can be enjoyed in a simple and laid-back atmosphere in the company of friends, and the Holiday
House in Sottocastello di Cadore, for a truly special vacation experience!

Datalogic in support of Calderarese week
In May of 2020, Datalogic offered its own contribution in support of the historic Calderarese Week, an eventthat has always been a showcase for cultural institutions, local associations, the tertiary sector, and thecommercial fabric of the Calderara di Reno area. Despite being cancelled due to the COVID-19 pandemic,
Datalogic nevertheless wished to make a contribution to mark its fortieth edition.

Datalogic in support of local art and culture
Once again in 2020, Datalogic supported the Amici del Museo del Patrimonio Industriale (“Friends of theIndustrial Heritage Museum”) Association. Since 1997, the Association has managed the museum’s activities
aimed at celebrating the historical-industrial culture of Bologna and consolidating the bond between local
production companies and the technical training sector.

Federazione Maestri del Lavoro (“The Federation of Masters of Labour”)
In 2020, Datalogic reaffirmed its support for the Federazione Maestri del Lavoro with an annual contribution
to the ceremony honouring the Stella al Merito del Lavoro (the “Star of Merit for Labour”).

Consolidated non-financial statement

83

FURTHER DETAILSDirect and indirect energy consumption (GJ)23
2019

2020

GJ

%

GJ

%

Total consumption - Without car fleet

69,83598%

61,97598%

Direct energy consumption - Car fleet

1,376

2%

1,256

2%

Total consumption - with car fleet

71,211

100%

63,231100%

Direct consumption by type
2019

2020

GJ

%

GJ

%

16,01692.6%

14,311

88.4%

Diesel

15

0.1%

16

0.1%

LPG

1,268

7.3%

1,855

11.5%

Natural Gas

Direct consumption by type - car fleet
2019

2020

GJ

%

GJ

%

Car fleet – Diesel Consumption

1,330

96%

1,188

95%

Car fleet - Petrol consumption

46

4%

68

5%

Emissions related to energy consumption (tonnes CO2 e)24
2019

2020

TONNES OF CO2
equivalent%

TONNES OF CO2
equivalent%

Direct CO2 Emissions (Scope 1)

1,003

100%

940

100%

Indirect CO2 Emissions (Scope 2) – Location-Based

7,604

100%

6,536

100%

Indirect CO2 Emissions (Scope 2) – Market-Based

8,048

100%

6,911

100%

NOTES:
23
The following conversion factors were used to calculate the energy consumption in GJ for 2019 and 2020:• Natural gas: National standard parameters table of the Ministry of the Environment 2019, 2020
• Diesel fuel for heating, LPG, Petrol for vehicles, Diesel for vehicles: Defra 2019, 2020
24
For the calculation of the Scope 1 emissions for 2019 and 2020, the respective DEFRA emission factors were used from 2019and 2020. For the calculation of the Scope 2 Location-based emissions for 2019 and 2020, the emission factors from the Terna2018 international comparisons were used (with the exception of Vietnam, where the estimated values from the IGES Grid emission factors 2017
were considered). In 2019 and 2020, the following factors were used for the calculation of the “Market-based” Scope 2 emissions:• Italy, Hungary and Slovakia: "AIB – residual mix 2018” guidelines• USA: “eGrid 2018 – WEEC Northwest”• Brazil and Vietnam: in line with those used for the “Location based” calculation (Terna 2017 and IGES Grid emission factors 2017).
Scope 2 emissions are expressed in tons of CO2, however the percentage of methane and nitrous oxide has a negligible effect on total greenhousegas emissions (CO2 equivalent) as it emerges from the technical literature.
Consolidated non-financial statement

87Emissions related to energy consumption (tonnes CO2 e)
2019

2020

TONNES OF CO2
equivalent%

TONNES OF CO2
equivalent%

Natural Gas Emissions

921

91.8%

820

87.3%

Diesel Emissions

1

0.1%

1

0.1%

LPG Emissions

81

8%

118

12.6%

Detail of emissions related to direct energy consumption (tonnes CO2e) of the car fleet
2019

2020

TONNES OF CO2
equivalent%

TONNES OF CO2
equivalent%

CO2 emissions for the car fleet only (Petrol)

3

4%

5

6%

CO2 emissions for the car fleet only (Diesel)

94

96%

84

94%

Breakdown of types of waste by destination
2019

2020

kg

%

kg

%

Reuse

1,001

0.1%

1,107

0.1%

Recycling

755,170

78.2%

526,924

74.8%

Composting

5,051

0.5%

2,165

0.3%

Recovery, including energy recovery

76,061

7.9%

67,564

9.6%

Incineration (mass combustion)

9,992

1.0%

9,331

1.3%

Landfill

118,698

12.3%

97,743

13.9%

Total

965,973100%

704,834

100%

Total employees by geographical area as of 31 December
2019

2020

N

%

N

%

Total Employees

3,074

100%

2,826

100%

EMEA

1,742

56.7%

1,573

55.7%

Americas

606

19.7%

524

18.5%

APAC

726

23.6%

729

25.8%

Employees by gender and age group as of 31 December 2020
EMEA

Americas

APAC

TOTAL

N

%

%

N

N

%

N

%

Total employees

1,573

100%

524

100%

729

100%

2,826

100%

Men

933

49.7%

405

77.3%

428

58.7%

1,766

62.5%

Women

640

50.3%

119

22.7%

301

41.3%

1,060

37.5%

Under 30 years old

182

11.6%

40

7.6%

243

33.3%

465

16.5%

30 to 50 years old

958

60.9%

201

38.4%

463

63.5%

1,622

57.4%

Over 50 years old

433

27.5%

283

54.0%

23

3.2%

739

26.2%

88

Consolidated non-financial statement

Employees by profession and geographical area as of 31 December 2020
EMEA

Americas

APAC

TOTAL

N

%

%

N

N

%

N

%

Total employees

1,573

100%

524

100%

729

100%

2,826

100%

White Collars

1,068

67.9%

465

88.7%

358

49.1%

1,891

66.9%

Blue Collars

505

32.1%

59

11.3%

371

50.9%

935

33.1%

Total Men

933

100%

405

100%

428

100%

1,766

100%

White Collars

789

84.6%

364

89.9%

231

54.0%

1,384

78.4%

Blue Collars

144

15.4%

41

10.1%

197

46.0%

382

21.6%

Total Women

640

100%

119

100%

301

100%

1,060

100%

White Collars

279

43.6%

101

84.9%

127

42.2%

507

47.8%

Blue Collars

361

56.4%

18

15.1%

174

57.8%

553

52.2%

Total Employees under 30 years old

182

100%

40

100%

243

100%

465

100%

White Collars

104

57.1%

35

87.5%

55

22.6%

194

41.7%

Blue Collars

78

42.9%

5

12.5%

188

77.4%

271

58.3%

Total Employees 30 to 50 years old

958

100%

201

100%

463

100%

1,622

100%

White Collars

658

68.7%

187

93.0%

282

60.9%

1,127

69.5%

Blue Collars

300

31.3%

14

7.0%

181

39.1%

495

30.5%

Total Employees over 50 years old

433

100%

283

100%

23

100%

739

100%

White Collars

306

70.7%

243

85.9%

21

91.3%

570

77.1%

Blue Collars

127

29.3%

40

14.1%

2

8.7%

169

22.9%

Percentage of employees by professional category and gender as of 31 December
2019

2020

MEN

WOMEN

TOTAL

MEN

WOMEN

TOTAL

Total Employees

61.9%

38.1%

100%

62.5%

37.5%

100%

White Collars

73.8%

26.2%

65.9%

73.2%

26.8%

66.9%

Blue Collars

39.0%

61.0%

34.1%

40.9%

59.1%

33.1%

Percentage of employees by professional category and age group as of 31 December
2019

2020

< 30 YEARS
OLD

30 TO 50YEARS OLD

> 50 YEARS
OLD

TOTAL

< 30 YEARS
OLD

30 TO 50YEARS OLD

> 50 YEARS
OLD

TOTAL

Total Employees

19.1%

56.4%

24.5%

100%

16.5%

57.4%

26.2%

100%

White Collars

11.4%

60.2%

28.4%

65.9%

10.3%

59.6%

30.1%

66.9%

Blue Collars

33.8%

49.1%

17.1%

34.1%

29.0%

52.9%

18.1%

33.1%

Consolidated non-financial statement

89Total Employees by contract type (open-ended or fixed-term), and gender as of 31 December
2019

Total Employees
Open-ended
Fixed-term

2020

MEN

WOMEN

TOTAL

MEN

WOMEN

TOTAL

N

1,904

1,170

3,074

1,766

1,060

2,826

N

1,763

1,075

2,838

1,592

975

2,567

%

92.6%

91.9%

92.3%

90.1%

92.0%

90.8%

N

141

95

236

174

85

259

%

7.4%

8.1%

7.7%

9.9%

8.0%

9.2%

Total employees by contract type (open-ended or fixed-term) and geographical area as of 31 December
2019

Total Employees
Open-ended
Fixed-term

2020

AMERICAS

EMEA

APAC

TOTAL

AMERICAS

EMEA

APAC

TOTAL

N

606

1,742

726

3,074

524

1,573

729

2,826

N

606

1,658

574

2,838

524

1,536

507

2,567

%

100%

95.2%

79.1%

92.3%

100%

97.6%

69.5%

90.8%

N

0

84

152

236

0

37

222

259

%

0%

4.8%

20.9%

7.7%

0%

2.4%

30.5%

9.2%

Employees by contract type (full-time or part-time), and gender as of 31 December
2019

Total Employees
Full-timePart-time

2020

MEN

WOMEN

TOTAL

MEN

WOMEN

TOTAL

N

1,904

1,170

3,074

1,766

1,060

2,826

N

1,897

1,118

3,015

1,760

1,005

2,765

%

99.6%

95.6%

98.1%

99.7%

94.8%

97.8%

N

7

52

59

6

55

61

%

0.4%

4.4%

1.9%

0.3%

5.2%

2.2%

Employees covered by collective bargaining agreements with the trade unions as of 31 December
2019

50.70 %

49.30 %

2020

47.70 %

Employees covered by collective bargaining agreements
Employees not covered by collective bargaining agreements

90

Consolidated non-financial statement

52.30 %

Percentage of Newly Hired Personnel by geographical area, gender and age group in 2019
Newly Hired Personnel
MEN

WOMEN

TOTAL

Total

12.8%

16.0%

14.0%

EMEA

13.5%

19.6%

16.1%

Americas

9.9%

7.6%

9.4%

APAC

14.4%

10.5%

12.8%

Newly Hired Personnel< 30 YEARS OLD

30 TO 50 YEARS OLD> 50 YEARS OLD

TOTAL

Total

24.9%

12.7%

8.6%

14.0%

EMEA

34.7%

14.2%

9.3%

16.1%

Americas

25.5%

8.8%

7.5%

9.4%

APAC

15.3%

11.3%

11.1%

12.8%

Percentage of Newly Hired Personnel by geographical area, gender and age group in 202025
Newly Hired Personnel
MEN

WOMEN

TOTAL

Total

7.6%

6.8%

7.3%

EMEA

5.8%

3.6%

4.9%

Americas

9.1%

15.5%

10.5%

APAC

10.0%

10.3%

10.2%

Newly Hired Personnel< 30 YEARS OLD

30 TO 50 YEARS OLD> 50 YEARS OLD

TOTAL

Total

15.9%

6.2%

4.3%

7.3%

EMEA

11.5%

4.7%

2.5%

4.9%

Americas

25.0%

12.9%

6.7%

10.5%

APAC

17.7%

6.3%

8.7%

10.2%

Employees that received a performance assessment by geographical area and gender in 202025
2020
MEN

WOMEN

TOTAL

Total

72%

41%

60%

EMEA

79%

35%

60%

Americas

83%

76%

82%

APAC

44%

40%

43%

NOTES:
25
The newly hired personnel rate is calculated as the ratio between the total number of hired resources in 2020 (total, by gender and age group),
and the total number of employees (total, by gender and age group) as of 31/12/2020. The number of the hired resources doesn’t include resources
transferred between different Regions.
26
It should be noted that, in order to provide a more representative figure, data relating to the workforce as of 31/12/2019 was utilised, as theperformance assessment process carried out in 2020 refers to the workforce in place as of 31/12/2019.
Consolidated non-financial statement

91METHODOLOGICAL NOTEIn compliance with the provisions of article 5, paragraph 3, letter b, of Italian Legislative Decree no. 254/2016,
Datalogic Group has prepared this Consolidated Non-Financial Statement, hereinafter NFS, which is a separate
report from the Management Report.
This NFS for the 2020 financial year covers the period from 1 January to 31 December 2020, and includes
Datalogic S.p.A. (the Parent Company) and all the companies consolidated line-by-line in the Consolidated
Financial Statements (within this document, the terms “Datalogic Group”, “Group” and “Datalogic” refer to all
the companies included within the scope of consolidation), as illustrated in the tables below.

COMPANYLOCATION% OWNERSHIP

Datalogic S.p.A.

Bologna – Italy

Datalogic Real Estate France Sas

Paris – France

100%

Redbourn - England

100%

Bologna – Italy

100%

Informatics Holdings, Inc.

Plano, Texas - USA

100%

Wasp Barcode Technologies Ltd

Redbourn - England

100%

Datalogic (Shenzhen) Industrial Automation Co. Ltd.

Shenzhen - China

100%

Balatonboglár - Hungary

100%

Datalogic S.r.l.

Bologna – Italy

100%

Datalogic Slovakia S.r.o.

Trnava - Slovakia

100%

Datalogic USA Inc.

Eugene, OR - USA

100%

Datalogic do Brazil Comercio de Equipamentos e Autocao Ltda.

Sao Paulo - Brazil

100%

Colonia Cuauhtemoc - Mexico

100%

Langen - Germany

100%

Mount Waverley (Melbourne) Australia

100%

Datalogic Vietnam LLC

Vietnam100%

Datalogic Singapore Asia Pacific Pte Ltd.

Singapore

100%

Suzhou Mobydata Smart System Co. Ltd

Suzhou, Jiangsu - China

51%

Datalogic Real Estate UK Ltd.
Datalogic IP Tech S.r.l.

Datalogic Hungary Kft

Datalogic Technologia de Mexico S.r.l.
Datalogic Scanning Eastern Europe GmbH
Datalogic Australia Pty Ltd

Datalogic S.p.A., with headquarters in Lippo di Calderara (Bologna), is the Group’s Parent Company, and is
responsible for defining the Group’s vision, strategy, values and policies.
With respect to the NFS for the financial year ended on 31 December 2019, the exit of the company Solution
Net Systems Inc. (a non-core division of the Group specialising in the supply and installation of integrated
solutions dedicated to the postal sector and retail distribution centres) from the scope of consolidation should
be noted, as the sale of a majority share equal to 85% of the share capital in the investee company to theAmerican fund Architect Equity was finalised on 24 July 2020.
Each year the scope of the reporting of the environmental data and information is defined based on anassessment of the materiality of the sites with respect to their environmental impact, excluding sites thatcarry out exclusively office activities and are characterised by a low presence of people.

Consolidated non-financial statement95With regard to the 2020 reporting period, the environmental data collected and disclosed in this NFS refer tothe following facilities:• Monte San Pietro – BO (Italy);• Castiglion Messer Raimondo - TE (Italy);• Lippo di Calderara, BO (Italy);• Trnava (Slovakia);• Balatonboglár (Hungary);• Ho Chi Minh City (Vietnam);• Eugene and Telford/Hatfield (USA);• Jundiai (Brazil): Operations at the Jundiai site (Brazil) were progressively discontinued during the second
half of 2020, and the site was permanently closed in December of 2020.

This document was prepared in compliance with the GRI Sustainability Reporting Standards (hereinafteralso "GRI Standards"), published in 2016 by the Global Reporting Initiative (GRI), as subsequently amendedin accordance with the Core option. In this regard, it should be noted that, with regard to the Topic GRI
403 (Occupational Health and Safety), the Group has adopted the most updated version released in 2018
by the GRI. In particular, the definition of the material aspects in terms of the impacts of the Group andfor its stakeholders was based on a structured process of materiality analysis described in the paragraph"Stakeholder dialogue and materiality analysis" below.
With regard to the information required by Art. 3, paragraph 2 of Italian Legislative Decree no. 254/16, itshould be noted that, in view of the business sector, the Group's water consumption was not material inorder to ensure an understanding of the company's business. This is not significant given the company's
production activities and the impacts produced by it. In fact, the Group's business consists of offices andproduction facilities that do not use any significant amounts of water.
Furthermore, the topic of polluting emissions other than greenhouse gas emissions was not consideredmaterial, as the production activities do not generate such emissions.
The NFS is published on an annual basis, and includes a comparison with the information provided for theprevious years, if available. The process of drawing up the NFS was coordinated on a Group-wide level
by Corporate Quality. The corporate departments, on both a centralised and local level, were involved inreporting the policies, the risks generated and suffered, the management and organisation models, and thedata and information necessary for the preparation of the NFS.
Any restatements of previously published comparative data are clearly indicated as such. In order to ensure
the reliability of the data, the use of estimates was limited as far as possible. Wherever estimates are
utilised, they are based on the best methodologies available, and are marked accordingly in the document.
This document was approved by the Datalogic S.p.A. Board of Directors on 9 March 2021.
The NFS is also subject to a limited assurance engagement (according to the criteria set out in ISAE 3000
Revised) by Deloitte & Touche S.p.A.
NFS 2020 is available on the Datalogic website: https://www.datalogic.com/ita/azienda/panoramicadellazienda/sostenibilita-co-4690.html
For more information or clarifications, or for any questions you may have, please contact Datalogic Group via
the “contact us” section of the website, at: https://www.datalogic.com/ita/contatti-cth-4467.html.

96

Consolidated non-financial statement

Stakeholder dialogue and materiality analysis
This NFS is intended to provide information on environmental and social issues relating to personnel, respectfor human rights, and the fight against active and passive corruption.
Using the GRI Standards as a reference, Datalogic has initiated a materiality analysis process (as requiredby GRI 101 – Foundation) in order to identify the relevant topics, based on the importance of the economic,
environmental and social impacts generated by its own activities, and their influence upon the assessments
and decisions of the Group’s stakeholders. This process involved the identification of relevant stakeholders
for the Group and subsequently the identification of material issues.

Dialogue with Stakeholders
The stakeholder mapping and engagement process undertaken for the preparation of Datalogic’s 2020
NFS was guided by the methodology recommended by the AA1000 Stakeholder Engagement Standard Accountability, a reference framework for design, implementation, quality verification and communication of
stakeholder inclusion programs.
The process was guided by the principles of:• relevance, which requires knowledge of what is important to Datalogic and its stakeholders;• completeness, which requires the understanding and management of the stakeholders’ actual impacts,
needs, perceptions and expectations;• compliance, which requires a response consistent with the topics relevant for the stakeholders and for
Datalogic.
Datalogic’s main stakeholders are the following:
ENGAGEMENTFREQUENCYTERMS OF ENGAGEMENT

Shareholders/Financial
Community

Continuous

Conference calls for sharing results and at
the request of investors, Conference callswith analysts and investors, price sensitive
communications via SDIR, and postings on the
Corporate website.

Customers/Distributors

Continuous

Constant dialogue with customers through"Customer Relationship Management" tool, Net
Promoter Score, management of services offeredon site, web events, and focus groups.

Customer experience and engagement.
Innovation and product quality.

Suppliers

Continuous

Meetings and visits, mainly via the web.

Business development, supplier involvement inproduct development, innovation and quality ofmaterials and services.

Repair service partners

Monthly

Performance monitoring and business review.
Comparisons based on defined terms andobjectives.

Business development, support and customer
response time

Employees

Continuous

Constant dialogue between the different functions,performance evaluation and training.
Annual in-house climate surveys.

Professional growth, recognition, safe andinclusive working environment.

Political/economic communityand Institutions

Monthly

Dialogue and participation in working groups,
regular consultation and joint projects.

Economic and technological development.
Creating value and safeguarding health andsafety.

The Scientific community

At regular intervals

Collaboration in research and development
projects.

Continuous technological progress.

STAKEHOLDERS

MAIN EMERGED ISSUES
Transparency of financial information andcompany performance.
Possible impacts generated by regulatorychanges on the achievement of strategic
objectives and macroeconomic trends.

Based on the activities carried out during the previous reporting period, from September to October 2020
Datalogic reviewed the map of its stakeholder ecosystem in order to select a panel of stakeholders to be
involved in the process of calibrating the material topics to be included in the 2020 NFS.
3 clusters of stakeholders were identified, representing internal and external instances of Datalogic’s
organisational context, cross-functional points of view, and different hierarchical levels:
Consolidated non-financial statement97•a multi-stakeholder team, belonging to the EH&S Italy, Corporate HR, Marketing & Communications,
Procurement, and Internal Auditing departments, was involved in the analysis of strategic positioning,from the standpoint of the SDGs;
334 Employees belonging to the following levels: N-1, N-2, N-3, representing all the corporate areas;
427 suppliers, representing all the suppliers active over the past 12 months with a spending = or > €10,000;8 representatives of the Management Team, involved in the validation of the materiality analysis andin the calibration of the weights to be attributed to the material topics.

•••

The materiality analysis
In 2020, Datalogic decided to refine the materiality analysis process with respect to the 2019 NFS, with a strategic
analysis even being conducted in relation to the 17 Sustainability Goals of the United Nations 2030 Agenda.
The strategic positioning analysis was carried out within the context of a multi-stakeholder workshop
supported by the “SDG Lens” tool (https://store.veracity.com/sdg-lens-sustainable-development-selfassessment-tool), in order to prioritise the SDGs according to the specific strategic and operational ecosystemwith which Datalogic interacts. The granularity of the analysis conducted through the “SDG Lens” tool madeit possible to achieve the level of detail of the individual targets of the SDG system.
This project task made it possible to arrive at a shared identification of the reference targets for Datalogic,
reported according to the global metrics, with the support of an engagement and structured analysis
methodology that legitimised the identification of the priority SDGs to be included within the NFS, correlatingthem to the various material topics.
In order to perform the strategic positioning analysis (useful for correlating the material topics with the UN
SDGs), a workshop was organised in which the representatives of the EH&S Italy, Corporate HR, Marketing &Communications, Procurement, and Internal Auditing departments were asked to reflect on the impact andcontribution that Datalogic’s activities have had on the pursuit of the 2030 Agenda’s universal Goals.
A summary representation of the results used to identify and prioritise the material SDGs for Datalogic isshown below.

98

Consolidated non-financial statement

The material topics to be shared with the stakeholders were identified during the stakeholder engagement
phase, starting with the topics considered in 2019.
For 2020, it was deemed necessary to split the "Health & Safety" topic into two separate topics (Safe working
conditions and Health and well-being at the workplace) in order to leave the stakeholders more space torequest new information relating to the emerging issues that the Covid-19 pandemic has generated, and theinitiatives that Datalogic has launched in response to the health emergency and to limit the risk of contagion.
All the stakeholders were asked the same questions, in order to allow for an assessment of the relative
importance of the same topics to the internal and external stakeholders.
The processing of the data and the assessments collected led to the identification of the material topics to beaddressed in the 2020 NFS.
The results of the materiality analysis were initially validated through a collective meeting held with all the
Company’s Department Managers, and were subsequently approved by the Group’s CEO.
At the end of the process, the following material topics were identified for Datalogic Group and its stakeholders.

High

Health & Wellbeing at Worplace

Influence on the evaluation of
stakeholders and their decisions

Energy Consumption
CO2 Emission Reduction

Innovation

Environmental Impact of Products

Training & Education“Green” Organizational Approach
Waste Management

Investments in Local SuppliersInnovation
Data Protection

Customer Satisfaction

Safe working conditions
Product Safety
Health and wellbeing at workplace

Safe Working Conditions

Human Rights
Diversity & Equal Opportunities

Suppliers Social & Env. Perf.

Training and Education
Employee retention and attraction

Product Safety

Water Consumption

Data Protection

Anticompetitive behaviour

Diversity & Equal Opportunities

Anticorruption

Human Rights
Employee Retention & Attraction

Low
Low

“Green” organizational approach
Waste management
CO2 Emission Reduction
Energy Consumption
Environmental impact of products

Relevance of the economic, environmental andsocial impacts of Datalogic

Customer satisfaction
Suppliers Social and Env. Perf.

High

The relevance of the material topics of “Waste Management”, “Energy Consumption”, Diversity and equal
opportunities” and “Data protection” was increased based on the considerations that emerged from thediscussions held with the managers of the corporate departments, as they are considered important
regardless of the Datalogic scenario. These topics were validated by the Group’s CEO, who also increased
the relevance of two additional topics: “Human Rights” and “Supplier Social and Environmental performance”.
For the sake of clarity, a reconciliation has been made between the material topics and the relative GRI Topic
Disclosures, indicating the relevant scope and any limitations for each of them.
Consolidated non-financial statement

99

AREA

MATERIAL TOPIC

Supplier Relations

Supplier Social &Environmental performances

Customer engagement

Product Innovation

Employees

Management ofEnvironmental Impacts

100

GRI TOPIC-SPECIFIC
STANDARDS

SCOPE
WHERE THE IMPACT
OCCURSDATALOGIC’SENGAGEMENTGRI 308: Environmental
assessment of suppliers

Production plants for directmaterial purchases

Caused by the GroupGRI 414: Social assessmentof suppliers

Production plants for directmaterial purchases

Caused by the Group

Product Safety

GRI 416: Customer Health &SafetyGroup

Caused by the Group

Data Protection

GRI 418: Customer Privacy

Group

Caused by the Group

Customer satisfaction

Net promoter Score (non-GRI
indicator)

Group

Caused by the Group

Innovation

N/A

Group

Caused by the Group

Environmental impact of
Products

N/A

Group

Caused by the Group

Training & Education

GRI 404: Training and
Education

Group Employees

Caused by the Group

Human Rights

GRI 412: Human Rights
Assessment

Group Employees
Suppliers

Caused by the Group

Health & Well-being at theworkplace Safe working conditions

GRI 403: Occupational
Health & Safety

Group employees andcontract workers

Caused by the Group anddirectly connected to theGroup through commercial
relations

Employee retention &attraction

GRI 401: Employment

Group

Caused by the Group

Diversity & Equal
opportunities

GRI 405: Diversity &Equal Opportunities

Group

Caused by the Group

Energy Consumption

GRI 302: Energy

Production plants

Caused by the GroupCO2 Emission reduction

GRI 305: Emissions

Production plants
Providers of electrical power

Caused by the Group anddirectly connected to theGroup through commercial
relations

Waste management

GRI 306: Water discharges
and waste

Production plants

Caused by the Group and towhich the Group contributes

Consolidated non-financial statement

Consolidated non-financial statement

101

GRI CONTENT INDEXDISCLOSUREPAGEOMISSIONSORGANISATIONAL PROFILE(GRI 102: General Disclosures)
102-1 Name of the organisation

21

102-2 Activities, brands, products and services

12-15

102-3 Location of headquarters

21

102-4 Location of operations

16

102-5 Ownership and legal form

21-23

102-6 Markets served

12-16

102-7 Scale of the organisation

10-11; 55
MKT Cap. € 818.25 million as of 31
December 2020

102-8 Information on employees and other workers

55-58; 90

102-9 Supply chain

50; 80-81

102-10 Significant changes to the organisation and its supply chain

95

102-11 Precautionary principle

27-29

102-12 External initiatives

82-83; 98102-13 Membership of associations

21
STRATEGY(GRI 102: General Disclosures)

102-14 Statement from senior decision-maker

4-5

102-15 Key impacts, risks, and opportunities

23; 27-29
ETHICS AND INTEGRITY(GRI 102: General Disclosures)

102-16 Values, principles, standards, and norms of behaviour

9; 31
GOVERNANCE(GRI 102: General Disclosures)

102-18 Governance structure

22-23
STAKEHOLDER ENGAGEMENT(GRI 102: General Disclosures)

102-40 List of stakeholder groups

97102-41 Collective bargaining agreements

90102-42 Identifying and selecting stakeholders

97-98

102-43 Approach to stakeholder engagement

97-98

102-44 Key topics and concerns raised

99-100REPORTING CRITERIA(GRI 102: General Disclosures)

102-45 Entities included in the consolidated financial statements

95

102-46 Defining report content and topic Boundaries

100

102-47 List of material topics

99-100102-48 Restatements of information

96

102-49 Changes in reporting

95-96

102-50 Reporting period

95102-51 Date of most recent report95

102-52 Reporting cycle

96102-53 Contact point for questions regarding the report

96102-54 Claims of reporting in accordance with the GRI Standards

96102-55 GRI content index

105-107102-56 External assurance

111-113
SDG 9
Build resilient infrastructure, promote sustainable industrialisation and foster innovation

103-1 Explanation of the material topic and its boundary100

103-2 The management approach and its components

26; 27-29; 38-41

103-3 Evaluation of the management approach

38-41

Consolidated non-financial statement

105

DISCLOSUREPAGEINNOVATION% New Product sales

35
DATA PROTECTION(GRI 418: Customer Privacy)

418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data

41

SDG 3
Ensure healthy lives and promote well-being for all at all ages
103-1 Explanation of the material topic and its boundary100

103-2 The management approach and its components

26; 27-29; 45-49

103-3 Evaluation of the management approach

45-49
HEALTH & WELL-BEING AT THE WORKPLACE
SAFE WORKING CONDITIONS(GRI 403: Occupational health and safety)

403-1 Occupational health and safety management system45403-2 Hazard identification, risk assessment and incident investigation

46

403-3 Occupational health services

47403-4 Worker participation, consultation, and communication on occupational health and safety47403-5 Worker training on occupational health and safety

46-47

403-6 Promotion of worker health47-48

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

50

403-9 Work-related injuries

48-49
PRODUCT SAFETY(GRI 416: Customer health and safety)

416-1 Assessment of the health and safety impacts of product and service categories

50

416-2 Incidents of non-compliance concerning the health and safety impacts of products and services

50

SDG 5
Achieve gender equality and empower all women and girls
103-1 Explanation of the material topic and its boundary100

103-2 The management approach and its components

27-29; 56; 80

103-3 Evaluation of the management approach

56; 80
DIVERSITY & EQUAL OPPORTUNITIES(GRI 405: Diversity and equal opportunities)

405-1 Diversity of governance bodies and employees

23; 56-57; 89
HUMAN RIGHTS(GRI 412: Human rights assessment)

406-1 Incidents of discrimination and corrective actions taken

56412-2 Employee training on human rights policies or procedures

65408-1 Operations and suppliers at significant risk for incidents of child labour

Based on the procedures in place
for the selection and monitoringof suppliers, there is not believed
to be any significant risk of childlabour being used among theGroup’s main suppliers
Based on the procedures in place
for the selection and monitoringof suppliers, there is not believed
to be any significant risk of forced
or compulsory labour being usedamong the Group’s main suppliers409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labour

SDG 4
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
103-1 Explanation of the material topic and its boundary100

103-2 The management approach and its components

27-29; 55-58; 64-66

103-3 Evaluation of the management approach

55-58; 64-66

106

Consolidated non-financial statement

OMISSIONSDISCLOSUREPAGEOMISSIONSEMPLOYEE RETENTION & ATTRACTION(GRI 401 Employees)
401-1 New employee hires and employee turnover

58; 91

401-2 Employee benefits

50
TRAINING & EDUCATION(GRI 404: Training and Education)

404-1 Average hours of training per year per employee

64-65

404-2 Programs for upgrading employee skills

65404-3 Percentage of employees receiving regular performance and career development reviews

66; 91

SDG 13
Promote actions, at all levels, to combat climate change
103-1 Explanation of the material topic and its boundary100

103-2 The management approach and its components

27-29; 71-72

103-3 Evaluation of the management approach

71-72
ENERGY CONSUMPTION(GRI 302: Energy)

302-1 Energy consumption within the Organisation

72-73; 87
CO2 EMISSION REDUCTION(GRI 305: Emissions)305-1 Direct (Scope 1) GHG emissions

73; 87-88

305-2 Indirect (Scope 2) GHG emissions

73; 87-88
WASTE MANAGEMENT(GRI 306: Water discharges and waste)306-2 Waste by type and disposal method

74-75; 88
ENVIRONMENTAL IMPACT OF PRODUCTS“GREEN” ORGANISATIONAL APPROACH

Directives for the reduction of the environmental impact of products to which Datalogic has adhered

75-76

SDG 17
Strengthen the means of implementation and revitalize the global partnership for sustainable development
103-1 Explanation of the material topic and its boundary100

103-2 The management approach and its components

27-29; 80-82

103-3 Evaluation of the management approach

80-82

SUPPLIER SOCIAL AND ENVIRONMENTAL PERFORMANCES(GRI 308: Environmental assessment of suppliers - GRI 414: Social assessment of suppliers)308-1 New suppliers that were screened using environmental criteria

81414-1 New suppliers that were screened using social criteria81
CUSTOMER SATISFACTION

Net Promoter Score

81-82

Consolidated non-financial statement107

INDEPENDENTAUDITORS' REPORTDeloitte & Touche S.p.A.
Piazza Malpighi, 4/2
40123 Bologna
ItaliaTel: +39 051 65811
Fax: +39 051 230874
www.deloitte.it

INDEPENDENT AUDITOR’S REPORTON THE CONSOLIDATED NON-FINANCIAL STATEMENT PURSUANT TO ARTICLE 3,
PARAGRAPH 10 OF LEGISLATIVE DECREE No. 254 OF DECEMBER 30, 2016 AND
ART. 5 OF CONSOB REGULATION N. 20267 OF JANUARY 2018
To the Board of Directors of
Datalogic S.p.A.
Pursuant to article 3, paragraph 10, of the Legislative Decree no. 254 of December 30, 2016 (hereinafter“Decree”) and to article 5 of the CONSOB Regulation n. 20267/2018, we have carried out a limited
assurance engagement on the Consolidated Non-Financial Statement of Datalogic S.p.A. and its
subsidiaries (hereinafter “Datalogic Group” or “Group”) as of December 31, 2020 prepared on the basisof art. 4 of the Decree, and approved by the Board of Directors on March 9, 2021 (hereinafter “NFS”).
Responsibility of the Directors and the Board of Statutory Auditors for the NFS
The Directors are responsible for the preparation of the NFS in accordance with articles 3 and 4 of theDecree and the “Global Reporting Initiative Sustainability Reporting Standards” established by GRI Global Reporting Initiative (hereinafter “GRI Standards”), which they have identified as reporting
framework.
The Directors are also responsible, within the terms established by law, for such internal control as they
determine is necessary to enable the preparation of NFS that is free from material misstatement,
whether due to fraud or error.
The Directors are moreover responsible for defining the contents of the NFS, within the topics specified
in article 3, paragraph 1, of the Decree, taking into account the activities and characteristics of theGroup, and to the extent necessary in order to ensure the understanding of the Group’s activities, its
trends, performance and the related impacts.
Finally, the Directors are responsible for defining the business management model and the organisationof the Group’s activities as well as, with reference to the topics detected and reported in the NFS, for thepolicies pursued by the Group and for identifying and managing the risks generated or undertaken by theGroup.
The Board of Statutory Auditors is responsible for overseeing, within the terms established by law, thecompliance with the provisions set out in the Decree.
Auditor’s Independence and quality control
We have complied with the independence and other ethical requirements of the Code of Ethics forProfessional Accountants issued by the International Ethics Standards Board for Accountants, which isfounded on fundamental principles of integrity, objectivity, professional competence and due care,
Ancona Bari Bergamo Bologna Brescia Cagliari Firenze Genova Milano Napoli Padova Parma Roma Torino Treviso Udine Verona
Sede Legale: Via Tortona, 25 - 20144 Milano | Capitale Sociale: Euro 10.328.220,00 i.v.
Codice Fiscale/Registro delle Imprese di Milano Monza Brianza Lodi n. 03049560166 - R.E.A. n. MI-1720239 | Partita IVA: IT 03049560166
Il nome Deloitte si riferisce a una o più delle seguenti entità: Deloitte Touche Tohmatsu Limited, una società inglese a responsabilità limitata (“DTTL”), le member firm aderenti al suo network e
le entità a esse correlate. DTTL e ciascuna delle sue member firm sono entità giuridicamente separate e indipendenti tra loro. DTTL (denominata anche “Deloitte Global”) non fornisce servizi aiclienti. Si invita a leggere l’informativa completa relativa alla descrizione della struttura legale di Deloitte Touche Tohmatsu Limited e delle sue member firm all’indirizzo
www.deloitte.com/about.
© Deloitte & Touche S.p.A.

Consolidated non-financial statement

111

2

confidentiality and professional behaviour. Our auditing firm applies International Standard on Quality
Control 1 (ISQC Italia 1) and, accordingly, maintains a comprehensive system of quality control including
documented policies and procedures regarding compliance with ethical requirements, professional
standards and applicable legal and regulatory requirements.
Auditor’s responsibility
Our responsibility is to express our conclusion based on the procedures performed about the complianceof the NFS with the Decree and the GRI Standards. We conducted our work in accordance with thecriteria established in the “International Standard on Assurance Engagements ISAE 3000 (Revised) Assurance Engagements Other than Audits or Reviews of Historical Financial Information” (hereinafter“ISAE 3000 Revised”), issued by the International Auditing and Assurance Standards Board (IAASB) for
limited assurance engagements. The standard requires that we plan and perform the engagement toobtain limited assurance whether the NFS is free from material misstatement. Therefore, the procedures
performed in a limited assurance engagement are less than those performed in a reasonable assurance
engagement in accordance with ISAE 3000 Revised, and, therefore, do not enable us to obtain assurance
that we would become aware of all significant matters and events that might be identified in areasonable assurance engagement.
The procedures performed on NFS are based on our professional judgement and included inquiries,
primarily with company personnel responsible for the preparation of information included in the NFS,
analysis of documents, recalculations and other procedures aimed to obtain evidence as appropriate.
Specifically we carried out the following procedures:
1. analysis of relevant topics with reference to the Group’s activities and characteristics disclosed in the
NFS, in order to assess the reasonableness of the selection process in place in light of the provisionsof art.3 of the Decree and taking into account the adopted reporting standard;
2. analysis and assessment of the identification criteria of the consolidation area, in order to assess its
compliance with the Decree;
3. comparison between the financial data and information included in the NFS with those included in
the consolidated financial statements of the Datalogic Group;
4. understanding of the following matters:
 business management model of the Group’s activities, with reference to the management of the
topics specified by article 3 of the Decree; policies adopted by the entity in connection with the topics specified by article 3 of the Decree,achieved results and related fundamental performance indicators;
 main risks, generated and/or undertaken, in connection with the topics specified by article 3 of theDecree.
Moreover, with reference to these matters, we carried out a comparison with the information
contained in the NFS and the verifications described in the subsequent point 5, letter a);
5. understanding of the processes underlying the origination, recording and management of qualitativeand quantitative material information included in the NFS.

112

Consolidated non-financial statement

3

In particular, we carried out interviews and discussions with the management of Datalogic S.p.A. andwith the employees of Datalogic S.r.l., Datalogic USA Inc. and Datalogic Vietnam LLC and we carriedout limited documentary verifications, in order to gather information about the processes andprocedures which support the collection, aggregation, elaboration and transmittal of non-financial
data and information to the department responsible for the preparation of the NFS.
In addition, for material information, taking into consideration the Group’s activities andcharacteristics:
 at the parent company’s and subsidiaries’ level:- with regards to qualitative information included in the NFS, and specifically with reference tothe business management model, policies applied and main risks, we carried out interviews andgathered supporting documentation in order to verify its consistency with the available
evidence;- with regards to quantitative information, we carried out both analytical procedures and limited
verifications in order to ensure, on a sample basis, the correct aggregation of data.
 for the following subsidiaries and sites, Lippo di Calderara (BO) headquarters for Datalogic S.p.A.,
Castiglione Messer Raimondo (TE) production site for Datalogic S.r.l., Eugene and Telford/Hatfield(USA) production sites for Datalogic USA Inc. and Ho Chi Minh (VN) production site for Datalogic
Vietnam LLC, which we selected based on their activities, their contribution to the performanceindicators at the consolidated level and their location, we carried out remote meetings, during
which we have met their management and have gathered supporting documentation withreference to the correct application of procedures and calculation methods used for theindicators.
Conclusion
Based on the work performed, nothing has come to our attention that causes us to believe that the NFSof the Datalogic Group as of December 31, 2020 is not prepared, in all material aspects, in accordancewith articles 3 and 4 of the Decree and the GRI Standards.
DELOITTE & TOUCHE S.p.A.
Signed byAlberto Guerzoni
Partner
Bologna, Italy
March 30, 2021

This report has been translated into the English language solely for the convenience of international readers.

Consolidated non-financial statement

113

Product and Company names and logos referenced may be either trademarks or registered trademarksof their respective companies. We reserve the right to make modifications and improvements.

www.datalogic.com