PROCESSES COMMON TO ALL MACROTHEMES

MOTIVATIONS AND BOUNDARIES

The material issues were identified by applying the principles for defining the contents of the Report and through the stakeholder engagement and materiality analysis processes described in detail in the second chapter of the Sustainability Report, “Materiality and methodology”. For each PSC material topic, the perimeter within which the potential impact may fall has been identified:

Within company boundaries: in this case, the impact primarily affects internal stakeholders

Outside the company boundaries: in this case, it is mainly external stakeholders who are affected by the impact

Inside and outside company boundaries: the impact affects all stakeholders.

In the management of material issues, PSC considers both the possible impact it may cause directly and that which indirectly may derive from its work.

MANAGEMENT TOOLS

POLICIES

The Group is managed in the view of recognizing a social role that the company has within the community, through the implementation of innovative solutions in order to improve the quality of life and the environment.

PSC has developed a common policy for the whole Group, regarding quality, environment and safety, according to international ISO 9001, ISO 14001, ISO45001 standards.

In the quality policy it is stated that:
«The future of Prima Sole Components depends on the ability to establish and maintain stable and satisfying relationships with customers. The satisfaction of customer needs and the acquisition of new market areas are achieved through ongoing improvement process of the products quality, services and cost effectiveness”.

Also in the new 2019-2020 Group Business Plan Prima Sole Components, the holding company of the Group, defines the vision, mission and medium and long-term strategies. The operating plans of the business units and the sites connected to them are then developed along these lines. In the Industrial Plan the strategic directives are: competitiveness, technological innovation and globalization. At the business unit level and, dropping down, for each production site, the activities are defined in line with the strategic guidelines of PSC according to the following logical process: analysis of the industrial plan, S.W.O.T. for the determination of strengths and weaknesses, as well as opportunities and risks, risk assessment and definition of the operational plan.

• The Business Plan covers the corporate network of all the PSC Group sites.
• The last revision date of the Business Plan dates back to March 2021.

Following the re-organization of the Group over the past years, the organizational and the management model, in accordance with Decree-Law 231, were also updated in 2020. Both documents introduced new contents developed on the basis of the path undertaken by PSC, that is to say more sustainability in its activities. The final adoption of the model is expected by the end of 2023. BU Prima Components Italia was recognized as an ideal area from which to start its implementation in 2021.

COMMITMENTS

By publishing the sustainability report, PSC intends to demonstrate its will and commitment to embarking on a new path towards sustainability in the economic, social and environmental fields. This will and this commitment arise from company management, as described in the letter from the CEO at the beginning of the Report and are transmitted to all plants and at all company levels. The commitment to respect the legitimate interests of its stakeholders and the community in which all PSC plants operate is enshrined in the Group’s Code of Ethics, recently updated.

OBJECTIVES AND GOALS

The objectives and goals that PSC sets in its path towards sustainability are found in this Report and concern all PSC sites. The objectives are related to improvement, compared to national legislation, and will be monitored annually. Other more specific objectives are identified in the improvement plans of each company site, drawn up in compliance with the rules on quality, environment and safety.

RESOURCES

The responsibility for deploying human and financial resources lies with the business unit administrator who, along with the plant manager, draws up an investment plan approved at the holding level.

MECHANISMS OF COMPLAINT

In PSC sites that are ISO 9001, ISO 14001 and ISO 45001 certified, there are complaint collection systems provided for by the management systems. PSC implemented, thanks to the organizational model recently drawn up, an organized system that allows you to request information and make any complaints on the company website. Stakeholders may make requests and complaints at the contact point indicated in this report.

SPECIFIC ACTIONS

PSC publishes the Sustainability Report in compliance with the main international reference standard for sustainability reporting, the GRI-Standards. PSC also undertakes to keep the quality, environment and safety policies updated and applied, which are a reference for all the Group’s plants, in order to pursue continuous improvement in all areas.

MANAGEMENT ASSESSMENT

To monitor the actual adequacy of the management of material topics, the results of the first and third party audits carried out on the management systems will be used. Furthermore, the disclosures of the GRI Standards reported in this Report, in the previous and subsequent ones, will be used as management assessments. To more effectively monitor some of the significant aspects, PSC has developed Key Performance Indicators (KPIs) that allow you to evaluate the progress of these aspects over the years at Group level.

RESPONSIBILITY

The commitment to a more sustainable approach, gets both the President and the CEO close and involves all business units, individual plants or all company functions along with employees. The responsibility for policies and commitments implementation as well as objectives achievement are entrusted to the administrators of each business unit and the directors of the individual production units. The achievement of the specific objectives, identified in the improvement plans, is delegated to those responsible for implementing the management systems.

MANAGEMENT TOOLS

POLICIES

In the quality policy, whose principles are reference for all the Group’s sites, it is stated that the following themes are fundamental:
Integration of economic objectives with the involved Parties’ demands and applicable requirements.
Processes improvement by implementing those plans aimed at increasing performances.
Efficiency of the plants and equipment used for production.
The guiding principles in the relationship with suppliers, along with the community and customers, will ensure the development of a responsible supply chain, high levels of customer satisfaction and an open dialogue with communities as honesty, fairness, transparency and impartiality. Such principles, which have always characterized PSC, are presented in the recently updated Code of Ethics and will be formalized with the implementation of the organizational model, pursuant to Legislative Decree no. 231/2001.

COMMITMENTS

PSC is committed to thoroughly comply with all applicable standards and laws in the fields of quality, safety and the environment through an ongoing improvement process. PSC’s intention to carry out its activities in an ethical way, by respecting its guiding principles in the relations with its stakeholders, is reported in the Code of Ethics.

OBJECTIVES AND TARGETS

The objectives and goals set for the material issues of this macro-theme are developed according to what described in “Processes common to all macrothemes” section.

RESOURCES

The staff and financial resources for the management of this macro-theme are allocated in an accurate way by all the Group’s management, through coordination and control activities exercised by PSC Chairman and CEO.

COMPLAINT MECHANISMS

The mechanisms through which it is possible to make possible complaints related to this macro-theme are developed according to what described in “Processes common to all the macro-themes” section.

SPECIFIC OPERATIONS

PSC Chief Executive Officer, along with Business units Managers and Board of Directors, assess the economic performance of each business unit and PSC on a regular basis, in order to analyze any risks and opportunities.

ASSESSMENT ON THE MANAGMENT

The evaluation mechanisms on the management of material issues related to the macro-theme “Generated Value” are developed according to what described in “Processes common to all macro-themes” section.

RESPONSIBILITIES

The responsibilities for the management of material issues related to the macro-theme “Generated Value” are assigned according to what described in “Processes common to all macro-themes” section.

TOOLS FOR THE MANAGMENT

POLICIES

The principles set out in the quality, alongside PSC environment and safety policies, are a reference for all the Group sites, in line with the strategic guidelines of the Industrial Plan.
In the quality policy, among the central themes, it is claimed «the active involvement of all personnel in the ongoing improvement process ». In the environmental field, instead, it is remarked the commitment «to promote employees’ awareness and responsibility, engaged at every level in business activities, throughout accurate information and training programs, in order to have in turn their cooperation». Finally, security policy shall cover that «the Group, in carrying out its activities, considers human health, the environment protection and safety at work an essential duty, as well as an ongoing commitment and a constant element of its mission».

COMMITMENTS

In addition, in the safety policy it is underlined both the individual and the Group commitment to:
Respect, in the contents and principles, the legal rules on safety and industrial hygiene applicable to the activities, products and services of the site Promote every initiative to reduce to zero, in all activities, the possibility of injuries that may compromise the safety of workers, alongside the neighboring communities.
Pursue a continual improvement in the site management in terms of safety, also through the identification of the risks associated to the activities carried out and the definition of new objectives for their reduction.
Promote the involvement of all employees, including their representatives, and build a transparent and collaborative relationship with public, private and local communities.
PSC commitment to human resources promotion, in order to guarantee their rights and to support their development and personal growth, shall be declared in the Code of Ethics of the Group.

OBJECTIVES AND TARGETS

The objectives and goals set up for the material issues of this macro-theme are developed according to what described in “Processes common to all macrothemes” section.

RESOURCES

Staff and financial resources for workers management are assigned to individual business units through the definition and approval of the annual budget.

COMPLAINT MECHANISMS

The mechanisms through which it is possible to make possible complaints related to this macro-theme are developed according to what described in “Processes common to all the macro-themes” section.

SPECIFIC OPERATIONS

Prima Sole Components, with specific features for each business unit, has activated a management system that, thanks to an internal and external audit process and reviews on a regular basis, provides control, monitoring and, where appropriate, adverse impacts mitigation on health and safety of workers.
The Directorate-General Human Resources, in collaboration with the individual business units and the directors of the production units, manages professional and personal training programs for employees, newly recruited and administration at the production sites. These programs are developed according to the business requirements. The priorities of a single worker are identified by the Heads of Department and the Directorate-General Human Resources, according to the need of each task.
At least once a year, a review of the management systems is carried out by involving business unit administrators, heads of production units and managers of several companies. Following the review, the results of audits, non-conformities, corrective actions implemented, objectives and indicators, it is possible to boost improvement initiatives.

ASSESSMENT ON THE MANAGMENT

The evaluation mechanisms on the management of material issues related to the “Workers” macro theme are developed according to what described in “Processes common to all macro-themes section “.

RESPONSIBILITIES

The responsibilities for the management of material issues related to the “Workers” macro theme shall be assigned according to what described in “Processes common to all macro-themes” section.
Individual business unit administrators, as well as the workers’ employers, have responsibility for health and safety.
In each production unit the managers have legal power on issues related to environment and safety and have a broad delegation with regard to the management of such issues. Each Group company has a RSPP (Prevention and Protection Service Manager) that manages safety issues and workers elect one or more RLS (Personnel responsible for first aid) or (RLSSA for those companies having a rubber and plastic contract).

TOOLS FOR THE MANAGMENT

POLICIES

Among the most significant matters for PSC, stated in the environmental policy, there are:
Assessment of the environmental impacts of new processes, new products and changes to existing plants
Careful monitoring of environmental performance, in order to identify and monitor environmental indicators
Action on the process and activities to improve waste management, with an increasing disposition to recycling, with a view to avoiding soil and water contamination with increasing effectiveness,
Constantly monitor the quantities of materials used (chemicals, polymers)
Control emissions in the atmosphere Support those suppliers that show having carried out initiatives in favor of the environment.
The commitment to take action on significant environmental aspects, direct and indirect, with the best economically sustainable technologies.

COMMITMENTS

In the environmental policy, which is a reference for all the Group sites, it is underlined the commitment of the whole company to:
Respect, in the contents and principles, the norms of law in environmental matters, also in compliance with international standards and by pursuing voluntary initiatives of improvement.
Evaluate in advance, avoid or reduce potential environmental impacts (and their economic impacts), by identifying effective actions in the management of production processes
Aim at an ongoing improvement in waste management, which includes an increasing disposition towards recycling and natural resources, by preventing soil and water contamination.
Constantly monitor the quantities of materials used (chemicals, polymers), in order to control the emissions in the atmosphere.

OBJECTIVES AND TARGETS

The objectives and goals set up for the material issues of this macro-theme are developed according to what described in “Processes common to all macrothemes” section.

RESOURCES

The business unit administrator has the responsibility to allocate human and financial resources, according to the instructions of the plant manager who draws up an investment plan.

COMPLAINT MECHANISMS

The mechanisms through which it is possible to make possible complaints related to this macro-theme are developed according to what described in “Processes common to all the macro-themes” section.

SPECIFIC OPERATIONS

Most of the plants have adopted an environmental management system certified in accordance with ISO 14001 which, through an audit process and reviews on a regular basis, provides monitoring, and, where suitable, negative impacts mitigation on the environment. The Group adopts tools to assess and quantify energy and environmental loads and potential impacts of products and processes through:

• External analysis laboratories for the assessment of major environmental impacts (emissions, discharges, noise, waste), dedicated internal resources and external consultancy companies for the energy assessment of individual sites.
• Involvement of all professional skills needed for the development, management and control of activities
• Adoption and maintenance of an environmental management system

ASSESSMENT ON THE MANAGEMENT

Evaluation mechanisms on the management of material topics related to the “Natural resources and environment” macro-theme are developed according to what described in “Processes common to all macro-themes” section.

RESPONSIBILITIES

The responsibilities for the management of issues related to the area of natural resources and environment are also entrusted to the business units administrators.
Within the management system the topic is faced by entrusting the managerial responsibility to the director of the site, supported by an executive of the management system, along with an operating structure.