The Brio system - Brio Spa

The Brio system
Social Report 2010

2
Opening letter
The past three years have brought changes in prospects and
challenges for Brio, owing to the market crisis in Europe, which
the organic sector has had to face.
Brio believes that the passion and values which have brought
consistent results over 20 years of commitment can make a
difference in a competitive market where the organic sector
has little visibility. During these years, a planning and investment
strategy was designed to ensure the Company could
build a future in line with its mission: developing and supporting
the organic sector. The continuous challenge is to solidly
combine business development with agricultural production.
Our originality lies in being a group of organic farmers who
have understood the need to become organized in order to
offer customers the best service without foregoing our ties with
the land and even sharing them with all our operators and
collaborators. Hence our commitment to offering maximum
guarantees to our customers: “genuine” organic production
is also a guarantee for our member farmers who want loyal
competitors. That’s why our slogan is “Brio says it’s Organic”.
We are not interested in numbers, but in the authenticity of
what we do. And this is the essence of the social responsibility
report: to communicate the truly important matters which often
cannot be seen at first glance; to offer a close-up look and
explain who we are. The message we would like to convey is
that we want to be “truly” organic and we’re looking for travel
companions who want to share this journey with us in all of our
activities from the field to the table.
Paolo Steccanella Gaetano Zenti
President of Brio President of Primavera

Contents
WHO WE ARE
• The Brio system and organic agriculture
• Structure of the Brio system
• Strategic trends and investments
• Corporate and organizational set-up
• Quality and certifications
• Our Stakeholders
CUSTOMERS AND CONSUMERS
• Corporate values and choices in customer relations
• Customers and products
• Sales trends
• Sales organization and presence on foreign markets
• Special customers: schools
• Customer satisfaction and communications
ORGANIC PRODUCERS
• Policy towards organic producers
• Monitoring and assurance along the chain of production:
from the supplier to the consumer
• Fruit and vegetable producers
• General food producers
p. 25
p. 26
p. 27
p. 28
p. 4
p. 5
p. 6
p. 7
p. 9
p. 11
p. 19
p. 20
p. 21
p. 22
p. 23
p. 24
INTRODUCTION
• Opening letter p. 2
ADDED VALUE
• Economic wealth created and distributed
• Improvement objectives
BRIO PEOPLE
• Staff policies
• Staff composition and numbers
• Staff training and skills enhancement
• Health and safety at work
• Internal communication and work environment
ENVIRONMENT AND COMMUNITY
• The environmental management system
• Relationship with the organic sector
• Research in the organic sector
p. 33
p. 35
p. 12
p. 13
p. 15
p. 16
p. 17
p. 29
p. 31
p. 32
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4
Who we are
The Brio system and organic farming
We are organic producers.
The products we produce and sell come from organic farming which,
as set forth by the reference community regulations “… is a an overall
system of farm management and food production that combines
best environmental practices, a high level of biodiversity, the preservation
of natural resources, the application of high animal welfare
standards and a production method in line with the preference of
certain consumers for products produced using natural substances
and processes. The organic production method thus plays a dual societal
role, where it on the one hand provides for a specific market
responding to a consumer demand for organic products, and on
the other hand delivers public goods contributing to the protection
of the environment and animal welfare, as well as to rural development.”
To achieve this, we base our actions on objectives, principles and
common practices created to minimize the impact on the environment
and at the same time allowing the agricultural system to operate
in the most natural way.
The environment surrounding us supplies agriculture and the organic
chain of production with all the resources needed to produce high
quality genuine food for human consumption. Organic farmers reciprocate
by maintaining and, where possible, improving the natural
level and quality of these resources.
The entire Brio System is a group of companies which aim to produce
and sell organic products. Behind this system is Cooperativa Agricola
La Primavera Scarl which links by mutual agreement farmers who
have chosen to dedicate all or part of their cultivations to natural
methods. The other crucial link in this network is represented by a company
which ensures organic products reach the table of consumers
or the agricultural and food industry: Brio S.p.A. Brio’s purpose is to
find the best sales market possible for the produce of the Coopera-
tive and the other Italian and foreign
entities that are part of its production
chain. Besides reaching the best market
for its farmers’ produce, Brio S.p.A.
has specific objectives in terms of its
customers and consumers: in fact, it
Organic farming in
Europe is disciplined by
these Community
regulations:
1 Reg. (EC) no. 834/07
2 Reg. (EC) no. 889/08
operates to ensure the greatest consumption of organic products
through a modern European distribution system; it safeguards consumers
by offering an organized quality system all the way along the
chain of production; it increases the range of organic produce available
to customers to improve choice; it works to distribute products
to schools to improve child nutrition.
The strategic choice of being a group of different companies is based
on having ascertained the need for complex activities implemented
through the qualifications required to guarantee efficiency. Our
group structure enables us to diversify our activities and be present
locally in direct contact with producers and customers. The Brio system
and organic farming.

Structure of the Brio system
BDL
Trasporti Srl
Terre del Sud Srl
SOCI AGRICOLTORI BIOLOGICI
La Primavera
Producers’ cooperative
87,21%
Brio SpA
APO Scagliera Scarl
Second-level cooperative
Producers’ organization
Organic division
60% 100% 90% 100% 50%
Brio
France Sarl
5,47%
Brio
Deutschland
GmbH
BIOLOGICA
2006 Srl
Who we are
BDL TRASPORTI
Deals with logistics and transportation including vehicles departing
from southern Italy and distribution throughout Europe.
It has two operation headquarters in Ispica (Ragusa) and
Campagnola in Zevio (Verona).
TERRE DEL SUD
Farming Company based in Modica in the province of Ragusa
(Sicily). It deals with the cultivation and production of organic
vegetables. The company is currently undergoing reorganization.
BRIO FRANCE
This division deals with the sale of organic products in France. It
sells organic products originating from Italy, France and other
European nations, mainly to large-scale retailers and school
caterers.
BRIO DEUTSCHLAND
This division sells Brio products throughout the European market,
focusing on Germany, Europe’s most important market in
the sector. The division mainly sells general food goods (not
fruit and vegetables).
BIOLOGICA 2006
Company based in Pomezia (Rome) mainly serving the Lazio
market, particularly the school catering segment.
APO SCALIGERA
Associazione Produttori Ortofrutticoli Scaligera. This is the
Veneto region’s largest fruit and vegetable producers’ organisation,
founded in 1997 when several of the most important
cooperatives in the sector joined forces. Today it numbers
400 farms mainly located in the Verona district. It has been
recognized by the European Community and through it, the
Primavera Group has access to European funding for the operational
plan provided for under the terms of EC Regulations
1234/07, 1580/07 and 543/11. All produce from Primavera is
handed over to APO Scaligera, which sells exclusively to Brio
under the terms of an agreement first entered into in 1999.
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Who we are
Strategic trends and investments
The strategy of the Brio system is closely linked to sustainability,
i.e. the search for balanced economic, social and environmental
growth, and to maximizing benefits for the stakeholders.
The ten key concepts on which our strategy is based:
1. Targeting the profitability of all the companies involved in
the system.
2. Guaranteeing organic standards, even above and beyond
regulatory requirements (That’ Bio, says Brio).
3. Strong relationship with organic producers: this means creating
programmes with producers and seeking out suitable
customers; shortening the chain of production as far as
possible; carrying out research and development on agronomic
techniques, improving services for production.
4. Establishing and communicating the identity and uniqueness
of the System.
5. Specialization: focusing exclusively on a single, clear objective,
i.e. organic production.
6. Diversifying production and business.
7. Reinforcing ownership through greater financial involvement
and by improving communication with members.
8. Quality: improving products, services and image by defining
our standards.
9. Offering a continuously improving service for customers
who are interested in following the chain of production and
communicating about the programmes and products.
10. Fully exploiting the opportunities offered by the fruit and
vegetable producers’ organization (APO Scaligera).
Based on these 10 steps, the Brio system has developed a
strategic plan and launched a series of important investments
aimed at improving customer service, logistics and relations
with organic producers and optimizing internal procedures.
In particular, investments have been made in:
• Developing the direct sales network through the sales outlets
of the Cooperative, Primavera farms, market stalls and,
local distribution.
• Extending and upgrading the Campagnola facilities to improve
productivity and capacity in the cold storage rooms.
• Strategic equity investments and agreements and partnerships
to strengthen our presence in local areas, sales capacity
or relations with organic producers.
• Equity investment in Alce Nero and Mielizia Spa to achieve
important synergies and a trademark policy on our products.
• Plans for foreign markets and internationalization activities
to increase our direct presence in the form of branches,
subsidiaries or affiliates.
• Creation of the Pomezia platform in Lazio with our affiliate
Biologica 2006 srl to develop the organic sector in central
and southern Italy.
• Development of BDL Trasporti in Sicily.
Financing these investments was also possible thanks to the issue
of 500 non-convertible bonds with the value of €1,000 each,
which brought bondholders to our ranks of stakeholders.

Corporate and organizational set-up
We manage the Brio system using democratic self-management criteria
where the figure of the producer-partners is crucial. All this stems
from PRIMAVERA, which was founded on principles of cooperative
“democracy” and on the participation of members. That’s why the
group bases its organizational model on involvement in management
and the sharing of choices between members and management.
As of 31/12/2010, Cooperativa Agricola Primavera has 86 partner
members and 7 funding members. The share capital of Cooperativa
Agricola La Primavera is variable. Each member pays a € 600 membership
fee and the partner members take part in the capitalization of the
company by paying, each year for ten years, a sum equal to 5% of
the turnover achieved, up to a maximum of € 50,000 per member. This
system enables members to take part in the investments of the cooperative
proportionately to the utility that they each derive.
As of 31/12/2010, the share capital of the Cooperative amounted to
€583,125.
On June 30, 2010 the Extraordinary Shareholders’ Meeting was held,
which amended articles 25 and 26 of the Articles of Association and
resolved to issue financial participatory instruments from risk capital
amounting to a total nominal value of 500,000 Euro to be assigned to
funding members. During the 2011 financial year, €200,000 were paid
in by COOPFOND, a Legacoop mutual fund, which became our first
funding member. FONDO SVILUPPO, a Confcooperative mutual fund,
also contributed to our investments through a subsidized loan.
At 31/12/2010, loans from members were quite significant, standing at
€ 908,297, which, together with net assets of € 3,417,565, brought the
Cooperative’s overall share capital to € 4,325,862, with 49% of the total
attributable to fixed assets. As of 31/12/2010, Brio Spa had a share
capital of € 2,016,000 due to the doubling of the share capital during
Who we are
the year. Net assets totalled €2,707,287. The controlling shareholding
in Cooperativa Agricola La Primavera was 87.21% of the share capital
and increased after the last capital increase. This shareholding ensures
that the group belongs to the producers.
The remaining 12.79 % of the share capital is owned by 23 members,
mostly farmers, and this includes the considerable stake held by APO
Scaligera Scarl of 5.47%. The shares of Brio Spa can be sold freely
without any pre-emptive rights. The group is run by agricultural entrepreneurs
who are members (according to a self-management model)
who interact with a Management which sets much store by joint
decision-making and the sharing of projects.
The Board of Directors of LA PRIMAVERA consists mainly of organic
farmers: Gaetano Zenti (Chairman), Sante Giovanni Melotto (Deputy
Chairman), Paolo Fontanabona, Luciano Foroni, Renzo Malacchini,
Armando Messetti, Giuseppe Quaini.
The General Manager is Andrea Bertoldi, one of the founding members
and former Chairman of both Primavera and Brio and, as he is
also Managing Director of Brio Spa, he is able to provide unified management
direction to the entire group.
The Board of Directors of Brio Spa also consists almost entirely of organic
farmers: Paolo Steccanella (Chairman), Lorenzo Bonadiman
(Deputy Chairman), Andrea Bertoldi (Managing Director), Paolo Fontanabona,
Sante Giovanni Melotto, Albino Migliorini, Gaetano Zenti.
Sales Manager of the fruit and vegetable division is Fusato Tommasino,
who is also one of the founders of Cooperativa la Primavera.
The board of auditors is the same for both companies enabling them
to monitor the entire chain of production, thus guaranteeing maximum
efficiency in the audit. The Board of Auditors is made up of: Luigi
Cadura (Chairman), Emilio Cavazza, Giovanni Aldegheri.
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Who we are
Corporate and organizational set-up
Our organization chart describes the organizational structure of
the Group and, even visually, represents the tight, interconnected
system of company departments and divisions which forms the basis
for relations, shared decision-making and the capacity for quick
and efficient communication between the various areas.
SALES
PROCUREMENT
FOREIGN SALES
SALES ITALY
As can be seen, the General Manager’s Office is backed by departments
which form an “extended management” structure,
which provides support, coordination and control for company
activities.
BRIO BOARD OF DIRECTORS COOPERATIVE LA PRIMAVERA BOARD OF DIRECTORS
PREVENTION AND PROTECTION SERVICE
MARKETING AND DEVELOPMENT
CREDIT MANAGEMENT
QUALITY
ENVIRONMENT
ADMINISTRATION/MANAGEMENT
CONTROL
GENERAL ACCOUNTING
SUPPLIERS
INVOICING
MANAGEMENT CONTROL
MANAGEMENT
TECHNICAL SERVICE
INFORMATION SYSTEMS
PRODUCTION GENERAL FOOD DIRECT SALES
LARGE-SCALE RETAIL DIVISION
SCREENING DEVISION
SELECTION DIVISION
ORDER DISPATCH DIVISION
HANDLING
REFRIGERATION AND MAINTENANCE
INSTALLATION
WAREHOUSE
PURCHASING
SALES

Quality and certifications
The Group’s chain of production begins with agricultural production
and, through its various distribution channels including
subsidiaries and affiliated companies, ends when it reaches
various types of customer in most of Europe and, in some
cases, the end consumer.
As we serve such a broad and diversified range of customers,
it is clear that one of the main objectives of our activities
is to ensure that our organization is able to provide guarantees.
This is clearly set out in the company policies, according
to which, the fundamental elements of the system are as follows:
• compliance, i.e. observance of legal requirements;
• integrity, i.e. assurance and reliability of products and services
supplied;
• fairness, i.e. respect for customer expectations and commitments
undertaken.
In order to carry out company policy, the Brio system uses specific
management systems to monitor the different services:
• Quality management system in compliance with UNI EN
ISO 9001:2008.
Who we are
• Environmental management system in compliance with
UNI EN ISO 14001:2004.
• Food safety system based on H.A.C.C.P. methodology.
• Workplace safety system in compliance with mandatory
and self-imposed regulations.
In particular, our Quality Management System complies with
the UNI EN ISO 9001:2008 international standard and was implemented
with the objective of managing company processes,
improving efficacy and efficiency during the processing of
products and the supply of services, in order to achieve and
increase customer satisfaction. These objectives are sought
through the control, monitoring and continuous improvement
of processes and services right along our chain of production:
from farming production, to the procurement and acceptance
of products in the warehouse, the internal activities of
storing, preserving, selecting, processing and packaging the
products as well as marketing and selling them.
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Who we are
Quality and certifications
Moreover, in order to reach a diversified range of customers as well as new markets, we have set up regulations and procedures which have
allowed us to attain these certifications:
Biologica
Naturland
Biosuisse
Demeter
Fair Trade
Global GAP
Brio is certified (with the IT BIO 006 E416 identification code), according to EU Regulations no. 834/07 and 889/08 for
organic farming, by ICEA (Institute for Ethical and Environmental certification), a Certifying body with 13,000 subsidiaries
and 300 technical auditors in Italy and abroad, and is one of the most important Italian bodies involved in organic
certification in the field of food and agriculture, cosmetics and detergents, materials for organic construction, forest
ecology, textile, social responsibility, eco-tourism and bio-wellness.
One of the most important associations operating in ecology in Germany; the organizations which operate within this
certification have to meet the strictest standards in terms of the European standards which regulate organic production.
This standard is governed by specific directives for organic products sold on the Swiss market; buyers are increasingly
requesting this certification from operators wishing to export organic products onto the Swiss market.
This mark guarantees that foodstuffs come from biodynamic cultivations and certifies the entire range of biodynamic
products coming from around the world. Demeter certification guarantees each stage of the process, from agricultural
production to product processing, compliance with international production standards and Demeter processing
standards.
This mark of guarantee is issued by Fairtrade Italy, a consortium which cooperates at international level on the fair trade
circuit, and is part of FLO (Fair TradeLabelling Oganisations). The Fairtrade mark guarantees that the products bearing
the symbol have been processed without exploitation or causing poverty in the South of the world and have been
purchased on the basis of fair trade criteria.
International Standard which establishes that all farming production processes (from planting to the finished product)
conform to the procedures and regulations of Good Agricultural Practice. Several important objectives have been
reached within such certification, such as adjusting the entire organization to the new version of the Standard and
increasing the number of farm members in Cooperativa La Primavera (from 9 to 12) and the number of products (from
14 to 20) covered by the certification.

Our Stakeholders
A company system with our characteristics should consider the requirements
and expectations of many stakeholders. Responsible
management, of which the social report is an expression, means
that the company decision-making process involves carefully considering
all the legitimate expectations of the various categories of
stakeholder, balancing these and integrating them into company
strategies.
Board of
directors
and
internal
bodies
Staff and
collaborators
Bondholders
Producer
members
Investing
members
Customers
End consumers
Trade Unions
State and public bodies
Non-producer members
Banks and Ethical finance
Other suppliers and
economic partners
Certification bodies
Local institutions
Media and
communication bodies
European Union and other
International Institutions
Cooperative movement
Schools and universities
Collective parties
Environment and future generations
Communities of developing
countries
Organic sector representation
associations
The above figure summarizes the main categories of parties involved
in the entire Brio System and who are stakeholders, because they are
either affected by or have a significant effect on the activities of the
organization. It is for them that we generate economic and social
value and the purpose of this social report is to provide them with
useful information and news. Our commitment to listening, developing
dialogue and involving the stakeholders is put into practice at
different times and using different tools.
In the following table we summarize the most important meetings
and initiatives achieved during 2010.
Initiatives Description
Assemblea Coop
Primavera and Brio SpA
Meetings for members of Coop Primavera and members of Brio SpA.
Product committees Regular meetings with Primavera members.
Meetings with all staff Meetings and sector meetings regarding the management and running of the various departments
Trade-Union
Regular meetings between workers and trade-union representatives. Meetings with the trade-union
organization FLAI CGIL which represents workers at Brio and Cooperativa La Primavera.
Trade shows Biofach (Nuremberg); Fruit Logistica (Berlin).
School visits Schools and students, with the collaboration of A.Ve.Pro.Bi.
Research projects Various meetings and joint projects with universities and other research bodies.
Conventions (promoted,
organized or sponsored)
Participation in various conventions and meetings, particularly during trade shows.
Institutional meetings Meetings with Municipal, provincial and regional administrations.
Industrial Relations
Working group under the
aegis of FEDERBIO
Meetings for consumers
“MELA MANGIO BIO”
Project
Who we are
Cooperativa La Primavera is a member of Confcooperative and Legacoop, participating in some
management bodies. Brio is a member of ASSOBIO, the Italian association of companies involved
in the transformation and distribution of organic products, ANEIOA (national association of fruit and
vegetable and citrus fruit exporters and importers) and ASSEVER (the Verona equivalent of ANEIOA).
Meetings of the working group under the aegis of FEDERBIO (since 2005) involving producers, brokers,
large-scale retailers and certification bodies to create a protocol of intent to strengthen controls on fruit
and vegetable products from organic agriculture.
Round of meetings entitled “Appuntamento con la salute” (Appointment with Health”) and “Una
domenica tutta bio” (An entirely organic Sunday) held at Fontanabona.
33 companies, members and non-members of Coop Primavera, were involved in a project to reduce
the use of copper-based products. There were cultural and scientific exchanges with the University of
Vienna and a study day involving many food communities from all over the world.
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Brio people
Staff policies
Exceptional and responsible management of human resources is an
indispensable requisite for the success of any company wanting to
achieve its mission and planned objectives. Our strategy for managing
human resources is directed at the professional and human dimension
of work experience, as well as and sharing the spirit and values
that our company pursues. Our low employee turnover is proof of our
commitment.
Our staff policies are based on the following principles:
• Importance of the group. It’s important to maintain a united and
compact group, especially within a complex and multi-faceted organisation
like ours, made up of domestic and non-national companies,
some of which are somewhat remote from each other. We
are constantly committed to giving everyone the time to express
themselves on both the professional and personal levels, trying to
harness the potential of each person. At the same time we try to
hire persons who share the company’s spirit, who understand our
values and who pursue our objectives of fairness and sustainability
in order to be able to count on loyalty, growth and collaboration
over the long run.
• To manage to define a company culture, a unique working style,
which places more emphasis on important aspects and less on
negative behaviour. In order to do so, training is essential, along
with dialogue, efficient internal communications and the sharing of
values and the mission which have been at the foundation of our
group’s daily activities for twenty years.
• To invest in training. Training is the best road to progress efficiently
and productively and to spread good practices and new procedures.
Training is an investment which a company should use to
leverage staff growth, to motivate and involve collaborators, to establish
a good working environment.
• Continuous improvement in the organization of work, enabling
each operator to be responsible for the continuous search for new
solutions. Improvement should be measured objectively through
performance indicators and that’s why, over the past 2 years, the
company has invested to build a suitable and accurate reporting
system. This system allows management to continuously monitor
the results achieved, enabling them to make suitable real-time
choices.
As can be seen in the diagram below, the number of people working
for all group companies, including affiliated companies, has been stable
over the past 3 years. In 2010 there was a slight increase (5%) due
to the hiring of fixed-term employees.
Human Resources Brio System at 31/12/2010
200
150
100
50
185
2008
185
2009
194
2010

Staff composition and numbers
Composition of the human resources in the entire BRIO SYSTEM 2008 2009 2010
Employees under open-ended employment contract 84 79 89
Fixed-term employees 90 91 82
Collaborators 4 3 5
Other staff (supplied by employment agencies) 7 12 18
total 185 185 194
- Of which part-time employees 7 7 7
Human Resources by company at 31/12/2010
88
Cooperativa
La Primavera
1
56
4
6
1 1 0 4 0
Brio SpA BDL Trasporti Brio Deutschland Brio France Biologica 2006
16
Other Staff
Employees
17
Brio people
Types of Part-time contracts 2008 2009 2010
No. vertical part-time 0 0 0
No. horizontal part-time 7 7 7
Employees by gender 31/12/10
Men
42% Women
58%
Employees by age range
70
60
50
40
30
20
10
0
15
9
26
29
50 years
37
27
24
9
Men
Women
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Brio people
Staff composition and numbers
Most people have been in the Brio System for more than 10 years. This is
an indication of the good level of loyalty to the group, despite there being
a good number of seasonal contracts which could lead people to
change company. If we add to this a turnover rate of close to zero, we
can deduce that the atmosphere, theaverage wages and conditions
are suitable and satisfying.
MANAGERS EXECUTI-
VES
EMPLOYEES OPERATIVES ADM./COLL.
< 5 years 67% 33% 22% 23% 80%
5-10 years 0% 22% 38% 43% 20%
> 11 years 33% 44% 40% 34% 0%
During 2010, 107 workers were hired for seasonal work.
Type of employment
termination in 2010
MANAGERS EXECUTIVES EMPLOYEES WORKERS COLL./
ADM
Resignations 0 1 1 1 1
Retirement 0 0 0 4 0
Expiry of fixed-term
employment contract
Transfer to another group
company
0 0 2 107 0
0 1 1 1 0
Just cause dismissal 0 0 0 0 0
Consensual termination 0 1 0 1 0
Total 0 3 4 114 1
* tied to seasonality
Termination and recruitment numbers for “permanent” employees
were as follows:
Termination Recruitment
Biologica 2006 0 1
Brio SpA 2 0
Brio France 2 2
BDL 1 0
Coop Agricola La Primavera 0 1
Brio Deutschland GmbH 0 0
Total 5 4
Seniority at 31/12/10
70
60
50
40
30
20
10
0
25
22
39
28
38
24
< 5 years 5-10 years 11-20 years
Men
Women

Staff training and skills enhancement
Staff training is a fundamental and indispensable time of growth for the
organisation and the people who are part of it, fostering integration and
participation. In our system, the training needs of each employee are
defined in relation to the requirements of their position (competence
according to role), their responsibilities, professional level, personal
knowledge and skills. New staff, on the other hand, usually receive
training by shadowing staff who are experienced in that role.
The project for the “enhancement of skills for human resources”
involves meetings between sector managers and collaborators on a
six-monthly basis with the purpose of clearly defining tasks, indicators
and individual objectives, in addition to offering people an opportunity
for dialogue and “dedicated” analysis of their relationship with the
company. The corporate competences monitored on staff data sheets
were defined by the management team, in line with the corporate
mission and established policies, to inform employees of the operational
strategies with a view to ensuring continuous improvement. During the
past 2 years 14 training courses have been organized involving 333
employees (some people have participated in more than one training
course). The number of training hours per person was 10,2: the total
number of hours dedicated to training activities involving all staff was
(again in the last 2 years) 3,397 hours.
1000
100
10
1
Training supplied 2009-2010
5 94 195 9 131 138
2009 2010
n. course
n. hours of course
n. people
Type of training courses
Brio people
2009 Duration Participants
Course to define production and sales
procedures
32 hours 15
Refresher course on safety 2 hours 50
Health certificate for handling foodstuffs 4 hours 100
Sales and marketing strategies 24 hours 16
Managing production staff 32 hours 14
Total 2009 94 hours 195
2010 Duration Participants
Hygiene in the workplace 25 hours 9
Safety for VDU operators 2 hours 60
Time and activity management 24 hours 16
Maintenance of refrigeration systems 8 hours 6
Safety for platform use 4 hours 6
Protection of respiratory tract 4 hours 6
Computing 8 hours 12
Skills enhancement 32 hours 14
Communication and groups 24 hours 9
Total 2010 131 hours 138
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Brio people
Health and safety at work
In line with company policies, we are actively committed to improving
the level of safety and well-being of our staff in compliance with
ethical and social principles.
In the past 3 years, workplace accidents were as follows:
Number of work accidents with
absences longer than 3 days
2008 2009 2010
12 13 14
Number of working days lost 208 243 394
Hours worked 232.580 252.604 269.356
Indexes reveal a slight decline over the past three-year period. It should
however be said that this situation is not symptomatic of a general
decline in workers’ health, since it was due to 3 injuries lasting a total
of 300 days, where one (the most serious case which involved 200 days
of absence) happened in transit.
The main cause of these work accidents was lack of attention on
the part of operators: for this reason we have launched programs
to intervene more incisively to inform and train staff on the various
activities performed, the potential risks and dangers to be found in
the company; this activity proceeds alongside the study of internal
company logistics aimed at a sizeable reorganization of the layout of
spaces occupied by the various departments (processing areas,
walkways, areas destined for the circulation of vehicles, areas destined
for the storage of packaging, etc.), for the construction of new cold
storage rooms and a new processing area.
100,0
10,0
1,0
0,1
51,60
0,89
2008
Index of work accidents per
million hours worked =
Index of serious accidents per
thousand hours worked =
Workplace accident trends
51,46
0,96
2009
Frequency index
Severity index
1.000.000 x no. accidents
1.000 x x no. days lost
51,98
1,46
2010

Internal communication and work environment
The main objective of internal communication in our corporate system is to ensure that employees
are more informed and involved in company policies and dynamics. Moreover, due to the special
nature of our business it is important that all those who collaborate with our Companies share our
mission and values relating to organic farming: and this can happen by encouraging the active
involvement of employees and collaborators. Internal dialogue is guaranteed by the usual company
instruments: staff meetings, department meetings, trade-union meetings, bulletin boards
and coordination meetings by sector and between sectors, often institutionalised and with set
deadlines. Besides these tools and “traditional” moments, we already launched a series of initiatives
in 2007 which have contributed to increasing the level of internal communication.
We can mention:
• the regular update of all company notice boards with information concerning activities undertaken
by the company (commitment in research, participation in conventions, etc.) and with
published articles about Brio and other companies in the system;
• the Christmas dinner for employees.
One important moment for our internal and external communications were the initiatives organized
for the twentieth anniversary of Cooperativa Agricola La primavera in 2009, which was celebrated
with a more conspicuous presence at the main national and international trade shows,
in addition to targeted communications activities targeting customers and the market in general.
One of the most significant initiatives was the gala dinner with the company’s most important and
historical customers and suppliers, and later, the open day for all to celebrate with tastings of our
products. These initiatives gained a lot of interest and allowed us to spread the word about our
company.
20 YEARS OF GREAT VALUES
Brio people
17

18
Brio people
Internal communication and work environment
One important initiative was the development, creation and circulation
of a house organ, launched in 2009 with 9 issues released to
date. The last two issues were also sent to the almost 100 members of
Cooperativa La Primavera. The articles in the magazine are written
by the management, members, the marketing office and mainly by
the company’s collaborators, who have always been committed to
providing a wealth of input to this initiative considered important for
internal company communications, so that many employees can be
informed of aspects which they might not otherwise know and which
are useful for increasing the sense belonging to the group.
“Febbraio in Germania... è tempo di fiere!”
just fruit and vegetables
• HALL 6 • STAND 251/C • 16 TH FEBRUARY 2012 • 18.00/20.00
For information please contact: elisabetta.amaini@briospa.com www.briospa.com
Anche quest’anno abbiamo voluto creare un momento
per accogliere i nostri clienti in maniera più informale mischiando
chiacchere ad idee di collaborazione. “Organic
Night Party” è stata la festa organizzata da Brio presso il
proprio stand ortofrutta la sera del 16 febbraio. Per l’occasione
musica, vino biologico della Valpolicella sponsorizzato
da un nostro fornitore, un servizio di catering di frutta e
verdura ovviamente biologico e… 100 clienti che hanno
voluto aderire alla nostra iniziativa!
Possiamo dire che è stato un bel successo e che questi
momenti un po’ più conviviali aiutano sempre a costruire
nuove relazioni.
Al di là delle occasioni che abbiamo cercato di creare
per coinvolgere ed attrarre i clienti, le nostre impressioni
sono che la fiera quest’anno abbia registrato dei cali sia
in termini di presenze che di durata media della presenza
dei visitatori. La voglia e l’importanza di essere presenti al
BioFach ha comunque indotto molti visitatori ed espositori
ad esserci e a difendere la propria posizione di mercato
nella visione di crescita e di sviluppo di lungo periodo.
Questo lo dimostra il fatto che alla fiera abbiamo rilevato
una forte presenza di visitatori dalla Grecia e da Cipro
che a dispetto della situazione della loro economia cercano
partnership e contatti commerciali a livello europeo
e mondiale. Anche l’area dell’Est Europa era ben rappresentata,
a conferma del buon trend di crescita del biologico
in questi mercati, mentre si è registrato un calo di
presenze dei visitatori del Nord Europa. Purtroppo infatti
abbiamo avuto pochi contatti con clienti, storici e nuovi,
provenienti dall’ Inghilterra, Scandinavia e Danimarca.
Una ragione può essere quella del calendario molto ravvicinato
tra le due maggiori fiere tedesche del settore (Fruit
Logistica a Berlino e Biofach a Norimberga).
Il paese che si conferma trainante a livello europeo rimane
la Germania: il mercato tedesco è cresciuto del 9% nel
solo 2011 raggiungendo un giro di affari di € 6.59 miliardi. Il
valore delle vendite del comparto biologico a livello mondiale,
invece, vale oltre € 45 miliardi e, secondo IFOAM
(Federazione Internazionale del Movimento Agricoltura
Biologica), i segnali per il futuro confermano tali trend di
crescita e di interesse.
Per concludere un feedback da Berlino. La stagione delle
fiere di febbraio conta anche FruitLogistica che si è tenuta
a Berlino dal 8 al 10 febbraio. Quest’anno Brio non ha
partecipato come espositore ma alcuni di noi non hanno
perso l’occasione per visitare alcuni espositori e creare
relazioni commerciali. La scelta di non partecipare come
espositore è stata motivata dalla volontà di concentrare
l’investimento economico in un solo evento (BioFach) unita
alla maggiore libertà e possibilità di visitare diversi stand
e tessere nuove relazioni commerciali durante la più importante
fiera dell’ortofrutta (FruitLogistica).
Anche questa fiera si conferma come importante e strategica
e per il 2013 una nostra partecipazione, come espositori
o visitatori, è assicurata.
Anna Agostinelli, Massimo Valerio e Giovanni Vizziello
importante appuntamento fieristico mondiale riservato agli
operatori del biologico è un appuntamento immancabile
ed anche quest’anno Brio ha partecipato come espositore
e con gran parte delle sue forze commerciali.
L’edizione BioFach 2012 ha potuto contare su una partecipazione
di 2.420 espositori (il 70% di questi erano stranieri) e sulla
visita di 40.000 addetti del settore biologico internazionale,
confermando la sua strategicità per gli operatori che vogliono
farsi conoscere e stringere nuove relazioni commerciali
soprattutto all’estero. Ad ulteriore conferma di ciò, il paese
ospite d’onore di quest’anno è stata l’India. L’india, paese
che sta vivendo una forte crescita economica e che si rivolge
con sempre maggiore interesse alla produzione ed al
consumo di alimenti biologici, aveva una forte presenza di
espositori ed è stata al centro di convegni ed eventi a lei
dedicati.
Un fatto che farà ricordare l’edizione Biofach 2012 è stato
l’accordo raggiunto e sottoscritto durante la fiera tra l’Unione
Europea e gli Stati Uniti d’America. L’attesa omogeneizzazione
dei sistemi di certificazione è finalmente arrivata e
l’accordo di mutuo riconoscimento delle certificazioni biologiche
dei prodotti alimentari dei due paesi entrerà in vigore
dal 1 giugno 2012. Secondo questo accordo la certificazione
biologica ottenuta in uno dei due paesi partner varrà
automaticamente anche nell’altro paese senza che sia più
necessaria la certificazione NOP. Questa storica decisione è
stata accolta con molto favore da produttori, esportatori ma
anche dai governi dei due soggetti politici:il partenariato tra
i due maggiori produttori biologici del mondo costituirà una
solida base per la promozione dell’agricoltura biologica e favorirà
il settore, nonché l’occupazione e le imprese, su scala
mondiale.
Brio ha partecipato al BioFach 2012 con due stand, l’uno dedicato
all’ortofrutta e l’altro riservato ai prodotti freschi ed ai
generi vari. Gli stand erano separati per ragioni di certificazioni:
l’ortofrutta certificata Naturland suo stand all’interno dello
spazio dell’ente tedesco di certificazione agricola biologica.
I prodotti Freschi e i Generi Vari, invece, sono certificati AIAB
(AssociazioneItaliana per l’Agricoltura Biologica) e per questo
lo stand Brio divisione FGV faceva appunto parte del corner
AIAB. Per dare un senso di unità alle nostre due realtà
aziendali e dare quindi risalto dell’ampia scelta commerciale
che offriamo, abbiamo segnalato in ogni stand la posizione
dell’altro corner e stimolato i clienti a venire a conoscerci
anche dall’altra parte. Abbiamo avuto buon riscontro da
questa scelta comunicazionale perché i clienti che conoscevano
Brio soprattutto per l’ortofrutta sono rimasti sorpresi
dal fatto che avessimo una così ampia gamma soprattutto
di fresco, esposta nella vetrina frigorifera appositamente predisposta
nello stand.
Come in ogni fiera gli incontri con i clienti sono stati i protagonisti
ed hanno occupato le intere giornate… ma non solo!
Natale 2011:
una festa di fine anno nuova
È già lontanissimo il ricordo delle ultime feste aziendali
di chiusura d’anno, che ci accompagnavano verso il
nuovo anno, con la solita consegna del panettone, un
sorso di vino assieme e il discorso dei presidenti. Alla fine
dello scorso anno abbiamo deciso di cambiare decisamente
rotta e proporre un momento diverso, nuovo,
accattivante e simpatico. Abbiamo pensato a una
delle caratteristiche della nostra azienda e guardandoci
un po’ attorno ci siamo accorti - non era poi così
difficile, diciamocelo - che tantissime persone vengono
da paesi diversi dal nostro e che sarebbe stato simpatico
condividere i cibi che in questi paesi si mangiano.
Un’idea, quindi, di integrazione delle diversità di molti di
noi, delle tradizioni, degli usi alimentari e dei gusti, oltre
che dei colori.
Si sa, qui non stiamo di certo a poltrire e appena Tiziano
Quaini ha suggerito a me e alla Betta di pensare
a qualcosa che potesse assomigliare alla sua idea, ci
siamo messi al lavoro: è bastato poco per farci venire
subito moltissime idee, alcune delle quali un po’ fantasiose
- lo ammettiamo - ma altre realizzabili e proprio su
quelle ci siamo concentrati e abbiamo iniziato a fare.
La situazione era la seguente: c’era l’idea di condividere
il cibo e le culture delle persone che lavorano in
azienda; c’era la data possibile - giovedì 22 dicembre
- già fissata per il consueto aperitivo di Natale; mancava
la parte organizzativa, cioè chi avrebbe fatto
che cosa… e questo a volte non è l’aspetto più facile.
Quale modo migliore se non coinvolgere la RSU per
entrare in contatto con più persone possibili nel minore
tempo possibile? Fatto; la RSU si è messa a disposizione
e siamo riusciti a recapitare a tutti il messaggio: se hai
voglia, in occasione dell’aperitivo di fine anno cucina
qualcosa e portalo con te, in modo che gli altri possano
vedere e gustare le prelibatezze del tuo paese! Non
solo, lo spaccio ha dato la possibilità ai novelli cuochi
di fare spesa gratuitamente per gli ingredienti necessari
alla preparazione dei piatti, questo per permettere a
chiunque di provarci. L’attesa è stata snervante, lunedì
19 dicembre ancora non si sapeva chi avrebbe cucinato
cosa, nessuna indiscrezione, nessuna voce, nessuna
soffiata… e tutto ciò era strano perché sappiamo
come in azienda le informazioni corrano veloci, molto
veloci. Noi organizzatori non sapevamo se essere contenti
o preoccupati, non capivamo se l’idea sarebbe
stata un successo o un buco nell’acqua, non avevamo
la più pallida idea di quante pietanze sarebbero state
cucinate per il giovedì successivo. Le voci si rincorrevano,
ma nessuna sembrava indicarci la strada giusta.
Arriva finalmente il momento della verità, sono le ore
15 di giovedì 22 dicembre e si affaccia alla porta della
Febbraio in Germania
... è tempo di fiere!
Eccoci tornati dal BioFach di Norimberga!
Avrete forse notato l’assenza di alcuni di noi (la delegazione
per i 4 giorni di fiera è stata abbastanza numerosa) ma il più
informo
ti
In pochissimo tempo la sala mensa
si è riempita, i presidenti sono
arrivati, gli invitati del Cospe per il
progetto in Angolaci hanno raggiunti
e abbiamo potuto dare inizio
alla nostra festa. Dopo alcuni
racconti degli invitati, che hanno
trascorso diversi soggiorni in zone
meno fortunate delle nostre per
aiutare le loro popolazioni, Paolo
Steccanella e Andrea Bertoldi
hanno pronunciato qualche
parola rispetto all’anno appena
trascorso, non facile purtroppo.
In aria di novità, quest’anno
abbiamo deciso di fare una
sorpresa ad alcune persone che
si sono distinte nel loro lavoro e
con il loro comportamento, quindi
abbiamo regalato a Barbara
dei FGV, Lorella della GDO, Carla
dell’ufficio Produzione e a Maria
Pia della cernita un cesto pieno
di prodotti della nostra azienda.
Finalmente, dopo tanta attesa è
arrivato il momento di condividere
tutti assieme il banchetto che
i nostri ragazzi e le nostre ragazze
hanno preparato con tanta cura
e la sorpresa è stata grandissima,
dopo la presentazione coloratis-
NEWSLETTER N. 10 - MARZO 2012 Stampato su carta riciclata
Jaoui Mahjouba: 01/02 Ciman Eric: 27/02
Losole Angelo: 01/04
Stagnoli Alessandro: 02/02 Danesi Susanna: 27/02 Trevisan Flavio: 13/04
Vizziello Giovanni: 08/02 Cassandrin Antonella: 27/02 Schurmeier Sven: 14/04
Fusato Tommasino: 12/02 Zanoni Gianfranco: 27/02 Melegaro Lorella: 16/04
Bedhiafi Slim: 12/02 Zaimi Elda: 27/02
Scapini Chiara: 22/04
Bertagnoli Eleonora: 12/02 Vasian Mariana: 02/03 Maggiolo Michele: 23/04
Bernaki Laila : 16/02 Miozzi Teresa: 03/03 Ragno Cecilia: 23/04
Rao Emanuela: 16/02 Dieng Talla: 03/04 Bottacini Bernardett: 27/04
Quaini Giuseppe:16/02 Micheletti Lisa: 04/03 Schenato Moreno: 30/04
La Rosa Venera: 17/02 Gamba Alessio: 05/03
Cremon Marianna: 19/02 Quarati Daniele: 05/03
Ruffo Barbara: 22/02 Baschera Damiano: 12/03
Bertini Irene: 15/03
Mastronard Nicola: 16/03
Jaffal Iman: 20/03
Chawqui Jamal: 23/03
Zamboni Mara: 28/03
sima dei piatti da parte di Samba.
Ci siamo letteralmente tuffati
sala mensa, luogo scelto per la festa, il sui piatti e la cosa più curiosa è
primo cuoco… mancano 2 ore all’inizio che i piatti italiani sono rimasti
e abbiamo solo una pietanza. Le ulti- per un po’ ignorati, visto l’interesme
parole famose, nell’arco di un’ora i se incredibile per gli tutti altri.
tavoli in sala mensa si riempiono di piat- C’erano piatti che provenivano
ti, coppe, vassoi, brocche, insalatiere, da tutto il mondo: Polonia, Ro-
taglieri, pentole, padelle e l’aria si riemmania, Albania, Senegal, Mapie
di profumi e aromi mai sentiti prima. rocco, Tunisia, Germania, Brasile
Incredibile, abbiamo dovuto correre a e tanti altri paesi, ma la cosa più
prendere ancora tavoli per far posto bella era vedere la voglia con la
ai piatti che continuavano ad arrivare, quale i cuochi presentavano le
bellissimo! Alla fine, qualche minuto pri- loro creazioni e come “vendema
delle 17, termina l’afflusso di cibo vano” i loro piatti, nella speranza
e i tavoli della sala mensa sono pieni che piacessero e fossero apprez-
zeppi.
zati. Un’esperienza incredibile, interessante,
curiosa e simpatica: i
profumi, i colori, gli aromi e i gusti
si sono mescolati meravigliosamente
bene assieme e tutti, ma
dico tutti, sono stati sbalorditi dal
banchetto allestito e credo proprio
che tutti, ma dico tutti, non
vedono l’ora di poter ripetere
l’esperienza.
Un grazie enorme a tutti quelli
che hanno contribuito alla riuscita
della serata e che non ho citato;
un grazie ancor più grande
agli appassionati cuochi e ai loro
piatti, che non vediamo l’ora di
riassaggiare!
Gianni Girelli
Non siamo riusciti a pubblicare le foto dello stand FGV
per problemi tecnici.
Segue a pagina 2
chi diventa“grande”
a febbraio, marzo e aprile
L’importanza della lingua in
un contratto commerciale
Oggi che nel mondo le lingue più parlate
sono centinaia, è indispensabile conoscere
come ci si deve comportare al momento
della stesura di un contratto commerciale,
come succede nella nostra azienda dove
lavoriamo con molti paesi nel mondo.
Il contratto così come lo definisce il codice
civile all’articolo 1321 è l’accordo di due o
più parti per costituire, regolare o estinguere
tra loro un rapporto giuridico patrimoniale.
Qui non vogliamo addentrarci in aspetti legali
o commentare quali sono i requisiti del
contratto ma intendiamo solo soffermarci
sull’aspetto linguistico, ovvero la scelta in
merito alla lingua da utilizzare nella redazione/stesura
di un contratto internazionale,
che sovente è troppo trascurato o in taluni
casi addirittura del tutto ignorato dall’impresa
che si avvicini ad un nuovo mercato
estero. Bisogna, infatti, tenere presente un
dato fondamentale: nella più parte dei casi
i due soggetti commerciali si accingono a
redigere il contratto internazionale in una
lingua che non è la propria e in questa ipotesi
è chiaro come il rischio maggiore possa
derivare dal pericolo che insorgano incomprensioni
dovute al fatto che le due Parti
parlino, appunto, due lingue diverse. Ciò
può dar luogo a seri problemi interpretativi
e perciò stesso è- in linea teorica- assolutamente
sconsigliabile poiché per citare un
esempio, la non conoscenza della lingua
utilizzata nella redazione del testo contrattuale
potrebbe comportare l’annullabilità
dello stesso per errore. Nonostante tali considerazioni,
quando le parti decidessero comunque
di redigere il contratto utilizzando
diverse versioni linguistiche sarà necessario,
allora, stabilire innanzitutto quale sia la
versione che “farà fede”, ossia quella che
prevale. Ciò risulta fondamentale al fine di
sapere con sicurezza a quale testo ricorrere
in caso di dubbi circa l’interpretazione del
contratto (meglio se la lingua è l’italiano o,
in ogni caso, una lingua di cui comunque
l’imprenditore locale abbia un buon livello
di conoscenza).
Dunque, in conclusione, un contratto potrà
essere bilingue, ma in tal caso sarà d’obbligo
chiarire (vedasi i due esempi sotto riportati)
che la controparte è consapevole
del fatto e dichiari espressamente di avere
buona conoscenza dei contenuti del contratto
stesso.
Esempio n. 1: “Le parti sono consapevoli e
prendono atto di aver richiesto che il presente
contratto venga redatto unicamente
nella lingua inglese.”
Esempio n. 2: “Il presente contratto viene
sottoscritto in 4 esemplari: 2 in inglese e 2
in italiano, ciascuno dei quali costituisce un
originale del medesimo contratto.”
Alessio Gamba
Dialogue with staff also occurs via the trade union representatives:
12% of staff are registered with the trade union.
Staff registered with the trade union 2008 2009 2010
% of registered members 15% 13% 12%
(out of total no. employees)
Over the years, the trade union representatives within the company
have always been sensitive and ready to discuss work-related issues
and the condition of workers in the company, especially given that
almost 50% of workers employed in the company are seasonal, therefore
under a fixed-term contract, and almost all of these work in the
warehouse.
This situation has often led us to reflect on the possibility of “stabilizing”
part of our staff to give them greater guarantees even though, as we
have previously said, workers remain loyal to us despite having fixedterm
contracts.
To confirm the company’s interest towards workers we have carried
out various initiatives such as assigning seniority even to seasonal workers,
even though this is not provided for in the collective employment
contract.
Relations with staff and with the trade-union are the cornerstone of the
values we have cultivated throughout the years, i.e. a project which
ensures the company is able to fairly remunerate the work carried out
by all of its staff and to respect the requirements of individual parties
by sharing objectives and guaranteeing maximum satisfaction in the
jobs they perform daily.

Clients and consumers
Corporate values and choices in client relations
The Brio system’s customer relations are based on a series of principles
and values.
- Specialization in the organic sector: this has always been a fundamental
value of our business, key to our professionalism and a
guarantee for our customers.
- Safety: only by monitoring all production stages can we ensure
a safe organic product, and can we safeguard our committed
producers and end consumers. The health and safety of consumers
is one of our priorities.
- Differentiation of customers: a complex system is more stable and
for us, all customers have the same dignity regardless of the volumes
handled.
- Dedication to our customers: in order to have customers who recognize
our role, we should be able to understand their requirements
and find specific solutions for every situation.
- Rigor in evaluating customer reliability: we value our work and
hence we expect to be properly remunerated for it.
- Closeness to markets: only by being physically and culturally
close to our markets is it possible to understand the problems and
needs of others. In our business offices 7 languages are spoken.
- Loyalty: we have always sought long-term relations which enable
mutual stability and loyalty.
- Non-speculative ethics: it is only when both parties are satisfied
that business relations can be considered truly profitable.
- Direct sales: to best benefit all those consumers who want to purchase
directly from the producer, reducing costs along the chain
of production and creating strong ties with the local area.
- Transparency: our premises are open to any customers wishing to
come and check our organization personally.
We especially give much importance to labelling and traceability
so that customers can trace the origins of the product.
Over the past few years Brio has placed greater importance on
marketing, confident that currently it is important to find new business
ideas to highlight the quality of products and controls carried
out along the chain of production. We currently have two important
projects in progress:
- Ki Group Project: born from the need to reach the consumer
more directly and from an interest in discovering a new market
area and type of consumer. The project started in October 2011
and already in the first months we have noticed a growth in the
number of new clients acquired by the Ki Group. Shops of different
dimensions, concentrated in northern Italy for the time being
- for logistics reasons -, display Brio fruit and vegetables.
- Alcenero project: starting 23 June 2011 Brio has become a shareholder
in Alce Nero Mielizia SpA, whose trademark is present in
organic shops and in supermarkets and is renowned for its quality
and the genuineness of its products. Alce Nero is a Bolognabased
company whose shareholders are various groups which
produce for the famous historical brand with the Indian on horseback.
19

20
DIRECT CONTACT WITH CONSUMERS:
DIRECT SALES
Clients and consumers
Customers and products
Direct contact between organic producers and
consumers is ensured by Cooperativa Agricola
La Primavera: we have two stores and several
farms (cooperative members), which sell directly
to consumers and a fruit and vegetable stall at
the weekly Bussolengo market (Tuesday mornings),
in Piazza Isolo (Thursday mornings), Parona
(Thursday mornings), Borgo Venezia Santa Croce
(Friday mornings) and Stadio (Saturday mornings).
This way we bring the producer closer to the consumer,
enabling a more convenient relationship
for both. Among the items sold the most in the
fruit and vegetable market are carrots and lettuce
and among packaged products, rice milk
(Brio brand), apple juice, dry pasta (Cooperative
members) and tomato sauce ( Brio brand).
On November 7, 2009 the new Cooperativa La Primavera
store was opened at the new headquarters
in 9, Via Magellano, Verona. A space covering
150 m2, including a warehouse.
In December 2010, the store at 99, Via Manzoni
was renovated. This provides consumers with a
unique organic shopping experience courtesy of
the Cooperative.
THE PRIMAVERA PROJECT
In addition to the consolidated forms of direct sales, the Brio System
has launched a project to create a Distribution Platform, in order to
further promote the products of cooperative members and other producers.
We thus intend to start collaborations and partnerships with
other organic producers with similar objectives to our own and who
recognize the value of this Distribution Platform.
The aims of the platform are:
1. circulating products between company outlets and the farm shops
of producers themselves;
2. reaching shops, restaurants, hotels, schools, ethical purchasing
groups, non-profit associations and organizations.
The final objective is to reach consumers throughout the local area
in a networked, visible and efficient manner, so that they see “La Cooperativa
Primavera” as an organization which provides the solutions
and instruments for a sustainable lifestyle.
Launched in September 2010, the project enabled growth of more
than 17% compared to 2009, and + 39% for that period alone. At the
same time, a production planning system was launched in order to
deal with the increase in volumes and make the most of local production.

Sales trends
The analysis of overall sales shows that, in 2010, turnover consisted of:
- 88 % fruit and vegetables;
- 10% by general food;
- 2% direct sales.
REVENUE FROM THE
SALE OF PRODUCTS
(NET OF SERVICES)
TOTAL FRUIT AND
VEGETABLES
TOTAL GENERAL
FOOD
Clients and consumers
2008
€ Q.li € Q.li € Q.li
38.539.056 250.151,89 38.295.700 245.513,41 41.544.854 255.057,32
9.055.333 24.825,84 5.278.499 16.566,40 4.608.731 15.184,89
DIRECT SALES 821.627 1.006.801 1.122.415
TOTAL 48.416.016 44.581.000 47.276.000
Over the 2009-2010 two-year period a decrease in turnover was seen, caused by the drop
in the catering sector. This made us reconsider the strategic importance of this segment
and led us to diversify the channels, focusing on large-scale retail and the specialist sectors
which could bring our trademark directly to the consumer.
2009
2010
Transformation
industry
2010
2009
2008
Wholesalers
and Caterers
Customers - analysis by turnover 2010
End consumer
87,88% 9,75% 2,37%
85,90%
80%
11,84% 2,26%
19%
2%
0% 50% 100%
Specialist organic shops
Export
Large-scale retail
Fruit and vegetable sales (€)
General food Sales (€)
Direct sales (€)
21

22
Clients and consumers
Sales organization and presence on foreign markets
Biologica 2006 srl, has mainly supplied catering since organic
food was first introduced to schools in Lazio, and has progressively
gained a leading position in the sector. Biologica 2006 is a valuable
experience that enables the planning of production of all fruit and
vegetable products, guaranteeing traceability, freshness and extremely
high quality. This opportunity to plan is extremely important
for organic production, as it means that produce can be grown
with a reasonable certainty of being sold. Over the years, we have
developed an efficient and extensive distribution network in the
Lazio region which is spreading to Abruzzo, Marche, Umbria and
Campania, guaranteeing the daily delivery of fresh produce and
totally satisfying the requirements of the catering sector.
BRIO FRANCE
Brio France SAS makes an important contribution to group’s business.
About 25% of total turnover originates from this division. Brio
France was created in 2006 and specializes in the sale of packaged
organic fruit and vegetables for large-scale retail in France.
Business has grown consistently since the very beginnings, in step
with the growth in consumption of organic produce in France.
Activities are carried out in two logistic warehouses, one based
in Montéléger, next Valence, in the Drôme department, and the
other in Perpignan, in Languedoc-Roussillon, a few kilometres from
the Spanish border. The company has around 20 direct employees.
BRIO DEUTSCHLAND
Since October 2009, its headquarters
have been in Munich. As part
of a plan to develop foreign markets,
Brio Deutschland GmbH was
assigned the task of developing
and coordinating the foreign general
foods sector (focusing on
German-speaking markets), with
the aim of regaining and redeveloping
the existing portfolio and
establishing new contacts. The
aim of the project is to supply Brio
products and services to the different
markets, taking advantage
of Verona’s position in terms of logistics
and the range of products
selected by Brio.
The ultimate goal of the Brio
Deutschland is to establish a business
organization that works
locally, and ensures a number
of advantages which are fundamental
to operating competitively
on the market.
The Market of the Brio System
• Austria
• Denmark
• Finland
• France
• Germany
• Great Britain
• Greece
• Ireland
• Holland
• Poland
• Czech Republic
• Romania
• Slovakia
• Slovenia
• Spain
• Sweden
• Switzerland
• Hungary

Special customers: schools
Still on the domestic market, we would like to share an experience
which is very important for us and concerns the
school catering sector. More and more schools in Italy are
requiring organic produce to be served on part of their canteen
menus. In this sector, where children are given the benefit
of enjoying organic meals, the controls, guarantees and
certifications provided by the various operators are particularly
important.
At Brio we work closely with schools throughout Italy, (but
especially in central Italy). According to the data shown
below, our daily production is around 15% of the national
production of organic meals in school canteens.
Fruit and vegetable catering in schools - Kg sold
5.181.800
Clients and consumers
5.872.000
5.930.600
2008 2009 2010
“FRUIT IN SCHOOLS” PROGRAMME
Brio is involved in the “Fruit in schools” programme sponsored
by the European Community and implemented by
the Ministry of Agriculture, Food and Forestries, in association
with the Ministry for Education. The project includes a
series of initiatives aimed at primary schools pupils and their
families, with the purpose of increasing consumption of fruit
and vegetables and incentivising more balanced food and
nutrition habits during the growing years childhood.
The program uses a series of instruments which, in addition
to the distribution of fruit and vegetable produce to schools,
includes information campaigns on the characteristics of
products in terms of quality, nutritional and health aspects,
seasonality, local provenance and respect for the environment,
aimed at teachers and parents in order to prolong
the effect of consuming this produce. The target beneficiaries
of the programme are reach primary school children
aged between six and eleven.
Participation in the program for the 2010-2011 school year
enabled Brio to sell 1,689,300 kg of fruit and vegetables.
Here are the data for the 2010/11 school year:
Regions Institutes School Classes Pupils
Total 8 1.374 3.307 26.903 511.717
23

24
Clients and consumers
Customer satisfaction and communications
BRIO’S DIRECT RELATIONSHIP WITH CONSUMERS
At the end of 2009, the company decided to retain a single logo
(Brio), as this is the first instrument of communication to ensure safety,
reliability and quality. The logo was also registered at Community level.
During 2010, the project went ahead to replace the IPB mark on
fruit and vegetable packaging, trays and labels. At the same time,
the briò mark was replaced, until then used on fresh produce and
general food labels. And a complete range of Brio goods was born.
BRIO COMMUNICATIONS FOR CONSUMERS
In 2010 a sales test on unpackaged organic fruit and vegetables as
carried out at a supermarket. The organic fruit and vegetables exhibited
in the store had their own space, well highlighted and with
their own scales. Customers welcomed this initiative, owing both to
the possibility of adjusting the amount of products purchased based
on their actual needs and to the possibility of reducing the impact on
the environment due to less packaging. These experiences led to the
objective devised in 2011 to create information material specifically
directed at consumers on Brio’s main organic products and their producers
and develop activities aimed at increasing sales in stores.
VISIBILITY AND PROMINENCE OF
COOPERATIVA LA PRIMAVERA IN THE LOCAL AREA
Over the past few years, the System has also invested in communications
regarding Cooperativa Agricola La Primavera, its trademark
and its products. New graphics have been given to company machinery,
the new logo, organic cotton T-shirts and recycled plastic
bags. Furthermore, a series of meetings with a doctor were organized
at Primavera sales outlets along with the event entitled “Una
domenica tutto bio“ (An entirely organic Sunday) held regularly every
year in September with the aim of making Verona citizens aware of
the concept of organic food.

Policy towards organic producers
Alongside customer sales policies, we have also developed policies
for producers, defining a number of important elements which
should always be observed when dealing with them:
• Specialization in the organic sector.
• Levels of guarantee required from producers: with the control of
all stages of production, Brio is a partner with a clear and precise
corporate mission for its suppliers.
• Differentiation of production and supply areas and hence the
ability to respond to producers’ requirements in different areas
and for a high number of items.
• Responsibility towards producers: in order to be recognized as
valid partners, Brio is committed to providing schedules and
stands by its commitments.
• Loyalty in collaborations and development of partnerships by
setting common objectives.
• Technical assistance and logistics services: through the head
agronomist we provide an interesting and recognized advisory
service for producers; through BDL we guarantee a logistics carrier
service paid for by Brio.
• Ethical, non-speculative business conduct.
For us, making socially responsible choices means ensuring the right
value for those producers who have decided to embrace our philosophy
and our system of values tied to the organic sector. That’s
why it is important for us to offer the best solution in business terms
in order to acknowledge the efforts of all those who operate in the
organic network of the Brio system. This is applicable for both fruit
and vegetable producers and general food producers. In order
Organic producers
to properly evaluate the degree of satisfaction of producers, the
Cooperativa La Primavera has set up an analysis project of the income
statement of a sample of member organic companies in order
to have proper data regarding the profitability of cultivations,
rotations and companies. The purpose of this is to offer producers
proper evaluation tools, to aid those companies that wish to make
the change to organic production. New organizational models will
also be drawn up to put forward to farmers, in concrete and credible
terms, the choice of organic production.
An important element of satisfaction found amongst our producers
was observance of the agreed conditions of contract and terms of
payment. Settlements are generally considered to be in line with
the market. There are no outstanding disputes on this subject.
PRODUCER MEMBERS
DELIVER ITALIAN PRODUCTS
Other suppliers
SELL ITALIAN, EUROPEAN AND
NON-EUROPEAN PRODUCTS
DIRECT SALES IN ITALY
AND EUROPE
DIRECT
CONSUMERS
LARGE-SCALE RETAIL
GREAT
ORGANIZED
DISTRIBUTION
WHOLESALERS
CATERING
SPECIALIST
SHOPS
INDUSTRY
25

26
Organic producers
Monitoring and assurance along the chain of production: from the supplier to the consumer
Implementation of this monitoring and control system involves:
- applying a strict procedure regulating the complex process of qualifying our
suppliers. During 2010, this procedure was greatly revised to update it and
make it more efficient for current market conditions;
- planning and execution of about 100 annual inspections conducted by expert
agronomists on the premises of suppliers in the countryside during the
various stages of cultivation and harvesting of products and at processing
plants and warehouses;
- the creation of about 500 annual analyses, performed at accredited labs
recognized at national and international level, on samples taken either directly
from farm fields during critical cultivation stages or at our warehouse
upon supply of products, with the purpose of checking the correct agronomic
implementation and application of techniques in compliance with
organic cultivations methods;
- constant fine-tuning of the computerized identification and traceability managements
system for all products throughout the entire chain of production,
as a means to guarantee that the entire journey of each product can be
reconstructed.
Fruit and vegetable producers
With reference to the fruit and vegetable division, our suppliers are first of all
members of Cooperativa La Primavera and a further 200 Italian, European and
non-European producers. These numbers are high because we are dealing with
a broad and varied range of products at different periods of the year, with an
average of about 30-35 items per week. As confirmation of the attention we
pay our producers, a network of qualified technicians assists the producers in
Cooperativa La Primavera with advice and suggestions for the best agronomic
solutions. Collaboration with producers in Cooperativa La Primavera is strong
to allow them to achieve the best remuneration for their own produce. Technicians
deal with the planning of cultivations in collaboration with the sales sector,
phytosanitary protection, supply of technical instruments, experimentation and
they guarantee contact between production and sales.
For suppliers who are not members of Cooperativa Primavera, we also provide
the services of an expert agronomist who assists our suppliers’ technicians in
the traceability of products, planning, monitoring plans and work processes. For
these services, the level of collaboration with suppliers depends on the area in
which the supplier is located, the business relationship, contracts and degree of
loyalty. Relationships always tend involve maximum participation and collaboration
for planning and sales.
2009 2010
Brio fruit and vegetables € q.li € q.li
Purchasing Turnover 25.646.316 263.630 27.238.250 277.998
From Coop Primavera members 3.464.092 56.189 4.628.061 78.977
% Coop La Primavera out of total 13,5% 21,3% 17,0% 28,4%

Fruit and vegetable producers
The importance of Cooperativa La Primavera has grown over the last
few years reaching 28.4 % (in 100kg) of the total of Brio purchases in
2010.
Purchases worldwide and in Italy are subdivided as follows:
Purchases of fruit and vegetables
20.000.000
15.000.000
10.000.000
5.000.000
0
Italy Spain France Germany Belgium
Area in Italy No.
suppliers
2009 2010
Annual
purchases
No.
suppliers
Holland
and
Denmark
Annual
purchases
Northern Italy 73 8.202.600 74 9.339.017
Central Italy 9 342.310 9 326.336
Southern Italy 27 3.033.985 35 2.919.082
Italy, the Islands 31 4.043.674 35 4.366.468
Total 166 15.622.569 170 16.950.903
2009
2010
Non- EU
2009 15.622.569 4.540.110 2.217.539 26.812 784.474 1.345.316 1.109.496
2010 16.950.903 4.806.143 2.425.401 79.131 1.244.071 742.453 990.148
Organic producers
Tomatoes
Apples
Lemons
Courgettes
Carrots
Pears
Peppers
Lettuce
Oranges
Kiwi
Bananas
Potatoes
Garlic
Strawberries
Clementines
The 15 most purchased fruit and vegetable items (data in €)
0 500.000 1.000.000 1.500.000 2.000.000 2.500.000 3.000.000 3.500.000 4.000.000 4.500.000
2009
2010
27

28
General food producers
General food division features a number of differences compared to fruit and vegetables:
- General perishables are divided into dairy products, cold cuts, fresh pasta, v
range, other (i.e.: eggs, vegetables, etc.); this merchandise travels at controlled
temperatures +0°C +6°C;
- General foods feature all the basic pantry products: pasta, oil, tomato-based
products, cereals, wines, etc.
Even the relationship with the general food suppliers is based on an extremely accurate
system of guarantees and controls: suppliers are selected after checking
their certifications, purchase protocols, production manuals, procedures for product
dispatching and product quality.
We purchase directly from producers and use our trademark in these cases
• products destined for large-scale retail in Italy;
• products destined for Italian/European specialist retail outlets;
• items chosen to complete branded ranges already proposed;
• items produced by co-packers who do not own general brands.
Active general food suppliers (those from whom we purchased in 2010) number
140, 10 of whom are members of Brio spa or Cooperativa La Primavera:
2010 Suppliers
General foods
64%
Organic producers
General
perishables
36%
Turnover for general food highlights the main suppliers (between 15 and 20 depending
on the year examined):
purchase volumes No. suppliers 2008 No. suppliers 2009 No. suppliers 2010
higher than 300,000 € per year 5 0 0
Between 100,000 € and 300,000 € per year 10 10 8
Between 50,000 € and 100,000 € per year 12 13 9
In terms of the effects on the local area and allied industry, it is useful to analyse the
origins of our general food products:
Purchases of General Food
3.000.000
2.500.000
2.000.000
1.500.000
1.000.000
500.000
0
Northern Italy Central Italy Southern Italy Italy, Islands Italy EU Non-UE
2009 2.551.360 523.556 544.398 10.615 0 0
2010 2.101.261 653.764 333.506 15.064 0 0
General food suppliers by type
Cooperatives
10%
Large companies
61%
Single person
companies
29%

Environment and community
The environmental management system
From our very beginnings we have always worked in close collaboration
with farmers. If we add that our activity is based on organic
methods, it is easy to understand the reason behind our sensitivity
and special care in terms of respecting and safeguarding the environment.
Energy resources consumed by the Brio Campagnola in Zevio:
Water
consumption
(m3)
Electricity
consumption
(kWh)
2010 2009 2008 2007 2006
7.134 7.126 6.860 8.581 9.332
1.339.505 1.349.194 1.351.687
The activities carried out by our organization in this area have led to
the creation and implementation of an Environmental Management
system aimed at reaching important objectives such as:
• decreasing the production of waste and refuse, accompanied
by an improvement in their management through waste sorting;
• prevention of pollution and unsuitable behaviour towards the
environment by encouraging an “environmental culture” shared
with employees and producer members;
• restoration of the roof with the removal of the Eternit panels and
hence the final solution to the asbestos problem together with
installation of photovoltaic panels;
• reducing energy consumption.
In terms of the direct environmental impact produced by our activities,
an important role is played by packaging for manufacturing,
packing or reconditioning marketed products.
Quantities of waste produced over the 2008-2010 period
Year 2008 2009 2010
Paper and cardboard EWC
15.01.01 (100kg)
Packaging in mixed materials EWC
15.01.06 (100kg)
830,6 843,6 692,4
699,6 666,2 696,2
Total in 100kg 1.530,20 1.509,80 1.388,60
Ratio of waste from packaging/quantity of merchandise sold (%)
0,68%
0,73%
2008 2009
0,68%
2010
Another important aspect is the production of fruit and vegetable
waste deriving from product selection and processing.
Product quantities over the 2008-2010 period are shown below.
(Data in 100kg) 2008 2009 2010
Fruit and vegetable waste 3.468,80 3.634,50 2.736,40
Merchandise worked 81.960 95.720 89.410
29

30
Ratio between organic waste/merchandise processed
4,23%
Environment and community
3,37%
2008 2009 2010
The data show a continuous decline in the ratio between the fruit and vegetable
waste and the quantity of merchandise processed at our warehouse.
This trend is evidence of the good results achieved by implementing the planning
programme for the procurement and definition of product quality, and improving
the standards of quality of goods supplied, thanks to a continuous process of information
exchange and encouraging loyalty with suppliers.
This result leads us to increase our efforts to try and further improve the organization
of procurement, processing and preservation of products. In terms of other activities
in the Environmental Management System, the program for reducing electricity
consumption continues, with optimization of space in cold storage rooms
and training staff to reduce the opening times in the cold rooms and handling of
products en route to and from them.
By the same token, important results are expected in terms of energy savings deriving
from the modernization of the warehouse (new roofing with better thermal
insulation) and the installation and commissioning of a photovoltaic installation to
produce electricity. In order to preserve the natural agricultural/eco-system and
to reduce contamination of the soil and water layers caused by agricultural activity,
we are investing resources to promote important initiatives such as:
3,06%
- the organization of training for farmer members of Cooperativa La Primavera
aimed at the proper application of the principles and methods of organic farming,
and the most suitable techniques to protect the environment and the
local area, as well as proper and efficient use of the technical protection instruments
permitted in organic farming;
- the organization of technical meetings for Naturland certification, in order, for
example, to halve the amount of copper used in organic farming to protect
crops, to increase crop rotation and eliminate the use of blood-based fertilizers;
- planning and scheduling crops in order to find suitable choices for the various
fruit varieties that are more resistant and more appropriate for organic production,
in order to considerably reduce phytosanitary interventions;
- increasing the number of farms certified in accordance with the GAP Global
Standard which involves the application of Good Agricultural Practice procedures
and regulations in all production processes on farms;
- technical meetings organized for members of Primavera: 20 were held in 2010,
12 in 2009 12 and 17 in 2008;
- training courses on biodynamic farming also aimed at members of the Cooperativa
La Primavera.
Year Number of
hours
Number of participants
2010 30 hours 25 in total of whom 10 were members of Cooperativa
Primavera
2009 32 hours 24 in total of whom 11 were members of Cooperativa
Primavera

Environment and community
Relationship with the organic sector
Below is a list of associations and organization we are affiliated to or are in contact with:
ASCO/CONFCOMMERCIO
Verona Trade Association
IFOAM
International Federation
of Organic Agriculture
Movements
ASSEVER (ANEIOA)
Association of Fruit and
Vegetable Operators in the
Veneto Region (National
Association of Fruit And
Vegetable and Citrus Fruit
Exporters and Importers)
AVEPROBI
Veneto Association of
Organic Producers
LEGACOOP VENETO
National League of
Cooperatives and Mutuals
Representation activities
of the Brio system for the
promotion of the
organic sector
AIAB
Italian Organic Farming
Association
CONFCOOPERATIVE VERONA
Confcooperative -
Section of the Province
of Verona
ASSOBIO
Italian Association of
Organic Transformation
and Distribution
Companies
FEDERBIO
Italian Federation of
Organic and Biodynamic
Agriculture
UPBIO
National Union of Organic
Producers
Our dual membership of Legacoop and Confcooperative is
based on our will to encourage unity in the cooperative world,
beyond ideological barriers which no longer have any place.
In this context, we were the forerunners in the fruit and vegetable
world, with the formation of Alleanza Cooperativa, which
is working on unifying the management of cooperative representation
in the fruit and vegetable sector in Italy.
Finally, through the promotion of the organic sector we are involved
in a highly visible project.
In 2010, we joined forces other companies and associations to
take part in the Temporary Association entitled “Libera Terra
Crotone” which ensures the temporary management of land
confiscated from the mafia.
For Christmas 2010, the funds usually allocated to gifts were invested
in the purchase of seeds. In 2011, our company will be
in charge of converting land for organic agriculture, defining
crops to be cultivated and give advice on the sale of products,
which will be sold under the Libera Terra brand. The revenue
from the sale of products will be allocated to expenses related
to the cultivation of the land. Any profit will be used to support
the new social cooperative. Every year, Brio takes part in sustainable
farming projects promoted by Cospe, in countries like
Swaziland and Angola (Africa).
31

32
Environment and community
Research in the organic sector
TERRE DEL SUD
At Terre del Sud S.r.l. in Sicily, the company founded by Brio, we
have done research on mechanization and control techniques
on weeds. By investing in research, Terre del Sud S.r.l., has not only
tried to solve the problem of controlling weeds, where the systems
already used in Sicily do not ensure effective weed control in organic
agriculture, but also to encourage local producers to use
new agronomic techniques more appropriate to their crops wand
which respect the environment and do not use artificial chemical
substances.
BIOLOGICAL FRUIT AND VEGETABLE CULTIVATION
We have co-financed the “Varietal choices for organic fruit-farming”
project headed by the A.Ve.Pro.Bi. Association, which aims to
identify and study the most suitable peach, apple and strawberry
varieties for organic agriculture. The following organic farms participated
in the project conducted in special varietal fields: Cooperativa
La Primavera: Istituto Frutticoltura della Provincia di Verona,
Veneto Agricoltura, Chamber of Commerce of Verona.
The project is renewed annually: in 2011, the first varietal lists were
divulged, referring to the three crops which will be updated over
the following years. The objective reached was to address and
concentrate the new installations on the best varieties identified.
RESEARCH ON NITRATES
In April 2008, the results of the research on nitrates were presented.
It was carried out in collaboration with the Istituto Superiore Nutrizionale
delle Piante in Rome, who surveyed the content of ni-
trates in leaf vegetables. Even though our organic lettuce is already
below the European legal limits, after special requests to ensure
an even lower level of nitrates, the research project for cultivation
techniques to reduce their levels was established.
During the project, knowledge about the factors which influence
the content of nitrates in the leaf vegetables was acquired and
consequently, measures to obtain better quality lettuce (involving
the sensitive sectors of the agricultural ecosystem such as water,
soil, organic fertilizers and plants).
“MELA MANGIO BIO” PROJECT
The project involved 33 farms companies (members of Cooperativa
La Primavera and other farms in the region) with these objectives:
to reduce the quantity of copper per hectare for the
phytosanitary protection of apple trees by introducing new preparations
with a low copper content or alternatives, and by using
varieties resistant to apple scab and by lowering the percentage
of damage caused by codling moths within the threshold of 10%.
The project was financed by the Veneto Region.
RESEARCH IN BIOLOGICAL AND BIODYNAMIC FARMING
We support the Foundation for Research in Organic and Biodynamic
Agriculture: the Foundation was set up to enhance and
boost scientific research in organic and biodynamic agriculture,
beginning with more direct dialogue between the world of production
and research bodies.

Economic wealth created and distributed
In the previous sections of the social report, a detailed analysis has been
given of the company and its main stakeholders using, in some cases, economic
and financial information to explain investments or costs incurred in
the different activities. Below we outline the overall picture of economic
aspects, considering the added value which can be defined as wealth
generated by the company during its activities for the simple fact that it
exists and operates profitably.
The added value produced is achieved by reclassifying the income statement
of the financial year, highlighting the costs which refer to some categories
of stakeholders I.e.: public authorities (taxes, etc.), financers (credit
capital), employees and collaborators (gross salaries and related contributions)
and others. This shows how much wealth we manage to create and
distribute to our stakeholders.
The added value is represented in two separate tables:
• the table determining added value, identified by the difference between
revenues and intermediate costs;
• the table of allocation of added value, composed as the sum of remuneration
received by interlocutors within the company and external
gratuities.
The two tables are balanced since the first calculates the amount of added
value and the second clearly expresses distribution to some categories
of interlocutors.
Calculating added value for the financial statements is fundamental because
it enhances the overall picture of information, overcoming the distance
between economic and social values which often exists in the traditional
financial statements, and does not provide a picture of the overall
impact for organizations.
Added value
Prospect for determining Overall Added value
2008 2009 2010
A) Value of production 52.678.064 47.426.552 51.083.404
1. Revenue from sales and services - revenue corrections 52.042.785 47.108.747 50.604.107
2. Variation in finished products stock 16.666 -16.223 15.244
3. Variation in current orders in progress
4. Increase of fixed assets for internal works
5. Other revenues and income: 618.613 334.028 464.053
- miscellaneous
- grants related to financial year
- grants related to corporate account
618.613 334.028 464.053
Total revenues from typical production 52.678.064 47.426.552 51.083.404
6. Revenues for atypical production (time and materials basis)
B) Intermediate costs of production 44.795.377 39.726.340 43.168.383
6. Consumption of raw materials, auxiliary materials and consumables
38.339.739 33.769.186 35.662.500
7. Costs for services 5.935.611 5.307.333 6.911.498
8. Rentals 280.849 388.064 418.275
9. Reserve funds for risks 36.001 41.000 32.000
10. Other reserve funds - credit devaluation 128.164 90.309 18.214
11 Various operating expenses 75.013 130.447 125.896
Gross characteristic added value 7.882.686 7.700.212 7.915.021
C) Additional and extraordinary components 144.803 272.688 78.236
12. +/- Balance of additional management 42.568 38.558 51.072
Additional revenue (Bank interest) 42.568 38.558 51.072
- Additional expenses
13 +/- Balance of extraordinary components 102.235 234.130 27.164
Extraordinary revenues (Cont. Assets) 365.320 266.866 55.976
- Extraordinary expenses -263.085 -32.736 -28.812
Overall added value 8.027.490 7.972.900 7.993.257
33

34
Added value determined in this way is allocated
to those who are more directly involved
in our economic production.
The table displays the economic repercussions
on a large number of internal and external
interlocutors, identified as follows:
• Staff;
• the State, Bodies and Institutions;
• Financers;
• Members;
• the Brio system itself;
• External gratuities.
Added value
Economic wealth created and distributed
Distribution of Overall Added Value
EXERCISES
2008 2009 2010
A) Staff remuneration 6.341.629 6.662.023 7.206.303
Non-employees (advisors and collaborators) 135.732 170.684 122.159
Employees
a) Direct remuneration 4.705.768 4.896.478 5.491.859
b) Indirect remuneration 1.227.859 1.261.914 1.207.083
c) allocated quotas of income 0 0 0
Directors and board of auditors 272.269 332.947 385.202
B) Remuneration of Public Administration 315.021 256.955 67.647
Direct Taxes 369.745 353.392 304.928
Indirect Taxes -2.357 221 -71.177
- subsidies for the financial year -52.366 - 96.658 -166.104
C) Remuneration of Banks and Financers 442.813 269.408 294.738
Expenses for short-term capital 305.072 190.073 227.259
Expenses for long-term capital 137.741 79.334 67.479
D) Remuneration of members 63.823 62.090 52.744
Remuneration for direct loans (Coop. La Primavera Stakeholders) 48.911 46.306 38.535
Remuneration for “Fattorie Primavera” services 14.912 15.784 14.210
E) Remuneration of the Company System 849.886 705.205 355.755
Variation in reserves 282.275 119.224 -371.034
Amortization 567.611 585.981 726.789
F) Remuneration to the Community, Organic Associations, Cooperative movement
and representative organisations
14.318 17.219 16.071
Association fees 13.053 16.029 15.781
Gratuities to Bodies and Associations 1.265 1.190 290
Gross overall added value 8.027.490 7.972.900 7.993.257

Improvement objectives
Since the Social Report is a process of improvement, it enables the
Brio System to identify actions to be implemented to develop more
responsible methods which are coherent with the values and mission
of the organization. Below are the main objectives per stakeholder
identified while drafting the Social Report.
BRIO SYSTEM
• To set out the group’s industrial plan.
• To further implement the quality system in accordance with ISO
standards, including reports and the system of integrated management.
• To develop the marketing division to improve service to customers.
• To reorganize the sales office to improve the Brio System’s capacity
to penetrate the market.
• To further improve internal efficiency by developing the information
system for Management Control.
• To put further emphasis on the development of the production of
Cooperativa La Primavera, by analysing the profitability and degree
of satisfaction of producers.
STAFF
• To implement and define the staff budget.
• To complete creation of the reporting system and staff performance
indicators.
• To extend training on organic topics.
• To further improve workplace health and safety by defining a
safety management system (OHSAS 18001).
CUSTOMERS AND CONSUMERS
• To develop and improve relations with Alce Nero in order to offer
consumers greater opportunities for consuming branded organic
products.
Added value
• KI Group Project: to consolidate relations with retailers, includingby
increasing their awareness of the fruit and vegetable sector
through visits to producers and creating information activities for
consumers regarding the product, origin and other matters relating
to the organic sector.
• To further improve information to consumers, by creating specific
information material on the main organic products by Brio and
their producers.
• To improve direct contact with consumers by developing the sales
channel of Cooperativa Primavera shops, by arranging activities
aimed at increasing sales in stores and by helping producer members
to get organised.
• To study product innovation to increase the range available in the
Brio System (i.e. V range vegetables).
ORGANIC PRODUCERS
• To continue the analysis of the income statements of a sample of
member organic companies in order to have correct data about
to the profitability of crops, rotations and the companies.
• To improve relations with producers in southern Italy by creating
procurement platforms.
ENVIRONMENT AND COMMUNITY
• To continue to improve the relationship between productivity and
environment, by investing and extending projects carried out in
the 2010-2011 period to streamline production processes, more
cold storage space, energy savings, further use of photovoltaic
energy.
• To continue our commitment in the social field, especially in activities
related to the organic sector, such as the Libera Terra Crotone
Project (involving temporary management of land confiscated
from the mafia).
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