Sustainability Report

Sustainability 

Report 

FERCAM SpA 

2020

Sustainability numbers 

Methodological note 

Sustainable Development Goals - SDGS 

1. FERCAM: Identity and values 

1.1 FERCAM: towards the new strategy 

1.2 Vision, mission and values 

1.3 Governance 

1.4 Compliance & business continuity management 

1.5 Economic value generated 

1.6 Our network and services 

2. Quality and innovation 

2.1 The pursuit of Total quality 

2.2 Company management system 

2.3 Customer satisfaction 

2.4 Supply-chain management 

2.5 Participation in Associations 

2.6 Digitalisation and efficiency of process 

3. Environment and sustainability 

3.1 FERCAM: clean smarter logistics 

3.2 Sustainability and innovation in transports 

3.3 Energy strategy and efficiency 

3.4 Sustainability culture and partnership 

3.5 Environmental indicators 

3.6 “Safety & quality assessment for sustainability” 

NDEXLetter from President 

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p. 50 

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p. 69 

2 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA

4. FERCAM and people 

4.1 Our employees 

4.2 Human capital management 

4.3 Training and development of our employees 

4.4 Wellbeing and initiatives in favour of employees 

4.5 Health and safety in FERCAM 

4.6 Schools and Universities 

4.7 Relations with territory 

4.8 Internal and external communication 

4.9 Privacy mangement 

Gri content index 

Assurance statement 

Informazion and contacts 

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Letter from President 

Following the path of sustainability… 

We have always been convinced in our values and strategic vision that a businessperson has to consider 

sustainability in producing goods or services in order to protect the planet for the future generations. 

The last year has strengthened our awareness of the importance of sustainability and has given us a 

further incentive to look towards future, innovation and change. 

Certain of this belief, we present our 2020 report, in which we illustrate performance of our operational 

parent company FERCAM S.p.A. with the desire to recount the performance at group level in the coming 

years. 

We have always been committed to developing rail/road and intermodal transport, where possible, 

and we constantly seek innovative solutions that can be applied to road freight transport. The renewal 

of our fleet takes places predominantly with LNG vehicles (Liquefied Natural Gas) that allows strong 

reductions of NOX (-65%), PM 10 (-95%) and CO2 (- 15%). We have also invested in a biomethane 

production plant in order to further decrease CO2 emissions. 

The next step will be electrical vehicles, both battery-operated for urban distribution and hydrogen-fuel 

cell to reach the goal of zero-emissions transports. 

Our warehouses for goods storage are for the most part equipped with photovoltaic systems that 

annually produce 4 MWh of green electricity used mostly for self-consumption. 

We are sure that it is necessary to guarantee the mobility of goods and by investing in new technologies 

it will be possible to further reduce environmental impact. 

We also believe that the most important resource in FERCAM is the human one: attractive work 

environment, flexibility and work-life balance with the right persons in the right place, we can guarantee 

the high quality of our services and be successful in the future! 

Technological innovation for the client and environmental protection, safety, expertise, professionalism, 

motivated and proactive employees: these are our strengths, which will allow us to face new challenges 

and achieve future goals. 

President 

Dr. Thomas Baumgartner 

FERCAM SPA 

SUSTAINABILITY REPORT 2 0 2 0 

5

SUSTAINABILITY NUMBERS - FERCAM SPA 

10783 

TRAINING HOURS 

60 

BRANCHES 

IN ITALY 

1425 

EMPLOYEES 

>23 MIO 

MULTIMODAL KM 

60% MEN 

40% WOMEN 

ACCIDENT 

FREQUENCY 

INDEX* 

8,83 

(*) accident frequency index = (number of accidents * 1.000.000) / hrs worked 


SUSTAINABILITY NUMBERS - FERCAM SPA 

1.639 TONS 

PHOTOVOLTAIC 

ENERGY CO2 

EMISSIONS 

AVOIDED 

(2018-2020) 

€ 601.000.000 

TURNOVER 

7,1% 

LNG VEHICLES 

€ 10.280.000 

INVESTMENTS IN 

INDUSTRIAL AND 

COMMERCIAL 

EQUIPMENT 

(2019-2020) 

1.572.833 

WEBSITE VIEWS 

NUMBER 

CLIENTS’ 

TURNOVER: 

75% ITALY 

25% ABROAD 

2463 TONS 

CO 2 

EMISSIONS 

AVOIDED WITH 

OWN VEHICLES 

FERCAM SPA 


7

METHODOLOGICAL NOTE 

REPORTING STANDARDS APPLIED 

FERCAM S.p.A. Sustainability Report was drawn up 

inspiring to national and international standards 

on Corporate Social Responsibility and in 

particular taking as reference the guidelines of GRI 

Sustainability Reporting Standards Core Option. 

Applying such standard and using specific 

indicators, the company is able to present to 

relevant stakeholders its performances considering 

the three dimensions: economic, social and 

environmental. 

Our previous 2019 Sustainability Report has been 

published online on our website. 

With regard to economic performances, the report 

includes data of FERCAM Group consolidated 

financial statement, to which we added the specific 

detail of FERCAM S.p.A. 

This report refers to data as at 31.12.2020, 

compared with the previous two years. 

It was approved by the President and the CEO of 

FERCAM S.p.A. and was submitted for assurance by 

a third part institution. 

The document will be updated annually and is 

available in the section “QHSE – Quality, Safety and 

Environment” of our website www.fercam.com. 

REPORTING FRAMEWORK 

This report concerns FERCAM S.p.A., with 

representative data of Bolzano headquarter and all 

Italian branches; where expressly indicated, data are 

provided at FERCAM Group level. 


OUR STAKEHOLDERS 

We identify below FERCAM’s stakeholders, 

highlighting the methods of communication 

channels. 

CLIENTS 

• Code of Ethics 

• Periodic satisfaction surveys 

• Partnership development 

• Website, Social Networks and 

newsletter 

LEGISLATOR, PUBLIC 

ADMINISTRATION AND 

CONTROL BODIES 


• Institutional 

documentation 

EMPLOYEES 


• Constant dialogue 

• Internal communication tools 

(newsletter, house organ, corporate 

intranet, social networks) 

• Internal and external events dedicated 

to employees 

• Work climate analysis 

• Training courses 

SHAREHOLDERS 

• Financial reports 

• Sustainability report 

COMMUNITY AND 

TERRITORY 

• Partnership 

• Interaction with bodies representing 

institutions 

• Press releases 

SUPPLIERS 


• Qualification process 

• Dialogue through 

meetings / surveys 

• Partnership 

FERCAM SPA 


9

MATERIALITY ANALYSIS 

In terms of sustainability report, topics that are 

significant on economic, environmental and social 

performances of the company and that are able 

to substantially affect stakeholders’ decisions 

and business strategy are considered material, i.e. 

relevant. 

The identification of such material topics was 

carried out through a careful analysis of economic, 

social and environmental impacts of company’s 

activity, evaluating their relevance compared to 

company priorities and the main expectations of 

stakeholders. 

FERCAM priorities were identified evaluating 

critical issues and long-term opportunities for 

every topic through internal meetings, company’s 

documents analysis (Strategy, Code of Ethics, 

231 Model, policy, etc.), and analysis of workenvironment 

survey results. 

External stakeholders’ point of view was instead 

determined through sectoral-context analysis, 

benchmark analysis, mapping analysis of relevant 

aspects highlighted in international publications, 

feedbacks and customer-satisfaction analysis and 

results of surveys /workshops that involved the 

main categories of suppliers. 

According to these inputs, the first materiality 

matrix was arranged in 2019 and remains 

confirmed for 2020. This mapping was re-shared 

and confirmed in 2020 through an internal online 

survey. 

The following materiality matrix graphically 

summarises the most relevant topics according to 

the dual-significance criterion for company and 

stakeholders and shows those that had at least an 

average rating for both parties. 

In 2021, our aim will be to involve external 

stakeholders more directly. 

priority 

Service 

quality 

Sustainable 

logistics 

Innovation 

and Technology 

Dialogue with 

Stakeholders 

Occupational 

Health and Safety 

RELEVANCE FOR STAKEHOLDER 

Waste 

management 

Energy 

consumption 

Business 

Continuity 

Supply chain 

management 

medium 

Human Resources 

Economic value 

creation 

Corporate 

Governance 

medium 

RELEVANCE FOR FERCAM 

priority 


Given the strong connection between our 

commitment and the relevant topics represented 

through the materiality matrix, we can be sure that 

MATERIAL TOPIC 

our future choices will be always set with a view 

to satisfying our stakeholders to strengthen the 

dialogue. 

DESCRIPTION FOR FERCAM 

SOCIAL 

ENVIRONMENTAL 


Dialogue with 

Stakeholders 

Occupational 

health and safety 

Supply chain 

management 

Energy 

consumption 

Waste 

management 

Innovation and 

technology 

Sustainable 

logistics 

Identify the best employees and promote training courses. 

Develop strategies of enhancement and professional growth. 

Involve employees and promote internal communication. 

Maintain exchange and communication channels in order to cooperate for a sustainable 

growth. Develop collaborations and partnerships. 

Guarantee proper standards of occupational health and safety to employees, clients and 

suppliers. Involve critical suppliers for aspects of safety management. 

Raise staff awareness to spread a high safety culture. 

Guarantee observance of the Code of Ethics, with particular reference to regulatory, ethics, 

environmental and occupational health and safety compliance. 

Develop established partnership with local suppliers. 

Guarantee reliability and sustainability of the supply chain. 

Reduce environmental impacts of properties with regard to energy-sources use. 

Adopt, where possible, renewable energy sources. Promote virtuous behaviours from 

employees. 

Reduce properties environmental impacts with regard to waste production. 

Promote virtuous behaviours from employees and suppliers. 

Carry out R&D activities aimed to increase the wealth of knowledge, included the knowledge 

of man, culture and society, and to develop new applications of the knowledge acquired. 

Meet market requirements providing more and more innovative services. 

Adopt logistics solutions able to reduce air emissions. 

Promote alternative technologies and solutions for transport. 

Adopt technologies aimed to automate goods storage, handling and transport. 

Build partnership for the development of the territory and for contributing to the sector 

sustainable development. 

ECONOMIC 

Corporate 

Governance 

Business 

Continuity 

Quality of service 


creation 

Guarantee regulatory compliance. 

Maintain Corporate Governance system consisting of da policies, procedures and practices 

and a control system suitable to reduce the risk of behaviours that could affect company 

reputation or operations. 

Prevent operational disruptions and ensure the ability to continue exercising the business 

even in the face of potential adverse events. 

Increase company resiliency and responsiveness to protect stakeholders’ interests. 

Guarantee effectiveness and efficiency of processes designed to promote service quality. 

Correctly understand clients’ needs and offer a service in line with requirements expressed, 

ensuring a proper information during the provision of the service and a suitable management 

of complaints and reports. 

Monitor customer satisfaction and implement actions for a continuous improvement. 

Guarantee economic results in the long run. 

Protect company stability and solidity over the long term. 

FERCAM SPA 


11

SUSTAINABLE DEVELOPMENT GOALS - SDGS 

2030 AGENDA AND OUR TARGETS 

At the end of 2015, ONU launched the new 2030 

Agenda, an action plan to realise 17 Sustainable 

Development Goals or SDGs, signed by 193 

countries including Italy. 

Such goals are articulated in 169 specific targets, 

taking account of the three dimensions of 

sustainable development: economic, environmental 

and social. Each organisation is called upon to play 

its part to contribute to achieve the goals on local 

and global scale. 

https://www.un.org/sustainabledevelopment/sustainable-development-goals/ 


In support of FERCAM’s constant commitment in following the path to a sustainable development, and aware 

that we too can help the achievement of such strategic goals, we have identified the following goals, in line with 

the priorities defined by FERCAM and with the material issued identified. 

GOALS 

Ensure healthy lives and 

promote well-being for all at 

all ages. 

2021 TARGETS 

FERCAM is committed to health, safety and well-being. 

Our leitmotiv is: A good and safe job 

We will continue with the activities aimed to involve our supply chain 

and to raise awareness of near misses detection. 

Ensure access to affordable, 

reliable, sustainable and 

modern energy. 

FERCAM is committed to constantly improve its energy 

performances. 

We aim to install new photovoltaic systems at our sites, and continue 

with new measures to improve energy efficiency (e.g. LED relamping). 

Promote inclusive and 

sustainable economic growth, 

employment and decent work 

for all. 

FERCAM promotes employees well-being, constant and further 

training, along with integration with the territory. 

The new projects defined in the 2025 strategy will be launched and 

then reported in the next report. 

Build resilient infrastructure, 

promote sustainable 

industrialization and foster 

innovation. 

Make cities inclusive, safe, 

resilient and sustainable. 

“Clean, smarter Logistics”: this spirit animate us. 

FERCAM invests in technology and innovation in order to increase 

efficiency of its processes, making them more sustainable, and to 

improve the life quality of its employees. 

We will develop collaborations and partnerships to contribute to 

improve the future system of goods mobility. 

FERCAM maintain a constant focus on the territory where it is 

present. 

Our commitment will be expressed through a monitoring project of 

the emissions related to outsourcing services and a direct involvement 

of our stakeholders in the next reporting. 

Ensure sustainable 

consumption and production 

patterns. 

Take urgent action to combat 

climate change and its 

impacts. 

FERCAM communicates its commitment to sustainability through the 

reporting of its non-economic performances using the Sustainability 

Report. 

Whenever possible, FERCAM makes purchases according to 

sustainability criteria and will implement actions to raise awareness 

among our service providers. 

FERCAM is committed to contribute in the fight to against climate 

changing through reduction of CO2 emissions. 

The commitment is especially on two fronts: 

- technological innovation and intermodal-transport promotion, 

- reduction of energy-sources consumption related to properties. 

We have also the aim to implement a project of CO2 offset, linked to 

Scope 3. 

FERCAM SPA 


13

FERCAM: IDENTITY AND VALUES 

‘ 

Easy is difficult: finding the essential is a 

demanding task, but it is only by reaching the 

heart of our identity and values that we could 

trace the path for our future decisions and 

dream together of FERCAM of tomorrow. 

Hannes Baumgartner 


FERCAM SPA 


15

FERCAM: Identity and values 

1.1 FERCAM: TOWARDS THE NEW STRATEGY 

Established in 1949 in Bolzano, FERCAM is today 

one of the main European logistics operators: 

an evolution started from road and rail fulltrack-load 

transport, up through road national 

and international transport, up to air and ocean 

shipping, consolidating thanks to the opening of 

several and huge logistics centres, which today 

represent the flagship of our offer. 

Through 5 specialized Divisions, the best B2B 

distribution network in Italy, a widespread 

European network and operational headquarters 

in 19 countries around the world, We at FERCAM 

offer a combination of skills and reliable and 

sustainable solutions, proposing ourselves as 

single multi-specialised interlocutor for full-trackload 

and special transports, distribution services, 

contract logistics, air and ocean transports, 

industrial relocations, logistics for art and fairs. 

In 2020, the strategic plan that had guided 

business decisions over the last five years reached 

its natural expiration. 

2020 was therefore characterized by a new 

process of strategy development for the next 5 

years, which as a first step led to the definition of a 

new Mission and Vision. 

In a second step, specialized teams for each 

Division developed through digital collaboration 

their own analysis and formulated a list of 

strategic goals and priorities, involving a total of 

48 employees. 

In 2021, the strategy will be shared with all 

employees and there will be the launch of specific 

projects that will enable the achievement of the 

set goals over the next 5 years. 



FERCAM SPA 


17


OUR HISTORY 

FERCAM railway shipping 

company is founded 

Road shipping 

begins 

Company is purchased by 

the Baumgartner family 

Company fleet 

of 5 lorries: 

expansion of the 

fleet for international 

transports 

Start of 

intermodal 

transports 

Network of 

branches expands 

nationwide 

First North-African 

branch office in 

Morocco (Tangier) 

Air & Ocean service 

is launched 

Inauguration of the 

new logistics centre 

in Milan (Rho) 

Partnership 

Dachser 

Introduction of 

Company Train 

Inauguration of 

the Padua 

logistics centre 

Second North-African 

branch office in Rades 

(Tunisia) 

Opening of the new 

logistics centre and 

HUB in Bologna 

Integration of Gondrand 

brand operations Ð 

Move, Art and Fairs 

Opening of the 

FERCAM branch 

office in Istanbul 

ÓLandbridgeÓ Ð intermodal 

land service between 

Europe and China 

Doubling of the logistics 

centre in Bologna 

Inauguration of the 

Ottobiano logistics 

centre (Pavia) 



First foreign branch 

office in Germany 

(Munich) 

Network of branches 

expands Europewide 

(Spain, Netherlands) 

FERCAM acquires 

Gondrand S.N.T. 

Integration 

of the warehouse 

logistics service 

Opening of the new 

headquarter in Bolzano 

FERCAM takes 

over Gondrand 

groupage services 

Online connection of 

Italian network and 

Introduction of barcode + 

Tracking & Tracing 

Shareholding in BIOGAS 

WIPPTAL 

Integration of Artoni 

business branch 

Jointventure with our 

partner Israelian ISLINE 

Integration pf Maimex 

business branch 

Rebranding of Fine Art and 

Fairs & Exhibitions services 

FERCAM SPA 


19


1.2 VISION, MISSION AND VALUES 

Our Vision: 

to be a leading, competitive 

family owned logistics company. 

We innovate and deliver 

excellent logistics solutions & experiences 

to Customers, Employees and the Environment. 

Our Mission: 

excellent logistics 

enhancing good business. 

We provide our Customers 

every single day worldwide 

with sustainable, intelligent 

and reliable solutions, through 

a broad offer of transport 

and logistics services. 



OUR VALUES 

They are 4 simple principles, but full of meaning and 

expectation. 

They are the Values on which our common culture 

is based, which direct our choices and our behavior 

in our Company. 

They are the premise on which, year after year, by 

overcoming every challenge that arises, we are 

building together FERCAM’s success. 

DETERMINATION 

We at FERCAM... have a great ambition to meet the 

challenges we have set ourselves. Commitment 

and initiative are our hallmarks. We always give 

our best, are very motivated and face the obstacles 

because we recognize opportunities beyond the 

effort. 

We support each other and work as a team. We set 

ourselves challenging goals, share the reasons with 

the team and take responsibility for the results. 

ACCOUNTABILITY 

For Us at FERCAM... accountability is everything. 

Without accountability, every process, project or 

relationship (promise) does not work. Therefore, 

when we take care of the requirements expressed 

by our managers, customers, colleagues, suppliers 

or partners, we keep to the agreement and carry 

out the necessary activities in an proactive way to 

achieve the expected result. 

all by not making distinctions (gender, ethnicity, 

religion, political affiliation) and not making 

unjustified favoritism. We respect the rules of 

operation, roles and corporate responsibilities. 

We earn the esteem of our colleagues through 

commitment and results every single day. 

We evaluate a process or result positively or not 

positively, but we do not judge anyone’s character, 

beliefs or values. We know how to recognize the 

contribution of each individual by saying thank you 

or by giving transparent and timely feedback which 

helps to provide positive growth momentum. 

ENTHUSIASM 

We at FERCAM... are positive people. Our actions 

are characterized by passion and dedication, 

trying to drag and involve those who relate with 

us. Getting out of the comfort zone is for us a way 

to overcome our limits and we are happy when we 

have the opportunity to learn from both mistakes 

and successes in order to always improve ourselves. 

We are always looking for new ways and new 

solutions to reach and exceed our objectives. We 

embrace change while supporting employees in 

developing their talents and overcoming difficulties. 

We know how to give guidance and orientation 

when our employees need us (for example in the 

jungle of priorities). We support them and give them 

confidence especially in the most difficult moments 

so that they too can be reliable. 

RESPECT 

For Us at FERCAM... respect is the key to good 

collaboration. We show respect not only by always 

greeting and thanking our colleagues, but above 

FERCAM SPA 


21


CODE OF ETHICS 

Through the adoption of the Code of Ethics, we 

ask our employees, colleagues, supplier and all 

those who support the functioning of our company, 

the respect of the rules and principles as an 

indispensable condition. 

In our Code of Ethics, we have the following reference values: 

Honesty 

Legality 

Health 

and Safety 

protection 

Human 

Resources 

promotion 

Environmental 

safeguard 

Sustainable 

profit 



1.3 GOVERNANCE 

CORPORATE BODIES 

Our company is characterised even today by being 

a family business and, thanks to an adequate 

generational shift, the governance maintains firm 

the values on which is based and that still represent 

us and are our hallmark. 

structure adopted by the company and its concrete 

operation. 

Tasks of the Supervisory Body are illustrated in the 

paragraph “ORGANISATIONAL MODEL 231”. 

FERCAM’s corporate bodies are the Board of 

Directors, the Steering Committee, the Board of 

Auditors and the Supervisory Body. 

The Board of Directors meets at least very six 

months and is composed of two internal figures and 

one external: 

• President: Thomas Baumgartner 

• Managing Director: Hannes Baumgartner 

• Member: Peter Gliera 

The board assesses the adequacy of the business 

organisational, administrative and accounting 

structure and manages the company; it has 

representation powers towards third parties and 

informs the Board of Auditors about the general 

operating performance and its foreseeable 

evolution. 

The Steering Committee meets on a monthly basis 

and it is composed of Managing Director, Divisional 

Directors, Sales Manager, Administrative Director, 

Chief Financial Officer and Controlling Manager. 

Tasks of the Committee are: 

• To dictate the strategy and monitor its 

compliance. 

• To define investments policy. 

• To monitor and implement corrective actions 

for sticking to company and divisional budget. 

The Board of Auditors is composed of three 

statutory auditors and two substitutes, appointed 

and working in accordance with the law. The task 

of the Board is to monitor the observance of law 

and statute, the respect of proper administration 

principles and in particular the adequacy of 

organisational, administrative and accounting 

FERCAM SPA 


23


ORGANISATION CHART 

The organisation is structured as described and 

represented in the chart below: 

• Headquarter, which has cross-departmental 

functions and to which the following offices 

belong: HR, Administration, Finance, Budget, IT, 

Quality and Environment, Legal and Insurance, 

Purchasing, Occupational Health and Safety, 

Marketing and Tender, Properties Management, 

Customs Consultancy and Controlling. 

• Strategic areas and Divisions that operates in 

the different areas of competence as described 

in the next paragraph. 

President 

CEO 

Board of 

Directors 


Purchasing office 

Administration office 

Finance 

Prevention and protection service 

Controlling 

Legal/Insurance 

Information Technology 

Budget and Taxation 

Marketing and Tender 

Property Management 

Quality and Environment 



FERCAM GROUP 

FERCAM S.p.A. is part of FERCAM Group, leader in 

transport sector as well as logistics for enterprises 

and is owned by “FERCAM Holding Srl” – the holding 

company of the Group. 

In the organisational chart of the structure reported 

below are indicated: 

• FERCAM Group companies, where FERCAM 

S.p.A. is the controlling one. 

• Related companies. 

Real S.r.l. 

Services GmbH 

STÖGER Transport GmbH 

FERCAM has also minority holdings, amongst all, 

in the following companies: HUPAC S.A., CEMAT 

S.p.A., SYSTEMPLUS, COTRAF, Connecthub digital 

S.r.l. 

FERCAM SPA 


25


1.4 COMPLIANCE & BUSINESS CONTINUITY MANAGEMENT 

ORGANISATIONAL MODEL 231 

In compliance with Italian D.lgs. 231/2001, we 

adopted “Modello Organizzativo di Gestione 

e Controllo” (Management and Control 

Organisational Model), which is addressed to 

all individuals who operate in the company as 

directors, managers, employees and collaborators, 

even occasional or temporary. 

The main goal is to prevent criminal offences in 

the company by natural persons who operate in its 

behalf, guaranteeing law respect. 

For this purpose, a risk assessment for every 

business process was made, defining potential 

related offences and preventive measures already 

I place/to be adopted in order to eliminate any risk. 

This process is being updated: in fact, FERCAM 

is redefining it on the basis of proper evaluations 

currently underway. 

Respect of the Model is guaranteed by the 

Supervisory Body and appointed by the Board of 

Directors, whose main function is to supervise the 

activities of directors, managers, employees and 

third parties who work for the company. 

The Supervisory Body meets at least every four 

months and manages a specific e-mail account, 

where all employees can send anonymous tips. 



BUSINESS CONTINUITY MANAGEMENT 

In 2020, FERCAM has continued the project 

of Business Continuity Management, i.e. the 

definition of a reaction strategy to be adopted by 

the company to face an adverse event. 

The main goals are: 

• Increase company resiliency and responsiveness 

so as to protect stakeholders’ interests. 

• Give evidence of the ability to continue 

exercising its business even in the face of 

potential adverse events. 

In 2020, the project for Bolzano Headquarters and 

branch was completed, as there are the higher risks 

for the business continuity. 

The project will continue in 2021 and will be 

extended to every Division. 

FERCAM SPA 


27


1.5 ECONOMIC VALUE GENERATED 

The value generated and distributed among the 

stakeholders were calculated using the values 

concerning the consolidated financial statements 

of the FERCAM Holding Group. 

Economic value generated / FERCAM Holding Group 

814,0 831,5 

814,4 

800 

After a 2019 increase compared to 2018, in 2020 

there was a 2.05% reduction compared to 2019, 

related to the worldwide contraction due to Covid 

19 pandemic. 

The graph below shows the distribution of the 

economic value generated in 2020, both in 

percentage and in absolute value (in euro million). 

It notes in particular that 82.8% of economic value 

generated is intended for goods and services 

suppliers. 

milioni di euro 

600 

400 

200 

0 

2 0 1 8 2 0 1 9 2 0 2 0 

1,3% 

2,5% 

1,6% 

11,7% 

82,8% 

Value distributed to 

suppliers 

10,6 

13,4 

20,4 

95,7 674,4 

Value distributed to 

employees 

Other operational costs 


retained 

Distributable value for 

shareholders and/or capital 

providers and the state 



Overall, in 2020 there was a costs contraction 

to a greater extent than the revenues one. The 

costs reduction is due to the decline in turnover, 

the savings related to access to Ordinary Wages 

Guarantee Fund (CIGO) and an increased efficiency 

in the fixed costs management. 

FERCAM S.p.A. is the pillar around which the other 

companies of the Group were born and developed, 

and that allowed the international growth. Below 

are the revenues generated only by the operational 

parent company FERCAM S.p.A., which operates in 

the international transport and logistics sector and 

is based in Italy: 

millions of € 

700 

600 

500 

400 

300 

200 

100 

0 

FERCAM SpA Revenues 

602,5 619,3 601,0 

+2,8% -2,9% 

2 0 1 8 2 0 1 9 2 0 2 0 

We point out that the controlling company FERCAM Holding S.r.l. files the consolidated financial statement 

of the Group (in compliance with art. 27 of Italian D. Lgs. 9 aprile 1991, n. 127). 

In the two-year period 2019-2020 FERCAM Spa 

made the following investments in industrial and 

commercial equipment (fleet renewal, equipment 

for logistics warehouses): 

10.280.000 

Moreover, in the same period investments were 

also made in leased industrial and commercial 

equipment (equipment for logistics warehouses) 

for a total value of 3.5 million with 5-years loan. 

euro 

FERCAM SPA 


29


1.6 OUR NETWORK AND OUR SERVICES 

FERCAM’S GROUP NUMBERS 

Below are the highlights of FERCAM Group: 

EMPLOYEES 

VEHICLE FLEET 

NETWORK 

SURFACES 

Direct: 2.150 

Indirect: 3.800 

Total: 5.950 

Loading units 

3.350 

Own branches: 94 

External: 

670.000 m² 

Floor area: 

515.000 m² 

} 

FERCAM S.p.A. is present on Italian territory with 60 own branches 

and makes use of a network of more than 400 distribution centres 

and European hubs, result of the partnership with ENTARGO 

network, as well as a wide range of intercontinental partners. 

Services provided at FERCAM Group level: 

2 0 1 9 2 0 2 0 

TRANSPORT 

500.000 transports 450.000 transports 

NATIONAL AND INTERNATIONAL DISTRIBUTION 

6.200.000 shipments 

6.200.000 shipments 

AIR & OCEAN 

20.000 TEUs for Ocean 

12.000.000 kg for Air 

18.000 TEUs for Ocean 

5.200.000 kg for Air 

LOGISTICS 

1.266.000 orders 

1.280.000 orders 



OUR NETWORK 

FERCAM SPA 


31


SERVICES OFFERED 

FERCAM Group operates in the different sectors of 

transport and logistics with specialised divisions: 

1. FERCAM Transport Strategic Area, structured 

in in: 

• Transport Italy Division: provides FTL and LTL 

road transport on Italian territory and tradefair 

transports. 

• Freight Management International Division: 

provides FTL and LTL, road and intermodal 

transport throughout Europe. 

2. Distribution Strategic Area: specialised 

in groupage management in national and 

international shipments. 

3. Logistics Division: specialised in managing the 

entire clients’ supply chain. 

4. Air & Ocean Division: supports clients in goods 

export and import from and to every port or 

airport. 

5. Gondrand Division: provides services of 

national and international moving and artworks 

transport. 

FERCAM Spa provides all the services mentioned above. 

With respect to FERCAM S.p.A., the market sharing is the following: 

2 0 1 9 2 0 2 0 

ITALIAN CLIENTS 

75% 

75% 

FOREIGN CLIENTS 25% 

25% 



The main reference sectors are: 

INDUSTRIAL 

FAST MOVING CONSUMER GOODS (FMCG) 

AUTOMOTIVE 

CHEMICAL / PLASTIC 

HOME SYSTEM 

FOOD & BEVERAGE 

PAPER INDUSTRY 

FERCAM SPA 


33

QUALITY AND INNOVATION 

‘ 

Today it is very important to adapt according 

to two main principles: flexibility, to make 

decisions quickly, and resilience, that is mental 

energy, the strength to react. 



FERCAM SPA 


35

Quality and innovation 

2.1 THE PURSUIT OF TOTAL QUALITY 

FERCAM’s aim is the sustainable development of 

high-quality transport and logistics services that meet 

the demand of all stakeholders, in compliance with 

the current legislation concerning environment and 

occupational safety. 

In this perspective, FERCAM proposes itself to the 

market as multi-specialised single partner, within the 

meaning of a modern Supply Chain Company more 

and more according to a multiservice, multiproduct 

and multi-channel distribution logic, with a staff 

competent and specialised in the different operating 

areas. 

In FERCAM we want to build up a shared Quality 

culture and, in line with the principle of continuous 

improvement, we want to operate in a “Zero defects” 

perspective. 

An ambitious goal, but that allows us to always 

maintain a high level of attention and to intervene in 

order to detect anomalies and adopt proper corrective 

actions. 

In this context, it is relevant the role of all employees 

and in particular of Customer Service, which follows 

the client from the first commercial contact to the 

goods delivery, with specific FERCAM staff and not 

entrusted to an external call centre. 

We believe that Quality should be monitored and 

pursued not only for the final client, but in the internal 

process of the company too. 

Our awareness allows us to overcome an approach 

focused on the single office activity to draw attention 

to company goals and to trigger a mechanism of 

Quality and improvement of all company processes. 

PURCHASE PRODUCTION SALE 

SUPPLIERS 

GOODS 

ENTRY 

WAREHOUSE 

RAW 

MATERIAL 

INTERNAL 

TRANSPORTS 

WAREHOUSE 

FINAL 

PRODUCTS 

PRODUCTION 

SET-UP 

PROCESSING 

DISTRIBUTION 

CLIENTS 



Our company policy signed by the President in April 2020 includes the following commitments related to 

Quality: 

Recognize client’s needs and inform him during the 

whole performance of service. 

Inform the stakeholders about our performances. 

Measure, evaluate and monitor the quality 

performances to look for a constant service 

improvement. 

Adopt information and security systems that 

guarantee goods safety and integrity during all the 

stages of transport and storage. 

Provide adequate training and information to its 

employees with regard to the activities carried out. 

Involve the company functions at different levels 

and define measurable objectives. 

FERCAM SPA 


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2.2 COMPANY MANAGEMENT SYSTEM 

FERCAM established, implemented and keeps updated its Quality-Environment-Safety integrated 

management system: this latter takes into account social, environmental and economic issues to manage 

the business processes in a perspective of effectiveness and efficiency and to optimise energy and raw 

material consumption, promoting a waste management oriented to reduction and recycling. 

Main stages of Quality-Environment-Safety 

Management System 

ISO 9001: 

Creation of a Quality 

management system 

and obtaining of ISO 

9001 certification 

for the first FERCAM 

branches 

1993 

2005 

ISO 14001 and SQAS: 

Creation of a management 

system for the environment 

and achievement of 

ISO 14001 and SQAS 

certifications in Bolzano 

Headquarter and workshop 

AEO-F: 

AEO-F 

certification 

(Authorised 

Economic 

Operator Customs 

and Security) 

2012 

IFS LOGISTICS: 

IFS Logistics certification 

(food products logistics): 

Pavia branch 

OHSAS 18001: 

Launch of management 

system for occupational 

health and safety and 

obtaining OHSAS 18001 

certification for Bolzano 

branch and workshop, 

Milan, Padua, Bologna, 

Vignate and Novara 

2016 

ECOVADIS: 

ECOVADIS 

membership, 

global platform 

for CSR ratings 

(Corporate Social 

Responsibility) 

2013 

CE Reg. 834/07 

Certification: 

at the end of 

2019, certified 

sites are 

Milan,Novara, 

Pavia,Trento 

and Prato 

2014 

834/07 

2015 

SEDEX: 

SEDEX 

membership 

(Supplier Ethical 

Data Exchange) 



2017 

ISO 9001:2015: 

Switch to ISO 9001:2015 standard. 

At the end of 2019, certified sites are 

Bolzano Headquarter and workshop, 

Padua, Milan, Novara, Vignate, 

Bologna, Perugia, Trieste, Torino, 

Naples, Parma, Como, Ancona, Anzola 

dell’Emilia, Rome, Firenze, Verona, 

Trento, Veronella, Vicenza, Carpiano, 

Leinì and Livorno 

2018 

FORS 

Silver 

FORS Silver: 

Bolzano branch 

FIDI 

Certification: 

(international 

relocations) 

Vignate branch 

2019 

SMETA: 

Audit according to 

SMETA standard 

at Bolzano 

Headquarter 

2020 

ISO 45001: 

Switch to ISO 45001 

standard 

FERCAM SPA 


39


The adoption of a Quality-Environment-Safety management system is intended to provide the company with 

a structured system of processes management and monitoring, oriented to a continuous improvement of 

performances from a point of view of Quality, Environment and Safety with the following specific goals: 

AREA GOAL FIELD OF APPLICATION 

Quality 

management 

system 

Guide processes in order 

to increase effectiveness 

and efficiency in the service 

delivery to the client. 

Provision of transport services by road, 

intermodal, by sea and air for third parties 

and national and international shipments 

of general cargo, non-perishable, ADR 

included, packed and palletised at full 

loads and groupage. Provision of logistics 

services. Provision of shipments and 

logistics services for fairs; moving of 

company’s or private properties at national 

and international level; furniture custody; 

transport and custody of artworks related 

to exhibitions. Maintenance services in 

support of the transport ones. 

Environmental 

management 

system 

Provide a systematic 

approach in managing 

environmental aspects and 

impacts related to own 

activities. 

Provision of transport services by road and 

intermodal for third, national of general 

cargo, ADR included. 

Maintenance workshop and vehicles 

washing facility. 

Occupational 



Provide a systemic approach 

in managing processes 

and resources to achieve a 

prevention and monitoring 

policy in compliance with 

occupational health and 

safety regulations. 

Provision of transport services by road, 

intermodal, by sea and air for third parties 

and national and international shipments 

of general cargo, non-perishable, ADR 

included, packed and palletised at full loads 

and groupage. Provision of shipments 

and logistics services for fairs; moving of 

company’s or private properties at national 

and international level; furniture custody; 

transport and custody of artworks related 

to exhibitions. Maintenance services in 

support of the transport ones. 



In line with these goals, and given that the Quality- 

Environment-Safety management system is applied 

to all branches, the choice of certified sites from 

a third party institution was led by the following 

factors: 

• Control of processes, environmental aspects, 

risks related to occupational health and safety. 

• Sites significance. 

Moreover, thanks to the AEO-F certification, 

FERCAM is acknowledged as a RELIABLE and SAFE 

partner in the international logistic chain, offering 

quality services and managing the customs supply 

chain safely. Indeed the requirements to obtain and 

maintain this certification imply the compliance 

with certain standard concerning financial stability, 

professionalism of the legal entity, efficiency and 

proven expertise in managing bonded goods. 

INTERNAL AUDIT 

Annually FERCAM plans internal audits in all the branches in order to: 

• Verify processes effectiveness (do the right things) and efficiency (do the right things optimising the resources). 

• Monitor the compliance with the reference international standards. 

• Monitor the respect of company procedures. 

• Monitor the developments and take the opportunities of continuous improvement. 

• Verify the proper management of clients and stakeholders reporting. 

• Adopt necessary corrective actions in the face of non-compliance detection. 

Internal audits are carried out by FERCAM qualified personnel. 

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2.3 CUSTOMER SATISFACTION 

FERCAM gives great importance to the Customer. 

In order to monitor customers’ perception of 

the service quality and business performance, 

we periodically carry out a survey study through 

an external consultancy specialised in market 

investigations, to guarantee a third party evaluation 

on the results. 

The last study, performed in January 2019, 

focused on: 

• Brand equity (awareness, image, advocacy). 

• Perception of service quality. 

The methodology of investigation used is the 

following: 

• 300 interviews to logistics or shipping managers 

of customer companies. 

• Sample of customer companies in proportion to 

turnover. 

• Random sampling from FERCAM database. 

PERCENTAGE 

OF SATISFIED 

CUSTOMERS 

AVERAGE 

SCORE 

2 0 1 9 

96% 7,6 

The next survey set for 2021 will also include items 

related to sustainability. 



2.4 SUPPLY-CHAIN MANAGEMENT 

FERCAM has implemented selection and 

qualification procedures for its suppliers, in order 

to guarantee the compliance with its quality 

standards and of purchased product/ service 

reliability. 

We can distinguish three suppliers’ macrocategories 

with specific processes of selection and 

approval for each one. 

TRANSPORT 

SUPPLIERS 

HANDLING- 

SERVICES 

SUPPLIERS 

(goods handling in 

warehouses) 

OTHER 

SUPPLIERS 

Selection and constant 

monitoring over time, which 

includes documentary and 

regularity aspects 

It is forbidden to subcontract 

Preliminary qualification and 

constant supplier monitoring 

over time, which includes 

aspects related to company 

and staff (contributions 

compliance, insurances) 

Specific definition of requirements 

for good / service 

Checks carried out before 

acceptance of good / service 

Suppliers are asked to accept our Code of Ethics 

and to operate in line with the principles listed in 

it. In particular, commercial partners are asked to 

comply with: 

• Obligations with regard to employment 

protection. 

• Obligations with regard to child labour. 

• Obligations with regard to occupational safety 

and to guarantee European standards of freedom 

and human dignity protection. 

In addition, the company privileges suppliers who 

meet Sustainable Public Procurement criteria 

and/or implement good management practices 

according to ISO 26000. 

FERCAM SPA 


43


Concerning suppliers of transport and handling 

services, the following specific monitoring are 

carried out: 

SUPPLIER TYPE 

CONTROL TYPE 

HANDLING 

SERVICES 

• Process of “Preliminary Qualification” to verify financial standing. 

• Constant monitoring process relative to compliance with procurement 

law, with the reference National Collective e Agreement and 

legislation about contributions and remunerations. 

TRANSPORT 

SERVICES 

• Process of selection and qualification to verify existence and 

permanence of suppliers’ requirements. 

• Preliminary and periodic monitoring process relative to carrier’s 

compliance with art 1, c. 248 of law 23 December 2014 n. 190 (Legge 

di stabilità 2015). 

• Assignment of an internal rating, which is annually updated. 

Suppliers evaluated as unreliable are inserted in blacklist. 

FERCAM selects its suppliers with a view to building collaboration 

relationships with partners who are reliable, suitable, structured and 

organised and who operate in compliance with 

legislation and contractual rules. 



With reference to suppliers with ongoing 

collaborations, about 75% is Italian, the remaining 

is related to European countries and a portion 

concerns Overseas correspondents. 

With reference to Italian suppliers, due to the 

widespread presence of business operations on 

almost all the national territory, the supply chain is 

equally distributed on it. 

NORTH 

CENTRE 

SOUTH 

65% 

18% 

13% 

During 2020, the monitoring level has been maintained in order to increase the safety level in the 

whole Supply Chain (transports and handling services): 

• In 2020, 104 meetings were held with handling services suppliers related to health and safety 

aspects, involving suppliers’ RSSP and person in charge (or in its absence the employer). Such 

meetings are held in occasion of RSPP inspection to all branches that perform activities of 

logistics and cross-docking, form one to three times per year according to the site complexity. 

• Operational control indicators that include also the evaluation of handling suppliers 

performances. 

• Promotion of measures to increase safety and security levels. 

• Definition of specifications / codes of conduct in the fields of service provision, environment, 

security, safety for transport services suppliers. 

FERCAM SPA 


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2.5 PARTICIPATION IN ASSOCIATIONS 

ASSOCIATIONS 

FERCAM is a member of ANITA, association of 

Confindustria, which represents companies of road 

haulage goods and logistics that operate in Italy and 

Europe. 

ANITA was founded in 1944 and it is a trade 

association that supports growth of business, 

culture and competition of Italian transport 

companies. 

It also supports companies’ growth policies in 

accordance with greater efficiency goals combined 

with respect of environment, law and safety, 

promoting intermodal transport development. 

The Association promotes the harmonization of 

European states legislations to guarantee fair and 

equal competitiveness conditions for all the Union 

operators. 

FERCAM joined also to the following associations: 

F&L, Federspedi, Assoimprenditori Alto Adige, 

IATA, Assologistica, and IELA. 

The awareness of the importance of 

cooperating with other companies of 

goods-transport and logistics sector 

to develop and support a sustainable 

growth is attested by the desire to contribute 

within the association. 

In this perspective, our President Thomas 

Baumgartner is currently committed 

with the following appointments: 

• President of Anita Trade Association 

• Member of Chamber Council of 

Bolzano CCIAA di Bolzano on 

behalf of transport and forwarding 

• President of the section Transport 

of persons, goods and logistics of 

Assoimprenditori Alto Adige association. 

INNOVATION 

FERCAM is partner of Contract Logistics “Gino 

Marchet” Observatory. 

It is a working group within Digital Innovation 

Observatories, which analyses the third-party 

logistics sector In Italy, in collaboration with 

Assologistica and with the support of industry 

specialists. 

In addition to analysis on the evolution of the Italian 

logistics outsourcing market, the Observatory 

studies the innovation role and aims to spread 

excellence practices of the sector. 



2.6 DIGITALISATION AND EFFICENCY OF PROCESSES 

IT INFRASTRUCTURE 

Highly reliable and fast Wide Area Networks 

(WANs) are a key component in delivering all the 

transport services, because they allow to make it 

safe and equally reliable the data exchange among 

operational structures of FERCAM network, as well 

as among FERCAM and its clients and partners. 

For a greater security and governance of the service, 

the management of the infrastructures (not only 

the network’s ones) has always been centralized 

in the headquarters of Bolzano and entrusted to 

highly qualified internal staff. 

Technology in FERCAM is not an end-in-itself 

component: it must rather make work more 

efficient and improve user experience of those who 

use services offered from our IT department. 

Both internal and external collaboration benefit 

from equipped meeting rooms (available in the 

main branches) and a system of individual web 

conferencing that enables all employees, from every 

workstation (laptop, smartphone, tablet…), to make 

virtual meetings both with colleagues and outside 

persons. It is a real technological innovation that 

facilitates communication beyond geographical 

distances and that will contribute to improve life 

quality. 

We have also started digitalisation processes of 

the documentation, which on one side consent to 

reduce environmental impacts of the activities 

and on the other side it represents an advantage in 

terms of flexibility: fewer manual operations means 

saving of time, with immediate advantages for the 

organization of team activities. 

In particular, we have already digitalised the 

exchanges with 100% of the FERCAM Group 

partners making use of FERCAM Factor service, 

the Group society that offers factoring services to 

FERCAM suppliers. 

Thanks to modern technology outcomes, such as 

TMS (Transportation Management System) and 

satellite tracking, empty kilometres have been 

reduced and are limited today to the necessary to 

reach the closest loading place. They also allow on 

one hand to reduce consumptions and emissions 

and on the other hand to deliver a more efficient 

service. 

SOFTWARE COMPONENTS 

Business management software 

At operational level, FERCAM is 

characterized as multi-specialised operator. 

In order to deliver the best service in every 

division, we chose to adopt different management 

software, each one specifically selected 

according to the needs of the single division. 

CRM System (Customer Relationship Management) 

FERCAM sales team uses a centralised software to 

organise the contact activities with clients. 

This tool allows the mapping of activities in 

the territory, the managing and planning of 

appointments and the monitoring of clients. The 

goal is to increase internal synergies and get 

benefits in terms of processes quality. 

Business Intelligence (BI) 

Through ETL process (Extract, Transform, and Load), 

data coming from the different divisional systems 

are integrated in FERCAM data-warehouse, where 

they are consolidated. 

By means of reporting, dashboarding and selfservice 

analysis tools, BI provides both internally 

and externally systems to monitor performance 

indicators to support business decisions, from 

economical, operational and service quality profiles. 

FERCAM SPA 


47


IT SOLUTIONS TO SUPPORT CLIENTS 

B2B portal 

Through one of its own portal, FERCAM is able to 

offer to its clients the following services: Tracking 

& Tracing, Transport documents and do-it-yourself 

shipping label, Collection management, Orders 

creation and logistics reporting, Documentary 

consultation, Customer-care support. 

EDI solutions 

Exchanging information and documents in complete 

safety with the client is fundamental: in order to 

automating such steps, FERCAM adopts an EDI 

system (Electronic Data Interchange), which allows 

to make over 100.000 electronic transactions per 

day. The system of IT integration permits to reduce 

mistakes linked to data entry and so an increased 

information quality. 

INDUSTRY 4.0 

The introduction of solutions according to the logic 

of Industry 4.0 in the logistics world will allow to 

strengthen the automation of processes and a better 

data exchange. 

In particular, innovation in logistics means introducing 

new systems that allow to automate goods storage, 

handling and transport, as well as data collection 

and transmission among interconnected objects, 

integrating different systems along the entire supply 

chain. 

In this perspective, after the project implemented 

in 2019 for Bologna branch, in 2020 a proactive 

partnership was developed between FERCAM and a 

client at Piacenza branch, aimed to consolidate the 

commercial relationship and to achieve a common 

goal. 

The project involved the installation of an end-of-line 

packaging plant that allows to improve the packaging 

quality of the products intended for B2C market, and 

in particular: 

• The line uses as primary packaging cartons made 

80% out of recycled paper, without the use of 

staples, but only glue to ensure complete sealing. 

• Cartons are closed with paper tape and not 

plastic. 

• The methods of closing the package also exclude 

the use of plasticised strapping. 

• Possibility of making every individual package 

self-shipping, without using the pallet. 



Sender 

client 

Client connection 

FERCAM branches 

connected online 

Receiver 

/ client 

Online 

booking 

Real time 

POD 

Pick-up 

Branch of 

departure 

Labelling 

Weight and 

volume check 

Barcode scan 

at loading 

First 

traction 

Barcode scan 

at unloading 

Branch of 

arrival 

Barcode scan 

distribution 

list 

Delivery 

FERCAM SPA 


49

ENVIRONMENT AND SUSTAINABILITY 

2.1 La cultura del servizio 

‘ 

We are facing radical changes in transport 

modalities and forms. FERCAM is strongly 

investing in different sectors, in order to reduce 

emissions more and more and reach the goal of a 

fully sustainable logistics as soon as possible. 



FERCAM SPA 


51

Environment and sustainability 

3.1 FERCAM: CLEAN SMARTER LOGISTICS 

FERCAM recognises environmental protection as 

a major factor for its development and, aware of 

the role and importance of mobility for economy 

and society, it operates on the market aiming to 

offer logistics services more and more efficient 

and seeking at the same time the most appropriate 

solutions from the environmental and mobility 

point of view. 

The delivery of FERCAM S.p.A. services takes 

place through a network spread throughout the 

national territory: these processes, even though 

in differently in the individual sites according to 

their size and the activities carried out, generate 

environmental impacts. 

In order to guarantee processes sustainability, 

FERCAM has been monitoring its environmental 

data for several years and is committed to increasing 

processes efficiency, adopting a management and 

systemic approach that allows to analyse such data 

over time and to monitor the improvements made. 

This activity is carried out with the support of BI 

tools too. 

The monitoring of our environmental indicators 

represents the input for the annual review (and 

update where possible) of the mapping of our 

environmental aspects and impacts, in order to 

re-evaluate their significance. This process is 

implemented as defined in the specific company 

procedure for the assessment and significance of 

environmental aspects. 

A sustainable management of processes allows on 

the one hand to reduce environmental impacts and 

the probability of damaging events and on the other 

to use the available resources more efficiently. 

The data relating to our environmental indicators 

are reported in paragraph 3.5. 

ENERGY 

CONSUMPTION 

ATMOSPHERIC 

EMISSIONS 

MAIN 

ENVIRONMENTAL 

IMPACTS 

WASTE 

PRODUCTION 

FUEL 

CONSUMPTION 



Our company policy signed by the President in April 

2020 includes the following commitments related 

to Environment: 

Optimise energy and raw 

materials consumption and 

promote a waste management 

oriented to reduction and 

recycling. 

Monitor, evaluate and, 

where possible, reduce 

environmental impact of 

the activities carried out, 

involving suppliers and clients. 

Provide adequate training and 

information to its employees 

with regard to the activities 

carried out. 

MONITORING OF SOCIAL AND 

ENVIRONMENTAL PERFORMANCES 

In a perspective of monitoring its social and 

environmental performances, FERCAM has 

adhered for several years to Ecovadis (Supplier 

Sustainability Ratings) and to Sedex (Supplier 

Ethical Data Exchange). 

In 2019, we adhered to SMETA protocol 

(Sedex Members Ethical Trade Audit) and to 

Ethical Trading Initiative Base Code (ETI Base 

Code), a business-practice code internationally 

recognised based on the conventions of 

International Labour (ILO). 

In May 2019, we had a third-party audit at 

Bolzano headquarter relating to requirements 

verification of SMETA protocol. 

SMETA is a social audit procedure, which aims 

to evaluate the supply chain, including labour 

rights, health and safety, environment and 

company ethics. 

FERCAM receives also second-party audits 

on behalf of multinational clients on aspects 

related to service provision, environment, 

ethics and occupational health and safety. 

Involve the company 

functions at different levels 

and define measurable goals. 

Inform the stakeholders about 

our performances. 

FERCAM SPA 


53


In particular, our commitment to sustainability 

takes place through: 

CONTRIBUTION 

TO 

SUSTAINABILITY 

CULTURE 

CONTRIBUTION TO 

INTERMODALITY 

ENERGY STRATEGY 

AND EFFICIENT 

BUILDINGS 

MANAGEMENT 

MOBILITY 

INNOVATION 

PARTNERSHIP 

FOR A MORE 

SUSTAINABLE 

LOGISTICS 



3.2 SUSTAINABILITY AND INNOVATION IN TRANSPORTS 

In Italy, transport sector is responsible for about 

one-third of the total final energy consumption and 

90% of the energy used is petroleum based. Energy 

consumption linked to transport is associated to 

road transport for 83% of the total (GSE – Energia 

nel settore dei trasporti 2005-2020). 

It follows that road transport represents one of the 

main greenhouse-emissions source and that the 

air quality theme is one the most critical aspects 

related to transport of goods by road. 

At the European level, European Commission 

published its Sustainable and Smart Mobility 

Strategy in December 2020, designed around three 

key goals: 

EUROPEAN 

TRANSPORT SYSTEM 

SMART 

SUSTAINABLE 

RESILENT 

This strategy is part of the Green Deal approved by 

the European Parliament in January 2020, which 

aims to reduce greenhouse gas emissions in the EU 

by 90% by 2050. 

FERCAM has embraced such strategy and pays 

continuous attention in managing its vehicle fleet, 

concentrating and investing to maintain a fleet in 

line with the highest sector standards. 

Since 2018 FERCAM has started to make significant 

investments by purchasing a first LNG vehicles fleet. 

Vehicles with liquefied-natural-gas supply engines 

require a larger initial investment, but there are 

significant advantages in terms of sustainability: 

• 99% reduction of particulate. 

• 60% reduction of NOx. 

• Vehicles noisiness reduction compared to 

threshold values of Euro 6 vehicles. 

The current composition 

of our fleet is the following: 

LNG 

Euro VI 

7,1% 

Euro V 

EEV 

82,4% 

10,5% 

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55


BIO LNG PROJECT 

In September 2020, FERCAM signed a shareholding 

agreement in BIOGAS Wipptal, along with other 

South Tyrolean companies. 

Biogas Wipptal is based in Val di Vizze and was 

established in 2008 by 62 partners with the aim 

of producing fertilizers and biogas for electricity, 

reusing the manure from dairy cattle farms. 

Thanks to this new agreement and after appropriate 

adaptation and conversion works, Biogas Wipptal 

will start the production of bio-LNG for transport 

(liquid natural gas produced from biomass). 

For FERCAM this represents a global investment in 

the name of sustainability and in compliance with 

principles of circular economy, which prefers lowimpact 

production processes, fair and with high 

social value. 

The production is expected to start by the end of 

2021. 



“EMISSION - FREE DELIVERY” PROJECT 

Rome is the first city where FERCAM started the 

pilot project named EMISSION-FREE DELIVERY 

(zero-emission distribution). 

Such project involves the conversion of diesel and 

LPG fleet with electric and CNG and the joining of 

our transport suppliers of our Rome branch. 

Goal: by 2022, all FERCAM deliveries in the “green 

zone” of the capital will be managed with sustainable 

vehicles. 

Moreover, in order to reduce the overall impacts 

of Rome-branch property, we implemented the 

following interventions: 

• Installation of sun-protection films on office 

windows. 

• Led relamping of warehouses. 

• Installation of photocell light sensors for 

switching the lights on / off. 

• Installation of motion sensors for switching the 

lights on / off. 

• Installation of timers on air-conditioning 

systems. 

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57


ELECTRIC MOBILITY 

Next technological achievement will be electric 

trucks (hydrogen-fuel cells for long distances and 

battery for short range), but EMS (Ecocombi), 

platooning and autonomous driving too: all modern 

technologies for smart road suitable to further 

reduce environmental impact. 

With the adoption of electric trucks not only in 

urban context, where they have long been present, 

but also for European transport, FERCAM would 

like to confirm the will to adopt available technology 

that improves environmental impact of its services. 

November 2017 

FERCAM was the first European operator to reserve 

TESLA Semi Truck, an electrical vehicle with a range 

of 800 km. 

November 2018 

FERCAM was the first European operator to reserve 

TESLA Semi Truck, an electrical vehicle with a range 

of 800 km. 



INTERMODALITY 

In February 2000, FERCAM was among the founders 

of Rail Traction Company, the first private railway 

company to operate intermodal freight traffic on 

RFI rail (Rete Ferroviaria Italiana) and it is currently 

member of the leading intermodal societies HUPAC 

and CEMAT. 

Since 2007 it makes use of a company train with 

daily departures to Northern Europe: compared 

to road, rail transport allows a 15% higher carrying 

capacity and High speed over long distances. 

Annually, FERCAM transports about 17.000 loading 

unit with the combined system railway/road, with 

benefits in terms of number of vehicles on the roads, 

energy resources consumption and in particular 

CO2 emissions: the intermodal system allows on 

average a 55% emissions reduction compared to 

road transport. 

Thanks to the location within the ceramic district, 

the branch of Sassuolo supports a portion of the 

export transport of ceramic to Germany/Benelux 

and of the import transport of raw materials 

(clay) from Frankfurt area towards local ceramic 

producers. 

100% of import and about 50% of export consist 

in intermodal transports: this logistics solution has 

significant advantages in terms of environmental 

sustainability. 

The map below shows the routes managed through intermodality 

FERCAM SPA 


59


RO-RO: COMBINED TRANSPORT BY SEA 

FERCAM offers and uses, where shipping lines are 

present, Ro-Ro connections: the safe and efficient 

multimodal sea-road connection for full and partial 

loads. 

This solution permits to reduce impacts in terms of 

vehicles circulating and indirectly to increase road 

safety. 

In particular, within the national distribution Network, 

the connection Caserta - Palermo or vice versa is 

carried out daily. 



3.3 ENERGY STRATEGY AND EFFICIENCY 

The strategy with regard to buildings energy 

efficiency is based on 4 practices: 

1. Renewable sources. 

2. Systems optimisation. 

3. Smart technologies (e.g. LED lighting system 

with home automation). 

4. Promotion of virtuous behaviours. 

FERCAM S.p.A., with its Italian branches, occupies 

a total surface (inner + outer) of over 1.100.000 

sqm. 

An efficient management allows the optimisation 

of energy performances and the reduction of 

environmental impact. 

This management approach is implemented 

through monitoring and analysis of energy 

consumption for every site and guaranteeing 

the proper functioning and setting of heating 

and cooling system. Such monitoring make it 

possible to promptly identify possible anomalies 

in consumption and to adopt interventions aimed 

to improve energy efficiency and saving. 

Consumption of energy resources in the property sector are related to: 

1. 

Electricity for office lighting and heating 

and lighting for logistics warehouses and 

outdoor areas 

90% 

2. 

Other sources for office heating 

10% 

When possible, we use renewable energy sources 

and adopt technologies that allow us to reduce 

environmental impacts (e.g. boiler replacement 

with heath pump). 

At the end of 2020, a total capacity of about 1,5 MW 

of photovoltaic was installed at FERCAM branches 

owned by the FERCAM Group. 

The company continues also to invest in LED 

lighting systems. 

The following map represents the distribution on 

the territory. 

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61


PHOTOVOLTAIC 

BOLZANO 

CAMPOGALLIANO 

CARPIANO 

CREMONA 

MANTOVA 

RHO 

VICENZA 

LED 

BOLOGNA 

BOLZANO 

BOLZANO officina 

CARPIANO 

GENOVA 

PADOVA 

PAVIA 

RHO 

TREVISO 

VICENZA 

Branch of Sommacampagna Branch of Rho Branch of Bolzano 



Branch of Bologna 

Considering that to produce of a kilowatt-hours 

are emitted about 0,53 kg of carbon dyoxide/ 

Co2 (emission factor of the Italian electricity 

mix to distribution), every kWh produced by the 

photovoltaic system avoids such emissions (source: 

website Ministero dell’Ambiente, section Energia- 

Fonti rinnovabili – Costi, Vantaggi e Mercato). 

Investments in photovoltaic systems allowed to 

bring a collective benefit in terms of CO2-emissions 

reduction equal to 1639 tons in the period 2018- 

2020. 

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3.4 SUSTAINABILITY CULTURE & PARTNERSHIP 

ENVIRONEMENTAL INITIATIVES 

PROMOTION OF VIRTUOUS BEHAVIOURS 

• Placement in every branch of a company 

notice board on topics related to Quality, 

Environment and Safety, through which 

spread good environmental practices with 

particular reference to energy consumption 

and waste management. 

• Use of tableware of recycled material (glasses, 

dishes, cutlery, mats) during company 

initiatives both internal (e.g. FERCAM’s 70th 

event) and external. 

• Through company newsletter and intranet 

we want to raise our employees awareness of 

environmental and sustainability issues and 

to increase awareness about environmental 

and social impact of individual activities. 

CARBON OFFSET PROJECTS 

• In 2020, the implementation of a CO2 offset 

project was planned. This implementation has 

been moved to 2021. 

CIRUCLAR ECONOMY 

• During 2020, FERCAM has launched some 

study projects for the reduction of tertiarypackaging 

waste, starting from a pilot project 

in our Rome branch with reference to the 

possibility of giving wooden packaging a 

second life. 

STAKEHOLDERS INVOLVEMENT 

• Promotion and initiatives to raise suppliers’ 

awareness about the adoption of vehicles with 

lower environmental impact (in particular 

natural gas and electric ones). 

• Promotion of webinar/ informative events. 

In 2020, the webinar: “New transport 

technologies for a clean and aware logistics” 

was realised. 

• FERCAM Blog and social networks. 

PARTNERSHIP FOR THE DEVELOPMENT OF MORE 

SUSTAINABLE LOGISTICS 

GILA PROJECT 

The project GILA (German, Italian & Latin American 

consortium for resource efficient logistics hubs & 

transport) is designed to contribute to global efforts 

in reducing the environmental impact (especially 

carbon impact) of logistics. Focus is laid on logistics 

sites that play a connecting role within transport 

chains and refer to all sites that combine different 

transport legs (within and between modes) or are 

the starting or end point of transport chains. 

For realising the overall objective, it addresses two 

main areas of research: 

• Best practices and future requirements, 

services and concepts for sustainable logistics 

sites within an energy and resource efficient 

transport chain. 

• Establishment of a methodological framework 

for describing detailed the environmental 

performance of logistics sites. 

The Fraunhofer IML (Germany) is responsible for the 

project lead and the scientific implementation of the 

project, Fercam is one of ten international project 

partners and provides the industrial perspective for 

discussing the research questions and elaborating 

applicable solutions and environmental KPIs. 

The project period is from July 2020 till July 2023. 

PARTICIPATION IN TRELAB 

From 2020, FERCAM participates in a permanent 

committee, the “Living Lab Logistica”, established 

by the municipality of Rome and coordinated by 

TRELAB, a laboratory of Roma Tre University, which 

deals with the promotion of public-private dialogue 

about logistics for the co-creation and testing of 

effective and sustainable solutions. 



3.5 ENVIRONMENTAL INDICATORS 

3.5.1 ENERGY RESOURCES CONSUMPTION AND GHG EMISSIONS 

FERCAM consumptions consist of about 95% fuel 

and energy consumption and are related to: 

• Fleet fuel. 

• Company cars fuel. 

• Warehouses and offices lighting. 

The remaining part is represented by energy 

sources used for heating, which are 97% covered 

from natural gas and district heating. 

Consumption composition is illustrated in the graph 

below, which shows a variation during the period 

2018-2020, with a component linked to LNG not 

present in 2018 and growing in 2020 compared to 

2019. 

With reference to 2020, reduction of electricity 

consumption is due to efficiency interventions on 

the systems, while that of fuel consumption is due 

to a growing number of LNG vehicles in the fleet. 

Energy consumption (GJ) 

310.053 

7.947 

288.512 

5.293 

277.617 

8.017 

diesel 

111.372 

109.509 

111.192 

LNG 

15.454 

15.390 

16.285 

12.901 

27.628 

office heating 

resources 

175.280 

142.035 

117.879 

electric energy 

photovoltaic energy 

2018 

2019 

2020 

Regarding photovoltaic, the figure related to 2020 selfconsumption 

is estimated; any changes will appear in the next 

report. 

FERCAM SPA 


65


In order to further reduce the impact of CO2 

emissions, in 2020 we launched some projects 

related to the installation of both photovoltaic and 

LED lighting, involving a total of 14 branches and 

that will be completed in 2021. 

In particular as regards photovoltaic, thanks to 

these new investments, the estimated additional 

power for production and self-consumption is 

approximately 2.5 MW. 

It is also our goal to reach 100% of owned 

warehouses with LED lighting systems in the 

coming years. 

Greenhouse gases (GHG) emissions are also 

correlated to energy consumption. 

With reference to the table below: 

• Scope 1 are direct emissions, in the specific 

case, those related to fuel consumption 

of company fleet, c a r s a n d he a t i n g. 

The interventions carried out in recent years 

have had actual benefits in terms of CO2 

emissions reduction, thanks to both constant 

renewal of the fleet and reduction of fossil fuel 

used for buildings heating. 

• Scope 2 are indirect emissions form 

energy consumption, in the specific case, 

those related to electricity purchase. 

Benefits in terms of CO2 reduction are linked 

both to investments in energy efficiency and in 

photovoltaic. 

G H G Protocol 2 0 1 8 

2 0 1 9 

2 0 2 0 

Scope 1 

direct emissions 

13.753 

11.214 

9.283 

Scope 2 

indirect emissions 

411 

403 

391 

In the period 2018-2020 Scope 1 emissions 

were reduced of: 

32% 

Data were calculated referring to parameters of Greenhouse Gas Protocol 

(https://ghgprotocol.org/ghg-emissions-calculation-tool). 



3.5.2 WATER CONSUMPTION 

The main use of water resource in all FERCAM sites 

is exclusively connected with sanitary use, since are 

carried out only office and logistics activities. 

Bolzano deserves a separate consideration due to 

its vehicles washing facility. 

In order to reduce water consumption, at the 

washing facility was installed also a sewagetreatment: 

for every wash 80% of the water used 

comes from the sewage-treatment and reuse of it 

and only 20% is clean and taken from well. 

The consumption of well water is made in accordance 

with the concession granted to FERCAM S.p.A. from 

Provincia Autonoma di Bolzano – Ufficio gestione 

risorse idriche. 

As provided for by provincial legislation, FERCAM 

annually sends communication of consumption 

to Provincia di Bolzano. In 2020 the amount of 

water taken was equal to 3174 m 3 , with about 10% 

reduction of consumption compared to 2019. 

Assessing that every wash uses 0,6m3 of water and 

considering an average of 250 washes per week, in 

the face of 150 m 3 water needs per week only 30 m 3 

are of clean water. 

The sewage system at the service of the washing 

facility of Bolzano workshop is a biological system 

of washing water, which allows to eliminate the use 

of chemical products. 

Industrial waste water from the two washing 

facilities are treated through oil-separation plants 

and a biological sewage-treatment plant, after that 

it is released in a storage tank for recirculation. 

Maintenance of the oil-separation plant is carried 

out in compliance with EN 858-2 standard by 

external qualified personnel. 

Every year FERCAM conducts wastewater analysis, 

making use of an external accredited laboratory, in 

order to guarantee the compliance with emission 

limits indicated in the grant. Specifically, water from 

the washing facility that is released in the sewage 

has to respect the limits provided for by Legge 

Provinciale 8/2002- Allegato E. 

The intention of the company is to report water 

consumption for civil uses too in the coming years. 

Considering 50 operational weeks, we can esteem 

a clean-water saving equal to 6.000 m 3 /year 

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3.5.3 WASTE MANAGEMENT 

FERCAM constantly monitors production and 

management of waste connected to its cycle of 

service provision. 

Waste produced in our FERCAM sites are mainly 

linked to office and warehouse activities: 

WASTE SOURCE 

OFFICE 

ACTIVITIES 

WAREHOUSE 

ACTIVITIES 

TYPE OF WASTE 

• Paper 

• Plastic 

• Electrical and electronic equipment 

• Toner 

• Neon lights 

• Other waste 

• Paper and cardboard packaging 

• Plastic packaging 

• Mixed packaging 

• Wood packaging 

With reference to workshop activity (carried out 

in 2 branches), there is a limited waste production 

connected to specific activities, in particular: iron 

and steel, oil filters, lead batteries and tyres. 

Waste management occurs in compliance with 

national and local legislation, selecting service 

suppliers regularly enrolled in the environmental 

managers register. With reference to special 

waste, FERCAM S.p.A. has equipped itself with 

waste loading and unloading registers for every 

site and annually makes the MUD declaration 

(Environmental Declaration Form). 

For waste produced in the offices, recycling is 

promoted and encouraged in every site. 

Below are reported data of the main type of waste 

managed: 

Considering the 3 packaging types indicated 

above, in the whole period 2018-2020 the 

waste production was reduced by 

8% 

2.262 

2.290 

2.647 

ton 

1.985 

1.740 1.764 

310 

315 

298 

43 41 23 

paper and cardboard 

packaging 

wood packaging 

mixed packaging 

tires 

2020 2019 

2018 



3.6 “SAFETY & QUALITY ASSESSMENT FOR SUSTAINABILITY” 

FERCAM transports hazardous materials thanks 

to a modern and equipped fleet and a constantly 

trained staff. 

As provided for by EC Directive 96/35, FERCAM 

appointed its DGSA (Dangerous Goods Safety 

Advisor), i.e. professional figures who have the 

task to promote actions to facilitate the activities 

performance in compliance with legislation and in 

optimal safety conditions. 

FERCAM Staff training is distinguished in: 

• Non-travelling staff: internal training delivered 

by DGSA. 

• Travelling staff: training delivered by an 

external body with theoretical final exam; to the 

passing it is released ADR vocational training 

certificate. Such certificate has to be renewed 

every 5 years and is mandatory to drive vehicles 

that transport hazardous materials under ADR. 

In a perspective of managing its processes, since 

2005 FERCAM has obtained SQAS accreditation 

(Safety & Quality Assessment for Sustainability), 

which is renewed every 3 years. 

2020 renewal audit reached a score equal to 84% 

(2017 score: 83 %). 

SQAS accreditation scheme is developed by CEFIC, 

Federazione Europea delle Industrie Chimiche. It 

is an attestation requested by many companies 

operating in chemicals sector, because it represents 

a support for the selection of logistics suppliers and 

the establishment of improvement actions. 

Through the SQAS are evaluated quality, safety 

and socio-environmental performance of logistics 

suppliers and chemicals distributors through audits 

carried out by independent evaluators, who use a 

standardised questionnaire. 

FERCAM also requires to its transport and 

handling suppliers to present the certificate of 

specific training related to transport and handling 

of hazardous material and to the management of 

potential emergencies. 

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69

FERCAM AND PEOPLE 

‘ 

In the work well-done, the importance not of 

the talented individual emerges, but of full 

orchestras. The value of team commitment, 

creativity and resilience becomes visible, 

which can lead to unexpected results. We are 

building our future piece by piece, together, 

working with perseverance and patience. 



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71

FERCAM and people 

4.1 OUR EMPLOYEES 

In our 2020 Strategy we defined a policy of 

personnel management able to select and develop 

right skills as a fundamental success factor. In 

this perspective, some projects related to Talent 

Management and skills development have been 

implemented in recent years. 

During 2020, FERCAM outlined the new strategy 

for the next 3/5 years, which will be communicated 

on the occasion of the Management Convention at 

the end of January 2021. 

FERCAM follows the process of staff selection and 

inclusion through a specific internal office, which includes 

people specialised in occupational psychology . 

The aim is to choose employees who are in line with 

company values and culture so we pay particular attention 

to such process, making use of a skills map (hard and soft 

skills) for each role in the company. 

FERCAM strategic plan includes a number of 

projects for the HR area – among these are: 

• Definition of a new pat of leadership 

development. 

• Project of analysis and development of 

managerial skills. 

• Digitisation and systematisation of the 

identification process for training needs and 

delivery. 

Definition of 

job description 

Behavioural 

questionnaire 

CV Screening 

Interview 

with HR 

Phone 

interview 

Interview with 

area manager 

In 2020, the number of employees has been attested 

to 1425, while turnover rate has slightly decreased 

during the last 3 years, going from 6,7% in 2018 to 

6,5% in 2020. 

We privilege permanent contracts and aim to invest 

in people and professional growth, in order to 

create long-term relationships with our employees. 

In accordance with our internal policies, new 

employees are asked to read and sign the Code 

of Ethics and the privacy policy for personal data 

processing. 

Contract type year 2020 

4% 

fixed-term 

contracts 

Employees with over 

10 years of service: 

32% 

96% 

permanent 

contracts 



2018 

885 

2019 

867 

2020 

856 

TOTAL: 

1416 

1418 

1425 

2018 

531 

2019 

551 

2020 

569 

+7% 

women compared to 2018 

From a contractual point of view, FERCAM 

adheres to National Collective Labour Agreement 

for Transports and Logistic sector, which was 

last revised on December 3rd, 2017; moreover, 

attendance management and payroll processing 

are internally carried out by HR office. 

Due to company policy, every new employee 

belonging to clerical staff is assigned with minimum 

4° junior level. 

Finally, we pay attention to combine company and 

employees interest and we maintain good relations 

with trade unions. We believe that with a good 

relation among parties it is possible to best plan the 

activities of our service provision and to guarantee 

our employees’ rights. 

Employees composition by age 

18 - 30 31 - 50 > 50 

In confront of 

2020 2019 

208 

-2 

784 

433 

-17 

+26 

In confront of 

2018 +31 

-43 

+21 

Composition of employees by job level 

directors 

2020 

25 142 

1095 

26 

137 

middle managers 

2019 

24 

145 

1076 

26 

146 

office workers 

workers 

2018 

19 

151 

1033 

47 

166 

nr. emplyees 

drivers 

FERCAM SPA 


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Origin of employees on December 31 th , 2020 

106 81 

NON-EU Countries 

EU Countries 

With reference to man-woman relationship according 

to the job level director/middle manager, below we 

report the comparison between 2019 and 2020. 

Directors / Middle Managers 

1238 

Italy 

Transport and logistics sector has historically had a 

greater male presence, because drivers are mainly 

men. 

In recent years in FERCAM, we have been 

witnessing an increase of female presence, which in 

2020 reached 40%. 

In particular, female presence has increased in 

the following departments: Recruiting, Training, 

Quality and Environment, Administration, Budget 

and in the roles of department managers. 

Composition of 2020 new employees by age 

47% 

8% 

45% 

18- 30 

31 - 50 

> 50 

2019 // 83 % 2019 // 17 % 

2020 // 84 % 2020 // 16 % 

The following graph shows the age distribution of 

personnel with director / middle manager level. 

50% 50% 

31 - 50 > 50 

Following the measures taken by the authorities to 

manage and contain the pandemic, starting from 

March 2020, there was a bending of vehicle traffic 

with a consequent decrease in turnover and work, 

compensated for thanks to redundancy fund for 

office staff. 

The adoption of this tool has been progressively 

reduced on the basis of the volumes recovery of 

the different departments and branches, which has 

already allowed to resume ordinary work since July 

2020. 

The constant adaptation of redundancy fund to 

the traffic volumes has made possible an alignment 

between production and personnel needs, while 

the constant and structured monitoring of 

these indicators has guaranteed an efficient and 

transparent use of the same. 

The company also took responsibility for the 

payment in advance of the amounts related to 

redundancy fund to employees on behalf of the 

social security institution. 



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4.2 HUMAN CAPITAL MANAGEMENT 

Personnel management translates into the 

following actions: 

• Promote dialogue and employees involvement. 

• Provide employees with necessary tools to best 

do their job. 

• Protect employees’ health and safety. 

• Provide opportunities of training and 

professional growth. 

• Communicate company strategies and news. 

DIALOGUE AND CONSULTATION 

We have several tools and initiatives to promote 

dialogue and employees consultation and to spread 

company’s strategy and: 

Initiatives for new employees 

• Welcome Box: it contains the Welcome Card 

signed by the CEO, where tare represented 

company’s values and branded gadgets. 

• “Onboarding” project: it aims to accompany 

the new employee during orientation and 

information research during the first inclusion 

weeks in FERCAM; it introduces the figure of a 

“buddy” appointed by the manager to help him/ 

her during the first days. 

• Feedback interviews: during the trial period, 

three interviews are scheduled between the 

new employee and the manager, which aims to 

evaluate the inclusion and highlight possible 

difficulties. 



Initiatives for all employees 

• Spread of company’s strategy and values in all 

branches. 

• Personnel News: monthly communication that 

aims to inform all employees about new hiring, 

role changes and resignations in order to favour 

openness and knowledge of company changes. 

• Hello!FERCAM: digital monthly newsletter 

aimed at all FERCAM employees, which 

contains interviews, initiatives and news about 

the company and the Group. 

• Voluntary initiatives: they are promoted at 

single branch level to favour mutual knowledge 

and team spirit (e.g. “suspended coffee”). 

• Suggestions box: some branches adopted a 

letterbox, in which employees can anonymously 

insert improving proposals, reports and/or 

suggestions. 

• Yammer: in 2020, with the migration of whole 

FERCAM to Office 365, Yammer has become the 

official internal social network, accessible to all 

employees. It is organized in groups, dedicated 

to different topics. In particular: 

1. company group, with institutional news or (e.g. 

new apps available on Office 365); 

2. FERCAM Together group, used to post photos 

of life moments in the branches, to share 

company initiatives (e.g. “Waiting for Christmas 

at FERCAM” advent calendar); 

3. FERCAMarket group, used for internal ads “sell 

and buy” and others. 

COMPANY EVENTS 

To strengthen the spirit of belonging, share 

strategies and projects, FERCAM organizes annual 

conventions that involve a different target of 

employees according to the focus. 

These conventions can have a crosscutting 

nature and involve top and middle management 

or divisional and involve only the employees of a 

specific Division. 

In 2020, due to health emergency, we were forced 

to cancel/reduce our company events. We still 

maintained some events, revising the format and 

resorting to solutions of virtual participation. 

Among these we mention the Christmas Lottery, 

which involved all employees (in Italy and abroad) 

with different prizes. The drawing lots was held 

in live streaming, during which our CEO thanked 

everyone for the past year and for the commitment 

of each person in FERCAM. It was an opportunity to 

wish everyone happy holidays. To replace the classic 

Christmas dinners, a solidarity and sustainable 

present was sent to all employees (local / fair-trade 

food products, water bottle, etc.). 

“PERSONALZIRKEL SÜDTIROL” CLUB 

Since 2016, FERCAM has partecipated to 

“Personalzirkel Südtirol” club, to which 

adhere about 73 medium-large companies 

headquartered in South Tyrol and that has 

100 members. 

Chiefs of staff, HR specialists and recruiters 

take part to the club: the goal is to network, to 

do benchmarking and to share experiences 

and best practices regarding the meetings 

specific topic. 

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4.3 TRAINING AND DEVELOPMENT OF OUR EMPLOYEES 

Personnel represents a fundamental resource and 

for this reason, training paths play a role of primary 

importance. 

In the company, there is a team dedicated to personnel 

training and that works closely with the team of 

personnel selection and inclusion. 

In 2020, a software for Human Capital Management 

was implemented in order to: 

• Digitise training processes, such as the detection 

of training needs. 

• Deliver the training compulsory by law (e.g. 

occupational safety) or according to the role to 

single employees. 

• Monitor the delivery of training courses 

both mandatory and optional. The learning 

management system will allow also to upload 

contents and online courses. 

Starting from a proper needs analysis, FERCAM plans 

a yearly training offer, remaining at the same time 

flexible for ongoing requests and considering the 

following aspects: 

• Company strategy. 

• New operational procedures and new IT systems. 

• Legislative changes (e.g. in legal or administration 

field). 

• Programmes of skills development related to 

company role (e.g. leadership, sale). 

• Statutory and mandatory training (health and 

safety, ADR, DGR, IATA…). 

• Personnel development and wellbeing. 

There is also a specific training curriculum dedicated 

to new employees. 

It should be noted that in 2020, to cope with the new 

needs related to the health emergency, the training 

methodology in FERCAM went through a digitisation 

process, passing from a physical to a virtual classroom. 

The learning management system allows us to manage 

and share training materials and deliver distance 

courses. 

In 2020, through the new platform we delivered 9 

virtual courses, related to: 

• GDPR 

• Languages 

• Training for transition to new management 

software or systems (e.g. SAP). 

The graph below shows the training delivered in 2018, 

2019 and 2020. 

In particular in 2020, an average of 8 training hours 

were delivered for every employee, except for specific 

training for drivers that is examined in the next 

paragraph. 




languages 

IT 

specific technical 

technical and 

behavioural 

managerial / 

leadership 

100 

616 

592 

635 

540 

1059 

1012 

1530 

1471 

2211 

1866 

2010 

1808 

3644 

3577 

4185 

4896 

0 1.000 2.000 3.000 4.000 5.000 

2020 2019 2018 

Training hours delivered: 

9833 10.783 

2019 2020 

Training area% 

100% 

22% 

16% 

21% 

75% 

27% 

22% 

34% 

technical and 

behavioural 

50% 

specific 

technical 

25% 

52% 

62% 

45% 

health and 

safety 

0% 

2018 2019 2020 

• “Technical and behavioural” area includes: Managerial, Leadership, Performance, sales, 

languages and onboarding training. 

• “Specific technical” area includes: IT, ADR, Customs, Legislative and new management software 

training. 

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DRIVERS TRAINING 

With reference to travelling staff, FERCAM 

develops a specific training plan that is followed by 

HR Office through a dedicated person. 

Training is planned on a 5-year basis, considering 

the following parameters: 

• Frequency defined by the law (e.g. ADR 

vocational training certificate). 

• Frequency provided for by volunteer standards 

adopted by FERCAM (e.g. ISO 9001 and SQAS). 

• Adoption of new technologies (e.g. LNG 

vehicles). 

• Annual analysis of driver performance: it can 

comprehend a period longer than one year in 

order to analyse the real performance. 

• Update of operational instructions /Driver’s 

Handbook. 

The training provided by FERCAM in the period 

2016-2020 is detailed below: 

Occupational 

/ Load safety 

178 h 

Safe driving/ 

ECO training 

262 h 

Driving and 

resting hours 

1284 h 

Driver’s 

Handbook 

622 h 

Average 

of training 

hours per 

driver / year: 

4,5 

ADR 

1056 h 



In addition to the training delivered by FERCAM, 

every driver has to obtain and renew the Driver 

CPC as provided for by 2003/59 CE Directive, which 

requires to undertake 35 training hours every 5 years. 

For over 15 years, FERCAM has provided a Driver’s 

Handbook as support tool in drivers activities, 

which contains aspects not only linked to regulatory 

compliance or company procedures but also includes 

the following topics: 

• Performance of the service (loading/ unloading/ 

client instructions). 

• Company and safety rules. 

• Complaints/anomalies management. 

• Safety and occupational risks. 

• Environmental aspects management. 

• Policy with regard to alcohol and drug ban. 

• Health and wellbeing. 

Such handbook is periodically reviewed and, where 

necessary, updated and integrated. The new edition 

was delivered to drivers in 2020. 

Training is delivered in compliance with guidelines 

of Cefic / ECTA BBS and according to the constant 

monitoring of the following aspects: 

• Driving style 

• Fuel consumption 

• Injuries 

• Driving and resting hours infringements 

• Fines/ Damages 

• Clients complaints 

• Near Misses 

On a quarterly basis, HR communicates the 

monitoring results to the drivers and defines goals/ 

corrective actions (specific training, e.g. in occasion of 

the Handbook delivery or ad hoc). 

During the period 2018–2020, 100% drivers were 

evaluated according to driving style, in compliance 

with current legislation and injuries. Moreover, 

through a constant renewal of vehicle fleet, FERCAM 

aims to guarantee a greater safety to its employees. 

For this reason, all vehicles have extra equipment, in 

particular: 

• Automatic transmission with anticipatory cruise 

control system (PPC – predictive powertrain 

control). 

• Driving-style evaluation through on-board 

computer. 

• Smart auxiliary systems designed to optimise 

consumptions. 

• No-idle air conditioning (powered by compressors). 

• Fatigue assistant. 

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CAREER DEVELOPMENT 

FERCAM promotes internal growth, experiences 

diversification and skills e development. 

We defined in a structured way a FERCAM internal 

selection procedure in order to: 

• Increase employees retention and motivation. 

• Create an effective management of internal 

selection and role change. 

Starting from 2019, we launched specific projects 

in some branches in order to prepare employees for 

professional growth: 

Definition of 

annual targets 

(both qualitative 

and quantitative) 

with manager 

Periodical 

monitoring with 

support of a 

management 

software 

Active 

involvement of 

employees on 

expected targets 

Mapping of 

employee’s 

current skills 

Comparison 

of current and 

expected level 

Skills 

development 

(coaching / 

training course) 

In 2020, the process management of internal 

selection and role changes allowed 122 employees 

to take on new tasks and skills and / or to work in 

a different location, fostering both individual and 

company growth and development. 

With reference to employees who hold a manager 

position, FERCAM adopts the MBO evaluation 

method (Management by Objectives) as uniform 

system to evaluate HR performances. 



4.4 WELLBEING AND INITIATIVES IN FAVOUR OF EMPLOYEES 

WORK ENVIRONMENT AND COLLABORATION 

Since 2011, every 2-3 year FERCAM has carried 

out a work environment analysis with the support 

of its partner Great Place To Work. 

The goal is to collect accurate data on the relationship 

between employees and their managers, on the 

relationship among employees inside and outside 

their working group and on the sense of belonging 

to the company, as well as to define empowerment 

areas. 

The latest survey was carried out in 2020, with a of 

79% response rate. 

Areas covered by over 70 question are: 

• Relation with management (Credibility, Respect, 

Fairness). 

• Relation with work (Pride). 

• Relation with colleagues (Bond). 

The results make a clear point on the fact that 

the most appreciated aspects by employees in 

FERCAM are autonomy and pride of belonging to 

the company. 

RECOGNITIONS 

During 2019 Convention, held in January 2020, 

FERCAM awarded the branches that demonstrated 

the best economic, collaboration and qualitative 

performances. The first three classified for each 

of the 6 categories considered were awarded with 

prizes. 

The most collaborative branch employee were also 

awarded. 

2020 Convention, scheduled for January 2021, will 

be virtually organised. 

Annually, there is also: 

• Awarding of employees who have more than 

20 years of seniority in the company (five-year 

periods are celebrated). In 2020, there were 38 

employees. 

• Presentation of FERCAM candidates for “Star 

of Merit for Work” Italian award: every year 

FERCAM proposes to the Italian state a list of 

deserving employees to receive it, becoming so 

“Masters of work”. In 2020, among 4 candidates 

there were 2 employees awarded with the title. 

The overall FERCAM result has improved compared 

to the previous edition – in particular, the main 

indicator “Trust Index” in 2020 reached a result of 

56% (vs. 49% previous edition). 

COMPANY BENEFITS AND INITIATIVES IN FAVOUR 

OF PEOPLE 

FERCAM offers different proposals to promote 

employees wellbeing and to improve life quality: 

• Company agreements listed in the “Corporate 

Benefits” online portal. 

• Agreement with Interline Club to offer to 

personnel tourism services at discounted rates. 

• Other agreements for the purchase of goods or 

services that are periodically communicated to 

employees through newsletter and company 

intranet. 

FERCAM SPA 


83


4.5 HEALTH AND SAFETY IN FERCAM 

The spirit behind FERCAM Prevention and 

Protection Service is to train/inform the entire 

staff about the growth of a SAFETY CULTURE, 

moving from a mere legal obligation compliance to 

a research of incentives and/or initiatives that goad 

the entire staff into making choices more and more 

aimed to health and safety protection. This should 

happen for every company operation, trying to 

evaluate the potential risks while performing any 

activity. 

FERCAM has implemented and maintains an 

occupational health and safety system, applying 

it to every Italian branch and to 100% employees. 

At an early stage, it evaluated to proceed with the 

certification of the eight most significant sites only, 

guaranteeing that all the activities performed are 

included in the certification framework. 

Employers, in compliance with D.Lgs. 81/2008 

appointed RSPP, Competent Doctors, Safety 

Managers, persons in charges and emergency 

staff, in addition to approve the risk assessment 

documents. 

In every branch are available the documents 

attesting the foregoing, included risk assessments 

and emergency plans. 

In this perspective, the fundamental actions carried 

out by Prevention and Protection Service are: 

• Regular branches inspections based on the 

complexity of the location. 

• Staff training and information. 

• Involvement of handling suppliers. 

• Verification of improving-projects 

implementation. 

• Verification of suppliers’ documentation. 

• Control of Near-miss procedure application. 

Moreover, branches appointed their RLS (workers’ 

health and safety representatives), as mediator 

between employer and employees. RLS’ task is to 

collect possible suggestions or critical issues from 

employees and to deal with RSPP and employer for 

consequent actions. 

RLS are involved in occasion of “Riunione Periodica” 

Art. 35 provided for by D.Lgs. 81/2008 and in the 

inspections carried out by RSPP, other than in the 

other phases provided for by D. Lgs. 81/2008. 

HEALTH AND SAFETY OF FERCAM EMPLOYEES 

Occupational safety is fundamental in order to 

create a comfortable environment where people 

can work safely and peacefully. 

All employees contribute to maintain and improve 

their working place. Since arrival, FERCAM rises 

their awareness on the importance of occupational 

health and safety, delivering a booklet with all 

the information about risk assessment linked to 

their tasks and good practices to promote a safe 

environment for everyone. 

Every worker according its task undertakes the 

training provided for by D.Lgs. 81/2008 and 

participates to emergency drills that are carried out 

annually in the branches. 

RSPP, in the context of branches inspections, in 

addition to evaluating legislation compliance and 



staff proper behaviour, carries out the following 

drills: 

• Evacuation drills, involving the entire FERCAM 

staff and suppliers staff/external people if 

present. 

• ADR emergency and fire drills, involving the 

company functions appointed to deal with such 

situations (ADR and fire officers). 

• First-aid drills, involving the company functions 

appointed to deal with such situations (firstaiders). 

These interventions aim to increase risk perception 

and so attention to safety. 

First aid drill 

Fire drill 

Evacuation drill 

ADR emergency drill 

FERCAM SPA 


85


The management system for occupational health 

and safety has allowed to greatly reduce over time 

the accident indexes monitored by FERCAM. 

The graphs below show the trend in the period 

2018-2020. 

• Severity Index (SI) = 

(days of absence for accident * 1.000) / hrs worked 

• Frequency Index (FI) = 

(number of accidents * 1.000.000) / hrs worked 

Severity Index 

0,6 

0,5 

0,4 

0,3 

0,2 

0,1 

0 

0,37 0,33 

0,24 

2 0 1 8 

2 0 1 9 

2 0 2 0 

Frequency Index 

20 

15,49 

15 

10 

8,02 

8,83 

5 

0 

2 0 1 8 

2 0 1 9 

2 0 2 0 



In the three-year period of reference there were no 

occupational diseases, no serious injuries and / or 

deaths. 

In 2020, the Accident Board continued its activity, 

with the aim of analysing drivers accidents and 

determinating the deep causes of the event and 

possible corrective or preventive actions to be 

made to the management systems, to reduce or 

eliminate accidents. 

The main accident causes per category are: 

• For drivers: loading/unloading activities. 

• For office workers: ongoing events (on the 

commuting way). 

• For workers: loads handling. 

OCCUPATIONAL HEALTH (HEALTH SURVEILLANCE) 

Health surveillance service is provided by and 

external society and is organised with a national 

coordinator doctor and different local competent 

doctors. 

The same society in collaboration with RSPP defined 

a national health protocol, which considers every 

specific activity risky for health of all FERCAM staff, 

in compliance with what is reported in branch risk 

assessment. 

In 2020 has continued the analysis project of 

significant health factors, such as blood pressure, 

body mass index, smoke, alcohol, fruit and vegetable 

consumption and exercise. 

The project considered drivers, workers and office 

workers. 

The results of such analysis are presented during 

Riunione art. 35 8 D.Lgs. 81/2008 to employers, 

who provide for adopting proper corrective actions, 

if deemed necessary. 

The actions that have been identified according to 

the latest survey are: 

• Office workers: promote a healthy lifestyle 

and regular physical activity through internal 

channels (intranet, newsletter, etc.). 

• Drivers, Workers: Provide information brochure 

on proper nutrition and the need to do physical 

activity. 

With reference to the handling of Covid-19 pandemic, besides undertaking all the mandatory actions 

provided for by DPCM and Government - Trade Unions agreement, the company has adopted the 

following measures: 

• The company structured itself with a Covid-19 National coordination Committee chaired by 

the Business Continuity Manager and with Covid-19 Local Committees chaired by branches 

managers. Committees interact with each other in order to organically manage obligations and 

improvement initiatives. 

• Every office has been equipped with a ioniser (air purifier). 

• According to accurate evaluations, the entire staff of the concerned branches were screened. 

• While ensuring distance between workstations, they were equipped with Plexiglas dividers where 

considered necessary and for staff greater safety. 

FERCAM SPA 


87


TRAINING 

A fundamental role in preventing the risk of accident 

is connected to training: it is only being aware of the 

risk linked to own tasks and of obligations about 

occupational health and safety that all of us can 

consciously make choices to reduce the risk. 

The variation between 2019 and 2020 is due to 

the expiry date of mandatory training, which has a 

multiannual validity. 

Occupational health and safety training 

868 

2020 

2019 

2018 

900 

800 

736 

632 

646 

700 

569 

600 

444 

494 

500 

400 

400 

348 

300 

168 168 

206 

200 

112 

64 

104 

118 

64 64 

100 

RLS: 

Representative 

of the Workers 

for Safety 

specific 

training 

general 

training 

persons 

in charge 

directors 

first aid + fire 

training 

0 



SAFETY CULTURE 

In 2020, we continued with the initiatives for the 

involvement of employees and partners to increase 

the safety culture: 

• Collection and analysis of near-misses reports 

in order to identify improvement actions that 

can be adopted. 

• Projects to improve occupational health and 

safety, which provide for the involvement of the 

handling-service suppliers in order to reduce/ 

eliminate accidents and injuries, and are below 

described: 

1. Non-marking tyres 

The goal is to increase safety of staff working in 

warehouse, reducing the risks of cancelling the 

horizontal signs. 

2. Lithium batteries 

To reduce the number of forklifts circulating in 

warehouse and consequent accident risks, thanks 

to the minor charging time of batteries compared 

to traditional ones. 

3. Safety meetings 

This results in a lower risk of accidents and injuries. 

4. “Clean forklift” project 

The goal is to increase safety culture and raise 

suppliers’ staff awareness through meetings on 

safety aspects connected to the activity carried out 

in the site and events happened there. 

5. Training interviews 

The goal is to reduce accident risk and consequent 

injuries through monitoring and examination of the 

damage history of the forklifts and adopt proper 

corrective measures. 

6. Loading/unloading procedure 

The goal is to increase safety culture through 

interviews run by the branch Manager to the staff of 

the handling supplier to evaluate the effectiveness 

of the training delivered. 

7. Points-based system (“points-based license”) 

The goal is to increase for people and goods 

safety during the specific phases, defining specific 

operational practices suitable to the site through 

the absence of anomalies detected to destination. 

60% 

BRANCHES JOINED AT LEAST 

3 IMPROVEMENT PROJECTS 

FERCAM SPA 


89


BEHAVIOR-BASED SAFETY 

FERCAM S.p.A. adopts BBS guidelines related to 

road-vehicles safe driving and defined by ECTA, 

EPCA e CEFIC. BBS, standing for Behaviour-Based 

Safety, is an international protocol for the reduction 

of injuries, occupational diseases and workplace 

accidents. 

The approach based on behavioural safety (BBS) 

deals with the issue of occupational safety, 

identifying different stages of the main management 

processes of a company that have to be monitored. 

It aims also to lead the company even at strategic 

level, involving the whole staff: management, staff 

who organises and manages transports, instructors 

and drivers. 

BBS principles can be applied in every work 

aspect, since BBS ultimate goal is to replace unsafe 

behaviours with safe ones. 

Accidents reduction is so a consequence of the new 

workers’ behaviour and it often goes along with 

company environment improvement and increased 

productivity. 

FERCAM focused particularly on travelling-staff 

training in order to: 

• Reduce accidents. 

• Raise drivers awareness on safe-driving 

importance. 

Actions implemented have ranged from staff 

training, to the purchase of more and more safe 

vehicles with better technological, to informative 

campaigns for the travelling staff. 



4.6 SCHOOLS AND UNIVERSITIES 

Attention to territory and people has led FERCAM 

in recent year to strengthen its presence in the field 

of collaborations with schools and universities. 

CAREER AND “ORIENTA DAYS” 

Our HR Recruiting & Career Development team 

takes part with great enthusiasm in several “Orienta” 

and Career Days, bringing direct testimonials, 

promoting the company and FERCAM processes to 

students and new graduates with the primary goal 

of recruiting new young talents. 

2 0 2 0 

7virtual events 

COLLABORATIONS WITH SCHOOLS AND 

UNIVERSITIES 

Despite the suspension of fairs in attendance, 

we participated in various school and university 

initiatives, to continue to share our testimony 

with young people and tell about our company to 

potential new colleagues. 

FERCAM has been collaborated for several years 

with University of Rome and Trento, participating in 

seminars and bringing case histories and successful 

projects developed by FERCAM in Logistics and 

Transportation field. 

In 2020, we participated to virtual Futurum training 

Fair: JobInfo (Südtiroler Bildungsmesse Futurum: 

JobInfo). 

We believe it is important to arrange internship 

projects with students, high school graduates and 

university recent graduates in order to approach, 

discover and train new talents. 

In particular, we cooperate with ITS LAST high school 

(transport and logistics address) for internships in 

North Italy branches. 

Overall in 2020, 68 internships were activated and 

carried out. 

FERCAM SPA 


91


4.7 RELATIONS WITH TERRITORY 

CONTEST FOR DRAWINGS ON TRUCKS 

FERCAM vehicles are characterised by the drawings 

present on semi-trailers: on average, every 3-4 

years we promote company themed contests that 

involve employees, schools and communities. 

The last contest was about “Logistics and 

Environment”, while the next one will be in 2021. 

open to everyone. 

LOCAL INITIATIVES 

In 2020, in compliance with international protocols 

we suspended events in attendance. 

The only exception in attendance and with 

a limited number of participants was a small 

opening party for Novara branch in October. This 

was in fact renovated and expanded, becoming 

also headquarter of the National Distribution 

department, previously located in Vercelli. The 

event took place outdoors, in compliance with 

social distancing and health procedures. 



SOLIDARITY INITIATIVES 

Through local initiatives, the company as a whole 

and the single branches create relationships and 

synergies that keep the territory alive. Not only 

at national level: there are initiatives and projects 

that bring solidarity and FERCAM vehicles even 

abroad. Starting from the next report, a numerical 

reporting indicator will be introduced relating to 

the initiatives provided for the benefit of the local 

area. 

In particular, we highlight the following initiatives: 

2020 

• In 2019, we reached 10-years-collaboration 

with Bolzano Food Bank: Bolzano branch 

provides spaces and vehicles to support the 

annual food collection initiative. 

In 2020, due to Covid-19, this collaboration 

couldn’t be done. 

• On March 2020, FERCAM carried out a free 

transport to import PPE (Personal Protective 

Equipment) from Austria. 1.5 million protective 

masks and gowns arrived in Bolzano and then 

were partly distributed in Lombardy, an area 

strongly impacted by the pandemic at the time. 

• On December 2020, FERCAM carried out a 

charity transport to Romania, to transport 

school desks and materials donated by 

Franziskanergymnasium High School of 

Bolzano, in collaboration with “Kinder in Not 

- Con i bimbi” association, founded by Elsa 

Wolfsgruber and operating on Romanian 

territory with different projects in support of 

orphans and young people. 

PARTICIPATION IN EVENTS ON THE TERRITORY 

In 2020, events in attendance were converted in virtual according to international protocols. 

In particular in 2020: 

• We took part to online Green Logistics (Padova). 

• Starting from November, FERCAM has autonomously promoted informative 

Webinars, intended for external users. Both employees and external experts 

took part as speakers. The first two events delivered in 2020, focused on: “New 

transport technologies for clean and aware logistics” and “Brexit: Let’s be clear!”. 

471 

Overall, the participants of the two online 

events we organized were: 

FERCAM SPA 


93


4.8 INTERNAL AND EXTERNAL COMMUNICATION 

Our daily commitment is to publish contents 

in order to raise people awareness for being 

more sustainable. A specific office maintains 

the relationships with external communication 

channels, guaranteeing that the same is transparent 

and ethical. 

The whole communication is made respecting the 

stakeholders and in compliance with GDPR. 

INTERNAL COMMUNICATION 

Goals of internal communication are: 

• Encourage team spirit and participation to 

company life. 

• Inform and share information related to events 

and news both local and at FERCAM Group 

level. 

• Raise awareness on specific topics (environment, 

safer, CSR, innovation). 

Internal communication tools are: 

• “Info FERCAM”, distributed in paper form. 

• Online newsletter “Hello!FERCAM”. 

• Bulletin board in every branch related to topics 

of QUALITY, ENVIRONMENT and SAFETY. 

The new company intranet “FERCAM Connect” was 

inaugurated in April 2020. The purpose of this new 

tool is to make internal communication faster and 

more efficient, providing quick links to applications 

and tools, as well as answers to FAQs, which can 

help especially new employees. 

EXTERNAL COMMUNICATION 

Goals of external communication are: 

• Communicate FERCAM brand in a coordinate 

way according to company values. 

• Inform clients and suppliers about FERCAM 

world. 

• Spread best practices in the sector. 

Communication takes place through traditional and 

digital tools, in order to reach the largest number of 

contacts. 

FERCAM is present on Facebook, LinkedIn, Instagram 

and Twitter. Such media are run and constantly 

updated by our Marketing Office in collaboration 

with other company functions. 

In addition to social tools, we developed the following 

communication channels: 

• FERCAM “MAGAZINE” shared with clients 

both in digital and paper version and translated 

in English too. 

• Newsletter sent to clients and service suppliers. 

• Press releases. 

• Blog internally run and accessible from the website 

www.fercam.com. 

Our Social Networks numbers (2020) 

31.240 followers 

8.663 likes 

1.523 followers 

822 followers 

Website views number: 

1.572.833 



4.9 PRIVACY MANAGEMENT 

FERCAM continued to implement corrective and 

adjustments actions to the company structure to 

comply with the General Data Protection Regulation 

(UE nr. 679/2016), below the main steps: 

• Analysis of its processes. 

• Communication of procedures and policies to 

the employees, making them available in the 

company-procedures database. 

• Appointment of a new external DPO and 

communication to Privacy Authority. 

• Update of all the company documentation 

related to managing applications and personnel 

data. 

During the first months of 2020, all FERCAM 

employees had to take a training course, which 

continues to be followed by the new resources hired. 

During last 2020 quarter, an internal audit was 

carried out on IT systems and processes used in 

FERCAM in order to verify their suitability and 

accuracy according to the GDPR. 

In 2018-2020 reporting period, there were no 

complaints about privacy violations or loss of clients’ 

data. 

FERCAM SPA 


95

RI CONTENT 

NDEX 

GRI Content Index allows to identify the indicators 

of the standard adopted and their references in the 

document. 

The reporting option adopted is “GRI -Core”

GRI 100 - UNIVERSAL STANDARD 

GRI 102 - GENERAL DISCLOUSURES 2016 

GRI DISCLOUSURES 

PAGE / REFERENCE 

1. ORGANISATIONAL PROFILE 

102-1 Name of the organisation Paragraph 1.1 

102-2 

102-3 

102-4 

102-5 

102-6 

102-7 

102-8 

102-9 

102-10 

102-11 

102-12 

102-13 

2. STRATEGY 

Activities, brands, products and services Paragraph 1.6 

Location of headquarters 

Paragraph 1.1 + Final page 

Location of operations Paragraph 1.6 

Ownership and legal form Paragraph 1.3 

Markets served Paragraph 1.6 

Scale of the organization Paragraph 1.6 

Information on employees and other workers Paragraph 4.1 

Supply chain Paragraph 2.4 

Significant changes to the organisation and 

its supply chain 

No significant changes 

Precautionary Principle or approach Paragraph 1.3 

External initiatives Paragraph 2.1 

Membership of associations 

Paragraph 2.5 

102-14 

Statement from senior decision-maker 

Page 4 

3. ETHICS AND INTEGRITY 

102-16 

4. GOVERNANCE 

102-18 

102-26 

102-32 

Values, principles, standards, and norms of 

behaviour 

Governance structure 

Role of highest governance body in setting 

purpose, values, and strategy 

Highest governance body’s role in 

sustainability reporting 

Paragraph 1.2 

Paragraph 1.3 

Paragraph 1.2 - 1.3 

Paragraph “Methodological note” 

5. STAKEHOLDERS INVOLVEMENT 

102-40 

102-41 

102-42 

102-43 

102-44 

List of stakeholder groups 

Collective bargaining agreements 

Identifying and selecting stakeholders 

Approach to stakeholder engagement 

Key topics and concerns raised 


Paragraph 4.1 




6. REPORTING PRACTICES 

102-45 

102-46 

102-47 

102-48 

Entities included in the consolidated 

financial statements 

Defining report content and topic 

Boundaries 

List of material topics 

Restatements of information 

Paragraph 1.5 



No revision

102-49 

102-50 

102-51 

102-52 

102-53 

102-54 

102-55 

102-56 

Changes in reporting 

Reporting period 

Date of most recent report 

Reporting cycle 

Contact point for questions regarding the 

report 

Claims of reporting in accordance with the 

GRI Standards 

GRI content index 

External assurance 

No relevant changes compared to previous 

periods 




Paragraph “Information and contacts” 


Paragraph “GRI Content Index” 


ECONOMIC PERFORMANCE - GRI 200 



GRI 201 - ECONOMIC PERFORMANCE 2016 

201-1 Direct economic value generated and 

distributed 

Paragraph 1.5 

GRI 203 - INDIRECT ECONOMIC IMPACTS 2016 

203-2 

Significant indirect economic impacts 

Paragraph 2.4 

GRI 205 - ANTI-CORRUPTION 2016 

205-1 

205-2 

Operations assessed for risks related to 

corruption 

Communication and training about 

anti-corruption policies and procedures 

Paragraph 1.3 

Paragraph 1.3 

PERFORMANCE AMBIENTALE - GRI 300 



GRI 302 - ENERGY 2016 

302-1 

302-4 

302-5 

Energy consumption within the organization 

Reduction of energy consumption 

Reduction in energy requirements of 

products and services 




GRI 303 - WATER AND EFFLUENTS 2018 

303-1 

Interactions with water as a shared resource 

Paragraph 3.5 

GRI 305 - EMISSIONS 2016 

305-1 

305-2 

Direct (Scope 1) GHG emissions 

Energy indirect (Scope 2) GHG emissions 

Paragraph 3.5 

Paragraph 3.5 

305-5 

Reduction of GHG emissions 

Paragraph 3.5 

GRI 306 - ENVIRONMENTAL COMPLIANCE 2016 

306-1 

306-2 

Water discharge by quality and destination Paragraph 3.5 

Waste by type and disposal method Paragraph 3.5

GRI 307 - ENVIRONMENTAL COMPLIANCE 2016 

307-1 

Non-compliance with environmental laws 

and regulations 

No significant cases of environmental 

non-compliance in 2020 

SOCIAL PERFORMANCE - GRI 400 



GRI 401 - EMPLOYMENT 2016 

401-1 

401-2 

New employee hires and employee turnover 

Benefits provided to full-time employees 

that are not provided to temporary or 

part-time employees 

Paragraph 4.1 

Paragraph 4.3 

GRI 402 - LABOR/MANAGEMENT RELATIONS 2016 

402-1 

Minimum notice periods regarding 

operational changes 

Paragraph 4.1 

GRI 403 - OCCUPATIONAL HEALTH AND SAFETY 2018 

403-1 

403-2 

403-3 

403-4 

403-5 

403-7 

403-8 

403-9 

Occupational health and safety 


Hazard identification, risk assessment, and 

incident investigation 

Occupational health services 

Worker participation, consultation, and 

communication on occupational health and 

safety 

Worker training on occupational health 

and safety 

Prevention and mitigation of occupational 

health and safety impacts directly linked by 

business relationships 

Workers covered by an occupational 

health and safety management system 

Work-related injuries 

Paragraph 4.5 

Paragraph 4.5 

Paragraph 4.5 

Paragraph 4.5 

Paragraph 4.5 

Paragraph 4.5 

Paragraph 4.5 

Paragraph 4.5 

403-10 

Work-related ill health Paragraph 4.5 

GRI 404 - TRAINING AND EDUCATION 2016 

404-1 

404-2 

Average hours of training per year per 

employee 

Programs for upgrading employee skills 

and transition assistance programs 

Paragraph 4.3 and 4.5 

Paragraph 4.3 and 4.5 

GRI 412 - HUMAN RIGHTS ASSESMENT 2016 

412-1 

Operations that have been subject 

to human rights reviews or impact 

assessments 

Paragraph 3.1 

GRI 418 - CUSTOMER PRIVACY 2016 

418-1 

Substantiated complaints concerning 

breaches of customer privacy and losses of 

customer data 

Paragraph 4.9

Assurance Statement addressed to Fercam S.p.A 

stakeholders 

1. INTRODUCTION 

Fercam S.p.A. has commissioned Bureau Veritas Italia S.p.A. (“Bureau Veritas”) an 

independent assurance of its 2020 Sustainability Report (“Report”), for the purpose of 

providing findings over: 

the accuracy and quality of published information concerning its sustainability 

performance; 

the correct application of those reporting principles outlined in the Report’s 

methodology, in particular Global Reporting Initiative Sustainability Reporting 

Standards (GRI Standards) – Level Core. 

2. RESPONSIBILITY, METHODOLOGY AND LIMITATIONS 

Fercam S.p.A. alone had the responsibility of collecting, analyzing, consolidating and 

presenting information and data included in its Report. Bureau Veritas responsibility 

has been to perform an independent assurance against defined objectives and to 

formulate the conclusions reported in this Statement. 

The assurance performed has been a Limited Assurance in accordance to the ISAE 

3000 standard, through sample application of audit techniques, including: 

review of Fercam’s policy, mission, values, commitments; 

review of records, data, procedures and information-gathering systems; 

interviews to members of the working group responsible for drafting the Report; 

interviews to company representatives from various functions and levels, including 

top management; 

overall verification of information and general content of the 2020 Sustainability 

Report Fercam S.p.A . 

The verification activities were conducted at the company’s headquarters in Via Curie 

2 – Bolzano and part of phase 2 for logistical needs at the Sommacampagna (VR) 

branch, we believe we have obtained sufficient and adequate evidence to support our 

conclusion.

The assurance has covered the whole 2020 Sustainability Report Fercam S.p.A, with 

the following limitations: for economic and financial information, Bureau Veritas only 

verified their consistency with the Consolidated Financial Statements of Fercam 

Holding Group and the revenues generated only by parent company Fercam S.p.A; 

for activities outside the reference period (1 January 2020 – 31 December 2020) and 

for statements of policy, intent and objective, Bureau Veritas verified their consistency 

against the outlined reporting methodology. Furthermore, the assessment of the 

impact referred to in section 3.1 "The impact of XXX on the socio-economic 

development of the country" is out of scope, given the use of calculation parameters 

protected by copyright. 

3. CONCLUSIONS 

Following the assurance activities described above, nothing has come to our attention 

to indicate that information and data in the Report are inaccurate, incorrect or 

unreliable. In our opinion, the Report provides a trustworthy representation of Fercam 

S.p.A activities conducted by during the year 2020 and of main results achieved. 

Information is reported generally in a clear, comprehensible and balanced manner. 

In the illustration of activities and results, in particular, Fercam S.p.A has paid attention 

to adopt a neutral language, avoiding as far as possible the self-referentiality. 

With regards to the reporting methodology outlined by the organization in its Report, 

it is our opinion that principles from the GRI Standards (Stakeholder Inclusiveness, 

Sustainability Context, Materiality, Completeness, Accuracy, Balance, Clarity, 

Comparability, Reliability, Timelines) were duly implemented. Based on our assurance 

activities, a “Core” level of implementation has been achieved. We also confirm that 

our activities met the GRI requirements for external assurance. 

Fercam S.p.A has reported in it’s a Materiality matrix that clearly explains the issues 

identified and considered relevant. For the future, Fercam S.p.a is recommendend to 

actively share the matrix of Materiality also with stakeholders outside the company 

and the continue with stakeholder engagement. 

4. DECLARATION OF INDEPENDENCE, IMPARTIALITY AND 

COMPETENCE 

Bureau Veritas is a global organization specialized in independent assurance, 

inspection and certification activities, with over 190 years history, 78.000 employees 

and an annual turnover of more than 4,6 billion euro in 2020. 

Bureau Veritas applies internally a Code of Ethics and we believe there were no 

Bureau Veritas is a global organization specialized in independent assurance, 

conflicts of interest between members of the assurance team and XXX at the time of 

inspection and certification activities, with over 190 years history, 78.000 employees 

the assurance. 

and an annual turnover of more than 4,6 billion euro in 2020. 

Bureau Veritas applies internally a Code of Ethics and we believe there were no 

Bureau Veritas Italia S.p.A. 

conflicts of interest between members of the assurance team and XXX at the time of 

Milan, 27 July 2021 

the assurance. 

Bureau Veritas Italia S.p.A. 

Milan, 27 July 2021 

Giorgio Lanzafame 

Local Technical Manager 

Giorgio Lanzafame 

Local Technical Manager

NFORMATION 

ND CONTACTS 

For more informations please contact: 

Dott.ssa Lorena Biasi 

Quality & Environmental Manager 

Phone: 0471/530000 

quality@fercam.com 

FERCAM S.p.a 

Via Marie Curie, 2 

39100 Bolzano (BZ) 

Phone: 0471/530000 

Fax: 0471/530512 

info@fercam.com

SUSTAINABILITY REPORT FERCAM SPA 

PROJECT BY: 

» Quality and Environment Office 

INTERNAL SUPPORT: 

» HR 

» Prevention and Protection Service 

» Property Management Office 

» Insurance Legal Office 

» Budget and Tax Office 

» Marketing Office 

» Procurement Management Office 

» Purchasing Office 

» Controlling Office 

» Administration Office 

» IT 

» Vehicle fleet Office 

DESIGNED BY: 

Marketing Office 

PHOTOS: 

Archive FERCAM SPA 

Archive images Shutterstock 

We would like to thank all our employees who have made it 

possible to produce our Sustainability Report! 

FERCAM President 

Dott. Thomas Baumgartner 

Amministratore Delegato 

Dott. Hannes Baumgartner

Sustainability Report

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