Sustainability Report 2022

Sustainability
Report
2022

INDEX
CEO LETTER
INTRODUCTION
ABOUT FERCAM
SUSTAINABILITY NUMBERS 2022 - FERCAM S.p.A.
ORGANIZATIONAL STRUCTURE
OUR SERVICES AND NETWORK
SUSTAINABLE DEVELOPMENT GOALS
OUR STAKEHOLDERS
MATERIALITY ANALYSIS
ENVIRONMENTAL | ENVIRONMENTAL SUSTAINABILITY AND INNOVATION
OUR APPROACH: CLEAN, SMARTER LOGISTICS
SUSTAINABILITY AND INNOVATION IN TRANSPORT
FACILITIES
PERFORMANCE MONITORING
ENVIRONMENTAL INDICATORS
SUSTAINABILITY CULTURE & PARTNERSHIP
SOCIAL | PEOPLE AND THE TERRITORY
OUR COLLABORATORS
HUMAN CAPITAL MANAGEMENT
TRAINING AND DEVELOPMENT OF OUR COLLABORATORS
WELL-BEING AND EMPLOYEE INITIATIVES
SCHOOLS AND UNIVERSITIES
HEALTH AND SAFETY IN FERCAM
PRIVACY MANAGEMENT
SUPPLY CHAIN MANAGEMENT
RELATIONSHIPS WITH TERRITORY
EXTERNAL & INTERNAL COMMUNICATION
4
6
8
12
14
17
22
23
24
28
30
33
40
44
46
52
56
58
62
64
71
72
74
82
84
87
92
2 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

GOVERNANCE | PRINCIPLES AND VALUES
FERCAM: 2025 STRATEGY
VISION, MISSION AND VALUES
GOVERNANCE
COMPLIANCE & BUSINESS CONTINUITY MANAGEMENT
ECONOMIC GENERATED VALUE
QUALITY AND EFFICIENCY OF THE PROCESSES
TECHNOLOGY AND INNOVATION
PARTICIPATION IN ASSOCIATIONS
94
96
98
101
103
106
109
114
116
METHODOLOGICAL NOTE
GRI CONTEX INDEX
DECLARATION OF ASSURANCE (external body declaration)
INFORMATION AND CONTACTS
118
121
127
129
FERCAM
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CEO LETTER
4 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

The transport and logistics sector is increasingly taking on a strategic role and is moving towards a
transition for the decarbonisation of the area: renewable fuels and alternative technologies play a
fundamental role in this change.
FERCAM’s journey towards zero emissions will require the adoption of a mix of technologies, from
electric to hydrogen and non-fossil fuels of organic origin.
In 2022, for long distance transport, we invested heavily in BioLng and HVO, also starting experiments
with electric vehicles.
For vehicles with limited daily travel, the BEV has become a viable technology and we have expanded
the fleet of electrified vehicles in distribution and installed systems for refueling electric vehicles at
various branches.
With a view to sustainability along the entire logistics chain, in 2022 we continued the process of
certifying procurement contracts, a voluntary procedure introduced by the Biagi Reform, with the aim
of building and consolidating increasingly stable and long-lasting relationships with qualified suppliers.
In the social sphere, FERCAM ECHO LABS entered into full activity in 2022, promoting innovation in
the logistics chain with a view to sustainable growth, putting people’s well-being and the careful use
of resources at the center.
The synergy between FERCAM and ECHO LABS will increasingly allow us to strengthen a virtuous
management and organizational model, based on the sharing of skills and resources.
The path started many years ago by FERCAM has led to the achievement of important results in 2022
from both an economic and sustainability point of view. We will not stop here, but we want to continue
on this path with new investments both in terms of innovation and towards people’s well-being.
In particular, in 2022 we intensified the training plan with the aim of strengthening and enhancing the
competence and professionalism of our collaborators, in particular through the “Leadership Excellence
Academy” and “FERCAM Talent Development” projects.
We are pleased to present our 2022 report, whose reporting also included the other Italian companies
in the group.
Enjoy the reading
CEO
Hannes Baumgartner
FERCAM
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INTRODUCTION
6 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
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INTRODUCTION
ABOUT FERCAM
SUSTAINABLE, EFFICIENT AND HIGH QUALITY SERVICES
Founded in Bolzano in 1949, FERCAM is today one of the main European logistics
operators: an evolution that started from road and rail full-truck-load transport,
through national and international land shipments, up to air and ocean shipping,
consolidating thanks to the opening of numerous and important logistics centers
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 rare combination of skills and reliable and
sustainable solutions, proposing ourselves as a single multi-specialized interlocutor
for high-speed full-truck-load and special transports, distribution services, contract
logistics, air and ocean shipments, removals, logistics for art and fairs.
FERCAM’s objective is the development of high-quality sustainable services
that respond to the requests of all interested parties, in compliance with current
legislation on the environment and safety at work.
In 2021, FERCAM strengthened its commitment to 360° Sustainability by
establishing FERCAM Echo Labs, a non-profit social enterprise.
With this initiative FERCAM wants to go beyond business to establish a non-profit
partnership network with the involvement of local territories, aware of the fact that
only the development of collaboration networks can lead to making the necessary
technological and social progress to contribute in relevant way to achieve the SDGs
of the UN 2030 Agenda.
FERCAM is the operational parent company of reference of the FERCAM group.
Starting from the 2022 report, a process has been started to extend the reporting
to the group companies, taking as reference the companies that are included in the
consolidated financial statement.
For 2022, the Italian companies of the group are included in the reporting and
specifically:
FERCAM S.p.A.
A CLASS WORLDWIDE
FERCAM REAL
STM S.r.l.
FERCAM FUTURE LABS S.r.l.
VINELLI & SCOTTO S.r.l.
FERCAM FACTOR
8 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
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INTRODUCTION
OUR HISTORY
1949
Foundation of the society
and railway carriage
FERCAM
1955
On the road
transport starts
1963
The Baumgartner
family takes over
1965
Conquering Europe:
expansion of the
vehicle fleet for
international transport
1976
Start of combined
transport
road / railway
1977
Development of
own branch
network in Italy
2009
Inauguration of
new Ottabiano
logistics centre
2008
Opening of the new Padua
logistics centre
2007
Start of service to Maghreb
countries with establishment
of company in Morocco
2005
Air & Ocean service
implementation
2012
Company opening
FERCAM Tunisia
S.a.r.l.
in Tunis
2013
2015
Opening of the FERCAM
company Lojistik ve Nakliyat
Limited S irketi in Istanbul
2016
“Landbridge” - land
intermodal service
Europe -China
Doubling
of the plant
Logistics of Bologna
2017
Integration of
company branch
Artoni
2018
FERCAM establishes Joint
Venture with partners
Israeli Isline
Inauguration of
the HUB Logistics
Centre central Bologna
Integration of the
Gondrand business unit
removals, art and fairs
10 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

1981 1982
1986
1993
1994
First branch
abroad
(Munich, Germany)
Branch network
expands abroad
(Spain, Holland)
Acquisition of
Gondrand
S.N.T.
Integration of
Gondrand's collective
services into FERCAM
Online connection of
the Italian Network
and introduction of
the barcode +
Tracking & Tracing
2004
Inauguration of the
new logistics center
in Milan (Rho)
2003
Partnerships with
Dachser
2001
Introduction of the
Company Train
1999
Opening of
new headquarters
in Bolzano
2000
Integration
logistics service
of warehouse
2019
Corporate participation
to BIOGAS WIPPTAL
Acquisition
of
Maimex
Rebranding of services
Fine Art and Fairs & Events
Start of
Emission-Free Project
Aquisition
Vinelli & Scotto
2021
Foundation of
FERCAM Echo Labs
Costitution FERCAM
Future Labs
FERCAM
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INTRODUCTION
SUSTAINABILITY NUMBERS 2022
13.893
TRAINING
HOURS:
€ 745.000.000
FERCAM S.p.A.
REVENUE:
67,6%
COLLABORATORS
AGE ≤ 50
1495
N.
COLLABORATORS
>23 MIL
MULTIMODE KM:
INJURY
FREQUENCY INDEX
58% MEN
42% WOMEN
31%
COLLABORATORS
WITH OVER
10 YEARS OF
PERMANENCE
5,98*
(*) frequency index (FI) = (number of injuries * 1.000.000) / hours worked
12 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

90%
FERCAM SYSTEMS
WITH LED
LIGHTING SYSTEM
19%
LNG VEHICLES:
€ 1.600.000
CAPITALIZED
INVESTMENTS IN
INDUSTRIAL AND
COMMERCIAL
EQUIPMENT
1.179.718
N. OF WEBSITE
VIEWS:
CLIENTS’
REVENUE
75% ITALY
25% ABROAD
1586 Ton
PHOTOVOLTAIC
ENERGY SAVED
CO 2
EMISSIONS:
2.992 MWh
PHOTOVOLTAIC
ENERGY
PRODUCED
BY FERCAM
SYSTEMS:
FERCAM
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INTRODUCTION
ORGANIZATIONAL STRUCTURE
FERCAM S.P.A. AND FERCAM GROUP
FERCAM S.p.A. is part of the FERCAM Group, leader in the goods transport and logistics sectors for businesses
and is controlled by the company “FERCAM Holding S.r.l.” - the group’s holding company.
The following participogram shows:
- the companies of FERCAM Group of which FERCAM S.p.A. is the parent company;
- the associated companies.
The new subsidiaries are highlighted in red.
14 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

S.p.a.
FERCAM LOGISTIK
GMBH
100%
100%
REAL S.R.L.
TRANSPORTES S.A. U
100%
100%
SERVICE GMBH
100%
TRANS FERCAM
MAGHREB SARL
86,67%
TUNISIE SARL
49,9%
100%
LOGISTICS LTD
52,41%
100%
NEDERLAND B.V.
100%
FRANCE SARL
100%
BELGIE BVBA
100%
ROMANIA S.R.L.
TRANSPORTE
DEUTSCHLAND GMBH
100%
100%
SLOVAKIA SRO
UKRAINE TOV
100%
100%
BULGARIA S.R.L.
VINELLI & SCOTTO
S.R.L.
100%
100%
AUSTRIA GMBH
LIC SPEDITION
&CONTAINER
LOGISTIK GMBH
51%
100%
POLSKA SP. Z.O.O
50%
100%
LOJISTIK VE NAKLIYAT
LIMITED SIRKETI
BY ISLINE & FERCAM
26%
100%
FACTOR S.P.A
JFO MAIMEX CO. LTD
BIOLNG BRENNER LNG
33,33%
100%
D.O.O. BEOGRAD
FERCAM ECHO LABS
S.R.L. IMPRESA
SOCIALE
50%
100%
SHPK
SYSTEM PLUS LOGISTIC
SERVICE GMBH & CO. KG
100%
MAIMEX INTERNATIONAL LTD
CEMAT S.P.A.
HUPAC S.P.A.
CONTROLLING
CONTROLLO
MINORITY
MINOTARIO -20%
-20%
100%
SWEDEN AB
FINANCE S.R.L.
100%
FUTURE LABS S.R.L
FERCAM VENTURES
S.R.L.
FERCAM
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INTRODUCTION
ORGANIZATIONAL STRUCTURE
ORGANIZATION CHART
The organization of FERCAM is structured
as described below and represented in the
organizational chart:
• Headquarters, which carries out transversal
functions and which includes the following
offices: HR, Administration, Finance, Budget
and Tax, IT, Quality and Environment, Legal
and Insurance, Purchasing, Occupational
Health and Safety, Facility Management,
Customs Consulting and Controlling.
The Headquarters provides support to all
group companies;
• Strategic Areas and Divisions that operate
in the different areas of expertise as described
in the following paragraph.
President
CEO
Board
of
Director
Human Resources
Information Technology
Finance
Administration
Controlling
Purchasing
Legal & Insurance&Compliance
Budget and Taxation
Marketing and Tender
Facility Management
Quality, Environment & CSR
Prevention and Protection Service
16 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

OUR SERVICES AND OUR NETWORK
FERCAM operates in the various transport and logistics sectors with specialized divisions.
FERCAM Transport Strategic Area, structured into:
• Transport Italy Division: provides FTL and LTL road transport services in Italy and transport for trade fairs;
• Freight Management International Division: provides FTL and LTL road transport services and in intermodal
mode throughout Europe
Distribution Strategic Area: specialized in the management of national and international groupage shipments;
Logistics Division: specialized in managing the entire customer supply chain;
Air & Ocean Division: supports customers in the import and export of goods to and from each port or airport;
Special Services Division: provides national and international moving services and transport services for works
of art and transport for trade fairs.
FERCAM S.p.A. provides all the services mentioned above.
The other companies in the group operate by offering the following services:
Company name
A CLASS WORLDWIDE
FERCAM REAL
STM S.r.l.
FERCAM FUTURE LABS S.r.l.
VINELLI & SCOTTO S.r.l.
FERCAM FACTOR
Activities carried out/processes
AIR TRANSPORT
FACILITY MANAGEMENT
CUSTOMS SERVICES
INNOVATION PROMOTION
RELOCATION
FACTOR SERVICES
With reference to FERCAM S.p.A., the market breakdown is as follows:
2021 2022
Italian customers
75%
75%
Foreign customers 25%
25%
FERCAM
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INTRODUCTION
OUR SERVICES AND OUR NETWORK
The main reference sectors are:
INDUSTRIAL
FAST MOVING CONSUMER GOODS (FMCG)
AUTOMOTIVE
CHEMICAL / PLASTIC
HOME SYSTEM
FOOD & BEVERAGE
PAPER INDUSTRY
18 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

Our network:
FERCAM
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INTRODUCTION
OUR SERVICES AND OUR NETWORK
Numbers
LE NOSTRE CIFRE
Al The 31|12|2023 most salient data at the FERCAM group level are given below:
€
EMPLOYEES
2.122
VEHICLE
3015
Loading units
NETWORK
109 own branches
61 Italy
36 UE
112 Extra UE
WAREHOUSES TURNOVER
External
€ 1,08 MRD
670.000 m 2
Internal:
515.000 m 2
In addition to being directly present on Italian territory,
FERCAM S.p.A. uses a network in Italy of over 60
distribution centers as well as European HUBs, the
result of the partnership with the ENTARGO network,
and a vast range of partners at an intercontinental level.
Services Provided at FERCAM Group Level:
2021 2022
TRANSPORT
442.638 transports 437.849 transports
NATIONAL & INTERNATION DISTRIBUTION
AIR & OCEAN
LOGISTICS
6.315.107 shipments
20.912 Teus per Sea
5.279.091 kg per plane
1.101.105 orders
5.808.512 shipments
23.494 Teus per Sea
5.326.634 kg per plane
1.118.678 orders
20 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
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INTRODUCTION
SUSTAINABLE DEVELOPMENT GOALS - SDGs
AGENDA 2030 AND OUR OBJECTIVES
At the end of 2015, the UN launched the new Agenda 2030, an action plan to achieve 17 strategic sustainable
development goals (Sustainable Development Goals or SDGs), signed by 193 countries including Italy.
The 17 sustainable development goals are divided into 169 specific targets and take into account the three
dimensions of sustainable development: economic, environmental and social. Every organization is called to
do its part to contribute to the achievement of objectives on a global and local scale.
22 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

INTRODUCTION
OUR STAKEHOLDERS
Below we point out FERCAM’s reference stakeholders, highlighting the communication channels for each.
COLLABORATORS
• Ethical code;
• Internal communication tools
(internal newsletter, house
organ, company intranet, social
network);
•internal and external events
dedicated to employees;
• Company climate analysis;
• Training courses.
SHAREHOLDERS
• Financial Reports;
• Sustainability report.
LEGISLATOR, PUBLIC
ADMINISTRATION AND
CONTROL BODIES
• Ethical code;
• Institutional documentation.
CLIENTS
• Ethical code;
• Periodic satisfaction surveys;
• Partnership development;
• Website, Social Network
and newsletter.
COMMUNITY AND TERRITORY
• Partnerships;
• Interaction with the institutions’
representative bodies;
• Press releases;
• Internet website
and Social Network
SUPPLIERS
• Ethical code;
• Qualification process
• Dialogue through meetings/
Surveys;
• Partnerships.
FERCAM
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INTRODUCTION
MATERIALITY ANALISYS
APPROACH
FERCAM uses materiality analysis in order to identify and prioritize the issues that are most relevant to the
organization and our stakeholders.
During 2022, an assessment of the organizational context was carried out in order to identify the positive and
negative impacts of the organization and evaluate the importance of the impacts.
The tool used was the B-Assessment with the support of relevant experts and the involvement of internal
stakeholders.
The point of view of external stakeholders was instead determined through analysis of the sector context,
benchmark analysis, analysis of the mapping of the relevant aspects highlighted in international publications.
The result of the survey was also taken into account, which is carried out every 2 years involving all collaborators
and a significant sample of external stakeholders: the most recent was carried out in 2021 and the next is
scheduled for the fourth quarter of 2023.
These themes were taken up internally by the reference group considering the internal and external organizational
context.
Based on the outputs of the context analysis and the survey, the materiality analysis - impact table is presented
below, indicating the type (positive/negative) for each impact.
MATERIAL
THEME
MAIN IMPACT GENERATED (POTENTIAL/CURRENT)
TYPE OF
IMPACT
LEVEL OF
IMPACT
UN
SDGS
ENERGY
EFFICIENCY
With the completion of relamping, the margins for intervention
are reduced in order to further reduce the consumption of
non-renewable resources.
Investments linked to photovoltaic systems and energy efficiency
interventions.
Medium
Medium
Reduction of raw materials used in processes due to their failure
to reuse.
Low
CIRCULAR
ECONOMY
Development of local partnerships or support in the territories
in which FERCAM operates for the purpose of circular economy
activities (recycling and recovery of waste produced).
Medium
24 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

MATERIAL
THEME
MAIN IMPACT GENERATED
(POTENTIAL/CURRENT)
TYPE OF
IMPACT
LEVEL
IMPACT
OF
UN
SDGs
GHG EMISSIONS
AND
INNOVATION
Failure to reduce emissions due to the failure to adopt
alternative technologies by the supply chain.
Costs too high for large-scale adoption.
Reduction of CO2 emissions thanks to the use of alternative
fuels, the renewal of the vehicle fleet and the development of
intermodal transport.
Medium
high
STAKEHOLDER
AND LOCAL
INVOLVEMENT
Reduction of attention to requests from stakeholders and the
territory.
Development of partnerships and collaborations, discussion and
communication channels for sustainable growth.
low
Medium
HEALTH AND
SAFETY AT
WORK
Increase in accident rates due to a decline in attention towards
Health&Safety culture.
Constant attention to the issues of protection of workers’ health and safety
through preventive actions and training activities.
Medium
high
SUPPLY
CHAIN
Increased impacts on environmental and safety aspects due to
the failure to adopt good environmental and safety practices
by suppliers.
Promotion of principles related to ESG issues in relation to the
Supply Chain.
low
Medium
WELL-BEING,
DEVELOPMENT
AND
MOTIVATION OF
COLLABORATORS
Reduction in employee engagement.
Improved worker well-being thanks to an inclusive work
environment that values collaborators, also in terms of increased
skills and greater opportunities.
Medium
Medium
CORPORATE
GOVERNANCE
AND
COMPLIANCE
Suboptimal management of disputes and potential events
involving the company.
Guarantee the transparent communication of information
relating to the company’s operations.
low
high
QUALITY AND
EFFICIENCY OF
PROCESSES
Lack of clear and transparent communication towards customers.
Increase in service quality and process efficiency.
low
Medium
FERCAM
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INTRODUCTION
MATRIX OF MATERIALITY
26 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

In support of FERCAM’s constant commitment to following the path towards sustainable development, and
aware that we too can support the achievement of these strategic objectives, we have identified the following
reference objectives, in line with the priorities defined by FERCAM and with the themes identified materials.
GOAL STRATEGIC PRIORITIES AND ACTIVITIES 2023 REFERENCE
MATERIAL TOPIC
Strengthen the involvement of collaborators in terms of health, safety and well-being.
Continue with supply chain awareness activities.
Health and safety at
work.
Achieve the overall power of installed photovoltaic systems for a total of 4 MW.
Complete the relamping interventions on all sites owned by the group.
Increase the number of FERCAM sites equipped with systems for refueling electric
vehicles.
Energy
resource management
GHG emissions.
Investing in the personal and professional development of collaborators in line with the
provisions of the 2025 strategy.
Well-being of collaborators
Training and development of
collaborators.
Strengthen collaborations and partnerships with a view to contributing to innovating and
improving the future goods mobility system, directing us in particular towards:
• HVO;
• Bio-LNG;
• Electrification of the distribution fleet of vehicles up to 16 tons;
• Tests on hydrogen and other alternative fuels.
Strengthen local relationships through direct involvement of our stakeholders and
measurement of the impacts created through such collaborations.
Involve suppliers in collaborative projects aimed at reducing environmental impact,
through the extension of the Emission Free Delivery project.
Mobility and Innovation.
Quality and efficiency of
processes.
Stakeholder involvement.
Continue with the development of initiatives in the circular economy and for the reduction
of raw material consumption.
Increase digitalization towards paperless processes.
Formalize social and environmental performance requirements for the most strategic supplier
categories.
Increase the use of alternative fuels currently available (HVO, LNG, Bio – LNG).
Continue partnerships in the field of technological innovation and collaboration along
the entire supply chain while also promoting the development of intermodal transport.
Measure and define objectives in terms of GHG impact reduction.
Supply chain.
Waste management.
Mobility and Innovation.
GHG emissions.
FERCAM
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ENVIRONMENTAL
ENVIRONMENTAL SUSTAINABILITY AND INN
28 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

OVATION
FERCAM
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ENVIRONMENTAL
OUR APPROACH: CLEAN, SMARTER LOGISTICS
Aware of the important role of logistics and transport for the economy and society, FERCAM operates on the
market through:
• the adoption of technological solutions in order to optimize each phase of the process along the supply chain,
offering increasingly smart and efficient services;
• the search for goods mobility solutions consistent with the company mission and which allow a reduction in
environmental impact, particularly in terms of intensity of CO2 emissions.
Our company policy signed by the President in April 2020 includes, with reference to the environment, the
following commitments:
Optimize energy and raw material consumption and promote waste management aimed
at their reduction and reuse.
Monitor, evaluate and where possible reduce the impact of the activities carried out on
the environment, involving suppliers and customers.
Provide adequate training and information to its collaborators in relation to the activities
carried out.
Involve company functions at different levels and define measurable objectives.
Inform stakeholders about our performance.
30 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

In particular, our contribution to sustainability
is expressed through
CONTRIBUTION
TO THE
CULTURE OF
SUSTAINABILITY.
CONTRIBUTION TO
INTERMODALITY.
ENERGY AND
BUILDING
EFFICIENCY
STRATEGY
INNOVATION IN
MOBILITY.
PARTNERSHIP
FOR MORE
SUSTAINABLE
LOGISTICS.
FERCAM
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ENVIRONMENTAL
OUR APPROACH: CLEAN, SMARTER LOGISTICS
In particular, the parent company FERCAM S.p.A., in order to guarantee the sustainability of its processes,
has adopted a management and systemic approach based on the international standard ISO 14001, which is
expressed in particular through the mapping and monitoring of its environmental aspects and impacts .
The monitoring of our environmental indicators represents the input for the annual review (and where necessary
update) of the mapping of our environmental aspects and impacts, in order to re-assess their significance. This
process is implemented as defined in the specific company procedure for the evaluation and significance of
environmental aspects.
This activity is also carried out with the support of BI tools, and through the analysis of such data over time
it allows on the one hand to reduce environmental impacts and the probability of harmful events and on the
other to use resources more efficiently available.
The data relating to our environmental indicators are reported in the “Environmental Indicators” paragraph.
ENERGY
CONSUMPTION
WASTE
PRODUCTION
MAIN
ENVIRONMENTAL
IMPACTS
ATMOSPHERIC
EMISSIONS
FUEL
CONSUMPTION
32 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

SUSTAINABILITY AND INNOVATION IN TRANSPORT
FERCAM group pays constant attention to the issue of sustainability and innovation in the transport and
logistics sector. This attention translates on the one hand into collaborations with external partners in order
to develop or test innovative solutions and on the other by orienting itself and investing to keep its fleet in line
with the highest industry standards. Starting from 2018, FERCAM began making important investments with
the purchase of an initial fleet of LNG vehicles.
Vehicles powered by liquid natural gas bring significant advantages in terms of sustainability and, in particular:
Particulate
reduction;
99% NOx
reduction 60%
Reduction of vehicle noise
compared to the threshold
values of Euro V vehicles.
The current composition of the vehicle fleet is as follows:
LNG
VEHICLES
19% Euro
VI
vehicles
74%
Euro
V
EEV
7%
( liquefied natural gas) (Enhanced Environmentally
Friendly Vehicle)
Alongside investments in the purchase of LNG vehicles, FERCAM has launched various projects which can be
grouped as follows:
• BIO – LNG project;
• HVO project;
• Emission Free Delivery Project;
• Pilot projects for new technologies.
These projects are developed in partnership with suppliers or research bodies, aware of the fact that only the
development of collaborative networks can lead to making the necessary technological and social progress to
significantly contribute to the achievement of the SDGs of the UN 2030 Agenda and the European Green Deal.
FERCAM
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ENVIRONMENTAL
SUSTAINABILITY AND INNOVATION IN TRANSPORT
BIO LNG PROJECT
Since September 2020, FERCAM has taken part in a project relating to the production of BIO LNG: together
with other South Tyrolean companies, FERCAM has signed a corporate participation agreement in BIOGAS
Wipptal .
Biogas Wipptal based in Val di Vizze was established in 2008 by 62 partners with the aim of producing fertilizers
and biogas for electricity, reusing livestock effluents from dairy cattle farms.
Thanks to this new agreement and after appropriate adaptation and reconversion work, Biogas Wipptal will start
the production of Bio LNG for transport (liquid natural gas produced from biomass) at its plant in Val di Vizze .
For FERCAM it represents a global investment in the name of sustainability and in compliance with the principles
of the circular economy which favors production processes with low impact, fairness and high social value.
Production began in 2022 and will enter full swing in 2023.
34 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

HVO BIOFUEL PROJECT
Tests for the use of alternative fuels continued in 2022, in particular ENI’s HVO.
HVOlution of ENI is a biofuel produced 100% from renewable raw materials (pursuant to Directive (EU)
2018/2001 “REDII”). The Hydrotreated Vegetable Oil is produced from waste raw materials of biogenic origin
(used edible oils, animal fats, processing waste of vegetable raw materials), not in competition with food or
fodder crops and without palm oil. The use of this biofuel makes it possible to contribute to the containment
of a substantial reduction in CO2 emissions in the transport sector. According to the conventional criterion
of Directive (EU) 2018/2001 “REDII”, the reduction in CO2eq emissions of HVO biofuel along the logisticsproduction
chain in 202 is between 60% and 90%, compared to the reference fossil mix (i.e. 94g CO2eq/MJ),
depending on the raw materials used for its production. The reduction of emissions must be considered along
the entire life cycle, therefore considering that the raw materials used are all of biogenic origin and mainly
derived from waste and processing residues: this is a circular economy applied to the mobility transition.
From 2023, HVO consumption will be promptly reported as a raw material of recycled origin and the reductions
in CO2 emissions obtained thanks to its use will be reported.
FERCAM
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35

ENVIRONMENTAL
SUSTAINABILITY AND INNOVATION IN TRANSPORT
EMISSION FREE DELIVERY PROJECT
Rome is the first city in which FERCAM started the EMISSION FREE-DELIVERY pilot project.
The pilot project involves the conversion of the fleet of diesel and LPG vehicles with electric and methane
vehicles. Our transport service providers from the Rome branch join the project for deliveries that arrive in
Rome from national and international territory and are delivered to the area of expertise for the last mile
distribution service from the Rome branch. The charging of the vehicles is carried out at the Rome branch
which is equipped with a photovoltaic system.
The Project was designed with WTW (Well-to-Wheel) logic, i.e. taking into account the entire life cycle of the
vehicle (LCA, Life-Cycle-Assessment) and the methods of production, transport and distribution of fuel and
electricity.
The pilot project, started in the Rome branch, was extended in 2022 to other branches in Italy and will continue
in 2023.
Furthermore, in 2022 to support this project, 9 branches of the network were equipped with local electric
charging systems.
From the 2023 report, monitoring indicators will be made available in relation to this project.
36 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

PILOT PROJECTS NEW TECHNOLOGIES
FERCAM has launched several collaborative projects to contribute to the transition towards carbon neutral
solutions, seeking the most appropriate technological and environmental solutions for short-range and
long-range transport.
In particular, the collaboration started in 2021 continues with the agreement with the CNR-ITAE for consultancy
on the design and construction of:
• zero emission vehicles BEV (Battery Electric Vehicle) and Hydrogen FCHEV (Fuel Cell Hybdrid Electric Vehicle);
• renewable energy source production plants ;
• storage and distribution of alternative fuels (EE – Green Electricity / H2 – Green Hydrogen).
Among the main steps in 2022 are:
• October 2022: FERCAM tested the eDAILY, the first fuel cell electric vehicle prototype and presented by
IVECO;
• November 2022: FERCAM signed the agreement with IVECO with the aim of putting the first Nikola Tre
electric tractor on the road in 2024. FERCAM, GLS, LC3 and SMET will be the four strategic partners to
contribute to the decarbonisation of the sector.
INTERMODALITY
In February 2000 FERCAM was among the founders of Rail Traction Company, the first private railway company
in Italy to operate intermodal freight traffic on the RFI (Italian Railway Network) tracks and is currently a
partner of the leading intermodal companies HUPAC and CEMAT.
Since 2007 it has used a company train with daily departures for Northern Europe: compared to road, rail
transport allows a 15% greater payload capacity and high speed on long routes.
In 2022 FERCAM carried out over 25.000 intermodal transports , with benefits in terms of number of vehicles
circulating on the roads, consumption of energy resources and in particular CO2 emissions: the intermodal
system allows on average a reduction in CO2 emissions of 55% compared to road transport.
23 million kilometers have been traveled with this mode of transport and emissions of over 33.000 tons of
CO2 have been avoided.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
37

ENVIRONMENTAL
SUSTAINABILITY AND INNOVATION IN TRANSPORT
Thanks to its position wthin the ceramic district, the Sassuolo branch supports a portion of the export transport
of ceramics from Sassuolo to Germany/Benelux, and the import of raw materials (clay) from the Frankfurt area
(Germany) to the ceramic producers of Sassuolo.
The traffic managed by the Sassuolo branch is carried out via intermodal transport, 100% import and approximately
50% export: this logistics solution has significant advantages in terms of environmental sustainability.
38 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

The map shows the routes
managed by intermodal.
München
Milan
Padua
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
39

ENVIRONMENTAL
FACILITIES
FERCAM, with its branches in Italy, occupies a total surface area (internal + external) of over 1.100.000 sqm.
The other group companies included in the reporting perimeter are located at FERCAM sites with the exception of the sites
of the companies STM and Vinelli & Scotto.
Our facility management strategy plays an important role in pursuing our commitment to the rational and efficient use of
natural resources and the mitigation of our impacts.
This strategy applies to both owned and rented structures, and can be traced back to the following intervention guidelines:
1. intelligent technologies (e.g. LED lighting systems with home automation);
2. renewables;
3. plant optimization.
Based on this strategy:
• new branches are equipped with heat pump technology combined with a photovoltaic system and LED lighting
system;
• monitoring and analysis of energy consumption is implemented for each site, ensuring the correct functioning
and setting of the heating and cooling systems. Such monitoring allows us to promptly identify any anomalies in
consumption and to adopt targeted energy efficiency and saving measures.
The consumption of energy resources in the real estate sector is related to:
1.
electricity for office lighting and heating
and lighting for logistics warehouses and
external areas:
70%
2.
energy for recharging electric servo
vehicles
20%
3.
other sources for office heating
10%
With reference to the FERCAM branches owned by the Group, at the end of 2022:
PHOTOVOLTAIC SYSTEMS:
- total power of 3.5 MW;
- photovoltaic energy produced in 2022: MWh 2.992;
40 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

- photovoltaic energy produced and self-consumed in 2022: MWh 1.595.
Below are the data relating to Kw produced and Kw self-consumed at FERCAM plants :
3.500.000
3.000.000
2.991.899
2.500.000
2.000.000
1.500.000
1.349.650
1.617.324
1.594.618
1.000.000
823.357
1.002.682
500.000
0
KW GENERATED
SELF-CONSUMED KW
2020 2021 2022
Investments in photovoltaic systems have made it possible to bring a collective benefit in terms of CO2
emissions reductions equal to 3.158 tons in the three-year period 2020-2022 (to be consistent with
previous reports, the following emission factor of the Italian distribution electricity mix is considered: 0,53
kg of carbon dioxide/for one kilowatt hour of electricity – 2020 Ministry of the Environment website data).
LED LIGHTING SYSTEMS:
90% of the branches owned by the group are equipped with LED lighting systems, and it is the aim of carrying out
relamping interventions on the other sites in the coming years in order to reach the 100% objective.
The following map represents the distribution across the territory, considering both owned and leased branches:
• branches with the presence of a photovoltaic system;
• branches with LED lighting system
In addition to reporting the active systems as of 12/31/2022, the projects for the year 2023/24 are also reported
in order to achieve the objectives described above.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
41

ENVIRONMENTAL
FACILITIES
PHOTOVOLTAIC
PROJECTS
2023/24
BOLZANO (1)
CATANIA
CESENA
COSENZA
CUNEO
GENOA
RHO (1)
PALERMO
PIACENZA
REGGIO EMILIA
TERNI
TURIN (2)
TREVISO
VERONELLA
PRESENT
31/12/2022
ANCONA
BERGAMO
BOLOGNA
BOLZANO(1)
BRESCIA
COMO
CREMONA
LATINA
MANTUA
CARPIANO
RHO(1)
VIGNATE
MODENA
NAPLES
NOVARA
PADUA
PAVIA
PERUGIA
PESCARA
PISA
PRATO
ROME
UDINE
VERONA
VICENZA
42 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

LED
PROJECTS
2023/24
ALESSANDRIA
BOLOGNA (1)
PARMA
PERUGIA
PIACENZA
PRATO
VERONA
PRESENT
31/12/2022
ASCOLI PICENO
BARI
BERGAMO
BOLOGNA
BOLZANO (2)
BRESCIA
BUSTO ARSIZIO
CATANIA
CESENA
COMO
COSENZA
CREMONA
CUNEO
GENOA
LATINA
MANTUA
CARPIANO
RHO (2)
VIGNATE
MODENA
NAPLES
NOVARA
PADUA
PALERMO
PAVIA
PESCARA
PISA
REGGIO EMILIA
ROME
TERNI
TURIN (2)
TREVISO
UDINE
VERONELLA
VICENZA
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
43

ENVIRONMENTAL
PERFORMANCE MONITORING
With a view to monitoring its social and environmental
performance, FERCAM has been a member of Ecovadis
(Supplier Sustainability Ratings ) and to Sedex (Supplier
Ethical Data Exchange).
With reference to the Ecovadis platform, FERCAM has
currently reached the Bronze level.
In 2019 we joined the SMETA protocol (Sedex
Members Ethical Trade Audit) and the Ethical Trading
Initiative Base Code (ETI Base Code), an internationally
recognized code of working practice based on the
conventions of the International Labor Organization
(ILO).
In May 2022 at the Bolzano headquarters we supported
the audit by a third party relating to the verification of
the requirements of the SMETA protocol.
SMETA is a social audit procedure, which aims to
evaluate responsible supply chain activities, including
labor rights, health and safety, environment and
business ethics.
FERCAM also receives second-party audits on behalf
of multinational clients on aspects related to service
provision and environmental, ethical and workplace
health and safety aspects.
44 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

Safety & Quality Assessment For Sustainability
FERCAM transports dangerous goods thanks to a modern and adequately equipped fleet and constantly trained
personnel.
As required by EC Directive 96/35, FERCAM has appointed its own DGSA (Dangerous Goods Safety Advisor)
consultant, i.e. the professional figures who have the task of promoting actions to facilitate the carrying out of
activities in compliance with the regulations and in conditions optimum safety.
FERCAM staff training is distinguished between:
• non-travelling personal training: internal training provided by the DGSA consultant;
• traveling personnel training: training provided by an external body with a final theoretical exam, upon passing
which the ADR professional training certificate is issued. This certificate must be renewed every 5 years and is
mandatory for driving vehicles transporting dangerous goods under the ADR regime.
FERCAM also requires its transport and handling suppliers to certify the specific training relating respectively
to the transport and handling of dangerous goods and for the management of possible emergencies related
to the same.
With a view to managing its processes, FERCAM has
obtained accreditation for its Bolzano sites since 2005
based on the SQAS (Safety & Quality Assessment for
Sustainability) standard, which is renewed every 3
years.
The last audit was carried out in 2020 and achieved a
score of 84% (2017 score: 83%).
The next audit will be in 2023.
SQAS accreditation scheme is developed by CEFIC, the
European Federation of Chemical Industries.
This is a certification requested by many companies
operating in the chemical products sector, as it represents support for companies in the process of selecting
logistics service providers and in defining improvement actions.
SQAS system evaluates the quality, safety and environmental and social performance of logistics service
providers and chemical product distributors through audits carried out by independent assessors using a
standard questionnaire.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
45

ENVIRONMENTAL
ENVIRONMENTAL INDICATORS
ENERGY INTENSITY AND GHG EMISSIONS
FERCAM’s energy consumption is represented by approximately 95% of fuel consumption, as well as the raw
material used for transport, and energy consumption and is related to:
• fleet fuel (diesel, LNG);
• fuel fleet of company vehicles (diesel). To date there are 4 electric cars;
• warehouse and office lighting (electricity produced from renewable sources and purchased from the grid).
The remaining portion is represented by the energy sources used for heating (methane gas).
With reference to the year 2022, the reduction in electricity consumption is linked to efficiency measures on the plants,
while that linked to diesel consumption is connected to a growing share of LNG vehicles within the fleet.
From next year, thanks to the inclusion of sustainable fuels (Bio LNG and HVO), the percentage of recycled origin will be
reported.
300.000
275.000
ENERGY CONSUMPTION (GJ)
250.000
225.000
200.000
175.000
150.000
125.000
100.000
75.000
50.000
PHOTOVOLTAIC
ENERGY
ELECTRICITY
METHANE (+ OTHER
OFFICE HEATING
SOURCES)
LNG
GASOL
VEHICLE FLEET
25.000
0
2020 2021
2022
46 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

In order to further reduce the impact in terms of CO2 emissions, projects related to the installation of photovoltaic
systems and LED lighting continued in 2022 as described in the chapter relating to facilities.
Greenhouse gases (GHG) emissions are also related to energy consumption.
With reference to the table below:
• scope 1 emissions are direct emissions, in this specific case those linked to the fuel consumption of the company
fleet, company cars and heating sources (methane, diesel).
The reduction in GHG emissions over the last year benefits in particular from the increase in the LNG fleet;
• scope 2 emissions are indirect emissions from energy consumption, in this specific case those linked to the
purchase of electricity.
The reduction of GHG emissions in the last year benefits in particular from investments in photovoltaic systems.
The data were calculated by referring to the parameters of the Greenhouse Gas Protocol (https://ghgprotocol.
org/ghg-emissions-calculation-tool) (expressed in tons CO2e).
GHG Protocol 2020 2021
2022
Scope 1
Direct emissions
Scope 2
Indirect emissions (*)
(*) gross of benefits in terms of CO2 reductions linked to photovoltaic systems
9.283 7.444
6.739
640 639
482
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
47

ENVIRONMENTAL
ENVIRONMENTAL INDICATORS
USE OF WATER RESOURCES
The main use of water resources in all FERCAM sites is connected exclusively to healthcare uses, as office and
logistics activities are carried out.
FERCAM began monitoring consumption trends in 2021. The monitoring takes place based on the estimate of
consumption obtained from the bills (the data is expressed in megalitres).
WATER CONSUMPTION FERCAM S.p.A. (ML)
60,00
50,00
40,00
30,00
20,00
10,00
0
2021 2022
The Bolzano Officina site deserves special mention, equipped with a vehicle washing system.
In order to reduce the consumption of water resources, a purification plant with a water recovery system has
been installed at the washing plant: for each wash, on average 80% of water comes from the purification and
recovery process and only 20% water taken from a well.
The withdrawal of water from the well is carried out according to the provisions of the concession issued to
FERCAM S.p.A. by the Autonomous Province of Bolzano - Water Resources Management Office.
As required by provincial legislation, FERCAM annually sends notification of the withdrawals made to the
Province of Bolzano. In 2022 the quantity of water withdrawn was approximately 650 m3, down compared to
2021.
Estimating that 0,6 m3 of water are used for each wash and considering an average of 250 washes per week,
compared to a requirement of 150 m3 of water per week, only 30 m3 of clean water are used.
48 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

CONSIDERING 50 WEEKS OF OPERATION, WE CAN THEREFORE
ESTIMATE A SAVING OF WATER FROM WELLS EQUAL TO 6.000
M3/YEAR.
The purification system serving the washing plant of the Bolzano workshop is a biological washing water
treatment system, which allows the use of chemical products to be eliminated.
The industrial waste water coming from the two washing plants is treated through oil separation systems and
a biological purification plant and subsequently introduced into a storage tank for recirculation with overflow
into the black water sewer.
Maintenance of oil removal systems is carried out in accordance with EN 858-2 by qualified external personnel.
FERCAM also annually carries out analyzes of the quality of waste water, making use of an accredited external
laboratory, in order to guarantee compliance with the emission limits indicated in the authorization. Specifically,
the water coming from the washing plant released into the sewage sewer must comply with the limits set by
Provincial Law 8/2002 - Enclosure E.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
49

ENVIRONMENTAL
ENVIRONMENTAL INDICATORS
WASTE MANAGEMENT
FERCAM constantly monitors the production and management of waste linked to its service provision cycle.
The waste produced by our FERCAM sites is mainly linked to office and warehouse activities, typically:
ORIGIN OF
WASTE
OFFICE ACTIVITIES
WAREHOUSE ACTIVITIES
TYPE OF WASTE
PAPER
PLASTIC
RESIDUE
ELECTRICAL AND ELECTRONIC EQUIPMENT
TONER
NEON
PAPER AND CARDBOARD PACKAGING
PLASTIC PACKAGING
MIXED PACKAGING
WOODEN PACKAGING
With reference to the workshop activity (activity carried out in 2 branches), there is the production, although
limited, of waste related to the specific activities, in particular: iron and steel, oil filters, lead batteries and
end-of-life tyres.
Waste management takes place in compliance with the provisions of national and local legislation, selecting
service providers regularly registered in the environmental management register. With reference to special
waste, FERCAM S.p.A. has equipped itself with waste loading and unloading registers for each site and annually
carries out the annual MUD declaration.
For waste produced by offices, separate collection is promoted and encouraged at all sites.
CONSIDERING THE 3 TYPES OF PACKAGING INDICATED ABOVE,
IN 2022 THERE WILL BE A REDUCTION IN WASTE EQUAL TO 10%
COMPARED TO 2020.
50 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

Below are the data of the main types of waste managed (expressed in tons):
3500
3000
2947
2500
2000
1767
2078 2135
1947 1950
1500
1000
500
298
468 378
0
PAPER AND CARDBOARD
PACKAGING
WOOD
PACKAGING
MIXED
PACKAGING
2020 2021 2022
The aforementioned types of waste are all sent for recovery.
Type of waste produced (kg)
7.485
non-hazardous
hazardous
4.518.961
From next year there will be reports on the total hazardous waste produced and the relative destination of
the waste (recovery or disposal).
FERCAM
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51

ENVIRONMENTAL
CULTURE OF SUSTAINABILITY & PARTNERSHIP
ENVIRONMENTAL INITIATIVES
• Creation for each branch of a company noticeboard on issues related to Quality, Environment and Safety
through which to disseminate good environmental practices, with particular reference to energy consumption
and waste management.
• Through the company newsletter and the company intranet we want to raise awareness among our collaborators
of environmental and sustainability issues and contribute to increasing individual awareness of
the environmental and social impact of their activities.
• Collaboration with the social enterprise FERCAM Echo Labs in order to spread experimental and innovative
practices throughout the territory, for interventions guided by social, ecological and environmental objectives
and in particular, with reference to the theme of recycling, reuse, and the development of a virtuous and circular
economy.
• Involvement of stakeholders through promotion and awareness of suppliers to encourage the adoption of
means of transport with a lower environmental impact (in particular methane vehicles and electric vehicles).
• Stakeholder involvement through FERCAM Blog and social networks.
• Awareness-raising activities towards the use of resources and intensification of the digitalisation of processes.
PARTICIPATIONS IN FAIRS
GREEN LOGISTICS EXPO :
In October 2022, FERCAM took part in the Padua fair dedicated to sustainability on concepts such as upcycling
and reuse, and then also declining the theme on values of social solidarity aimed at the inclusion and integration
of fragile sections of the population, such as political refugees, asylum seekers and disabled people.
In particular, the exhibition stand was entirely created with reused materials:
• cardboard panels, designer furnishings designed by eco-designers using recycled wood from disposable
pallets, carefully dismantled, unnailed and cleaned;
• islands of greenery, made up of aromatic plants, herbs and flowers which, once the fair ended, populated the
areas dedicated to biodiversity already created in various branches of the company.
During the Green Logistics FERCAM promoted a PANEL entitled “Hydrogen: from research to concrete
application”, in which it participated together with CNR-ITAE, Sapio Group and Iveco, discussing the state of
the art and future developments.
52 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
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53

ENVIRONMENTAL
CULTURE OF SUSTAINABILITY & PARTNERSHIP
PARTNERSHIP FOR THE DEVELOPMENT OF MORE SUSTAINABLE LOGISTICS
Gila Project
The GILA (German, Italian & Latin American consortium for
resource efficient logistics hubs & transport) project aims to
contribute to global efforts aimed at reducing the environmental
impact (in particular the carbon impact) of logistics.
The focus is on logistics sites that play a connecting role within
supply chains and refers to all sites that combine different
transport routes or are the starting or ending point of supply
chains.
To achieve this goal, the project addresses two main research areas:
• best practices and future requirements, services and concepts for sustainable logistics sites within an energyand
resource-efficient transport chain;
• creation of a methodological framework for the detection and monitoring of the environmental performance
of logistics sites.
The Fraunhofer IML (Germany) is the body responsible for project leadership and scientific implementation
of the project.
FERCAM is one of ten international project partners and provides the perspective of a Logistics Service Provider
to discuss research questions and develop applicable solutions and environmental KPIs.
The project started in July 2020 and will be completed by July 2023.
Contract logistics observatory
FERCAM is a partner of the “Gino Marchet” Contract
Logistics Observatory.
The “Gino Marchet” Contract Logistics Observatory
is a working group within the Digital Innovation
Observatories that analyzes the third-party logistics
sector in Italy, making use of the collaboration with
Assologistica and the support of sector specialists.
Alongside analyzes of the evolution of the Italian
market linked to outsourced logistics, the observatory
studies the role of innovation and aims to spread
excellent practices in the sector.
54 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

ECTA
Since 2021 FERCAM has been a member of ECTA.
The European Clean Trucking Alliance (Ecta) is a climate alliance
joined by companies in the transport, logistics and retail sectors,
including Ikea, Deutsche Post Dhl Group, Unilever, Nestlé.
The aim is to support the road freight transport sector on the
path towards the decarbonisation of road freight transport and
the transition to zero-emission trucks.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
55

SOCIAL
PEOPLE AND THE TERRITORY
56 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
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57

SOCIAL
OUR COLLABORATORS
FERCAM 2025 corporate strategy focuses on projects and actions relating to the management and development of human
resources.
In 2022 the projects developed had the following focuses:
• the definition of a new leadership development path (Leadership Excellence Academy);
• managerial skills analysis and development project (Talent Development);
• digitalization and systematization of the process of identifying training needs and providing training.
STAFF SELECTION PROCESS
In the management of human resources, FERCAM considers the process of selecting and integrating personnel
to be crucial and for this reason the activity is carried out by a dedicated internal office, which also includes
collaborators specialized in work psychology.
For each role in the company there is a skills profile (technical and behavioral), which is used during selection
interviews to choose collaborators in line with what is sought.
Definition
of desired
profile
CV
screening
Telephone
interview
Interview
with area
manager
HR
interview
Behavioral
questionnaire
We also favor permanent contracts and aim to invest in people and professional growth in order to build loyalty
in the relationship with our collaborators.
In line with our internal policies, future new collaborators are asked to share and sign the Ethical Code and the
privacy information for the processing of personal data.
Collaborators with over 10 years of tenure
31%
As of 31/12/22 the total number of collaborators of the companies reported is 1.495 (of which 1.474 for FERCAM
S.p.A.), while the turnover rate went from 6,50% in 2020 to 10,31% in 2021, to 10,19 in 2022.
58 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

From a contractual point of view, all collaborators are covered by the National Collective Labor Agreement.
Furthermore, attendance management and payroll processing are carried out internally by the HR office.
FERCAM Future Labs S.r.l., to date, has no subordinate collaborators.
Below is a detail of the CCNL applied for each individual company:
FERCAM S.p.A.
A CLASS WORLDWIDE
STM S.r.l.
Transport and Logistics - last renewal 18/5/2021
VINELLI & SCOTTO S.r.l.
FERCAM REAL
FERCAM FACTOR
Commerce and Tertiary 31/7/2018
Where present, the CCNL for Industry Managers is also applied.
By company policy, no new hire is assigned the minimum level required by the relevant CCNL of reference.
Finally, we are careful to combine the interests of the company with those of our collaborators and maintain a good
dialogue with the unions. We believe that with a good relationship between the parties we can better plan the activities
of providing our services and guarantee the rights of our workers.
The trend in the composition of collaborators by age and gender is as follows:
18-30
208
31-50
784
50>
433
Staff composition by gender:
2020
FERCAM S.p.A.
2021
2022
FERCAM S.p.A.
SCOPE OF THE REPORT
223 274
775 737
455 484
MEN
WOMEN
TOTAL
856
569
1425
2020
FERCAM S.p.A.
2021
2022
FERCAM S.p.A.
SCOPE OF THE REPORT
854 861
599 634
1453 1495
The logistics and transport sector has historically had a greater male presence, due to the fact that the drivers are
mainly men, but we can note that the rate of female presence has increased compared to 2021, reaching 42% in 2022.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
59

SOCIAL
OUR COLLABORATORS
With reference to 2022, the gender composition by age group is shown below:
500
400
300
339
398
331
200
100
142
132
153
0
18-30 31-50 50>
F
M
Referring to the classification of collaborators, the distribution by gender and age in 2022 is represented
as follows:
Executives / Middle Managers
Women
34
Men
143
Employees
600
580
2019
Workers
/
25
Driver
/
113
From the point of view of the origin of the collaborators, the majority of them are of Italian nationality :
58
72
1365
ITALY
EXTRA EU COUNTRY
EU COUNTRY
60 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

By focusing on the staff hired in 2022, an equal component of gender hiring is highlighted in both the 18-30
and 31-50 ranges.
100
80
60
40
20
0
2022 HIRES BY GENDER AND AGE GROUP
78
70
50 50
21
10
18-30
31-50
50>
F
M
As regards resignations, the male gender prevails in the 31-50 range.
80
RESIGNED 2022 BY GENDER AND AGE GROUP
70
60
50
56
58
40
30
20
23
35
15
31
10
0
18-30
31-50
50>
F
M
FERCAM
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61

SOCIAL
HUMAN CAPITAL MANAGEMENT
Human capital management involves the following actions:
• promote involvement and dialogue with collaborators;
• provide the necessary tools to be able to do their job better;
• protect the health and safety of collaborators;
• provide opportunities for training and professional growth;
• communicate company strategies and news.
COLLABORATORS ENGAGEMENT
There are numerous tools and initiatives promoted in order to encourage dialogue and consultation with
collaborators and to disseminate corporate strategy and values. The following are particularly highlighted:
INITIATIVES FOR NEW HIRES
“Onboarding” project: aims to accompany the new hire during the onboarding phase.
Initial training: to be carried out within the first month of hiring with the aim of providing tools and
information for better onboarding in the company.
New WELCOME box (the objects inserted support a circular and sustainable economy) the aim
is to welcome the new collaborator warmly and convey the commitment that FERCAM has for
sustainability initiatives.
Specific introductory training called “SALES” is provided for collaborators who will have commercial
functions.
For the role of transport planner, a pilot introductory training project was included at the Bolzano
branch.
During 2022, the training process of the “onboarding” project was reviewed and from 2023 will see a new structure
in order to introduce further training content for new hires, including the topic of IT compliance.
INITIATIVES FOR ALL COLLABORATORS
The aim is to encourage aggregation and the active participation of collaborators at individual branch level and between branches.
Personnel News: periodic communication with the aim of informing collaborators.
Initiatives in the branch: initiatives are promoted at the individual branches to encourage mutual
understanding and to spread team spirit (e.g. lunch lottery, branch/area team building, etc.).
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LEARNING LUNCH: 3 events that dealt with the theme of well-being: WELL-STAYING & WELL-LIVING
IN FERCAM appointments held in both Italian and ENGLISH.
International Women’s Day 2022: #BreakTheBias.
We are celebrating “World Safety Day”: discover the best branches of the year and answer the quiz
to win FERCAM gadgets!
Bolzano pilot project “let’s get to know other departments better” possibility of discovering other
departments other than one’s own.
the Year of Wellbeing saw three events take place to raise awareness among collaborators regarding
the topic of psychophysical well-being. e.g. posture lessons for correct sitting at the desk.
Overall, over 50% of collaborators participated in the initiatives listed above.
COMPANY EVENTS
To strengthen the spirit of belonging, to share strategies and projects, annual conventions are organized which
involve a different target of collaborators based on their focus.
These Conventions can have a transversal nature and involve top and middle management, or Divisional, i.e.
only the collaborators of a specific Division.
In 2022 we reintroduced in-person events, including in particular:
INFORMATION FOCUS:
• Management Convention (March 2022);
• Distribution quality event (May 2022);
• Management Team (September 2022): sharing of results and alignment on the state of the art of
the projects;
• Kick – off Bocconi project (March 2022);
• Administrative Conventions (December 2022).
AGGREGATIVE FOCUS:
• ASM DAY (June 2022): event dedicated to all branch ASMs (Cargo Safety Officers);
• FERCAM CHAMPIONS LEAGUE (September 2022): sports tournaments for collaborators.
CELEBRATIVE FOCUS:
• Billion Day (December 2022).
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TRAINING AND DEVELOPMENT OF OUR COLLABORATORS
Staff represent a fundamental resource and for this reason training courses play a role of primary importance.
The company has a team dedicated to training, which works in close contact with the staff selection and
placement team.
We adopt dedicated software for Human Capital Management, with the aim of:
• digitize training processes, such as the detection of training needs;
• assign training courses required by law (e.g. safety at work) or by job to individual collaborators;
• monitor the implementation of both mandatory and optional training courses.
Starting from a specific analysis of the company’s training needs, FERCAM has developed and proposed a training
catalog with an offer dedicated to the development of technical, transversal and behavioral skills, as foreseen by our
skills dictionary.
Most of the courses on behavioral skills were designed ad hoc by external trainers and based on the definition that
FERCAM gave to the skill covered by the course.
The training catalog was shared with all collaborators and published in our Learning Management System (LMS). Each
collaborator has the opportunity to choose the courses of interest in agreement with their manager, by registering digitally
through the LMS portal, which provides over 50 training proposals, divided into the following macro areas:
• Onboarding;
• Languages;
• Informatics;
• Leadership;
• Performance;
• performance focus sales;
• technical skills.
LEADERSHIP section present in the 2022 training catalog is particularly relevant .
A new Leadership Academy is foreseen among the HR projects.
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0,0,20,40,60,81,0
SDA Bocconi was chosen as a partner both for its leadership model and for its ability to support FERCAM in all the
countries in which we are present, as it has a consolidated international network of Business Schools with which it shares
learning models.
The Leadership Excellence Academy path, designed with SDA Bocconi, involved a total of 230 managers in Italy for 2022.
The objective shared with SDA Bocconi is to support each participant, in relation to their role, to be a dare to succeed
leader: a credible, authoritative and inclusive guide for the people with whom they collaborate and for whom they have
responsibility.
The 1st year of the Leadership Excellence Academy project concluded in 2022, which saw 7 editions of 2 days each take
place, during which participants were asked to train self-leadership skills, team management, negotiation techniques
and change management.
Others relevant non-catalogue training :
• Sales training provided to Transport Planners | objective: develop sales skills;
• Lego serious play provided to the IT department | objective: encourage communication within and between departments,
create a sense of belonging for dispersed departments
The beginning of 2022 saw a portion of mixed online and presence delivery considering the limitations foreseen due to
the health emergency.
Overall , the training described in the following graph was provided in 2022 .
Security
Linguistic
I.T.
Specific Technique
Performance -
Sales focus
Performance
Management/
Leadership
Onboarding
100
134
193
108
481
482
495
635
870
818
910
2022
1230
1371
Hours of training by topic area
2211
2247
2397
2837
3171
3644
3826
3577
0 1000 2000 3000 4000 5000 6000 7000
4143
2021 2020
6138
An average of 9.33 hours of training were provided for each collaborator, excluding specific training for drivers
for which please refer to the next paragraph.
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TRAINING AND DEVELOPMENT OF OUR COLLABORATORS
TOTAL TRAINING HOURS
13.893
FOR THE YEAR 2022
(excluding training in workplace safety)
The following graphs show the distribution by thematic area:
PARTITION OF TRAINING BY THEMATIC AREA
100
90
80
33%
29%
14%
SAFETY
BEHAVIORAL
TECHNICAL AREA
70
60
50
40
46%
47%
61%
SPECIFIC TECHNICAL
AREA
30
20
10
21% 24% 25%
0
2020
2021 2022
Where:
• the “Technical and behavioral” area includes the following trainings: Managerial, Leadership, Performance,
sales, linguistics, onboarding;
• the “Specific technique” area includes the following training: IT, ADR, Customs, Regulations, training for new
management systems.
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The distribution of training hours by gender for 2022 is also shown below, which attests to an equal distribution
compared to the distribution of the employee population.
DISTRIBUTION BY GENDER
41%
59%
Men
Women
Traceability is being further implemented through the internal system in order to report training also by
classification starting from the next report.
CAREER DEVELOPMENT
FERCAM promotes internal growth, the diversification of professional experiences and the development of
the skills of its employees.
We have defined the FERCAM internal selection methods in a structured way in order to:
• increase employee retention and motivation;
• create effective management of internal selection and role changes.
Changing roles involves a structured process that can be summarized in the following phases:
• definition of the need (replacement, new figure, reorganization of the department, etc.);
• development interview, conducted on the basis of the technical and behavioral skills profile required by the
new role;
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TRAINING AND DEVELOPMENT OF OUR COLLABORATORS
• comparison of the current level with the expected one;
•definition of the development plan, together with the collaborator’s manager (coaching, courses, dedicated
paths);
• definition of objectives for the collaborator both on the technical skills and on the behavioral skills that he
must develop, how they are measured and the resources to support them in achieving them;
• organization of follow up meetings to monitor the achievement of the defined objectives.
In 2022 we expanded the range of training proposals: shadowing senior colleagues from the same department
and/or departments in other branches across the country, catalog training courses, individual coaching courses,
training courses dedicated to specific figures (e.g. commercial, Department Managers).
Furthermore, in 2022, to encourage internal growth, we launched a new initiative called “Internal Job Posting”:
some of the job opportunities in FERCAM were initially open exclusively to employees, notified through an
email reminder that refers to the announcement visible on the Intranet “FERCAM Connect”.
INTERNAL MOBILITY
Compared to the previous year (2021), the number of organizational changes has increased, and this attests
that the internal mobility process allows for the valorization of resources and a corporate reorganization. We
managed 132 organizational changes in 2022 divided as follows:
TYPE OF CHANGES
120
113
100
80
60
40
20
0
10 9
Job change Branch change Office change
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In the following table you can also see the detail relating to the type of job change, 54 people have expanded
their skills and 41 have taken on a role of coordinating people.
JOB CHANGES - SPECIFICATIONS
60
50
40
30
54
41
20
10
0
14
General and Technical
Direction growth
4
Sales growth Orizontal growth Vertical growth
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TRAINING AND DEVELOPMENT OF OUR COLLABORATORS
FERCAM TALENT DEVELOPMENT
The FERCAM TALENT DEVELOPMENT project was started in 2021 and to date around 90 collaborators from
one of the company divisions have been involved.
The project had these objectives:
• analyze for each collaborator the skills required by the role and develop those not in line with the level
expected by FERCAM;
• map growth desires/ambitions, availability for mobility on the national and international territory.
Below is a summary of the project phases:
Project
presentation
to participants
Training
Session
Skills
Analysis
• Employee
(self-analysis)
• Manager (analysis
of collaborator’s
skills)
Skills
analysis
interview
Meeting to
compare and
give back to the
collaborator
•Employee
• Manager
•HR
Alignment
meeting
•Manager
•HR
• Employee
• HR
The meetings concluded in 2022 and the main results achieved were:
• organize a structured discussion meeting between manager and collaborator aimed at giving mutual feedback
and defining objectives to work on in the following months;
•data collection on mobility/professional objectives to encourage internal growth.
Furthermore, regular follow-up meetings were conducted to monitor the achievement of the defined objectives.
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WELL-BEING AND EMPLOYEE INITIATIVES
COMPANY CLIMATE AND COLLABORATION
Since 2011, FERCAM has carried out an analysis of the company climate with the help of its partner Great Place To Work,
which is carried out every 2-3 years.
The aim is to collect precise data on the relationship between collaborators and their managers, on the relationship between
colleagues inside and outside their work group and on the sense of belonging to the company, as well as to define areas for
improvement. The last survey was carried out in 2021, while the next one will be carried out in 2023.
In 2022, activities were also conducted on some departments/branches whose objective was to improve the well-being of
collaborators.
CORPORATE BENEFITS AND INITIATIVES TO SUPPORT PEOPLE
Various proposals are adopted to promote the well-being of collaborators and improve the quality of life. Of particular
importance are the company agreements for all collaborators, which are collected and made available on an online portal.
Below are the main ones:
Company agreements :
• discounts of various kinds e.g. shops, car parks, rentals;
• travel portal;
• free assistance with your tax return.
Corporate co-financing:
• reimbursement of 50% of the cost incurred for collaborators’ gym membership;
• support given to families during the school closure period, the initiative which provides for the reimbursement of 50%
of the cost incurred up to a maximum of 250 euros for enrolling their children in summer camps.
Health insurance:
in order to guarantee important prevention, health care and welfare services, the introduction of Sanilog: the supplementary
healthcare fund.
Finally, we would like to point out the ONE-OFF contribution given to cover the high bills paid in December 2022.
ENHANCEMENT OF COLLABORATORS
• the Italian and Group branches that demonstrated the best economic, collaborative and qualitative
performances were rewarded;
• the branches that demonstrated the best performances in the field of Health & Safety were rewarded;
• collaborators with more than 20 years of seniority in the company were rewarded;
• colleagues rewarded for their retirement.
STAR FOR WORK’S MERIT - “National Federation of Labor Masters”
The decoration is awarded by Decree of the President of the Republic upon proposal of the Ministry of Labor and Social Security
and for those reserved for workers abroad, in agreement with the Minister of Foreign Affairs.
The decoration is granted to those who have reached the age of 50, have worked continuously for at least 25 years employed by
one or more companies and can boast at least one of the following titles:
3 colleagues were nominated in 2021 and were awarded in 2022.
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SCHOOLS AND UNIVERSITIES
The attention to territory and to people has led FERCAM, in recent years, to strengthen its presence in the
context of collaborations with schools and universities.
CAREER AND ORIENTA DAYS
The HR Recruiting & Career Development team participates with great enthusiasm in the various Orienta and
Career Days, bringing direct testimonies, making the FERCAM organization and processes known to young
students and recent graduates with the primary objective of “bring on board” new young talents.
2 0 2 2
Participation in 16events*
*of which 14 in attendance
COLLABORATIONS WITH SCHOOLS AND UNIVERSITIES
For several years we have been carrying
out active collaborations with Universities
in Italy, with secondary schools and with
ITSs specializing in Logistics and Transport,
distributed throughout the country which
aim to specialize people interested in the
sector.
In particular, with the ITS of Padua and
Rome and with the high school of Bolzano
we organized workshops which involved
the assignment of projects to students on
sustainable logistics. The projects were
subsequently presented in a plenary session.
We also believe it is important to start
internship courses with students, recent high
school and university graduates in order to
approach, discover and train new talents.
Overall, 64 internships were activated and
carried out in 2022, of which 36 continued
with hiring.
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DRIVER TRAINING
The training of traveling personnel is carried out with a
five-year plan considering, in addition to the frequency
required by law, the following parameters: frequency
required by voluntary standards adopted by FERCAM,
adoption of new technologies (e.g. LNG vehicles),
update of operating instructions/driver’s manual.
Average
hours of
training per
driver per
year
5h
The training provided by FERCAM in the period 2018-2022 is detailed below:
Safe driving /
ECO training
143 h
Driver’s
manual
69 h
ADR
903 h
Job
Security
/ Cargo
Security
890,75 h
Drive and rest
times
1439 h
In addition to the training provided by FERCAM, each driver must obtain and renew their Driver Qualification
Card (CQC), as required by EC Directive 2003/59 which requires carrying out a minimum of 35 hours of training
every 5 years.
As a support tool in the activities of drivers, for over 15 years FERCAM has been preparing the Driver’s Manual,
which contains aspects that go beyond regulatory requirements or those linked to company procedures. This
manual is periodically reviewed and where necessary updated and integrated.
The latest revision was issued in December 2022.
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HEALTH AND SAFETY IN FERCAM
The company organizational
structure regarding safety requires
that, in accordance with the
organizational model, employers
are identified on the national
territory, who have been appointed
through the minutes of the Board
of Directors.
In turn, the employers, in
compliance with Legislative Decree
81/2008, have appointed the Head
of the Prevention and Protection
Service (RSPP), the Competent Doctor, the Safety Managers, the supervisors and the emergency workers.
Furthermore, they approve the risk assessment documents.
For all companies, a single RSPP has been appointed within the company, which coordinates all activities relating
to the health and safety of the group with the contribution of the RLS and Supervisors in the area.
This also allows for harmonization of procedures and operating instructions at Group level.
It is organized annually the periodic meeting art. 35 Legislative Decree 81/08, with the participation of the
President, CEO, Employers, RSPP, Competent Doctor and RLS.
In each branch there are documents relating to the aspects described above, including risk assessments and
emergency plans.
The activities that FERCAM implements regarding Health and Safety, in addition to those required by law,
include:
• Induction Health and Safety for all new hires;
• Promotion of initiatives aimed at psychophysical well-being, in particular through the HR office;
• Information and awareness programs for employees;
• Inspections and periodic meetings in all branches of the RSPP (Prevention and Protection Service Manager)
together with branch managers, supervisors, RLS and in which the main suppliers also participate;
• Management of branch control sheets by FERCAM managers for monitoring structural/system and behavioral
aspects;
• Health & Safety company noticeboard.
The detection of Near Misses also continues, with the aim of analyzing events that purely by chance did not
cause an injury/accident or even any dangerous conditions/behaviors that could cause them in the future.
To date, Near Miss reporting occurs:
• Paper method (with special containers present at all branches);
• By email or by verbal notification (e.g. in the case of intervention requested in a short time).
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Following the report you may have:
• Urgent intervention needed;
• Medium/long term action planning;
• No action necessary (you still need to provide feedback and reasons).
In order to guarantee correct behavior in the event of an emergency, the following simulations are carried out
involving both FERCAM staff and supplier staff or external people who may be present:
• Evacuation drills;
• ADR emergency tests with spill management simulation;
• Fire tests, involving the company functions responsible for managing such situations (fire workers);
• Rests relating to the interventions to be carried out in the event of an accident, involving the company functions
responsible for managing such situations (first aid workers).
Exercises linked to other possible emergencies are also carried out (including specific to some sites, e.g. linked
to the presence of nearby Seveso sites).
WORKERS’S SAFETY REPRESENTATIVE (RLS) INVOLVEMENT
As an interface between the employer and the workers, in most branches their own Workers’ Representative
for Safety (RLS) has been elected/appointed.
The task of the RLS is to collect any suggestions or critical issues from the workers and discuss the consequent
actions with the RSPP and the employer.
The RLS, in addition to being involved on the occasion of the Periodic Meeting Art. 35 and in the inspections
carried out by the RSPP, are involved in training courses and dedicated meetings in order to stimulate reporting
and share good practices and to further promote the reporting and management of Near miss.
We want to continue to continuously improve the culture of
Health and Safety at work.
An essential element is to maintain the involvement and active
participation of all the players involved, who daily, with their
virtuous behaviour, contribute decisively to the protection of
Health and Safety within the FERCAM sites.
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HEALTH AND SAFETY IN FERCAM
HEALTH AND SAFETY MANAGEMENT SYSTEM AND ACCIDENT INDICATORS
FERCAM S.p.A. has implemented and maintains a management system for the health and safety of workers
in the workplace, applying it to all Italian branches and therefore to 100% of its collaborators. To date, 8 of
the most significant sites are certified, and all the activities carried out by FERCAM S.p.A. are included in the
certification perimeter.
The health and safety management system implemented has made it possible to significantly reduce the accident
rates monitored by FERCAM over time:
• severity index (SI) = (days of absence due to injury * 1.000) / hours worked;
• frequency index (FI) = (number of injuries * 1.000.000) / hours worked.
The graphs show the trend of these indices for the years 2019-2022 for FERCAM S.p.A..
Indicators including commuting injuries
Severity Index
0,4
0,3
0,2
0,1
0
0,24 0,25
0,24
2 0 2 0 2021
2 0 2 2
Frequency index
20
15
8,83
7,14
5,98
10
5
0
2 0 2 0
2021 2022
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Indicators without commuting injuries
Severity Index
0,3
0,25
0,2
0,15
0,1
0,05
0
0,18 0,18
0,06
Frequency index
2 0 2 0 2021 2022
15
10
5
6,91
3,96
2,24
0
2 0 2 0 2021 2022
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HEALTH AND SAFETY IN FERCAM
TABLE REFERRING TO FERCAM S.p.A. EMPLOYEES
2020 2021 2022
NUMBER OF DEATHS FOLLOWING
ACCIDENTS AT WORK
0
0
0
NUMBER OF ACCIDENTS AT WORK WITH SERIOUS
CONSEQUENCES (EXCLUDING DEATHS)
0
0
0
NUMBER OF INJURIES
AT WORK NOT COMUTING
18
10
6
NUMBER OF
HOURS WORKED
2.603.325
2.518.948
2.674.460
MAIN TYPE
OF INJURIES
Slip,
obstacle
Road accident, slip,
obstacle
Slip,
obstacle
The main risks deriving from the risk assessment, for each individual task, are:
Driver job:
• road accident (injuries while driving);
• investment-collision-crushing;
• risk of being hit by material.
Workers’ duties:
• manual handling of loads;
• mechanical risk (related to the use of machines/equipment);
• noise – vibrations.
Employee role:
• fire risk;
• risk of using video terminals;
• electrical risk.
In the last 4 years there have been no reports of occupational diseases.
The activity of the Accident Commission also continued in 2022, with the aim of promptly analyzing driver
injuries and determining the root causes of the event and any corrective or preventive actions to be taken to
reduce or cancel accident events.
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HEALTH AT WORK (HEALTH SURVEILLANCE)
The health surveillance service is provided by an external company and is structured with a national coordinating
doctor and several competent local doctors.
The same company in collaboration with the RSPP has defined a national health protocol which takes into
consideration all the specific activities at risk for the health of all FERCAM staff, in accordance with what is
reported in the branch DVR. In 2022, the planning of workplace inspections and medical visits was carried out
as per the 2022 health protocol.
The project to analyze the determinants of health continued in 2022. The initiative took into consideration
drivers, workers and employees.
The actions that were identified based on the latest survey are mainly linked to promoting correct lifestyles
and regular physical activity.
TRAINING
A fundamental role in preventing the risks of
injury is played by training: only by knowing
the risks associated with one’s duties and
one’s obligations regarding health and
safety at work, is it possible for each of us
to consciously make choices that reduce the
risk.
In 2022, the training activity provided
was mainly related to the training of
State-Regional agreements, forklift drivers, RLS and related updates, supervisors, training managers and
emergency team workers (first aid and firefighting).
In particular, for the state-regional agreement training, following operational needs to access the warehouses,
medium risk integration training courses for FERCAM staff were also organized and delivered between the
end of 2022 and the beginning of 2023.
In 2022, recent legislative changes were managed (e.g. changes relating to the frequency of firefighting course
updates, which came into force in September 2022).
A “Safety First” course was also provided in the first half of 2022 by the RSPP for the new Department and
Branch Managers, in order to further increase knowledge and skills for the new role.
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HEALTH AND SAFETY IN FERCAM
SAFETY TRAINING TRENDS 2020-2022
FIRST AID AND FIRE FIGHTING
DIRECTORS
SUPERVISORS
GENERAL EDUCATION
48
136
118
172
61
206
480
400
545
569
824
741
SPECIFIC TRAINING
868
1338
2198
RLS
160
278
168
0 500 1000 1500 2000 2500
2020 2021 2022
SAFETY CULTURE
In 2022, initiatives continued to involve collaborators and partners in order to increase the safety culture:
• Detection of Near Misses (Near Misses/Dangerous Conditions or Behaviors): new posters were displayed in
the branches and targeted communications and information were sent to collaborators via company channels.
• Annual Award Ceremony: the most virtuous branches in terms of health and safety aspects are rewarded
annually on the basis of indicators that take into account qualitative and dimensional criteria and the improvement
projects adopted.
•Improvement projects for health and safety at work, which involve the involvement of the handling service
provider with the aim of reducing/eliminating accidents and injuries, and are described below:
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PROJECT
GOAL
1.Usage of non-marking wheels.
2. Usage of lithium batteries.
3. Safety meeting activities.
4.”Clean forklift”.
5.Training interview.
6.Vehicle loading/
unloading procedure.
Maintenance of regular signs - Increase the safety of
personnel passing through the warehouse.
Reduce the number of trolleys circulating in the warehouse
thanks to the shorter charging time of the lithium battery
compared to the traditional battery.
Increase the safety culture and awareness of supplier
staff operating at the site.
Reduce the risk of accidents and consequent injuries by
monitoring and observing the history of damage to the
forklifts, and adopting appropriate corrective actions.
Increase safety culture.
Increase safety for people and goods in these specific phases
of the process.
Approximately 60%
of the branches have
participated in at least 3
improvement projects.
All Branches apply at
least 1 project.
World Safety Day was celebrated in April 2022 for the first time. On the occasion of this event, a “Safety Expert
Quiz” was launched, aimed at all FERCAM employees with small prizes awarded subsequently by the Branch
Managers and site RLS.
OTHER GROUP COMPANIES
For the other consolidated companies of FERCAM (where personnel work exclusively as clerks) or respectively:
• A CLASS WORLDWIDE S.r.l.
• FERCAM REAL S.r.l.
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR S.r.l.
The management of Health and Safety aspects occurs with the same methods already described for FERCAM S.p.A.
in the previous paragraphs.
In particular, the company organizational structure regarding Safety always provides for the identification of the
employer, appointed through the minutes of the Board of Directors, who provides for the relevant necessary
appointments (e.g. RSPP, Competent Doctor, etc.).
Health surveillance is managed by the same external company that manages FERCAM S.p.A., with its own competent
doctors always appointed by the employers.
Training is organized and provided, mainly by state-regional agreement, here too with the same criteria and methods
adopted for FERCAM S.p.A..
The risks associated with the role of employee are the same as those described for FERCAM S.p.A. on page 21.
In the year 2022 there were no reports of occupational diseases or injuries involving direct personnel of these
companies.
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PRIVACY MANAGEMENT
FERCAM continued to implement actions to adapt and manage the company structure to the European
regulation on the protection of personal data (General Data Protection Regulation, EU nr. 679/2016). Below
are the main steps:
• Carrying out analyzes of your processes;
• Audit of the entire FERCAM privacy system with positive outcome;
• Adaptation of website cookie banner www.FERCAM.com;
• Participation in seminars on the new Whistleblowing legislation to be combined with privacy aspects;
• Definition and implementation of the Whistleblowing platform;
• Privacy structure audit at FERCAM Slovakia;
• Study and design of a new computerized treatment register;
• Internal audit of the video surveillance system at FERCAM S.p.A. – Italy.
Starting from 2020, each new FERCAM resource is provided with a training course to be completed within the
first month of hiring as a mandatory onboarding activity.
During the year 2023, 1 audit is scheduled at a foreign FERCAM branch.
There were no complaints about privacy violations or loss of customer data in the 2022 reporting period.
The companies reported in this report fall within the privacy management perimeter similar to FERCAM S.p.A.,
with the exception of the Vinelli & Scotto company which manages its regulatory compliance in compliance
with the GDPR regulation independently with an external consultant.
82 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

SUPPLY CHAIN MANAGEMENT
FERCAM has implemented selection and qualification procedures for its suppliers, in order to guarantee
compliance with its quality and reliability standards of the product/service purchased.
We can distinguish three macro categories of suppliers, for each of which specific selection and approval
processes have been defined.
Transport
suppliers
Handling service suppliers
(goods movement in
warehouses)
Other
suppliers
Constant
selection and
verification
over time
which includes
documentary
and regularity
aspects.
Preliminary qualification
and monthly monitoring
of maintenance of
qualification requirements
for the duration of the
contract.
Specific definition
of the requirements
for the good/
service.
Carrying out checks
before accepting
the good/service.
Suppliers are required to accept our Ethical Code and operate in line with the principles indicated therein. In
particular, business partners are required to respect:
• Obligations regarding employment protection;
• Obligations regarding child labor;
• Obligations regarding safety at work.
and to guarantee European standards for the protection of the freedom and dignity of the human person.
Furthermore, the company favors suppliers who comply with the Sustainable Public Procurement criteria and/
or who implement correct management practices according to ISO 26000.
FERCAM
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83

SOCIAL
SUPPLY CHAIN MANAGEMENT
With regard to transport and handling service providers, the following specific monitoring is carried out:
TYPE OF SUPPLIERS
HANDLING SERVICES
TYPE OF CONTROLS
• “Preliminary Qualification” process for verifying financial solidity
and integrity and contextual document verification (DURC, deed of
incorporation, register registration, insurance, CCIA registration, MISE
audit certificates where applicable);
• monthly monitoring process of maintaining the qualification
requirements for the entire duration of the contract, regarding compliance
with procurement regulations and legislation regarding regularity of
remuneration and contributions;
• periodic audit of suppliers;
• certification procedure for Handling procurement contracts pursuant
to Legislative Decree 276/2003.
TYPE OF SUPPLIERS
TRANSPORT SERVICES
TYPE OF CONTROLS
• selection and qualification process aimed at verifying the existence and
permanence of supplier requirements;
• preliminary and periodic verification process relating to the regularity
of the carrier pursuant to article 1, c. 248 of law 23 December 2014 n. 190
(Stability Law 2015);
• assignment of internal rating which is updated annually. Suppliers rated
as unreliable are blacklisted.
During 2022, the level of monitoring was maintained in order to guarantee safety throughout the supply chain
(transport and handling services):
• meetings were held with the suppliers of handling services, relating to health and safety aspects, involving the
RSSP and the person in charge (or in his absence the employer) of the supplier;
• evaluation of the performance of suppliers of goods handling services;
• promotion of measures aimed at increasing safety and security levels;
• definition of specifications/rules of conduct regarding service provision, environment, security, safety for
transport service providers.
84 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM chooses its suppliers with a view to building collaborative relationships with reliable, suitable,
structured and organized partners who operate in compliance with legislation and contractual rules.
Overall, with reference to suppliers who have ongoing collaborations, we can identify the following geographical
distribution:
GEOGRAPHICAL DISTRIBUTION OF SUPPLIERS
5%
Extra Europe
25%
Europe
70%
Italy
FERCAM
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85

SOCIAL
SUPPLY CHAIN MANAGEMENT
With reference to Italian suppliers, given the capillarity that characterizes the company’s operations
throughout the national territory, the supply chain is equally distributed throughout the country.
By “local” we mean the Italian territory, as the scope of the report is the companies of the FERCAM Group
present on the national territory.
63%
North
17%
Centre
20%
South
In relation to the group’s new sustainability strategy, a mapping of suppliers will be carried out during
2023 in order to identify the categories and risks linked to each category, which will then be followed by
a project dedicated to evaluating their sustainability criteria.
86 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

RELATIONSHIPS WITH TERRITORY
COMPETITION FOR DRAWINGS ON VEHICLES
FERCAM vehicles are also characterized by the drawings on its semi-trailers: on average every 3-4 years we
promote thematic company competitions involving collaborators, schools and communities.
The latest competition (“BIO Design Contest”), closed in February 2021, was open to all children and grandchildren
of FERCAM Group employees aged 4 to 15, and to pupils from two primary schools in the area, in Prato and
Campo di Trens.
Participants were invited to unleash their imagination inspired by the theme “Biogas: ecological fuel for the
truck of the future”, to tell the story of the production of BioLNG starting from farm waste.
In particular, to compose their work, the children were asked to also use recycled materials, such as paper and
cardboard, packaging or natural materials, composing a collage that could be completed with classic drawing
techniques.
In this way we wanted to contribute to raising awareness among young generations of the importance of reuse
by demonstrating how it is possible to obtain something very precious from waste.
We received a total of 240 works from our little artists!
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
87

SOCIAL
RELATIONSHIPS WITH TERRITORY
SOLIDARITY INITIATIVES
Through local initiatives and initiatives and projects dedicated to solidarity, the FERCAM Group as a whole
and the individual branches maintain relationships and develop synergies that also extend beyond borders.
In particular, the following initiatives relating to 2022 are highlighted:
• FERCAM took part in the 40th food collection pro opera Don Vittorione, for the NGO Africa Mission. A
number of 40 boxes of food were transported from Bolzano to the warehouse in Piacenza, from which the load
was subsequently shipped to Northern Uganda;
• the collaboration with the Bolzano Food Bank continues: FERCAM Bolzano acts as a logistics hub as a collection
point for donations made in the area’s supermarkets and subsequent shipment by product to the Food Bank
Centres;
• the employees of the Bolzano branch, which makes its own resources available, participate in this initiative
every year as volunteers.
88 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

INITIATIVES OF SOCIAL UTILITY
In 2022, the first FERCAM Echo Park was created in Rome: a relaxation area intended for collaborators, suppliers
and guests, created with recycled materials in collaboration with associations and local artisan workshops.
This initiative was carried out through FERCAM ECHO LABS.
FERCAM ECHO LABS S.r.l. SOCIAL ENTERPRISE
FERCAM Echo Labs is the non-profit social enterprise
of the FERCAM group that promotes innovation in
the logistics supply chain with a view to sustainable
growth, putting people’s well-being and the careful and
prudent use of resources at the center. The company
promotes circular economy processes, social integration,
biodiversity and regeneration of living and working
contexts, connecting a network of people and realities
that share the same values and objectives, in line with
the UN 2030 Agenda. FERCAM Echo Labs is a permanent
innovation laboratory that develops concrete and scalable
solutions co-designed in partnership with businesses,
universities, schools and young people, local authorities
and the Third Sector, starting from the territory in which
each one operates.
For further information:
https://www.echolabs.fercam.com/it
Projects that
leave
a positive
impact in
the world
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
89

SOCIAL
RELATIONSHIPS WITH TERRITORY
PARTICIPATION IN LOCAL EVENTS
ROM–E:
in October 2022, FERCAM took part in Rom-E, an open-air event dedicated to eco-sustainability and the world
of electricity, in which private companies and the public sector meet to talk about eco-sustainability, new sources
of energy and smart mobility. Over 200.000 visitors took part in the event.
In particular, FERCAM proposed:
• a stand at the fair that promoted the circular economy and social inclusiveness, offering workshops for
adults and children;
• the panel “LEAVING POSITIVE FOOTPRINTS IN THE WORLD” in which we talked about alliances between
business and research to support environment friendly innovations and S.p.A.ce was given to various local
realities, with an exchange that highlighted in particular the role that schools can and must play a role in ecology
and circular economy education.
90 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
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91

SOCIAL
INTERNAL AND EXTERNAL COMMUNICATION
FERCAM’s Marketing department manages the company communication channels, intended for the dissemination
of messages both externally and within the company itself.
The primary objectives of the communication activity are: to make the FERCAM brand known and protect its
reputation, ensuring that the news disseminated is consistent with the Vision, Mission and corporate values;
tranS.p.A.rently share updates with all stakeholders regarding the initiatives undertaken by the company;
encourage the development of a network of actors who can collaborate to achieve common objectives.
Environmental and social responsibility is among the communication pillars of greatest value and interest for
FERCAM.
All communication is carried out in compliance with the provisions of the GDPR.
INTERNAL COMMUNICATION
The objectives of internal communication are:
•promote team spirit and participation in company life;
•inform and share information relating to events and news both
locally and at FERCAM Group level;
•raise awareness on specific issues (environment, safety, CSR,
innovation).
EXTERNAL COMMUNICATION
Internal communication tools are:
• “Info FERCAM”, which is distributed in paper form;
• news shared internally via the Microsoft Yammer tool;
• noticeboard at each branch relating to QUALITY,
ENVIRONMENT AND SAFETY topics;
•FERCAM 360° Sustainability section on the company intranet.
The objectives of external communication are:
• communicate the FERCAM brand at a coordinated level while complying with company values;
• inform customers and suppliers about the FERCAM world;
• disseminate best practices in the sector;
• spread and increase the culture of sustainability.
Communication takes place through traditional and digital tools, in order to reach the largest number of contacts.
92 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM is present on Facebook, LinkedIn, Instagram, You Tube and Twitter in order to reach the widest number
of contacts. These tools are managed and constantly updated by the Marketing Office in collaboration with
the other company functions.
Alongside social tools, the following communication channels are developed:
• FERCAM Magazine, shared with customers in both paper and digital versions and also translated into English;
• newsletters sent to customers and service providers;
• press releases;
• blog managed internally and accessible from the website www.FERCAM.com.
SOCIAL NUMBERS 2022:
39.977 follower
9981 follower
9645 likes
2098
follower
300 channel
subscribers
941
follower
number
of website
sessions (subject
to acceptance of
navigation cookies):
1 179 718
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
93

GOVERNANCE
PRINCIPLES AND VALUES
94 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
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95

GOVERNANCE
FERCAM: STRATEGY 2025
The FERCAM2025 Strategy is based on the motto “simple is difficult”:
Getting to the essentials requires a lot of effort, but it is imperative to be able to dominate the complexity that
surrounds us, identifying what really matters, what is worth investing our energy in.
We at FERCAM want to consolidate our successes and
continue to grow, bringing our company together to
great results, of which we can all be proud.
The path of the FERCAM 2025 strategic plan involved
over 40 collaborators in 29 workshop sessions, and
led to the definition of both transversal and specific
strategic objectives and priorities for the individual
Divisions.
One of the relevant themes that emerged within
the divisional specialist teams is that relating to
sustainability in its three dimensions: Economic,
Environmental and Social.
1
2
VISION, MISSION AND VALUES
BUSINESS AND MARKET
ANALYSIS
3
DEVELOPMENT OF THE
STRATEGY
4
IMPLEMENTATION OF THE
STRATEGY
96 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

TOWARDS A NEW SUSTAINABILITY STRATEGY
A strategic project in the field of sustainability was launched in 2022, the outputs of which will represent inputs
for the review of the company strategy which will be carried out in 2023.
These projects include, in the short term, the integration of the ESG (Environmental, Social and Governance)
strategy within the multi-year business plan and the implementation of an ESG plan with operational objectives
and measurement indicators consistent with our governance model .
In particular, in the last quarter of 2022, the project called “SUSTAINABILITY PATHWAY” was launched with
the aim of building a sustainability strategy to improve the environmental and social impact profile, considering
the main sustainability objectives of the Group.
For the governance of these projects, a Sustainability Committee was created in 2022 composed of:
• CEO;
• HR Director;
• Quality, Environment and CSR – Head of Department;
• Innovation Manager;
• Regional Manager Lazio.
This body has the task of governing sustainability projects in order to:
• have an updated picture of the context in which the organization operates;
• evaluate the positive and negative impacts of business processes;
• implement projects to mitigate negative impacts;
• monitor and define KPIs;
• direct comparison with the Codir in order to ensure that the sustainability strategy is constantly integrated
into the company strategy.
FERCAM
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97

GOVERNANCE
VISION MISSION & VALUE
Our Vision:
To be a benchmark and competitive
family-owned logistics company.
We innovate and implement excellent
logistics solutions and experiences for C
ustomers, Collaborators and the Environment.
Our Mission:
Excellent logistics that
enhances quality business.
We serve our Customers every single day a
nd all over the world with sustainable,
smart and reliable solutions through a wide
range of transportation and logistics services.
98 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

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.
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 tranS.p.A.rent 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 all by
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
99

GOVERNANCE
VISION MISSION & VALUES
ETHICAL CODE
The principles and rules of the Ethical Code represent the reference values for FERCAM S.p.A. and must inspire
every behavior of the Company and its directors, managers, employees, collaborators, customers and suppliers.
All companies belonging to the FERCAM Group are also required to fully adhere to the Ethical Code.
In particular, our Ethical Code includes the following reference values:
Legality
Honesty
Protection of
health and
safety
Promotion of
human capital
Enviromental
Protection
Responsible
profit
The Ethical Code is published on the FERCAM website as well as on the company intranet, in order to give you
appropriate publicity and ensure that these principles are known and shared.
The Supervisory Body (SB) of FERCAM S.p.A. monitors compliance with the Ethical Code and the MOG by the
recipients.
The update of the Organizational Model took place in 2021, including the Ethical Code. The approval of the
updated texts by the Board of Directors took place on 1 March 2022.
100 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

GOVERNANCE
COMPANY BODIES
The parent company FERCAM S.p.A., as well as the parent company of the other companies included in this
report, is still characterized today by being a family business, whose governance maintains the values on which
it was founded over 70 years ago.
These same values still represent us and are our distinctive trait.
Each individual Legal Entity has its own Board of Directors, board of auditors and auditors.
The corporate bodies of the parent company FERCAM S.p.A. are presented below:
Board
of Directors
Governing
Council
Board of Statutory
Auditors
Supervisory
body
Board of Director
Components
Functions and activities
It is composed of two internal figures and one
external figure:
President: Thomas Baumgartner
Managing Director: Hannes Baumgartner
Advisor: Peter Gliera
With reference to the members of the Board of Administration with legal representation, no cases of conflict
of interest were identified.
Governing Council
The Board of Directors meets at least every six months.
It evaluates the adequacy of the organisational,
administrative and accounting structure of the company
and provides for the management of the company.
It has powers of representation of the company towards
third parties and informs the Board of Statutory Auditors
on the general performance of the management and its
foreseeable evolution.
Components
President
Managing Director
Division Directors
Administrative director
Financial director
Controlling Manager
HR Director
CIO
Functions and activities
The Board of Directors meets on a monthly basis.
Defines the strategy and monitors compliance with
it and defines the investment policy.
Monitors and implements corrective measures to
comply with company and division budgets.
FERCAM
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101

GOVERNANCE
GOVERNANCE
Board of Statutory Auditors
Components
Three effective auditors
Two alternate auditors, appointed and
functioning in accordance with the law
Functions and activities
The Board of Auditors supervises compliance with the
law and the statute, compliance with the principles of
correct administration and in particular the adequacy
of the organisational, administrative and accounting
structure adopted by the company and its concrete
functioning.
Supervisory body
Components
Appointed by the Board of Administration
Functions and activities
The Supervisory Body meets at least every four
months.
The Supervisory Body monitors the work of directors,
managers, employees, collaborators and third parties
who work for the Company.
Composition:
By age:
31-50
50>
BOARD OF DIRECTORS
GOVERNING COUNCIL
2019
SUPERVISORY BODY
1
5
1
2
6
4
By gender:
BOARD OF DIRECTORS
GOVERNING COUNCIL
2019
SUPERVISORY BODY
Men
3
9
5
Women
0
1
0
102 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

COMPLIANCE & BUSINESS CONTINUITY MANAGEMENT
231/01 ORGANIZATIONAL MODEL
In compliance with Legislative Decree 231/2001, FERCAM S.p.A. has adopted the Organizational Management
and Control Model, which is aimed at all subjects who operate within the Company as directors, managers,
employees and collaborators, even occasional or temporary.
The main purpose of the Model is to prevent the commission of crimes in the interest of the company or which
may generate an advantage for the latter, for which, alongside the criminal liability of the natural person
responsible, an autonomous liability of the Company emerges or may emerge.
The rationale of the decree is therefore to encourage companies to adopt the culture of legality as a corporate
asset, and to create internal procedures and policies suitable for identifying and preventing the commission
of crimes.
For this purpose, between the end of 2020 and the beginning of 2021, the process of updating the Model was
started, through a new risk assessment for each company process, defining the potential related crimes and
the preventive measures already in place/to be adopt in order to eliminate the risk.
On 1 March 2022, the CDA of FERCAM S.p.A. therefore approved the new Organisation, Management and
Control Model (MOG) pursuant to Legislative Decree 231/2001 and subsequent amendments , which updated
and integrated the previously existing MOG.
The approval of the new MOG was publicized among employees via an article published on the company Intranet
(S.p.A.ce where it is also possible to access the MOG, Ethical Code and related attachments) and by posting the
same article (also translated into German) on the notice board at the Bolzano branch.
In the “Special Part” of the Model, which has among its purposes that of illustrating the types of predicate crimes
for the crime families for which there is an appreciable risk and their relevance, the crimes are treated by category
(identified in particular on the basis of the norm of the Decree that introduced them as a predicate crime), in
reference to which the assessments are carried out
and procedures and safeguards indicated. Within the
category, the greater or lesser relevance of the cases
is highlighted in the “Relevance of crimes and their
risk” section.
By virtue of the precautionary principle, the “Special
Part” of the updated Model is focused on the analysis
of the following crime families: Crimes in relations with
the Public Administration; IT crimes and illicit data
processing; Organized crime crimes; Crimes relating
to counterfeiting of coins, public credit cards, revenue
stamps and identification instruments or signs; Crimes
against industry and commerce; Corporate crimes;
Crimes against the individual personality; Crimes of
manslaughter and serious or very serious negligent
injury, committed in violation of the regulations on
the protection of health and safety at work; Crimes
of receiving, laundering and using money, goods or
benefits of illicit origin; Crimes relating to copyright
infringement; Crime of inducing people not to make
FERCAM
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103

GOVERNANCE
COMPLIANCE & BUSINESS CONTINUITY MANAGEMENT
statements or to make false statements to the judicial authorities; Environmental Crimes; Employment of
third-country nationals whose residence is illegal; Tax crimes.
The MOG of FERCAM S.p.A., as well as the Ethical Code, the procedure and the Whistleblowing platform are
also accessible to third parties from the company website at the link https://www.fercam.com/it-it/company/
chi-siamo/codice-ethical-149.html. The Ethical Code and the Whistleblowing platform are also available in
English.
The Supervisory Body meets at least every four months and manages a dedicated email to which it is possible
to send reports, as well as being the recipient of reports received via the Whistleblowing platform .
The Company has in fact equipped itself with a Whistleblowing platform, which will allow the transmission of
reports (even anonymous) to the FERCAM S.p.A. Supervisory Body, in compliance with law 179/2017 which
extended the regulation on so-called Whistleblowing to the private sector, ensuring the employee reporting
the protection of confidentiality regarding the identity of his person and the content of the reports made.
The Company therefore makes the following channels available to whistleblowers, in order to facilitate the
reporting system and at the same time protect the confidentiality of the people involved and interested:
- a mailbox at the company headquarters dedicated to communications and reports to the SB in a sealed envelope;
- the email address odv@fercam.com (accessible exclusively to the SB);
- the “ Whistleblowing ” platform.
The implementation of a course by an external consultant is planned for 2023, aimed at raising awareness
among DG managers on the issues referred to in Legislative Decree 231/2001.
For the same year, the implementation of a quiz relating to the Ethical Code is also planned for all employees,
including those of other companies in the FERCAM group, with the aim of further stimulating curiosity towards
this area and learning the content of this important document.
In 2023, a short training on the Ethical Code will also be activated for new hires of FERCAM S.p.A., through
the intervention of the Compliance Office during the virtual on-boarding meetings “We get to know FERCAM
through our Intranet”.
Although the MOG and the Whistleblowing Platform are in fact specific to FERCAM S.p.A., all companies
belonging to the FERCAM Group are required to fully adhere to the Ethical Code.
104 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

ANTI-CORRUPTION
Within the Special Part of the MOG of FERCAM S.p.A., various crimes of corruption are dealt with within the family
“Crimes committed in relations with the Public Administration”, which constitute hypotheses of crime with necessary
complicity to the extent that they imply an agreement between the corrupt person (public official or, according to art.
320 of the criminal code, the person in charge of a public service) and the corruptor, who operate on an equal footing.
The penal code and thus Legislative Decree 231/2001 assign relevance to several corruption hypotheses, sanctioning
proper and improper corruption, prior and subsequent corruption, attempted corruption and incitement, and finally
corruption that insists on judicial documents. Within the MOG, the areas involved in the activities exposed to risk
have been identified, the activities at risk have been identified and the principles of behavior aimed at preventing the
commission of crimes have been illustrated.
Within the “Corporate crimes” family, the “proper” crimes of corruption between private individuals and incitement
to corruption between private individuals were also analyzed.
In order to highlight further anti-corruption measures, the Ethical Code specifies that donations or other acts of
generosity are permitted only in favor of associations and bodies with the exclusive purpose of charity and/or social
promotion. Gifts and gifts according to commercial customs are permitted, provided they are of modest value.
There is also a plan to develop an “Anti- Bribery” policy by 2025.
During the three-year period reported, no cases of corruption occurred, to the best of our reasonable knowledge.
WHITE LIST
Pursuant to Law 190/2012, contracting authorities, before signing, authorizing a contract or subcontract,
of any amount, relating to the activities listed in the art. 1, paragraph 53 of the aforementioned Law, must
acquire anti-mafia communication and information by consulting the White Lists. This is a list of suppliers
and providers of services and executors of work not subject to attempted mafia infiltration, operating in the
sectors most exposed to risks. This list is kept at the competent offices of the Prefectures - territorial offices
of the Government.
FERCAM S.p.A. has been registered in the so-called “White List” since 2015 at the Government Commissariat
of the Province of Bolzano.
BUSINESS CONTINUITY MANAGEMENT
In 2022, FERCAM continued the project in the field of Business Continuity Management, i.e. the definition of
a reaction strategy to be adopted by the company in the event of a critical event occurring.
The main objectives are:
• increase the resilience and responsiveness of the organization so as to protect the interests of stakeholders;
• give evidence of the ability to continue carrying out your business even in the face of potential adverse events.
FERCAM
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105

GOVERNANCE
ECONOMIC GENERATED VALUE
The generated value and the distribution among the stakeholders were calculated using the values relating to
the consolidated financial statements of the FERCAM Holding Group.
Overall, the Group recorded an increase in revenues in 2022 compared to the year
previous equal to approximately 19,4%.
ECONOMIC GENERATED VALUE - FERCAM HOLDING GROUP
1200
1100
1.128,5
MILIONS OF €
1000
950
900
850
944,9
800
750
831,5
814,4
700
2019 2020 2021 2022
The distribution of the economic generated value in 2022 is shown in the graph below both in percentage and
in absolute value (in millions of euros).
We specify that the parent company FERCAM Holding S.r.l. files the consolidated financial statements of the
group (pursuant to art. 27 of Legislative Decree 9 April 1991, no. 127).
Below are some of the most significant indicators of the group - Consolidated Holding data:
Consolidated Shareholders’ Equity
(including third-party share)
EBITDA (%)
2019
Operating Result (including third party share)
2020 2021
2022
82.656.589 € 90.309.939 € € 111.452.094
4,1% 4,8%
5,6%
10.158.434 € 8.747.346 € € 18.494.559
106 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

The following graph shows the distribution of the economic generated value in 2022: it is noted in particular
that 83,6% is intended for suppliers of goods and services.
0,8%
3,2 %
2,3%
83,6%
10 %
26,5 Mln €
36,5 Mln €
9,2 Mln €
994 Mln €
112, 4 Mln €
Value distributed to
suppliers
Value distributed to
employees
Other operating costs
Economic value retained
(depreciation/devaluation/
accrual)
Value distributable to
shareholders and/or
capital providers and the
state
FERCAM
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107

GOVERNANCE
ECONOMIC GENERATED VALUE
DATA FROM THE PARENT COMPANY FERCAM S.P.A.
FERCAM S.p.A. represents the pillar around which the other companies of the group were born and developed
and which allowed their growth at an international level. Below are the revenues generated by the operating
parent company FERCAM S.p.A. which operates in the transport and logistics sector at an international level
with headquarters in Italy.
2022 was a year of growth. Our company confirmed the positive trend by recording an increase of approximately
11,4% in terms of turnover and 7,1% if we consider the value of production as a whole.
ECONOMIC GENERATED VALUE - FERCAM S.P.A.
800
MILIONS OF €
700
600
500
400
300
200
601,0
695,8
745,0
100
0
2020
2021 2022
In 2022 FERCAM S.p.A. has made the following capitalized investments in industrial and commercial equipment
(renewal of vehicle fleet, equipment for logistics warehouses):
EURO : 1.600.000
108 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

QUALITY AND EFFICIENCY OF THE PROCESSES
OUR CULTURE OF QUALITY
At FERCAM, a culture of Quality is shared in line with the principle of continuous improvement, with the objective
of operating with a “zero error” perspective. An ambitious objective which allows us to always maintain a high
level of attention, intervening promptly in identifying anomalies and adopting appropriate corrective actions.
PURCHASES PRODUCTION SALES
SUPPLIERS
GOODS ENTRY
WAREHOUSE
RAW MATERIAL
INTERNAL
TRANSPORTS
WAREHOUSE
FINAL PRODUCTS
PRODUCTION
SET-UP
PROCESSING
DISTRIBUTION
CLIENTS
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
109

GOVERNANCE
QUALITY AND EFFICIENCY OF THE PROCESSES
Quality is monitored and pursued during all internal company processes, going beyond the focus on the activity
of the individual office, in favor of an increasingly holistic vision, aimed at continuous improvement.
To achieve maximum quality, the decisive role is played by all collaborators, competent and specialized in the
various operational areas. Particular attention is dedicated to the Customer Service, a team of dedicated and
qualified internal FERCAM staff, who follows the customer from the first commercial contact to the delivery
of the goods.
In order to monitor customers’ perception of the quality of the service and company performance, we periodically
carry out a survey through an external consultancy company specialized in market research, so as to be able to
guarantee a third-party evaluation of the survey results.
Our company policy with reference to Quality includes the following commitments:
Recognize the customer’s needs
and inform throughout the
entire process of carrying out
the service.
Inform stakeholders about our
performance.
Measure, evaluate and control
qualitative performances to
seek constant improvement of
the service.
Adopt information and security
systems that guarantee the
safety and integrity of the goods
during all phases of transport
and storage.
Provide adequate training and
information to its collaborators
in relation to the activities
carried out.
Involve company functions
at different levels and define
measurable objectives.
110 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

BUSINESS MANAGEMENT SYSTEM
The parent company FERCAM S.p.A. has established, implemented and keeps updated its integrated Quality,
Environment and Safety management system: it takes into account social, environmental and economic aspects,
in order to manage company processes with a view to effectiveness and efficiency and optimize energy and raw
material consumption, promoting waste management aimed at their reduction and reuse.
The adoption of a Quality, Environment and Safety management system has the aim of providing the company
with a structured process management and monitoring system oriented towards the continuous improvement
of performance from a Quality, Environment and Safety point of view.
In line with these objectives, and given that the Quality, Environment and Safety management system is applied
to all branches, the choice of sites certified by a third party was guided by the following factors:
• process control, environmental aspects, risks related to health and safety at work;
• significance of the sites.
Furthermore, thanks to the AEO-F certification, FERCAM S.p.A. is recognized as a RELIABLE and SAFE partner
in the entire international logistics chain, offering quality services and managing the supply customs chain in
complete safety. In fact, the prerequisites for obtaining and maintaining this certification are compliance with
certain standards regarding financial solidity, seriousness of the requesting legal entity, efficiency and proven
competence in the management of goods under customs restrictions.
INTERNAL AUDIT
FERCAM S.p.A. annually plans internal audits in all its branches in order to:
• verify effectiveness (doing the right things) and efficiency (doing the right things by
optimizing resources) of the processes;
• monitor compliance with international reference standards;
• monitor compliance with company procedures;
• monitor developments and seize opportunities for continuous improvement;
• verify the correct management of reports from customers and, in general, stakeholders;
• adopt the necessary corrective actions upon detection of non-compliance.
Internal audits are carried out by qualified FERCAM personnel.
The audits are carried out both as documentary audits and in-field audits.
In 2022, 20 internal audits were carried out.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
111

QUALITY AND EFFICIENCY OF THE PROCESSES
Milestones of the Company Quality, Environment and Safety
Management System
ISO 9001:
Setting up a Quality
Management System
and obtaining ISO
9001 certification for
the first
FERCAM branches
1993
2005
ISO 14001 e SQAS:
Establishment of
an environmental
management system and
achievement of ISO 14001
and SQAS certification in
the Bolzano headquarters
and workshop
2012
AEO-F:
(Authorised
Economic
Operator Customs
and Security)
certification
2015
SEDEX:
joining:
SEDEX(Supp
EthicalData
Exchange)
ECOVADIS:
Membership of
ECOVADIS, global
platform for CSR
(Corporate Social
Responsibility)
ratings
2013
Certificazione
Reg. 834/07:
at the end of
2019
the certified
sites are Milan,
Novara, Pavia,
Trento and
Prato
2014
834/07
112 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

2016
IFS LOGISTICS:
IFS Logistics (food logistics) certification:
Pavia branch.
OHSAS 18001: Launching the occupational health and
safety management system and obtaining OHSAS 18001
certification for the Bolzano, Officina Bolzano, Milan,
Padua, Bologna, Vignate and Novara sites
lier
2018
2017
ISO 9001:2015:
Changeover to ISO 9001:2015 standard.
At the end of 2019, the certified sites are
Headquarters and workshop Bolzano, Padua,
Milan, Novara, Vignate, Bologna, Perugia,
Trieste, Turin, Naples, Parma, Como, Ancona,
Anzola dell’Emilia, Rome, Florence, Verona,
Trento, Veronella, Vicenza, Carpiano and Leinì
and Livorno
FORS Silver:
Bolzano branch
FIDI
certification:
(international
removals)
Vignate branch
FORS
Silver
2019
2020
2021
FIDI
certification
renewal - FAIM
branch of
Vignate
SMETA:
Audit
according
to SMETA
standard at
Bolzano
ISO 45001:
Transition to iso
45001 standard
status
SMETA:
Audit under
the SMETA
standard at
Bolzano
2022
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
113

GOVERNANCE
TECHNOLOGY AND INNOVATION
THE INFORMATION TECHNOLOGY INFRASTRUCTURE
Highly reliable and fast geographical data networks are a fundamental component in the provision of all services,
as they allow the exchange of data between the operational structures of the FERCAM network, as well as
between FERCAM and its Customers and Partners, to be made safe and equally reliable.
For greater security and governance of the service, the management of infrastructures, not just network ones,
has always been centralized at the Bolzano headquarters and followed by highly qualified internal staff.
Collaboration, both internally and externally, makes use of equipped meeting rooms (available in the main
branches) and an individual web conference system that allows all people, from any workstation (PC, smartphone,
tablet...) to hold virtual meetings both with colleagues and outside the company. A real technological innovation,
which facilitates communication, beyond geographical distances, and which will contribute to improving the
quality of life.
Documentation digitalisation projects continue which on the one hand allows us to reduce the environmental
impacts of the activities and on the other has represented an advantage in terms of flexibility: fewer manual
operations also means savings in terms of time, with immediate advantages on the organization of team activities.
CYBERSECURITY AND SUSTAINABILITY
In the current global landscape, Cybersecurity has established itself as a top priority for international companies.
Imagine corporate organizations where “digital doors” are constantly under assault from unscrupulous
individuals, eager to exploit any crack or weak point, to access sensitive data. Just as a strong security door
protects our home, Cybersecurity serves to create a robust defense against cyber dangers.
At the heart of this challenge is the breadth of valuable information that international companies process, store
and exchange with customers and suppliers on a daily basis. We talk about financial data, business strategies,
personal customer information and much more. This data is the beating heart of the company’s activity and
their protection is vital and it is no coincidence that they are defined as part of the company assets.
A company that suffers a breach can face devastating financial consequences, loss of customer trust and damage
to its reputation. Cybersecurity acts like a shield, defending these digital treasures from cyber predators trying
to steal them.
Furthermore, in the context of an increasingly connected world, companies are also faced with a tangled
labyrinth of data privacy regulations. GDPR in Europe is just one example of how companies must adhere to strict
regulations. A well-structured cybersecurity system not only protects data, but also ensures that companies
comply with regulations, thus avoiding financial and legal sanctions that could threaten their very existence.
Cybersecurity is not a goal to be achieved once and for all, but a continuous commitment. Cyber threats are
constantly evolving and businesses must adapt.
In FERCAM, in addition to the huge constant investments in strictly technological terms in order to guarantee
114 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

usiness continuity, not least the creation of two data centers 50km away from each other and interconnected
at very high speed, for over three years we have introduced a “Cyber Awareness” program with the precise
objective of massively promoting a culture and awareness in the field of Cybersecurity. This obviously requires
constant financial and human resources. Sustainability in this context means not only protecting the company
today, but above all ensuring that it is able to do so tomorrow and in the coming years.
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
115

GOVERNANCE
PARTICIPATION IN ASSOCIATIONS
FERCAM joins ANITA, the Confindustria Association which represents road haulage and logistics companies
operating in Italy and Europe.
ANITA was founded in 1944 and is the trade association that supports the entrepreneurial, cultural and
competitive growth of Italian transport companies.
It supports companies’ growth policies in harmony with the objectives of greater efficiency combined with
respect for the environment, legality and safety, encouraging the development of intermodal transport.
The Association promotes the harmonization of the regulations of European States to ensure fair and equal
competitive conditions for all operators in the Union.
FERCAM also belongs to the following associations: Assoimprenditori Alto Adige, IATA, Assologistica, IELA,
IAM, FIDI.
The awareness of the importance of cooperating with other companies in the freight
transport and logistics sector to develop and support sustainable growth is also attested
by the desire to make one’s contribution within the association.
With this in mind, in 2022 our President Thomas Baumgartner is busy with the following
roles:
• President of the Anita trade association;
• Member of the Chamber Council of the Chamber of Commerce of Bolzano representing
transport and shipping;
• President of the Transport of people, goods and logistics section of Assoimprenditori
Alto Adige.
116 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

FERCAM
SUSTAINABILITY REPORT 2 0 2 2
117

METHODOLOGICAL NOTE
REPORTING STANDARDS APPLIED
FERCAM S.p.A.’s Sustainability Report was drawn up taking inspiration from national and international standards
on Corporate Social Responsibility and in particular it was drawn up with reference to the Sustainability Reporting
Standards published in 2021 regarding GRI 1 -2 - 3 and with reference to the 2016 GRI and subsequent updates
for the reporting of material topics.
This report was drawn up at the “with reference to” application level.
By applying this standard and using specific indicators, the company is able to present its performance to the
relevant stakeholders considering the three dimensions of sustainability: economic, social and environmental.
The previous Sustainability Report 2022 was published online on the website www.fercam.com.
REPORTING SCOPE
The data presented in this document relates to the following companies:
· FERCAM S.p.A.
· A CLASS WORLDWIDE
· FERCAM REAL
· STM S.r.l.
· FERCAM FUTURE LABS S.r.l.
· VINELLI & SCOTTO S.r.l.
· FERCAM FACTOR
As regards economic performance, the scope of the report includes the data from the consolidated financial
statements of the FERCAM Group to which the specific detail of the companies subject to reporting is added.
This financial statement refers to data as of 31.12.2022, compared with the two previous years.
The report was approved by the President and CEO of FERCAM S.p.A. and was subjected to assurance by the
third-party body Bureau Veritas.
The document will be updated annually and can be consulted as indicated in the “QHSE - Environment and
Sustainability” section of the website www.fercam.com.
To guarantee the reliability of the data, the use of estimates has been limited as much as possible, which, if
present, are appropriately reported and based on available methodologies.
118 SUSTAINABILITY R E P O R T 2 0 2 2 FERCAM

Perimeter of indicators:
Material topics GRI Standard Perimeter of indicators
Circular economy 306-1
306-2
306-3
Energy efficiency 302-1
302-4
302-5
GHG emissions and innovation 305-1
305-2
305-5
Waste data: FERCAM S.p.A.
For the others only waste delivered
to the municipal collection
system
• FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR
• FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• FERCAM FUTURE LABS S.r.l.
• FERCAM FACTOR
Stakeholder involvement 2-29 • FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR
Health and safety at work 403-1
403-2
403-3
403-4
403-5
403-7
403-8
403-9
403-10
Supply Chain 2-29
204-1
Wellbeing, development and motivation
of collaborators
401-1
402-2
404-1
404-2
• FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR
• FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR
• FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR
FERCAM
SUSTAINABILITY R E P O R T 2 0 2 2
119

Material topics GRI Standard Perimeter of indicators
Corporate Governance and Compliance
Quality and efficiency of processes
205-1
205-2
418-1
Theme material extra GRI
Indicators:
• Maintenance and extension of
certified management systems
•No. internal audits
• FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR
• FERCAM S.p.A.
• A CLASS WORLDWIDE
• FERCAM REAL
• STM S.r.l.
• FERCAM FUTURE LABS S.r.l.
• VINELLI & SCOTTO S.r.l.
• FERCAM FACTOR
120 SUSTAINABILITY R E P O R T 2 0 2 2 FERCAM

GRI CONTENT INDEX
The correlation table (GRI Content Index) allows you to promptly identify the indicators of the adopted standard
and their references within the document.
Management approach
The illustration of the material aspect, its components, the evaluation of the management approach take into
account what is required by the GRI 1-2-3.
Declaration of use
GRI 1 used
Sector Standard GRI
FERCAM presented a report referring to the GRI standards for the period
1/1/2022 – 12/31/2022
GRI 1 – fundamental principles 2021 version
Not applicable
GRI
Standards/
Other
source
Information Location Omission /
Reason and
Explanation Requirement
1.THE ORGANIZATION AND ITS REPORTING PRACTICES
2-1 Details organizational “Introduction ” section par . “About
FERCAM” - par. “Organizational
structure” and closing page
2-2 Entities included in the
organization's sustainability
report
2-3 Reporting period,
frequency and point of
contact
2-4 Restatement of information
Introduction ” section par. “ About
FERCAM” and “Methodological
note” section
“Methodological note” section
No revisions
2-5 External assurance “Methodological note” section
2. ACTIVITIES AND WORKERS
2-6 Activity, value chain
and other business
relationships
Introduction ” section par. “Our
services and our network”
2.7 Employees Section “People and the territory”
par. “Our collaborators”
3. GOVERNANCE
2-9 Structure and composition
of governance
2.10 Appointment and selection
of the highest
governing body
Section “Principles and values” par.
“ Governance ”
Section “Principles and values” par.
“ Governance ”
Notes
FERCAM
SUSTAINABILITY R E P O R T 2 0 2 2
121

GRI
Standards/
Other
source
Information Location Omission /
Reason and
Explanation Requirement
2.11 President of the highest
governing body
2-12 Role of the highest
governing body in
overseeing impact
management
2.13 Delegation of responsibility
for impact
management
2-14 Role of the highest governance
body in the
sustainability report
Section “Principles and values” par.
“ Governance ”
Section “Principles and values” par.
“FERCAM: 2025 strategy ”
Section “Principles and values” par.
“FERCAM: 2025 strategy ”
Paragraph “Methodological note”
2.15 Conflicts of interest Section “Principles and values” par.
“ Governance ”
2.16 Communication from
the critical issues
2.17 Collective knowledge
of the highest governing
body
4. STRATEGY, POLICY AND PRACTICE
2-22 Declaration on sustainable
development
strategy
Section “Principles and values” par.
“Compliance & Business Continuity
Management”
Section “Principles and values” par.
“ Governance ”
CEO letter
2-23 Policy commitment Section “Principles and values” par.
“FERCAM: 2025 strategy”
Notes
2-24 Integration of policy
commitments
2.25 Processes aimed at
remedying negative
impacts
2.26 Mechanisms for requesting
clarification
and raising concerns
Introduction ” section par. “Sustainable
Development goals”
Section “Principles and values” par.
“FERCAM: 2025 strategy ”
Section “Principles and values” par.
“Compliance & Business Continuity
Management”
Section “Principles and values” par.
“Compliance & Business Continuity
Management”
2-28 Trade associations “Principles and values” section
122 SUSTAINABILITY R E P O R T 2 0 2 2 FERCAM

GRI
Standards/
Other
source
Information Location Omission /
Reason and
Explanation Requirement
5. STAKEHOLDER ENGAGEMENT
2-29 Approach to stakeholder
engagement
2-30 Contracts work collectives
section par. “ Our stakeholders”
Section “People and the territory”
par. “Our collaborators”
Notes
ECONOMIC PERFORMANCE - GRI 200
Management approach
The illustration of the material aspect, its components, the evaluation of the management approach take into
account what is required by the GRI 1.- 2-3.
GRI
Standards/
Other
source
Information Location Omission Notes
GRI 201 - ECONOMIC PERFORMANCE 2016
201-1 Economic value directly
generated and
distributed
GRI 203 - INDIRECT ECONOMIC IMPACTS 2016
203-2 Impacts economic
indirect significant
GRI 204 - PURCHASING PRACTICES 2016
204-1 Expense providers
locals
GRI 205 - ANTI-CORRUPTION 2016
205-1 Operations assessed
for risks related to
corruption
205-2 Communication and
training on anti-corruption
policies and
procedures
Section “Principles and values” par.
“The economic value generated”
Section “Principles and values” par.
“The economic value generated”
Section “People and the territory”
par. “Supply chain management”
Section “Principles and values” par.
“Compliance & Business Continuity
Management”
Section “Principles and values” par.
“Compliance & Business Continuity
Management”
FERCAM SUSTAINABILITY R E P O R T 2 0 2 2 123

ENVIRONMENTAL PERFORMANCE - GRI 300
Management approach
The illustration of the material aspect, its components, the evaluation of the management approach take into
account what is required by the GRI 1.- 2-3.
GRI
Standards/
Other
source
Information Location Omission Notes
GRI 302 – ENERGY 2016
302-1 Power consumed
inside of of the organization
302-4 Reduction of energy
consumption
302-5 Reduction of the energy
needs of products
and services
GRI 303 - WATER AND WATER WASTE 2018
303-1 Interaction with water
as a shared resource
GRI 305 – EMISSIONS 2016
305-1 Direct GHG emissions
(Scope 1)
305-2 Indirect GHG emissions
from energy
consumption (Scope 2)
305-5 Reduction of GHG
emissions
GRI 306 – WASTE 2020
306-1 Waste production and
significant waste-related
impacts
306-2 Waste by type and
disposal method
Section “Environmental sustainability
and innovation” par. “ Facilities ”
Section “Environmental sustainability
and innovation” par. “ Facilities ”
Section “Environmental sustainability
and innovation” par. “ Facilities ”
Section “Environmental sustainability
and innovation” par. ”Environmental
Indicators”
Section “Environmental sustainability
and innovation” par. ” Environmental
Indicators ”
Section “Environmental sustainability
and innovation” par. ”Environmental
Indicators”
Section “Environmental sustainability
and innovation” par. ”Environmental
Indicators”
Section “Environmental sustainability
and innovation” par. ”Environmental
Indicators”
Section “Environmental sustainability
and innovation” par. ”Environmental
Indicators”
306-3 Waste produced Section “Environmental sustainability
and innovation” par. ”Environmental
Indicators”
Partially reported
124 SUSTAINABILITY R E P O R T 2 0 2 2 FERCAM

SOCIAL PERFORMANCE - GRI 400
Management approach
The illustration of the material aspect, its components, the evaluation of the management approach take into
account what is required by the GRI 1.- 2-3.
GRI
Standards/
Other
source
Information Location Omission Notes
GRI 401 – EMPLOYMENT 2016
401-1 New hiring and turnover
401-2 Benefits provided for
full-time employees,
but not for part-time
or fixed-term employees
Section “People and the territory”
par. “Wellbeing and initiatives for
collaborators”
Section “People and the territory”
par. “Wellbeing and initiatives for
collaborators”
GRI 403 – HEALTH AND SAFETY AT WORK 2018
403-1 Occupational health
and safety management
system
403-2 Hazard identification,
risk assessment and
accident investigation
403-3 Occupational health
services
403-4 Worker participation
and consultation and
communication on
health and safety at
work
403-5 Training of workers on
health and safety at
work
403-7 Prevention and mitigation
of workplace
health and safety
impacts within commercial
relationships
403-8 Workers covered by
an occupational health
and safety management
system
Section “People and the territory”
par. “Health and Safety in FERCAM”
Section “People and the territory”
par. “Health and Safety in FERCAM”
Section “People and the territory”
par. “Health and Safety in FERCAM”
Section “People and the territory”
par. “Health and Safety in FERCAM”
Section “People and the territory”
par. “Health and Safety in FERCAM”
Section “People and the territory”
par. “Health and Safety in FERCAM”
Section “People and the territory”
par. “Health and Safety in FERCAM”
403-9 Accidents on the Work Section “People and the territory”
par. “Health and Safety in FERCAM”
Partially
reported
FERCAM
SUSTAINABILITY R E P O R T 2 0 2 2
125

GRI
Standards/
Other
source
Information Location Omission Notes
403-10 Illnesses professional Section “People and the territory”
par. “Health and Safety in FERCAM”
GRI 404 – TRAINING AND EDUCATION 2016
404-1 Average hours of
annual training per
employee
404-2 Employee skills upgrading
and transition assistance
programmes
GRI 418 – PRIVACY OF CUSTOMERS2016
418-1 Substantiated complaints
regarding
breaches of customer
privacy and loss of
customer data
Section “People and the Territory
“par. “Training and development of
our staff”.
Section “People and the Territory
“par. “Training and development of
our staff”.
Section “People and the territory”
par. “Privacy Management”
Partially
reported
Partially
reported
126 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

Assurance Statement addressed to Fercam S.p.A stakeholders
1. INTRODUCTION
Bureau Veritas Italia S.p.A. ("Bureau Veritas") has been commissioned by Fercam S.p.A. to
conduct an independent audit (assurance) of its 2022 Sustainability Report, with the aim of
providing conclusions on:
• Accuracy and quality of the information made public about its sustainability performance;
• Degree of adherence to the reporting principles of the Global Reporting Initiative
according to the application level "with reference to GRI Standards" provided by the 2021
version of the GRI Universal Standards.
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 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 2022 Sustainability Report
Fercam S.p.A .
The verification activities were conducted at the company’s headquarters in Via Curie 2 –
Bolzano and partly for specific company needs in remote mode, we believe we have
obtained sufficient and adequate evidence to support our conclusion.
The assurance has covered the whole 2022 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 2022 – 31 December 2022) and for statements of policy, intent
and objective, Bureau Veritas verified their consistency with the reference methodological
assumptions.
It should be noted that in this Sustainability Report, in addition to Fercam S.p.A., the
following Italian subsidiaries belonging to the Group have been included in the scope:
• A CLASS WORLDWIDE
• FERCAM REAL
• STM SRL
• FERCAM FUTURE LABS SRL
• VINELLI AND SCOTTO SRL
• FERCAM FACTOR
Bureau Veritas Group | C2 - Internal
FERCAM
SUSTAINABILITY REPORT 2 0 2 2
127

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 2022 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.
Regarding the reporting principles, in our opinion the principles of quality assurance - such
as: Balance, Clarity, Accuracy, Timeliness, Comparability, Completeness, Sustainability
Context and Verifiability - have been observed. It also confirms that the Report meets the
GRI requirements for a "With Reference" application level and that our verification activities
also meet the requirements of the assurance standard.
In the Report, Fercam S.p.A. reported the material issues identified following an impact
materiality process that clearly explains the issues identified and considered relevant.
Fercam’s impact materiality is based on a process of identifying risks and main impacts
resulting from internal stakeholders engagement to determine its significance. For the future,
it is recommended to Fercam S.p.A. the involvement of significant external stakeholders in
the process of determining issues and to report, in relation to the short-term objectives
reported, specific targets and KPIs for the measurement of results. We recommend the
completion of the GRI requirements that have been partially reported for greater
completeness of the document.
4. DECLARATION OF INDEPENDENCE, IMPARTIALITY AND
COMPETENCE
Bureau Veritas is an organization specialized in independent activities of verification,
inspection and certification, with over 190 years of history, 82,000 employees and a turnover
of over 5.6 billion Euros (revenues 2022).
Bureau Veritas applies a Code of Ethics internally and we believe that there is no conflict of
interest between the members of the verification group and Fercam S.p.A..
Bureau Veritas Italia S.p.A.
Milan, 30 November 2023
Giorgio Lanzafame
Local Technical Manager
Bureau Veritas Group | C2 - Internal
128 SUSTAINABILITY REPORT 2 0 2 2 FERCAM

SUSTAINABILITY REPORT 2022 FERCAM
PROJECT COVERED BY:’
QUALITY, ENVIRONMENT & CSR OFFICE
For further information, please contact
Quality, Environment and CSR
Head of Department: Lorena Biasi
Telephone: 0471/530000
Email: quality@fercam.com
INTERNAL SUPPORT:
•HR Office
•Prevention and Protection Service
•Facility Management Office
•Legal & Insurance & Compliance Office
•Budget and Tax Office
•Marketing and Tender Office
•Procurement Management Office
•Purchasing Office
•Controlling Office
•Administration Office
•Information Technology Office
•Vehicle Park Office - Workshop
GRAPHIC PROJECT:
Marketing Office
PHOTOGRAPHS:
FERCAM S.p.A. Archive
Shutterstock images archive
UNDRAW images archive
We would like to thank all our employees who made our Sustainability
Report 2022 possible!
Bolzano, 30 November 2023
President
Dott. Thomas Baumgartner
Managing Director
Dott. Hannes Baumgartner
129 SUSTAINABILITY R E P O R T 2 0 2 2 FERCAM

Sustainability
Report
2022