sustainability report 2015

Sustainability Report 2015//

OUR75

YEARS

Sustainability Report 2015//Sustainability Report 2015//

1.Our approach to sustainable development

INDEX.

4.Our products

7.Our people

10.Data

2.Pelliconi profile

5.Economic impacts

8.Communications

3.Our clients

6.Respect of the environment

9.Community initiatives

PAG. 6 - 15 PAG. 16 - 25 PAG. 26 - 37

PAG. 32 -37 PAG. 38 - 41 PAG. 42 - 49

PAG. 50 - 57 PAG. 58 - 61 PAG. 62 - 69

PAG. 70 - 83

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METHODOLOGICAL NOTE.

The Pelliconi Sustainability Report, has been prepared according to the Sustainability Reporting Guidelines of the Global Reporting Initiative (GRI).

This year the report confirms the reporting scope and the number of performance indicators of the GRI standard achieved in the second edition.

The 2014 report confirms a B application level of the standard, Global Reporting Initiative.The report presents the main economic, environmental and social impacts to the stakeholders and allows us to place the company business in a more extensive context, indicating the relevant aspects with regard to the sector of closure producers and to the regional scope of reference.

The subjects and qualitative and quantitative information in relation to reporting reflect the gold standard and the considerations which came up during meetings with the company’s management.

The information gathered from national and international sectoral associations (ANFIMA, EMPAC), the analysis of the best practice on sustainability reporting in the target sector and the requests for information on sustainability were taken into account.

With regard to reporting on some indicators (for example those for personnel training) the results of the project promoted by ISTAT and by the CSR Manager Network Italy for the standardisation of sustainability data, were also taken into account.

At the end of the report, a list of the published indicators is available; indicating where one can find the information provided for by the GRI in the document.

Even this year the data and information provided (unless otherwise stated) refer to all the companies comprising the Pelliconi group: Pelliconi & C. S.p.A., Pelliconi Abruzzo s.r.l., Pelliconi Egypt S.A.E., and Pelliconi Florida LLC.

Data has been compiled and checked by several departmental managers. The section concerning the economic performance has been prepared using data from Pelliconi consolidated financial statements which have been audited by external and independent auditors.

Wherever possible, the data for the three-year period 2012-2014 have been reported as requested by the GRI standard. CO

2 emissions deriving from electricity consumptions

have been recalculated for the whole three-year period 2012-14 using the emission factor of the Italian power stations relating to the year 2010 (the most recent) and published in the ISPRA 2012 report on emission factors in the Italian electricity sector.

For further information, please contact: [email protected]

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LETTER TO STAKEHOLDERS.

The fourth edition of our sustainability balance is going to report data from a special period, in which our company has celebrated the 75th anniversary of its foundation. A great mark for a great company, that still wants to grow, and with this document aims to present the main initiatives and performance related to 2014 and some ideas on planned activities for the future. We want to continue our run with the values and motivations that have guided us so far, in a successful story that has seen a small company become a multinational with operations in three (and soon in four) continents, maintaining its direct and agile management, the family identity combined with ambitious goals. Experience the world and the opportunities offered by international markets is something more than a simple strategy: it is a mindset, a way of being and of understanding the business, always based on a sound industrial vision and ambitious targets. With these fingerprints written in the DNA, Pelliconi continues to focus on the high quality of the product combined with the desire to follow the customer in every part of the world, open to actively invest in long-term partnership. After our successful investments first in Italy and then in Egypt and in Florida, it’s time to start our adventure in China, a brand new market for us and a great opportunities that we approach with our flagship product: the Maxi P 26, the ring-pull aluminum closure which is having great success around the world. In this market we will continue to innovate our processes and products, bringing the Pelliconi know-how on the most famous beverage trademarks and on the tables of Chinese consumers. We are always looking for excellence and innovation that has accompanied us in our history, and with this background, cultural rather than commercial, that we push every year, looking for new opportunities, approaching new markets, testing with new ways of living the business. We aim to define a new standard in the baby-food business, a closing system that will allow us to approach a world unexplored to us, complementary but separate from the beverage business. We are always strongly oriented for environmental and social responsibility, especially considering the challenges posed by the international economic crisis. Although all markets have been in a long period of severe economic difficulty, we continue to invest resources to ensure the best possible balance between growth, environmental protection and responsibility towards our people, communities and all stakeholders, and we are even more convinced that this is the best way to compete in the market. We launched the campaign “All you need is less”, giving visibility to the “Smart crown”, the environmental friendly closures produced with thinner metal that now have become a real new worldwide market standard, thanks to the trust and cooperation of our major customers who committed in our view. We continue to pay attention to the expectations of multiple stakeholders. The willingness to share with them our approach to sustainable development has led to a better integration with customers, business partners, local institutions and other stakeholders. We are committed to give back part of our income to the local community by supporting various activities in the promotion of culture, health through sport, research and training, and help disadvantaged people. We firmly believe that our approach to business sustainability is the choice which has allowed us to become what we are today and the way forward to continue our successful path.

Marco Checchi, CEO


THE PILLARS ON WHICH OUR VISION FOR SUSTAINABILITY IS BASED

OUR ETHICAL PRINCIPLES AND VALUES

OUR CODE OF ETHICS

OUR MISSION

PROFESSIONAL TRAINING ON ETHICS AND SUSTAINABILITY

PROMOTION OF HUMAN RIGHTS AND OUR COMMITMENT TOWARDS

CONFLICT MINERALS

RELATIONSHIPS WITH OUR STAKEHOLDERS

1.Our approach to sustainable development//

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THE PILLARS ON WHICH OUR VISION FOR SUSTAINABILITY IS BASED.

1.CONDUCT OUR BUSINESS LEGALLY, WITH RESPECT AND HONESTY TOWARDS ALL OUR STAKEHOLDERS

We firmly believe that ethical and responsible business conduct will ensure the trust of our partners and success in the long term

3 We communicate and share our values with all stakeholders

3 We train our personnel on issues of ethics and sustainability

3 We are committed to communicating and sharing our values for sustainability with our suppliers and business partners

3 Preferably, we seek long-term business partnerships and relationships

3.ENSURE SAFE AND EVER MORE ENVIRONMENTALLY RESPECTFUL PRODUCTS FOR OUR CLIENTS AND CONSUMERS

We work in close proximity with our business clients to achieve technological and environmental innovation

3 We invest human and economic resources in favour of innovation for our products and processes, with special attention to environmental sustainability

3 We offer our clients the opportunity to choose products that are more eco-compatible, and we are completely available to work together on special and long-term projects to create much more sustainable products

3 We are equipped with specific procedures and we possess international certifications to guarantee health and safety in all products

3 We are committed to reducing the environmental impact from our production cycle and from logistics of raw materials and products

2.MANAGE OUR PERSONNEL IN A RESPONSIBLE MANNER

We are one big family and team, united in achieving our mission together

3 We preserve jobs and employment

3 We invest to guarantee occupational health and safety

3 We support the well-being and satisfaction of our personnel and their families

3 We behave properly and transparently in managing workplace relations

3 We take action against those who break the rules

4.SUPPORT SOCIAL AND CULTURAL DEVELOPMENT FOR OUR LOCAL COMMUNITIES

We invest a share of our profits in favour of our regional communities

3 We sponsor and actively participate in local projects aimed at promoting social and cultural activities, scientific research and in support of the physical well-being of the regional community in which we operate

3 We involve our employees in planning and developing activities in support of the community, giving priority to issues and projects suggested by our personnel or in support of the associations of which they are members


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HONESTY AND LEGALITY

Respect for rules and laws, loyalty and a sense of responsibility towards clients, suppliers and workers are strongly rooted in our Group. We do exactly what we promise, in full respect of the regulations in force.

RESPECT AND PROFESSIONALISM

Our extensive knowledge of the sector, full range of skills and sincerity with all partners allowed us to earn our clients’, suppliers’ and other stakeholders’ respect and trust. We will continue to work to deserve their respect and trust.

ENTHUSIASM AND PASSION

We take on all that we do with enthusiasm and team spirit, in the belief that the best results are only obtained with the utmost passion. Passion is the key to everything we do.

PRECISION

Our results show that we know how to promptly and duly meet our obligations.

RESPECT

We are committed to protecting cultural and gender diversity, fully respecting our personnel’s dignity and prohibiting all forms of violence and harassment. In this regard, we support the initiatives aiming at obtaining the well-being conditions at the workplace.

FAIRNESS

We offer all employees equal opportunities to work in full respect of the law, in such a way that permits each and every one of them to develop their own personal potential and to benefit from equitable contract terms and salary compensation, based exclusively on criteria of merit and competence, without any form

OUR ETHICAL PRINCIPLES AND VALUES.

“IN CARRYING OUT OUR DAILY WORK, WE ARE INSPIRED BY OUR FUNDAMENTAL PRINCIPLES.”

of discrimination. We are just as careful in managing business relationships with suppliers and business partners.

COMMITMENT TO SUSTAINABILITY

We are committed to work actively towards sustainability, with a view to pursue economic development that is compatible with environmental, ethical and social balance. We safeguard employment conditions to provide a safe working environment and the best production practices for safeguarding the employee’s physical and psychological well-being. We work actively for eco-sustainable development, to preserve the quality and quantity of the non-renewable natural reserves and reduce the environmental impacts of our business activities, in order to strike a balance between economic development and environment for future generations. We are committed to observing the needs of the regions where we operate, participating in the civic growth and general well-being of the communities in which we operate through listening to our stakeholders, involving them and collaborating with them.

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In January 2013, we updated our Code of Ethics, expressing the commitments and responsibilities that the company and whoever works with Pelliconi assume when carrying out all company activities.

The Code of Ethics was developed to ensure that our fundamental ethical principles and values are clearly defined and serve as the cornerstone of corporate culture, and also to provide a standard of behaviour for all personnel in the conduct of their work.

The ethic principles and values and the resulting behavioural rules constitute in fact a point of reference and a guide to be followed in the relationship with the stakeholders, and also provide valid assistance for identifying and resolving unclear and controversial situations.

The Code of Ethics is also the subject-matter of a specific training module at our training centre, the “Laboratorio Angelo Pelliconi”, aimed at disseminating its content and raising awareness among the whole company on the principles and the business management rules set out by Pelliconi, making the managerial staff aware of its responsibility to disseminate the Code to its own personnel, developing an attitude and inclination to face the problems of an ethical nature within the context of the company operation.

The same approach was taken in 2013 with regard to our companies in Egypt and in Florida which provided a training session to all employees dedicated to the integration of sustainability and the code of ethics within all the group’s companies.

In the first half of 2013 we disseminated the Code of Ethics using several means of communication:

3 it was published in Italian and English on our company’s website;

3 it was sent by e-mail to employees and clients;

3 we dedicated a feature to the code of ethics in the first issue of the company newsletter, Pelliconi Magazine.

OUR CODE OF ETHICS.

“WE STRIVE TO DISSEMINATE THE CONTENT OF THE NEW CODE OF ETHICS BOTH WITHIN THE COMPANY AND ALONG THE SUPPLY CHAIN.”


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“WE ARE A DYNAMIC AND RELIABLE GROUP THAT HAS BEEN WORKING SINCE 1939 TO BE A GLOBAL PARTNER AND REFERENCE POINT IN THE SOLUTIONS FOR THE BOTTLING AND PACKAGING INDUSTRY. OUR CREATIVENESS, SKILL AND TEAM SPIRIT ALLOW US TO MEET THE REQUIREMENTSOF OUR CUSTOMERS CREATING SHARED VALUE. PASSION FOR INNOVATION AND QUALITY, CLOSENESS TO CUSTOMERS, ATTENTION TO SAFETY, ENVIRONMENT AND PEOPLE ARE THE INGREDIENTS OF OUR SUCCESS”.

OUR MISSION.

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As of the last six months of 2010, through the launch of the activities of the Laboratorio Angelo Pelliconi, within the training module at Master’s level, we also introduced a specific module on Ethics and Social Responsibility (to date, it has been provided to over 25% of the whole company). Amongst the internal lecturers, there was also the CEO who participated directly.

We are committed to promoting the shared ethical values of the international community in the conduct of our company business, in particular drawing inspiration from international documents such as the Universal Declaration of Human Rights, the OECD guidelines for multinational companies, and the ILO Tripartite declaration on principles for multinational companies. Our attention is particularly focused on aspects involving discrimination, guarantees of equal opportunity for our employees and occupational safety.

We are determined to keep involving our suppliers as well, to share with them the same values, paying particular attention to the fact that the suppliers of goods and services are aware and share the principles and values referred to in our code of ethics.

The monitoring of human rights in the supply chain has also been part of our specific work carried out on the supply of raw materials deriving from the Democratic Republic of the Congo and from bordering countries, in which a series of armed conflicts raises great concern on the breach of human rights in mineral extraction, processing and trade.

On the 22nd August 2012, the American Parliament approved the “Dodd-Frank Wall-Street Reform and Consumer Protection Act” and the US Securities and Exchange Commission issued as a rule the

PROFESSIONAL TRAINING ON ETHICS AND SUSTAINABILITY.

PROMOTION OF HUMAN RIGHTS AND OUR COMMITMENT TOWARDS CONFLICT MINERALS.

This specific module on Sustainability was offered even within our companies abroad, holding sessions in classrooms for all employees on the most relevant subject for the group in relation to sustainability, on the importance of reporting through the company’s annual report and on the characteristics of the adopted GRI-G3 international standard and the economic, social and environmental performance indicators.

“THE TRAINING MODULE ON SUSTAINABILITY OF THE LABORATORIO ANGELO PELLICONI HAS

LANDED IN ALL PELLICONI LOCATIONS.”


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obligation for American companies using minerals at risk (defined as “conflict minerals”) for the manufacture of their own products to carry out checks in their own supply chain. Among the minerals concerned one finds Cassiterite (Tin), Wolframite (Tungsten), Columbite-tantalite (defined in jargon “coltan”, for Niobium and Tantalium) and Gold, all of which are products used as parent elements in a vast spectrum of industrial activities, especially in electronics (mobile and computer components) but also in the production of tin, which may be used in the electrolytic covering process of types of laminated steel (production of TinPlate).

In response to some American clients’ requests, we started working by launching an inquiry directed at our TinPlate suppliers to go into detail in the subject of “conflict minerals” and confirm that in their production processes no tin deriving from Cassiterite extracted in conflict areas is used.

Some of our customers and suppliers are listed on Wall Street, and therefore are obliged to verify, certify and communicate through

a specific report to the American Security Exchange Commission on the lack of use of “conflict minerals”: these producers have already publicly expressed their disapproval of controversial minerals. Their stance is accessible on the companies’ websites and, in any case, the fact that they are listed on Wall Street is already in itself a reasonable guarantee of a lack of use of raw materials originating from conflict areas.

Even the rest of our suppliers declared in a transparent way that they are not supplied with “conflict minerals” in accordance with their own company policy or in compliance with the fact that they purchase raw materials only from their internal market.

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We are aware that our success on the market cannot do without the attention given to the relationship with all our stakeholders, to create sound relationships which promote the building of consensus and mutual trust.

For each working activity which has an impact on one or more categories of our stakeholders, we always try to identify beforehand potential critical situations which may arise at each stage of the activity, defining with them common principles for greater integration of commitments, and for fully sharing objectives and results.

Our stakeholders represent the main target of our corporate social responsibilities initiatives and at the same time they are also the most precious partners in building projects and paths fully in line and consistent with our core business and with the greatest challenges which are typical of our sector.

RELATIONSHIPS WITH OUR STAKEHOLDERS.

The aim is to create alliances that bring about a competitive advantage and shared and common benefits even in the field of sustainability.

The table below gives a non-exhaustive but representative overview of the type of relationships we have with the several categories of stakeholders together with the main dialogue, interaction and involvement instruments which are typical of them.

“THE AIM IS TO CREATE ALLIANCES THAT BRING ABOUT A COMPETITIVE ADVANTAGE AND SHARED AND COMMON BENEFITS EVEN IN THE FIELD OF

SUSTAINABILITY.”


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MAIN CATEGORIES OF STAKEHOLDERS

OUR STRUCTURE IN WHAT WAY WE INTERACT, WE LISTEN TO THEM AND INVOLVE THEM

EMPLOYEES 464 employees as of June 2014, of whom 386 work in Italy, 36 in Egypt, 25 in the United States, 5 in France and 12 in the several business offices

Internal communication instruments (newsletters, intranet, mailing); periodical assessment of the employee engagement, internal and external events dedicated to the employees, Business Meetings and management committees.

CLIENTS Over 600 national and international clients in the beverages sector

Periodical satisfaction surveys; Visits at our production plants. Participation in internal and external events organised by clients. Continued relationships with our business consultants staff, and with other corporate functions: logistics, quality, technical division, etc.

SUPPLIERS Our main suppliers are about 30, both national and international; product suppliers: steel, aluminium, paint, plastic compounds. Other service suppliers: transport and logistics

Daily relationships with the purchasing management and with the logistics, quality and technical division corporate function and with all the other managerial roles according to the activities provided. Dialogue with the main associations representing the suppliers through the ANFIMA-EMPAC network.

LOCAL INSTITUTIONS Municipalities, Supervisory authorities (health, safety and fire prevention), Region (Emilia Romagna, Abruzzo, the Florida State and local authorities of El-Obour and Cairo)

Meetings and visits at the production plants to obtain various authorisations for the operation of the productive activities with regard to the regulations in force in the various relevant fields (e.g., corporate articles of association, registration of companies with the Chambers of Commerce or equivalent, authorisation for the operation of the productive activities, fire safety authorisation, environmental authorisations (e.g. AIA), inspection for checking compliance with regulations in the various relevant fields (e.g. environment safety, ...), presentations of projects to the institutions

TRADE ASSOCIATIONS ANFIMA, Confindustria, ER-Amiat , EMPAC Periodic meetings, preparation and sharing of best practices, participation in tasks withintechnical and representative committees

FINANCIAL INSTITUTIONS

National and international banks that finance the group’s main investments

Meetings with the Top corporate management

NON PROFIT DIMENSION

Associations for the promotion of activities in the social field : AVIS, Fanep, Fondazione Aldini Valeriani, Museo del Patrimonio Industriale, sports and cultural associations

Sponsorships, acts of generosity, assignment of goods or services, partnership projects, training and internships within the company

TRADE UNIONS FIOM-CGIL, CISL and UIL Collective and regional bargaining. Meetings with corporate trade union representatives.

SCHOOLS AND UNIVERSITIES

The European House – Ambrosetti, University and public and private research institutes; schools

Development of partnership projects, economic support to research, training and support to research and development of products and materials; corporate testimonials at academic institutes; guided tours at the production plants for schoolchildren attending technical institutes

CERTIFYING AGENCY Deloitte, Det Norske Veritas Third party audit, validation and certification of documentation and reporting within the administrative, economic-financial, sustainability, and regulated management systems framework


A GLOBAL COMPANY

OUR MANUFACTURING PLANTS IN ITALY AND WORLDWIDE

... AND THEN THERE IS THE NEW PELLICONI PLANT IN CHINA

ORGANISATION STRUCTURE

OUR HISTORY

2.Pelliconi profile//

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We are one of the world’s leading manufacturers of metal closures for the beverages sector.

Our production focuses on bottle closures, including metal crown caps (including twist-off crowns), threaded aluminium caps, aluminium “pull-ring” (Maxi-P26) caps, and screw-on plastic caps. Our bottle closures are mainly marketed to the beverages sector, but innovative baby-foods products are also at their advanced development stage and studies are being carried out on other specific products for the pharmaceuticals and personal care sectors.

Our main figures for 2014 include a turnover of about EUR 132 million, an EBITDA of EUR 10 million, with a production of over 25 billion closures exported to over 100 nations worldwide.

Our group currently provides direct employment for over 500 employees, working in four production plants on three continents: in Italy: in Ozzano dell’Emilia, near Bologna (headquarters) and in Atessa in the province of Chieti, in Egypt: in El-Obour, near Cairo and in the United States in Orlando, Florida. To better respond to client needs and take a more active commercial stance we have companies in strategic European nations: Pelliconi UK Ltd, near London, Pelliconi France SARL in Mardeuil (in the Champagne region), Pelliconi Deutschland GmbH in Karlsfeld in Bavaria. In recent years we added Pelliconi Russia LLC in Saint Petersburg and a representative office in Istanbul, Turkey.

During 2016 the closures production will start in a new plant in China, located in Suzhou, near Shanghai.

The Pelliconi sales team directly operates in our markets in Africa, the Middle and Far East and the Pacific region.

The Pelliconi sales team directly operates in our markets in Africa, the Middle and Far East and the Pacific region.

We serve over 600 clients worldwide, including all major beverage sector companies such as ABInBev, Calsberg, Castel, Coca Cola, Danone, Diageo, Heineken, Nestlè Waters, Pepsi Cola, SABMiller, etc.

A GLOBAL COMPANY.

United StatesPELLICONI FLORIDA, LLC


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UKPELLICONI UK LTD

FrancePELLICONI FRANCE SARL

GermanyPELLICONI DEUTSCHLAND GMBH

RussiaPELLICONI RUSSIA LLC

TurkeyLIAISON OFFICE

EgyptPELLICONI FOR CLOSURESMANUFACTURING(PELLICONI EGYPT) SAE

MacedoniaSALES REPRESENTATIVE

PhilippinesSALES REPRESENTATIVE

ChinaPRODUCTION PLANT

ItalyPELLICONI & C. S.P.A.PELLICONI ABRUZZO S.R.L.

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OUR MANUFACTURING PLANTS IN ITALY...

PELLICONI & C. S.P.A. - OZZANO DELL’EMILIA (BOLOGNA)HEADQUARTERS AND ORIGINAL

PRODUCTS ANNUAL MANUFACTURING CAPACITY 29MM CROWN CAPS 200 million pieces

ALUMINIUM CLOSURES 2.8 billion pieces

PELLICONI ABRUZZO S.R.L. – ATESSA (CHIETI) SITUATED AT THE HEART OF THE VAL DI SANGRO INDUSTRIAL ZONE, IT IS THE WORLD’S BIGGEST PLANT FOR CROWN CAPS MANUFACTURING

PRODUCTS ANNUAL MANUFACTURING CAPACITY TAPPI A CORONA 26MM 24 billion pieces

1.//

2.//


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AND WORLDWIDE.

PELLICONI EGYPT SAEEL OBOUR CITY (CAIRO - EGITTO)

PRODUCTS ANNUAL MANUFACTURING CAPACITY26MM CROWN CAPS 3 billion pieces

PELLICONI FLORIDA LLCORLANDO (FLORIDA - USA)

PRODUCTS ANNUAL MANUFACTURING CAPACITYPLASTIC CAPS (SINGLE PIECE HDPE) 600 million pieces

26MM CROWN CAPS 3 billion pieces

3.//

4.//

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PELLICONI FRANCE...

… AND THEN THERE IS THE NEW PELLICONI PLANT IN CHINA.

PELLICONI FRANCE5.//

PRODUCTION PLANT FOR THE MANUFACTURE OF MAXI P-26 ALUMINIUM CLOSURES

PRODUCTS ANNUAL MANUFACTURING CAPACITYALUMINIUM CLOSURES MAXIP-26 3 billion pieces

6.//

SOLD PRODUCTS

26MM AND 29MM CROWN CAPS MAXI

P-26

OBTURATEURS FOR

CHAMPAGNE,

29MM CROWN CAPS WITH BUILT-IN

BIDULE


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ORGANIZATION STRUCTURE.

CHIEF EXECUTIVE OFFICER

CONTROLLER

BUSINESS DEVELOPMENT &PLASTIC BUSINESS DIRECTOR

HUMAN RESOURCES

ADMINISTRATION &FINANCIAL DIRECTOR

DIRECTOR OF OPERATIONS

COMMERCIAL DIRECTOR

ICT

PURCHASING DIRECTOR

QUALITY DIRECTOR

PLANT MANAGERPELLICONI & C. S.P.A

PLANT MANAGERPELLICONI ABRUZZO S.R.L

PRESIDENT PELLICONIFLORIDA LLC

GENERAL MANAGERPELLICONI EGYPT SAE

SUSTAINABILITY MANAGER

GENERAL MANAGER

ADMINISTRATIVE STRUCTURE AND CORPORATE BODIES

Pelliconi & C. S.p.A. is the parent company, which apart from carrying out its own production activities, holds the shares of the other companies in the Pelliconi Group. The Company has a traditional administrative structure.

The General Assembly of the Partners, which is the body of shareholders called together for important decisions in corporate life, including the election and dismissal of the Board of Directors and the election of the Audit Committee and for approval of financial statements.

The Board of Directors is the body which is responsible for the management of the company and the implementation of corporate objectives. All Pelliconi & C. S.p.A. partners are also members of the Board of Directors.Mr. Franco Gnudi is the President and Legal Representative and Mr. Marco Checchi is the Chief Executive Officer.

The Audit Committee is the company’s oversight body, elected by the General Assembly. It monitors compliance with the law and statute, with “principles of good management” and the adequacy of the organisational structures and administrative and accounting procedures adopted by the company.

The Group’s organisational model foresees an overall corporate administrative level, headed by the Managing Director who reports to the CEO, and all other corporate functions with responsibilities at the Group level, even if their roles vary in the various subsidiary companies.

There is an Investment Committee, chaired by the CEO, and of which are also members the Operations and Commercial Directors, the Administrative and Financial Director, the Controller, the Human Resources Manager and the Business Development Manager, responsible for discussing, evaluating and researching the interdepartmental issues related to new investments which are either at the planning stage or already in place.

There is a Management Committee, with managers from different areas of the company, responsible for discussing, analysing and informing the several participants about the Group’s financial and economic results as well as about the state of advancement of the various projects and initiatives developed at the Group level.

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OUR HISTORY.

Our company was founded in Bologna in 1939, thanks to the passion and intuition of Angelo Pelliconi who, at the beginning of the Second World War, invented a way of reusing metal military rations containers of the Americans soldiers to manufacture metal bottle caps. A beacon for sustainability since 1939!

Already in the early, pioneering year, the Pelliconi closures were a success and in order to meet the growing market demand the production process had to be accelerated and automated. This quest led Angelo Pelliconi to establish a strong working relationship, destined to become even stronger in the following years, with a group of young mechanics in nearby Imola, who would later go on to form SACMI. The increase in production capacity and the need for new spaces led the company to shift to Ozzano dell’Emilia, near Bologna, where we still have our headquarters and an important production plant.

Until the late 1980s, all of our production was based in the Ozzano dell’Emilia factory and our market share of some 4 billion pieces per year was primarily national, but with ever growing export shares to Europe and Africa. At the beginning of the 1990s, Pelliconi Abruzzo S.r.l. was established, with headquarters at Atessa, at the heart of the Val Di Sangro industrial zone in the province of Chieti. Over the years, the company made Pelliconi Abruzzo Srl a focus for important investments and a series of expansions, to the point of making it the largest capacity crown caps manufacturing plant in the world; Pelliconi Abruzzo Srl has contributed notably to increasing our productive capacity to the current levels of over 22 billion closures per year.

By this time internationalisation had become unavoidable, and in 2008 we established Pelliconi Egypt SAE, near Cairo, in partnership

with an Egyptian entrepreneur. This new plant situated has an installed capacity of about 3 billion crown taps per year, intended to supply the Egyptian market, Middle Eastern countries and of the African continent, with particular marketing advantages for the countries pertaining to the COMESA zone.

In 2010 we established Pelliconi Florida LLC, with headquarters in Orlando, United States. This site, which initially only produced plastic caps, in 2011 began producing crown caps, with an annual installed capacity of about 3 billion pieces. Implementing the production of metal closures thus allowed us to penetrate the American market, which before was served by Italian plants.

Continuing the internationalization process, during 2016 we’ll start operations in a new production site Pelliconi in China, located in Suzhou, near Shanghai, the economic capital of the Country. The production in this facility will begin with focus on aluminium Maxi P-26 pull ring closures, a type of closure with a strong growth and diffusion in the beverage market.

Born as a small company, operating on the home market, with a successful entrepreneurial vision and the will to be ever closer to its customers, Pelliconi is now one of the leading companies in the bottling closure section, and is proud to be a partner of the most important international players in the beverage sector.

2.Pelliconi profile//2.Pelliconi profile//

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THE PELLICONI UNIVERSE

OUR COMMITMENT TO CLIENT SATISFACTION

SAP, THE NEW ERP

THE WEBCENTER SOFTWARE FOR PELLICONI CUSTOMERS

PRODUCT RESEARCH AND DEVELOPMENT: A CLIENT PARTNERSHIP

RELATIONSHIP

3.Our Clients//

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THE PELLICONI UNIVERSE.

We now serve over 600 clients, including major international players in the beverage sector, with bottling plants and offices situated around the world.

Over the course of the years we have diversified and enriched our product portfolio, offering our clients a complete range of products and services to cover a variety of bottling solutions. In 2014, our total production at the group level exceeded 25 billion closures of various types, with further growth expected in the coming years.

GUINNESS / FOSTER’S / TUBORG / PEPSICO / BITBURGER / COCACOLA / MAHOU SAN MIGUEL / CAMPARI / AB-INBEV / COORS / BRASSERIES KRONENBOURG / BACARDI / BALTIKA BREWERIES / CASTEL BEER / MILLER COORS / KROMBACHER / CARLSBERG / BAVARIA / NESTLÉ WATERS / HEINEKEN / SABMILLER / BIRRA PERONI / DANONE / PAULANER / SCHWEPPES / WARSTEINER / CONSERVE ITALIA //

This result has been made possible by investing in research and development, not only with regard to new products but also with regard to new technologies, offering our clients reliable partnerships seeking long-term collaborations, and following the path towards internationalisation with determination, to get ever closer to our clients and focus more to fulfil their needs.

3.Our Clients//

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OUR COMMITMENT TO CLIENT SATISFACTION.We manage our client relationships through a team of commercial representatives who operate in several geographical areas around the world as truly specialised consultants.

To pursue our objective of client proximity, we have established specific sales offices to address strategic market areas such as in Germany, France, the UK, Russia and a local marketing presence in India (a market with great potential) and in the Philippines, to address the South-East Asian and Pacific markets.

In 2013 we opened a representation office in Istanbul with the objective of developing the Pelliconi business in the Turkish and Middle East market, and finally we are investing in a new production plant in China.

Apart this ever more widespread regional presence, we have

THE FUNDAMENTAL PILLARS OF OUR APPROACH TO CUSTOMER CARE AND SATISFACTION ARE:

Quality, safety and reliability of our products and services.

A wide range of products suitable for the various marketplace needs

Unmatched know-how in the bottling sector, allowing us to provide a tailor-made advisory service for choosing the products which are the most adequate to meet our clients’ needs, and also to be available to develop ad hoc solutions.

A substantial production capacity, allowing us to successfully address both continuous demand for large volumes through the peak (summer) seasons and emergency requests for large quantities of products outside of standard production.

Our will to be closer to our clients, even geographically, choosing to establish new business offices and production plants in markets until now served by the parent company.

Over the years we have demonstrated our ability to fully understand our clients’ practical needs and to develop tailor-made offerings suitable for specific applications, delivering the product under the planned terms and within the established deadlines, whilst maintaining a fruitful continuity in post-sales relationships.

also activated online communications channels, such as our new company website that gives much more room to the customers, entirely re-designed in style and content.

Furthermore we are also active on the most popular social media with a brand new communication strategy, oriented to a more modern and dynamic public.

We are constantly in touch and maintain a continuous relationship with our clients through a series of regular meetings at their own facilities and our plants, through our qualified resource group working in the Internal Sales, Customer Service and Customer Assistance departments.

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SAP, THE NEW ERP.

THE WEBCENTER SOFTWARE FOR PELLICONI CUSTOMERS .

Pelliconi planned and made real a big investment in a new company ERP, fully operational from March 2013. After exhaustive and careful researches, we chose SAP, which, while offering applications and services to enterprises of any size operating in any sector all over the world, also showed a strong commitment for a sustainable business. SAP looked like the right Partner because it has always been committed to support sustainability and contributes to the evolution of the Corporate Social Responsibility scenario, sharing the best practices and discussing the matter with other enterprises, institutions, associations, teachers, students and citizens. As the relationship between businesses and society represents a mutual exchange, enriching both the territory and people and supporting

Our Customers’ satisfaction is at the heart of our business, which is why the Software Pelliconi Online proofing has been developed for the approval of the products’ graphic design, dedicated to Pelliconi clients.

The software allows to manage and automate the approval cycles, thanks to the immediate display in a reserved area where customers may interact in real time on graphic design.

The program allows for close coordination between our pre-production department and customers, thanks to a user-friendly technology available online through a standard browser, thus allowing the persons concerned to login at any time and from any place.

Clients may observe the evolution of the products’ graphic design in 2D and 3D, write down amendments to be made or change colours directly on the sketch and compare several designs on the same screen. The models may be exported as videos, images and interactive images, facilitating communication activities and decision-making processes.

Such an intuitive approval and annotation structure reduces acceptance time-frames, facilitates sharing of information and reduces the margin of error as well as the cost of graphic and structural models.

At the end of the design stage, a summary document is issued on the interactions, allowing greater control of the approval process.

cultural, environmental and social progress, it looked to us as the most natural option. As enterprises don’t operate in isolation, they need to develop their strategy taking into account its social and environmental impact. SAP has been doing this for a long time, as witnessed in the software sector by the Dow Jones Sustainability Indexes 2010, and by its solutions it can help businesses to optimise their environmental impact, the operational risks and the management of hazardous substances, and to ensure that reporting complies with national and international standards, thus contributing to more responsible collective actions.

“A TOOL FOR REINFORCING INTERACTION WITH CLIENTS AND MAKING IT EVEN MORE ACTIVE.”

3.Our Clients//

31


PRODUCT RESEARCH AND DEVELOPMENT: A CLIENT PARTNERSHIP RELATIONSHIP.Since we view the Client as central, we are always willing to make even major investments in capital and research for the development of new markets and innovative products.

Such investments have led us, among other things, to establish new production plants in areas where until that time the market had lacked local production, but was served from plants in Italy, and to launch the industrial production of a new type of closures in Italy, such as the new MaxiP-26 closure, which has been a great commercial success and which was scarcely used in Europe until only a few years ago.

“WE ARE ALWAYS WILLING TO ASSESS PROJECTS IN PARTNERSHIP WITH OUR CLIENTS IN ORDER TO JOINTLY PLAN INNOVATIVE PRODUCTS WHICH ARE

EVER MORE ECO-COMPATIBLE.”


RESPONSIBLE PACKAGING

RESEARCH AND DEVELOPMENT FOR FOOD SAFETY

PROMOTIONAL PRODUCTS

OUR PORTFOLIO

4.Our products//

PAG. 34

PAG. 36

PAG. 36

PAG. 37

34

RESPONSIBLE PACKAGING.

Bottle closures are an important component of beverage packaging, and apart from ensuring the protection and preservation of beverages, they also play an important role in our clients’ marketing strategies.

A new cap or closure can give a product a competitive advantage in terms of appeal to the consumer, cost reductions and improved sustainability.

Our portfolio includes products that are competitive in every one of these aspects: Maxi-P caps, with their innovative “pull-ring” opening, “Smart Crown” caps made of metal, the thickness of which having been greatly reduced, and the complete range of PVC-free closure products and several technical solutions for promotional products.

Our plastic and/or metal closures are used to:Contribute to contain the food product (beverage) in a specified, controlled environment, suitable for preservation and distribution to the consumer (bottle).

Protect the beverage from the external environment, preserving its constituent, nutritional and organoleptic qualities until it is consumed.

Guarantee alimentary preservation and safety of the product through its entire life, from production to distribution, until final consumption.

Enhance the client’s brand with logos and colours that identify with the particular bottled beverage.

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3

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To guarantee top product safety and quality to all our clients and end consumers, we asked our production facilities to gradually adhere to ever more demanding international standards in terms of quality, food safety, environment, and regulations regulating products coming in contact with food.

In addition to the HACCP self-monitoring system for the sanitary hygienic risk prevention (incorporated since the very beginning in the Quality Management Systems under ISO 9001), we have also successfully completed the implementation of food safety management system in all Pelliconi production plants.

In Ozzano-Bologna, the headquarter of the group and initial production plant we also completed the process for the achievement of the environmental management certification according to ISO 14001, already in place in the Atessa facility, and also the certification with regard to OSHAS 18001 occupational safety management, planned to be implemented in other Pelliconi sites in the future.

4.Our products//

35


STANDARD CERTIFIED FACILITIES

SUBJECT CERTIFYING AGENCY

ACCREDITATION BODY OF THE CERTIFYING AGENCY

ISO 9001 Pelliconi & C. S.p.A.Ozzano (BO) ItalyPelliconi Abruzzo S.r.l.Atessa (CH) ItalyPelliconi Egypt SAECairo – EgyptPelliconi Florida LLCOrlando (FL) – USA

Quality management system Det Norske Veritas (Sincert)AccrediaRVA

HACCP Pelliconi & C. S.p.A.Ozzano (BO) ItalyPelliconi Abruzzo S.r.l.Atessa (CH) ItalyPelliconi Egypt SAECairo – EgyptPelliconi Florida LLCOrlando (FL) – USA

Self-monitoring system for risk analysis and prevention with regards to contamination of food products.

System included in ISO9001 certified quality system

ISO 14001 Pelliconi & C. S.p.A.(BO) ItalyPelliconi Abruzzo S.r.l. Atessa (CH) Italy

Environmental management system

Det Norske Veritas Accredia

OSHAS 18001 Pelliconi & C. S.p.A.(BO) Italy

Occupational safety management system

Det Norske Veritas RVA

BRC-IOP Pelliconi & C. S.p.A. (BO) ItaliaPelliconi Abruzzo S.r.lAtessa - (CH) Italy

Food safety management system for sanitary food packaging manufacture

Det Norske Veritas AccrediaBRC

FSSC 22.000 Pelliconi Egypt SAECairo-EgyptPelliconi Florida LLCOrlando (FL) – USA

Det Norske Veritas FSSC

36

RESEARCH AND DEVELOPMENT FOR FOOD SAFETY.

PRODOTTI PROMOZIONALI.

NEW PVC-FREE CLOSURES FOR BABY FOOD:

Amongst the different innovation programmes, we are actively developing new technologies for metal closure production with PVC-free seals for baby food.

We were among the first manufacturers to develop crown caps with PVC-free seals at the beginning of the 1990s and we are striving to guide the food closures market in this direction, in collaboration with our suppliers and partners.

This change is mainly due to the food industry, consumers and producer and consumer associations, not completely satisfied by current PVC technologies, both for environmental and food safety reasons.

PVC is considered by some as an unwelcome substance in urban waste management, since its chlorine content may lead to dioxin formation during incinerating processes.

The major reserves are in any case related to the possible health impacts caused by the additives used to soften PVC and to make it available to use as a hermetic seal.

The most significant developments which we brought about ourselves were those relating to new technologies for coats of painting, for the application of seals and new PVC-free plastic materials used for seals (Provalin®, developed in collaboration with ActegaDS).

We have now reached an advanced level of industrial experimentation and the validity of new technologies is confirmed since the facts speak for themselves: the new closures guarantee a much lower amount of migration in foodstuffs, especially in food containing fats, and have a smaller environmental impact once they are introduced in waste management processes.

WITH INK JET INNER PRINTING

Promotional closures with a unique inner code printed by ink jet on the inner side of the metal shell and visible through the transparent seal. Optimum for contests requiring unique codes (combinations of letters and numbers up to 8-10 digits long), like the ones by Internet or SMS.

WITH LASER INNER PRINTING

Promotional closures with laser printing on the inner side of the metal shell, visible through the transparent seal. Optimum for contests requiring prints with advanced, even differentiated graphics, complex messages or a combination thereof.

4.Our products//

37


OUR PORTFOLIO.

26MM CROWN CAPS:production capacity 34 billion pieces/year

- TinPlate/TinFreeSteel/StainlessSteel Metal shell- PVC and PVC free plastic liner- Pryoff and twist functionality

28X15MM ROPP CLOSURE: production capacity 1.2 Billion pieces/year

- Aluminium metal body- PVC-plastisol and PVCfree liner- Drop- and Split-Band functionality

SMART CROWN:production capacity 34 billion pieces/year

- TinPlate/TinFreeSteel Metal shell- PVC free plastic liner- Low gauge steel for reduced environmental impacts

28MM PLASTIC CLOSURE: production capacity 500 Million pieces/year

- Single piece HDPE closure body- For use on PCO1881 finishes

29MM CROWN CAPS:production capacity 200 million pieces/year

- TinPlate/TinFreeSteel/StainlessSteel/ Aluminium Metal shell- PVCfree liner or built-in HDPE bidule- Compliant for use with HDPE “Obturateur DAP” (Champenoise method)

“PHYSICAL GAS BARRIER” TECHNOLOGY:- PVCfree plastic liners with high gas barrier (low-permeability)- Higher protection from environmental contaminations- Available for 26mm and 29mm crowns

MAXI P-26 PULL RING CLOSURE: production capacity 1.6 Billion pieces/year

- Aluminium metal body- PVCfree liner- HDPE plastic opening ring

“OXYGEN SCAVENGER”TECHNOLOGY:- PVCfree plastic liners with Oxygen scavenger capability- Higher protection from beverage flavour oxidation- Available for 26mm and 29mm crowns and for Maxi P-26

CONTEST CAPS WITH INNER PRINTING

Closures featuring on the inner side an offset print of slogans, articulated sentences, drawings, even complex and multi-colour, which can be read through the transparent seal. The print can also be combined with an inkjet or laser alphanumeric code. Suitable for promotions combining unique codes and images or fixed texts.

WITH REMOVABLE SEAL

Thy are caps whose plastic seal is easily removable (“peelable”) from the metal shell. Once the seal has been removed the promotional message and/or the drawing become visible, but they cannot be read from the outside, through the bottle glass. Suitable for promotions with fixed images or texts.

WITH QR CODE PRINTING

The QR code is one of the most widely used information systems in marketing; it can store much more data than a traditional bar code, including texts, geographical coordinates, link URLs, etc., which can be accessed by utilities installed on advanced cell phones (“mobile-tagging”).


2014 FINANCIAL PERFORMANCE

OUR SUPPLIERS

5.Economic impacts//

PAG. 40

PAG. 41

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2014 FINANCIAL PERFORMANCE.

The strategic initiatives undertaken during the last year confirm the Group strategy, aimed at expanding the business lines collateral to the production of the crown cap, the historic core business of the Pelliconi Group.In a scenario of unchanged, high-level competition, the Group has retained and consolidated its shares on the reference markets. In particular, the group has consolidated its position on the European, African, North American and Australian markets, increasing during 2014FY the revenues from sales and services up to € 838K.The net result of the year 2014 is well improving from the previous year, confirm the choices made by Pelliconi on the technical and organization fields.Pelliconi Group complete the year 2014 with an operating earning of € 480K and an operating income of € 3.639 (€ 1.050 during Y2013), net from € 6.137K of amortization. The operating earning of Pelliconi during Y 2014 is made by main company Pelliconi & C SpA and Pelliconi Abruzzo srl performance improvements combined with lower negative impact related to missing contribution from plastic closure sales from Pelliconi Florida LLC.Despite the operations during 2014 having generated a higher

cash flow compared with the previous year, part of this has been absorbed by the working capital, therefore the cash flow coming from the operative activities has been almost in line with previous year.Nevertheless the cash flow generated in the financial year 2014 has been enough to support the investment activity of the period.The industrial choices we made and the ensuing product mix, which shall be further developed in the future, represent a solid support in view of the competitive challenges we are going to face in the next few years, and in conjunction with the new projects we are defining will allow the Group to achieve some positive net results.The following is the Economic Value directly generated in the period 2012-2014.

ECONOMIC PERFORMANCE 2012 2013 2014

DIRECTLY GENERATED ECONOMIC VALUE 134.511 132.014 133.102

REVENUES 134.511 132.014 133.102

DISTRIBUTED ECONOMIC VALUE 129.256 128.569 125.986

OPERATING COSTS 104.724 103.253 99.130

EMPLOYEE SALARIES AND BENEFITS 20.519 21.665 22.348

PAYMENTS TO CAPITAL PROVIDERS 2.229 2.265 2.319

PAYMENTS TO PUBLIC ADMINISTRATION 1.688 1.396 2.189

COMMUNITY INVESTMENTS 83 70 40

5.Economic impacts//

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OUR SUPPLIERS.

In our relations with suppliers, we are committed to implementing proper, timely and transparent practices in exchanging information and managing business relations, while seeking professionalism and commitment in sharing the principles and values referred to in our Code of Ethics.

In materials supply relations, tenders for goods and/or services and in collaborations with external partners (consultants, sales agents, etc.):

we follow our internal procedures for selecting and managing suppliers, without preventing any potential player possessing the prerequisites from competing;

at the selection stage, we adopt objective criteria for supplier evaluation, under transparent and declared procedures;

we periodically select suppliers and conduct checks in relation to them, constantly ensuring that they are able to meet our requirements and our clients and consumer needs;

we communicate and share our ethical principles and values, including through stipulations in contract documents

To produce our closures we obtain supplies of steel, aluminium, plastic, paint and ink from the most qualified producers, which are often large multinationals that employ state-of-the-art technologies and serve as a reference point for our specific sector. Most of them have adopted their own code of ethics for business conduct and implemented management systems for occupational and environmental safety (OHSAS 18001 and ISO14001) that are externally supervised and certified by independent and accredited agencies.

The table hereunder reports the total percentage of the purchases made from suppliers falling under different product categories having a code of ethics for business conduct and an environmental and occupational safety management system, externally certified under the ISO14001 and OSHAS18001 standards.

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3

3

3“WE ARE READY TO SEEK OUT AND EVALUATE

POTENTIAL PARTNERSHIPS WITH OUR SUPPLIERS ON SUSTAINABILITY PROJECTS IN AREAS OF

SHARED INTEREST.”

ISO 14001 OHSAS 18001 CODE OF ETHICS

STEEL SUPPLIERS 82% 81% 82%

ALUMINIUM SUPPLIERS 100% 100% 100%

PAINT AND INK SUPPLIERS 51% 51% 51%

PLASTIC COMPOUND SUPPLIERS 97% 97% 100%

TOTAL VOLUME OF PURCHASES IN 2014 FROM SUPPLIERS WHO ADOPTED THEIR OWN CODE OF ETHICS AND AN EXTERNALLY CERTIFIED ENVIRONMENTAL AND OCCUPATIONAL SAFETY MANAGEMENT SYSTEM:


REDUCING THE ENVIRONMENTAL IMPACT

RATIONAL USE OF ENERGY FOR LIMITING

ATMOSPHERIC EMISSIONS

METAL CLOSURES AND SUSTAINABILITY

SUSTAINABLE WASTE MANAGEMENT

THE INTERMODAL TRANSPORT OF PRODUCTS

SUSTAINABLE PACKAGING:

“ALL YOU NEED IS LESS” CAMPAIGN

OTHER ENVIRONMENTAL INITIATIVES

6.Respect of the environment//

PAG. 44

PAG. 44

PAG. 45

PAG. 46

PAG. 47

PAG. 48

PAG. 49

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REDUCING THE ENVIRONMENTAL IMPACT.

RATIONAL USE OF ENERGY FOR REDUCE ATMOSPHERIC EMISSIONS.

The environment represents for us a heritage to be respected and preserved for present and future generations.

This is why we undertake responsible management of natural resources, energy and waste, to gradually improve our results through the use of new technologies which are ever more efficient and have a lower environmental impact, continuous improvement in production processes to minimise all forms of inefficiency and waste, research and development of new products and materials that are ever more ecological and rationalisation of logistics in relation to the transportation of our products and raw materials which we get from suppliers.

The main sources of environmental impact from our production cycle are:

energy consumption (methane and electricity);VOS emissions (solvents in the atmosphere);Nox emissions (products of combustion)CO

2 emissions

consumption of raw materials deriving from non-renewable sources (particularly: steel, aluminium, plastic and painting products);waste;Indirect emissions from transportation of products

In contrast, cap and closure production does not have a negative impact on biodiversity, since our production plants are located in industrial areas and the production processes do not have particularly critical impacts on soil, flora or fauna.

We are careful and invest resources to improve energy efficiency in production processes, and this positively affects even atmospheric emissions. At equivalent production rates our production plants are now more efficient and consume less energy than they did in the past.

We manage to continuously improve our production processes through fine tuning and optimisation, (sometimes based on suggestions directly from our personnel) as well as through specific investments in new technologies. In this field, even research and development in production processes played an important role.

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Water consumption does not represent a significant aspect in our production cycle since it is not used in business processes except in closed circuits for plant cooling and fire extinguishing systems in emergency cases (fire sprinkler and hydrant networks), and in sanitary services and irrigation of green areas.

Our main plants, in Ozzano-Bologna and Atessa-Chieti ARE working according to the procedures set out by the respective environment management systems, which have achieved the certificate of compliance with international standard ISO14001.

In any case, all of the production plants of the Group follow an approach to environmental issues management in compliance with the ISO14001 standard requirements.

“WE INVOLVE, MOTIVATE AND MAKE OUR STAFF AWARE OF THE POSITIVE IMPACT THAT EACH AND EVERYONE OF THEM CAN HAVE TO REDUCE OUR

BUSINESS’ ENVIRONMENTAL IMPACTS.”


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METAL CLOSURES AND SUSTAINABILITY.

A significant part of the raw materials we use to produce our metal caps derive from recycled materials.

The main raw material we use to produce closures is metal, particularly steel and aluminium, which we use as sheets for lithography and shearing and are mainly purchased from Italian and European companies.

In Italy and Europe aluminium and steel from packaging products introduced on the market in the form of products is mostly recovered and introduced once again in the production cycle: by large industrial waste collection centres, with separate collection of urban rubbish, and by waste treatment plants, where ferrous materials are magnetically extracted. In the EU 27* this percentage amounted in 2012 to 74% for steel and to 68% for aluminium; in Italy 61 %** of the aluminium and 74%*** of the steel released for home use were sent for recycling.

In 2013 320,231 tons of steel packaging scraps were collected and sent for recycling to be reused by industry, i.e. an amount which is 33 times greater than the weight of the Eiffel Tower****.

TOTAL STEEL PACKAGES RELEASED FOR HOME USE IN 2014

TOTAL TONS COLLECTED

TOTAL TONS SENT FOR RECYCLING

PERCENTAGE SENT FOR RECYCLING OVER THE AMOUNT RELEASED FOR HOME USE

452,298 397,386 335,854 74.3%

Data source: http://www.consorzioricrea.org/pages/CNANumeri

Separate collection of rubbish is particularly widely applied to steel and aluminium packaging used in civil, industrial, craftsman and commercial activities and supplies the virtuous circle of raw materials recycling.

Because of this, in steel and aluminium production the percentage of secondary (recycled) metal is well way beyond 50% and increases constantly in comparison to primary (ore source) metal, with great advantages in terms of energy consumption and the environment.

Metals are completely recyclable, and recycling within the sector as well as from scrap has always been an integral part of their production process.

There is no technological or qualitative difference between primary and secondary metal so much so that we can talk of material’s recycling at the end of life, but in reality, as regards

“STEEL AND ALUMINIUM ARE INFINITELY RECYCLABLE MATERIALS.”

metal, it doesn’t make sense to speak of “recycled material content”.

From this point of view, metal packaging can thus be defined as absolutely eco-compatible.

Most of the total weight of single-use cardboard packaging used in shipping packs for our products is composed of recycled material and, wherever it is logistically applicable, reusable metal containers are available, even folding types to optimise recovery logistics for the following use.

Even an ever increasing amount of wood pallets are of reusable type, like those of the EPAL, CHEP and LPR circuits.

The raw materials recycling chain is actively functioning in our plants, since almost all our generated waste is collected separately and passed on to qualified companies so that it can enter the recycling cycle whenever possible.

Most of this waste is made up of metal (steel and aluminium), but there is also a good proportion of plastic, paper and wood which are recycled in a controlled manner.

Sources:* http://www.apeal.org/en/sustainability/environmental-pillar/steel-is-europes-most-recycled-packaging-material** L’Italia del riciclo 2012*** Ricrea (Consorzio Nazionale Riciclo Imballaggi) Relazione sulla Gestione e Bilancio 2011****http://www.consorzioricrea.org/pages/Consorzio_Nazionale_Riciclo_Recupero_Imballaggi_Acciaio

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SUSTAINABLE WASTE MANAGEMENT.

Our waste is mostly made up of metal deriving from the process of the sheet cutting in shells which in turn constitute the supporting structure of the final product.

Approximately 10% of the sheet is not part of the final product and therefore ends up as scrap from the production process.

Even plastic materials mostly derive from the process of extrusion and application of the seal and may be recycled and reused for purposes not related to food.

Paper, cardboard and wood from packaging material are reused in the sector of paper recycling.

Finally, a limited quantity of hazardous waste, such as from paint and ink residues, used machine lubricants, used light bulbs and used printer cartridges, is disposed of under highly controlled

conditions and in complete compliance with applicable norms.

This waste is categorised internally and collected separately, and labelled with codes that identify its origins.

Transport and disposal of the materials is then carried out by authorised and expert external companies, and every operation is documented for legally-required traceability.

“IN 2014 WE SENT MORE THAN 95% OF OUR WASTE FOR RECYCLING.”

THE FOLLOWING TABLE REPORTS THE PURCHASES OF RAW MATERIALS BY TYPE (T)TYPE OF MATERIAL YEAR 2012 (KG) YEAR 2013 (KG) YEAR 2014 (KG)STEEL(tin and chrome plate, stainless steel)

58.557.254 55.306.706 51.804.779

ALUMINIUM 2.308.674 1.994.912 2.992.060

PAINT PRODUCTS(Paints, enamels, inks and solvents)

1.717.680 1.617.871 1.567.634

PLASTIC MATERIALS(Cap seals and bodies)

7.124.606 6.212.577 6.077.567

PACKAGING MATERIALS 2.874.595 3.022.110 3.507.531


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“IN 2012-13-14 WE HAVE PREVENTED THE EMISSION OF A TOTAL OF 800 TONNES OF CO

2

THANKS TO INTERMODAL TRANSPORT.”

THE INTERMODAL TRANSPORT OF PRODUCTS.

The intermodal transport of goods over distances exceeding 700 km constitutes an economically-sustainable solution with a very reduced environmental impact.

The transfer of large quantities of goods from land to rail transport and also sea transport has positive effects on energy consumption and emissions of CO

2 and other exhaust gases

produced by traditional land transport.

For this reason, we are continuously on the look-out for opportunities to increase the volume of the products which are transported using combined means of transport (land, rail, river and sea) for delivery to clients.

Intermodal transport on Italian and European territory, though having a wide margin for growth in terms of the potential interest of companies, is still a very complex procedure to handle especially due to the lack of adequate infrastructure like inter-ports or nodes for the exchange of goods between different means of transport, and highly-developed partners who are able to responsibly transport materials by different means of transport while ensuring timely crossing and delivery.

Typically these nodes are logistic centres in which the different types of means of transport (land, rail, sea/river) meet, and where there is the transfer of containers, swap bodies or trailers from one means of transport to another.

Besides the existing infrastructural constraints, there are also limitations linked to the demands of our clients who request deliveries in a short time with little prior notification, within a ‘just in time’ perspective, and near-real-time in relation to the time of ordering of the goods from large-scale retailers.

In spite of this constraint, we have nonetheless managed to ensure a high level of growth in intermodal transport with the definition of new guidelines for intermodal transport, in collaboration with new logistics partners, for new clients and new markets.

We strongly believe that in order to promote this type of transport it is necessary to have an approach geared towards the supply as well as the drive to create new infrastructure and incentives from competent bodies.

TWO EXAMPLES OF INTERMODAL TRANSPORT DELIVERIESBULMERS LIMITED IRELAND (ATESSA – CLONMEL)

HEINEKEN – THE NETHERLANDS (ATESSA – ZOETERWOUDE)

Over 2000 Km on train and vessel More than 800 km by train

Following an initial part of the journey by land to reach the rail station in Novara, the swap body is loaded on the train which takes it to Rotterdam covering a distance of over 1000 km; from the port of Rotterdam there is another journey of 1100 km by sea to reach the port of Waterford which is only 50 km away from the Bulmers Ltd factory in Clonmel-Tipperary.

Following an initial part of the journey by land to reach the rail station in (MI), the swap body is loaded on the train which takes it to Antwerp or Dusseldorf, covering a distance of over 800 km; then by a road journey of 150 km it reaches the Heineken plant of Zoeterwoude.

EVOLUTION OF INTERMODAL TRANSPORT ALONG THE ROUTE FROM ATESSA TO ZOETERWOUDEYEAR NUMBER OF SHIPMENTS

(13.6M SWAP BODIES)REDUCTION OF EMISSIONS VS TRANSPORT ENTIRELY BY ROAD (TON CO

2)

REDUCTION OF EMISSIONS VS TRANSPORT ENTIRELY BY ROAD (% CO

2)

2011 318 -364 -41%

2012 313 -320 -41%

2013 310 -297 -42%

2014 221 -212 -42%

300 Ton/year saving of emitted CO2 over the last four years for a single destination

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SUSTAINABLE PACKAGING:“ALL YOU NEED IS LESS” CAMPAIGN.Following the experimental phase carried out with some major international players in the beverage sector we launched the campaign “All you need is less” during the main beverage bottling industry exhibition, to make the market aware of the new opportunity to work with an innovative closure type, especially designed to reduce environmental impacts.

From our Italian plants we stocked all the European plants of one of the major multinationals in the beer sector with a volume in 2014 of more than 3 billion new “Smart crown” steel caps, 0.18mm thick, replacing a corresponding amount of traditional steel caps, 0.23mm thick.

From our plant in Egypt we supply two multinational clients that switched to the new “Smart Crown” standard the entirety of their volumes for 2014, for more than 1.5 billion units.

The innovative “Smart Crown” uses a reduced thickness of metal while achieving greater mechanical performance and applying innovative sealing materials to achieve the same level of performance as standard-thickness caps.

Reducing metal thickness from the standard 0.23mm to 0.18mm markedly reduces the environmental impact; this allowed us to participate during 2014 to the “Conai competition for Prevention - Enhancing the environmental sustainability of packages”.

The new product allows to substantially reduce the environmental impact, because of the lower quantity of raw material, waste and emissions per unit produced, but also because of the advantages in production and logistics costs (lower energy consumption and increase in units delivered per unit weight), for an estimated total of over -5,000 tons of emitted CO

2 for 2014.

All this is accomplished in complete technological compatibility with the existing plants, both in our own facilities and those of our clients, thus avoiding the need to invest to switch to the new standard.

Finally the Smart Crown has become a really new product standard in the beverage market, confirming that Pelliconi is strongly committed to research and development of innovative products both in terms of technical and environmental perspective, with positive results for all players along the supply chain.

“IN 2014 WE ENHANCED THE CAMPAIGN “ALL YOU NEED IS LESS”, WHICH ALLOWED US TO SELL

OVER 4 BILLION “SMART CROWN” CAPSIN A YEAR.”

2010 | 2011 2012 2013 2014

Pre-series production, a few million caps for sampling and start-up approval tests for clients

Industrialisation: over 400 million crown caps

Expansion and consolidation with over 2 billion units

New acknowledged market standard, with over 4 billion pieces manufactured


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OTHER ENVIRONMENTAL INITIATIVES.

REDUCTION OF THE RISK OF SOIL CONTAMINATION:

In all Pelliconi plants equipped with lithography and coating department we have made significant investments to reduce the risk of spills to the ground in case of accidents that may occur in the process of handling painting products used for the manufacturing process of crown and closures.

INNOVATIVE MANAGEMENT OF PRODUCTION SCRAPS: THE METAL SHEETS SKELETONS.

The production of caps and capsules requires coated and printed metal sheets to be punched into shells and closure bodies.Due to the shearing of rectangular sheets into circular disks approximately 10-12% of the sheet remains unused as a skeleton, that must be considered a physiological scrap for the type of product.

After some research we identified the possibility of using part of the scrap skeletons for the production of filtering devices for air treatment systems and air-conditioning.

This makes possible to achieve an even greater environmental advantage than recycling scrap metal as secondary metal, since the waste products can be reused for a new destination with a simple mechanical reworking.

So far it has been possible to adopt this system of recovery in the establishments in Florida and in Egypt (over 700 tons of recycled steel sheets skeletons).

VOC EMISSIONS

There have been improvements with regard to the emissions of volatile organic compounds (VOCs) in all our factories thanks to upgrade of the products by means of new painting products (paints and varnishes) and other solid residues having a lower solvent content.


THE VALUE OF HUMAN RESOURCES

THE CULTURE OF WELL-BEING

HEALTH AND SAFETY AT WORK

SEARCH AND SELECTION

PROFESSIONAL TRAINING

ENHANCING EMPLOYEE ENGAGEMENT AND PERFORMANCE

COMPOSITION OF STAFF

7.Our people//

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THE VALUE OF HUMAN RESOURCES.

THE CULTURE OF WELL-BEING.

Here at Pelliconi we are aware of the importance and the significance of the development of highly-competent and motivated individuals. These resources, give value to the organisation through individual skills and increase the company’s competitive edge. This awareness has led us to come up with a series of initiatives to maintain our internal resources’ loyalty, by increasing their well-being within the company and their sense of belonging to it. We provide the opportunity to all our employees to take up training and special initiatives aimed at value creation on an individual and

We uphold the idea that there is a very strong connection between personal well-being and the performance at work - an indicator which in the past was only measured in terms of productivity. On the other hand, today productivity is indeed taken into consideration, but this is accompanied by new ideas and the motivation to continually improve. This can only happen if the persons are motivated and interested in the work they do. This is the reason why we organise cultural, artistic and sports activities which promote the well-being of our employees, and which constitute fundamental aspects for the improvement of the quality of life, work performance and employee engagement. Moreover, we support several non-profit associations in which our employees are involved (refer to the chapter about community relationships). Recently we carried out a new analysis of organisational well-being: the analysis provided some food for thought which may become the starting point for the implementation of the improvement actions:

COMMUNICATION: the company designed some training programs aimed at improving the skills of personnel managers, included review and study of more effective communication programs.

STRUCTURE AND ORGANISATION: the switching to SAP introduced changes in many processes which have settled in the past years. All processes have been deeply analysed and many of them re-engineered, in order to improve them, and innovating not only by implementing the new company management system, but also seizing the opportunity to extend the change to the organisation of the company processes and structure.

TEAM SPIRIT, MERITOCRACY AND FAIRNESS: we believe these areas must progress jointly, as a better structuring of roles and tasks may allow to improve the feeling of fairness and to reduce rivalry between colleagues. We are also designing a program allowing to enhance the potential of each individual employee, by means of tools objectively observing the characteristics and skills of each individual.

CORPORATE CLIMATE: in the last few years the company has been experiencing an organisational, cultural and structural change. Under these circumstances and with a market which is becoming increasingly competitive we believe it is important that anyone understands the need for the changes in question, without perceiving them as negative. In fact we believe the aim of anyone, irrespective of his/her role, level and department, must be having a positive a professional attitude simplifying the work of colleagues and improving their life within the company. Pelliconi shall promote this message by trying to create the conditions required to ensure that this becomes a common belief and behaviour.

organisational level, and at the distribution and sharing of core values and beliefs which reflect our culture. The increasing global structure of Pelliconi group requires knowledge and awareness of the different habits, traditions and cultures of the new countries in which we will start operations. This will include the recruitment of qualified local resources able to interact at the best with domestic supply chain, local stakeholders and customers. For this goal the headquarter staff received a specific anthropological training, in order to operate at the best with the various branch offices.

7.Our people//

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HEALTH AND SAFETY AT WORK.

We are incessantly committed to ensure the health and safety of our employees and those of the subcontracted companies working within our factories.

Even in 2014 we invested to ensure the availability of the necessary tools and training to reduce to a minimum the risk of accidents at work in the production department, in the offices and in the working sites where the contract companies work.

Year 2014 confirmed the positive trend of the overall group performance with respect to years 2011-12-13, both in terms of accident frequency and in terms of the seriousness of accidents.

To ensure compliance with the laws, regulations and directives (national and foreign) related to safety, the following activities are carried out at our own premises, and occasionally at external training facilities:

analysis and constant updating of information on health and safety risks and dangers involving activities of Pelliconi staff and personnel from external companies (by means of specific operational safety plans which are laid out for every assigned external contract)

adequate management, updating and communication of internal policies and procedures drafted and approved by the top management for the proper carrying out of the work in terms of accident prevention

specific classroom and on-site training activities for the prevention of identified risks

activities to inform and involve the employees to take responsibility at all levels

internal checks on the correct implementation of procedures and on the correct use of protective equipment and work methods, regularly carried out by the safety officers responsible of each of the Group’s facilities at any level

OSHAS 18001 certification achieved during 2014 for the Ozzano-Bologna plant

3

3

3

3

3

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SEARCH AND SELECTION.

The selection process begins with a precise description of the position, defining the skills, attitudes and experiences necessary to fulfil the particular role.

Continuous updating of the various roles in the company, particularly to fulfil the new corporate strategic objectives, allows us to carry out a direct and continuous market search.

In order to support the selection process and to encourage the integration of new high school and college graduates, we have activated numerous working relationships with local schools, technical institutes, universities and associations.

“AS PART OF OUR PERSONNEL SEARCH AND SELECTION WE CARRY OUT CONTINUOUS TALENT SCOUTING, PARTICULARLY WITH SCHOOLS, LOCAL

TECHNICAL INSTITUTES, UNIVERSITIES AND BUSINESS SCHOOLS.”

7.Our people//

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FORMAZIONE PROFESSIONALE.

ENHANCING EMPLOYEE ENGAGEMENT AND PERFORMANCE.

The training of the employees is implemented through:specialised technical courses related to the workplace tasks characteristic of the Group’s businesstraining courses on the legislation in forceinter-disciplinary courses for the development of managerial skills (time management, innovation, negotiation, sustainability, etc.)language courses

In 2014 our employees had more than 2000 hours of training on safety at work, especially focused on manual workers.

We carry on with our commitment to creating the right conditions to improve the corporate climate and collaboration.

We have renovated many internal offices and departments, creating where possible large open space environment with more workstations, in order to enhance continuous interaction between people, which is essential for optimize working activities.

The use of sound absorbing panels and partitions has allowed us to create a better work environment, reducing noise pollution while still allowing people to communicate with each other and to exchange information.

Even in production department we started some important projects aimed at creating a more functional organisational structure, to improve the exchange of information and increase efficiency in general.

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COMPOSITION OF STAFF.

Our team, in the production and sale facilities all over the world, consists of about 460 employees (end of 2014).

Most of our employees (around 85%) are concentrated in Italy, where there are the central administrative and production facilities in Ozzano (Bologna) and Atessa (Chieti).

More than 90% of our employees have an indefinite contract, and work here on a full-time basis.

20% of our employees are women, which is a substantial share given the type of work carried out, since the manufacturing sector is typically made up of a predominant male workforce.

This percentage is greater if we include the administrative and managerial staff, of which women make up 21%, well over the average figure in Italy.

Approximately 15% of our collaborators are less than 30 years old.The turnover rate (employees who resign), especially in Italy, is rather low in all job categories and across all the age groups.

Likewise the average number of years at the company is very high, sometimes over 30 years, and this clearly reflects the loyalty-based relationship we have built with our employees.

“WE INVEST IN NEW RESOURCES THEREBY CONFIRMING THE POSITIVE OCCUPATIONAL

TREND IN OUR FACILITIES.”

7.Our people//

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PELLICONI AND THE NEW INTERNET SITE

PELLICONI AND BUSINESS EXIBITIONS

PELLICONI AND SOCIAL NETWORKS

8.Communications//

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PELLICONI AND THE NEW INTERNET SITE.

Why a new internet site? Nice question!

The website has to communicate the company image, reliability, competence and facing a business every day more dynamic, hyperactive, the site must also stay up to date with times and technologies.

The new store pelliconi.com is surfing the web with a dynamic and interactive approach, enhancing the direct dialogue with our customers allowing them to stay in touch and carry out live activities directly on the site (Pelliconi Online Proofing).

Very soon it will be inaugurated also a brand new area dedicated to e-commerce and also social media are now visually on the same style with the content of the internet site.

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8.Communications//

PELLICONI AND BUSINESS EXIBITIONS.

PELLICONI AND THE SOCIAL NETWORKS.

Acting as sustainable palyer, we step into a further phase of our plan for communication and information sharing.

We have issued four numbers of our “Pelliconi magazine” Hous Organ and now we are pushing hard for distribute all information on line through Facebook, Linkedin, Google+ and Youtube.

Positive feedback came very quickly, and this has prompted us to expand these resources trying to convert the monologue into dialogue developing personal relationships and working.

PELLICONI AT BRAU BEVIALE EXHIBITION IN NURNBERG:

Brau Beviale ia an exhibition appointment which Pelliconi would never miss. A trade fair in Nuremberg, which brings together experts from various sectors in the beverage industry coming from all around the world. Plants and machinery, raw materials, equipment and innovative ideas in the fields of marketing and logistics solutions, all these and much more is on offer at Brau-Beviale, where Pelliconi also presents its range of products, including the Maxi P-26 ring-pull cap with several colorful rings; the environment friendly Smart Crown, with its reduced thickness – only 0.18mm – but with unchanged performance compared to standard crown corks and all the other caps and seals that belong to Pelliconi’s Portfolio.

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PELLICONI AND THE TERRITORY

INIZIATIVA PMG

OUR COMMITMENT TO SCIENTIFIC RESEARCH

A CONCRETE HELP FOR THE TRAINING OF YOUTHS

IN THE REGION

OUR SUPPORT FOR REGIONAL CULTURE

ALTRE INIZIATIVE DI ARTE

ENCOURAGING COLLECTIVE WELL-BEING THROUGH SPORTS

EMPLOYEES INVOLVEMENT IN SOCIAL INITIATIVES

VOLUNTEERING

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PELLICONI AND THE TERRITORY.

PMG INITIATIVE.

Besides scientific research, we support social, cultural, artistic projects and activities which constitute fundamental values of our society, contributing to improvement in the quality of life in the local communities where we operate.

We support various local sports associations where our own staff participate, and this is also aimed at returning value to the region in terms of community well-being.

We contributed to the investment in a special Fiat Scudo vehicle to be granted for free loan to the Municipality of Ozzano Emilia and will be used exclusively for transporting disadvantaged people such as the elderly, disabled and other people with physical, mental, social or family problems.

“IN THE LAST THREE YEARS WE HAVE DIRECTED ON AVERAGE MORE THAN 2% OF OUR EARNINGS

(BEFORE INTEREST) TO VARIOUS COMMUNITY PROJECTS.”

TOTAL INVESTMENT FOR THE COMMUNITY IN DIFFERENT AREAS:

SOCIAL

21%

CULTURE

38%

SPORTS

28%

SCIENTIFIC RESEARCH

13%


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OUR COMMITMENT TO SCIENTIFIC RESEARCH.

A CONCRETE HELP FOR THE TRAINING OF YOUTHS IN THE REGION.

FRIENDS OF THE MUSEUM OF INDUSTRIAL HERITAGE:

We support the activities of the Industrial Heritage Museum Association, which are intended to enhance and develop Bologna’s industrial-historical culture and to strengthen the ties between the manufacturing world of the Emilia-Romagna and that of technical education. The main aim of the Association is to safeguard the industrial heritage, and promote development and innovation actions, which involve the new generations in education projects that rejuvenate the culture of technical-scientific knowledge to appraise the historical-industrial culture and the economic-manufacturing development of the region. This activity is also carried out by means of focused orientation actions aimed at young people from local technical institutes, including information open days and guided visits to the facilities.

ER-AMIAT:

We support Er-Amiat (Emilia-Romagna Advanced Mechanics and Industrial Automation Technology) which brings together a group of 10 businesses from the Emilia region belonging to the sector of mechanical engineering who have common interests in the field of research and development of technical and scientific competences. This platform works to leverage financing in order to facilitate the application of new technologies developed in the field of scientific and technological research on a European and international level, promote training and educational phases for skills development, represent businesses in European Union institutions, and expose its requirements, potentials and development programs.

THE QUADRIFOGLIO PROGRAMME:

Since 2006 we have been participating in the Quadrifoglio Programme, which is promoted and organised by the Associazione Amici del Museo del Patrimonio Industriale (Friends of the Industrial Heritage Museum Association) and the Aldini Valeriani Foundation. The Quadrifoglio Programme’s aim is to strengthen technical and industrial knowledge of the Emilia-Romagna community through the organisation of resources present in the region and the development of educational activities at all levels of technical and scientific knowledge extending from middle school to university level.

This activities are not only carried out in the entities of competent authorities on a community level, but also through the organisation of conferences, seminars and publications. Er-Amiat organised a seminar at the European Parliament in Brussels about “Prospects of decision-making in European politics 2014-2020 for innovation and competitiveness in industrial sectors”. During the seminar, some main requirements of the industrial sector were presented, like the ever pressing need of development to achieve European growth and creation of new jobs for young people.

A common characteristic of all the projects launched by the Quadrifoglio Programme is the close collaboration between educational institutions and businesses. The initiatives are promoted to increase our technical and scientific knowledge and promote the interchange between the conceptual creativity of students and the educational role of the schools on the one hand, and the wealth of experience offered by undertakings on the other hand.

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OUR SUPPORT FOR REGIONAL CULTURE.UNDER THE STARS OF CINEMA:

Every year in Bologna takes place the event “Sotto le stelle del cinema” (“Under the stars of Cinema”), summer festival of the Cinematheque of Bologna.

A long series of night under the stars in the beautiful setting of Piazza Maggiore, where the best films from around the world, often restored, are played in the original language.

Also this year Pelliconi had the pleasure of being one of the sponsors of the event by promoting the vision of: “The Grand Budapest Hotel”. For the occasion a number of seats were reserved for Pelliconi employees.

But support for cult movies and to an institution like the Cinematheque of Bologna, acknowledged around the world, wanted to go further and leave a tangible reminder to the visitors of this event. During the twenty-ninth edition of the event “Il Cinema Ritrovato” (“The Rediscovered Cinema”) that offers the classics movies restored to new life, thanks to the most recent renovations, Pelliconi has created a special pin-crown dedicated to Buster Keaton.

MUSICA INSIEME:

From many years, we proudly support Musica Insieme (Music Together) Foundation, which is one of the major concert music organisations in Italy, established in order to promote and spread the music heritage.

For nearly three decades, the season of Concerts of Music Together has imposed, for quality of the musicians and the artistic choices, along with a few other of the major companies in the sector, considered as one of the chamber festivals with the largest number of subscribers Italy.

The billboards of Musica Insieme propose side by side the leading performers on duty (such as Maurizio Pollini, Giovanni Sollima, Daniel Barenboim, Evgeny Kissin, Radu Lupu, Lang Lang, Joshua Bell, Mario Brunello, Krystian Zimerman, Natalia Gutman) and debuts of the best talents, which appeared to international prominence as winners of the major competitions.

To make even more concrete the collaboration with Music Together and to facilitate the approach of those who are less experienced, but still enthusiasts of music concerts, a corporate subscription has been proposed to Pelliconi employees.


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OTHER INITIATIVES OF ART.

RESTORATION OF MARY OF SAN LUCA ICON IN SAINT PETERSBURG:

Prof. Tarozzi and Professor D’Amico presented at in St. Petersburg an exhibition made of 20 panel stations documenting the wonderful restoration of the Icon of the Mary of San Luca.

This event, promoted by the Italian Institute of Culture in St. Petersburg in collaboration with the National Art Gallery of Bologna as part of the III International Forum of Culture, has been made possible by the participation of Pelliconi, bringing to Russia the famous cult image and an iconic reference for the city of Bologna.

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ENCOURAGING COLLECTIVE WELL-BEING THROUGH SPORT.For a company with worldwide business customers like ours, sponsoring events in the local communities in which we operate purely serves as a means to return value to the region: unlike companies that deal directly with the consumer, no economic return is generated in terms of business marketing.

Even this year we gave our contribution to the organisation of various regional sports events in which some of our employees take part in races.

RUN TUNE UP:

September 13, 2015 at 9:30 am the heart of Bologna was won by over 4,000 runners partecipating to Run Tune Up 2015 edition, coming from everywhere and proudly supported by Pelliconi, also taking part with some employees. The Bologna Half Marathon and non-competitive Half & Half, this year had a new city tour due to the ongoing road work in some city areas, but the charm of running in a city with more than a thousand years history like Bologna did not disappear.

The 21.097 km of street circuit, have been deployed through almost all avenues from Porta Zamboni to Porta Lame and the town center has been completely closed to traffic for the entire duration of the race, making the Bologna event at the sime high level of the major international running competitions.

Confirmed also this year’s trophy “We compete for legality”, promoted by Financial Police, Order of Chartered Accountants and Ascom which it joined this year Unindustria, which has seen running with the same uniform, businessmen, soldiers of the Guardia di Finanza , accountants, lawyers, employees of the Revenue in short, a single uniform against tax evasion.

5TH TROFEO PELLICONI MTB RACE:

We have offered our financial support for the Emilia leg of the Gessi & Calanchi Mountain Bike XC championship held on the 09 June 2013.This event is organised in collaboration with the UISP cycling league in Bologna and Imola, and our employees take part in it too.


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VOLUNTEERING.

EMPLOYEES INVOLVEMENT IN SOCIAL INITIATIVES.

Many of our employees privately give their active contribution in various volunteer activities in the most varied areas, ranging from the help and support to disadvantaged people or people with disabilities, to support activities for the local communities, and to the protection of animals.

THE FANEP ASSOCIATION:

Also in 2014, we have supported the social activities carried out by the FANEP association - Families Association for Child Neurology (www.fanep.it) through their Chocolate Easter eggs and Christmas panettone sales.

This Onlus provides support and top quality care to minors suffering from neuropsychiatric diseases, while also supporting their families, both practically and psychologically, while the minors are in hospital.

As by tradition, at Easter and Christmas we set up a direct procurement channel for our employees. The aim of this initiative is to support the association which seeks to help sick children, while it also aims to involve our employees and raise their awareness about social issues.

Our support, however, also included the provision through the company site and the social media of information about this association, founded in 1983 by initiative of a group of parents whose children

suffered from neuropsychiatric diseases and of the doctors and health technicians working at the Paediatric Neurology department of the Gozzadini Institute in Bologna. From the very beginning, FANEP has been committed not only at raising funds and supporting families and scientific research, but also at promoting the prevention and early diagnosis of eating disorders in minors and of neuropsychiatric diseases in children.

AMIGOS DE VAMOS ADELANTE:

Amigos de Vamos Adelante (www.vamosadelanteproject.org/) is an Illinois Not-for-Profit Corporation organized and operated exclusively for charitable purposes, in particular to combat severe poverty in Guatemala with actions towards illiteracy, hunger, illness, inadequate housing and clothing, lack of clean drinking water and unemployment. From Pelliconi Florida we contributed to this effort by sending baby items, toys and school supplies.


SUSTAINABILITY INDICATORS

ORGANISATION PROFILE INDICATORS

ECONOMIC PERFORMANCE INDICATORS

ENVIRONMENTAL PERFORMANCE INDICATORS

SOCIAL PERFORMANCE INDICATORS

PRODUCT INDICATORS

10.Data//

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TABLE OF SUSTAINABILITY INDICATORS:COMPOSITION OF STAFF 2012 2013 2014

TOTAL NUMBER OF EMPLOYEES 437 446 464

BY JOB CATEGORYSENIOR MANAGERS 9 11 10

MIDDLE MANAGERS 21 25 24

OFFICE WORKERS 79 99 95

MANUAL WORKERS 326 311 335

BY CONTRACT TYPEFULL TIME 429 431 452

PART-TIME 8 15 12

INDEFINITE PERIOD 399 394 372

DEFINITE PERIOD 38 52 40

BY AGE RANGEUNDER 30 YEARS 54 56 55

BETWEEN 30 AND 50 YEARS 312 315 336

OVER 50 YEARS 71 75 73

BY GENDER: NO. OF WOMEN PER GRADESENIOR MANAGERS 2 2 2




TOTAL 82 90 89

% OF WOMEN IN WORKFORCE 21% 20% 19%

TURNOVER OF STAFFTOTAL NUMBER OF EMPLOYEES WHO LEFT IN THE YEAR* OF WHICH: 25 15 16

MEN 21 12 13

WOMEN 4 3 3

UNDER 30 YEARS 4 5 4


OVER 50 YEARS 6 1 2

TOTAL TURNOVER RATE 5,6% 3,3% 3,5%

RATE OF PEOPLE HAVING RETURNED TO WORK FOLLOWING PARENTAL LEAVE 100% 100% 100%

HEALTH AND SAFETY AT WORKNO. OF ACCIDENTS WITH LEAVE FROM WORK OF AT LEAST ONE DAY 22 22 22

ACCIDENT FREQUENCY RATES - STANDARD GRI/INT. LABOUR ORG. (ILO)** 5,9 5,2 5,56

* Voluntarily left, for dismissal or retirement** Calculated as the number of accidents with leave from work of at least one day divided by the total hours worked in the year multiplied by 200,000 according to the GRI/ILO standard *** Calculated as the number of accidents with leave from work of at least one day divided by the total hours worked in the year multiplied by 1,000,000 based on the INAIL/ISO standard

STANDARD INAIL/ISO*** 29,7 25,8 27.8

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10.Data//

TABLE OF SUSTAINABILITY INDICATORS:COMPOSITION OF STAFF 2012 2013 2014

TOTAL NUMBER OF EMPLOYEES 437 446 464

BY JOB CATEGORYSENIOR MANAGERS 9 11 10




BY CONTRACT TYPEFULL TIME 429 431 452

PART-TIME 8 15 12

INDEFINITE PERIOD 399 394 372

DEFINITE PERIOD 38 52 40

BY AGE RANGEUNDER 30 YEARS 54 56 55


OVER 50 YEARS 71 75 73

BY GENDER: NO. OF WOMEN PER GRADESENIOR MANAGERS 2 2 2




TOTAL 82 90 89

% OF WOMEN IN WORKFORCE 21% 20% 19%

TURNOVER OF STAFFTOTAL NUMBER OF EMPLOYEES WHO LEFT IN THE YEAR* OF WHICH: 25 15 16

MEN 21 12 13

WOMEN 4 3 3

UNDER 30 YEARS 4 5 4


OVER 50 YEARS 6 1 2

TOTAL TURNOVER RATE 5,6% 3,3% 3,5%

RATE OF PEOPLE HAVING RETURNED TO WORK FOLLOWING PARENTAL LEAVE 100% 100% 100%

HEALTH AND SAFETY AT WORKNO. OF ACCIDENTS WITH LEAVE FROM WORK OF AT LEAST ONE DAY 22 22 22

ACCIDENT FREQUENCY RATES - STANDARD GRI/INT. LABOUR ORG. (ILO)** 5,9 5,2 5,56

TRAINING 2012 2013 2014

TOTAL NUMBER OF TRAINING HOURS 7646 5183 3789

TRAINING HOURS PRO CAPITE 18 12 8,2

BY JOB CATEGORY 2012 2013 2014

SENIOR MANAGERS 62 201 12




WATER

CONSUMPTION AND DISCHARGE 2012 2013 2014

CONSUMPTION BY SOURCE (HL/000):

FROM WATER SUPPLY 15.675 36.685 23.150

FROM GROUND WATER WITHDRAWAL 80.080 52.363 27.637

DISCHARGE (HL/000) 25.081 36.825 27.868

ENERGY CONSUMPTION 2012 2013 2014ELECTRICITY PURCHASED (KWH) 27.235.952 26.973.359 26.187.283

GAS CONSUMPTION (M3) 3.750.378 4.018.222 4.235.585

EMISSIONS 2012 2013 2014

NOX (T) 15 16 15,2

VOC/SOV (T) 65,46 49,03 61,8

CO2 ELECTRICITY (T)* 10.785 10.307 10.006

CO2 GAS (T) 8.202 7.735 8.154

CO2 TOTAL (T) 18.987 18.042 18.160

WASTE 2012 2013 2014

SPECIAL HAZARDOUS WASTE (T) 495 494 607

SPECIAL NON-HAZARDOUS WASTE (T) 10578 10.875 10.008

TOTAL SPECIAL WASTE (T) 11.073 11.369 10.616

TOTAL SPECIAL WASTE FOR RECYCLING (%) 95% 98,6% 98,4%

* Calculated with the emission factor of Italian Power Stations - 2010 as from the ISPRA Report 2012 on the emission factors in the Italian electricity sector

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ORGANISATION PROFILE INDICATORS:INDICATOR CODE

DESCRIPTION OF THE INDICATOR REFERENCES, LIMITATIONSAND NOTES

PAGE LEVEL OF REPORTING*

1. STRATEGY AND ANALYSIS

1.01Statement from the CEO regarding the importance of sustainability for the organisation and its strategy.

Letter to stakeholders 5 1

1.02Description of the key impacts, risks and opportunities.

Our approach to sustainable development

6-15 1

2. ORGANISATION PROFILE 2.01 Organisation name Pelliconi profile 16-25 1

2.02 Main brands, products and/or services. Our products 32-37 1

2.03Operating structure of the organisation, including main divisions, operating companies, subsidiaries and joint ventures.

Pelliconi profile 16-25 1

2.04 Location of the headquarters of the organisation.Pelliconi profile 16-25 1

2.05

Number of countries in which the organisation operates, name of the countries in which the organisation does most of its business or which are particularly relevant for the purposes of the issues of sustainability addressed in the report.


2.06 Nature of ownership and legal form. Pelliconi profile 16-25 1

2.07Markets served (including geographical breakdown, sectors served, and types of consumers/beneficiaries).

Pelliconi profileOur Clients

16-2526-31

1

2.08Scale of the organisation (number of employees, net turnover or net returns, total capitalisation, quantity of products or services provided).

Economic impactsOur people

38-4150-59

1

2.09Significant changes in size, structure or nature of ownership occurring during the reporting period.

No significant changes occurred in the last year of reporting

1

2.10Recognition/awards received in the reporting period.

No prizes or awards were received in the last year of reporting

1

3. SCOPE OF THE REPORTREPORT PROFILE

3.01Reporting period for the information provided (for example fiscal/calendar year).

Methodological note 4 1

3.02Publication date of the most recent Sustainability Report.

Letter to stakeholders 5 1

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10.Data//

3.03 Reporting cycle (annual, bi-monthly, etc.). Methodological note 4 1

3.04Contact point and useful addresses for requesting information on the sustainability report and its contents.


REPORT OBJECTIVE AND SCOPE

3.05Process for defining report content (definition of materiality, priority issues, and identification of the stakeholders to whom it is addressed).

Letter to stakeholdersMethodological note

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1

3.06Scope of the report (countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).


3.07Statement of any specific limitations on the objective or scope of the report.


3.08

Information relating to joint ventures, subsidiaries, leased facilities, outsourcing, or other entities that can significantly affect comparability between periods and/or organisations.


3.09

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the calculation of the indicators and the compilation of other information in the report


3.10Explanation of the effect of any restatements of information provided in previous reports and the reasons for such restatements.


3.11Significant changes from previous reporting periods in the objective, scope or measurement methods used in the report.


GRI CONTENT INDEX

3.12Table identifying the contents of the report stating the page number or website of each section.

GRI Indicator Index 70-77 1

ASSURANCE

3.13

Current policy and practice with regard to seeking independent assurance for the report, with the explanation of the objective and bases of external assurance.

The 2013 Sustainability Report has not been subjected to external verification. The economic data were extracted from the financial statement assessed by external and independent auditors.

1

4. GOVERNANCE, COMMITMENTS, AND STAKEHOLDER ENGAGEMENT

4.01

Governance structure of the organisation, including committees under the board responsible for specific tasks such as defining strategy or organizational oversight.


4.02

Indicate whether the Chair of the board also plays an executive role (if so, indicate the function within the management and the reasons for this arrangement).

The Chair currently serves as a member of the Board of Directors

1

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4.03For companies with a unitary board structure, state the number of independent and/or non-executive members.

Organisational structure 23 1

4.04Mechanism available for shareholders and employees to provide recommendations or direction to the board.

There are no particular procedures 1

4.05

Linkage between compensation for board members, senior managers and executives (including severance pay) and the organisation’s performance (including social and environmental performance).

Pelliconi directors are not remunerated for these activities

1

4.06Processes in place for the board to ensure conflicts of interest are avoided.


4.07

Processes for determining the qualifications and expertise of board members for guiding the organization’s strategy on economic, social and environmental issues.


4.08

Internally developed statements of mission or values, codes of conduct and principles relevant to economic, environmental, and social performance and the status of their implementation.


6-15 1

4.09

Board procedures for overseeing the organization’s identification and management of economic, environmental and social performance, including the relevant risks and opportunities and adherence to international standards, codes of conduct and adopted principles.


4.10

Process for evaluating the board’s own performance, particularly with respect to economic, environmental, and social performance.


COMMITMENTS TO EXTERNAL INITIATIVES

4.11Explanation of the way in which the precautionary principle is addressed by the organization.

Our products 32-37 1

4.12

Subscription or adoption of codes of conduct, sets of principles and charters developed by external institutions/organisations relating to economic, environmental, and social performance.


4.13Membership of national and/or international trade associations.

Community Initiatives 60-65 1

76

10.Data//

STAKEHOLDER ENGAGEMENT

4.14List of stakeholder groups engaged by the organisation in outreach activities.

Letter to stakeholdersMethodological noteStakeholders relations

514-15

1

4.15Basis for identification and selection of the main stakeholders with whom to engage in outreach activities.


5414-15

1

4.16Approach to stakeholder engagement, specifying the frequency by type of activity developed, and by stakeholder group.


54114-15

1

4.17

Key topics and concerns raised through stakeholder engagement, and the way in which the organization has responded to those concerns, including with regard to that stated in the Report.


5

414-15

1

5. DISCLOSURE ON MANAGEMENT APPROACH

DMA ECManagement approach to economic responsibility

Economic impacts 38-41 1

DMA ENManagement approach to environmental responsibility

Respect for the environment 42-49 1

DMA LAManagement approach to the management of employees

Our people 50-59 1

DMA HR Management approach to human rights Economic impacts 38-41 1

DMA SOManagement approach to responsible conduct of business


6-15 1

SMA PR Management approach to product responsibility Our products 32-37 1

ECONOMIC PERFORMANCE INDICATORS:INDICATOR CODE


LEVEL OF REPORTING

EC1

Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and government.

2013 financial performance 40 1

EC2Financial implications and other risks and opportunities for the organisation’s activities due to climate change.

Pelliconi is not subject to any obligation of emission reduction or emission trading schemes. Therefore, fiscal (for instance carbon tax) or regulatory interventions, having direct effects on the business and on the financial performance of the company, are not possible.For Pelliconi climate change does not constitute a direct threat and does not impact the production of closures.

1

EC5Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation

The salary of the new recruits in all the group’s branches is on average higher than the minimum salary stipulated by law

1

EC6Policies, practices and proportion of spending on locally-based suppliers at significant locations of operation.

35% of the purchase of raw materials is made by Italian suppliers or foreign companies having branches or production facilities in Italy

1

EC7Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.

The managers and employees of foreign subsidiaries are generally recruited within the local communities.

1

77


ENVIRONMENTAL PERFORMANCE INDICATORS:INDICATOR CODE


LEVEL OF REPORTING

EN1Raw materials used according to weight and volume.


EN2Percentage of used materials derived from recycled materials.


EN3Direct energy consumption by primary energy source.

Sustainability indicators 68 1

EN4Indirect energy consumption by primary energy source.


EN8 Total water withdrawal by source. Sustainability indicators 1

EN9Water sources significantly affected by withdrawal of water

Our offices and production plants are located in industrial areas and do not present problematic issues for biodiversity

1

EN11

Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.


1

EN12

Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.


1

EN13Protected or restored habitats. Our offices and production plants are located in

industrial areas and do not present problematic issues for biodiversity

1

EN14Strategies, current actions, and future plans for managing impacts on biodiversity.


1

EN15Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations


1

EN16Total direct and indirect greenhouse gas emissions by weight.


EN17Other relevant indirect greenhouse gas emissions by weight.


EN18Other relevant indirect greenhouse gas emissions by weight.


EN20NOX, SOX and other significant air emissions by type and weight.


EN21Total water discharge by quality and destination. Sustainability indicators 68 1

EN22Total weight of waste by type and disposal method.


EN23 Total number and volume of significant spills.No spills occurred in the year of reporting 1

EN24Weight of special hazardous waste Sustainability indicators 68 1

78

10.Data//

EN25

Biodiversity affected by discharges of water Our offices and production plants are located in industrial areas and do not present problematic issues for biodiversity. In any case, the production cycle does not require discharges of water.

2

EN26Initiatives to mitigate environmental impacts of products and services and degree of impact mitigation.


EN28

Monetary value of significant fines and number of non-monetary sanctions for non-compliance with environmental regulations and laws.

No administrative, criminal, pecuniary or non-pecuniary penalties were recorded in the three-year fiscal period (2010-11, 2011-2012, 2012-13) having legal force for non compliance or lack of respect for laws and regulations.

1

SOCIAL PERFORMANCE INDICATORS:INDICATOR CODE


LEVEL OF REPORTING

LA1Total workforce by employment type, employment contract, and region.


LA2Total number and rate of employee turnover by age group, gender, and region.


LA4Percentage of employees covered by collective bargaining agreements.

100%

LA5Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.

Different conditions stipulated for the notice period in relation to reorganising and restructuring are defined by the CCNL (National Collective Labour Contract) and union agreements.

2

LA6

Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

Over 90% of the employees 1

LA10 Average hours of training by employee category Sustainability indicators 68 2

LA13

Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity.


LA14Ratio of basic salary of men to women by employee category.

In 2013 we conducted a research on pay differentials between men and women; no significant gender pay differentials resulted in the management area; in the categories of employees and manual workers wage differentials are mostly attributable to the different length of service.

2

79


SOCIAL PERFORMANCE INDICATORS:INDICATOR CODE


LEVEL OF REPORTING

HR1

Percentage and total number of substantial investment agreements that include human rights clauses or that have undergone human rights screening.

With regard to our suppliers of goods and services, since 2012 we have included in our purchase order a clause of acknowledgement and acceptance of our principles and values as defined in our code of ethics.

2

HR2Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.

Each year we carry out a qualitative survey to be able to assess whether our suppliers have their own code of ethics and how many of them are involved in human rights issues

1

HR3

Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to the respect of human rights, including the percentage of employees trained.


HR4Total number of incidents of discrimination and actions taken.

No incidents of discrimination occurred involving internal or external stakeholders

1

HR9Total number of incidents of violations involving rights of indigenous people and actions taken.

There have been no litigations/lawsuits by indigenous people

1

SO1

Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.

Community Initiatives 60-65 1

SO6Total value of financial and in-kind contributions to political parties, politicians and related institutions by country.

Company policies prohibit the donation of contributions to political parties and politicians.

2

SO7Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes

No legal actions for issues of unfair competition, anti-trust or monopolistic practices were recorded in the period 2011-12-13.

1

SO8Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.

No administrative, criminal, pecuniary or non-pecuniary penalties were recorded in the three-year fiscal period (2010-2011, 2011-12, 2012-13) having legal force for non compliance or lack of respect for laws and regulations.

1

80

10.Data//

PRODUCT INDICATORS:INDICATOR CODE

DESCRIPTION OF THE INDICATOR REFERENCES, LIMITATIONS AND NOTES

LEVEL OF REPORTING

PR1

Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.


PR3

Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.


PR5Practices related to customer satisfaction, including results of surveys measuring customer satisfaction

Our customers 26-31 1

PR9

Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services

No penalties for non-compliance with laws or regulations relating to the provision and use of products and services were recorded in the financial years 2010-11, 2011-12, 2012-13.

1

Level of reporting: 1 = Total; 2 = Partial; 3 = Not applicable

81


82

NOTES.

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PELLICONI & C. S.P.A.Via Emilia, 31440064 Ozzano Emilia (BO) - Italy -

Tel. +39 051 6512611 | Fax +39 051 6511952pelliconi.com

sustainability report 2015

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