sustainability report 2025
index 1. Letter to the stakeholder
4
2. Methodological Note
6
2.1 Objectives of the Document
6
2.2 Reporting Standards
6
2.3 Reporting Period and Scope
6
3. 2025 Highlights
8
4. The Company
9
4.1 The Voilàp Group
9
4.2 The Growth Journey
10
4.3 Voilàp today
12
5. Organisational Structure
13
5.1 Corporate governance
13
5.2 Ethical Business Management
14
5.3 Integrated Risk Management
16
5.3.1 IT and Cyber Security Risks
17
5.3.2 Sustainability Governance
18
6. Voilàp Sustainability Journey
19
6.1 Stakeholder Engagement and Materiality Analysis
19
6.2 The strategic pillars
22
6.3 Net Zero Carbon Transition
27
6.3.1 Scope 1 and 2 emissions: plan, investments and projects
27
6.3.2 Scope 3 emissions mapping
31
6.3.3 Waste management
33
6.3.4 Water resource management
34
6.4 ESG Supplier Base Evolution
35
6.4.1 The supply chain
35
6.4.2 Integrating sustainability into the supply chain
35
6.4.3 Sustainable procurement in the product
38
6.5 Sustainable product & customer engagement
39
6.5.1 Product innovation and ESG integration
39
6.5.2 Product Safety and Quality
49
6.5.3 Customer-oriented approach
51
6.6 Voilàp People & Community
55
6.6.1 Voilàp People: diversity, inclusion and equal opportunities
55
6.6.2 HR strategy: Talent & Performance management
56
6.6.3 Occupational health and safety
58
6.6.4 Training and personnel development
61
6.6.5 Talent development
61
6.6.6 Commitment to the community and society
61
3
01
LETTER TO THE STAKEHOLDER Dear Stakeholders, Every year, when I sit down to write this letter, I think of people. Of the over 2,000 people who contribute every day to the growth of our Group. Those who design, assemble, sell and provide support. Those who learn and those who teach. Those who, across different countries, cultures and contexts, share the same way of understanding work: with competence, responsibility and passion. They are the heart of Voilàp — and they are the starting point of this Sustainability Report. With this second edition, we do not simply want to report: we want to tell the story of who we are, where we are going and why this truly matters to us. A Group that grows, without forgetting its roots Today, Voilàp is a global leader in the design and production of advanced machines and systems for processing aluminium, PVC, steel and glass. We are present in more than 60 countries, with 16 production plants, 44 commercial subsidiaries and a heritage built on 100 years of industrial history and more than 400 years of collective experience. A legacy made of expertise, vision and passion for work. Over time, our scope has expanded far beyond the machine itself. Today, we support our customers with Smart Factory, advanced robotics, Smart Retail, Smart Advertising and Smart Building solutions. An integrated ecosystem born from a simple belief: real value is created when technology and people work together, not when one replaces the other. This evolution has not happened by chance. It is the result of a journey built over time, through internal development, the integration of expertise and strategic acquisitions. Voilàp’s growth does not simply mean becoming larger: it means becoming more complete, stronger and more capable of responding to market transformations and to the evolving needs of our customers. In this sense, the One Company model represents much more than an organisational formula. It is the way in which we seek to bring together different experiences, brands, technologies and industrial cultures, enhancing their specific strengths while guiding them towards a shared vision. It is a journey that requires time, listening and method, but one that allows us to turn the complexity of the Group into a strength. The acquisitions completed in recent years follow this direction. Strengthening our presence in glass, consolidating our positioning in PVC, developing new capabilities in robotics and advanced automation does not only mean expanding our portfolio. It means preparing ourselves for the future. It means building today the skills that will be needed tomorrow, in order to support our customers through a phase of profound industrial, digital and sustainable transformation.
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sustainability report | 2025
Sustainability is not a separate chapter We could have treated sustainability as a topic to be added at the end of our strategy. We chose not to. Since 2022, our Sustainability Journey has been an integral part of the way we make decisions — about what we produce, how we produce it, who we work with and under what conditions. This means concretely reducing the environmental impact of our plants and our supply chain. In 2025, we reached 89.2% renewable electricity out of total electricity consumption and reduced Scope 1 and Scope 2 emissions by 29.3% compared to the baseline. It means designing machines that consume less, last longer and help our customers make their own processes more efficient. This is also the direction taken with the ISO 14067 certification obtained for three strategic product lines of the Group: an important step, because it makes the impact of our products throughout their life cycle more measurable and transparent. But it also means looking beyond our direct boundaries. In 2025, we covered 72% of supplier spending through ESG assessments, strengthening the integration of ESG criteria into the supply chain. Because sustainability, to be real, must run across the entire value chain: from our plants to our suppliers, from the products we develop to the customers who use them. And above all, it means taking care of the people who work with us: investing in their safety, their professional growth and their everyday well-being. In 2025, we delivered more than 17,000 hours of training and involved around 68% of employees in the VIP performance dialogue process. Because a company can only be sustainable over time if the people who bring it to life are well and have the opportunity to give their best. Preparing today to seize the opportunities of tomorrow The context in which we operate is not simple. Macroeconomic challenges are real, global competition is becoming more intense, and the green and digital transition requires significant investment and courageous choices. But it is precisely in moments like these that the future is built. Our strategy focuses on the integration of skills, international expansion — including through synergistic acquisitions — and the development of solutions increasingly capable of supporting our customers in their own transformation.
In 2025, we continued to grow and strengthen our industrial perimeter, generating more than 360 million euros in revenue and consolidating our presence in key international markets. But the economic figure alone does not tell the whole story. It speaks of the solidity of a model that continues to invest even in a complex phase. It speaks of the will to look ahead, not to stop at managing the present, and to build a Group that is increasingly integrated, innovative and resilient. For us, preparing today is not an option: it is a responsibility. Towards our customers, who ask us for more efficient, digital and sustainable solutions. Towards our people, who need new skills to face change. Towards our partners and suppliers, with whom we want to build increasingly transparent and long-term relationships. And towards the communities in which we operate, which expect companies to make a concrete and credible contribution. A report I truly invite you to read This Report is not a formal document to be filed away. It is an open conversation with those who believe in Voilàp — customers, partners, investors, colleagues and communities — and who want to understand where we are going and with what spirit. I invite you to read it with curiosity. You will certainly find numbers and objectives. But you will also find stories, choices and concrete commitments. You will find the story of a Group that is growing, integrating new skills, consolidating its industrial model and striving every day to turn innovation and responsibility into shared value. Because sustainability, in the end, is measured by the things we truly do — every day, together. With esteem and confidence, Valter Caiumi Chairman & CEO Voilàp Group
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02
METHODOLOGICAL NOTE
2.1 Objectives of the Document The Voilàp Group (hereinafter also referred to as the "the Group", "the Company" or simply "Voilàp") has prepared the second annual edition of its Sustainability Report (also the “Sustainability report”, "Report" or "Document") on a voluntary basis. The purpose of this document is to describe and transparently communicate the Group’s environmental and social sustainability strategies, achievements and goals to all internal and external stakeholders. The environmental, social and governance ("ESG") information presented supports the economic and financial data, offering a more in-depth and comprehensive understanding of Voilàp Group’s operations, organisational structure, impacts, corporate value and financial performance.
2.2 Reporting Standards The Voilàp Group has prepared this Sustainability Report in accordance with the principles and methodologies established by the Global Reporting Initiative (GRI Standards) under the "in accordance" option. The GRI Content Index and detailed annexes are available in a separate document, accessible on the Group's website (at the following link Voilàp: Sustainability), in order to ensure transparency and full traceability of the reported information. In order to fully disclose all topics identified as material (see section 6.1), Voilàp has used both GRI-related and other specific non-GRI indicators from internationally recognised standards and rating frameworks, in line with the GRI 3-3 requirements on the management of material topics. . To ensure the reliability of the data, the use of estimates has been minimised as far as possible; where present, estimates are appropriately indicated in the document and are based on the best available methodologies. Any restatements of data with respect to prior financial years are indicated in the tables included in the Annex.
2.3 Reporting Period and Scope 2.3 Reporting Period and Scope The reporting period is FY 2025 (1 January – 31 December 2025), consistent with the Group's Consolidated Financial Statements prepared in accordance with IFRS principles. To ensure comparability of data over time, as required by the GRI Standards, this report also includes comparisons with FY 2024 (1 January – 31 December 2024). Furthermore, for specific environmental and social KPIs, a comparison with 2021 baseline data is provided. Any exceptions to the criteria mentioned above are indicated in the relevant sections of the document. The reporting scope covers all Voilàp Group companies consolidated using the full consolidation method as at 31/12/2025, with the exception of financial holding companies and the companies belonging to the Stürtz Group (specifically Stüertz GmbH, Stuertz Polska sp. z o.o and Stuga Machinery Ltd), as it was acquired during last months of 2025. Any further limitations on scope for specific topics or indicators are clearly indicated within the Report.
6 1
For details of the companies consolidation table, please refer to the Annex available in the separate document at the following link: Voilàp: Sustainability.
sustainability report | 2025
During FY 2025, the Group's consolidation scope changed in terms of size, structure and operational perimeter, mainly as a result of to the following acquisitions: • Mappi International Srl, with a production plant in Cisterna di Latina and a commercial presence in the United States; • Gruppo Stürtz, with three production plants (Stüertz GmbH in Germany, Stürtz Polska in Poland and Stuga in the United Kingdom) and two commercial offices (Canada and the United States).
CITY
The scope and currency of the financial and economic data reported in this document are aligned with those of the Group's 2025 Consolidated Financial Statements. The scope of the quantitative data and qualitative information includes all the Company's production facilities (listed below), as well as the offices of its software houses and commercial hubs worldwide:
COMPANY
COUNTRY
Soliera (MO) - Headquarter
Emmegi S.p.A.
Italy
Ponte dell’Olio (PC)
Emmegi S.p.A.
Italy
Rimini (RN)
Emmegi S.p.A.
Italy
Rho (MI)
Emmegi S.p.A.
Italy
Arese (MI)
Emmegi S.p.A.
Italy
Vigolzone (PC)
Emmegi S.p.A.
Italy
Baiso (RE)
Keraglass S.r.l.
Italy
Fiesco (CR)
Imecon S.r.l.
Italy
Carpi (MO)
elumatec italia S.r.l.
Italy
elumatec AG
Germany
Bihac (BPK)
elumatec Maschinen d.o.o.
Bosnia and Herzegovina
Suzhou (JS)
Emmegi Suzhou Co. Ltd.
China
Mappi International
Italy
Mühlacker (PF)
Cisterna di Latina (RM)
On 26 May 2026, the Board of Directors of Voilàp S.p.A. approved this Sustainability Report, which has not been subject to assurance by a third party. For further information regarding this document, please contact the following email address: sustainability@voilap.com
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03
2025 HIGHLIGHTS: FINANCIALS & ESG
FINANCIALS ~344 mln€2 turnover 2025
7 out of 10 skybuildings built using our technologies
Presence in +60 countries worldwide
+4 production plants
ENVIRONMENTAL -29.3% in Scope 1 and 2 emissions vs baseline
169 tCO2eq avoided through the photovoltaic panels in Limidi
89% of total energy consumptions from renewable sources
25 tonnes of green Aluminium purchased
40% self-generated energy is consumed by Limidi productive plants, driving + 14 p.p. increase in total YTD self-consumption compared with the baseline
ISO 14067 certification achieved for three strategic product lines within the Group portfolio
SOCIAL ~2000 employees worldwide
~17,000h of training delivered
68% of employees subjected to performance dialogue processes
GOVERNANCE ESG procedure for supplier selection and evaluation
12 ESG Steering Committees
Estensione delle certificazioni ISO 14001, ISO 45001 e ISO 9001 a diverse società del Gruppo
New Vendor Rating system integrating ESG criteria
First Supplier Day to share our ESG culture across our supplier base
72% of spending covered by ESG supplier assessment
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Revenue includes all companies of the Voilàp Group, excluding the Stürtz Group, which was acquired during 2025.
sustainability report | 2025
04 THE COMPANY
4.1 The Voilàp Group The Voilàp Group, headquartered in Limidi di Soliera (MO – Italy), is a multinational leader in the development and production of advanced solutions for smart industry and smart cities. These solutions are based on the integration of interconnected hardware and software components, aimed at the collection, processing and management of data. Operating in more than 60 markets worldwide, the Group has 16 production sites distributed across Italy, the United Kingdom, Germany, Bosnia and Herzegovina and China, and employs more than 2,000 people, including employees and collaborators. The Group’s international growth journey is the result of a combined heritage of expertise of more than 400 years, drawn from the consolidated experience of the individual companies within the Group. This expertise is applied across the construction sector (Smart Buildings) as well as across several strategic industrial segments, including aerospace, rail, automotive, lighting, renewable energy and furniture. More recently, robotics has also been added to the Group’s portfolio.
100 years of history and more than 400 years of experience
2000+
360M+
People
2025 Turnover
44
50+
Sales Subsidiaries
companies, includes 5 software houses
16 Production plants Italy, Germany, Bosnia, China, UK and Poland
The Group is a global leader in the design and manufacturing of machines for processing materials used in intelligent and sustainable construction. It also leverages Internet of Things solutions to apply its smart industry know-how to sectors such as retail, construction, DOOH (Digital Out of Home) and logistics.
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In the aluminium profile segment, Voilàp holds a market share exceeding 65%, operating through ELUMATEC, EMMEGI and TEKNA brands. In PVC segment, the Group strengthens its positioning with the acquisition of STÜRTZ, complementing SOMECO, which was already part of its portfolio. In the glass sector, Voilàp Glass was established in 2025 to manage the KERAGLASS and MAPPI brands, with the aim of creating a comprehensive and increasingly integrated industrial platform capable of delivering advanced solutions across the entire value chain. Also in 2025, the ROBOTICS & PROTOTYPES business unit was established through the integration of DINAMICA AUTOMAZIONE, a long-standing partner of the Group. This acquisition enabled Voilàp to consolidate its know-how in
the development of robotic solutions for the smart factory, strengthening capabilities in advanced automation and systems integration. Within the IoT ecosystem, Voilàp develops smart city applications in areas such as outdoor digital advertising, industry, infrastructure, construction and retail. The digital division includes IMECON (digital signage and DOOH), VOILÀP DIGITAL (Smart Retail), MOTIQA (advanced data analytics) and PLADWAY (digital advertising). Voilàp is a multicultural brand that, thanks to the combined expertise and distinctiveness of its companies, is now equipped to accelerate, enable and support the evolution of smart cities and smart industry across the entire value chain.
4.2 The Growth Journey The Group was founded in 1970 by Giuseppe Caiumi and initially operated in the production of woodworking machinery, before shifting its focus two years later to aluminium window and door systems with the incoporation of Emmegi. Already in the 1980s it distinguished itself through technological innovations, and in the 1990s it embarked on international expansion. From 2014 onwards, the Group embarked on a structured growth path, developing the "One Company" model with a B2B2C orientation. This growth was supported by through strategic acquisitions (Keraglass, Tekna) and the establishment of the digital division (Voilàp Digital). This was followed by the entry into the elumatec group (2015), expansion into digital signage and data analytics (Imecon and Motiqa in 2018) and outdoor digital advertising (Pladway in 2020). customer
smart retail
industry
(consumer)
(b2c)
(eindows and doors production)
voilàp team since 2012
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our unique point of view
sustainability report | 2025
In the following years, the Group further strengthened its offering. In 2022, the cobination of elumatec's consolidated expertise in machining centres and Emmegi's Know-how in welding solutions led to the creation of the Someco brand, dedicated to the marketing of PVC processing products. 2025 marked a year of significant evolution. Despite a complex macroeconomic environment, the Group continued to invest in both the development of internal know-how and acquisition activities, with the aim of broadening and completing its customer offering. As part of this growth path, Voilàp consolidated its presence in the glass sector through the completion of the acquisition of a 51% stake in Mappi International, a company specialising in the design and sale of glass tempering, further strengthening the position already established with Keraglass and
expanding the technology portfolio across the entire value chain. In parallel, the Group significantly strengthened its positioning in PVC segment with the acquisition of Stürtz Group, a leading player in automated machinery for PVC processing, headquartered in Neustadt-Wied (Germany) with an international presence in Canada, Poland, the United Kingdom and the United States. This transaction enabled the integration of distinctive competencies in high-automation lines and large-scale industrial systems. As part of the same growth journey, the integration of AVG AUTOMAZIONI further consolidated the Group's technology platform in glass, while the integration of DINAMICA AUTOMAZIONE contributed to strengthening the Group's knowhow in the development of robotic
solutions for the smart factory, evolving into a dedicated competence centre for integrated automation within the Voilàp ecosystem. Taken together, these transactions enabled the Group to reinforce its competitive positioning, increasing its ability to offer increasingly comprehensive, integrated and innovative solutions to structured and global customers. To support this growth and integration journey, Voilàp has progressively developed competence centres and multidisciplinary teams at a global level, with the aim of enhancing the capabilities of the various Group companies, promoting knowledge sharing and generating operational synergies. This model enables the acceleration of innovation, improved efficiency and the delivery of increasingly integrated solutions aligned with the evolving needs of customers.
Central EU & Nordics Central & North Asia, China
UK, Benelux & East EU North America
South EU
South East Asia
Latam
AMEIO (Africa, Middle East, India, Oceania)
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4.3 Voilàp today Financial highlights The Group's growth and integration journey, driven by targeted acquisitions, internal know-how development and portfolio expansion, is directly reflected in the evolution of key financial and economic indicators. Within a complex and constantly evolving market environment, Voilàp has strengthened its competitive positioning, consolidating its presence in key segments and increasing its capacity to respond effectively to the needs of increasingly structured and global customers. This translates into progressive and sustainable growth, supported by an integrated industrial model oriented towards long-term value creation.
turnover
2014
2015
2018/19
2024
2025
84M
229M
300M
347M
360M
voilàp digital
elumatec tekna keraglass
imecon motiqa
someco
mappi stuga stürtz
In 2025, against a complex macroeconomic backdrop characterised by high inflation, sustained interest rates and signs of slowdown in the main reference markets, the Group nevertheless generated revenues of approximately 342 million euros, confirming the resilience of its business model. The organisational structure, comprising more than 2,000 employees, 63 companies, 16 production plants and more than 40 subsidiaries, ensured an international presence in over 60 countries, guaranteeing operational continuity and high service standards. The economic value generated in 2025 amounted to approximately 360 million euros, of which more than 93% was distributed to stakeholders: suppliers (approximately 62%), employees (approximately 33%), lenders (1.7%) and public administration (1.6%). A residual portion was allocated to the community through dedicated initiatives, while approximately 7% was retained by the Group.
0.95%
1.63%
1.68%
0.01%
Value distributed to public authorities
Remuneration of shareholders
Remuneration of lenders
Community investments
33.35%
Employee remuneration
62.38%
Value redistributed to suppliers
In a context marked by uncertainty and continuous market and macroeconomic transformation, the Group maintained recurring revenues broadly in line with the previous year and preserved a solid operating margin through targeted efficiency measures across the entire value chain, including supply chain, human resources, operations, marketing and sustainability. This approach enabled the Group to safeguard its financial soundness, capture emerging opportunities and maintain high flexibility and adaptability to an evolving scenario. From a geographical perspective, revenues continue to be mainly generated in the EMEA region (approximately 67%), followed by the Americas (approximately 27%) and APAC (6%). Despite the challenging macroeconomic environment, the Group demonstrated responsiveness and a consistent capacity for innovation, confirming the resilience of its competitive positioning and alignment with the medium- to long-term objectives of the Industrial Plan.
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sustainability report | 2025
05 ORGANISATIONAL STRUCTURE 5.1 Corporate governance Voilàp S.p.A. carries out management and coordination activities over all Group companies, including both direct and indirect subsidiaries operating in the production and commercial activities. In line with their respective activities and solutions offered, the subsidiaries are equipped with technical and operational functions, including Production, Technical Office and R&D, Service, Logistics, Quality, Procurement and Supply Chain, Marketing, as well as dedicated commercial teams functions for sales management and customer support. Cross-functional activities are centralised at the Parent Company, which provides services to Group companies in accordance with internal Service Level Agreements. These include, in particular: Administration, Finance and Control, Project Management, Sustainability, Legal and Corporate Affairs, Information Technology, Human Resources, and Health, Safety and Environment. The governance of the Parent Company is ensured by its main corporate bodies: the Board of Directors, the Board of Statutory Auditors and the Shareholders' Meeting. The Board of Directors, appointed in 20243 upon approval of the 2023 Financial Statements and serving until the shareholders' meeting called to approve the 2026 Financial Statements, is composed of three executive members. Its composition includes two men, representing 66.7%, and one woman, representing 33.3%. The members also hold operational roles within the Group and equity stakes in the Company, bringing relevant expertise to the management of the company and its related impacts. EXECUTIVE ROLE
COMPONENTS
ROLE TYPE
OTHER POSITIONS HELD
Chairman
Valter Caiumi
Executive member
CEO
Vice Chairman
Andrea Caiumi
Executive member
R&D Director
Managing director
Paola Caiumi
Executive member
Head of Legal Affairs
No formal board-level committees have been established, and Directors are appointed for an average term of three years. The Company has also adopted specific safeguards for the management of conflicts of interest, in line with the provisions of the Code of Ethics and applicable regulations. These safeguards include transparency obligations, prior disclosure of personal interests and abstention in potentially critical cases. These measures are particularly relevant also in consideration of the concentration of certain operational delegations.
3 It should be noted that no formal appointment process is followed; however, the family-run nature of the business results in appointments being made in compliance with the provisions of the law.
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Material issues are periodically communicated to the Board of Directors through dedicated reports and/or scheduled meetings. In cases of greater urgency or severity, timely briefings are provided. Such communications include a description of the nature of the issue, the areas involved, potential impacts and corrective actions taken or planned. During the reporting period, no material issues were brought to the attention of the Board of Directors. The Group has not adopted a formalised and specific system for evaluating the performance of Board of Directors members. Performance monitoring and operational effectiveness are addressed within the broader corporate performance evaluation processes, applied across the organisation. These processes are based on general criteria of effectiveness, contribution to business results and alignment with the Group's strategic objectives. Furthermore, the Group has not defined specific remuneration policies dedicated exclusively to members of the Board of Directors. The criteria adopted are consistent with the general principles applied to the employee population, based on equity, internal consistency and alignment with market conditions. In this context, the remuneration structure for senior executives follows the guidelines applicable to Group employees and includes a fixed component and, where applicable, a variable component linked to the achievement of performance objectives. These objectives are defined in line with strategic business priorities, supporting an approach oriented towards medium- to long-term value creation. The ratio between the highest remuneration and the median annual remuneration of employees (excluding the highest-paid position) is 5.614. During the reference period, no increase was recorded
in the total annual remuneration of the highest-paid individual; consequently, the ratio to the average percentage increase in remuneration of other employees is zero and does not represent a meaningful indicator. To ensure effective operational management, the Board of Directors has assigned specific delegations to its members and granted powers of attorney to selected executives, ensuring clarity and traceability in decision-making processes. The Board of Directors defines the Group's strategies with a long-term horizon, oriented towards the creation of value for shareholders, with due regard for the interests of stakeholders. For extraordinary transactions, it operates in conjunction with the Shareholders' Meeting, which is responsible for, among other things, the approval of the financial statements and the appointment of the corporate and oversight bodies. During 2025, the Board of Directors met frequently, holding 13 Board meetings with a participation rate close to full attendance (97.4%). The Board of Statutory Auditors, appointed in 2025 and serving until the approval of the 2028 Financial Statements, is composed of five female members. This body also operated continuously throughout the year, ensuring a high level of attendance at meetings (13 board meetings with a participation rate of 97.4%). ROLE
COMPONENTS
Statutory Auditors’ President
Cristina Pecchi
Standing auditor
Barbara Rustichelli
Standing auditor
Rosanna Orlandi
Alternate auditor
Giulia Corradini
Alternate Auditor
Silvia Gorrieri
5.2 Ethical Business Management In 2025, the Voilàp Group continued to strengthen ethical business management, in line with the "One Company" growth and integration journey. The values of integrity, transparency and accountability, already central to the previous Report, remain at the core, as does the consolidation of governance tools, including the update of the Code of Ethics (approved in May 2025), the adoption of the Whistleblowing policy and the strengthening of internal anti-corruption controls. The main developments of the year include: • Sustainable Procurement Policy: in 2025, the Group formalised a new Policy that integrates ESG principles into supply chain management. The initiative builds upon what was already initiated with the Supplier Code of Conduct (2024), introducing structured guidelines for the selection, evaluation and management of suppliers also in environmental and social terms. The objective is to increase supply chain transparency, reduce risks (not only ESG-related) and promote a positive impact throughout the entire ecosystem, extending the requirements to sub-suppliers as well. • Environmental Policy: in 2025, Voilàp formalised for the first time a Group-wide Environmental Policy, establishing a comprehensive framework of commitments for environmental protection and sustainable development. The Policy, applicable to all companies and activities, aims to ensure regulatory compliance, the dissemination of best practices and the promotion of a shared environmental culture, reinforcing the Group's contribution to the ecological transition and decarbonisation.
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4 The calculation does not include Voilàp Netherlands B.V. and elumatec Romania S.r.l. The ratio was calculated by taking into account the annual base salary, fixed salary.
sustainability report | 2025
CODE OF ETHICS Following the adoption of the new Code of Ethics, approved and shared with stakeholders in May 2025, the Group reaffirms its central role in strengthening a coherent and integrated corporate culture. The document represents a fundamental tool for ensuring the uniform application of the Group's principles and values across all companies, in line with the "One Company" integration journey. During the first year of implementation, the Code contributed to raising awareness of ESG topics, which are now an integral part of Voilàp's strategy and operational activities. In this context, it serves as a key reference to ensure that all internal and external stakeholders understand their strategic relevance. The document actively promotes the values of environmental and social responsibility and transparent governance, facilitating their integration into the Group's decision-making processes and corporate culture. The Code of Ethics also continues to form the foundation of the governance system, regulating internal and external relationships according to principles of fairness, fair competition and the prevention of conflicts of interest. As at 31/12/2025, no legal actions have been recorded, either pending or concluded during the reporting period, relating to anti-competitive behaviour and/or violations of antitrust and anti-monopoly regulations involving the organisation. WHISTLEBLOWING AND ANTI-CORRUPTION Voilàp has adopted a Whistleblowing Policy aimed at promoting the good-faith reporting of conduct that violates — or may induce violations of — applicable regulations, corporate values, internal policies or procedures, as well as situations potentially capable of causing economic or reputational harm to the Group. The Policy complies with national legislation on the protection of whistleblowers (Legislative Decree 24/2023) and is addressed to a broad audience of recipients, including employees, collaborators, shareholders, suppliers, customers and other stakeholders. Reports may relate to, by way of example, conduct such as: • falsification, alteration, destruction or concealment of documents; • administrative irregularities; • promises or provision of sums of money or other benefits aimed at corrupt practices towards public institutions, suppliers or customers; • agreements with suppliers or consultants to attest to non-existent services; • dissemination of false information regarding Voilàp, capable of compromising its reputation; • fraudulent conduct to the detriment of customers. Although Voilàp has not yet adopted a certified anticorruption management system or a structured policy, Voilàp has strengthened its commitment to promoting a corporate culture grounded in transparency and accountability. To this end, the Group has implemented internal control safeguards through the adoption of dedicated operational procedures and awareness-raising activities. In particular, specific guidelines have been
developed and shared for the management of suspicious payment requests or changes to bank account details, as well as for the mitigation of risks associated with potential cyber-attacks. During the year, no transactions were assessed for significant corruption-related risks and no training courses on the topic were conducted. Voilàp ensures that all reports are handled in full compliance with the principles of confidentiality, proportionality and impartiality, recognising the good faith of reporters and protecting their anonymity. The Company firmly condemns any form of threat, retaliation or discrimination against anyone involved in the reporting process. The Whistleblowing Policy defines secure reporting channels, identifies the bodies responsible for managing reports and establishes a clear process for the analysis and handling of reported cases. The Whistleblowing policy is available on the Voilàp Group website. During 2025, no reports were received and no incidents of corruption or legal actions relating to anticompetitive behaviour, trust activities or monopolistic practices were recorded. SUPPLIER CODE OF CONDUCT With the approval of the Supplier Code of Conduct in October 2024, the Group consolidated its commitment to responsible and sustainable supply chain management. The document establishes clear standards on business ethics, workers' rights, environmental protection and quality, requiring suppliers to comply with fundamental principles, including the prohibition of corrupt practices and the adoption of sustainable conduct throughout the entire supply chain. The Code applies to all entities, organisations, companies and partners, that supply goods or services to Group companies, and also extends to the sub-suppliers involved. Suppliers are therefore required to disseminate its contents among their employees and business partners, ensuring compliance throughout the supply chain. To ensure its full implementation, the Code is transmitted via certified electronic mail (PEC), published on the institutional website and integrated into the General Purchasing Conditions, becoming an integral part of contracts signed and renewed. Through this initiative, Voilàp reinforces its commitment to a transparent and responsible supply chain (cf. paragraph 6.4), promoting commercial relationships based on integrity, fairness and compliance with applicable international standards. HEALTH AND SAFETY POLICY FOR WORKERS In 2023, Voilàp Group formally adopted a Health and Safety at Work Policy, affirming its commitment to providing safe working environments through risk prevention, continuous improvement and ongoing training. This approach is based on the implementation of a management system aligned with recognised reference standards, as well as on the engagement of stakeholders and external bodies, in line with the Group's sustainability strategy and the ongoing certification processes (see paragraph 6.6.3).
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5.3 Integrated Risk Management In carrying out its activities, the Group is exposed to risks arising from both external factors — linked to general macroeconomic and geopolitical environment or industry trends — and internal dynamics related to strategic and operational decisions, including those of a financial and economic nature. Risk management is supported by continuous monitoring processes designed to identify, assess and mitigate impacts. In an ever-evolving context, the emergence of new risks or factors that are not currently considered material cannot be excluded. The main ESG risks and related management actions are described in this document, while risks not related to ESG topics are addressed in the Consolidated Financial Statements.
16
Risk Type
Description
Index
Risks related to general economic conditions and the global context
The Group is influenced by global macroeconomic and geopolitical conditions, which may impact the supply chain, demand and financial stability.
Group Consolidated Financial Statements
Risks related to the competitive situation
The Group’s success is underpinned by innovation, R&D and global presence, supported by technology-driven products that confer leadership and market entry barriers.
See section 6.5 of the report
Risks related to technological and product innovation
Operating in a highly innovative sector, the Group makes continuous investments in technology and product development to maintain its market competitiveness.
See section 6.5 of the report
Supply chain and supplier relationship risks
The Group mitigates supply chain risks by working with qualified, diversified suppliers, although volatility in prices, resource availability and macroeconomic factors may affect its resilience.
See section 6.4 of the report
Health, safety and environmental risks
With a global presence, the Group is subject to local health, safety and environmental regulations, managed through compliant procedures to avoid economic and reputational risks.
See section 6.6.3 of the report
IT and cyber security risks
The Group ensures the reliability of its IT systems by adopting cybersecurity measures and modern technologies to prevent business disruptions, reputational damage and financial losses.
See section 5.3.1 of the report
Risks related to climate change
Although the Group does not currently face a high-risk profile, it has strengthened its approach to climate risk management to support a low-carbon economy and reduce energy dependence.
See section 6.3 of the report
sustainability report | 2025
5.3.1 IT and Cyber Security Risks Information security and data protection are priority areas for the Group, both to ensure operational continuity and to safeguard stakeholder information in compliance with applicable regulations (GDPR). In recent years, IT infrastructure protection measures have been strengthened through structured vulnerability assessment and penetration testing (VAPT) activities, the introduction of anti-fraud protocols in administrative processes and the adoption of advanced monitoring systems (MDR). In 2025, the implementation of the OneTrust platform for data protection management was also completed. During the reporting period, all incidents identified in the areas of privacy and cybersecurity were managed and resolved, with no substantiated complaints from customers. The number of events decreased compared to the previous year, confirming the effectiveness of the measures adopted. With reference to 2025, the following incidents relating to privacy and cyber security were recorded:
2025
2024
Value
%
Value
%
7
100%
15
100%
6
85.71%
8
53.3%
of which fraud
1
14.29%
6
40.0%
of which cyber security incidents
0
0%
1
6.7%
Total number of privacy incidents of which IT security breaches
of which attempted
2
6
of which confirmed
5
9
of which solved
7
15
of which unsolved
0
0
The reduction in the total number of privacy-related incidents, from 15 in 2024 to 7 in 2025, indicates a significant improvement in risk management and prevention. This change is primarily attributable to the strengthening of internal procedures and security and data protection controls, which has enabled greater prevention capacity and more effective management of anomalies. In particular, the adoption of more structured measures has contributed to a significant reduction in fraud cases and cybersecurity incidents. Finally, it is noted that all incidents recorded in 2025 were resolved, confirming the effectiveness of the management and response processes implemented by the Group. The Group has also launched a process aimed at aligning with the requirements of the NIS2 Directive and the Cyber Resilience Act, in line with international standards, including ISO 27001. At the same time, it has promoted cybersecurity awareness initiatives for personnel, with a specific focus on phishing-related risks. During 2025, the Voilàp Group launched a cybersecurity training programme aimed at all Voilàp personnel, with a focus on phishing and digital threats. The programme was developed with the support of the Cyber Guru online platform.
17
5.3.2 Sustainability Governance The Board of Directors of Voilàp guides strategic decisions and defines the Group's business model, promoting the progressive integration of ESG factors into decision-making processes. This approach is consistent with the objectives set out in the Sustainability Plan and contributes to strengthening competitive positioning (see section 6.2 of the report). In order to ensure a structured approach to sustainability issues, the Group has established a dedicated central Team, under the coordination of the Chief Financial & Transformation Officer. This function is responsible for guiding the implementation of the Sustainability Plan, monitoring its progress and ensuring a constant flow of information to the Board of Directors and stakeholders. The Team also manages reporting activities and coordinates any corrective ESG actions, in line with the directions received from senior management. During 2025, activities focused in particular on the projects included in "Wave 2" of the Strategic Sustainability Plan, defined in 2022. With regard to the areas of procurement and sustainable product development — considered strategic for the Group — cross-functional and cross-brand Steering Committees have been established, composed of the procurement and product managers of the various Voilàp companies. These bodies, coordinated by the Sustainability Team, are responsible for promoting, monitoring and disseminating improvement initiatives at Group level, ensuring alignment with the strategic guidelines defined by the Board of Directors. To promote ever-greater integration of sustainability into operational activities, the Sustainability Team also participates in Industrial Committees, ensuring continuous management updates on the progress of key projects.
Reporting process Voilàp has structured a centralised process for the collection, processing and consolidation of ESG data, coordinated by the Parent Company's Sustainability Team. The aim is to ensure consistency, comparability and reliability of information across the Group’s companies, despite the presence of different regulatory and operational contexts. Within this framework, the Sustainability Team is responsible for planning reporting activities, collecting and validating data, consolidating and analysing information, and preparing the Sustainability Report. The process also includes the integration of quantitative and qualitative information, the engagement of relevant corporate functions and a continuous commitment to improving data quality and reporting flows. The reporting cycle is developed into several phases, including the definition of the reporting scope, the update of the materiality analysis, the identification of ESG indicators, the planning of activities in coordination with the Financial Statements process and the engagement of management. These phases are followed by data collection, drafting of the report, validation by senior management and, finally, joint presentation and publication together with the Consolidated Financial Statements.
18
CdA
CFO
SUST. TEAM
sustainability report | 2025
06
VOILÀP SUSTAINABILITY JOURNEY
6.1 Stakeholder Engagement and Materiality Analysis In line with the GRI Universal Standards 2021, Voilàp Group conducted a Materiality Analysis to identify the most relevant ESG topics, taking into account the impacts generated by its activities on the economy, the environment and people, including human rights. The Analysis, conducted during 2024 and approved by the Board of Directors together with the 2024 Sustainability Report on 26 May 2025, was confirmed also for FY 2025 as it is representative of the activities carried out by the Group across its various businesses. The Company is committed to updating the aforementioned analysis to ensure an accurate representation of new direct or indirect sustainability impacts in the event of significant changes to the Group's strategic operations. The process was developed using a multi-stakeholder approach, involving both internal actors — such as top management and employees — and external stakeholders, including customers and suppliers. Participants were asked to complete a questionnaire aimed at assessing
the degree of relevance of various topics based on their perceptions and priorities. Since the definition of the Sustainability Journey, internal stakeholders — shareholders, top management and employees — have been involved in the identification of material topics, also contributing to the definition of initiatives to be implemented. At a later stage, the list of topics was further enriched through the engagement of external stakeholders, directly or indirectly affected by Voilàp's activities, such as customers and suppliers, as well as through a benchmark analysis5 aimed at capturing key industry trends. All stakeholders involved were then invited to complete a questionnaire, assigning a score from 1 to 5 to each topic in order to highlight perceived priorities and identify the issues considered most relevant both for stakeholders and for the Group. The cross-analysis of stakeholder priorities and internal assessments led to the identification of the Group’s material topics, which are represented in the materiality matrix below:
5,0
Privacy & Cybersecurity
Customer relationship management
Sustainable Product
(Circular Economy, Services and Packaging, Product Health and Safety)
Ethics and Governance
(Transparency and Anti-Corruption, Compliance and Certifications)
Human Rights
4,0 Climate Change
(Emissions and Energy Management)
Development and enhancement of the human capital
Stakeholders' materiality
Sustainable Management of Natural Resources
(Training, Skills and Performance Management, Talent Attraction and Retention)
(Water, Waste, Biodiversity and Natural Capital)
Health and Safety Inclusion, Diversity and Fair Working and Pay Conditions Supply Chain Management
(Environmental and Social Aspects)
3,0
4,0 E environmental
S social
Community and Social Projects
5,0 G governance
6,0 Impact materiality
5 The analysis carried out was based both on comparable companies and sector studies, and on the correlation between the GRI Standards and the sectorspecific topics identified and suggested by the SASB and MSCI standards.
19
The detail of the correlation between material topics and GRI indicators is available in the Annex published separately on the Group's website. For certain topics not directly traceable to the GRI Topic Standards, "custom" indicators have been adopted, defined on the basis of internationally recognised rating standards and methodologies, in accordance with the provisions of GRI 3-3. The main methods through which stakeholders have been and continue to be engaged are outlined below:
STAKEHOLDER CATEGORY
METHODS OF ENGAGEMENT AND DIALOGUE / Dedicated events and workshops / Company communication channels (Intranet, digital totems, newsletters)
Shareholders and top management
/ Live training / Steering Committee e Industrial Committee / Board of Directors and Shareholders' Meeting / Website and social media / Live and e-learning training via Study in Action platform / Dialogue through the HR and HSE functions and trade union organisations
Employees
/ Dedicated events and workshops / Company communication channels (Intranet, digital totems, newsletters) / Voilàp App / Dialogue through the procurement department and sustainability team / Sector and/or function-specific meetings
Suppliers
/ Trade fairs / Various surveys, including ESG assessments / Website and social media / Voilàp App / CRM systems and other dedicated communication channels / Dialogue through the sales department / Market research
Customers
/ Company tours / Trade fairs / Website and social media / Voilàp App / Engagement with local authorities / Website and social media
Local communities
/ Recruitment programmes for secondary schools and universities / Participation in local social initiatives / Voilàp App / Institutional communications
Public and financial institutions
/ Round table discussions through management / Website and social media / Voilàp App
20
Training and research organisations
/ Collaborative projects, / PhD programmes and curricular internships
sustainability report | 2025
Voilàp Group, through its subsidiaries, also promotes dialogue with industrial stakeholders by joining trade associations and taking part in technical groups and consortia, both locally and internationally.
Confindustria Emilia Area Centro the main association representing businesses in the area of Bologna, Modena and Ferrara, counts Voilàp among its members through six companies: Voilàp S.p.A., Voilàp Digital, Voilàp Italia, Emmegisoft, Emmegi and Keraglass.
Through Imecon S.r.l., Voilàp is a member of the Industrial Association of Cremona’s area, which represents over 500 companies, supporting their interests and promoting dialogue with public institutions and social partners.
Unindustria the main association representing businesses in the area of Rome, Frosinone, Latina, Rieti and Viterbo, counts Voilàp among its members through its production company Mappi International S.r.l.
Keraglass S.r.l. and Mappi International S.r.l. are active members of GIMAV, the association representing the leading Italian manufacturers of glass processing technologies.
Emmegi S.p.A. is a member of UCIMU-SISTEMI PER PRODURRE, the association representing Italian manufacturers of machine tools, robots and automation systems, offering specialised support and advocacy in technical, regulatory and commercial areas.
Mappi America is an active member of the National Glass Association, the association that represents glass industry operators at international level, promoting standards, innovation and sector development.
To ensure continuous and active engagement of all stakeholders in the path undertaken by Voilàp, an internal and external communication plan has been developed, encompassing the following channels: • Website: the Group's website has been updated and renewed under a "One Company" approach, including a dedicated sustainability section with the aim of providing all stakeholders with a clear, structured and continuously updated point of access to Voilàp's ESG journey ("Voilàp Sustainability Journey"); • LinkedIn: the channel is used on a continuous basis to share updates on key ESG projects and Group integration initiatives, maintaining an active dialogue with stakeholders;
• Voilàp APP: used as a smart and immediate tool to keep all stakeholders continuously informed about the Group's main developments (organisation, products, sustainability, events); • New communication ledwalls and totems installed in plants and offices worldwide, ensuring continuous updates for all Group employees and stakeholders. • Voilàp Zone: a bimonthly internal newsletter dedicated to informing staff about the Group's most significant activities and projects, both at corporate level and in the ESG sphere. • Magazine and press releases: periodic publications aimed primarily at external stakeholders, designed to highlight the Group's key initiatives, projects and innovations.
21
6.2 The strategic pillars Sustainability nowadays is an essential strategic lever to ensure long-term growth and competitiveness. The Global Risks Report of the World Economic Forum highlights that the main global risks are increasingly associated with environmental and social issues6, while geopolitical and economic instability requires companies to demonstrate greater adaptability and to review their strategies accordingly. Beyond the need to comply with increasingly strict regulatory requirements, sustainability is becoming a catalyst for innovation, efficiency and transformation —
offering business unprecedented opportunities to renew their value proposition, stand out in the market and create greater value for customers and stakeholders. In this context, Voilàp Group has embarked on a path to integrate sustainability into its business strategies, recognising it as a key factor in strengthening competitiveness and resilience. In 2022, following a structured process of analysis and stakeholder engagement, it defined its Sustainability Journey, with a clear strategic ambition:
Partner with our clients along the phygital and green transition providing the most advanced natively digital & sustainable products and services enabling superior, long-term competitiveness.
This ambition translates into four key pillars:
net zero carbon transition
sustainable & circular product
ESG supplier base evolution
voilàp people & community
These pillars are supported by two cross-cutting objectives (ESG Data Integration and Management and Technology for Sustainability), which enable decision-making based on reliable data and amplify the impact of sustainability through digital technologies. In line with the Sustainability Journey, several strategic initiatives have been identified, structured into three implementation "waves" aligned with the Group's increasing expertise and organisational capabilities in this area. This approach ensures effective and measurable implementation over time. The key pillars are presented below, together with their respective Sustainable Development Goals7, progress status and targets, while the following sections provide a more in-depth examination of the main initiatives and associated KPI.
Source: https://www.weforum.org/publications/global-risks-report-2025/ The Sustainable Development Goals, “SDGs”, define the global agenda for sustainability and the objectives to be achieved by 2030, calling on all actors in society, including the private sector, to commit to their implementation. Following the adoption of the SDGs and the creation of a direct correlation between GRI principles and the SDGs, the GRIs reported in sustainability reports allow each economic operator to provide clear evidence of its contribution to the achievement of these objectives. 6
22
7
sustainability report | 2025
NET ZERO CARBON TRANSITION AMBITION To lead the path towards carbon neutrality, promoting the use of renewable energy, boosting energy efficiency initiatives, reducing emissions from plants and operational activities, and implementing a structured plan to contain Scope 1 and 2 emissions and those across the entire value chain (Scope 3).
SDGs
GRI
GRI 302, 303, 305, 306
Projects
SOW - 31.12.2025
Next steps & targets
Scope 1 and 2 Emissions – Decarbonisation plan implementation
• •
•
• •
Self-generation of renewable energy Conversion of energy contractsfor productive companies Investments in plant decarbonization Adoption of electric or hybrid vehicles
• • •
Conversion of energy contracts for commercial hubs and production sites not yet covered Gradual transition from gas to heat pumps at the Limidi plant Gradual installation of electrical vehicle charging stations at Group’s production sites and commercial hubs Gradual installation of photovoltaic systems at Group-owned production sites, with progressive extension to a large share of sites.
Energy efficiency
Implementation of domotic and live BMS systems at the Limidi, Carpi, Bologna, and Milan plants
Progressive implementation of a Building Management System across the Group-owned production sites, with gradual extension to most sites
Scope 3 emissions
Full calculation of Scope 3 emissions, including the categories missing from the 2023 baseline
•
Achievement of ISO 14001 certification for the elumatec Italia and Voilàp S.p.A. production sites
Achievement of ISO 14001 certification across the Group’s production sites, with gradual extension to most sites by 2030
ISO Environmental Management System
•
Integration of Scope 3 emission reduction initiatives into the Group’s decarbonisation strategy Integration of ESG data into the Group’s management systems
23
ESG SUPPLIER BASE EVOLUTION AMBITION Collaborate with the procurement department to foster a stronger sustainability culture throughout the supply chain and engage and evolve the supplier base by integrating ESG criteria into the selection, management, and evaluation of products, materials, and suppliers, in order to build a more resilient, lower-impact value chain.
SDGs
GRI
GRI 204, 301, 308, 414
Projects
SOW - 31.12.2025
Next steps & targets
Promote sustainability awareness in procurement and among suppliers
•
•
• • •
24
First Supplier Day focused on the Voilàp Sustainability journey Awareness-raising plans to launch sustainability projects with selected suppliers Sharing of ESG improvement plans with strategic suppliers Call-to-action meeting with suppliers
Support strategic suppliers in improving their ESG performance
Integration of ESG criteria into the supplier evaluation process
Integration of the ESG score into the new supplier selection process
Extension of ESG scoring integration into the new supplier selection process across the Group’s newly acquired companies
Condurre assessment ESG sui fornitori
Second supplier assessment covering 72% of total spend
•
Ridurre l’impatto ambientale degli acquisti (Scope 3)
•
Codice di Condotta Fornitori
Supplier Code of Conduct shared with all Group suppliers
• •
Purchase of certified green aluminium for Emmegi Launch of a sustainable packaging project Launch of the “Energy Saving” project, including green blades
•
• •
2026 Assessment: target coverage of 80% of total spend Identification of a technology platform for integrated risk management, including ESG-related risks Extension of green steel and aluminium purchasing initiatives to other Group companies Extension of “Energy Saving” initiatives to other Group companies
Extension of the Supplier Code of Conduct sharing process to suppliers of the Group’s newly acquired companies
sustainability report | 2025
SUSTAINABLE & CIRCULAR PRODUCT AMBITION Redefine the value proposition and customer experience by integrating sustainability topics into product development and design, with a focus on material consumption and life-cycle impact, reinforcing Voilàp’s distinctive market positioning and reducing the carbon footprint of its products.
SDGs
GRI
GRI 301, 416, 417
Projects
SOW - 31.12.2025
Next steps & targets
Product Carbon Footprint and EPD
•
Development of three LCA analyses on Group machinery and achievement of ISO 14067 certification for each product Launch of the EPD certification process for three new machines developed by Imecon
•
Integration of ESG aspects into new product development Enhancement of the value proposition through sustainable solutions for customers Measurement and reduction of product energy consumption, in line with an Industry 5.0 approach
•
•
Integration of sustainability into products and services
• • •
•
• •
Definition of a strategy to reduce the environmental impact of products Launch of an ISO 14067 systematic approach, to be extended to a significant share of the Voilàp Group’s product portfolio Evolution of the Voilàp Connect8 platform through the introduction of measurements aimed at improving predictive maintenance and monitoring environmental impact Improvement of customer health and safety through safety radar and the FSoE protocol9 Development of targeted market engagement initiatives to promote ESG awareness and sustainable solutions among customers and stakeholders
See paragraph 6.5.1. Protocol that allows safety-critical machine data to be exchanged via a standard Ethernet cable. In this way, FSoE, “Fail Safe over EtherCAT”, simplifies wiring and reduces the possibility of errors. 8 9
25
VOILAP PEOPLE & COMMUNITY AMBITION Integration of sustainability into the corporate values and culture in order to generate shared value for the community, attract and retain talent, and ensure a safe environment for our people.
SDGs
GRI
GRI 2-7, 2-8, 2-30, 401, 403, 404, 405, 410, 413, 418 Projects
SOW - 31.12.2025
Next steps & targets •
Improve the culture of safety
People training and development
Voilàp People: D&I
• •
• •
Achievement of ISO 45001 certification for the Elumatec Italia and Voilàp S.p.A. plants Installation of PPE dispensers
General ESG training for the newly acquired company Mappi Launch of the new Voilàp Academy live programme
Launch of the pre-assessment for the UNI PdR 125:2022 certification process
• •
• •
Integration of training on ESG topics Increase in the coverage rate of key positions within the succession plan and activation of development paths
• •
Drafting of the Group D&I Policy Achievement of UNI/PdR 125:2022 certification by the end of 2027 Increase in the percentage of women in managerial positions
•
•
Performance Management and Employee Incentives
Approval of the inclusion of ESG targets in MBOs and in the Group performance review process
•
•
Sustainability communication and heightened awareness among employees and stakeholders
Improve IT and cyber risks supervision
26
Commitment to the community and territory
• • •
Release of the new Code of Ethics Launch of the new corporate app Sustainability Report shared with all Group stakeholders
•
Cyber risk training through the Cyber Guru platform for the functions most exposed to such risks Full adoption of the OneTrust platform
•
Donation to support an art exhibition at Soliera Castle
ISO 45001 certification for the Group’s production sites, with progressive extension to a large share of sites by 2030 Extension of PPE dispenser installation to production plants in Germany and the UK Adherence to the 2021–2025 Regional Prevention Plan of the Emilia-Romagna Region
Consolidation and extension of performance review processes Definition of function-specific sustainability objectives within performance dialogue processes by the end of 2026 Definition of ESG-related MBOs by the end of 2027
•
Launch of the new Group intranet
•
Development of a disaster recovery programme Quarterly assessment to monitor the evolution of cyber threats Launch of the Group-wide ISO 27001 certification process
• •
Development of social initiatives with selected non-profit organisations at Group level
sustainability report | 2025
6.3 Net Zero Carbon Transition 6.3.1 Scope 1 and 2 emissions: plan, investments and projects Voilàp Group's production model has a limited direct environmental impact: the most impactful phases are outsourced, while internal activities consist primarily of design and engineering, alongside assembly, testing and commissioning of machinery, which require mainly electrical energy. The process with the greatest environmental impact is the washing of components intended for painting. This plant, located at the Limidi facility of Emmegi S.p.A., is powered by natural gas and involves the use of solvents and other chemical products. To mitigate environmental effects, emission filtration systems and exhaust gas treatment plants have been installed. Furthermore, these areas hold the necessary environmental authorisations, including the Unified Environmental Authorisation (AUA), guaranteeing regulatory compliance and impact minimisation. At other Voilàp Group sites, no significant environmental issues have been identified; moreover, practices increasingly oriented towards sustainability, efficiency and responsible resource management are being adopted. Despite the low overall impact, in 2023 Voilàp defined and launched a Decarbonisation Plan aimed at reducing Scope 1 and Scope 2 emissions. The plan, based on the 2021 baseline, treats the reduction of the carbon footprint as a strategic lever for operational efficiency, innovation, governance and risk management, and is structured around three main directions: development of renewable energy, energy efficiency improvement and optimisation of the company fleet.
RENEWABLE ENERGY In 2023, photovoltaic panels were installed at the Limidi and Carpi plants, with a total nominal capacity of 1.5 MW, which by 2025 allowed self-consumption to cover approximately 40% of Limidi's electricity consumption, avoiding net CO2 emissions of approximately 169 tCO2eq (2,760 GJ)10. Together with the systems already active at other Group plants (Fiesco, Rimini and Mühlacker), the total surface area covered by photovoltaic panels across the Group has exceeded 8,000 square metres. To supply the remaining energy needs of the Italian and Mühlacker plants, Voilàp has converted all of the production companies' energy contracts to 100% certified renewable sources, supporting EKOenergy in Italy — an internationally recognised organisation endorsed by standards such as the Greenhouse Gas Protocol and groups like CDP and RE100, and its solar initiatives11. Thanks to the extension of the "green" option on energy contracts to the Group's commercial hubs and to the plants of Keraglass, elumatec Italia in Carpi, Mappi in Cisterna di Latina and Emmegi in Vigolzone, the share of renewable electricity as a proportion of total Group electricity consumption rose from 4.8% in 2021 (baseline) to 89.23% in 2025, passing through 86.6% in 2024.
10 For the calculation of net avoided emissions, the emission factor for electricity in Italy published by the EEA, European Environment Agency, in 2025, with reference to end-2024 data, equal to 0.18 kgCO₂eq/kWh, was used. The calculation only considers the Limidi production plant. The value expressed in GJ was determined by considering the energy actually self-consumed, obtained by subtracting the share fed into the grid from the total self-produced energy and applying the conversion factor of 0.0036 GJ/kWh. The coverage of energy needs from photovoltaic sources, equal to approximately 40%, was calculated by comparing the self-consumed energy produced by the photovoltaic systems, approximately 764 MWh, with total energy consumption, including both self-consumed energy and energy purchased from the grid. 11 Further information is available at the following link: https://www.ekoenergy.org/it/our-results/climate-fund/
27
ENERGY EFFICIENCY In 2023 the Group began, starting from the Limidi plant, the installation of building automation systems for real-time monitoring of energy and gas consumption, optimisation of environmental conditions (temperature, humidity and air conditioning), efficient lighting management and continuous monitoring of machinery and equipment. The project, based on the adoption of a BMS (Building Management System), will be progressively extended to all production sites by 2027, with the aim of increasing energy efficiency and reducing waste. Through the use of algorithms capable of collecting and analysing data on internal and external conditions, the system intelligently regulates the activation of plant systems, delivering an estimated consumption saving of 26% while ensuring high operational performance and a comfortable working environment. The system has been active since 2022, the year in which energy consumption stood at 1,635,387 kWh, equivalent to 5,887.4 GJ, corresponding to 294.4 tCO2eq. In 2025, energy consumption stood at 1,216,009.8 kWh, equivalent to 4,377.6 GJ, corresponding to 218.9 tCO2eq. The reduction in tCO2eq terms was therefore 75.5, corresponding to approximately 26%. These initiatives are complemented by further works carried out during 2025. In particular, the construction of a new heating plant equipped with condensing boilers was completed, resulting in the decommissioning of the previous conventional heating systems. This intervention has already demonstrated a reduction in gas consumption of approximately 23.9%, with consequent economic benefits as well. The system was introduced in 2024, the year in which gas consumption for heating stood at 274,460 m3, equivalent to 10,069.2 GJ, corresponding to 567.2 tCO2eq. In 2025, gas consumption stood at 208,942 m3, equivalent to 7,665.6 GJ, corresponding to 431.8 tCO2eq. The reduction in tCO2eq terms was therefore 135.4, corresponding to approximately 23.9%. Also in 2025, new compressors for compressed air production were introduced, equipped with inverter technology and integrated into the BMS. This upgrade enabled the operation of plant systems to be optimised according to actual production requirements, generating a confirmed energy saving of approximately 20%12. In addition, a modernisation project was initiated for the office air conditioning systems through the replacement of conventional units with heat pump systems, also powered by electricity generated by the photovoltaic plant. The project has currently been completed for the offices in Plant C, while a similar implementation for Plant A is planned for the coming financial years. The Group’s energy efficiency initiatives are further complemented by building insulation works at the Limidi plant, aimed at reducing heat loss, the widespread adoption of LED lighting systems across Emmegi production sites, and the installation of shed roofing to maximise the use of natural light. In 2026, LED lighting systems are also planned to be installed at elumatec AG production sites. Overall, these measures help reduce the need for artificial lighting during daytime hours, contributing to lower energy consumption and improved comfort in production environments.
28
12 The estimated benefit does not mainly derive from the direct reduction of compressed air consumption, but rather from the optimization of the electricity consumption associated with the operation of compressors, which are managed through BMS, Building Management System, systems and activated only according to actual production needs.
sustainability report | 2025
COMPANY FLEET Aware that a significant proportion of the Group's Scope 1 and 2 emissions is attributable to fuel consumption related to company cars and logistics activities, Voilàp already updated its car list at the end of 2023, introducing electric and plug-in hybrid models, thereby expanding the range of more sustainable options available to employees. This initiative is complemented by the use of electric and plug-in hybrid vehicles and by the installation of charging infrastructure already in place at several sites, including the Mühlacker site and various commercial hubs in Benelux, Scandinavia, France, Germany, Czech Republic and Romania. In 2025, following the inclusion of Mappi International in the Group’s consolidation scope and the renewed increase in business travel to engage with customers and suppliers, total energy consumption stood at 79,153 GJ. This marked a 2.3% increase compared to 2024, while remaining approximately 2% below the 2021 baseline. 2021 (Baseline)
2024
2025
Energy consumption – company fleet – LOGISTICS
720
1,416
1,546
Diesel
599
832
721
Petrol
121
581
823
LPG
0
3
2
Energy consumption – company fleet – PERSONNEL
26,740
27,159
26,000
Diesel
22,833
21,043
19,059
Petrol
3,907
6,116
6,935
LPG
0
0
6
Total fuel consumption from non-renewable sources
33,043
26,961
27,398
LPG
1,790
3,559
4,761
Methane 14
20,006
14,276
13,765
Diesel 15
9,346
7,475
6,816
Natural gas
1,901
1,635
2,056
Naphtha
0
16
0
19,956
21,824
24,209
of which from certified renewable sources – purchased from third parties
456
15,792
17,592
of which self-generated from renewable sources
622
5,824
7,074
of which transferred to the grid
129
2,716
3,064
80,459
77,360
79,153
GRI 302-1 ENERGY CONSUMPTION (GJ)13
Total electricity consumption
Total consumption in GJ
Despite the increase in overall consumption, the Group’s strategic focus on renewable energy has led to a steady reduction in Scope 1 and 2 GHG emissions, as calculated using the market-based method.
13 Energy consumption data are presented in Gigajoules, as required by the GRI Standards, in order to ensure comparability between the various components of Scope 1 and Scope 2 emissions. Source: UNFCCC 2021/ISPRA 2021. A restatement of the 2021 and 2024 values relating to the calculation of energy consumption in GJ for 2021 and 2024 was carried out, as incorrect conversion factors had been used in previous calculations. 14 With a view to continuous improvement, the 2024 and 2021 data relating to natural gas consumption have been restated. For the data previously published, please refer to the 2024 Sustainability Report. 15 With a view to continuous improvement, the 2024 and 2021 data relating to diesel consumption have been restated. For the data previously published, please refer to the 2024 Sustainability Report.
29
GRI 305-1 e 2: Scope 1 and 2 (tCO2eq) 2021 (Baseline)
2024
2025
Var. vs baseline (%)
Scope 116
3,978
3,699
3,661
-8%
Of which Fleet
1,916
1,979
1,926
+ 0.5%
1,950
1,662
1,687
- 13.5%
113
58
48
- 57.5%
Of which Stationary combustion Of which Fugitive emissions Scope 2 - market based
17
1,614
280
294
Related Initiatives • • • • •
Consumption optimisation Benefits of the domotic system New thermal power plant New compressors Building insulation works and LED lighting upgrades
•
Purchase of certified electricity covered by Guarantees of Origin (GO) for production companies Photovoltaic panels
- 81.8% •
Total GHG market-based 5,592 emissions Total GHG location-based 5,694 emissions Of which Scope 2 - loca1,716 tion based
3,979
3,955
- 29.3%
5,431
5,154
- 9.5%
1,732
1,493
- 13%
As can be seen, total market-based GHG emissions in 2025 decreased by 29.3% compared to the baseline, driven primarily by self-generation of energy through photovoltaic panels and the conversion of energy contracts to certified renewable sources. Scope 2 emissions decreased by approximately 82% compared to 2021, and this indicator is set to improve further, as the figure still includes consumption from non-renewable sources at certain operational plants. Initiatives in the areas of renewable energy and energy efficiency have contributed to reducing total market-based GHG intensity from 19.1 in 2021 to 11.51 in 2025, keeping it broadly in line with 2024 despite the entry of new companies into the Group's scope and an essentially stable turnover.
30
6.000 5.000
24 19.09
20
4.000 11.48
3.000
11.51
16 12
2.000
8
1.000
4
0
2021
2024
2025
0
Total Scope 2 GHG emissions – market-based Total Scope 1 GHG emissions – market-based Total energy intensity – market-based
16 For the calculation of direct Scope 1 emissions, the emission factors reported in the “UK Government GHG Conversion Factors for Company Reporting” document, from DEFRA 2024, were used for mobile and stationary emissions. For fugitive emissions, the factors reported in the “2006 IPCC Guidelines for National Greenhouse Gas Inventories” were used. 17 The GRI Sustainability Reporting Standards provide for two methods for calculating Scope 2 emissions: “Location Based” and “Market Based”. For the calculation of Scope 2 emissions, in line with the GRI Sustainability Reporting Standards, both calculation methods were used. The Market Based method is based on the CO₂ emissions generated by the energy suppliers from which the organization purchases electricity through a contract, and was calculated by considering direct contracts with suppliers and supplier-specific emission factors. The Location Based method is based on average emission factors relating to energy generation within clearly defined geographical boundaries, including local, subnational, or national boundaries. Sources: EEA; Ember, 2024; Energy Institute - Statistical Review of World Energy, 2024, “Carbon intensity of electricity generation, 1990 to 2023”; EU emission factors; eMap – Electricity Maps. Scope 2 emissions calculated using the Location Based and Market Based methods are expressed in tonnes of CO₂. However, the percentages of methane and nitrous oxide have a negligible effect on total greenhouse gas emissions, CO₂ equivalents, as can be inferred from the relevant technical literature.
sustainability report | 2025
Electricity consumption
2021
2024
2025
Total electricity consumed (MWh)
5,543
6,062
6,725
% of renewable energy out of total electricity consumed
4.8%
86.6%
89.2%
% of non-renewable energy out of total electricity consumed
95.2%
13.4%
10.8%
Voilàp will continue its decarbonisation journey with new projects and investments aimed at reducing the carbon footprint, operating costs and dependence on external sources. Among the initiatives planned for the next two years are: • Installation of charging stations at the Group's Italian sites to incentivise the use of electric or plug-in hybrid vehicles and thereby reduce the environmental impact of the fleet; • Activation of the "green option" at the plants of newly acquired companies • Progressive replacement of existing plant systems with more efficient systems and solutions that reduce gas consumption. To improve the management of processes generating an environmental impact, Voilàp has also defined a roadmap aimed at achieving ISO 14001 certification for the majority of its production plants in Italy and Germany by 2030. During 2025, this certification was obtained for the elumatec Italia plants and for the offices of the Parent Company Voilàp Spa. For the coming year, certification has been planned for additional companies.
6.3.2 Scope 3 emissions mapping As part of the Group's ESG journey, the measurement of Scope 3 emissions is a key step towards gaining a comprehensive understanding of the overall environmental impact. In particular, Scope 3 emissions constitute a highly significant component of the Group's emissions profile and represent a fundamental lever for guiding effective reduction strategies across the entire value chain. These emissions include all those generated indirectly along the value chain, and therefore not only from internal activities, but also from external parties such as suppliers, transport, waste management, purchased services, through to the use of products by customers and the management of their end-of-life. Taking Scope 3 into account enables a broader and more realistic view of the carbon footprint, going beyond direct emissions (Scope 1) and those linked to energy consumption (Scope 2). To estimate these emissions, the main reference is the GHG Protocol, which provides for two calculation methods: • Activity-Based approach, based on concrete operational data (such as quantities of materials or kilometres travelled), which allows for greater accuracy; • Spend-Based approach, used when detailed data are not available, based on the monetary value of purchases. In 2024 the Group undertook its first calculation of Scope 3 emissions, launching a structured process to
map the emissions across the value chain. In 2025, the methodology was refined, with particular attention paid to improving the quality of the primary data used to calculate emissions, ensuring the availability of more timely and detailed data, and overcoming certain methodological limitations that had emerged in previous calculations. Historical Scope 3 data must therefore be read taking into account changes in the scope of reporting, calculation methodologies and the quality of available data. In particular, variations compared to previous financial years reflect both changes in the underlying operations and methodological refinements and adjustments to previous calculation assumptions. For a detailed comparison between financial years and for further information on the detailed data by category, please refer to the detailed annexes made available in a separate document, which can be consulted on the Group’s website (at the following Voilàp link: Voilàp: Sostenibilità). Furthermore, it should be noted that during 2025, the scope was extended to include new companies that joined the Group, in addition to those already covered. The companies of the Stürtz Group, acquired in September 2025, will instead be integrated into the Group’s sustainability framework from 2026 onwards. Where possible, priority has been given to the use of the ActivityBased approach, in order to ensure greater reliability of estimates and to identify more precisely the areas requiring action in the future.
31
No. GHG Category
Materiality for the Group
Calculation method
1
Purchasing goods and services
Voilàp works with over 2,000 suppliers and considers the impact of emissions Yes generated throughout its supply chain to be significant for Scope 3 purposes.
• Direct procurement: an activity-based approach based on the weight and composition of materials, or a spendbased approach where necessary • Indirect procurement and services: a spend-based approach based on consolidated cost items. • A spend-based approach for Mappi
2
Capital goods
The Group acquires capital goods and tangible fixed assets, the production of which Yes generates indirect emissions further up the value chain.
A spend-based approach, based on the increases in tangible fixed assets reported in the consolidated financial statements.
3
Fuel- and Energy-Related Activities Not Yes Included in Scope 1 or Scope 2
4
5
An activity-based approach, taking into account the different types of fuel used by the Group and the energy consumed.
Upstream transportation & distribution
The Group’s management of inbound logiYes stics flows and outbound transport makes this category a key part of the value chain.
• A hybrid approach depending on the transport terms. • A spend-based approach for Mappi
Waste generated in operations
Although Voilàp is primarily engaged in assembly activities and generates only small Yes volumes of waste, it includes the associated emissions under Scope 3 to ensure completeness and transparency.
Activity-based approach, using detailed data on waste generation, using detailed data on waste generation.
6
Business travel
Operating globally, Voilàp regards business Yes travel as a significant component of Scope 3.
• An activity-based approach for all manufacturing companies. • A hybrid approach for commercial hubs, due to inconsistent data availability and quality. • A spend-based approach for Mappi
7
Employee commuting
With over 2,000 employees, commuting Yes accounts for a significant proportion of indirect emissions.
An activity-based approach, using data provided by HR departments on distances travelled and modes of transport.
Upstream leased assets
Some of the operations use leased assets that are not included in Scope 1 and 2, Yes thereby contributing to indirect upstream emissions.
A spend-based approach, taking into account the relevant budget items, net of those already included in Scope 1 and Scope 2 and in other applicable Scope 3 categories.
9
Downstream transportation and distribution
Voilàp generates over 80 per cent of its turnover abroad. Consequently, the impact Yes arising from the distribution of finished products by entities further down the value chain is extremely significant.
A hybrid approach combining activitybased and spend-based methods, depending on the transport terms and the availability of data. For some companies, including Mappi, a spendbased approach was used, depending on the availability of data.
10
Processing of Sold Products
No
-
Use of sold products
Voilàp sells machinery for processing aluminium, steel and PVC profiles, as well as Yes glass tempering furnaces; their use results in particularly significant emissions throughout their life cycle.
8
11
32
The portion of indirect emissions associated with the production and transport of purchased energy that is not accounted for under Scope 1 and Scope 2.
Not relevant to Voilàp
A predominantly activity-based approach, based on sales statistics, product families, the technical characteristics of the machinery, useful life and average hours of use. Where available, primary data from CFP or LCA were used.
sustainability report | 2025
The end-of-life management of products contributes to indirect emissions, depenYes ding on how the materials are disposed of and recovered.
An activity-based approach was applied to the available materials, using Ecoinvent factors and treatment scenarios derived from Eurostat data; where physical data were not available, a spend-based approach was used.
No
Not relevant to Voilàp
-
14 Franchises
No
Not relevant to Voilàp
-
15 Investments
No
Not relevant to Voilàp
-
End-of-Life 12 Treatment of Sold Products
13
Downstream Leased Assets
Total Scope 3 GHG emissions generated in 2025 amount to 476,350 tCO₂e, with the most significant categories identified relating to the use of sold goods and products (Category 11, accounting for approximately 45.0% of the total) and the purchase of goods and services (Category 1, accounting for approximately 43.8% of the total). In 2025 Voilàp completed the mapping of its Scope 3 emissions, improving the data collection process, refining the calculation assumptions, increasing the quality and granularity of data used and including the applicable categories along the value chain.
Cat.11 Use of sold products
45%
Cat.1 - Purchased goods & services
44%
As illustrated in the chart below, the most significant emissions for the Group are concentrated in two main "categories". Category Cat.4 - Upstream Cat.9 - Downstream transportation & distribution transportation & distribution 11, "Use of sold products", which 2% 8% includes emissions associated with the use of machinery and sold Cat.1 - Purchased goods & services Cat.7 - Employee commuting products during their useful life, Cat.2 - Capital goods Cat.8 - Upstream Leased assets accounts for approximately 45% Cat.3 - Fuel and energy related activities Cat.9 - Downstream transportation & distribution of the Group's Scope 3 emissions. Cat.4 - Upstream transportation & distribution Cat.11 - Use of sold products Category 1 "Purchased goods and Cat.5 - Waste generated in operations Cat.12 - End-of life treatment of sold products services", which includes emissions Cat.6 - Business travel generated by the extraction, production and procurement of purchased goods and services, accounts for approximately 44%. Together, these two categories account for approximately 89% of Voilàp Group's Scope 3 emissions. Together, these two categories account for approximately 89 per cent of the Voilàp Group’s Scope 3 emissions. Next, with a significantly lower share, come emissions linked to Category 4, ‘Upstream transportation and distribution’, amounting to approximately 8 per cent, and Category 9, ‘Downstream transportation and distribution’, amounting to approximately 2 per cent. In the coming years, efforts will focus primarily on consolidating the methodologies adopted, progressively improving data quality and identifying potential avenues for reducing emissions in the most significant emission categories, with particular reference to the procurement of goods and services, logistics and the use of products sold.
6.3.3 Waste management Voilàp, in the course of its production activities — primarily assembly-based — generates mainly metallic waste, in particular aluminium and steel swarf, while cardboard, plastic and wood derive mainly from the packaging of incoming materials. Waste management is carried out in compliance with the regulations in force in the countries where the Group operates and is guided by principles of environmental responsibility. Partly thanks to the extension of ISO 14001 certifications to its production plants (as referred in section 6.3.1) and the inclusion of Scope 3 emissions into its reporting system, the Group adopts a structured approach aimed at minimising waste, through process optimisation and a more efficient use of resources, in line with the principles
of the circular economy. Waste streams are subject to regular monitoring, with the aim of identifying improvement opportunities, reducing waste and increasing recovery and recycling activities. The organisation employs structured processes for the collection and monitoring of waste-related data, ensuring traceability, accuracy and continuous updating of information. In particular, all sites are equipped with a centralised digital platform (EcolWaste), which enables the recording and monitoring of waste delivered to the temporary storage facility and of subsequent disposal operations at authorised facilities.
33
2000 1800
(tons)
1600 1400
317
348 183
1000
348
800 600
102
121 140 212
400
160
266
263
200 0
311
305
395
2021
2024
2025
1200
266
176 112 108 173 168
The data is entered and managed via the IT system, which enables the precise monitoring of waste streams by EER (European Waste List) code, ensuring that the information is always available and verifiable in real time. This approach enables constant monitoring of the quantities produced, their destinations and the methods of management, supporting activities relating to analysis, reporting and the continuous improvement of environmental performance.
In 2025, Voilàp extended its sustainable waste management chemical waste metallic (ferrous) waste initiatives to include the recycling paper waste unsorted waste of end-of-life personal protective equipment (PPE) (gloves and wood waste decommissioned equipment safety footwear), industrial effluents other relevant categories which were sent for recovery to be used in the production of recycled rubber materials. The Group generated a total of 1,395 tonnes of waste18, an increase of 3% compared to the 1,352 tonnes in 2024. This increase is attributable to the expansion of the scope of consolidation (Mappi, AVG – subsequently merged into Keraglass – and Dinamica Automazioni – which became part of Emmegi), and to the launch of a new plant at Keraglass. Liquid waste reflects the cleaning activities of the paint shop: the one-off project launched in 2023 was completed in 2024, but the plant continues to generate chemical waste managed in accordance with current legislation and classified as hazardous – typical of the painting process – which accounts for a significant proportion of the total liquid waste disposed of. The Group plans to implement optimisation measures to progressively reduce volumes and environmental impact. The decommissioning of obsolete machinery contributed to an increase in the hazardous component of waste (+6% compared with 2024), attributable to structural factors and one-off measures, with levels expected to stabilise in subsequent periods. Since the launch of the Sustainability Journey, Voilàp has been phasing out single-use plastic in its offices by promoting reusable water bottles, biodegradable materials and refillable dispensers. In 2025, a reduction of 50% was recorded compared with 2023.
34
6.3.4 Water resource management Although water does not represent a material factor for the core business and the Group withdraws and discharges water in areas classified as low water-risk, Voilàp actively promotes a culture of conscious and responsible use of natural resources.
Between 2021 and 2025, an increase in water consumption was recorded, due to the opening of new production sites as part of the international expansion process and the increase in production capacity. Between 2024 and 2025, withdrawals decreased significantly as a result of a contraction in production19.
Within Voilàp Group, water use is predominantly for domestic purposes, such as sanitary facilities, irrigation of green areas, office activities and, where present, canteen services. In production processes, water consumption is primarily characterised by the material washing process in the painting department.
GRI 303-5: Water consumption (ML)
2021
2024
2025
Water withdrawal (ML)
27.2
32.3
30.8
Water discharge (ML)
23.1
27.1
25.8
Total water consumption (ML)
4.1
5.2
5.0
18 In the absence of data on waste generated by some commercial hubs, the Group proceeded to make the best possible estimate, using as a source the kg of waste generated per capita provided by Municipal waste statistics - Statistics Explained - Eurostat. It should be noted, however, that these quantities are negligible compared to the total, as they refer to municipal waste generated within offices. 19 It should be noted that, in the absence of data on water consumption, the Company proceeded, where possible, to make the best possible estimate, using as a source the data on water consumption in m³ per inhabitant provided by Eurostat water statistics. It should also be noted that, in 2025, water discharge data were estimated by considering the ratio between discharged water and withdrawn water recorded in 2024 at the companies for which documentation was available.
sustainability report | 2025
6.4 ESG Supplier Base Evolution 6.4.1 The supply chain The supply chain continues to play a strategic role for the Voilàp Group. Given Group’s operating model – which focuses primarily on internal assembly activities whilst relying on external partners for the remaining – the integration of ESG principles into products and processes necessarily requires the active involvement of suppliers, as well as their gradual evolution over time. The Group's supply chain comprises direct suppliers, involved in product manufacturing (mechanical components, automation systems, metal processing), and indirect suppliers, who support the Group’s business activities. During 2025, the Group worked with approximately 2,870 suppliers (an increase of 19.6% compared with 2024, mainly due to the entry of new companies into
the Group), with total expenditure amounting to approximately 120 million euros (down by around 13% compared with 2024, in line with market trends), of which 51.5%20 from local suppliers21. The supply chain is in fact made up of both large multinational groups and smallscale suppliers, often deeply rooted in the territories where the Group operates, which nonetheless provide unique and specialised know-how, greater operational flexibility, whilst contributing to the development of local economies and the reduction of distances along the supply chain, with benefits also in terms of environmental sustainability. Given the nature of the materials and components purchased – including steel, aluminium and electronic systems – the Group pays particular attention to environmental and social
impacts throughout the entire value chain, including at subcontractor levels. In this context, Scope 3 emissions represent a key indicator of the complexity and significance of the supply chain described in section 6.3.2, ‘Mapping of Scope 3 Emissions’. For these reasons, Voilàp adopts a structured approach to supplier management, based on criteria for selection, monitoring and progressive alignment with the Group’s ESG standards. This model is coordinated centrally by the parent company, Voilàp, which sets out guidelines in consultation with local procurement functions, in order to ensure high standards of quality, effective risk management and full alignment with sustainability principles throughout the entire supply chain.
6.4.2 Integrating sustainability into the supply chain In light of the structure described, the integration of procurement and sustainability is a key element. In a highly outsourced value chain model such as Voilàp’s, procurement plays a decisive role in supporting the achievement of ESG objectives and in the development of products with a lower environmental impact. At the same time, the integration of ESG criteria enables a broader and more structured assessment of the supply chain, strengthening risk management – including risks related to labour and human rights across all levels of the supply chain – and promoting greater transparency and collaboration throughout the entire value chain. For these reasons, the Group has embarked on a process of gradually integrating sustainability into procurement, with the aim of balancing traditional supplier selection and evaluation criteria (financial rating, economic terms, quality, delivery times, flexibility) with new ESG criteria relating to net zero, circularity and traceability. This process is based on three key areas of action: • Select new suppliers whilst also assessing their ESG initiatives and, all other things being equal, giving preference to those who have made a concrete commitment and/or embarked on a sustainability programme; • Assess new procurement solutions which, without altering other variables, enable the use of products with an everdecreasing environmental impact; • Engage with and support existing suppliers who have not yet properly addressed this issue, within a framework of transparency, training and collaboration. To support the integration of sustainability into procurement, during the 2024–2025 period the Group provided training to all buyers and purchasing managers on sustainable procurement, strengthening their skills and tools for integrating ESG criteria.
20 Although these analyses are carried out for all Group companies, in order to ensure a more meaningful representation of the industrial supply chain, the data reported refer to the main production legal entities, namely Emmegi S.p.A., elumatec AG, Keraglass S.r.l., Imecon S.r.l., elumatec Italia S.r.l., Emmegi Suzhou Co. LTD, and Mappi International S.r.l. The procurement of the commercial hubs and of the remaining production company located in Bosnia, in fact, derives almost exclusively from intra-group purchases and, for the remaining part, from local supplies. 21 Local suppliers are defined as suppliers operating in the region where the legal entity is based.
35
The central Steering Committee, composed of the purchasing managers and the ESG team, guides sustainable procurement initiatives through the review of purchasing processes, the introduction of an ESG assessment to evaluate suppliers’ maturity, and structured supply chain engagement activities, such as supplier days and targeted meetings. The objective is to spread a culture of sustainability throughout the supply chain, foster innovative solutions, and promote the sourcing of materials with a lower environmental impact. The results of the assessment guide the identification of priority suppliers and the definition of improvement measures; in the absence of progress, the Group reserves the right to review the business relationship, in accordance with the Supplier Code of Conduct. In 2025, the second round of the ESG assessment was carried out on direct suppliers with whom business was conducted in 2024, covering 72% of the value of purchases (+4% compared with 2024) and 22.3% of the Price suppliers involved (+6%). Coverage rose to 90% for strategic suppliers22 (+7%) and to 79% for leverage suppliers23 (+9%). Tech. Innovation
Steer.Co. continued to engage with priority suppliers through 10 meetings (+4 compared with 2024), focusing on reducing the carbon footprint and strengthening ESG practices. It should be noted that, following the ESG assessment, no existing contracts with the suppliers involved were terminated. The analysis also identified 157 suppliers (an increase of 17 compared with 2024) for whom potentially significant areas for improvement were identified along the supply chain. The Financial Quality main areas for improvement relate to energy consumption and greenhouse gas emissions (suppliers’ Scope 1 and Scope 2 emissions), and health and safety at work. These suppliers are subject to continuous monitoring and a structured engagement programme, aimed at promoting their gradual alignment ESG with the Group’s ESG standards. In this context, periodic assessments, awareness-raising activities and initiatives to support improvement are planned, so that they can strengthen their environmental and social performance over time. At present, the Group has not yet carried out a detailed analysis of the positive or negative environmental and/or social impacts of its suppliers. The ESG Score and ESG Maturity indicators have been integrated into the supplier profiles within the company’s ERP system, making this information systematically available to the Procurement departments for procurement decisions. In 2025, the Group also set minimum ESG Score thresholds across its entire assessed supplier base: if scores fall below these levels, the ESG team is involved and structured improvement programmes are initiated. Flexibility
ESG criteria have also been incorporated into the selection and qualification of new suppliers: in 2025, three new suppliers were selected in line with Group policies (this was not the case in 2024, when no suppliers were selected on the basis of environmental and social criteria). In 2026, the ESG assessment will be significantly updated, evolving from an exploratory tool into an operational lever to support procurement. The new questionnaire places greater emphasis on aspects relating to the product and supply chain – eco-design, lowerimpact materials, life-cycle management, supply chain monitoring – and expands data collection on environmental issues (Scope 1, 2 and 3 emissions, energy management, waste, water resources), social issues (health and safety, training, wellbeing) and governance (ESG strategies, certifications, control systems and transparency), moving beyond a declarative approach in favour of a more concrete and measurable assessment.
36
Suppliers characterized by a high impact on expenditure and difficult substitutability, according to the Kraljic matrix. Suppliers of products and services with greater substitutability, with which the Group carries out significant purchase volumes, according to the Kraljic matrix. 22 23
sustainability report | 2025
SUPPLIER DAY 2025 In 2025, Voilàp organised its first Supplier Day, an initiative aimed at strengthening the role of the supply chain as a strategic lever for the Group, in line with the “One Company” strategy and the evolution of the procurement model towards integrated and collaborative approaches. The event addressed the challenges of complexity and uncertainty in global supply chains, reaffirming Voilàp’s commitment to evolving from a traditional supplier management model to an approach based on strategic partnerships. During Supplier Day, the Group’s key strategic directions were shared with partners, including its industrial vision and positioning as a global player in the Smart Industry and IoT sectors; the path towards an increasingly integrated supply chain, supported by advanced Demand Management and S&OP models, aimed at improving planning, flexibility and responsiveness to the market; the evolution of procurement towards more agile and collaborative approaches, with greater integration between technical and procurement functions and the active involvement of suppliers in product development processes; the growing role of sustainability as
a business driver, with a focus on integrating ESG criteria into the selection, assessment and development of suppliers. The meeting also issued a call to action to suppliers, inviting them to contribute their ideas, expertise and innovative capabilities through co-design and co-engineering activities, long-term strategic partnerships, shared ESG initiatives and value creation across the value chain.
37
6.4.3 Sustainable procurement in the product As highlighted in the previous section, one of the pillars of sustainable procurement is identifying purchasing solutions that ensure equivalent performance while reducing the environmental impact of products. In continuity with the path already undertaken, in 2025 Voilàp further developed strategic partnerships for the sourcing of lower environmental-impact materials.
Green aluminium Voilàp has consolidated a partnership for the sourcing of aluminium with a high recycled content that, also thanks to process innovations, achieves emissions of approximately 5.66 kg of CO₂eq per kg of aluminium — significantly below the global average. For the second consecutive year, the Group purchased approximately 25 tonnes of "green" aluminium, destined for supply to Emmegi.
506
18
Since the start of the sustainability journey, Voilàp has developed further procurement conversion initiatives: • Vegetable-based cutting oil: from September 2023, a non-toxic, biodegradable vegetable-based coolant has been introduced to replace traditional solutions. The product guarantees equivalent performance, minimal post-processing residues, easier cleaning and no odours. Already in use at Emmegi and Tekna, its use is expected to be extended to the Group’s other production sites; • Oil-free tools and blades: these reduce the consumption of cutting oils, increase the value of the machined material (as it remains uncontaminated) and minimise cleaning times and the use of compressed air; • High-efficiency blades: in 2025, testing was completed on certified blades with reduced energy consumption, which will enable the Group to offer customers higherperforming and longer-lasting solutions from 2026 onwards.
3
22
34
18
Wood packaging
Plastic material
Barrier bag
Other
Cardboard boxes
Bubble wrap
Stretch & protective film
Adhesive tape
Given that the Group handles large and very heavy machines, the environmental impact associated with purchasing is also highly significant with respect to packaging use. In 2025, Voilàp purchased over 603.6 tonnes of packaging, an increase of 16% compared to 2024, due to the entry of new companies into the Group. Voilàp adopts a packaging management model aimed at reduction and reuse; the manufacturing companies centrally package their products and then ship them directly to end customers or to commercial hubs, which reuse that packaging for subsequent shipments. For this reason, almost the entire impact is generated by Emmegi S.p.A., elumatec AG, Keraglass S.r.l., Imecon S.r.l., elumatec Italia S.r.l. and Mappi International S.r.l. alone. Over 83% of the packaging used consists of wooden packaging (mainly pallets), of which 98.1% is recyclable; in this area, moreover, the Group introduced a paper-based wrapping machine in 2024 to replace plastic (bubble wrap) and, through an increasingly close relationship with its main Italian packaging partner, is seeking to gradually increase the share of FSC-certified pallets purchased and, at the same time, to improve their management so as to promote a culture of reuse and waste reduction.
38
sustainability report | 2025
6.5 Sustainable product & Customer engagement 6.5.1 Product innovation and ESG integration Thanks to the combination of its technical expertise and the digital and IoT capabilities of its brands, Voilàp is more than just a machine supplier — it is a technology partner that offers integrated, customised solutions tailored to its customers’ specific application needs. In alignment with the Smart Manufacturing and Industry 5.0 paradigms, the Group focuses on developing solutions that are: • Integrated: machines, automation systems and software interact through advanced sensors and intuitive human-machine interfaces (HMI), fostering operational efficiency and continuous improvement; • Intelligent and connected: reliable, remotely manageable, with a progressive reduction in manual interventions and growing integration with robotic systems; • Excellent: in terms of quality, efficiency and industrial design, with a design approach focused on placing the operator at the centre and improving ergonomics, functionality and user experience. • Sustainable: designed to protect the health and safety of operators while, at the same time, reducing energy consumption and environmental impacts throughout the entire product lifecycle. Starting from 2024, the Group launched a structured process to integrate ESG principles into the development of new products and the improvement of existing ones. The main areas of intervention concern the reduction of energy consumption (electrical and pneumatic), the use of more sustainable and certified raw materials, the classification and certification of the energy and environmental footprint, and the evolution towards intelligent solutions supporting predictive maintenance and product lifecycle extension. This commitment is reflected in the initial 2024-2027 roadmap, which targets a reduction in product carbon footprint over the entire life cycle and enhanced operator safety through development initiatives in four main areas:
Product
Procurement
IoT
Processes
Solutions for reducing energy consumption and pneumatic systems
Certified raw materials and semi-finished products with a lower environmental impact Collaboration with the supply chain
Voilàp Connect; HMI (Human Machine Interface);
Renewable energy sources
Chapter 6.5
Chapter 6.4
Chapter 6.5
Chapter 6.3
39
KEY PRODUCT INNOVATIONS In recent years, Voilàp Group has integrated the principles of energy efficiency, digitalisation, circular economy and improved user experience into its product development processes, directing its brands' solutions not only towards industrial performance but also towards reducing environmental impact throughout the entire lifecycle.
Sustainable innovation across brands SOMECO In response to the growing popularity of hybrid profiles and recycled materials, Someco has developed solutions for the production of seamless windows and doors and multi-material window and door frames, compatible with 100% recycled or thermofibre profiles. The machines use electronic drives instead of pneumatic ones, reducing energy consumption and the use of compressed air.
KERAGLASS Keraglass has developed integrated solutions for glass processing focused on energy efficiency, including: • Vivida: a high-definition digital printer with ceramic ink, designed to minimise machine downtime • Klass, an automatic glass sorting and management system developed to optimise production flows and reduce manual interventions. Given the high energy intensity of industrial furnaces, Keraglass has introduced targeted solutions to improve process efficiency, including resistance auto-regulation systems — active only in the presence of glass — advanced thermal insulation solutions, continuous monitoring of electricity consumption and optimisation of cooling and tempering phases, with the aim of reducing energy losses and compressed air consumption.
40
sustainability report | 2025
IMECON The Life Cycle Assessment (LCA) and Product Carbon Footprint (PCF) analyses conducted in 2024 identified an average Carbon Footprint of: • 3.79 tonnes of CO₂eq for digital totems, and • 0.94 tonnes of CO₂eq for ribbons On this basis, Imecon has strengthened its approach to modularity and refurbishment, enabling reductions of up to 90 per cent in CO₂eq emissions compared with completely replacing the equipment, thereby making a tangible contribution to reducing the environmental impact of the solutions installed at customers’ premises.
2025 innovation priorities In 2025, the Group accelerated its sustainable innovation journey along 5 strategic directions: • machine energy efficiency • digitalisation and performance monitoring • predictive maintenance • precision and quality improvement • development of LCA and Carbon Footprint analyses
EMMEGI and ELUMATEC: a synergy towards excellence In 2025, Emmegi and Elumatec consolidated their joint development path in innovation, digitalisation and sustainability, intervening in the following areas: • Energy efficiency: standby mode for high-consumption appliances, smart thermal management systems and a gradual shift from pneumatic to electronic drives; • Quality and precision: mapping of mechanical tolerances, optimisation of moving masses and advanced servo-mechanisms, to reduce production waste and set-up times for customers; • Digitalisation and monitoring: real-time systems for monitoring energy consumption and the operational status of machines;
• Design simplification: structural redesign aimed at reducing the number of components, streamlining electrical components and improving industrial design; • Quality, safety and logistics: raising quality standards, improving electrical specifications and streamlining shipments towards standardised solutions; • Predictive maintenance: development of data analysis algorithms and collaborations with universities and research centres for machine learning applications; • Product sustainability: energy audits (ISO 14955) and LCA and product carbon footprint analyses (ISO 14067); • Energy-efficient blades: experimental tests showing significant reductions in the energy required for the cutting process.
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Predictive maintenance and collaboration with UNIMORE Predictive maintenance activities have been enhanced through continuous monitoring of machine axes (vibrations, temperature, operating parameters) and the refinement of algorithms, resulting in a reduction in false positives and improved anomaly detection. The number of models involved has been expanded, and integration with internal service and maintenance management systems has been strengthened. A collaboration has also been launched with the University of Modena and Reggio Emilia (UNIMORE), through degree theses dedicated to the development of predictive algorithms for detecting wear on critical components (spindles, guides and recirculating ball screws) – and for anomaly detection, capable of distinguishing abnormal behaviour from normal operational variations. Energy efficiency The Satellite XTE line has been updated with chillers equipped with low-GWP (Global Warming Potential) refrigerants, ahead of the requirements of the European F-Gas Regulation, integrating sustainability directly into product design. Machine precision An automated methodology for detecting and compensating geometric deviations has been completed, developed in collaboration with the MUSP technology hub (Machine Tools and Production Systems). The solution automates measurement sequences, reduces dependence on specialist operators and applies parametric compensation algorithms in a controlled and traceable manner. Validated in 2025, it will go live in 2026. Rilevazioni energetiche e LCA Energy measurements of the entire machine range in accordance with ISO 14955 have been completed, building a structured database of consumption by operational phase — extended to the main Emmegi platforms and some elumatec solutions (including the SBZ 145) — in support of continuous improvement and customers' ESG reporting. LCA analyses and ISO 14067 certification of the Carbon Footprint of the Satellite XTE and XLE lines have also been completed, covering the entire lifecycle of the machines. The process has been progressively extended to the SBZ 145, with the objective of expanding coverage to the entire product portfolio. Digitalisation and aftersales The go-live of serial-number-specific digital spare parts catalogues for all units sold during the year has been completed: the availability of catalogues specific to serial numbers reduces errors in spare parts orders, incorrect shipments and returns, with benefits also on logistics impact. Preparatory activities have been initiated for the Cyber Resilience Act and the New Machinery Regulation, including mapping of impacted products, adoption of riskbased approaches to cyber risk assessment and integration of cybersecurity into product development processes. Experimental blades An experimental project on low-energy-consumption blades for mitre saws, carried out with specialist suppliers and engineering graduate students, tested different configurations (geometry, number of teeth, materials and coatings), demonstrating reductions of up to 20% in electricity consumption compared to traditional configurations.
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sustainability report | 2025
Industry 5.0: measuring energy performance to create value for the customer In 2025, the Voilàp Group developed a proprietary model for measuring the energy performance of its machinery, to support customers on their Industry 5.0 transition journeys. The procedure is based on standardised tests using MID-certified instruments and employs energy consumption per processed part (Wh/piece) as the reference variable, enabling concrete comparisons between alternative solutions. The tests involved the main Emmegi and elumatec platforms, yielding the following results. The results highlight significant and competitive energy performance: • Satellite XLE: consumption of 99.6 Wh/piece • SBZ 145: 126 Wh/piece, • Satellite XTE: 166.3 Wh/piece • +Quadra L2: 169.7 Wh/piece
Compared to the average of the three highestconsumption machines considered in the matrix, equal to 353.03 Wh/piece, the savings amount to 71.8% for Satellite XLE, 64.3% for SBZ 145, 52.9% for Satellite XTE and 51.9% for +Quadra L2. The technical data can be used immediately by customers for investment assessments and to access Industry 5.0 incentives. From 1 January 2025, Emmegi orders linked to Industry 5.0 investments generated a business volume of over 12 million euros; for approximately 70% of these orders, the incentives played a decisive role in the purchasing decision. The Group has also begun integrating energy measurements, LCA, Product Carbon Footprint and, prospectively, EPD, to provide customers with verifiable environmental data consistent with the main international reporting standards.
Emilia Sostenibile Award Voilàp Spa was honoured at the second edition of “Emilia Sostenibile”, organised by UCID Bologna in collaboration with Confindustria Emilia Area Centro and Bologna Business School, in the “Sustainable Product Innovation” category for its elumatec SBZ 145 machining centre. The solution, designed for machining aluminium profiles and light alloys, incorporates technologies focused on energy efficiency, operator safety and the digitalisation of production processes, including: • • •
•
This recognition confirms the Group’s commitment to developing advanced technologies for an increasingly smart, digital and sustainable industry, reinforcing Voilàp’s position as a leading player in responsible innovation within the industrial landscape of EmiliaRomagna and internationally.
Oil-free tools and energy-efficient blades, offering benefits in terms of environmental impact and the recyclability of aluminium swarf; An advanced fume extraction system for oil recovery and the recirculation of purified air into the production environment Integration with the Voilàp Connect IoT platform, for real-time monitoring of energy consumption and emissions, supporting predictive maintenance and Net Zero targets; Ergonomic solutions developed with the Group’s Design team, designed to improve safety, comfort and operator-centredness.
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Product Certifications In 2025, Voilàp Group obtained ISO 14067 certification for Product Carbon Footprint (PCF), with the issuance of two distinct certificates: one relating to the elumatec SBZ 145 machining centre and one to the Emmegi Satellite XTE and Satellite XLE products. The certificates attest to the measurement and verification of greenhouse gas emissions throughout the entire lifecycle ("cradle to grave"), providing customers with certified environmental data to support their own ESG assessments and decarbonisation pathways. Specifically: • Certified assessment of environmental impact, with verified quantification of greenhouse gas emissions generated throughout the entire product lifecycle; • Data-driven approach to sustainability aimed at identifying new improvement opportunities; • Responsible innovation, through the development of technologically advanced and productionefficient solutions; • Support for customers' ESG objectives, through the availability of certified environmental data; • Continuous improvement, in line with the Group's ESG roadmap.
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The "cradle to grave" analyses, developed across the entire machine lifecycle, identified the following total CO₂ equivalent emissions: • elumatec SBZ 145: 195,000 kg CO₂e; • Emmegi Satellite XLE: 186,000 kg CO₂e; • Emmegi Satellite XTE: 246,000 kg CO₂e. These figures serve as the baseline for monitoring emissions associated with the Group’s products. Based on these measurements, the Group is committed to defining specific actions and initiatives aimed at reducing the environmental impact of individual products, in line with its ESG roadmap.
sustainability report | 2025
STURTZ: Strategic strengthening of the Group in the PVC and Smart Factory space The entry of STÜRTZ into the Voilàp Group represents one of the main strategic transactions completed in FY 2025 and strengthens the Group's international positioning in technologies for PVC window and door production. The integration leverages complementary expertise in Seamless welding, industrial automation, process digitalisation and smart factory, expanding the range of high-automation solutions and enabling the Group to address different market segments and levels of automation. STÜRTZ solutions reinforce Voilàp's strategy towards Smart Factory and Industry 5.0, with a focus on productivity, quality, waste reduction, energy efficiency and integration between machines, software and data. The main development directions concern Seamless technologies, data-driven and AI optimisation, automated material handling and Smart Factory solutions. ContourLine Finish: Seamless quality in a single process ContourLine Finish enables highquality seamless welds and advanced aesthetic finishes to be achieved in a single process, by integrating the finishing stage directly into the welding machine. This reduces the need for dedicated machinery for post-welding cleaning or reworking, with benefits in terms of system complexity, space requirements, energy consumption, material handling and manual tasks. The solution is particularly well-suited to plants with limited space, thanks to configurations that are more compact and efficient than traditional solutions.
Data-driven approach and artificial intelligence for welding optimisation In collaboration with RWTH Aachen University, STÜRTZ has developed a project based on Design of Experiments methodologies and advanced process parameter optimisation algorithms, with the objective of improving the mechanical strength of welded corners in Seamless PVC profiles. The system uses data collected during welding tests to automatically identify optimal configurations, making optimisation faster, more predictable and more efficient. This contributes to reducing test times, rework and production waste, while at the same time improving reliability, durability and the final quality of the window. The use of advanced simulation and analysis tools also supports more efficient use of materials and energy during the testing and industrialisation phases. Intelligent automation of material handling STÜRTZ has developed solutions to automate the loading and handling of profiles in window and door production lines, through AGV (Automated Guided Vehicles), vertical buffers and digital interfaces between machines and the customer's logistics systems. Automating the transfer between the various production stages enables a reduction in manual handling, downtime, operational errors and floor space, with benefits for ergonomics, operator safety and indirect energy consumption. In parallel, STÜRTZ has increased the use of servo-driven technologies, improving precision, stability and reliability of production systems and contributing to reduced energy
consumption. Particular attention has also been devoted to optimising compressed air consumption, through pneumatic solutions designed to increase machine efficiency. Picture Window: the smart factory for automated window production "Picture Window" is the new concept of a highly automated smart factory developed by STÜRTZ for the production of large window and door units. The system integrates automated material handling, camera-based quality control, OPC UA connectivity and fully digital process management — from profile processing through to welding and final glazing — with the aim of minimising manual interventions and increasing production stability, traceability and flexibility. The process can be monitored in real time by the customer, who can manage production priorities, quality controls and flow optimisation through integrated digital systems. Inline quality controls enable prompt detection of any defects, reducing waste, rework and operational inefficiencies. The digitalisation of the lines has also expanded remote assistance and digital diagnostics capabilities, reducing the need for on-site technical visits and supporting preventive and predictive maintenance approaches to increase reliability and reduce unplanned downtime.
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KERAGLASS: intelligent automation and sustainable innovation in the glass sector Digital printing for photovoltaic panels: application precision and process efficiency The Group has developed the first large-format digital printer designed for large-scale industrial production of photovoltaic panels, overcoming the main limitations of traditional technologies, including non-uniform coverage of the applied material, high product consumption and long setup times. Building on a laboratory prototype that has already been successfully implemented at a customer’s site, the new platform improves application precision, material uniformity and the quality consistency of the final product, whilst reducing set-up times, material waste and rework. The solution’s high scalability makes it a strategic enabler for the growing adoption of photovoltaic technologies. Cylindrical Bending: new generation of automated systems for curved glass Keraglass has developed a new automated platform for cylindrical glass bending and tempering, designed to integrate with existing furnaces without the need for major
structural alterations. The solution introduces a new mechanical, electronic and software architecture, featuring servo-assisted systems for the automatic adjustment of the bending radius and glass thickness, new roller bed levelling systems and digital control via a dedicated PLC, advanced sensors, inverters, an HMI and Ethernet IP communication. The platform supports operational simulation, automatic management of production recipes and advanced safety checks, helping to reduce set-up times, increase machining accuracy and minimise waste. Mini-Sorting: intelligent and automated glass management Keraglass has developed the miniSorting, a compact evolution of the automated vertical glass storage platform, intended for the shower enclosure, interior furnishing and medium-sized glass sectors. The project involved a complete revision of the mechanical layout and software logic, with more compact shuttles, optimised material handling and load/unload management via a single trolley. The system integrates advanced sensors, barcode readers, laser markers
and glass measurement systems, as well as proprietary software capable of communicating with the customer's MES and with upstream and downstream production lines. Dedicated algorithms automatically manage process anomalies, out-oftolerance glass, surface defects and mismatches against work orders, reducing errors, rework and material waste. Insulating Glass Sorting: advanced automation for high-thickness glass Keraglass has begun developing an automated solution for the insulating glass unit sector, designed to handle laminated glass up to 60 mm thick – exceeding traditional standards. The project focuses on the evolution of mechanical architectures and handling logic, which are necessary to process more complex, heavier and dimensionally challenging components. The solution incorporates digital control and traceability systems, reducing manual handling, operational errors and inefficiencies, and laying the foundations for future applications in the areas of smart factories and predictive maintenance.
MAPPI: Product innovation focused on efficiency and sustainability The entry of Mappi into the Voilàp Group has strengthened know-how in the field of tempering furnaces and high-efficiency technologies for glass, integrating Keraglass's expertise and expanding the portfolio of solutions focused on sustainability, digitalisation and energy efficiency. The main innovation activities have
focused on the evolution of digital systems supporting industrial productivity, with a focus on optimising working times, managing production loads, reducing energy consumption and advanced process parameter control. These developments lay the groundwork for future advances in the field of predictive maintenance and
continuous performance monitoring. In parallel, Mappi has developed a new line combining industrial performance, production efficiency and design evolution, with improvements at the plant level, reduction of materials used and energy optimisation of the production process.
The 2025 product sustainability roadmap
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Voilàp Group has structured its product journey along two main directions: • Measuring environmental and energy impact from an Industry 5.0 perspective: adoption of the LCA methodology with a view to issuing an Environmental Product Declaration (EPD), to quantify the environmental performance of products, identify areas for improvement and support customers in their ESG assessments. • Continuation of the 2024–2027 ESG roadmap: focus on improving the energy efficiency of products and strengthening safety standards, integrated into development processes and design decisions.
sustainability report | 2025
KEY SOFTWARE INNOVATIONS Voilàp Group has developed an integrated software ecosystem to connect machines, data, production processes and customer experience, advanced maintenance and sustainability in a Smart Factory and Industry 5.0 perspective.
Voilàp Connect Launched in 2024 and progressively integrated into numerous Emmegi and Tekna models, Voilàp Connect is the in-house developed IoT cloud platform created in collaboration with the Motiqa competence centre. The solution enables real-time monitoring of machines, energy consumption and pneumatic systems, as well as production status and operational performance. The data is compared with that recorded during production and testing, supporting the analysis of performance trends over time and predictive maintenance activities. The platform also incorporates ESG features for monitoring CO₂ emissions associated with machine use, supporting environmental reporting and energy efficiency.
V-Layout V-Layout is the proprietary platform for the digital configuration of production layouts, available on desktop and tablet devices and tailored to the main Emmegi, elumatec, Tekna and Someco platforms. It enables 2D and 3D visualisation of production facilities and workflows, supporting customers in the development of their smart factories and – internally – the design of logistics flows and material handling within production departments.
Voilàp Digital – Smart Retail Through Voilàp Digital, the Group has developed a B2B2C digital model that integrates manufacturers, retail outlets and end consumers into an omnichannel experience. Voilàp Stores combine physical and digital showrooms with configurators, 3D visualisations and end-to-end management of the purchasing process. In terms of sustainability, the model reduces the need for traditional showrooms and introduces dedicated environmental indicators, energy certified as coming from 100% renewable sources for certain retail outlets, and a cloud-based, multilingual digital signature for the fully digitised management of transactions.
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DIGITALISATION OF INDUSTRIAL PROCESSES AND CUSTOMER SERVICE In 2025, Motiqa developed new software aimed at digitalising production and after-sales processes, expanding the Voilàp Connect ecosystem and strengthening integration between the factory, machines and customer service.
Digital acceptance test checklist In 2025, the acceptance test checklists were digitised within the Voilàp Connect Manufacturer App, enabling testers to complete the checks on a tablet or PC and attach photographs, measurements and technical notes in real time. The “Service Checklist” module enables the management of digital templates, parameterised checks and version control by machine model, with a pilot project launched on the Satellite XTE at Emmegi Ponte dell’Olio and a gradual roll-out planned for 2026. Digitisation eliminates the need for printing, scanning and physical archiving, reducing the use of paper and toner. The data, linked to the machine’s serial number, is available to Quality, the Technical Department and Service for analysis, non-conformity management and corrective actions, and can be compared with data generated by the machine via Voilàp Connect to support predictive maintenance.
Ticketing integrated into the Voilàp Customer Portal In 2025, the Voilàp Customer Portal was enhanced with an integrated ticketing system to centralise after-sales support requests and overcome fragmented workflows based on emails, phone calls and informal channels. The platform manages the entire ticket lifecycle, from opening to closure, including comments, documents, attachments, automatic notifications and routing from Emmegi’s central Service Hub to local dealers. Customers can monitor the status of their request in real time, whilst the structured remote diagnostics workflow facilitates remote resolution before any on-site interventions are required, helping to reduce technical travel and CO₂ emissions. The structured logging of events also creates a database useful for analysing service performance and product reliability, with an architecture that can be extended to other Group companies.
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sustainability report | 2025
6.5.2 Product Safety and Quality The Voilàp Group continues to foster a culture of quality focused on continuous improvement, product reliability and a customer-centred approach. Quality is an integral part of the Group’s business processes and permeates every stage of the value chain, from design and production through to delivery and after-sales support. Through this approach, the Group aims to guarantee solutions that are increasingly high-performing, safe and compliant with leading international standards, thereby helping to strengthen its competitiveness and reputation globally. To support this approach, the Group’s companies have adopted digitalised systems for integrated quality management, based on constant performance monitoring, traceability of activities and structured process control. During 2025, some companies also continued to formalise business processes by drawing up flowcharts, operating procedures, work instructions and control instructions, with the aim of further increasing the level of standardisation and operational governance. At the same time, internal audits were introduced in various company departments and initiatives were launched to involve staff in the definition and implementation of documentation relating to the quality system. Depending on the complexity of the product, the machines and solutions produced undergo multi-stage quality checks, using dedicated checklists that verify functionality, safety requirements and technical compliance before dispatch to the customer. As confirmation of this well-established approach to quality, Emmegi S.p.A., Imecon S.r.l., Voilàp SpA and Elumatec Italia S.r.l. are ISO 9001 certified. During 2025, Voilàp SpA and Elumatec Italia completed the certification process, further strengthening the Group’s structured approach to quality management and continuous improvement. The management systems in place include checks on incoming materials, monitoring throughout the production stages and final inspections of the finished product, supported by tools for managing non-conformities and feedback from the market. In 2025, the Group implemented the following initiatives to enhance operational efficiency and quality: • continuation of the process of consolidating the Lean approach in the production departments and in the supply chain transformation activities at Emmegi S.p.A., with a view to optimising operational flows and minimising waste; • Extension of the MES-IoT system – already introduced at Limidi in 2023 – to all assembly lines at the Limidi, Ponte dell’Olio, Rho, Rimini (Someco) and Carpi (elumatec Italia) plants, bringing benefits in terms of production performance monitoring, traceability and the identification of inefficiencies;
• creation of a pilot logistics hub to optimise the supply of production lines and materials management; • adoption of new tools to support design management, to improve integration and coordination between teams; • gradual introduction of department-specific KPIs to support the monitoring of quality performance and process efficiency; • strengthening of supply chain controls through supplier audits, quality assurance agreements and structured processes for managing non-conformities and complaints. During 2025, a number of Group companies also consolidated their monitoring of specific KPIs relating to quality systems, audit activities and the management of non-conformities, with the aim of further strengthening process control, continuous improvement and the promotion of a culture of quality within the organisation. In particular, at the Emmegi companies, a total of 8 internal audits were carried out on processes, departments and ISO 9001 quality systems, in addition to 6 supplier audits aimed at verifying quality compliance and adherence to the required standards throughout the supply chain. Within the elumatec group too, during 2025, internal system and process audits were carried out in the Assembly, Purchasing, Planning & Control, Mechanical Manufacturing and Quality Assurance – Incoming Inspection departments, in addition to six supplier audits conducted in Italy and Germany. At the same time, the companies continued to monitor the turnaround times for handling customer complaints. The aim is to complete the process of handling and closing reports within an average of 10–15 working days, subject to the technical complexity of the cases and any involvement of suppliers. During 2025, training activities focusing on quality, product safety and specialist technical skills also continued within the Group’s Italian companies. In particular, 96 hours of training were delivered on the topic of “ISO 9001 Quality Audit Techniques for Suppliers”, involving 8 participants, as well as 147 hours of technical training on the “B&R Automation” system for 21 employees. In addition, 48 hours of specialist “Verisurf 2025 Quality” training were delivered on metrology and the use of Api Laser Tracker systems and dedicated software, involving two company staff members. At the elumatec companies, meanwhile, approximately 100 hours of training were delivered on topics related to quality and product safety requirements, involving a total of around 100 employees, mainly from the production departments. Training and awareness-raising activities
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will continue progressively throughout 2026, with the aim of further strengthening the culture of quality, safety and continuous improvement within the Group – key elements for ensuring the long-term reliability of products and the sustainability of processes. At Group level, shared KPIs have been introduced to monitor the effectiveness of processes and the level of customer satisfaction, including: warranty claims, installation assessments and spare parts management. In addition to these KPIs, internal audits are conducted regularly to ensure that all business processes comply with the defined quality standards. In 2025, work also continued on the development of monitoring and control systems, with a particular focus on the gradual digitisation of testing and acceptance criteria, the management and calibration of measuring instruments, and the introduction of control procedures specifically designed for the inspection of incoming materials. 100 per cent of Voilàp’s products undergo health and safety assessments to ensure full compliance with applicable regulatory requirements prior to being placed on the market; the use of the machinery is also supported by appropriate training and information initiatives for operators. During 2025, no cases of non-compliance were recorded with regard to regulations, standards or voluntary codes relating to the health and safety impacts of products and services, nor in relation to information and labelling requirements. Any reports received were found to be attributable exclusively to the improper use of equipment by operators and not to design, technical or documentation-related issues. No significant noncompliance issues in this area were identified in previous financial years either.
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All Group companies ensure full regulatory compliance of products placed on the market in accordance with the provisions of the EU Machinery Directive 2023/1230, the main European legislative reference on machinery safety. In compliance with this regulation, the Group commits to: • Designing and developing products in line with the essential safety and health protection requirements, in order to prevent risks for users throughout all phases of the machine lifecycle: from commissioning, to use, through to maintenance; • Providing users with operation and maintenance manuals, compliant labelling and safety data sheets, in accordance with the regulations of the countries in which products are marketed. The technical documentation includes clear, comprehensive instructions that are consistent with the risk assessment conducted by the manufacturer, ensuring safe and responsible use. Where applicable, manuals also include information on the presence of hazardous substances, in support of transparency and the protection of operator health; • Verify the conformity of the components used in the manufacture of the products – whether electronic, electrical, pneumatic or structural (metalwork) – ensuring that they comply with the relevant safety requirements. The quality of the materials and devices used is a key factor in the risk assessment required by Annex I of the Directive, as it directly affects the overall safety of the machinery; • Designing and building machines so as to avoid the risk of exposure to chemical substances, thereby protecting the health of users. With this regard, 100% of the Group's products are subject to conformity assessment in accordance with the directives and procedures outlined above.
sustainability report | 2025
6.5.3 Customer-oriented approach Voilàp Group promotes a customer service model oriented not only towards quality and operational continuity, but also towards environmental and social sustainability, through digital solutions, circular economy models and competence development across the entire machine lifecycle. Voilàp S.p.A.’s support service is available in all regions where the Group operates, serving all Group customers through a widespread network of production sites, sales branches and authorised dealers. In particular, the service covers the following activities: • Sale of spare parts and consumables across all geographic areas where the Group is present; • Installation of machines at customer sites; • Customer training courses on proper machine use and standard routine maintenance; • Machine acceptance at the Group's headquarters; • Technical support via phone or online; • On-site machine or component repairs; • Maintenance interventions; • Machine upgrades and revamping; • Electrospindle repairs; • Training on software applications installed on the machines or used for remote machine management. To manage complaints and nonconformities relating to products, all brands within the Voilàp Group adopt dedicated procedures designed to swiftly identify and address any issues encountered with the products they market, both from a technical
perspective and in relation to safety aspects. Customers can report issues via dedicated ticketing systems or through the international network of branches, dealers and service centres present in the markets where the Group operates. Technical support via telephone is designed to ensure the prompt resolution of issues reported by customers, helping to reduce machine downtime, optimise the use of production resources and limit the environmental impact associated with operational inefficiencies. In some of the Group’s operations, direct communication tools are also used, such as dedicated chat services and digital workgroups, which enable more immediate handling of support requests and constant interaction between customers, technicians and service centres. Thanks to the machines’ network connectivity and the presence of integrated IoT systems, in most cases technicians are able to carry out remote diagnostics, monitor parameters and operational data via dedicated dashboards, and take action without the need for on-site visits to the customer’s premises. This approach helps to reduce machine downtime, improve operational continuity and increase the overall efficiency of service operations, whilst also helping to reduce CO₂ emissions and the environmental impact associated with technicians’ travel, thanks to the reduction in onsite visits. At the same time, the use of remote interventions contributes to the Group’s sustainability objectives, enabling the optimisation of technicians’ travel, a reduction in emissions linked to travel, and a reduction in the overall environmental impact of service activities.
Some Group companies have been using advanced remote support systems for several years, including the “SINEMA SIEMENS” system for remote plant monitoring and fault analysis, which is being progressively extended to machinery installed in 2025. These tools enable faster and more efficient support activities, reducing the need for on-site visits and the associated environmental impacts. Throughout 2025, development work continued on the Voilàp Connect IoT platform, with several machine models already prepared for integration and a phased roll-out scheduled to begin in 2026. The platform enables remote monitoring of energy consumption, compressed air usage, and periods of operation and downtime, supporting consumption optimisation, production efficiency and predictive maintenance. In parallel, the Group developed and began rolling out the Customer Portal, a digital platform for managing after-sales activities throughout the machines’ lifecycle. The portal allows customers to view their installed machine fleet, monitor warranty status, access technical documentation and manage support requests via a ticketing system with status tracking and a history of interventions. The section dedicated to spare parts, integrated with the machines’ bills of materials, facilitates the identification of components and lays the foundations for advanced maintenance and online purchasing services. In 2025, the roll-out involved pilot customers, branches and dealers, with a gradual extension to the international sales network.
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Service KPI In 2025, the Group monitored the following customer service performance indicators. Emmegi: average response time for urgent requests was approximately 3.8 days (cut-off machines) and 3 days (machining centres); for routine requests, 5.8 and 4.5 days respectively. The first-call resolution rate exceeded 99% for both categories. Elumatec (German market): 65% of online support requests are acknowledged within 15 minutes, 75% within 2 hours and 80% within 3 hours. The average onsite resolution time is approximately 3 working days; around 60 per cent of tickets are handled entirely remotely. Where non-conformities relate to production or design aspects that cannot be managed by the service team, the cases are reviewed during weekly cross-functional technical meetings open to all relevant departments. Warranty and after-sales support At the end of the warranty period, Voilàp offers service contracts with preventive maintenance to extend the useful life of machines and reduce the risk of breakdowns. The Group ensures services, spare parts and technical support for at least 10 years and, subject to component availability, continues to support machines with more than 15 years of operational life. Component regeneration The Group has developed a structured system for the reconditioning and reuse of components subject to wear and tear or failure: in the event of a malfunction, the customer is supplied with a reconditioned replacement component, whilst the damaged one is collected, reconditioned in-house and returned to stock. This approach extends the life cycle of components, reduces the consumption of raw materials and the generation of waste, in line with the principles of the circular economy. The Group specialises in particular in the repair of electric spindles, an activity for which a dedicated, highly specialised department has been established. During 2025, 303 electric spindles installed on Emmegi, elumatec and Tekna machines were repaired: Company
2021
2022
2023
2024
2025
Emmegi
103
120
133
159
144
Elumatec
34
24
40
2
159
Total
137
144
173
161
303
In 2025, the Group continued to develop the Web Spare Parts digital ecosystem, designed to make spare parts management and after-sales service more efficient. The platform simplifies the identification of components, improves access to technical information and reduces delays and errors across the service network. Integrated with SAP and PLM, the system utilises 3D models, serial-based bills of materials and ‘as-built’ configurations linked to the serial number, enabling the creation of customised spare parts catalogues for each installed machine, aligned with the product’s actual configuration.
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sustainability report | 2025
Through the portal, customers, branches and dealers can carry out advanced searches for components, view technical exploded views and machine subassemblies, check availability and up-to-date prices in real time, and manage orders directly via integrated e-commerce features and an online link to SAP. The gradual integration of wiring diagrams and technical documentation into the digital catalogues also helps to significantly reduce the risk of errors in component selection and to speed up technical support and maintenance activities. Throughout 2025, the gradual publication of machines on the digital platform continued, with a step-by-step extension to the Group’s various brands and companies. The project represents a further step in the digitalization of service activities, helping to improve operational efficiency, reduce errors and waste in component management, and optimize logistics flows, with benefits in terms of reducing the environmental impacts associated with the supply chain. At the same time, in order to extend the useful life of older machines, the Group develops retrofit kits that allow obsolete components to be replaced with updated versions, improving productivity and efficiency. CNC kits are among the most requested solutions, with 42 units in 2025, as they make it possible to use latestgeneration software even on less recent machinery. In 2025, the Group carried out revamping activities on products installed more than five years ago, with the aim of extending their useful life, maintaining their operational efficiency, and reducing the need for full replacement of systems. In particular, Imecon carried out work on 74 railway display units installed at railway stations in Turin, Milan, Venice, and Rome, replacing components subject to obsolescence, including 70inch LCD panels, which were no longer available, with new 75-inch solutions. The intervention also included the adaptation of certain structural components and of the door glass, while maintaining the existing fixed mechanical structure. The use of dedicated revamping kits made it possible to upgrade product performance without replacing the entire infrastructure, thereby reducing material consumption, waste generation, and the environmental impacts associated with new installations. Thanks to all these activities, the Group's after-sales service generates the following turnover: Turnover type
2024
2025
Spare parts + consumables
46,721,821 €
43,466,966 €
Interventions and Installations
22,783,101 €
22,271,145 €
Total
69,504,922 €
65,738,111 €
With a constant focus on sustainability and added value for customers, the Group, with the support of its service and sales teams, invests in the used machinery business, offering solutions ranging from direct sales to refurbishment and upgrading. This ensures high performance at competitive costs, while maximizing the useful life of products and/or their components, contributing to the reduction of industrial waste, the containment of natural resource consumption, and the promotion of circular economy models within the sector. During 2025, approximately 24% of the machines sold were recovered products24, corresponding to a total of around 305 tonnes. In 2023, a broad reorganization project of the After Sales service was launched, with the aim of standardizing local structures, improving service quality, and strengthening the Group’s leadership in post-sales support.The new model provides for the creation of local teams with structured expertise, continuous training through an internal Academy, and the use of digital tools to make the service more sustainable, efficient, and responsive to customers’ needs.
53 24
Recovered products refer to machines that have been upgraded, refurbished, or given a second life.
Voilàp Academy After Sales In 2025, the activities of the Voilàp Academy After Sales continued, with the creation of a skills matrix for Emmegi branches and the launch of the mapping process for elumatec branches, aimed at identifying the required professional levels and training gaps. The training paths include horizontal courses on brand identity, soft skills, and technical skills, as well as vertical courses on specific machine models, including TKE955, +Quadra, SBZ 145, SBZ 155, and SBZ 125. These activities strengthened local technical skills, reducing the need for international travel and the related emissions. E-learning content was also developed on the “Study in Action” platform, including final tests and feedback collection to support continuous improvement.
AI virtual assistant for Service In 2025, the Group launched an artificial intelligence project to develop a virtual assistant to support Service technicians. The tool allows technicians to quickly consult manuals, procedures, technical diagrams, and internal knowledge bases, reducing search times and improving the effectiveness of service interventions. During the year, the first Proofs of Concept were developed and internal testing activities were launched, with future integration planned with the Group’s Customer Portal, PLM, SAP, and CRM systems.
Iniziative 2026–2027 • Extension of the Customer Portal to the various companies, subsidiaries and dealer networks, with advanced features for machine fleet management, ticketing, maintenance and technical documentation; • Completion of the Web Spare Parts platform rollout and progressive integration with SAP, PLM and "as-built" machine configurations to improve accuracy and speed • Expansion of the Voilàp Academy After Sales with new technical and managerial programmes, consolidation of e-learning and the progressive standardisation of field engineer competencies at international level; • Evolution of the AI virtual assistant and integration into service systems and the Customer Portal • Development of a Group CRM for the centralised management of customer reports, complaints and requests • Strengthening of predictive maintenance and remote machine monitoring through the integration of IoT, Voilàp Connect and digital service systems. Through the integration of digitalisation, circular models and competence development, Voilàp intends to evolve its service model towards an increasingly sustainable, proactive system oriented towards value creation across the entire product lifecycle.
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sustainability report | 2025
6.6 Voilàp People & Community 6.6.1 Voilàp People: diversity, inclusion and equal opportunities Voilàp is more than a name: it represents the identity of its people, based on integrity, talent, flexibility, speed, excellence, and attention to detail. These values guide the HR strategy, which is aimed at creating a safe, inclusive, and respectful working environment where everyone can express their full potential. These principles are also accompanied by the guarantee and respect of all workers’ rights, which are strongly reaffirmed in the Code of Ethics25, including fair wages, conditions that safeguard employees’ well-being, freedom of association, and trade union rights26. To enhance the value of its people, Voilàp promotes transparent career paths, personalized work experiences, and welfare tools, fostering dialogue and teamwork. The company population has remained stable while growing in recent years, mainly distributed between Italy and Germany, with a global presence. Through dedicated initiatives, the Group is working on female empowerment programs, gender gap monitoring, and has launched the process related to Pay Transparency. In this context, the Group is committed in the coming years to reducing the gender gap, with particular attention to managerial and administrative areas, and to continuing to guarantee equal opportunities. In 2025, it continued to use the Women at Business platform to select female professionals to join the Group’s workforce, with the aim of enhancing female talent in any field and position within the world of work. In this area, during the 2026–2027 two-year period, the Company will develop the following initiatives: • Joining non-profit organizations/foundations focused on preventing violence against women and promoting a culture of respect, inclusion, and gender equality. Through initiatives of this kind, Voilàp intends to launch a structured path that will include training activities, experiential workshops, awareness-raising initiatives,
and psychological support tools for its employees and collaborators. The aim is to develop an inclusive and safe environment, capable of welcoming and valuing diversity, combating stereotypes, discrimination, and all forms of violence, with particular attention to the involvement of younger generations; • Implementing a gender gap monitoring system, with particular focus on the pay gap, in order to identify critical issues and define concrete actions towards equal pay between men and women; • Launching the process for UNI/PdR 125:2022 certification, as a tool to formalize the Company’s commitment to promoting gender equality and building an inclusive and responsible working environment. The Company also invests in awareness-raising on social issues, inclusion, and generational renewal, while maintaining a dynamic organization. At the same time, it promotes the inclusion of people with disabilities and protected categories and offers various welfare tools, including smart working, supplementary healthcare, incentives, and services, with the aim of improving wellbeing and quality of working life. As of December 31, 2025, the Group, also considering the German Stürtz Group acquired during 2025, had 2,069 people, including 1,688 men, 381 women, and 78 external and temporary workers. This figure increased by 25% compared to 2024, as a direct consequence of the acquisition. In line with the previous year, the company population is concentrated in the 30–50 age group, which accounts for 48%, and in the over-50 age group, which accounts for 37%. Employees under 30, which are increasing, reached 318 in 2025 compared to 249 in 2024, marking a 28% growth. In terms of female presence, women represent on average 18% of the overall company population, up by two percentage points compared to the previous year. In revenue-generating managerial positions27, their presence stands at 8.55%, compared to 5.6% in 2024.
100% of Voilàp employees are covered by the Code of Ethics. 87% of the Group’s employees are covered by collective bargaining agreements, while 74% of employees are covered by formally elected workers’ representatives. 27 These are managerial / management roles in departments that directly contribute to the production of products or services and, consequently, to the direct generation of revenues. Support functions such as Human Resources, IT, Legal, etc. are excluded. 25 26
55
2%
98%
fixed-term
permanent contract
Employees 2025 by type of contract
In 2025, 94% of personnel were employed on permanent contracts and 4% worked part-time, almost 59% of whom were women28. During the year, the Group recorded 125 new hires, including 100 men and 25 women, and 136 terminations, including 122 men and 14 women. Compared to 2024, there was a decrease in both new hires, down by 56, and terminations, down by 53, indicating a phase of greater workforce stabilization29. This delta should be interpreted in light of the different market phase and the recent acquisitions of the Voilàp Group: after a previous phase that was more expansionary and characterized by integrations and reorganizations, 2025 reflects a progressive organizational stabilization, with fewer hiring needs and a physiological reduction in exits.
Turnover rates confirm this trend: positive turnover stood at 7.5%, down from 11.3% in 202430, while negative turnover stood at 8.2%, compared to 11.8% in 2024 . Although decreasing, these indicators continue to show good internal and external mobility, consistent with a company context that is still evolving, but increasingly oriented towards greater consolidation after acquisitions.
6.6.2 HR strategy: Talent & Performance management The Group has developed a Talent & Performance Management strategy integrated with its business objectives, focused on talent enhancement, professional growth, and motivation. At the heart of this approach is the VIP – Voilàp Important People digital platform, which integrates HR processes, including objectives, performance, and careers, and actively involves employees and managers. The system is based on the “Performance Dialogue”, which combines objectives with the behaviours needed to achieve them. These behaviours represent the Group Leadership Model, ensuring transparent assessments and continuous development for all Voilàppers. In 2025, the process involved almost 800 employees with access to the application.
Continuous Feedback and Development
Goal Setting
56
Acknowledgement
Mid-year
Self-evaluation
Manager Evaluation
Calibration
Feedback Conversation
The data and percentages are calculated on the Voilàp reporting scope set out in the Methodological Note, which excludes the companies of the Stürtz Group. The data and percentages are calculated on the Voilàp reporting scope set out in the Methodological Note, which excludes the companies of the Stürtz Group. 30 The data and percentages are calculated on the Voilàp reporting scope set out in the Methodological Note, which excludes the companies of the Stürtz Group. 28 29
sustainability report | 2025
GRI 404-3 % of employees who received a periodic performance and career development review31
% Women
% Total
2025 % Men
2024 % Total
Voilàp continues to promote a culture of continuous improvement based on working by objectives, supported by the Corporate MBO system, Management by Objectives, which links part of variable remuneration to the achievement of individual targets and corporate financial indicators. This tool, mainly addressed to executives and key figures, makes it possible to align performance with strategic objectives and reward results. In 2025, it involved more than 150 employees worldwide, with full coverage among executives and more limited coverage across other roles. The Group does not have an independent remuneration committee, nor independent members of the highest governance body responsible for overseeing the procedure for determining remuneration. Remuneration policies are therefore defined by the Human Resources Department; any changes and the determination of remuneration are submitted for approval to the Board of Directors, in compliance with the limits and powers delegated. In general, remuneration policies for members of the highest governance body and senior executives are based on the analysis of historical data, market benchmarks for comparable positions, and internal equity criteria. These policies are also designed to attract, retain, and incentivize
% Women
In 2025, the Group established a new International HR structure with the aim of responding to the Group’s increasing internationalization, managing the integration processes related to Voilàp’s M&A activities, and supporting our colleagues around the world more closely.
key resources, while ensuring a balance between the interests of the company, shareholders, employees, and individuals. Starting from 2026, the Group intends to strengthen the integration of specific quantitative and/or qualitative ESG indicators into its evaluation systems, introducing sustainability objectives tailored to roles and functions within goal-setting and performance review processes, as well as within MBOs. At the same time, it aims to consolidate Talent Management through succession plans and development paths to ensure organizational continuity.
% Men
Another innovative aspect introduced through the new HR system is the promotion of internal mobility as a lever to enhance diversity and uniqueness, fostering alignment between business needs and individual aspirations, while also responding to the Group’s strategic requirements.
Executives
100
100
100
100
100
100
Managers
55
44
54
22
35
23
White collars
57
63
59
93
77
88
Blue collars
0
0
0
0
0
0
30.1
57.2
34.0
39.9
68.2
45.0
Total
During 2025, 22 employees were also evaluated against sustainability objectives set by their manager.
31 The 2024 data relating to the percentage of managers and blue-collar workers who received a performance and professional development review have been restated following an improvement in the data collection process. For the data previously published, please refer to the 2024 Sustainability Report.
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6.6.3 Occupational health and safety The Voilàp Group demonstrates a concrete commitment to occupational health and safety, adopting an approach focused on prevention, systematic monitoring, and the promotion of responsible behaviours through initiatives aimed at reducing risks. The Group’s occupational health and safety management system is implemented in compliance with the regulatory requirements in force in the countries where the Group operates. In particular, the system ensures compliance with Italian Legislative Decree 81/2008 in Italy and with equivalent local regulations in foreign contexts, such as the Arbeitsschutzgesetz in Germany. Over the past year, a programme was launched to ensure compliance with legislative requirements on occupational health and safety, in parallel with the progressive expansion of the scope of Group companies certified according to the international ISO 45001:2018 standard. In 2025, Voilàp S.p.A. and elumatec Italia were certified. The adoption of organizational models compliant with ISO 45001 makes it possible to achieve performance levels consistent with the Group policy, contributing to the consolidation of an effective and structured management system. The impact analysis highlights how safety and well-being affect several areas: the protection of workers’ health, the reduction of legal and reputational risks, greater operational efficiency through equipment maintenance, and the improvement of the corporate climate through safer and healthier working conditions.
Health and safety impacts
Mitigation activities
Worker health
assembly operations, which are largely manual, require strict adherence to safety procedures to ensure the physical safety of employees;
Legal and reputational responsibility
diligent and timely management of health and safety is essential to avoid legal actions and protect the organisation reputation and credibility from both a regulatory and ethical perspective;
Operational and production efficiency
in addition to being a legal requirement, regular and systematic maintenance of machinery and equipment reduces the risk of operational disruptions and workplace accidents, promoting a safer and more productive work environment
Organisational well-being
continuous improvement of working conditions and the promotion of healthy lifestyle initiatives support the mental and physical health of employees, fostering a more engaged and cohesive corporate climate
At consolidated level, as of December 31, 2025, 43% of employees, corresponding to 713 people, are covered by a structured occupational health and safety management system, subject to periodic audits carried out by the internal HSE function or by external companies at the commercial hubs. Even in the absence of a management system, the health and safety of all other employees is ensured by operating in full compliance with local regulations.
58
sustainability report | 2025
Employees can report hazards, injuries, and near misses through a dedicated form, which must be completed together with their supervisors and subsequently sent to the HSE office. Alternatively, reports can also be submitted through the relevant Workers’ Safety Representative. Each hazard is then assessed in terms of severity and probability, using specific classification matrices, in order to define technical, organizational, and individual measures. The Group has defined roles, skills, and responsibilities in such a way as to make the company’s organizational model structured and efficient. In particular, Employers define the guidelines in line with corporate strategies, which are then adopted by the various operational functions and applied systematically and comprehensively. The organizational models include formalized procedures, operating instructions, and monitoring systems that make it possible to report the performance of the main KPIs to the company’s top management levels. The entire management system is subject to periodic review by internal and external functions, in order to ensure its adequacy and effectiveness over time. These activities support the identification and adoption of new objectives, contributing to the improvement of the system’s efficiency. The active participation of all company functions represents a key element in ensuring the proper functioning of the model and its effectiveness. The evidence collected, including the reduction in the number of injuries, the absence of occupational diseases, low turnover, the containment of absenteeism, and the decrease in reports, confirms the overall improvement in the system’s performance.
PREVENTION At operational level, periodic checks and audits verify the effectiveness of the measures adopted, the correct use of personal protective equipment (PPE), and the safety conditions of workplaces and departments. Structured emergency plans are in place, implemented through the Company Emergency Plan, which provides for periodic evacuation drills and simulations of fire and medical emergencies, in order to verify the effectiveness of procedures and the prompt response of personnel. At the same time, dedicated procedures are adopted for the management of contracts, aimed at ensuring the coordination of activities and compliance with safety requirements by external companies. Among the specific initiatives, the Scan&Fit project contributes to improving ergonomics and safety through the provision of customized
insoles, helping to reduce the risk of fatigue and musculoskeletal disorders. This is complemented by supplementary healthcare programmes, periodic check-ups, and prevention campaigns, which continuously support the overall wellbeing of workers. In some locations, financial incentives are provided to promote healthy lifestyles, including medical expenses, sports, and cultural activities. To support the system, specific and targeted training activities are delivered on scenarios consistent with the company’s reality and reasonably foreseeable, together with dedicated operational training. Particular attention is also paid to the selection of increasingly highperforming personal protective equipment, in relation to the risks identified. Finally, the system provides for the periodic verification of personnel skills and of the
effectiveness of training activities, in order to ensure their constant updating and alignment with the expected safety standards. The Group promotes the active participation of workers, who have the possibility to intervene, in compliance with company procedures and the training received, in order to prevent harmful events from occurring. In such cases, workers are required to promptly report the situation to the competent company representatives through the channels provided by the management system. The Group ensures protection against any form of retaliation or discrimination arising from reports or from the exercise of these rights, through internal policies and procedures that protect confidentiality and expressly prohibit retaliatory conduct.
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HSE TRAINING Training is a fundamental pillar: targeted courses and continuous updates are provided to spread knowledge and awareness of risks. In recent years, training hours have increased significantly, confirming the Group’s commitment to strengthening the culture of safety. In addition to the general and specific training required by regulations, the training system includes a structured continuous update programme, consisting of biennial updates for supervisors and five-year updates for workers. This is complemented by periodic operational followup activities in the field, carried out through practical training and the use of verification checklists, aimed at consolidating the application of safe procedures and behaviours. Specific training courses are also provided in relation to the main risks present, including electrical risk, goods handling, the use of forklifts and overhead cranes, as well as fire prevention, first aid, and the use of defibrillators (AED). At international level, as in the case of Germany, safety management is supported by mandatory training programmes, periodic technical audits, and systematic checks on equipment and procedures, in compliance with local regulations. Personnel awareness is further strengthened through information activities and the sharing of best practices among the different Group entities, promoting the adoption of consistent behaviours and continuous improvement. In 2025, health and safety training hours amounted to 4,080, with an average of 2.4 hours per capita, confirming the Group’s commitment to consolidating the culture of safety32. In the same year, 31 injuries were recorded, none of which were fatal. The increase in absolute terms compared to the previous year should be interpreted in light of the growth in the workforce and the resulting increase in hours worked. During 2025, the Group obtained ISO 14001 and ISO 45001 certifications for the Voilàp S.p.A. and elumatec
60
25
50
20
40
15
30
10
20
5
10 0
2021
2024
2025
0
absence > 6 days absence < 6 days absence < 3 days rate of recordable work-related injuries
Italia facilities. Over the following two years, a further expansion of the certified scope is planned, with progressive extension to other production sites; in particular, ISO 14001 certification for the Imecon facility is scheduled for 2026. During 2026, the Group intends to further strengthen its HSE management systems through strategic initiatives, including: • Emmegi S.p.A.’s adhesion to the Protocol for the promotion of health in the workplace of the EmiliaRomagna Region, aimed at supporting psychological and physical well-being, risk prevention, and the promotion of healthy lifestyles, in line with the 2021– 2025 Regional Prevention Plan; • the launch of a pilot project at the Emmegi plant in Limidi for the installation of automatic PPE vending machines, with subsequent extension to the other Group sites. The initiative is aimed at improving efficiency, safety, and traceability in the management of protective equipment, through consumption monitoring, automatic reordering, digital reporting, and access control.
60 32 The data and percentages are calculated on the Voilàp reporting scope set out in the Methodological Note, which excludes the companies of the Stürtz Group.
sustainability report | 2025
6.6.4 Training and personnel development Training is a pillar of Voilàp’s Talent Management strategy: developing skills means strengthening competitiveness and employee engagement. In recent years, the Group has increased its investments in structured training paths, promoting a culture of continuous improvement and flexibility in response to change. Among the main initiatives, the “Study in Action” e-learning platform offers content on technical skills, soft skills, and languages, integrated since 2023 with ESG modules to spread sustainability across business processes. At the end of 2025, the platform had 386 users enrolled in 1,454 training courses, of which 304 had been completed, 520 were in line with the training schedule, and 630 were ongoing. This is complemented by the Sustainability Training Program, which in previous years involved 15% of the workforce, with dedicated paths for managers, operational functions, and technical areas, with the aim of progressively extending training to the entire company population. In 2025, managerial development programmes, coaching activities, and specialist courses related to technical and role/function-specific growth were also launched, including, among others: Sustainable Supply Chain, Mechanical Purchasing, Executive Program in Operations & Manufacturing, Kaizen, Technical Tolerance Design, Automation B&R, Mechanical Machining Program, and Automation & Intralogistics. At present, there are no transition assistance programmes in place to support continued employability or the management of the end of employment due to retirement or termination of the employment relationship. For 2026, the Group plans to further expand its training offering with courses on sustainable purchasing, green and digital transition, continuous improvement, Artificial Intelligence, environmental and product certifications, as well as the strengthening of language training to support an increasingly international context. These activities, together with the
extensive HSE training programme, led to a significant increase in both total training hours and training hours per capita. In 2025, training activities were carried out for a total of 17,360 hours, of which 4,080 were dedicated to health and safety. 6.6.5 Talent development In a context of strong growth, Voilàp invests in the development and attraction of talent through initiatives aimed at strengthening skills and innovation. In recent years, the Group has intensified its collaborations with universities and schools, participating in career days and activating internships, industrial PhDs, and training paths. In 2025, three Executive Master of Business Administration (E-MBA) programmes were launched in prestigious institutions such as SDA Bocconi, School of Management, and BBS, Bologna Business School, strengthening the key skills of our people and of our current and future leaders. The Group also participates in programmes such as Generation Italy to support young people entering the world of work, with the aim of attracting profiles capable of addressing technological and sustainability challenges. 2025 also saw the launch of the Voilàp Service Academy, designed to develop technical, product-related, and relational skills, as well as international mobility programmes for our global service and assistance workforce. These initiatives will accelerate cultural fit, encourage the exchange of experiences, and support professional growth within the Group, also for those who, due to their role, spend less time at the company’s premises, such as travelling technicians. At predetermined intervals, our technicians take part in a blended training path, combining classroom and online learning through the Study in Action platform. Through this path, they not only update their knowledge of products and related technical aspects, but also experience our headquarters, engage with expert technicians, and receive training on softer skills that represent our leadership model.
6.6.6 Commitment to the community and society Although its impact on local communities is limited, Voilàp is committed to supporting the territories in which it operates, contributing to their social and cultural development. In 2025, the Group supported cultural initiatives, such as the “Tesori d’Arte al Castello” art exhibition in Soliera, and intends to continue with new projects in support of local associations operating in the areas where it is present, in order to strengthen its relationship with the community. In addition, an important development in 2025 was the launch of a structured collaboration with the University of Modena and Reggio Emilia, UNIMORE, which resulted in the activation of degree theses dedicated to the development of predictive algorithms for Emmegi machines. The theses focus on two complementary areas: • Detection of the wear status of machine components — development of predictive models capable of estimating the degree of wear of critical components, such as spindles, guides, and ball screws, based on data collected from onboard sensors, with the aim of planning maintenance activities before failures occur. • Detection of operational anomalies — design of anomaly detection algorithms capable of identifying abnormal machine cycle behaviours, distinguishing them from physiological variations related to the machining process. The collaboration with UNIMORE brings an applied research component and methodological rigour to the predictive maintenance programme, with access to advanced expertise in machine learning and signal analysis. The results of the theses will directly feed into the development of production algorithms, accelerating the technological maturity of the system. The programme is expected to grow further in 2026. The Group has not developed a structured system for assessing the actual and potential, negative and positive impacts of the community initiatives carried out during 2025.
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