| sustainability report | 2024
6.6.3
6.6.4
| sustainability report | 2024
6.6.3
6.6.4
Voilàp Group is a global leader in the design, production and distribution of machines and systems for processing aluminium, PVC, steel and glass profiles. Operating in over 60 countries with 1,600 employees and 12 production sites, we proudly draw on more than 300 years of combined experience, serving the construction sector (Smart Buildings) and major industrial markets (aerospace, mobility, automotive, renewable energy, furniture). We are proud to say that 7 out of 10 skybuildings worldwide are built by customers that use our technologies
Having always been committed to the digital sphere, we have pursued a consistent pathway of engagement with end users, in line with the SMART INDUSTRY principles. This has enabled us to offer digital solutions that deliver innovative, unique, simple and accessible experiences — whether for purchasing or knowledge — within an increasingly integrated B2B2C supply chain.
Following 3 years of double-digit growth, 2024 was a challenging year, marked by heightened uncertainty and a slowdown in macroeconomic and industry trends. Despite this uncertain climate, the Group maintained its employment levels, continued with its investment plan in line with the business goals, and upheld the highest standards of quality, innovation and reliability across all the products and brands it represents.
It is therefore with great pride, responsibility and transparency that we present our first Sustainability Report — a document that reflects the Group’s tangible commitment to a sustainable development model focused on creating long-term shared value. With a roadmap launched in 2022, Voilàp has invested € 11 million in initiatives aimed at decarbonising its production processes and plants, reducing the environmental impacts of its products and supply chain, protecting employee health and safety, providing continuous training, attracting young talents, and strengthening its ESG governance. We firmly believe that integrating sustainability
into our business model is not only a duty to the planet, but also a crucial pillar for global competitiveness — enabling us to offer extraordinary value to our customers
The ambition behind our sustainability journey is to progressively embed sustainability into all areas of our business, in line with our core values: "Partner with our clients along the phygital and green transition providing the most advanced natively digital and sustainable products and services, enabling superior, long-term competitiveness"
This first report is a comprehensive overview of our sustainability strategy, the projects we have already launched, and the targets the Group has set for itself. Through this document, we aim to demonstrate transparency in our work by clearly and rigorously measuring our results and reporting our progress.
I therefore invite you to read this report, firm in the belief that, by working increasingly in synergy, we will succeed in tackling this complex yet exciting challenge — transforming it into an opportunity for growth, innovation and shared value. Only through genuine collaboration and mutual commitment we can build a more sustainable future and strengthen the competitiveness of our industry.
Valter Caiumi Chairman & CEO Voilàp Group
VOILÀP Group (hereinafter also referred to as "the Group", "the Company", or simply "Voilàp") has prepared its first annual 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. The data shared through this sustainability reporting serves to identify financial risks and opportunities related to the company’s impact, value and long-term resilience.
Voilàp Group has chosen to prepare the Report aligned with the methodologies and principles established by the Global Reporting Initiative (GRI Standards), using the "in accordance" option. A GRI Content Index has been included in the appendix to ensure traceability of the indicators and all qualitative and quantitative data provided. 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.
The reporting period covers FY 2024 (from 1 January 2024 to 31 December 2024), in line with the latest Group Consolidated Financial Statements, prepared according to the IFRS standards. To ensure data comparability over time, as required by the GRI Standards, this report also includes comparisons with FY 2023 (from 1 January 2023 to 31 December 2023) as well as trends compared to 2021 baseline for certain environmental and social KPIs. Any exceptions to these criteria are noted in the relevant sections of the document. The scope of the reporting, detailed in the appendix, includes all companies belonging to Voilàp Group at 31/12/2024, consolidated using the line-by-line method, excluding financial holding companies1. Any further limitations on scope for specific topics or indicators are clearly indicated within the Report. There were no significant changes in the Group’s scope of consolidation during the reporting period.
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:
Soliera (MO) - Headquarter
Ponte dell’Olio (PC)
Rimini (RN)
Rho (MI)
Arese (MI)
Vigolzone (PC)
Baiso (RE)
Fiesco (CR)
Emmegi S.p.A.
Emmegi S.p.A.
Emmegi S.p.A.
Emmegi S.p.A.
Emmegi S.p.A.
Emmegi S.p.A.
Keraglass S.r.l.
Imecon S.r.l.
Carpi (MO) elumatec italia S.r.l.
Italy
Italy
Italy
Italy
Italy
Italy
Italy
Italy
Italy
Mühlacker (PF) elumatec AG Germany
Bihac (BPK)
Suzhou (JS)
elumatec Maschinen d.o.o. Bosnia and Herzegovina
Emmegi Suzhou Co. Ltd. China
Compared to 31 December 2023, the following changes occurred in the Group’s size, structure, ownership and supply chain:
• Start of production activities at the new Emmegi S.p.A. facility in Vigolzone (PC), dedicated to electrical panel assembly and wiring operations;
• Opening of the new Keraglass S.r.l. building ("KG4"), to expand the Baiso (RE) site for logistics and mechanical component assembly activities.
There are no data restatements, as this Report represents Voilàp Group’s first disclosure of its environmental and social information. This document is not subject to third-party Assurance.
To ensure data reliability, the use of estimations has been minimised; where estimations are included, they are clearly indicated in the document and based on the most robust methodologies available.
The scope and currency of the economic and financial data contained in this document are aligned with those of the Group’s 2024 Consolidated Financial Statements.
The Voilàp S.p.A. Board of Directors approved this Sustainability Report on 26 May 2025.
For further information regarding this document, please contact: sustainability@voilap.com
~€347M turnover in 2024
Presence in +60 countries worldwide
12 production facilities
-29% % in Scope 1 and 2 emissions vs baseline
87% of total energy consumptions from renewable sources
+12% in self-generated energy consumptions vs baseline
189 tCO₂eq avoided through the photovoltaic panels in Limidi
+1600 employees worldwide
1st manufacturing company in Italy to establish a Youth Shadow Board
62% of employees subjected to performance dialogue processes
~18,000h of training delivered
+ 250 employees trained on ESG topics
-8.8% in accidents’ incidence rate
7 out of 10 skybuildings built using our technologies
~€317M in distributed economic value
Scope 3 emissions calculated for the first time
+20 projects launched in the field of sustainable products
75 tonnes of certified green materials purchased
-90% tCO₂eq through totem refurbishment vs full replacement
Supplier Code of Conduct
2 ESG bonds (Green bond and Sustainability linked-bond)
Internal Sustainability Team
2 ESG Steering Committees
Digital platform for ESG KPI management
68% of spending covered by ESG supplier assessment
Headquartered in Limidi di Soliera (MO - Italy), Voilàp Group is a multinational leader in the design and implementation of advanced systems for smart industry and smart cities based on interconnected hardware and software for data acquisition and management. Operating in over 60 markets, the Group has 12 production sites across Italy, Germany, Bosnia-Herzegovina and China, and employs over 1,600 people globally. Its global expansion is underpinned by more than 300 years of combined experience across its companies, serving the Smart Building sector and major industrial markets, such as aerospace, railways, automotive, lighting, renewable energy, furniture, and more.
100 years of history and more than 300 years of experience
As a global leader in the design and production of machines for processing materials used in intelligent and sustainable construction, Voilàp applies IoT solutions to re-imagine traditional sectors, including retail, construction, DOOH (Digital Out of Home) and logistics. On the aluminium profile machinery market, Voilàp holds a leading position with a market share of over 65%, operating through the ELUMATEC, EMMEGI and TEKNA brands, while in the PVC profile sector it operates under the SOMECO brand. One figure makes us especially proud: 7 out of 10 skybuildings worldwide are built by customers that use our technologies. In the glass processing sector, under the KERAGLASS brand, the Group leads the market in the design and manufacture of solutions for tempering, laminating and decorating glass.
Within the IoT ecosystem, Voilàp links smart cities to a broad range of applications in various sectors, including outdoor digital advertising, industry, infrastructure, construction, and retail. The digital division includes IMECON, a leading provider of turnkey solutions for digital signage and outdoor advertising; VOILÀP DIGITAL, specialising on Smart Retail solutions; and MOTIQA, which develops advanced data analytics algorithms for large-scale data collection and analysis.
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.
Voilàp Group's history dates back to 1970, when Giuseppe Caiumi began designing woodworking machinery. In 1972, recognising the emerging potential of the aluminium window and door market in Italy, he founded Emmegi and focused exclusively on this sector.
During the 1970s and 1980s, the company took part in numerous trade fairs, introducing the first electronically controlled twin-head cross-cut saw (a groundbreaking innovation for the industry) at the 1980 BIMU exhibition in Milan. In 1997, Emmegi’s expertise led to the creation of Emmegisoft, a spin-off company dedicated to software for managing the production cycle of windows, doors, facades and industrial systems, extending Emmegi’s product range to include sales, design and production management tools. In 1999, the Group began a major global expansion, establishing sales branches across all continents and consolidating its position as an international leader.
In 2014, a dynamic growth phase began through both internal development and strategic acquisitions, forming the Voilàp model as a single B2B2C-oriented company. The first milestones included the acquisition of majority stakes in Keraglass S.r.l., a specialist in glass processing equipment, and Tekna S.r.l. (later merged into Emmegi S.p.A.), a long-established company with over 50 years of experience on the aluminium extrusion machinery market. That same year, Voilàp Digital S.r.l. was launched as a digital company delivering services to the industrial sector to optimise online and offline business processes.
In 2015, Voilàp took over management of the elumatec group (elumatec AG and subsidiaries), headquartered in Mühlacker (Germany), a benchmark in the field of machinery and systems for aluminium and PVC profile processing since 1928.
In 2018, the Group expanded its value proposition with the acquisition of a majority stake in Imecon S.r.l., a leader in the design, prototyping and production of turnkey technology solutions for Digital Signage and Outdoor Advertising, and Motiqa, founded in 2016 in Milan, now the Group’s centre for product innovation, automation and data analytics — a hub of expertise in IoT and cross-industry digital architecture development across all Voilàp companies.
In 2020, Voilàp acquired control of Pladway S.r.l., a full-stack programmatic platform for outdoor digital advertising, thus strengthening its position as a partner and enabler of digital transformation on the Italian and international out-of-home advertising market.
In 2022, the merger of elumatec’s expertise in machining centres and Emmegi’s know-how in welding solutions led to the creation of the Someco brand, which now encompasses all the Group’s PVC processing products.
In order to leverage the wide range of products, solutions and services offered, Voilàp has established centralised competence centres with globally connected, multi-disciplinary teams made up of experts with leadership skills and sector-specific knowledge, ensuring continuous sharing of expertise across the Group to promote collaboration, synergies, operational efficiency, flexibility and overall competitiveness, while delivering increasingly innovative solutions aligned with evolving customer needs.
Financial highlights
This pathway of expansion has been accompanied by strong organic growth, particularly in recent years, which led Voilàp to achieve its peak turnover of € 390 million in 2023.
In 2024, despite a market environment characterised by persistently high interest and inflation rates, along with clear signs of recession across key industrial sectors and geographic regions, the Group generated approximately € 347 million in revenues, maintained a workforce of over 1,600 people, continued with its investment plan, maintained its financial soundness, and upheld its high level of customer service. Comprising 56 companies, 12 production sites and over 40 sales subsidiaries, the Group’s structure has ensured close proximity to markets and customers in over 60 countries worldwide.
In a context marked by uncertainty and continuous market and macroeconomic change, the Group experienced an 11% decline in recurring revenues, but maintained healthy operating margins through a range of efficiency improvement initiatives in the supply chain, human resources, operations management, marketing and sustainability areas, while remaining agile in seizing new opportunities and adapting to evolving conditions. With regard to geographical distribution of turnover, the EMEA region continued to represent the largest share of sales, accounting for around 75% of total revenues, followed by the Americas with approximately 20%.
Despite the challenging macroeconomic outlook, the Group has reaffirmed the medium-to-long-term objectives set out in its Industrial Plan, thanks to its proven adaptability and ongoing product innovation.
In 2024, the economic value generated by Voilàp Group amounted to approximately € 342 million, with more than 92% distributed to the Group’s various stakeholder categories: € 205 million to suppliers of raw materials and services (64.92%) of distributed economic value), € 101 million to Group personnel (31.92%), € 5 million to lenders (1.76%) and € 3 million to public administrations in the form of taxes and fees (1.07%), while donations and targeted projects enabled Voilàp to return value to the local community. The remaining 7% of the total economic value generated during the year was retained by the Group.
Group companies are responsible for technical and productive activities (e.g. Production Departments, Technical and R&D, Service, Logistics, Quality, Purchasing and Supply Chain, Marketing) and commercial operations (e.g. territory-wide sales structure and back-office functions).
For all other activities, Group companies rely on services provided by the parent company, in accordance with the Group’s service level agreement. These include activities in the fields of:
1. Administration, Finance and Controlling;
2. Project Management;
3. Sustainability;
4. Legal Affairs and Corporate Secretary;
5. Information Technology;
6. Human Resources;
7. Health, Safety and Environment.
The parent company Voilàp S.p.A. maintains the main control and governance bodies:
• Board of Directors;
• Board of Auditors;
• Shareholders’ Meeting.
The current Board of Directors (BoD) was unanimously appointed by the Shareholders’ Meeting in 20242 during the approval of the 2023 financial statement, and will remain in office until the Shareholders’ Meeting for the approval of the 2026 financial statements. The Board of Directors consists of 3 members, 2 men (66.7%) and 1 woman (33.3%):
Chairman Valter Caiumi
Vice Chairman Andrea Caiumi
Managing Director Paola Caiumi
It should be noted that:
- BoD members are also shareholders and have relevant expertise in managing the organisation’s impacts;
- no formal committees have been established within the Board;
- the average term of office for BoD members is 3 years;
- the Parent Company has adopted measures to prevent conflicts of interest among BoD members, in line with the Code of Ethics and the applicable laws, including mandatory disclosure and abstention in cases of significant personal interests;
Executive Member CEO
Executive Member R&D Director
Executive Member Head of Legal Affairs
- the Company has implemented additional safeguards to manage conflicts of interest, particularly in cases where executive roles are held by the same individual. These include the obligation to disclose personal interests in advance, to abstain from decisions involving potential conflicts, and to handle such situations transparently, as outlined in the Code of Ethics and the internal procedures;
- the ratio between the highest salary in the organisation and the median total annual salary of all employees — excluding the highest-paid individual — is 5.713
² It should be noted that while a formal nomination process is not followed, the family leadership structure requires appointments to be made in compliance with the applicable laws.
³ This calculation excludes elumatec France S.A.S., elusoft GmbH, elumatec Benelux B.V., and elumatec Romania S.r.l.. The ratio is based only on fixed annual salary.
To ensure the Group's effective operational management, the Board of Directors has delegated specific powers to its members, and has granted special powers of attorney to selected executives through formal resolutions, promoting transparency and traceability in decision-making. The BoD is responsible for determining the strategies adopted by Voilàp S.p.A. and the Group, aimed at achieving long-term value creation for shareholders while considering the interests of all internal and external stakeholders. The BoD also consults with and reports to the Shareholders’ Meeting on extraordinary matters, as required by the company by-laws. The ordinary responsibilities of the Shareholders' Meeting include:
I. approval of financial statements;
II. appointment of the administrative body;
III. appointment of the audit and control body.
In 2024, the Board of Directors met 14 times, with an average attendance rate of 92.9%.
The Board of Statutory Auditors, appointed in 2021 and in office until the Shareholders’ Meeting for the approval of the 2024 financial statements, consists of 5 members — 4 women (80%) and 1 man (20%).
Statutory Auditors’ President Cristina Pecchi
Standing auditor Barbara Rustichelli
Standing auditor Rosanna Orlandi
Alternate auditor Marco Menozzi
Alternate auditor Barbara Ballerini
In 2024, the Board of Statutory Auditors met 14 times, with an average attendance rate of 90.5%.
In recent years, Voilàp Group has embarked on a path of significant growth, both externally and internally, considerably broadening its strategic scope. Despite this expansion and internationalisation, the company continues to be built on firm foundations of quality, innovation and product reliability, along with core values of integrity, loyalty, honesty, fairness, transparency, diligence, responsibility and the pursuit of excellence.
In this evolving context, Voilàp has recognised the need to strengthen its principles, policies and procedures by establishing common rules and standards of behaviour across the Group.
One of the most important initiatives in this regard is the Group’s decision to update its Code of Ethics, scheduled for approval and stakeholder release in May 2025. This is not merely a declaration of intent, but rather a key instrument to ensure the consistent application of the corporate values and principles
across all Group companies, in line with the "One Company" integration model. The updated code also reflects the growing relevance of ESG topics within Voilàp’s strategic and operational framework, becoming a key tool for ensuring that all the internal and external stakeholders clearly understand their strategic importance. The document promotes the widespread adoption of the values related to environmental and social responsibility and transparent governance, embedding them within the Group’s business and culture.
The Code of Ethics serves as the foundation for fostering and ensuring transparent governance, regulating internal and external relations in accordance with principles of fairness, fair competition and conflict-of-interest prevention. At 31/12/2024, there were no pending or concluded legal proceedings involving the organisation related to anti-competitive behaviour or antitrust or monopoly violations.
In 2024, Voilàp approved a Whistleblowing Policy4 through its Board of Directors, aimed at encouraging the good faith reporting of behaviour that violates (or could lead to the violation of) laws, corporate values, policies or procedures, or that could result in financial or reputational harm to the Group. The policy complies with the national whistleblower protection legislation (Italian Legislative Decree No. 24/2023). It applies to employees, collaborators, shareholders, suppliers, customers and other stakeholders. The reported breaches or irregularities may include:
• falsification, alteration, destruction or concealment of documents;
• administrative irregularities;
• promises or payments of money or other benefits to improperly influence public institutions, suppliers or customers;
• agreements with suppliers or consultants to falsely report non-existent services;
• publication of false information about Voilàp that could harm its reputation;
• fraudulent behaviour towards customers.
In 2024, Voilàp reinforced its commitment to promoting a transparent and accountable corporate culture, even though it does not yet have a certified anti-corruption management system in place. Despite the absence of certification, the Group has implemented internal controls through specific operational procedures and awareness initiatives. In fact, dedicated procedures have been developed and shared to address suspicious payment requests or banking modifications and to reduce the risk of cyber attacks. A training programme covering these topics will be delivered to all Group employees in 20255 (see also section 5.3).
Voilàp ensures all reports are handled with strict adherence to the principles of confidentiality, proportionality and impartiality, acknowledging the good faith of whistleblowers and protecting their anonymity. The Company firmly opposes any form of threat, retaliation or discrimination against individuals involved in the whistleblowing process. The Whistleblowing Policy outlines secure reporting channels, designates responsible bodies, and
⁴ The Whistleblowing Policy is applicable to the following companies based in Italy: Voilàp S.p.A., Emmegi S.p.A., Emmegisoft S.r.l., Keraglass S.r.l., and Imecon S.r.l.
⁵ No business ethics training had been provided as of 31/12/2024.
establishes a transparent procedure for handling and analysing reports.
The Whistleblowing Policy is published on the Voilàp Group website. During the reporting period, no reports were received and no incidents of corruption were recorded.
With the adoption of the Suppliers’ Code of Conduct in October 2024, the Group enhanced its commitment to responsible and sustainable supply chain management. The Code defines clear standards on business ethics, labour rights, environmental protection and quality, requiring suppliers to uphold essential principles such as anti-corruption and sustainable practices throughout their operations.
The Code applies to any individual, organisation or company that supplies goods or services to Group companies, including subcontractors engaged in related activities. Each supplier is responsible for informing its employees and partners about the contents of the Code and ensuring compliance across the supply chain. To ensure full adoption, the Code was shared via certified email, published on the Group website, and incorporated into the General Terms and Conditions of Purchase, becoming an integral part of newly concluded or revised contracts.
Through this initiative, Voilàp has reinforced its dedication to a transparent and responsible supply chain (see Section 6.4), fostering business relationships rooted in integrity, fairness and adherence to the international standards.
In 2023, Voilàp Group formally adopted a dedicated occupational health and safety policy6, affirming its commitment to providing safe working environments through risk prevention, continuous improvement and ongoing training. The policy includes the implementation of a Management System aligned with the UNI INAIL ISPESL standards and collaboration with external bodies and stakeholders. This approach is fully integrated into the Group’s sustainability strategy, and is supported by certification processes already in progress or planned (see section 6.6.3).
In carrying out its activities, the Group is exposed to risks and uncertainties stemming from both external factors — linked to the general macroeconomic environment or industry trends — and internal dynamics related to strategic decisions and operational processes, as well as economic and financial risks. These risks are managed through continuous and systematic monitoring, aimed at preventing or mitigating their impacts. Due to the dynamic and complex nature of the environment in which the Group operates, the emergence of additional risks or uncertainties — currently unknown or not considered significant — cannot be ruled out.
The main ESG risks and corresponding mitigation measures are detailed in this document, while other nonESG-related risks are covered in the Consolidated Financial Statements.
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.
Risks related to the competitive situation
Risks related to technological and product innovation
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.
Operating in a highly innovative sector, the Group makes continuous investments in technology and product development to maintain its market competitiveness.
Group Consolidated Financial Statements
See section 6.5 of the report
See section 6.5 of the report
Supply chain and supplier relationship risks
Health, safety and environmental risks
IT and cyber security risks
Risks related to climate change
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.
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.
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.
Although the Group does not currently face a high-risk profile, it has strengthened its approach to climate risk management to support a lowcarbon economy and reduce energy dependence.
See section 6.4 of the report
See section 6.6.3 of the report
See section 5.3.1 of the report
See section 6.3 of the report
Data protection and IT security are central elements of the Group’s risk management strategy. Special attention is given to safeguarding the data of stakeholders — including customers, employees and suppliers — by adhering to the highest security standards and applicable regulations, in compliance with the General Data Protection Regulation (GDPR). Cybersecurity and data protection are key to build trust with business partners, ensuring operational continuity and minimising the risk of information system breaches. To this end, the Group has adopted policies and procedures that promote lawful, transparent and proportionate data use. Over the past three years, a range of measures have been taken to protect digital infrastructures against threats of both external and internal nature. In particular:
• A structured Vulnerability Assessment and Penetration Testing (VAPT) was carried out to assess the security level of the IT infrastructure. This analysis identified various vulnerabilities, which were categorised by risk level and addressed through a targeted remediation plan. These interventions enhanced the Group’s IT resilience and reaffirmed its ongoing commitment to data protection and business continuity.
• Following incidents involving computer fraud, the Group introduced a "double check" protocol to verify any changes in bank details provided by suppliers or third parties. This system includes cross-checks, validation through alternative channels and an anti-fraud module, thereby enhancing the security of administrative procedures and safeguarding financial integrity.
• A Managed Detection & Response (MDR) service was implemented for the continuous monitoring of IT security across company sites. By constantly analysing alerts, the system enables the detection and management of critical incidents, such as man-in-the-middle email attacks, breaches of cloud environments and misuse of software by internal users.
• In 2024, new 24/7 firewalls were installed, and the implementation of the Onetrust platform began, with completion scheduled for 2025. These measures aim to bolster the Group’s cybersecurity and improve its ability to respond to emerging digital threats.
With regard to 2024, the following privacy and cyber security incidents were recorded:
The number of incidents doubled in 2024 with respect to the previous year, prompting the Group to further reinforce its protection systems and implement a stronger response strategy. Despite the increase in incidents, effective remedial measures were taken in all cases, and no substantiated complaints were received regarding customer privacy violations or data loss.
The organisation also initiated the process of aligning with the requirements of the NIS2 Directive and the Cyber Resilience Act (CRA), in accordance with the international standards established by ISO 27001 for information security and sensitive data protection7. This approach includes the use of advanced technologies (encryption, secure authentication, firewalls), structured internal policies and a commitment to transparency with stakeholders. GDPR compliance is ensured by the appointment of a Data Protection Officer (DPO), who oversees the responsible handling of data and the protection of rights for customers, employees and partners.
The main actions planned for 2025–2026 include:
• the launch of a cybersecurity training programme for all Voilàp staff in April 2025, focusing on phishing and digital threat awareness;
• the installation of new firewalls to support the integration of the elumatec branches;
• the drafting of a dedicated disaster recovery programme for cyber incidents and system failures;
• quarterly assessments to monitor the evolution of cyber threats;
• the extension of MDR coverage to newly acquired companies.
The cyber threat landscape continues to evolve rapidly. For this reason, the organisation will continue to invest in training, technological upgrades and enhanced security processes in order to ensure data protection and business continuity in an increasingly complex digital environment.
Voilàp’s Board of Directors determines the Group’s strategy and business model, placing growing emphasis on the integration of ESG issues into corporate management, in alignment with the Sustainability Plan’s targets and the goal of strengthening the Group's competitive advantages (see section 6.2).
To ensure effective ESG governance, Voilàp has established a centralised Sustainability Team, coordinated by the Chief Financial & Transformation Officer. The team is responsible for:
- Establishing and implementing Voilàp’s Sustainability Plan and associated project activities;
- Monitoring the Plan's progress and reporting updates to the Board of Directors;
- Managing the reporting processes to inform both the management and internal and external stakeholders;
- Implementing corrective actions on ESG matters reported by the Board, in coordination with the Chief Financial & Transformation Officer.
In 2024, the Sustainability Team focused primarily on the projects falling under "Wave 2" of the Strategic Sustainability Plan formally adopted in 2022, as detailed in section 6.2.
For issues related to sustainable procurement and sustainable products (see the ESG Supplier Base Evolution and Sustainable Product pillars in Chapter 6.2), which are particularly relevant for the Group’s strategic positioning, the Company has formally established cross-brand functional Steering Committees, which are made up of purchasing and product managers from across Voilàp’s brands, and are coordinated by the Sustainability Team. These Steering Committees are in charge of launching and overseeing Group-wide improvement initiatives and ensuring their implementation within each brand, in accordance with the strategic direction set by the Board of Directors.
To further integrate sustainability into the business operations, the Sustainability Team participates in industry committees and keeps company leaders informed about the progress of all major initiatives.
Voilàp Group has established a structured data collection and processing workflow, centrally managed by the Parent Company’s Sustainability Team, to ensure consistency and uniformity across Group companies, overcoming differences in local regulations. In particular, with regard to the the reporting process, the Sustainability Team is responsible for:
• Planning reporting activities: developing a roadmap for collecting and analysing ESG data aligned with the financial reporting, while supporting the operational departments with ongoing training to
ensure consistent management and presentation of information;
• Management of the data collection process: coordinating the collection of ESG data and ensuring adherence to deadlines and quality standards, with prior verification by the Presidents or General Managers of the Group companies;
• Data consolidation: verifying, consolidating and analysing the ESG data collected across the Group to present it in a clear and transparent manner to the stakeholders in the sustainability report;
• Preparation of the statement: integrating quantitative data with qualitative inputs from business function representatives across the Group and verifying overall consistency and reliability;
• Continuous improvement: identifying and implementing procedural and/or organisational improvements to enhance data quality and collaboration between the Sustainability Team and all the departments involved.
The reporting process consists of the following phases:
• identification of the scope of the reporting and integration of recent changes;
• preparation and updating of the materiality analysis;
• determination and revision of the non-financial indicators to be reported;
• creation of the activities’ scheduling and alignment with the timelines foreseen for the Consolidated Financial Report;
• sharing with the Top Management of the defined scope, the identified material topics, the relative indicators and the scheduling for the reporting of the sustainability information;
• identification and updating of the contact persons to be involved;
• training and education of the contact persons on regulatory matters and data collection procedures;
• breakdown of the topics to be developed with regard to the qualitative aspects by competence;
• preparation of a draft of the document for validation by senior management;
• presentation of the report to the Board of Directors and Shareholders' Meeting, and its publication alongside the Group’s Consolidated Financial Statements.
Adopting a multi-stakeholder approach, Voilàp carried out a materiality analysis to identify key strategic needs and sustainability impacts, as well as the most relevant topics for reporting. In line with the new GRI Universal Standard 2021, the analysis focused on impacts — defined as the effects an organisation has or could have on the economy, the environment and people, including human rights — arising from its activities or business relationships. Since the start of the Sustainability Journey, internal stakeholders such as shareholders, top management and employees have been engaged to jointly identify the most significant material topics and to help shape the initiatives to be pursued. In a subsequent phase, the preliminary list of material topics was refined and expanded with input from external stakeholders directly or indirectly involved in Voilàp’s operations, including customers and suppliers, along with a benchmarking analysis8 of key industry trends. These stakeholders were invited to complete a survey, rating each identified topic from 1 to 5 based on their perceptions and priorities, in order to identify the issues of greatest relevance to both the stakeholders and the Group.
By cross-referencing the priorities of top management and shareholders with the input of other internal and external stakeholders, the Group identified the following list of material topics and their relative positioning within the materiality matrix:
E - Environmental Climate change (emissions and energy management)
E - Environmental Sustainable Product (Circular Economy, Services & Packaging, Product Health and Safety)
E - Environmental Sustainable Management of natural resources (Water, Waste, Biodiversity & Natural Capital)
S - Social Supply Chain Management (Environmental and Social aspects)
S - Social Inclusion, Diversity & Fair Working Conditions & Pay
S - Social Health and safety
S - Social Development and enhancement of the human capital (Training, Qualification & Performance Management, Talent attraction and Retention)
S - Social Human rights
S - Social Social and Community projects
G - Governance Customer Relationship Management
G - Governance Privacy and Cybersecurity
G - Governance Ethics and governance (Transparency and Anticorruption, Regular Compliance and Certification)
The table that links material topics to the GRI indicators is available in the Appendix. As outlined in the methodological note, for material topics not covered by a specific GRI Topic Standard, Voilàp has adopted custom indicators based on internationally recognised standards and rating methodologies, in line with the requirements of GRI 3-3 on the Management of Material Topics.
The stakeholder engagement process and the determination of the material topics were shared with management from the outset and formally approved by the Board of Directors along with the Sustainability Report on 26 May 2025.
The Company is committed to update this analysis annually to ensure greater stakeholder engagement and to incorporate any new direct or indirect sustainability impacts.
The main methods through which stakeholders have been and continue to be engaged are outlined below:
/ Workshops and training
/ Regular meetings and presentations
/ Hub meetings
/ Steering Committee and Industrial Committee
Shareholders and top management
Employees
Suppliers
Customers
Local communities
Public and financial institutions
Training and research organisations
/ Board of Directors and Shareholders' Meeting
/ Information totems installed on Company premises
/ Intranet channel
/ Newsletter
/ Website and social media
/ Live and e-learning training via Study in Action platform
/ Bargaining sessions with trade unions
/ Dialogue through the HR and HSE functions
/ Hub meetings
/ Employee events (e.g. Voilàp Talks)
/ Intranet channel
/ Newsletter
/ Website and social media
/ Information totems installed on Company premises
/ WhatsApp Community
/ Dialogue through the procurement department and sustainability team
/ Dialogue/engagement during audits and inspections
/ Sector and/or function-specific meetings
/ Trade fairs
/ Various surveys, including ESG assessments
/ Website and social media
/ CRM systems and other dedicated communication channels
/ Dialogue through the sales department
/ Market research
/ Company tours
/ Trade fairs
/ Website and social media
/ Engagement with local authorities
/ Website and social media
/ Recruitment programmes for secondary schools and universities
/ Participation in local social initiatives
/ Institutional communications
/ Round table discussions through management
/ Website
/ Collaborative projects, especially in R&D
/ Lectures and workshops
/ PhD programmes and curricular internships
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. As of 31/12/2024, CEO Valter Caiumi also serves as President of Confindustria Emilia.
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.
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.
Keraglass S.r.l. is an active member of GIMAV, the association representing Italy’s leading manufacturers of glass processing technologies.
To ensure the continued and active engagement of all stakeholders in Voilàp’s journey, an internal and external communication plan has been developed, incorporating the following channels:
- Voilàp Zone: a bimonthly internal newsletter that informs employees about key projects and initiatives, both corporate and ESG-related;
- WhatsApp Broadcast: a real-time communication tool designed to foster the "One Company" culture by providing updates on cross-cutting projects, initiatives and events involving all Group companies and commercial hubs;
- Website: a dedicated sustainability section was launched in November 2024 to offer transparent and ongoing updates to internal and external stakeholders on the "Voilàp Sustainability Journey";
- LinkedIn: an editorial plan was created to regularly share updates on ESG initiatives and One Company projects.
In 2025, Voilàp will expand this framework with the launch of:
• a new Group Intranet, serving as the central hub for corporate information across all employees;
• the Voilàp APP, a smart communication tool that keeps stakeholders informed on Group’s developments (organisation, products, sustainability, and events);
• the new Voilàp website, featuring a redesigned "One Company" identity;
• new communication ledwalls and totems installed in plants and offices worldwide, ensuring continuous updates for all Group employees and stakeholders.
Sustainability, nowdays, is no longer optional — it is a fundamental strategic lever for driving long-term growth and competitiveness. According to the World Economic Forum’s Global Risks Report, seven of the ten most significant long-term global risks are related to environmental and social issues9. Growing geopolitical and economic uncertainty, along with increasing awareness of these issues among customers and employees, is pushing companies to be more agile and to rethink their long-term strategies. 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. Driven by this vision, Voilàp Group has embarked on a journey to integrate sustainability into its business development strategies, recognising it as a key factor in strengthening competitiveness and resilience, and as the foundation for long-term, sustainable growth. After a thorough assessment and a series of workshop activities with internal and external stakeholders, the Group launched its Sustainability Journey in 2022, setting out 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 is expressed through four key pillars:
These pillars are supported by two cross-cutting objectives (ESG Data Integration and Management and Technology for Sustainability), in order to enable business decisions based on transparent, reliable data, and to 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 following section shows the key pillars along with their related Sustainable Development Goals10, current status and defined targets. Each project also highlights its cross-cutting contribution to other pillars of the Voilàp sustainability journey.
The following paragraphs illustrate the specific initiatives and their associated KPIs.
9 Source:: https://www.weforum.org/publications/global-risks-report-2025/
10 Sustainable Development Goals (SDGs) define the global sustainability agenda and set the targets to be achieved by 2030, calling on all sectors of society, including the private sector, to support their implementation. Following the adoption of the SDGs and their alignment with the GRI principles, the GRIs reported in sustainability reports enable each business to clearly demonstrate its contribution towards the achievement of these goals.
AMBITION
Accelerate the journey towards
Carbon Neutrality by transitioning to renewable energy sources, implementing energy efficiency programmes, decarbonising plants and operations, and developing a structured, actionable plan to reduce Scope 1, Scope 2, and full value chain (Scope 3) emissions.
GRI 302, 303, 305, 306
Projects SOW - 31.12.2024
Mapping of Scope 1 and Scope 2 emissions and development of a decarbonisation plan
Scope 1 and 2 Emissions –Decarbonisation plan implementation
• Annual measurement of Scope 1 and 2 emissions using the corporate ERP system
• Decarbonisation plan developed for Scope 1 and 2 emissions
• Self-generation of renewable energy
• Conversion of energy contracts for productive companies
• Investments in plant decarbonisation
• Updating of the Group car policy
• Installation of charging stations at selected commercial hubs and adoption of electric or hybrid vehicles
Energy efficiency Implementation of domotic and live BMS systems at the Limidi, Carpi, Bologna, and Milan plants
Scope 3 emissions
Mapping of Scope 3 emissions (baseline 2023)
Next steps & targets Linked pillars
• Conversion of energy contracts at commercial hubs
• Gradual replacement of gas systems with heat pumps at the Limidi plant
• Installation of additional charging stations at the Limidi plant
Voilàp People & Community
ISO Environmental Management System
Launch of the ISO 14001 certification process at the Imecon, elumatec Italia, and Voilàp SpA plants
Outfitting of all production plants in Italy and Germany with Building Management Systems by 2027
• Incorporation of currently missing categories into the calculations
• Integration of Scope 3 emission reduction initiatives into the overall decarbonisation plan
Achievement of ISO 14001 certification for 100% of the production plants in Italy and Germany by 2030
Voilàp People & Community
ESG supplier base evolution
Voilàp People & Community
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.
GRI 204, 301, 308, 414
Projects SOW - 31.12.2024
Promote sustainability awareness in procurement and among suppliers
Integration of ESG criteria into the supplier evaluation process
ESG assessments of suppliers
• Certified training for procurement staff
• Call-to-action meetings with suppliers
Development of guidelines and a tool for calculating ESG scores and assessing suppliers’ ESG maturity
68% of total spending assessed through 1st round evaluations across all production company suppliers
Next steps & targets Linked pillars
• Organisation of Supplier Day focused on sustainability
• Support for strategic suppliers in enhancing ESG performance
Inclusion of ESG scores in the selection process for new suppliers
• Assessment 2025: target of 80% of total spending
People & Community
Net Zero Carbon Transition
• Identification of a technology platform for integrated risk management, including ESG risks -
Procurement environmental impact reduction (Scope 3)
Supplier Code of Conduct
• Purchasing of certified green steel for Imecon
• Purchasing of certified green aluminium for Emmegi
• Switch to plant-based refrigerant cutting oils
Draft and share Supplier Code of Conduct to align the supply chain with Voilàp's ESG strategy
• Extension of green steel and aluminium procurement initiatives to other Group companies
• Launch of a sustainable packaging project
Net Zero Carbon Transition
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 footprintt of its products.
GRI
GRI 301, 416, 417
Projects SOW - 31.12.2024
Sustainability integration into Voilàp Store
Product Carbon Footprint and EPD
Next steps & targets Linked pillars
Integration of product and service sustainability features into customer decision-making factors - -
Product Carbon Footprint – Imecon Totem and Ribbon
Integration of sustainability into products and services
• Gradual shift to electronic drive systems
• Launch of the Voilàp Connect platform for real-time tracking of machine usage
• Integration of ESG criteria into new product development
• Enhancement of the value proposition through sustainable solutions for customers
• Creation of a competence centre for the recovery and refurbishment of specific machine parts (e.g. electrospindles)
• Extension of Product Carbon Footprint assessments to elumatec, Emmegi, and Keraglass machinery
• Development of a strategy to reduce the products' environmental impacts
• Expansion of the Voilàp Connect platform11 with new features to improve predictive maintenance and environmental impact monitoring
• Measurement and reduction of the products' energy consumption
• Improvement of customer health and safety: safety radar and FSoE protocol 12
Net Zero Carbon Transition
ESG supplier base evolution
Net Zero Carbon Transition
11 See section 6.5.1.
12 A protocol for transmitting safety-critical machine data over standard Ethernet cables. This FSoE (Fail Safe over EtherCAT) protocol simplifies wiring and reduces the risk of errors.
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.
GRI
GRI 401, 403, 404, 405, 410, 413, 418
Projects
Improve the culture of safety
• Achievement of ISO 45001 certification for the Elumatec Italia and Voilàp SpA plants
• General and role-specific training programme for supervisors and managers
• Dissemination of shared rules to ensure workplace safety
• "UniCircular" project
• ScanFit project
People training and development
Voilàp People: D&I
• General ESG training (e-learning and live sessions)
• Specific training (sustainable procurement, decarbonisation, and energy efficiency)
• "Study in Action" e-learning platform
• Establishment of a D&I strategy
• Tracking of gender diversity metrics
• Conduct of awareness initiatives on gender-based violence
Talent attraction and retention
Performance Management and Employee Incentives
• Shadow Board: Voilàb
• Increased collaboration with universities
• Achievement of ISO 45001 certification for 100% of the production plants in Italy and Germany by 2030
• Installation of PPE dispensers
• Implementation of the 2021–2025 Emilia-Romagna Regional Prevention Plan (RPP)
• Launch of the new Voilàp Academy
• Green Transition Training
• Increase of the succession plan coverage rate for key roles and activation of professional growth pathways
• Drafting of a Group-wide D&I policy
• Achievement of UNI/PdR 125:2022 certification by the end of 2026
• Increase in the % of women in managerial roles
• Development of policies for international mobility pathways
• Scaling-up of language training courses
Sustainability communication and heightened awareness among employees and stakeholders
• Launch of the new "VIP – Voilàp Important People" HR platform
• "Smart Working" pilot project
• Consolidation of the internal recruitment processes
• Group Remuneration Plan and MBO
• Creation of Sustainability Champions
• "Voilàp Zone" newsletter across the entire Group
• LinkedIn communication plan to share project updates
• "Sustainability" section on the corporate website
• Voilàp Single Use Plastic Programme
• Consolidation and expansion of the performance review processes
• Inclusion of sustainability targets by function in performance dialogue processes by the end of 2026
• Establishment of ESG-related MBO targets for top management by the end of 2027
• Issuance of a new Group Code of Ethics
• New corporate app
• New Group Intranet
• Sharing the Sustainability Report with the stakeholders
Improve IT and cyber risks supervision
Commitment to the community and territory
• Vulnerability Assessment and Penetration Testing (VAPT)
• Double-check procedure for suppliers’ IBAN to improve security in administrative processes
• Establishment of a cyber threat detection and response service
• Compliance with the Network Information Security 2 and Cyber Resilience Act regulations
• Voilàp for Dynamo Camp
• Donation of an ambulance to the Red Cross
• Sponsorship of the "Carpi in Science" event
• Cyber risk training for 100% of employees by the end of 2025
• Full adoption of the OneTrust platform
• Preparation of a disaster recovery programme
• Quarterly assessments to monitor threats -
• Urban maintenance projects in the Municipality of Soliera -
6.3.1 Scope 1 and 2 Emissions: plan, investments and projects
Voilàp Group’s production model does not have any significant direct environmental impacts: the highest impact activities are outsourced, while internal operations are limited to assembly, testing, and commissioning of machinery, which primarily rely on electricity. The process with the highest environmental impact is the washing of components before spray coating, carried out at Emmegi S.p.A.’s Limidi plant, which uses methane gas and involves the use of solvents and chemicals. To mitigate the environmental impact, emission filtering systems and exhaust gas treatment units have been installed. Both operational areas also hold the required environmental authorisations, such as the Unified Environmental Authorisation (AUA), ensuring compliance with the current regulations and minimal environmental impact. At other Voilàp Group sites, there are no significant environmental issues, and practices increasingly emphasise sustainability, efficiency, and responsible use of resources.
Despite the relatively low environmental impact, in 2023 Voilàp launched a Decarbonisation Plan to reduce Scope 1 and 2 emissions, recognising carbon footprint reduction as a strategic driver for efficiency, innovation, governance, and risk management. The plan, based on a 2021 baseline, is structured around three core pillars: renewable energy, energy efficiency and the corporate vehicle fleet
In 2023, photovoltaic panels with a total nominal capacity of 1.5 MW were installed at the Limidi and Carpi plants, covering about 40% of the Limidi plant’s energy needs through self-consumption in 2024, and avoiding approximately 189 tCO2eq (1,872 GJ) in emissions. Including previously installed systems at Fiesco, Rimini, and Mühlacker, the Group now has over 8,000 square metres of photovoltaic panel coverage. 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 initiatives13
The shift to "green" energy contracts at the Group’s main commercial hubs began in mid2024 and is currently ongoing. As a result of these actions, the percentage of renewable energy in total energy consumptions increased from 4.8% in 2021 (baseline) to 86.6% in 2024. This figure is expected to rise further in 2025 with the inclusion of the consumption values from two Keraglass sites, the Emmegi plant in Vigolzone and the new elumatec Italia plant in Carpi, which also recently made the switch to green energy.
In 2023, the Group began installing domotic systems, starting with the Limidi plant, to enable: i) realtime monitoring of energy and gas consumption; ii) optimised control of temperature, humidity, and air conditioning; iii) efficient lighting management; and iv) real-time, energy-efficient operation of machinery and equipment.
The project, based on the adoption of a Building Management System (BMS), will be gradually rolled out across all Group production sites by 2027 to enhance energy efficiency and reduce waste. The system delivers an estimated energy savings of 30% by using algorithms that collect and analyse data on indoor and outdoor temperatures to intelligently regulate systems, ensuring high performance, optimal efficiency, and a comfortable working environment for employees.
Additionally, building insulation interventions were carried out at the Limidi plant to minimise heat loss, LED lighting was installed at the Emmegi and elumatec AG sites, and warehouse windows were added to increase natural light, reduce reliance on artificial lighting during the day, lower energy use, and improve comfort in the production areas.
The new elumatec Italia headquarter inaugurated on Via Tolomeo, Carpi (MO) Italy, stands out for its technology, efficiency, comfort, and sustainability features. Completed during the second half of 2024, this 5.700 sqm space was designed with a focus on transparency, with large windows overlooking the production area, ensuring complete visibility of the plant and promoting open communication between the offices and the factory floor. The site also includes a 3.500 sqm courtyard designed to enhance overall workplace comfort. Built according to the highest industry standards, the facility was designed to minimise environmental impact and maximise employee well-being through a range of innovative features:
• Optimised layout to maximise efficiency and safety
• Building Management System for smart management of lighting, air conditioning, and electrical equipment
• High-efficiency heat pump system with radiant floor panels for heating and cooling
• 1.270 sqm photovoltaic system capable of covering over 75% of the plant's annual energy needs
• Informative LEDwalls and totems in the production areas to keep employees informed about Group initiatives, including safety and environmental updates
• LED lighting to ensure energy efficiency
This facility represents the concept of Voilàp factory of the future — a model of technology, sustainability and employee well-being that will guide the development and renovation of all Group plants.
In 2024, approximately 50% of Voilàp Group’s Scope 1 and 2 emissions came from fuel consumption related to company vehicles and logistics. To address this, Voilàp added electric and plug-in hybrid vehicles to the company car list at the end of 2023, giving employees more sustainable mobility options. This complements the electric and hybrid vehicles already in use, along with charging stations installed at various sites, including Mühlacker and several commercial hubs (Benelux, Scandinavia, France, Germany, Czech Republic, and Romania).
Due to significant business growth, increased production capacity, the commissioning of the new cooling system at the Limidi plant, and expanded travel needs to support customers and suppliers, 2024 energy consumption reached 64,335 GJ — an increase of 5.5% from 2023 and 3.6% from the 2021 baseline figure.
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 method15
14 In order to ensure comparability across Scope 1 and Scope 2 components, energy consumption data are reported in gigajoules, as required by the GRI Standards. Source: UNFCCC 2021/ISPRA 2021.
15 Market-based emissions are calculated based on the origin of the electricity, including certified renewable sources either generated internally or purchased via contract. For Group companies without certifications, the location-based method is used, applying average GHG emission factors for the grids where the energy is consumed.
• Consumption optimisation
• Initial benefits of the domotic system • Building insulation improvements
• Purchase of certified green electricity (GO) for production companies
• Photovoltaic panels
which Scope 2 -
In fact, as shown in the chart, the total GHG emissions in 2024 decreased by 5.8% compared to the previous year and by nearly 29% compared to the baseline (in line with the 2023 forecast), primarily due to selfgenerated energy from photovoltaic systems and the transition to certified renewable energy contracts. Scope 2 emissions dropped by approximately 83% compared to 2021, and this figure is expected to improve further, as it still includes consumption from non-renewable sources at sites that became operational in 2024.
Total Scope 2 GHG emissions
Total Scope 1 GHG emissions
Total GHG intensity
Renewable energy and efficiency initiatives lowered the Total GHG Intensity from 19.1 in 2021 to 11.5 in 2024. The slight increase in emission intensity in 2024 compared to 2023 is attributable to the combination between the progress of the decarbonisation plan (expecially the commissioning of the new cooling plant) and the decline in revenues following the 2023 peak.
16 For the calculation of Scope 1 direct emissions, the DEFRA 2024 "UK Government GHG Conversion Factors for Company Reporting" were used for mobile and stationary sources; fugitive emissions were calculated using the "2006 IPCC Guidelines for National Greenhouse Gas Inventories".
17 The GRI Sustainability Reporting Standards allow for two Scope 2 calculation methods: “Location Based” and “Market Based”. For the calculation of Scope 2 emissions, both methods outlined in the GRI Sustainability Reporting Standards were applied. The Market-Based method considers CO2 emissions from electricity suppliers with whom the organisation has contractual agreements for the purchase of electricity, using supplier-specific emission factors. The Location-Based method relies on average emission factors for electricity
including
or national regions (source: 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 with the Location Based and Market Based methods are expressed in tonnes of CO2. The contributions of methane and nitrous oxide are negligible in total CO2-equivalent emissions, as supported by the relevant technical literature.
In 2024, Scope 1 emissions increased by 2.8% compared to the previous year, mainly due to fuel use by company vehicles, which account for nearly 50% of the total. Instead, emissions from stationary combustion continued to decrease, thanks to the efficiency measures adopted by the Group.
Voilàp remains committed to its decarbonisation journey with further projects and investments aimed at reducing its carbon footprint, lowering operating costs and decreasing dependence on external resources.
Planned Initiatives over the next two years include:
• Installation of charging stations at the Group’s Italian sites to promote the use of electric and plug-in hybrid vehicles and reduce the environmental impact of the corporate fleet;
• Establishment of a new heating plant at the Limidi site equipped with condensing boilers, replacing the traditional systems. This upgrade is expected to cut gas consumption by about 30%;
• Replacement of the cooling and heating units in several Limidi office areas with heat pump units powered by electricity from photovoltaic systems, enabling the gradual phase-out of methane gas use;
• Installation of new compressors equipped with inverters to be managed by the Building Management System.
To enhance the management of environmentally impactful processes, Voilàp has also developed a roadmap to certify all production sites in Italy and Germany to ISO 14001 standards by 2030. The first phase of this plan aims to achieve certification in 2025 for the Imecon and Elumatec Italia plants, as well as the offices of the Parent Company Voilàp SpA.
Within the framework of ESG criteria, the calculation of Scope 3 emissions is an essential step for comprehensively evaluating an organisation's environmental impact across its entire value chain. Scope 3 emissions cover all indirect emissions that occur outside the organisation's ownership or control but are linked to third-party activities in both upstream and downstream operations — for example, raw material suppliers, logistics providers, waste handlers, service vendors (such as travel and leasing), retailers, customers, and employees. Including Scope 3 emissions offers a broader and more realistic understanding of the total carbon footprint, extending beyond direct emissions (Scope 1) and energy-related emissions (Scope 2).
To accurately calculate Scope 3 emissions, the Greenhouse Gas Protocol (GHG Protocol) — the global standard — proposes two main methodologies:
• Activity-Based: this method uses specific quantitative data (e.g. material weights, distances travelled, fuel usage) to calculate the emissions associated with the value chain's activities more precisely. This approach offers greater accuracy, enabling targeted interventions and improvements;
• Spend-Based: this method allows emissions to be estimated based on the monetary value of goods and services purchased. This is the approach to be used in the absence of more accurate quantitative data.
In 2024 the Group expanded its environmental impact assessment to include indirect Scope 3 emissions in accordance with the GHG Protocol guidelines. In order to maintain calculation integrity and avoid double counting, the Group excludes from Scope 3 any emissions already reported under Scope 1 or Scope 2.
As part of its GHG emissions reporting initiative, Voilàp conducted a structured review of Scope 3 categories, adhering to the GHG Protocol framework18. The aim was to identify categories relevant to the Group’s organisational model, operational activities (primarily assembly), and global product distribution. The selection process also considered industry best practices, the Group’s ESG strategy and environmental materiality throughout the value chain.
Each identified category was assessed for materiality and assigned a calculation method, with priority given to the activity-based approach where data quality allowed.
1 Purchasing goods and services Yes Voilàp works with over 2.000 suppliers and considers the emissions from their processes as a significant component of its Scope 3 impact.
Direct procurement: activity-based, using weight and composition of materials.
Indirect procurement and services: spend-based, based on consolidated income statement data.
2 Capital goods Yes The Group holds long-life tangible assets that contribute emissions throughout their lifecycle.
3 Fuel- and Energy-Related Activities Not Included in Scope 1 or Scope 2 Yes
Emissions from energy production and transport not included under Scope 1 and 2.
4 Upstream transportation & distribution Yes Outsourced processing makes material transport a key emissions source in the product life cycle.
5 Waste generated in operations Yes Despite mainly carrying out assembly activities, with low waste volumes, Voilàp includes waste emissions to ensure comprehensive and transparent reporting.
6 Business travel Yes Operating globally with a widespread distribution network and international supply chain, Voilàp considers business travel a vital part of its operations, with a notable environmental impact.
7 Employee commuting Yes As a manufacturing group with over 1.600 employees, the emissions from daily commuting represent a significant portion of total indirect emissions.
8 Upstream leased assets Yes Some of the Group's operations rely on leased assets not included in Scope 1 or 2, which contribute to indirect emissions along the upstream value chain.
9 Downstream transportation and distribution Yes Voilàp generates over 80% of its revenue abroad. Distribution of finished products therefore constitutes a major source of emissions.
11 Use of sold products Yes This category was assessed as material, but its calculation will be included in 2025 for FY 2024.
12 End-of-Life Treatment of Sold Products Yes This category was assessed as material, but its calculation will be included in 2025 for FY 2024.
Spend-based approach, based on tangible assets increases in the consolidated financial statements.
Activity-based approach based on the fuel types used by the Group and energy consumed.
Hybrid approach, related to transport contract terms.
Activity-based approach, using data from GRI 306 disclosure.
Activity-based approach for all production companies.
Hybrid approach for commercial hubs due to inconsistencies in data availability and quality.
Activity-based approach, drawing on HR data regarding travel distances and transport methods.
Spend-based approach, considering relevant budget items, excluding those already included in Scope 1 and 2.
Hybrid approach, related transport contract terms.
15
Following this approach, Voilàp Group’s Scope 3 emissions baseline is presented below:
In 2023, the total Scope 3 GHG emissions amounted to 128,828 tCO2eq, with the most significant contributor being the purchase of goods and services, representing 86.32% of the total.
Voilàp will continue mapping Scope 3 emissions in 2025, expanding coverage to remaining categories and enhancing the methodology, underlying assumptions and data quality. The Group also aims to define specific emission reduction initiatives for each category during the 2025-2026 period.
Voilàp’s production processes mainly generate metal waste, such as aluminium and steel shavings, while cardboard, plastic, and wood mostly come from incoming material packaging. Waste management is carried out according to the regulations of the countries where the Group operates, driven by a commitment to environmental responsibility. Through ISO 14001 certification for its production sites (see paragraph 6.3.1) and Scope 3 emissions tracking, the Company aims to reduce waste generation progressively by optimising its industrial processes and resource use within a circular economy framework. Waste streams are regularly monitored to identify areas for improvement, reduce waste, and increase recycling and recovery efforts. Voilàp has also launched a project to recycle end-of-life personal protective equipment (PPE), such as gloves and safety shoes, to allow them to be transformed into new products made from recycled rubber. This initiative reduces non-recoverable waste and reinforces the Group’s commitment to circularity and sustainable material management.
In 2024, the Group generated 1,352 tonnes of waste, recording an 18% reduction compared to the 1,650 tonnes produced in 202319. This result is partly due to reduced production volumes (with revenue down approximately 11%) and partly to extraordinary scrapping campaigns for obsolete machinery and equipment carried out in previous years.
As for liquid waste, significant amounts of materials from the washing process were disposed of between 2023 and 2024. With this process completed in 2024, liquid waste volumes are expected to drop significantly from 2025 onward.
Consequently, while such interventions temporarily raised the share of hazardous waste20 (26% in 2024 versus 23.5% in 2023), their impact is expected to taper off in 2025, gradually returning to earlier levels.
A reduction in mixed or unsorted waste was also observed, thanks to stricter internal policies on waste separation and the growing environmental awareness fostered by local communities in areas where the Group operates.
19 Where waste data from certain commercial hubs were unavailable, the Group made informed estimates using Eurostat waste statistics on per capita waste generation in kg. It is worth noting, however, that this municipal office
20 See the Table in compliance with GRI 306-3 in the ANNEX.
Voilàp has finally introduced a Group-wide policy to phase out single-use plastics in the offices, encouraging the use of reusable canteens and biodegradable materials, and installing refill stations and dispensers for staff. As a result of these efforts, Voilàp recorded a 50% reduction in single-use plastic consumption across its offices in 2024 compared to 2023.
Although water use is not a core factor in Voilàp’s operations and all facilities are located in areas with low water stress, the Group actively promotes a responsible approach to natural resource management.
Water consumption within Voilàp Group is primarily domestic, including sanitation, irrigation of green areas, office needs and canteen services where applicable. In industrial processes, water is mainly used during material washing in the painting departments
Between 2021 and 2024, water consumption increased due to the opening of new production sites as part of the Group’s international expansion and growth in production capacity. Between 2023 and 2024, however, water withdrawals decreased significantly as a result of reduced production activity21 GRI 303-5:
Imecon uses water in its production process to wash the glass and aluminium components in its products. In order to reduce consumption and promote reuse, the company has invested in an advanced water management system.
Water filter for glass processing
Cooling water used in glass grinding is recovered, filtered, and reused through a system that automatically adjusts flow based on production needs. The separated silica is collected and disposed of as special waste, in compliance with the current regulations.
De-oiled water for washing aluminium parts
The water used for washing mechanical components is treated using an activated carbon separator, which removes oil and other pollutants. The purified water is then discharged into the sewer system, and the spent carbon is disposed of as special waste, in accordance with applicable regulations.
Rainwater is collected, filtered, and de-oiled before being discharged into the sewer system. The system operates automatically and includes a shut-off valve and a pump to control the release, with the filters undergoing annual maintenance.
21 In the absence of specific data on water consumption, the Company has made the most accurate possible estimation, using Eurostat water statistics on cubic metres consumption per inhabitant as a reference. Where complete data on water discharge was unavailable for certain Group companies and commercial hubs, values were estimated by applying the discharge-to-withdrawal ratio observed in sites with available documentation.
6.4.1
The supply chain plays a strategic role within Voilàp Group. As stated earlier in the report, the Group primarily carries out assembly and integration activities internally, while relying on external partners for other processing stages. As a result, incorporating ESG principles into Voilàp’s products and operations necessarily involves the active participation and evolution of its suppliers.
The Group’s supply chain includes two main categories: direct suppliers, who provide goods and services required for final products (e.g. suppliers of carpentry, electrospindles, pneumatic and drive systems), and indirect suppliers, who support business activities with non-product-related goods and services. In 2024, the Group collaborated with approximately 2,400 suppliers, with total procurement spending of approximately € 138 million — down roughly 20% from 2023, reflecting broader market trends — of which 59.1%22 was sourced from local suppliers23. In fact, the supply chain includes large multinational corporations, as well as smaller suppliers who contribute specialised expertise and offer greater flexibility. Geographically, the Group primarily sources from European industrial partners, with minimal reliance on non-European suppliers. However, since the Group predominantly sources semi-finished products such as steel, aluminium, light alloys, mechanical parts, automation systems and electronic components, it must carefully evaluate their impacts throughout the entire supply chain. This entails thorough assessments not only of first-tier suppliers but also of second- and third-tier partners, whose direct and indirect contributions to the services rendered by the Group may pose significant environmental and social risks, as highlighted in the Scope 3 emissions detailed in section 6.3.2. Although the supply chain is largely embedded in the European context — where environmental and social regulations tend to be more stringent — its inherent complexity demands ongoing attention by the Group. This requires constant monitoring and the responsible selection of partners to ensure compliance with environmental and social standards aligned with global sustainability and corporate responsibility principles. Given that key international supply chain partners are already making significant ESG progresses, creating a positive spillover effect for Voilàp’s own sustainability goals, the Group is strategically prioritising subcontracting in its investments and initiatives.
To ensure customer service excellence, minimise risks, maintain the highest quality standards and maximise procurement synergies, the Group holding company centrally coordinates and shares with local purchasing teams the guidelines and principles (including sustainability drivers) to be applied at the Group level.
Considering the structure described above, the integration of procurement and sustainability becomes a crucial element. In a highly outsourced value chain such as Voilàp's, procurement acts as a key driver in achieving sustainability goals and enabling the development of sustainable products, while ESG criteria allow for a more comprehensive evaluation of the supply chain, better risk management (e.g. respect for labour and human rights among direct suppliers, as well as 2nd and 3rd tier suppliers), and enhanced transparency, fostering stronger relationships and partnerships.
For these reasons, the Group has begun gradually integrating sustainability into its procurement processes, aiming to complement traditional supplier selection and evaluation criteria (such as financial rating, pricing, quality, delivery, and flexibility) with new ESG parameters related to net zero, circularity and traceability. This path is structured around 3 key actions:
• Assessing new suppliers based on their ESG initiatives and, when all other conditions are equal, giving priority to those demonstrating a concrete commitment to sustainability;
• Exploring new procurement solutions that, without altering other variables, allow for lower environmental impact;
• Engaging and supporting existing suppliers that have not yet adequately addressed sustainability, in a context of transparency and collaboration.
To support these goals, the Group began by providing dedicated training to its procurement teams on sustainable purchasing. In 2024, 100% of Buyers and Purchasing Managers across the Group completed a 16-hour course delivered by ADACI24, gaining a solid understanding of sustainable procurement regulations and the tools for integrating ESG considerations into supply chain evaluation and contracting.
Voilàp also implemented a governance model for sustainable procurement by establishing a central Steering Committee (hereinafter “Steer.Co.”), consisting of the procurement heads from each brand and the sustainability team. This committee is responsible for i) defining sustainable procurement projects aligned with Voilàp’s strategic priorities, the regulatory developments, and the market trends; ii) guiding their implementation at both the strategic and operational levels; and iii) overseeing every project at both the strategic and operational levels. The Steer. Co. meets monthly and involves operational teams as needed to carry out specific project activities.
One of Steer.Co.’s first actions was to revise the Group’s procurement procedures to incorporate
22 Although these analyses are conducted across all the Group companies, the data presented refer specifically to the main manufacturing entities — Emmegi S.p.A., elumatec AG, Keraglass S.r.l., Imecon S.r.l., elumatec Italia S.r.l., and Emmegi Suzhou Co. LTD. — in order to provide a more meaningful representation of the industrial supply chain. Purchasing by the commercial hubs and the remaining production site in Bosnia is almost entirely sourced from intra-group purchases, with the remainder sourced locally.
23 Local suppliers are defined as those operating within the same region as the company.
24 the Italian Association for Procurement and Supply Chain Management.
ESG criteria into supplier evaluation and management. This included the launch of, in 2024, an annual ESG assessment of the entire supplier base for the Group’s major manufacturing companies25, aimed at tracking the supply chain’s ESG performance and progress. After having segmented the supplier base, an online survey divided into three sections was distributed, covering environmental, social, and governance aspects. The ESG Office reviewed the collected responses using a structured, validated scoring system, and assigned each supplier an ESG Score to determine their level of ESG Maturity.
Based on the assessment outcomes, the Steer.Co. identified priority suppliers for improvement planning, with actions jointly defined and monitored by the ESG department and the procurement teams. If no progress have been made within the agreed timeframe — also considering the Supplier Code of Conduct signed and shared with suppliers in 2024 (see Section 5.2) — the Company reserves the right to reconsider the supplier relationship and explore alternatives more aligned with its sustainability goals.
For the first time in 2024, the Group conducted an ESG assessment of suppliers active in FY 2023. Participation levels were positive: approximately 68% of 2023 procurement value was covered, representing 16% of suppliers assessed. Coverage increased to 83% when considering only strategic suppliers26 and exceeded 70% for leverage suppliers27. The analysis identified approximately 140 suppliers as potentially associated with negative impacts along the value chain, based on the nature of their work and the products supplied to the Group. As a result, the Steer.Co. held 6 meetings in 2024 with selected strategic suppliers — chosen based on collected data and ESG Scores — to discuss ways to reduce products’ carbon footprint and/or to promote deeper engagement with ESG topics. It is worth noting that, following the ESG assessment, no contracts with the participating suppliers were terminated. Qualitative analysis of the data also revealed the main current and potential negative impacts across the supply chain. In particular, critical issues related to energy use and emissions (i.e. suppliers’ Scope 1 and Scope 2 emissions) were identified, which directly influence the carbon footprint of the Group’s products. Further areas of focus include safeguarding health and safety at the workplace and ensuring respect for human rights throughout the supply chain. These areas have been identified as priorities and will be addressed through dedicated supplier engagement and monitoring initiatives aligned with the Group’s strategic sustainability and decarbonisation goals.
To enhance integration between economic and ESG variables, the ESG Score and ESG Maturity KPIs have been incorporated into the supplier master data within the company’s ERP system, ensuring the procurement teams are able to access this information and track progress year over year.
Through this structured process, Voilàp guarantees a consistent and effective approach to supplier ESG assessments, fostering a more transparent, responsible, and sustainable supply chain. Although the Group has not yet applied ESG criteria in a structured and binding way to supplier selection, it intends to begin doing so in 2025, through:
• The integration of ESG variables into the selection process or new suppliers using existing tools;
•The establishment of minimum ESG Score thresholds below which suppliers are deemed ineligible or required to enter a formal ESG improvement programme.
This process will be reviewed and refined over time in line with the Group’s procurement plans, which include further digitalisation of supplier evaluation and the development of a comprehensive vendor rating system that fully incorporates ESG criteria
To encourage greater supplier engagement with sustainability and promote active participation, Voilàp plans to host its first supplier day in 2025 — an opportunity to share the Group’s vision and strategy with strategic partners and explore how to tackle future challenges together.
6.4.3 Sustainable procurement in the product
As outlined in the previous section, one of the pillars of Voilàp’s sustainable procurement strategy is the identification of new sourcing solutions that will allow for products with a progressively lower environmental impact, without compromising on other criteria. In this context, Voilàp signed two significant partnerships in 2024 for the supply of lower-impact materials.
As of 1 June 2024, Voilàp began purchasing certified green steel for its products, with zero net Scope 1 and 2 emissions. This steel, procured by Imecon, achieves a reduction in carbon intensity from 2,100 kg CO2 to 133 kg CO2 per tonne by using electric furnaces, renewable energy, post-consumer scrap, and process
25 This process involved: Emmegi S.p.A., elumatec AG, Keraglass S.r.l., Imecon S.r.l., and elumatec Italia S.r.l..
26 Suppliers with high spending and limited substitutability, as identified through the Kraljic matrix.
27 Suppliers offering more substitutable products or services to the Group, but with significant purchase volumes, according to the Kraljic matrix.
innovations. The remaining 133 kg CO2 is offset through certified carbon credits supporting reforestation projects. In the initial phase, Imecon fully replaced its 2024 steel requirements — about 50 tonnes — with zero-emission steel.
Emmegi - Green Aluminium
Voilàp signed a new partnership for the purchase of aluminium raw material with a high recycled content and improved production processes, resulting in emissions of approximately 5.66 kg CO2eq per kg of aluminium — roughly 3 times less than of the global average. In the first phase, started in October 2024, Emmegi replaced about 25 tonnes of recycled aluminium in its supply chain.
As steel and aluminium are the Group’s primary materials, similar partnerships are expected to be extended to other companies within the Group to support the development of low-carbon products. Since the launch of its sustainability journey, Voilàp has also implemented other procurement-related initiatives:
• Since September of 2023, the refrigerant cutting oil has been replaced with a non-toxic, biodegradable plant-based alternative. This new oil offers the same cutting performance of the machines, with lower environmental impact. It also guarantees minimal product residue, improved part cleaning times, and is transparent and odourless. Initially applied to Emmegi and Tekna products, the solution will be gradually extended to the Group’s other production sites as well;
• The use of "oil-free" tools and blades has increased, reducing cutting oil consumption and enhancing the value of the finished product by avoiding contamination. This shift has also decreased cleaning times and limited the use of compressed air;
• New types of certified cutting blades with higher efficiency and reduced energy consumption are being researched and tested.
Given the large and heavy nature of the Group’s machinery, procurement-related environmental impact also extends to packaging use. In 2024, Voilàp purchased over 520 tonnes of packaging, a 23% reduction from 2023, consistent with the overall business trends. Voilàp follows a packaging management model focused on reduction and reuse. In fact, the production companies provide centralised packing and ship the products either directly to their customers or to commercial hubs, which then reuse the packaging. Consequently, the majority of the packaging impact is generated by Emmegi S.p.A., elumatec AG, and Keraglass S.r.l.
Over 83% of the used packaging consists of wood — mainly pallets — of which over 95% is recyclable; currently, only around 5% consists of recycled material, with efforts underway to increase this share while maintaining transport safety. In 2024, the Group introduced a paper-based packaging machine to replace plastic (bubble wrap) and, through closer collaboration with its main Italian packaging partner, is working to gradually increase its share of FSC-certified pallets. At the same time, the Group is optimising pallet management to foster a culture of reuse and waste minimisation.
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 — where machines and automation systems communicate seamlessly through advanced software, sensors and intuitive human-machine interfaces (HMI), ensuring operational efficiency and continuous improvement;
• Smart — connected, reliable and increasingly manageable remotely, reducing manual intervention and enabling deeper integration with robotics;
• Excellent — in terms of both performance and quality relative to the market standards, and in industrial design, with operatorcentred solutions developed by an in-house style centre, enhancing ergonomics and the user experience, down to even the slightest details;
• Sustainable — designed to uphold the highest standards of health and safety while minimising energy consumption and environmental impact across the entire product life cycle.
With this in mind, in 2024 Voilàp Group and all its brands embarked on a structured programme to reduce the environmental impacts of their solutions, integrating ESG criteria into both the development of new products and the ongoing enhancement of existing ones. The key areas of intervention include:
• Reducing the machines’ electrical and pneumatic energy consumption;
• Choosing more sustainable and certified raw materials and semi-finished goods;
• Classifying and certifying machine consumption and environmental footprint to identify new efficiency opportunities;
• Developing smart, interconnected machines that support predictive maintenance, ongoing improvements and life cycle extension.
Through innovation and responsible design, the Group aims to deliver new smart, sustainable and highperformance solutions that generate added value for customers.
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:
EMMEGI and ELUMATEC:
In 2024, Emmegi and Elumatec joined forces to invest significant resources in product development. The resulting projects have underscored their commitment to the Group's technological advancement through structured planning and strategic collaboration. In particular, the Group’s two flagship brands focused on several key innovation areas:
• Introduction of standby mode for energy-intensive components, aimed at significantly reducing energy waste during machine downtime and boosting overall system efficiency;
• Adoption of an innovative spindle ventilation system, automatically activated based on temperature, to optimise energy use and improve machine thermal regulation;
• Gradual transition to machines equipped with electronic drives rather than pneumatic systems, thereby reducing compressed air usage and overall energy consumption;
• Mapping of mechanical accuracies to drive continuous improvement and reduce customer waste. This project was carried out in partnership with leading research institutions to ensure scientific rigour;
• Introduction of real-time monitoring systems for machine consumption and operational status;
• Prototype testing, which led to machine structural simplification, significantly cutting the number of components and streamlining electrical configurations in cabinets, enhancing production efficiency and industrial design;
• Implementation of servomechanisms in place of pneumatic components or manual adjustments on select machines, including the +Quadra. This solution enabled substantial reductions in pneumatic energy consumption and setup-phase waste, while boosting customer productivity;
• Optimisation of moving mass weights to support faster, more precise and energy-efficient movements;
• Optimisation of finished product logistics by reducing the number of parts shipped separately and favouring the use of standard rather than exceptional transport methods;
• Improvement of electrical specifications to elevate the quality and safety standards of components supplied by panel builders.
Also launched in 2024 was Elumatec’s new SBZ 145—the Group’s most advanced 5-axis machining centre. This flagship model reflects Voilàp’s technological leadership and introduces several innovations aligned with the Group's sustainability goals:
› A cabin made from low-carbon steel, as detailed in section 6.4.3;
› An energy recovery system that captures energy from spindle and motor braking, storing and reusing it for axis movement in a closed-loop process that reduces overall energy demand;
› Work cycle optimisation through automation of complex tasks such as tool assignment, collision detection and automatic vise positioning, maximising flexibility, productivity and safety.
The growing adoption of eco-sustainable solutions in the market is driving the development of new hybrid profiles, combining the use of various materials. Someco, the Voilàp brand specialising in PVC profile processing systems, actively supports this transition with highly flexible solutions capable of welding any type of profile, enabling customers and manufacturers of all sizes to:
› Produce doors and windows using Seamless technology, in accordance with the European standards for PVC window corner finishing;
› Manufacture multi-material doors and windows in PVC, hybrid, or aluminium with a PVC core or thermo-fibre systems, regardless of the material composition (virgin, hybrid, or 100% recycled), thus supporting circular economy principles across the entire production chain.
It is also worth noting that Someco’s solutions are designed to rely almost entirely on electronic rather than pneumatic drives, providing customers with lower energy consumption.
Keraglass, a Voilàp Group company specialized in glass processing, provides comprehensive solutions, ranging from individual machines to complete systems, including customised proposals for tempering, annealing, laminating (EVA - PVB lines), screen printing, painting, and glass drying. Boasting an in-house R&D lab and solid technical expertise, Keraglass is deeply committed to innovation with a focus on customer satisfaction. This commitment is reflected in the launch of two new product lines between 2023 and 2024:
• Vivida, a high-definition digital printer using ceramic ink, specifically designed for printing any type of image on glass sheets. A dedicated hydraulic system ensures continuous ink circulation, while a set of filters removes impurities and air bubbles, preventing nozzle blockages while eliminating downtime almost entirely.
• Klass, a sorting system that uses automated processes for handling and storing glass and integrates seamlessly with downstream production lines. Its modular design meets the specific needs of each facility, efficiently managing glass flow. Developed through continuous R&D investment, Klass enhances operational efficiency, plant stability, production consistency and flexibility, and space utilisation while reducing manual intervention, resulting in a higher-quality final product.
Given the high energy demands of the ovens, and in alignment with Voilàp Group’s ESG goals, in 2024 Keraglass began developing innovative technologies to boost energy performance, including:
• A smart oven self-regulation and energy-saving system that uses integrated sensors to ensure the heating elements are only activated when glass is present. When the material is absent, the system switches to standby, ensuring temperature uniformity and considerable energy savings;
• Enhanced thermal insulation using multiple layers of eco-friendly material on all sides of the chamber, retaining more of the heat generated by the resistors inside the oven, reducing heat dispersion, and maximising energy efficiency;
• A continuous electricity monitoring system with network analysers in each switchboard, measuring and transmitting real-time data to the oven management system and enabling remote access via integrated connectivity;
• Optimisation of the air partialisation system for the tempering and cooling phases: Keraglass has designed a special valve that only opens during quenching and cooling. During ramp-up, on the other hand, which can last up to 40 seconds, the valve remains fully closed, minimising unnecessary energy use and air intake inside the quenching cab. When smaller-than-maximum glass charges are processed, the final cooling area is sealed off, reducing the total blowing zone, and consequently decreasing the energy consumption.
In 2024, Voilàp assessed the Product Carbon Footprint (PCF) of the products manufactured by Imecon — its digital signage solutions company — using the Life Cycle Assessment (LCA) method. The analysis revealed that the average carbon footprint is 3.79 tonnes CO2eq per totem (average by model) and 0.94 tonnes CO2eq per ribbon (average by model).
With the aim of extending products’ life cycle, reduce their environmental impact, and maintain high quality for customers, Imecon offers refurbishment services based on the modular design of its devices. This approach enables scheduled maintenance and upgrades of installed units, maintaining performance and functionality. According to the PCF results, this approach can reduce CO2eq emissions by up to 90% compared to full product replacement.
The 2025 roadmap for product sustainability
Starting in 2025, Voilàp Group will pursue a structured pathway to enhance sustainability throughout the life cycle of its products through two main strategies:
• Measurement of the environmental and energy impact of the machinery in alignment with Industry 5.0 principles, by adopting the LCA methodology and issuing Environmental Product Declarations (EPDs). This process will enable the objective quantification of environmental impact and the identification of improvement areas to generate shared value with customers. In the first half of 2025, this activity will focus on three Emmegi and Elumatec machining centres. In the second half, it will be extended to the Keraglass range, with further expansion based on strategic priorities, market demands, and development potential.
• Go on with the 2024–2027 ESG roadmap, focusing on energy-efficient products and heightened safety standards to promote a sustainable and responsible evolution of the Group’s technological offering.
Developed internally through collaboration between the Motiqa competence centre and other departments, and launched in 2024, Voilàp Connect is the Group’s new IoT cloud platform that enables real-time monitoring of machines, energy and pneumatic consumption, and production status from anywhere, effectively supporting ESG initiatives. Voilàp Connect allows users to:
- Improve machine performance by tracking consumption, status, and production load;
- Optimise operating efficiency by identifying critical downtime periods and analysing root causes of reduced productivity;
- Access detailed insights into machine components to support predictive maintenance and servicing.
In line with the Group's ESG targets, Voilàp Connect includes a feature that displays CO₂ emissions generated during machine operation. This functionality enables users to:
• Monitor real-time emissions and consumption, promoting efficiency measures;
• Generate valuable data for stakeholders and regulatory compliance, addressing the growing emphasis on sustainability.
Already installed on numerous Emmegi and Tekna machining centre models, and thanks to the synergy between the development teams, manufacturers can now immediately analyse machine data post-production and compare it with data collected during customer use. This comparison provides insights into how usage patterns influence machine performance, enabling the monitoring of wear over time. Looking ahead, the analysis of the collected data will allow for the development of new features powered by artificial intelligence tools. In fact, algorithms will be created to accurately estimate component wear and optimise machine usage, delivering added value to customers and enhancing product competitiveness. Voilàp Connect represents the ultimate expression of how the Group’s blend of industrial, digital and IoT expertise can drive exceptional results.
V-Layout is a proprietary digital solution designed to support customers in configuring their production layouts, offering both 2D and 3D visualisation of Voilàp plants and machinery. In 2024, the tool was calibrated for Emmegi, elumatec, Tekna and Someco products, and will soon be extended to include Keraglass ovens. Available for both PCs and tablets, V-Layout is a multilingual platform through which Voilàp actively supports and guides customers in developing their smart factories. The tool is also of great internal value, used by production departments to define material flows and movements.
With the goal of connecting producers and end users across a wholly integrated B2B2C supply chain, Voilàp — through its company Voilàp Digital — is transforming the retail sector with its Smart Stores. Voilàp Stores merge the physical and digital worlds, offering an immersive, customized experience in the world of doors and windows. The journey begins with an interactive questionnaire (called "Lasciati Guidare"), which collects preferences, habits and household data. Based on this input:
• The customer receives a customized proposal, supported by physical samples and 3D renderings of the product in their home setting;
• The system guides users through all stages of the purchasing process — ordering, logistics, pre-assembly, delivery and installation — ensuring end-to-end value chain control.
This solution provides manufacturers with significant economic and sustainability benefits, eliminating the need for large showrooms in favour of a compact, fully digital space that still delivers a complete customer experience.
Integrating sustainability into the Voilàp Store context means incorporating sustainability:
› into the concept, offering a completely digital and sustainable customer experience, both online and instore;
› into the product and service portfolio,highlighting sustainability-related features and criteria;
› into the design, , by choosing sustainable buildings for new locations, focusing on energy efficiency, available materials and certifications (e.g. BREEAM, LEED), and green IT solutions.
In this regard, the Group has undertaken the following actions since initiating its sustainability journey:
• Improvement of the online questionnaire during the purchasing phase to better reflect sustainabilityrelated product attributes;
• Introduction of two environmental indicators — energy savings and material sustainability — based on thermal transmittance, recycled/recyclable content, and product/material certification availability;
• Procurement of 100% certified renewable energy to power the Milan and Bologna shops;
• Implementation of a cloud-based, multilingual digital signature system to manage all Voilàp Home transactions.
In conclusion, the integration of product and IoT innovation, sustainable procurement, and process optimisation enables Voilàp to offer solutions that are not only high-performing, integrated and intelligent, but also sustainable — reinforcing its leadership in industrial and smart factory technology.
Voilàp Group fosters a culture of quality rooted into operational excellence, customer focus and ongoing innovation. Quality is regarded not as a separate function, but as a core value that permeates every stage of the value chain — from design to production, delivery, and after-sales support. The objective is to deliver increasingly reliable, high-performance solutions that meet the international standards and reinforce the Group’s global reputation and competitiveness.
All Group companies implement digitised systems for integrated quality management, relying on systematic process control, operational traceability, and continuous performance monitoring. Products undergo multi-stage quality checks, depending on complexity, using structured checklists to verify functionality, safety and compliance prior to shipment. Reinforcing this commitment to quality, Emmegi S.p.A. and Imecon S.r.l. are already ISO 9001 certified, while Voilàp S.p.A. and elumatec Italia have begun the certification process, aiming for completion in 2025 and 2026, respectively. The systems adopted include inspections on incoming materials, in-production checks, and final testing on finished products, supported by tools for analysing non-conformities and customer complaints to drive
continuous improvement. To further enhance process and product quality and efficiency, the following initiatives have been introduced:
• expanded implementation of the Lean methodology across all production departments and in the transformation of Emmegi S.p.A.'s supply chain, targeting optimised workflows, reduced wasted resources and improved efficiency;
• development of the MES-IoT system, an advanced platform for monitoring and managing production times and flows. This system, launched in 2023 at the Limidi plant, will later be rolled out to other Group facilities;
• establishment of a pilot Logistics Hub to streamline production line feeding, improving material handling and productivity;
• adoption of new design management tools to improve collaboration, communication and coordination across teams, supporting innovation and continuous process improvement.
At Group level, shared KPIs have been introduced to monitor process effectiveness and customer satisfaction, covering areas such as warranty claims, installation evaluation and spare parts management.
Internal audits are also conducted regularly to verify that all business operations meet the defined quality standards.
All Voilàp products are evaluated for health and safety impacts, ensuring full regulatory compliance prior to market release, and providing operators with the necessary training. In 2024, there were no recorded incidents of non-compliance with regulations, standards or voluntary codes regarding the health and safety impacts of products or their labelling and disclosures. Reports received were solely due to improper equipment use by operators, with no impacts attributable to documentation or design flaws. No major non-conformities were reported in previous years either.
All Group companies ensure full regulatory compliance for products placed on the market, in accordance with the EU Machinery Directive 2023/1230, the main European legislation concerning safety of machinery. In compliance with this directive, the Group is committed to:
• Designing and developing products that meet the essential health and safety requirements, preventing risks throughout all stages of the machine life cycle — from commissioning and use
6.5.3
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 product non-conformities, all Voilàp Group brands have adopted specific procedures to identify and resolve any issues — technical or safety-related — found in the products sold. Thanks to ticketing systems and Voilàp’s strong market presence, customers have several ways to report issues. As the Group's machines are networkenabled and equipped with IoT systems, technicians can often perform remote diagnostics, monitor key performance data via dashboards, and resolve problems without requiring on-site visits, reducing downtime and improving operational continuity. With the full deployment of Voilàp Connect (outlined in section 6.5.1), predictive maintenance will become
to maintenance;
• Providing users with operation and maintenance manuals, compliant labelling, and safety data sheets, aligned with the regulations of the countries where the products are sold. The technical documentation includes clear, complete, and consistent instructions based on the manufacturer’s risk assessment, ensuring safe and responsible usage. The handbooks also include information on hazardous substances, where applicable, supporting transparency and operator health protection;
• Verifying that all components used in manufacturing — whether electronic, electrical, pneumatic or structural (metalworks) — comply with applicable safety requirements. Component and device metal quality is a key element in the risk assessment required by Annex I of the Directive, as it directly impacts the machine overall safety;
• Designing and building machines to minimise the risk of exposure to hazardous chemical substances, thereby safeguarding user health.
In this regard, 100% of Group products are assessed for compliance with the directives and procedures indicated above.
possible, enabling proactive action before faults occur. When non-conformities are related to design or production and cannot be resolved by the support team, they are reviewed in weekly cross-functional technical meetings involving all the relevant company departments.
At the end of the warranty period, Voilàp offers customers service contracts, which may include preventive maintenance visits to keep their machines running properly and reduce potential downtime.
As a rule, Voilàp guarantees service availability, spare parts, and technical support for a minimum of 10 years, including upgrade options. Machines over 15 years old are still supported, depending on component availability.
To reduce downtime and support component reuse, the Group has implemented an efficient and sustainable system for spare parts and repairs. When a customer experiences component failure, Voilàp offers a reconditioned replacement and collects the faulty part, which is then refurbished in-house and returned to stock for resale. The Group has specialised expertise in electrospindles repair, supported by a dedicated department. In 2024, 161 electrospindles installed on Emmegi, elumatec, and Tekna machines were successfully repaired:
At the same time, to extend the life of older machines, the Group also develops retrofit kits that replace outdated components with improved versions, enhancing performance and efficiency. CNC kits are particularly popular (approximately 40 in 2024), allowing advanced software to run on older machines.
Thanks to these services, the Group’s after-sales division generates the following turnover:
and PVC profile categories were recovered units28, for a total of around 205 tonnes.
In 2023, a major After-Sales reorganisation project was launched to harmonise regional structures, improve service quality and strengthen the Group’s leadership in after-sales support. The new model includes local teams with specialised skills, ongoing training through an internal Academy, and digital tools to make services more efficient, sustainable and responsive to customer needs.
Planned projects for the next two years include:
1. development of a Customer Portal (2025/2026), allowing customers to view their machine fleet, submit service requests, track repairs, access technical documentation, and monitor machine status in real time;
With a constant focus on sustainability and added value for the customer, the Group also invests in the used machine segment, offering solutions ranging from direct sales to refurbishment and upgrades. These services ensure high performance at competitive costs and maximise the useful lives of the machines and components. In 2024, approximately 4% of machines sold in the aluminium
2. creation of an internal Academy (2025/2026) to provide advanced and well-organised high-level training to field engineers and call centre staff through in-person and online technical courses, internal training content, customer education, and structured career development pathways;
3. implementation of an AI-based Proof of Concept (POC AI – 2025) to explore new service opportunities and enhance the customer experience;
4. development of a Group-wide CRM for collecting and managing all customer reports and complaints.
6.6.1 Voilàp People: diversity, inclusion and equal opportunity
Voilàp isn't just a name — it reflects the identity of our people. Integrity, talent, flexibility, speed, excellence, attention to detail and a desire to surprise: these distinctive characteristics are what define Voilàppers, the beating heart of the Company. The Group’s HR strategy is therefore aimed at enhancing these qualities, fostering a safe, respectful and inclusive working environment. It's an environment where each individual can realise their full potential and contribute to the pursuit of excellence. The Group strongly believes that diversity is a resource, and that true innovation is born by embracing it.
In line with these principles, the Group ensures the protection of all workers' rights, as also reaffirmed in the Code of Ethics29, including fair pay, working conditions that protect employee well-being, and freedom of association and union rights30
Voilàp promotes and is actively developing concrete initiatives to recognise and celebrate diversity, including transparent career paths based on shared competencies, tailored work experiences, and support for different lifestyles and needs through corporate welfare services. Encouraging the exchange of different perspectives fosters constructive dialogue and sparks new ideas, strengthening teamwork and the ability to adapt to change.
As of 31/12/2024, the Group employed 1,659 people, including 1,354 men, 257 women, and 48 external and temporary workers. This figure remains stable compared to 2023, but shows a 13% increase since 2021, primarily due to the opening of new production sites and commercial hubs. 97% of employees hold permanent contracts, while 4.5% work part-time, of whom nearly 60% are women.
28
29
30 86% of the Group’s workforce is
Geographically, 40.3% of employees are based in Italy and 29.2% in Germany — home to the headquarters and major production facilities — followed by the rest of Europe (19.7%), Americas (5.2%) and Asia (5.2%), with a significant presence at the Suzhou plant in China.
The majority of employees are aged between 30 and 50 (49%), with 35% over 50. The number of employees under 30 has risen to 249 in 2024, reflecting a 2% increase compared to 2021. The Group is actively pursuing generational renewal, starting with its holding and digital companies.
If we consider female presence, women make up 16% of the overall workforce. In managerial roles, women represent 10.3%, while in income-generating roles31 their share is 5.4%. Among office staff, women hold 28.7% of managerial roles.
While the Group recognises the value of gender diversity and collaboration, it remains affected by global industry trends of low female representation. Acknowledging this imbalance and the need for cultural transformation, the Group is committed to reducing the gender gap, particularly in managerial and administrative areas, while ensuring equal opportunities.
To support this, in 2024 Voilàp Group launched the Women at Business initiative — a digital platform providing training and recruitment services exclusively for women, with the goal of promoting female talent across all roles and industries. In the same year, a meeting on gender-based violence and the Code Red protocol32 was held, focusing on the family environment. The initiative aimed to raise awareness among employees and provide tools to identify signs of violence and inform them about legal protections, with support from law enforcement.
In this area, the company has planned the following initiatives for 2025-2026:
• Membership in non-profit organisations and foundations focused on preventing violence against women and promoting a culture of respect, inclusion and gender equality. Through these memberships, Voilàp aims to establish a structured programme that includes training, experiential workshops, awareness campaigns and psychological support for male and female employees. The goal is to create an inclusive and safe environment that embraces diversity and combats stereotypes, discrimination and violence, with special emphasis on engaging younger generations;
• Implementation of a gender gap monitoring system, focusing on pay gaps, to identify issues and take concrete steps toward equal pay among men and women;
• Initiation of the UNI/PdR 125:2022 certification process as a formal commitment to gender equality and an inclusive, responsible workplace culture
In 2024, the Group recorded 181 new hires (149 men and 32 women) and 189 departures (161 men and 28 women), resulting in a positive turnover rate of 10.9% and a negative turnover rate of 11.4%33, reflecting organisational dynamism in a growing and constantly evolving environment.
31
32 which was attended by 2% of employees.
33 These figures also include external and temporary
Finally, Voilàp fosters an inclusive working environment where everyone can realise their full potential, regardless of personal circumstances. In this regard, the Group is committed to employing people with disabilities and those from protected categories, recognising diversity as a source of human and professional enrichment. In 2024, 3.6% of the workforce fell into these categories: 5 employees belonging to protected categories and 54 with disabilities (22 white-collar workers, 28 blue-collar workers, 2 managers, 2 external workers).
In this context, the Group is actively working to improve the quality of life for all employees through various welfare initiatives. Among these, the Group offers:
• The Italy Referral Programme: an initiative encouraging employees of Voilàp’s Italian companies to refer suitable candidates for open positions. This initiative increases the likelihood of hiring professionals aligned with the Group’s values, culture and objectives, as recommendations come from trusted "Ambassadors" with direct company experience. These Ambassadors receive a € 1,000 bonus for each referred candidate who is hired and successfully completes their probationary period;
• The Bike-Leasing Programme: production employees at elumatec AG are able to lease bicycles for work and personal use by converting a portion of their gross salary. This initiative offers savings of up to 40% on the chosen bicycle, along with tax benefits, and promotes a healthy and environmentally conscious lifestyle;
• Smart Working: for some Group companies, in 2023 Voilàp introduced a two-day-a-week remote working model. The initiative aims to offer greater flexibility and improve work-life balance, especially for employees facing long or costly commutes;
• MetaSalute: the supplementary healthcare plan under the national metalworkers’ agreement, allowing employees access to free or subsidised healthcare services through affiliated providers, supporting prevention and well-being;
• Canteen service
Talent development, professional growth, active listening and motivation are key levers in building an organisation equipped to meet the challenges of today, and anticipate those of tomorrow. For this reason, in 2023 the Group launched a new talent management strategy designed to align with its business goals and unlock the full potential of all the Group's employees.
The key pillar of this strategy is the VIP (Voilàp Important People) digital talent management platform introduced in 2024, which offers a unified,
digital and personalised experience.
VIP centralises key global HR processes: from personal data handling and goal setting to performance reviews, career planning and succession management. Every employee can update their talent profile, view salary and organisational data, access news, and connect to HR-related platforms. Managers play an active role in their team development, guiding the performance cycle and first-hand collaborating on goal setting and evaluation.
At the heart of the VIP system is the Performance Dialogue process, which provides Voilàppers with structured, annual feedback and development discussions with their managers. The model integrates measurable objectives and behavioural assessments based on the "Voilàptitude" framework, offering a clear and comprehensive view of each individual’s contribution, and encouraging meritocracy, accountability and growth. In 2024, this process was implemented for the first time, with over 500 employees completing their performance reviews and receiving structured feedback on their work at the Company and their professional development34
The VIP system also includes a simplified annual review process for over 400 blue-collar employees, bringing the total number of employees undergoing performance reviews in 2024 to 991.
The new HR system also promotes internal mobility as a way to enhance diversity and individuality, while meeting strategic needs across the Group. With global visibility of job openings and continually updated skills in the system, every employee can apply or be invited to apply for internal roles, unlocking new growth opportunities, even in different geographical locations or business units.
Nevertheless, the Group aims to increasingly incorporate ESG factors into its performance management systems, following a structured 3-step approach. The first step, already implemented through the launch of the VIP platform, included:
• the inclusion of sustainable best practices among the behaviours assessed in the Voilàptitude model;
• a recommendation to managers to incorporate ESG targets into their "goal-setting" processes.
In this regard, 37 employees, including 7 managers, were assessed in 2024 based on the sustainability objectives set by their respective supervisors.
Over the next two years, the goal is to integrate
This approach enables a true match between organisational needs and individual aspirations, fostering motivation, belonging, and retention of valuable skills within the Group; it also helps managers identify high-potential talent, shape development pathways and design succession plans that are inline with the Group's strategies.
The culture of continuous performance improvement and goal-oriented work is further supported by the Group’s MBO (Management by Objectives) system , defined by an internal procedure outlining its criteria, participants and application methods.
The MBO system links part of the variable compensation to the achievement of individual and organisational goals, and is mainly applied to executives, managers and strategic figures within the Group. In 2024, 123 employees fell under the MBO system, 46% of whom were managers or middle managers, making it an important tool to align performance with strategic objectives and reward results. The objectives considered in the MBO system are linked to economic and financial performance, as well as other specific individual goals; however, there are currently no formal procedures in place to assess board members' performance in relation to the management’s impact on the economy, the environment and people.
34 Elumatec AG will be integrated into the system starting in 2025.
specific quantitative and/or qualitative ESG indicators — developed jointly by the HR departments and the management — first into the performance dialogue and goal-setting processes, and later into the MBO system.
The Group also intends to further reinforce its Talent Management strategy with a formal succession plan, designed to increase key position coverage and establish tailored development paths, thereby ensuring continuity and readiness in case of organisational changes or vacancies.
35 MBOs are used to assess employee performance based on the achievement of company-wide and individual goals linked to activities pertaining to specific projects or duties. These goals are predefined, formally documented, and communicated to the employee, and may be quantitative or qualitative in nature.
36 No comparison with previous years is provided in the table, as the initiative was launched in 2024.
Voilàp Group is firmly committed to the continuous improvement of its occupational health and safety standards, with the goal of creating a safer, more sustainable work environment focused on employee wellbeing. At the core of the Group's strategy is prevention, pursued through ongoing monitoring of health and safety performance and the implementation of tailored initiatives to reduce risk and encourage responsible and informed behaviour.
To this end, the main health and safety impacts associated with the company’s activities were analysed in order to establish more focused and effective prevention and protection measures:
Worker health
Legal and reputational responsibility
Operational and production efficiency
Organisational well-being
assembly operations, which are largely manual, require strict adherence to safety procedures to ensure the physical safety of employees;
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;
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
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.
Protecting the health and safety of both employees and external workers operating within the Group’s facilities is a core value for Voilàp Group, and is reflected in concrete and systematic actions taken across all company areas. Risk management is driven by a structured process, coordinated by a centralised Health, Safety and Environment (HSE) function and supported by outside specialists at the international branches, based on identifying, assessing, controlling and monitoring workplace hazards.
The first stage of this process includes analysing regulations, reviewing past incidents, conducting onsite observations, and engaging with employees to identify potential physical, chemical, ergonomic and psychological risks. Employees can report hazards, accidents and near misses using a dedicated form, to be completed with their supervisors and submitted to the HSE office. Alternatively, reports can also be made through the designated Workers' Safety Representative (WSR). Each hazard is evaluated based on severity and probability, using specific classification matrices to define technical, organisational and individual mitigation measures. In 2024, 65.3%37of all operational sites underwent an environmental and health and safety risk assessment for employees, while 9.04% of employees were represented by management-employee committees. Through inspections, internal audits, periodic reviews and updates in response to operational or regulatory changes, the effectiveness of the implemented measures is continuously monitored. Active staff participation is fundamental to the entire process, with employees trained to recognise and manage risks responsibly.
To foster a widespread and conscious safety culture, Voilàp has developed the "Voilàp Safer" programme, which is based on three pillars:
• Prevention: evaluating health and safety performance and implementing key actions to reduce risks and accidents while promoting positive behaviour.
• Training: delivering role-specific courses to all employees to close knowledge gaps and ensure consistent understanding of health and safety throughout the Group.
• Awareness: promoting correct behaviours, good practices and regulatory compliance in the daily operations of all Group companies to maintain a safe work environment.
37 The percentage reflects
At the operational level, the HSE function at the Group’s Italian and German sites conducts periodic checks in accordance with the UNI INAIL ISPESL guidelines and the "Arbeitsschutzgesetz" ("German Occupational Health and Safety Act"), to ensure the effective implementation of company policies, risk management and continuous safety improvements. Internal audits assess the effectiveness of safety measures, use of PPE, maintenance of facilities, and any accidents or near misses, to identify root causes and implement corrective actions.
In order to manage emergencies such as fires or evacuations in a structured manner, the company has established a Coordinated Emergency Plan in line with the Italian Ministerial Decree of 2 September 2021, supported by a procedure for managing contracts and subcontracts in accordance with Art. 26 of Italian Legislative Decree 81/08, which defines risk management and responsibilities when engaging external contractors. With regard to the commercial hubs, each complies with the local health and safety laws, and 34% also follow a structured approach involving risk assessment, ongoing training, reporting and prevention practices, supported by audits, digital tools and expert consultation to promote continuous improvement38
An additional example of the Group’s commitment to employee well-being is the Scan&Fit project, carried out in collaboration with Base Protection and the Rizzoli Orthopaedic Institute, which uses advanced scanners to customise the insoles of safety shoes in all Italian factories, enhancing comfort and safety.
In addition to supplementary healthcare provided by national collective labour agreements, the company facilitates employee access to off-site health and medical services through health insurance schemes, on-site medical check-ups, company-wide flu vaccination campaigns, and other health and psychological support programmes.
Voilàp’s sales branch in Poland offers an annual bonus to employees who can demonstrate that they have made health-related purchases or participated in activities promoting a healthy lifestyle, such as private medical visits and rehabilitation, the purchase of glasses and/or contact lenses, sports activities (gym, swimming pool, etc.), or cultural outings like cinema and theatre.
Training remains another key element of the "Voilàp Safer" programme. Every year, training and information activities are held, tailored to each employee’s specific risks and responsibilities, to ensure widespread, current knowledge on health and safety; periodic refresher courses, meetings, campaigns and communication materials help reinforce awareness and foster a strong safety culture at the company.
Between 2023 and 2024, health and safety training hours increased by 13.4% across the Group, rising from 6,909 to 7,832 hours. The per capita average grew even more significantly — from 1.5 hours at the baseline to 4.9 hours in 2024 — driven by a robust training campaign over the past two years, especially in the Italian plants, covering general and specific risks, fire prevention, first aid, supervisor responsibilities, and more, reaffirming Voilàp’s commitment to strengthening safety culture through structured and effective training.
38 As of 31/12/2024, 37.5% of employees (equivalent to 605 individuals) were covered by a structured occupational health and safety management system, subject to periodic audits by the internal HSE team or external bodies at the commercial hubs. Even where a formal management system is not in place, the health and safety of all other employees is assured through strict compliance with local regulations.
Occupational health and safety is managed with a structured, continually updated approach that adheres to both the German regulations and the international standards. Each year, all employees participate in a mandatory training session lasting approximately two hours, covering key topics such as operational safety, workstation ergonomics, data protection, company vehicle management, accident prevention due to negligence or improper use of equipment, and compliance with the internal rules, including the prohibition to consume alcohol during working hours.
The training also covers escape routes, firefighting equipment, emergency signage, and the condition of the facilities. To support these efforts, an external partner conducts annual technical inspections of critical equipment — including cranes, forklifts, automatic doors, compressors, and firefighting and first aid systems — also verifying the documentation and compliance with the UVV inspection standards.
The HSE function, in collaboration with the persons in charge, periodically organises information and communication activities aimed at raising awareness and promoting a shared culture of workplace health and safety. To support this, the Group has implemented a set of best practices to reinforce the environmental and safety measures already in place at its plants, in line with the national and international health and safety standards, offering practical guidance on appropriate behaviour in specific situations to prevent accidents and protect the environment. The 12 established rules are applied across all Group facilities and serve as a constant point of reference in planning, executing and monitoring activities, fostering a culture of continuous improvement.
Help to establish a collaborative working climate
Follow the dedicated area or wear safety shoes when entering production areas
Adjust the light (natural or artificial) to not stress your eyes
Stay focus when you are working: don’t lose the concentration with your mobile phone!
Adjust tone of voice and devices
Respect yourself and your work environment: smoke moderately, in open spaces and at an appropriate distance from people around you
Remember to always turn of lights and monitor
Avoid paper print only if it is necessary
Make a difference! Always sort your waste
Keep your workstation and floors tidy and clean
Behave responsibly to safeguard you and your colleague's health
Check the condition of equipment and facilities before each use
Respect yourself and your work environment: smoke moderately, in open spaces and at an appropriate distance from people around you
Stay focus when you are working: don’t lose the concentration with your mobile phone!
Your contribution is important: don't ignore dangerous situations... report them!
Don’t pour liquids into water drains
Always close chemical containers after use
Don’t waste products and materials and optimize the space your waste takes up
In 2024, 24 workplace accidents were reported, none of which were fatal. Thanks to the numerous initiatives undertaken, the Group reduced the incidence rate of occupational accidents39 by 9%40 between 2021 and 2024, including a sharp 55% decrease between 2023 and 2024. The year 2023 was an outlier, largely due to increased production and workforce expansion, which contributed to an increase in accidents with respect to previous years. In most cases, accidents were the result of non-compliance with safety procedures, risk underestimation or carelessness. In 2024, the introduction of higher-performing PPE and increased health and safety training hours contributed to a lower accident rate, returning figures to baseline levels despite the higher business volume41
In 2025, the Group will continue to enhance its HSE management systems through a series of strategic initiatives:
• ISO Certifications: In 2024, Voilàp initiated a gap analysis process in preparation for ISO 45001 certification. The Voilàp S.p.A. and Elumatec Italia sites aim to achieve certification by July of 2025, with a roadmap in place to extend the standard to all Group production facilities by 2030.
• In 2025, Emmegi S.p.A. plans to join the Emilia-Romagna Region’s Workplace Health Promotion Protocol, aimed at supporting mental and physical well-being, risk prevention and healthy lifestyles, in line with the 2021–2025 Regional Prevention Plan.
6.6.4 People training and development
Another cornerstone of the Group’s Talent Management strategy is employee training. Investing in people’s development fosters a dynamic environment in which every employee feels aligned with the company’s vision and contributes actively to its growth. Accordingly, training and professional development are seen not merely as individual opportunities, but as strategic levers to further boost the Group’s competitiveness.
In recent years, Voilàp has significantly increased its investments in structured and targeted training programmes aimed at enhancing human capital and transforming individual capabilities into shared value, cultivating a culture of continuous improvement that adapts effectively to change.
One of the most distinctive initiatives was the
2022 launch of the "Study in Action" e-learning platform, which provides employees with a broad and structured training catalogue to strengthen their technical expertise, soft skills and foreign language proficiency. Since 2023, the platform has included dedicated ESG modules designed to:
- foster a shared culture of sustainability;
- encourage the integration of ESG factors into corporate decision-making processes and operations;
- provide basic knowledge of environmental, social and governance topics.
The Group’s goal is to develop a workforce that is both aware of and capable of creating sustainable value, reinforcing its competitive position by embedding ESG considerations into every business process.
39 The accident rate is the ratio of the number of reported accidents and the number of hours worked (including overtime), multiplied by 1,000,000, excluding commuting-related incidents.
40 The number of hours worked used to calculate the 2021 accident rate was estimated based on the hours reported in 2023 and 2024.
41 The most serious incident, which resulted in an absence of over six months, was caused by an impact injury involving machinery in the production area.
To achieve this, the Group launched a comprehensive Sustainability Training Programme in 2023-2024, delivering ESG-focused upskilling and reskilling courses — both online and in person — to 250 employees, representing 15% of the workforce. More specifically, Voilàp trained:
• the Executive Leadership Team (ELT), top executives and hub managers on sustainability trends, market expectations and their implications for the various functions;
• staff from the HSE, Operations, Purchasing and Technical Departments on key tools for improving energy efficiency and supporting decarbonisation;
• personnel from Emmegi S.p.A. and Imecon S.r.l.’s production teams, with the aim of presenting ESG topics in an accessible way and explaining Voilàp’s strategic direction in this area. In 2025, these training programmes will be gradually extended to blue-collar workers at the remaining Group companies not yet involved, in order to broaden the reach of the sustainability culture;
• all purchasing staff across the Group were also trained in sustainable procurement practices (see section 6.4.2).
In 2024, the Group also launched several managerial development initiatives: the first phase of a development path for Middle Managers at Voilàp S.p.A.; two behavioural and organisational assessment programmes at Emmegi S.p.A.; and a coaching cycle focused on leadership development, which concluded successfully. These programmes are designed to enhance the managerial and interpersonal competencies of key personnel within the organisation. Specialised courses on lean production, project management and innovation were also delivered, with a strong emphasis on automation and digitisation42
These initiatives, combined with the extensive HSE training programme, resulted in a significant increase in both total training hours and average training hours per employee.
In total, 17.698 training hours were delivered in 2024, including 7,832 in health and safety, 345 on the "Study in Action" platform, and about 500 dedicated to ESG topics. As a result, despite the growth in the workforce, the average number of training hours per employee rose from 5,3 hours in 2021 to approximately 11 hours in 2023-2024.
2021 2023 2024
Hours of training - other H&S training hours
Average number of training hours per capita
In 2025, training courses aimed at strengthening employees’ hard and soft skills will continue to be provided. These include: - a 56-hour course on the Green and Digital Transition of Production Systems, enabling employees from both staff and operational roles to develop or enhance expertise in ESG regulations, digital technologies and AI supporting the green transition, energy monitoring systems and technologies, and project planning and implementation in these areas;
- Language courses for all employees: in an increasingly global environment, proficiency in foreign languages is a crucial skill. Voilàp aims to extend language training to the entire workforce, with a particular focus on those who regularly interact with colleagues and clients abroad. In addition to English, less commonly taught but strategically important languages such as Chinese and Arabic will also be included;
42 Currently, there are no transition assistance programmes in place to support work continuity or manage the end of employment due to retirement or termination.
As previously highlighted, Voilàp Group is undergoing a major transformation marked by rapid expansion and the increasing demand for new and specialised skills in a fast-paced, complex environment. In response, Voilàp has launched several initiatives over the past three years to develop internal capabilities and position the Group as an attractive destination for new talent, including:
“The future of innovation lies in the hands of young people”
With this conviction, Voilàp became the first manufacturing company in Italy to establish a shadow board or young talent board, called the Voilàb. The Voilàb introduces a new model of collaboration between the Group’s younger employees in their twenties and senior management, creating a new "Sound of Voilàp".
The initiative aims to drive the development of practical and disruptive ideas, boost employee engagement and visibility, enhance competitiveness, and shape new strategies and perspectives.
Through the Voilàb, a direct and constructive dialogue has been established between young talent and top management. This has led to concrete proposals for organisational improvement, such as the integration of AI into work processes and initiatives for reusing waste materials, in support of the "One Company" vision and sustainability goals.
One of the Voilàb’s most impactful initiatives has been the launch of "Voilàp Talks" — a quarterly internal event format offering employees deeper insights into the Group’s history, values and most innovative projects, presented by key figures.
"Palestre sostenibili" is an initiative aimed at young communication professionals interested in exploring corporate, environmental and social sustainability. The course offers a practical opportunity to engage with leading companies and develop innovative communication projects that effectively showcase corporate commitments throughout the value chain. In 2024, the Group took part in the programme second edition, presenting a Project Work focused on ESG integration in its supply chain and the transparent communication of impacts. The initiative enabled a valuable dialogue with young professionals, provided fresh insights, and helped reinforce the brand positioning as a leader in responsible innovation.
In 2023–2024, Voilàp strengthened its collaborative relationships with universities and secondary schools, participating in career days and delivering talks at the University of Modena and Reggio Emilia, the University of Bologna and the Vocational School of Cremona. On these occasions, the Group showcased its industrial capabilities, smart city and smart industry innovations, and the Voilàp Sustainability Journey.
In partnership with academic institutions, Voilàp has launched industrial PhD programmes, curricular and extracurricular internships, and Pathways for Soft Skills and Professional Orientation (PSPOs).
The Group has also joined Generation Italy, an initiative launched in 2018 to fight youth unemployment by providing free training programmes that allow companies to identify and recruit candidates aligned with their needs.
All of these initiatives serve one strategic goal: to attract young talent capable of meeting the technological and sustainability challenges that are shaping Voilàp’s future.
To advance its Talent Attraction strategy, the Group plans to undertake the following actions:
• Voilàp Service Academy (as referenced in section 6.5.3): a training initiative focused on enhancing the technical and interpersonal skills of after-sales personnel, aimed at delivering increasingly effective and high-quality service;
• International mobility programmes: to cultivate team cohesion and broaden employee skill sets, a global job rotation scheme will be developed. This will give employees the chance to gain training experience across different Group sites, exposing them to different organisational structures and markets.
As a company primarily engaged in assembly operations and represented globally through sales offices, Voilàp does not generate any significant actual or potential impacts on local communities. Nevertheless, in 2024, the Group reaffirmed its commitment to the community, recognising its key role in the growth and development of the areas in which it operates.
In particular, Voilàp supported DYNAMO CAMP in 2024, embracing the motto "every kilometre can make a difference!". Taking part in the Milano Marathon (a relay race where companies and individuals run for charity),
Voilàp supported the City Camp project, which delivers Recreational Therapy programmes to children and young people facing serious or chronic illnesses, disabilities, and life challenges due to a society that is not always inclusive or accessible to all.
Voilàp also demonstrated its support for local healthcare services by donating a medical vehicle to the 118 emergency service, and for the past two years has proudly sponsored the "Carpi in Scienza" event — an annual festival organised by the city secondary schools and the "Nazareno" Vocational Training Centre, aimed at engaging students and citizens in scientific culture through lectures, workshops and seminars.
Voilàp’s dedication to enhancing the local area will continue and grow in the years to come. Alongside its ongoing support for existing associations, the Group intends to launch new initiatives aimed at improving urban aesthetics, with a particular focus on the Municipality of Soliera, further consolidating its ties with the local community.
CONSOLIDATED COMPANIES
Voilàp S.p.A. Italia / Soliera Parent company -
Emmegi S.p.A. Italia / Soliera
Emmegi Aluminyum Urunleri YC Turkey / Unal is Merkezi
Emmegi Benelux Srl Belgium / Watermael Boitsfort
Emmegi Deutschland GmbH
/ Zell
Emmegi France EURL France / Cernay
Emmegi Machinery Canada, Inc.
Emmegi Scandinavia AB
Emmegisoft S.r.l.
/ Montreal
Sweden / Eksjo
Italia / Soliera
Emmegi Suisse SA Switzerland / Lugano
Emmegi (SUZHOU) Co., LTD China / Suzhou
Emmegi (UK) limited
Emmegi USA Inc.
Voilàp Brasil Màquinas e Equipamentos Industriais Ltda
Voilàp Iberica S.A.
Voilàp Italia S.r.l.
Voilàp Mexico SRL de CV
Voilàp Middle East Trading L.L.C.
Voilàp Digital S.r.l.
Keraglass S.r.l.
Keraglass South America do Brasil Ltda
United Kingdom / Coventry
USA / East Rutherford
Brazil / Indaiatuba
Spain / San Quirze del Valles
Italia / Soliera
Mexico / Puebla
UAE / Dubai
Italia / Soliera
Italy / Baiso
Brazil / Sao Paulo
Keraglass USA Inc. USA / East Rutherford
Voilàp Iberica S.A.
Voilàp
Voilàp S.p.A.
Voilàp Trading S.r.l.
Voilàp Iberica S.A.
Voilàp Trading S.r.l.
Voilàp S.p.A.
Voilàp S.p.A.
Keraglass S.r.l.
Keraglass S.r.l.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
elumatec AG
elumatec Asia Pte. Ltd.
elumatec Australia Pty. Ltd.
elumatec Austria GmbH
elumatec Benelux B.V.
elumatec Bulgaria EOOD
elumatec CZ s.r.o.
elumatec d.o.o.
elumatec d.o.o.
Germany / Mühlacker 100% elumatec Holding GmbH 100% Voilàp S.p.A.
Singapore / Singapore
100% elumatec AG
Australia / Wetherill Park 100% elumatec AG
Voilàp S.p.A.
Voilàp S.p.A.
Austria / Asten 100% elumatec AG 100% Voilàp S.p.A.
Netherlands / Nieuwerkerk 100% elumatec AG
Bulgaria / Sofia
Voilàp S.p.A.
100% elumatec Maschinen d.o.o. 100% Voilàp S.p.A.
Czech Republic / Bzenec 100% elumatec AG
Croatia / Zagreb
Voilàp S.p.A.
100% elumatec Maschinen d.o.o. 100% Voilàp S.p.A.
Serbia / Belgrade 100% elumatec Maschinen d.o.o. 100% Voilàp S.p.A.
elumatec France S.A.S. France / Betschdorf
elumatec India Private Ltd India / Navi Mumbai
elumatec Italia s.r.l. Italia / Soliera
elumatec Korea Co. Ltd. Korea / Seoul
Voilàp Smart System (Shanghai) Co., Ltd China / Shanghai
elumatec Makine ve Servis San. ve Tic. Ltd. Ski. Turkey / Istanbul
elumatec AG
elumatec AG
elumatec AG
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
100% elumatec Asia Pte. Ltd. Singapore 100% Voilàp S.p.A.
100% elumatec Asia Pte. Ltd. Singapore 100% Voilàp S.p.A.
elumatec AG
Voilàp S.p.A.
elumatec Malaysia Sdn Bhd Malaysia / Kuala Lumpur 100% elumatec Asia Pte. Ltd. Singapore 100% Voilàp S.p.A.
elumatec Maschinen d.o.o. Bosnia - Herzegovina / Bihac 100% elumatec AG 100% Voilàp S.p.A.
elumatec Maschinen sh.p.k. Kosovo / Vushtrri 100% elumatec Maschinen d.o.o. 100% Voilàp S.p.A.
elumatec Norge AS Norway / Stavern 100% elumatec Skandinavien AB 100% Voilàp S.p.A.
elumatec North America Inc. USA / South Bend
elumatec Polska Sp.zo.o Poland / Wrzesnia
elumatec Romania srl Romania / Bukarest
elumatec Skandinavien AB Sweden / Hisings Backa
elumatec South Africa Pty Ltd South Africa / Johannesburg
elumatec Swiss AG Switzerland / Pfäffikon
elumatec United Kingdom Pte. Ld.
United Kingdom / Milton Keynes
elusoft GmbH Germany / Dettenhausen
elumatec AG
elumatec AG
elumatec Maschinen d.o.o.
elumatec AG
elumatec AG
elumatec AG
elumatec AG
elumatec AG
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
Voilàp S.p.A.
elumatec RUS
Motiqa S.r.l.
Category
Category
Category
44 Within Scope 3, specific methods and emission factors were applied based on the data available. In line with the GHG Protocol, greenhouse gas (GHG) emissions were calculated using two distinct approaches: activity-based and spend-based. For activity-based data, emission factors were sourced from ecoinvent 3.11 for Cat 1 - Purchased goods and services, and Cat 5 - Waste generated in operations; DEFRA 2024 for Cat 3 - Fuel- and energy-related activities (not included in Scope 1 or Scope 2), Cat 4 - Upstream transportation and distribution, Cat 6 - Business travel, Cat 7 - Employee commuting, and Cat 9 - Downstream transportation and distribution; and IEA 2023 for Cat 3 - Fueland energy-related activities (not included in Scope 1 or Scope 2). For spend-based data, emission factors from the CEDA 2024 database were used for the following categories: Cat 1 - Purchased goods and services, Cat 2 - Capital goods, Cat 4 - Upstream transportation and distribution, Cat 6 - Business travel, and Cat 8 - Upstream leased assets. As for categories 11 (Use of sold products) and 12 (End-ofLife Treatment of Sold Products), data are currently unavailable, and their quantification is underway and will be included in the next sustainability report.
45 For the purpose of calculating the emission intensity indicator, consolidated turnover was used as the denominator.
46 Where waste data from certain commercial hubs were unavailable, the Group made informed estimates using Eurostat waste statistics on per capita waste generation in kg. It is worth noting, however, that this municipal office waste makes up a minimal portion of the overall total.
2023 2024
GRI 303-4: Discharge destination47 Unit of measurement All areas Areas with water stress All areas Areas with water stress
Third-party water resources (total) Megalitres
Fresh water (≤1,000 mg/l total dissolved solids) Megalitres
0
-
Other water types (>1,000 mg/l total dissolved solids) Megalitres
306-3 Waste
-
47 In the absence of precise data on water consumption, the Company has made the most accurate possible estimates, using Eurostat water statistics on cubic metres per inhabitant as a reference. Where complete data on water discharge was unavailable for certain Group companies and commercial hubs, values were estimated by applying the discharge-to-withdrawal ratio observed in sites with available documentation.
48 Without data on waste generated by certain commercial hubs, the Group proceeded with the best possible estimation, using as a source the per capita waste generation data provided by Eurostat waste statistics. It should be noted, however, that the quantities involved are minimal compared to the total, as they refer to municipal waste generated within office premises.
GRI 301-1:
Materials used by weight or volume (tonnes)
50 of which non-renewable 51 14,318 Metallic materials 52 9,954
and solvents 54
Total weight of packaging materials and percentage of recycled/recyclable materials in packaging (kg)
50 Scope 3 emissions were first calculated in 2024, with reference to the 2023 reporting period. Consequently, data on materials used for 2024 are not yet available and will be reported in the next Sustainability Report.
51 Resource that does not regenerate in short periods of time, e.g. coal, gas, metals, minerals, oil. (GRI Standard)
52 Metallic materials refer to: Steel, Aluminium, Copper, Iron, Ferrite, Bronze, Cast iron, Brass
53 Plastics refer to: Polycarbonate, rubber, EPDM, polyamide, polyester, polyethylene, nylon, teflon and plexiglass
54 Oils and solvents refer to: Sulphuric acid, demineralised water, ammonia, antifreeze, Avp, liquid nitrogen, cleanser, detergent, thinner, paint, resin (all), diesel oil
55 Electronic components refer to: Chipsets, electronics, glass fibre (and other fibres), fr4, pcb, lithium, lead, magnets, LED, silica, silicon
56 This category includes the tonnes of purchased material to which we were unable to associate a type of material
57 Material derived from abundant resources that replenish rapidly through ecological cycles or agricultural processes so that the services provided by these and related resources are not compromised and remain available for future generations. (GRI Standard)
58 The table represents approximately 80% of the materials purchased.
59 Includes Bosnia, Belgium, France, Sweden, Switzerland, United Kingdom, Spain, Austria, the Netherlands, Bulgaria, the Czech Republic, Croatia, Serbia, Kosovo, Norway, Poland and Romania.
60 Includes USA, Mexico, Brazil.
61 Includes Australia, China, India, Malaysia, Russia, Singapore, Turkey.
62 Includes South Africa.
GRI 401-1:
New employee hires and employee turnover by geographical area - 2023 (headcount)
GRI 401-1: New employee hires and employee turnover by geographical area – 2024 (headcount)
GRI
63 Workplace accidents that have led to damage from which the worker cannot recover, is not recovering or cannot realistically be expected to recover completely and return to their preaccident state of health within 6 months.
64 This includes accidents that result in: death, incapacity to work (total or partial), limitations in movement, medical treatment, first aid, even if not resulting in days of absence from work. Accidents while commuting in a car owned by the employee are excluded. The frequency rates for the accident indices were calculated as follows: (Number of accidents / Number of hours worked) x 1,000,000.
65 The number of hours worked used to calculate the 2021 accident rate was estimated based on the hours reported in 2023 and 2024.
GRI 404-3: Percentage of employees receiving regular performance and career development reviews - 2024
GRI 405-1: Diversity among employees (percentage) - 2021
GRI 405-1:
GRI 405-1: Diversity among employees (percentage) - 2024
Declaration of use
Voilàp Group has submitted a report in accordance with the GRI Standards for the period 1 January 2024 – 31 December 2024.
Use of GRI 1 GRI 1 - Fundamental Principles - 2021 version
Relevant GRI industry standard Not applicable
2-1
2-2
2-3
Organisational details p. 9-10
Entities included in the organization’s sustainability reporting p. 6-7, 56-58
Reporting period, frequency and contact point p. 6
2-4 Restatements of information p. 7
2-5 External assurance p. 7
2-6 Activities, value chain and other business relationships p. 7, 10-12 2-7 Employees p. 63-65 2-8 Non-employee workers
2-9
2-10
GRI 2:
General Disclosures 2021
Governance structure and composition p. 13
Appointment and selection of the highest governing body p. 13-14 2-11 Chair of the highest governance body p. 13
2-12
Role of the highest governing body in overseeing the management of impacts p. 13-14 2-13 Delegation of responsibility for managing impacts p. 14
2-14
Role of the highest governance body in sustainability reporting p. 20
2-15 Conflicts of interest p. 14
2-16
Communication of critical concerns p. 7, 17
2-17 Collective knowledge of the highest governance body p. 13
2-18
Performance assessment of the highest governance body p. 47
2-19 Remuneration rules p. 46-47
2-20 Procedure to determine remuneration p. 46-47
Omitted requirements
Reason
Purpose
Omitted requirements
Reason
b. Information not available/incomplete
Purpose
Due to the unavailability of the data for 2023, the percentage increase was not reported.
In 2024, no instances of non-compliances with laws and regulations were received.
TEMA MATERIALE: DIRITTI UMANI
GRI 414: Social assessment of suppliers 414-2 Negative social impacts in the supply chain and actions taken p. 36
MATERIAL TOPIC: DEVELOPMENT AND ENHANCEMENT OF HUMAN CAPITAL
GRI 3: Material topics 2021 3-3
GRI 401: Employment 401-1
GRI 404: Training and education 404-1
Management of material topics p. 44-53
Recruitment of new employees and employee turnover p. 46, 64-67
Average number of training hours per year per employee
66 404-2
Programs for upgrading employee skills and transition assistance programs
53 404-3 Percentage of employees receiving regular performance and career development reviews p. 47
MATERIAL TOPIC: ETHICS & GOVERNANCE
GRI 3: Material topics 2021 3-3 Management of material topics p. 9-12, 14-19
GRI 201: Economic performance
GRI 205: Anti-corruption
Economic value directly generated and distributed
Operations assessed for corruption risks
Communication and training on anti-corruption regulations and procedures
14
14 205-3 Confirmed incidents of corruption and measures taken p. 14
GRI 206: Anti-competitive behaviour 206-1 Legal actions for anti-competitive behaviour, anti-trust, and monopoly practices p. 14
MATERIAL TOPIC: CLIMATE CHANGE
GRI 3: Material topics 2021 3-3 Management of material topics p. 19, 27-33
GRI 302: Energy 302-1 Energy consumption within the organisation
GRI 305: Emissions 305-1 Direct (Scope 1) Greenhouse Gas (GHG) Emissions
30, 58 305-2 Energy indirect (Scope 2) GHG emissions
30, 58
305-3 Indirect (Scope 3) Greenhouse Gas (GHG) Emissions p. 31-33, 59
305-4 Intensity of greenhouse gas (GHG) emissions p. 59
Omitted requirements Reason
Purpose
MATERIAL TOPIC: CLIMATE CHANGE
GRI 305: Emissions 305-5 Reduction of greenhouse gas (GHG) emissions p. 30-31, 59
MATERIAL TOPIC: SOCIAL & COMMUNITY PROJECT
GRI 3: Material topics 2021 3-3
GRI 413: Local communities 413-2
Management of material topics p. 19, 54-55
Operations with significant actual and potential negative impacts on local communities p. 54-55
MATERIAL TOPIC: SUSTAINABLE MANAGEMENT OF NATURAL RESOURCES
GRI 3: Material topics 2021 3-3
GRI 301: Materials
GRI 303: Water and effluents
GRI 306: Waste
Management of material topics p. 19, 33-34, 37
301-1 Materials used by weight or volume p. 62
301-2 Materials used that come from recycling p. 37
301-3 Reclaimed products and their packaging materials p. 43
303-3 Water withdrawal p. 59
303-4 Water discharge p. 60
303-5 Water consumption p. 34
306-1 Waste generation and significant waste-related impacts p. 33
306-2 Management of significant waste-related impacts p. 33
306-3 Waste generated p. 33, 60
306-4 Waste not directed to disposal p. 61
306-5 Waste directed to disposal p. 61
MATERIAL TOPIC: HEALTH & SAFETY
GRI 3: Material topics 2021 3-3 Management of material topics p. 19, 48-52
403-1 Occupational health and safety management system p. 48
403-2 Hazard identification, risk assessment, and incident investigation p. 48
GRI 403: Occupational health and safety
403-5 Worker training on workplace health and safety p. 49, 66
403-6 Promotion of workers’ health p. 50-51
403-8 Workers covered by an occupational health and safety management system p. 52
403-9 Work-related injuries p. 67
MATERIAL TOPIC: SUPPLY CHAIN MANAGEMENT
GRI 3: Material topics 2021 3-3
GRI 204: Procurement practices
Management of material topics p. 19, 35-37
204-1 Proportion of spending on local suppliers p. 35
Omitted requirements
Reason
Purpose
MATERIAL TOPIC: SUPPLY CHAIN MANAGEMENT
GRI 308: Environmental assessment of suppliers 308-1 New suppliers that were screened using environmental criteria p. 36 308-2 Negative environmental impacts in the supply chain and measures taken p. 36
GRI 414: Social assessment of suppliers 414-1
New suppliers that were screened using social criteria p. 36
MATERIAL TOPIC: INCLUSION, DIVERSITY & FAIR WORKING CONDITIONS & PAY
GRI 3: Material topics 2021 3-3 Management of material topics p.19, 44-46
GRI 405: Diversity and equal opportunity 405-1 Diversity of governance bodies and employees p. 68-71
Omitted requirements
Reason
Purpose
Voilàp S.p.a. Via Archimede, 10 - 41019 Soliera (MO) - ITALY
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