As I write this cover letter for the 2024 Sustainability Report, I am excited for two reasons.
Firstly, we are presenting our very first Sustainability Report integrated with the Impact Report, since our shareholders approved our status as a Benefit Corporation with a sense of responsibility. Values, the commitment to reporting, and being transparent have always been part of our ethos, but now they are even more so, with the resulting commitments even more deeply embedded and integrated with our business objectives. This aspect is without a doubt a source of pride, and on the other hand a source of responsibility.
The second major emotion comes from the fact that this letter is co-signed by Mr Carlo Bertani, President of your Company, who, after 72 years, is the first President not belonging to the Lancellotti family. The sentiment comes from passing the baton on to a person of outstanding responsibility, principles, and values, as well as exceptional preparation and competence.
This synergy has been fostered by the principles of fairness, equity, professional ethics, quality in human relations with employees, sustainability of companies, and social responsibility in the respective territories. Tellure Rôta's future growth will be based on competence, professionalism, innovation, and initiative; we are both convinced of this.
The year just ended, despite a challenging domestic and international context, saw an increase in revenue and good profitability, although lower than in 2023. However, the most important aspect is that we invested resources, means, and personnel in development and growth projects for the medium term.
Our request is that you continue to pursue Tellure Rôta's growth process with the same enthusiasm and dedication, knowing that you have a new ownership at your side who believes in and supports what you do.
Ms Elena Lancellotti
Mr Carlo Bertani
METHODOLOGICAL NOTE
As evidence of its commitment to ESG issues, and despite not being required to do so by current legislation (Directive 2022/2464/EU, implemented through Italian Legislative Decree No. 125 of 6 September 2024), Tellure Rôta has chosen to voluntarily report its ESG impacts in a Sustainability Report, integrated with the Impact Report. The selection of the content to be reported stems from a direct engagement process conducted not only within our company but also through an analysis of the external context.
Among the internal stakeholders involved were Management, Ownership, and the heads of the Administration, Purchasing, Technical Service, Research and Development, Human Resources, and
Marketing departments.
The approach to engaging key players has served a significant role in understanding to what extent the sustainability topics we have identified as priorities correspond to the main needs of our stakeholders, while keeping ourselves open to possible further improvement actions.
The methodology used for the preparation of this report follows the guidelines set forth by the GRI Universal Standards, 2021 version, developed by the Global Reporting Initiative.
This process of dialogue has enabled us to publish this Sustainability Report for the years 2023 and 2024 (1 January 2023 – 31 December 2024).
CONTRIBUTION TO THE SDG S
Tellure Rôta integrates sustainability into its corporate strategy, aligning business objectives with the Sustainable Development Goals (SDGs) outlined by the United Nations in the 2030 Agenda. For the company, contributing to the SDGs represents a valuable opportunity to promote sustainable development on a global scale. This is done by integrating environmental, social, and economic sustainability into its business strategies.
STAKEHOLDERS' ENGAGEMENT
Stakeholders’ engagement is an essential element in the corporate management of projects or initiatives that impact various interested parties. Engaging stakeholders effectively means ensuring that their interests, needs, and concerns are taken into account, contributing to the overall success of the programme. Tellure Rôta’s goal is to consider the interests of the various stakeholders, integrating them into its strategic decisions with the aim of optimising the company’s operations.
In the table below, Tellure Rôta has identified its main stakeholders by mapping the principal communication channels and their needs/expectations.
Employees
Customers
Suppliers
Website and LinkedIn, Sustainability Report, Meetings with management and leadership, Plenary sessions, Training programmes, Whistleblowing channel, HR Portal, Email
Website, LinkedIn, corporate and product documentation, trade fairs, visits by area managers and agents, visits to the company, telephone and email contacts
Website, visits to suppliers' premises
To work for an organisation that shares their values and principles, where they can contribute to the growth of the company, in an environment that allows individuals to express themselves freely
To find a partner to resolve industrial handling issues, a supplier of reliable products who can meet service requirements. This is while complying with all industry regulations and European directives on products and corporate conduct.
To work with a reliable, fair, and financially solid partner
Finance and control
Digital channels: website and LinkedIn Sustainability Report
Financial sector (banks, insurance companies)
Digital channels: website and LinkedIn Sustainability Report
The assurance that the company is managed ethically and in a financially sustainable manner, that it grows in accordance with the annual industrial plan and budget, and that it is able to adapt to future market needs flexibly and effectively
A company which can produce sustainable and growing financial statements each year, honour its loans and debts with financial institutions and suppliers on time, and become an organisation to which additional services can be offered and sold.
Local institutions
Universities and research centres
Digital channels: website and LinkedIn; Sustainability Report; participation in shared network projects; regular and ondemand meetings
Digital channels: website and LinkedIn; Sustainability Report; regular and ondemand meetings
A company's ability to ensure ongoing production in the area over time, with attention to various aspects of sustainability, to support the well-being of employees living locally and the work of other companies (suppliers)
Collaboration to bring university research into the industrial field, with student internships and placement projects in the company, as well as research projects
MATERIALITY MATRIX
To define the areas and topics to be reported in its Sustainability Report, Tellure Rôta conducted a materiality analysis. This was aimed at identifying and prioritising topics considered relevant and significant for its business and stakeholders.
These topics are defined as “material” because they provide insight into the organisation’s economic, social, and environmental impacts and may influence internal stakeholders' decisions.
In order to identify the most relevant and significant topics for Tellure Rôta, an assessment was carried out following a structured process based on the following steps:
Analyses of the characteristics of the relevant sector and benchmark analyses in order to identify the main themes on which competitors also focus Conducting interviews with company representatives who hold key positions in the areas identified as priorities in relation to sustainability topics
The selected topics were then evaluated by management and a sample of Tellure Rôta employees through a questionnaire, in which they were asked to rate them from 1 (low priority) to 5 (highest priority).
The combination of responses from the two groups resulted in the following materiality matrix:
Materiality matrix
Based on the matrix generated from the combined assessments of the company's internal stakeholders and management, the following relevant topics have been identified:
Occupational health and safety
Innovation, research and development of products and processes
Sustainable value chain
Training and development of human capital
Product and customer quality and safety
For Tellure Rôta, it is important to continue and strengthen investment in innovation, research and development in order to become a distinguishing element on the market; in occupational health and safety, as this will remain an essential issue; and in training people, in order to continually enhance
the quality of services provided and, consequently, the reputation of the company. The latter is very significant for attracting resources (including financial ones) and ensuring a solid and effective generational turnover over time.
In line with the new CSRD Directive, it is essential to initiate and conduct a well-structured analysis of the supply chain to identify risks and opportunities within it. Furthermore, identifying actions to improve energy consumption is considered strategic for the future.
As for people, it is considered crucial to strengthen their sense of belonging to the company by creating team-building moments and providing opportunities to increase staff well-being, along with recognising individual responsibility.
Participants in the focus group on the definition of the materiality matrix were also asked to indicate which topic they considered most strategic for the company. They were given the option to select only one answer. With 38% of the votes, the top priority was “Innovation, research and development”, followed by “Training and development of human capital”.
Innovation, research and development
Sustainable value chain
Company culture
Energy consumption optimisation and reduction of CO2 emissions
Material circularity and waste management
Training and development of human capital
COMPANY MISSION
“TO
STRIVE FOR IMPROVEMENT AT ALL TIMES”
The company strives daily to meet customers' handling needs in the civil and industrial sectors, through the design, production and sale of wheels and castors. The company is committed to the continuous improvement of its product, process, service and solutions, ensuring consistent quality, seeking innovative solutions, and paying attention to the people working in the company, the community in which it operates, and the environment.
COMPANY HISTORY
Tellure Rôta was founded in 1950 as a mechanical craft company and, after just three years, specialised in the production of wheels and castors.
From the very beginning, its growth path has been guided by a constant commitment to innovation, embracing the continuous improvement of
products, processes, organisation, and services.
Today, alongside its business objectives, Tellure Rôta has also adopted common benefit goals, becoming a Benefit Corporation. Furthermore, since November 2024, it has been part of the Elesa Group.
1950•1980
Foundation of the artisan company in Modena
Registration of the trade mark and conversion into a joint stock company
Establishment of a chemical-physical laboratory for the formulation of polyurethane wheel coverings and for product testing
Promotion of the creation of a work group between European wheel manufacturers to write the first national and international legislations concerning wheels and castors.
Production of 2,000 wheels/day with 100 employees
1980•2000
Transfer of the headquarters and production from Modena to Formigine in a 10,000 sq.m factory
Investments in automatic lines with an increase in production capacity to 30,000 wheels/day, with 110 employees
First wheels manufacturer to obtain ISO 9001:1994 Quality certification
2000•2010
Update of the ISO 9001:2000 Quality Certification
ISO 14001:2004 environmental certification obtained. Publication of the company's first Sustainability Report
Expansion of the production site, with the acquisition of a contiguous plant of 3,000 sq.m
Reorganisation of production processes according to the principles of Lean Production
Computerisation of logistic flow for customer order preparation with Manufacturing Execution System (MES) through warehouse management with Warehouse Management System (WMS) and Radio Frequency
Occupational health and safety certification OHSAS 18001:2007, with an integrated Quality, Environment and Safety management system
2010•2020
Implementation of lean thinking principles in the design process
Accreditation of the Test & Research Lab with the Emilia-Romagna region “Rete Alta Tecnologia” (high-technology network)
Expansion of the production site through the acquisition of a contiguous 1,500 sq.m facility dedicated to the production of wheels made from thermoplastic material
Update of Quality and Environment Certifications in compliance with ISO 9001:2015 and ISO 14001:2015 standards and of Safety certification according to ISO 45001:2018
New robotic production line for manufacturing polyurethane wheels and rollers
Implementation of a new integrated management system
IN 2020
Tellure Rôta becomes “Historical brand of national interest”
The company’s bylaws formally establish its status as a “Benefit Corporation”
AEOF “Authorised Economic Operator” certification
Further expansion of the production facility
2024
Tellure Rôta was acquired 60% by Elesa S.p.A., an Italian company that is a leader in the design and production of standard components for the mechanical and automation industries.
ORGANISATION GOVERNANCE
Tellure Rôta is a joint-stock company with a fully paid-up share capital of €3,640,000. The ownership is divided between Elesa S.p.A., which holds 60% of the shares, and L.M. S.p.A., the financial and real estate holding company of the Lancellotti family, with the remaining 40%.
Elesa S.p.A., an Italian company leading in the design and production of standard components for the mechanical and automation industries, acquired the majority stake in Tellure Rôta in November 2024.
The new Board of Directors is chaired by Carlo Bertani, CEO of Elesa. Alongside him, as Chief Executive Officers, are Fabio Invernizzi and Alex Pollini, both managers of Elesa, while Elena and Emanuela Lancellotti, who until November 2024 were respectively President and CEO of the company, serve as Board Members. At the operational level,
the company is led by Giorgio Mercalli as General Manager.
The Board of Directors is responsible for developing the company’s economic strategies and approving projects related to Sustainability and Corporate Social Responsibility.
Oversight of the adequacy of the company’s organisational, administrative, and accounting structures is entrusted to the Board of Statutory Auditors, which is composed of:
Diana Rizzo, President Paolo Francesco Maria Lazzati, Statutory Auditor
Elenio Bidoggia, Statutory Auditor
The company also makes use of the consultancy services of a Milan-based auditing firm, Metodo S.r.l. Below is the 2024 organisational chart.
The Board of Directors of Tellure Rôta in office since 25 November 2024
* (Environmental management manager), ** (Head of prevention and protection service)
MEMBERSHIP TO ASSOCIATIONS
Over time, the company has joined various trade associations (both sector-specific and general) including some specialised in metalworking. The aim has been to create opportunities for technical exchange, collaboration, and regulatory, technological, and social updates with peers from other companies. In particular, it adheres to:
Confindustria Emilia Romagna: the main regional organisation representing industrial companies in Emilia-Romagna.
ANIMA: the industrial trade organisation within the “Confindustria” system that represents companies in the mechanical engineering sector.
UCIR-ECMA: Unione Costruttori Italiani di Ruote (Italian association of castors and wheels manufacturers) ed Unione Costruttori Europei di Ruote (European association of castors and wheels manufacturers)
CSR Association (Corporate Social Responsibility): this is a network that any company in Italy can join and participate in to contribute to global change
CERTIFICATIONS, ORGANISATIONAL AND SUSTAINABILITY TOOLS
The company, in carrying out its economic activities, not only aims to distribute profits but also pursues objectives of common benefit and operates in a responsible, sustainable, and transparent manner towards people, territories, communities, and the environment.
In particular, the company operates:
With a constant commitment to continuous innovation aimed at the sustainability of processes and the environmental impact of all business practices
The fostering of a positive work environment through actions that promote quality and work safety, professional growth and the development of potential, including the adoption of company welfare
In order to minimise the impact of activities and operations on the environment, recycling its production scraps and waste
Through consciously and sustainably conducting business activities through collaborative dialogue with stakeholders
Through active participation in associations and business networks for the dissemination of sustainability best practices
By supporting non-profit organisations, foundations and third sector entities that assist people and combat poverty and inequality
The company, as highlighted in the section on its history, has obtained various certifications over the course of its development. In particular, the company has implemented an Integrated Quality, Environment, and Safety Management System in accordance with ISO 9001, ISO 14001, ISO 45001 standards.
Furthermore, it has also obtained the status of Authorised Economic Operator and the Legality Rating (two stars +).
OUR MARKET OFFERING
At Tellure Rôta we design, manufacture and sell over 10,000 types of wheels, rollers, castors, and accessories designed for handling in industrial, civil, and domestic settings.
We also offer tailor-made solutions, listening to our customers’ needs to collaboratively develop personalised and effective responses to their specific requirements.
Our wheels are designed to perform at their best in a variety of applications: we offer solutions for heavy loads, high speeds, extreme temperatures, uneven floors, and harsh environments.
Production takes place in-house, in our three plants in Formigine, covering a total production area of 15,000 m². We have chosen Lean Production. This is a method developed in Japan that aims to reduce waste and drive continuous improvement, enabling us to work ever more efficiently, flexibly, and sustainably.
Alongside our production activities, we are strongly committed to research and development. We aim to offer our customers innovative solutions, thoroughly tested at every stage: from materials and design to technologies. For this reason, since the 1970s, the TRLab Test & Research laboratory has been in operation, and since 2011 it has been accredited within the Emilia-Romagna region “Rete Alta
Tecnologia” (high-technology network). TRLab not only works for us but also offers services to external companies on topics such as: the use of advanced materials and technologies determining the best characteristics for wheels and castors based on the customer’s needs testing on elastomeric, thermoplastic, and metallic materials, as well as on finished products
Anyone who handles materials daily knows how much the right type of wheel can make a difference. The search for new solutions aims to make operators’ work less strenuous and safer. All this to improve well-being, prevent injuries, and contribute to occupational health.
In fact, our wheels can reduce the energy consumption of towing vehicles and extend the intervals between maintenance operations. Less effort for people, less impact on the planet.
Wheels move ideas, projects, and actual needs. That’s why our range is designed to meet every type of requirement: from the simplest applications, such as furniture, to systems with specific accessories, and even to custom solutions developed together with our customers to tackle challenging problems.
In 2024 we introduced 246 new product codes, a part of which is dedicated to special products.
VALUE CHAIN
Tellure Rôta has always been dedicated to the design, manufacture, and distribution of wheels and castors used in a wide range of fields, from the industrial to everyday life, including civil applications.
Our products reach the end customer through a network of specialised distributors. However, we also work side-by-side with manufacturers of trolleys, systems, and machinery who integrate our wheels directly into their
equipment. We also collaborate with large industrial companies, offering direct and personalised service.
Our business is rooted in Italy, which accounts for about half of our turnover.
We also have a strong presence on European markets, especially France, Germany, Spain, and the United Kingdom. Sales are expanding in Asia and Africa.
THE SALES NETWORK
The presentation of our products to the market is entrusted to our in-house sales staff and to sales agents active throughout Italy and in some foreign markets.
In addition to a meeting with all Italian agents each year, several area meetings are organised throughout the year. These meetings are a fundamental opportunity to update the sales force on new products and company developments. In addition, they are a constructive exchange about market trends.
Abroad, relationships with the sales force are managed by area managers responsible for their specific territories. These regional meetings allow us to maintain constant contact with the area. They address the unique characteristics of each market, and provide ongoing operational support to the sales network.
We also participate every year, both directly and through distributors, in trade shows and exhibitions across several industrial sectors, both in Italy and abroad. In 2024, the most significant events were Mecspe in Bologna (Italy) and Logimat in Stuttgart (Germany), both held in March.
OUR CUSTOMERS
In 2024, we served over 1,700 customers from a wide variety of sectors. In fact, our wheels and rollers are used in many industries, the main ones being:
Waste bin containers
Mobile scaffolding and towers
Pallet trucks and forklifts
Trolleys for internal handling in the food, automotive, textile, mechanical, and electronics industries
Automated Guided Vehicles (AGVs) and Autonomous Mobile Robots (AMRs)
Tipping bins
Robotic systems for material handling in industrial environments
Serving such a diverse range of customers every day is a significant challenge, leading us to offer tailor-made solutions, both in terms of products and customer service.
An overview of the Tellure Rôta stand at Logimat 2024
NON-COMPLIANCE MANAGEMENT
At our company, quality is more than just a certification; it is a concrete commitment, measured every day by the care and management of every report or complaint received from clients or customers.
Within our ISO 9001 quality system, we closely monitor complaints, whether related to products or services.
Every report is received, recorded, and handled by our after-sales department, which coordinates the activities of the most appropriate team to address the issue. Even when an issue arises from a misunderstanding or an order error on the customer’s part, our goal remains the same: to work together to find the best solution.
In 2024, complaints decreased by 21% compared to the previous year, with a significant reduction especially in service-related complaints. We believe that this result is partly due to our careful and practical approach to managing reports, as well as the follow-up we conduct after each case.
When calculated based on the number of items shipped, the incidence of service-related complaints has decreased significantly, while product-related complaints have remained essentially stable.
WE LISTEN TO OUR CUSTOMERS
In 2024, we conducted our usual Customer Satisfaction survey, which included 1,724 active customers from 2023. A total of 177 responded, representing 28% of our turnover.
We asked them to evaluate specific aspects of our work, such as:
Product reliability
Breadth and depth of the product range
Quality/price ratio
Speed of delivery
Delivery punctuality
Service flexibility
Ability to customise products and services
Courtesy and competence of Tellure Rôta staff
Packaging and packing
Sales support documentation
Overall assessment of the relationship with Tellure Rôta
We received an average rating of 4.5 out of 5. Our strengths The technical reliability of our products and the competence and helpfulness of the Tellure Rôta team.
In 2025, our customer satisfaction survey will be expanded to include specific questions about customers’ awareness regarding our company’s commitment to sustainability.
PROCUREMENT POLICY
The Purchasing Department at Tellure Rôta pays close attention to every step of the process, from selecting suppliers and negotiating to inspecting incoming goods and verifying invoices before payment is made.
Behind every order lies meticulous work that ensures quality, punctuality, and continuity in production. This approach allows us not only to meet our standards, but also to build strong and transparent relationships with our partners.
SUPPLIER EVALUATION AND SELECTION
When selecting a supplier, quality matters to us, but it’s not the only factor. We also require commitment to the environment, respect for people, and the adoption of sustainable practices.
Through a dedicated questionnaire, we evaluate these aspects, paying particular attention to certifications such as ISO 14001, the publication of a sustainability report, or adherence to a Code of Ethics compliant with Model 231.
In 2024, we evaluated 60 suppliers according to ESG (Environmental, Social, and Governance) criteria, selecting 10 of them.
Below is another significant figure for us:
94% of our suppliers are based in Italy, with a strong concentration in Emilia-Romagna (38%)
ECONOMIC RESPONSIBILITY
GENERATED AND DISTRIBUTED ECONOMIC VALUE
For every company, economic sustainability is the starting point. Without financial solidity, no long-term project can truly take off. But for us at Tellure Rôta, being sustainable means much more than just “balancing the books”. In fact, it means generating value for all the people and organisations we interact with, including employees, suppliers, financial institutions, and local communities.
When a company operates well, it creates wealth, not just for itself, but for its entire ecosystem. This is the meaning of generated and distributed economic value: understanding how much we are able to give back to the territory, to people, and to those who work with us every day. We believe that for economic growth to be truly healthy, it must go hand in hand with the responsible use of resources and fair value distribution.
For years now, at Tellure Rôta, we have chosen to reinterpret our financial statements with greater transparency and inclusiveness, placing stakeholders at the centre.
We do this through an internal reclassification methodology designed
to clearly calculate the Added Value produced. Starting this year, we are adopting the GRI standard. This aligns us with a common international language, though it does not significantly change our approach, which already reflects many GRI principles.
In recent years, our turnover has remained essentially stable, but we have worked to become more efficient. Operating costs have decreased while we have increased investments in people and human capital.
We have maintained the same share of retained economic value as the previous year. This confirms our solidity and our ability to face the future with stability and resilience.
In 2024, our turnover grew thanks largely to foreign markets. Compared to 2023, we recorded a 4.8% increase outside Italy, driven by sectors showing great potential. Ecology, in particular, saw a remarkable +44.3%, followed by Logistics (+12.5%), Consumer (+8.9%), and Food (+2.8%). However, we saw a slight decrease of 1.3% in the Italian market.
In 2024, we received financial support that enabled us to strengthen our investments and continue to innovate. Specifically, we obtained Euro 16,042 as a capital grant for instrumental investments, as well as a tax credit of Euro 37,045 related to the Industry 4.0 programme.
In addition, we received other contributions totalling Euro 71,391, broken down as follows:
Euro 6,500 from Fondimpresa
Euro 12,500 from Fondirigenti, following training provided
Euro 12,750 from SIMEST for a Call for Proposals for SMEs with an international vocation
Euro 39,641 for investments 4.0 Invitalia linked to NRRP
INVESTMENTS IN ASSETS
In 2024 we chose to take a decisive step into the future. Compared to previous years, Tellure Rôta has significantly increased its investments in durable goods, focusing primarily on automatic machines and injection moulding presses, which alone account for 88% of the total investment.
This isn’t just about numbers, it’s a clear direction: we want to keep innovating, improve our processes, and offer products that are increasingly reliable, efficient, and tailored to the real needs of our customers. Every new machine that enters production is another step towards a more modern, robust company, ready to meet the challenges of tomorrow.
COMMUNITY SUPPORT
We believe that a company is not just a place of production, but also a living part of the community in which it operates. For us at Tellure Rôta, investing in the local area means making a real contribution to collective wellbeing, strengthening relationships, and creating value that goes beyond the purely economic.
Between 2022 and 2024, our commitment to the community has been constant. Every year, we have allocated at least 0.03% of our turnover to projects, initiatives, and services benefiting the local area. This is a choice born from deeply held beliefs, shared at every level of the company.
In 2024, the total value of these investments reached Euro 12,730. This amount includes direct donations, the value of time our staff dedicated to charitable activities, and the costs incurred to offer flu vaccines to employees who requested them.
We chose to support various organisations, all active in areas valuable to our local community:
The 2024 Festival of Sustainability in Modena, as an event sponsor
The MUMIT Cultural Association to support the brand's museum
The Parish of Saint Bartholomew in Formigine, with a donation of wheels
The Porta Aperta Association with a contribution to the project “La mensa che accoglie” (The canteen that welcomes)
FINANCIAL IMPLICATIONS AND OTHER RISKS AND OPPORTUNITIES RESULTING FROM CLIMATE CHANGE
In order to gain a better understanding of where we are headed, we must also take the time to reflect on our surroundings and what is occurring within the organisation.
That’s why, over the course of the year, we carried out an in-depth analysis of the potential risks and opportunities related to both external and internal changes in our operating environment.
This work is essential for moving forward with awareness and making long-term decisions.
Among the external factors, we considered:
Environmental aspects such as climate change, extreme events, pollution, access to natural resources - all elements that can profoundly affect our business
Socio-economic and technological dynamics including new technologies, sustainability-related market trends, presence of adequate infrastructure, financial support instruments, actions of stakeholders and competitors
The regulatory and legal framework, which is evolving rapidly and requires constant attention
However, within the company, we analysed the following:
Strategic direction such as accessing new markets, developing innovative products, choosing certified suppliers
Production aspects including plant modifications, new layouts, use of different substances or materials and waste management
Human resources with a focus on skills, corporate culture, organisational changes and people's involvement in processes
TAX STRATEGY AND TRANSPARENCY
We approach tax risk management every day, just like all other activities, with seriousness and guided by clear principles:
Compliance with the law and regulations in the various areas
Honesty, transparency, impartiality
Respect for and appreciation of individuality
Confidentiality of information
Protection of the company’s image
Respect for the environment
Our principles are not just written, they are embodied. They will remain so: in 2025, they will be integrated and harmonised with our parent company's code of ethics to further strengthen a corporate culture based on transparency, integrity, and shared responsibility.
SOCIAL RESPONSIBILITY
At Tellure Rôta, people always come first. We believe that a company’s value is born of those who help it grow every day with commitment, ideas, and passion. That’s why we take care of our employees by protecting their rights, supporting their growth, and clearly recognising their contributions.
Our commitment is to create a work environment where everyone feels safe, respected, and included. We listen to the needs of those who work with us and build programmes together to respond to real needs and improve quality of life in the company.
We pay close attention to gender equality and ensure that men and women have the same opportunities to express their potential. We want an
organisational culture that attracts new talent, develops skills, strengthens teamwork, and rewards commitment.
We offer almost exclusively permanent contracts because we believe in stability and real growth opportunities. Whenever possible, we also accommodate requests for part-time work, seeking flexible solutions that take into account everyone’s personal needs.
At the end of 2024, we were 180 people: 165 employees and 15 temporary workers, a stable number compared to the previous year. Our team also includes 6 people belonging to protected categories: a significant presence that enriches our journey with valuable experiences and perspectives.
Both among manual workers (59%) and among office workers (67%), the presence of men exceeds that of women.
The average age at Tellure Rôta is 48, with a majority of employees over 50 (47%).
At Tellure Rôta, we believe that stability is a value, not just for the company, but above all for the people who are part of it. Today, almost all of our employees - 99% - work under a permanent, full-time contract according to CCNL (National Collective Labour Agreement for the Metalworking Industry)
This allows us to build strong and lasting relationships, creating a calm and reliable work environment. Guaranteeing continuity means offering security, trust, and the opportunity to plan for the future with peace of mind. It is also thanks to this approach that our turnover remains low: those who join Tellure Rôta often choose to stay, grow, and build with us. In fact, in 2024 there were 8 departures from staff (four of which were due to retirement) and 7 new hires.
Every year, during the Christmas Party, we pay tribute to employees who reach the milestone of 25 years with the company. A watch is given to each of them as a symbolic gesture of thanks, in recognition of the time shared, their dedication, and the journey taken together.
It is a heartfelt moment, combining gratitude and pride. It serves as a reminder of how valuable the people who choose to grow with us are, year after year.
EMPLOYEE TRAINING
In 2024, we continued to invest in what matters most to us: people. We believe that professional growth begins, above all, with the opportunity to learn, improve, and feel ready to face new challenges. For this reason, we promote training activities designed to strengthen both technical and soft skills.
We worked on many fronts, and all of them are important:
Quality, environment, and workplace safety
Technical training on machines, equipment and forklifts
Management and reduction of product cost
Safe use of chemicals such as diisocyanates
Training pathways through Fondimpresa, particularly to develop the skills of production staff and introduce the principles of WCM
Apprenticeship programmes and updates to accompany the youngest in their first steps in the company
In-house courses designed to support anyone who wants to take the next step in their career
On average, each person completed 16 hours of training during the year. This is a tangible commitment, tailored to the real needs of each role, because for us, every professional has a unique path to support and enhance.
WORLD CLASS MANUFACTURING
In order to continue to invest in quality, since mid-2023, we have been carrying out an important project related to the introduction of WCM (World Class Manufacturing) concepts in production. We began by training the plant’s managerial staff and then moved on to the project's true drivers: department heads and operators
Specifically, the first step was to create a lean yet effective meeting model that involved all department heads and factory stakeholders (maintenance, purchasing, planning) to align on daily activities. The second step involved creating opportunities to share departmental issues, during which relevant topics were discussed in the presence of all relevant company departments. Currently, efforts are being concentrated on Safety and Continuous Improvement. In terms of Safety, a significant awareness campaign on workplace safety is being carried out for both managers and operators. With regard to Continuous Improvement, the aforementioned meetings help to proactively identify and resolve problems, promoting a culture of continuous improvement and personal growth.
Special attention is also being given to the Logistics pillar, with significant investments aimed at optimising the organisation and flow of goods in order to reduce delivery times. We will discuss this further in the upcoming sustainability reports.
SALARY
At Tellure Rôta, we are committed every day to building a fair and inclusive work environment, also in terms of salary. Among manual workers, the male/female wage level is equivalent. However, among employees there is still a gap: on average, women earn 26% less than their male colleagues. This difference is mainly due to the higher number of men in managerial positions and the fact that two of our female employees work part-time.
Even in terms of overall pay equity, the data show that we are on the right track. The ratio between the highest salary in the company and the average of all others is 4.46. This means that the highest earner receives about four and a half times the average salary. This indicates that our pay system is fairly balanced and free from excesses.
For us, equity is not just a matter of numbers, but of respect, trust, and consistency with our values.
SUPPLEMENTARY AGREEMENT
In June 2024, the new second-level (supplementary) contract was signed, allowing for increasingly favourable conditions for Tellure Rôta employees. The negotiation was always conducted in a respectful manner and open-mindedness by both parties: the company, supported by Confindustria, and the works council (RSU), supported by Fiom-CGIL. This demonstrates the strong relationship that has always existed between the company and union representatives.
One of the main topics addressed was the variable performance bonus, which is determined by the variability of four factors:
Revenue growth compared to the previous year.
A higher maximum bonus was set compared to the previous contract, and the minimum value was increased to ensure an ‘acceptable’ bonus even in the most challenging years.
This was made possible thanks to the foresight of both parties, who approved a scale of variability for the factors which always aim for continuous improvement, a further confirmation of the desire to grow and invest in people’s development.
WORK-LIFE BALANCE
Achieving a balance between work and personal life is one of our top priorities at Tellure Rôta. We know how critical it is for everyone to maintain a healthy balance between time dedicated to work and time for oneself, family, and loved ones. That’s why we have implemented a series of concrete measures to support the daily well-being of our people.
Here are some of the benefits we offer:
Company car and fuel card are provided for certain roles to facilitate travel and better support activities in the field.
Remote work is available for all office staff, as flexibility helps everyone better manage their commitments and personal time.
Flexible management of Severance Pay (TFR): employees who choose to set aside their severance pay with the company can request an advance (either partial or total) once a year, without needing to provide any justification.
Benefits from our Supplementary Agreement. These include a voucher worth Euro 50 for the purchase of customised safety shoes for specific medical conditions. In addition, they cover reimbursement for workrelated orthotic insoles and access to the company canteen, with 80% of the costs covered by the company.
These small but meaningful gestures reflect our daily commitment to building a more human, attentive, and sustainable workplace.
In 2024, three people took parental leave: two women and one man. Two of them have already returned to the company, ready to continue their journey with us.
MOMENTS OF SHARING
In 2024, in addition to the traditional Christmas Party, we wanted to create new opportunities to come together as a team and share meaningful moments.
The first was the event at Tuffetto di Magreta, where we presented the 2023 Sustainability Report. This was an opportunity to share the results achieved, but also to reflect together on values, responsibilities, and the future.
Carlo Bertani speaking to employees at the Plenary Session on 26 November
The second, even more heartfelt, was the plenary session on 26 November. On that occasion, we shared an important announcement with all employees: Tellure Rôta’s incorporation into the Elesa Group. This is a significant step, announced with transparency and participation, in the spirit of continuity and trust. Different situations, but with a common thread: a desire to grow together through listening and sharing.
In July 2024, our colleague Stefano Ferrarini passed away. As a key figure in our laboratory for many years, he is remembered with affection and admiration by all of us.
GROWING TOGETHER: OUR COMMITMENT TO SCHOOLS
We believe that building the future also means supporting young people as they begin to envision it. That’s why we are pleased to open our company’s doors to local schools.
This year, thanks to collaboration with the local municipality, we welcomed students from a secondary school for a career orientation visit. This was a great opportunity to introduce students to the professional world, various careers, and maybe spark some curiosity.
We also participated in the “Ti oriento” (I’ll guide you) project by Confindustria, meeting with parents in oneto-one sessions designed to support them in their children’s educational choices. An initiative we approached with a strong sense of responsibility and closeness.
Furthermore, one of the extracurricular internship programmes launched this year concluded with hiring. For us, this is the best sign that investing in young people is a valuable investment, capable of turning into real stories and shared growth paths.
Moments from the 2023 Sustainability Report presentation evening
OCCUPATIONAL HEALTH AND SAFETY
For us at Tellure Rôta, workplace safety is not just a regulatory obligation; it is a daily commitment to the people who live and work in the company. We want everyone to feel safe, protected, and heard. For this reason, we have built an internal health and safety management system compliant with Italian Legislative Decree No. 81/08. This is aligned with Italian regulations and integrated with UNI EN ISO 45001 principles.
The goal is clear: to prevent risks, safeguard health, and provide a peaceful and safe working environment. How do we do this? With a practical and collaborative approach based on:
Continuous training, because knowing how to behave is the first step to protecting yourself
Regular preventive checks
Constant monitoring of working conditions
Active involvement of those who work with us: every report is important and listened to
Each department has its own unique characteristics, which is why we carry out targeted assessments depending on the processes and machinery used. When something goes wrong - such as an accident or even just a “near miss” - we analyse it thoroughly and implement corrective actions to prevent it from happening again.
We regularly update our Risk Assessment Document (DVR) and the DUVRI (Interference Risk Assessment Document), the document concerning external companies operating at our facility. Everything is designed to keep attention high and reduce every possible risk.
There is also a significant reference figure in the company: the Workers' Safety Representative (RLS). Employees may approach this staff member for assistance with reporting problems or proposing solutions. Every report reaches the Head of the Prevention and Protection Service (RSPP)who is responsible for evaluating it and, if necessary, initiating interventions.
We also have a dedicated procedure for managing near misses. Every episode is recorded and analysed, so we can learn and improve. It is a continuous job, made up of attention, care, and collaboration. Because security, after all, is a shared responsibility.
OCCUPATIONAL
HEALTH AND SAFETY TRAINING
At Tellure Rôta, we believe that every person truly grows when they have the right tools to do so. That’s why we have structured a clear and shared procedure for managing skills and training. This is with the goal of ensuring that anyone working on fundamental topics such as quality, environment, health, and safety is prepared, up-todate, and aware of their role.
For each role in the company, we define competency requirements, evaluate performance, identify training needs, and verify whether the interventions carried out achieve the expected results. All this is communicated to the people involved and recorded accurately, because transparency is an integral part of our work process. However, we do not stop there. An important part of this system also concerns how we communicate internally
and externally about the rules and information relating to quality, environment, and safety. We want everyone to be aware of the impact of their work, both on product compliance and on respect for the environment as well as health protection.
The management of the training process is entrusted to the General Manager. The annual planning of safety training is handled by the Personnel Manager, in agreement with the RSPP (Head of Prevention and Protection Service) and RLS (Workers' Safety Representative), during the Management Review.
Each Department Head with the support of the Personnel Office, identifies the training needs of their area and builds a tailored plan, designed to fill any gaps, update existing skills, or develop new ones in view of changes or new challenges.
We then check that skills have really grown thanks to the Periodic Skills Evaluation sheet, which is part of our training database. A practical tool for closely tracking each person’s professional development step by step.
In 2024 we dedicated 1079 hours on the environment, health, and safety (compared to 1,244 hours in 2023). This figure reflects our ongoing commitment, characterised by care, attentiveness, and shared growth.
WORKPLACE INJURIES
In 2024 we recorded 3 workplace injuries, a figure in line with the previous year, when there were 2 cases. Although our goal is always zero, this number confirms that our commitment to safety is moving in the right direction.
The health and safety management system we adopt, compliant with the standard ISO 45001 continues to prove to be robust and effective: the workplace injuries frequency rate remains very low.
It is an important sign that tells us prevention is working and that the environment we work in every day is attentive, well-organised, and respectful of people.
No occupational diseases were recorded during the year.
ENVIRONMENTAL RESPONSIBILITY
For us at Tellure Rôta, environmental sustainability is not just a word, but a daily commitment. We produce wheels and rollers for industrial applications. However, the direction we want to take is clear: we want to grow, but responsibly, taking into account the impact that every one of our choices has on the environment.
We live in a world that faces increasingly urgent environmental challenges. We are aware of this, just as we are aware of our role. That is why we have chosen to adopt an Integrated Management System, certified to ISO 9001 and ISO 14001 standards. This is a practical tool that helps us combine quality and respect for the environment, integrating both into every aspect of our work.
We don’t just comply with regulations: we want to do more. Thanks to the
Single Environmental Authorisation (AUA), we closely monitor the impact of our activities, acting responsibly. We also scrupulously follow the most up-to-date European regulations - from the REACH Regulation to Isocyanates Regulation - to ensure the safe use of chemicals and protect the health of people and the environment.
Nevertheless, real change can only be achieved through concrete actions, such as preventing pollution, conserving energy, and reducing waste. These are the areas where we are taking action every day, with the commitment and participation of everyone: employees, suppliers, and partners. Only by working together can we create a more sustainable future and leave a positive mark, not only on the market but also on the planet.
INCOMING MATERIALS
At the heart of Tellure Rôta’s product quality is a precise choice: starting with carefully selected materials. Every component that enters our production cycle is thoroughly evaluated. This is because we know that final quality begins right there, with how we handle raw materials from the very start.
We mainly use sheet metal, steel, and polyurethane prepolymer: these are the core of our production. In addition, we use other materials such as tubes, castiron hubs, rubber and thermoplastic rings. These products enable us to offer solid, reliable, and highperformance wheels and rollers.
During the production processes, we also use paints, adhesives, and solvents to give our products
functionality but also a refined appearance. Greases and diathermic oils, on the other hand, help us keep the machinery that makes all this possible in perfect condition.
Packaging is also critical: wooden pallets, cardboard boxes, stretch film and shrink wrap ensure that each product arrives intact and well protected at its destination.
Behind every material chosen, there is thought, care, and responsibility. Because doing our job well also means taking care of every detail, with seriousness and passion.
In the following table, we have listed the main materials used in 2024:
In 2024, our energy consumption reflects our daily work and constant efforts to produce efficiently and responsibly. The electricity used, entirely drawn from the grid, amounted to 2,686,991 kWh. In addition, natural gas was used for heating the premises, with a total consumption of about 410,199 Sm3.
Our vehicle fleet (which includes cars, vans, and trucks) also contributed to consumption: 112,381 litres of diesel and 247 litres of petrol were used to meet logistical and operational needs.
ELECTRICITY
FUELS
Energy consumption within the organisation [GJ]
ENERGY INTENSITY
To understand how efficiently we are using the energy available to us, we rely on a simple yet meaningful indicator: energy intensity, which is the ratio between energy consumed and revenue generated. In 2024, this value was 0.76 MJ per Euro of turnover, slightly higher than the 0.73 recorded in 2023.
GREENHOUSE GAS EMISSIONS
Climate change is one of the most urgent challenges of our time. It affects everyone, with no exceptions. And for us at Tellure Rôta, this means taking responsibility for understanding our impact on the environment - and, above all, what we can do to reduce it.
In 2024, we continued our journey toward environmental awareness by analysing greenhouse gas (GHG) emissions, focusing on Scope 1 and 2, in accordance with the guidelines of the Greenhouse Gas Protocol. We wanted to get straight to the point: measure our emissions, know the real numbers, and then take decisive action.
SCOPE 1 EMISSIONS
These are emissions that come from sources we control directly: combustion plants, company vehicles, and gas leaks from air conditioning systems. Compared to 2023, these emissions have increased by 10%
A figure we take very seriously, and one that motivates us to take targeted action1
SCOPE 2 EMISSIONS
Scope 2 emissions represent the indirect emissions generated by the purchase of electricity. In other words, this refers to the electricity purchased, calculated using the location-based method, which takes into account the average energy mix of the national grid. Here too, in 2024, we recorded a slight increase: +2% compared to the previous year 2
Scope 2 emissions
TOTAL EMISSIONS:
1558.1 t CO 2
EMISSIONS INTENSITY
To assess whether our environmental impact is proportionate to the company’s growth, we measure the emission intensity: how much CO2 we emit for every euro of revenue.
In 2024 this value was 0.045 kg CO2 per Euro, slightly higher than the 0.043 kg CO2 in 2023.
MANAGEMENT OF AIR POLLUTANT EMISSIONS
In an industrial context like ours, closely monitoring pollutant emissions is essential - not only to comply with regulations, but also to contribute to more sustainable growth.
Every day, we work to reduce our impact on the air we breathe by adopting increasingly advanced technological solutions and carefully managing the resources available to us. We have introduced monitoring and emission reduction systems that allow us to keep pollutants well below the legal limits.
Monitoring is constant: we record, analyse, and manage data with precision, integrating it into our environmental management system. This is our way of ensuring transparency, continuity, and full compliance with the rules, but also of making sure that we perform our duties daily.
Below are the data relating to emissions of various pollutants detected in our production activities in 2023 and 2024, expressed in mg/Nmc, along with a comparison to legal limits. These numbers reflect a concrete commitment carried out with responsibility and vision.
USING WATER AS A SHARED RESOURCE
We at Tellure Rôta recognise that water is a precious resource. That’s why we use it with respect, care, and responsibility. In 2024 we drew 3.52 megalitres of water from the aqueduct (a 16.4% decrease compared to 2023), necessary to operate our plants and carry out daily activities. After being used in production processes, the water is discharged into the sewage system, always in full compliance with local wastewater regulations.
We constantly monitor our consumption and work every day to reduce waste, seeking solutions that allow us to use this resource more efficiently.
WASTE MANAGEMENT
At Tellure Rôta, we believe that every stage of our work should be guided by responsibility and care, especially when it comes to waste. Every piece of waste we produce says something about the way we do business. This is why we are committed every day to managing it as sustainably as possible.
In 2024 we generated 1,608 tonnes of waste, an increase of 9% compared to the previous year. Most of it comes from materials such as iron, plastic, wood, steel, paper, and cardboard: all elements that, if managed carefully, can be given new life. Only 3.8% of waste is classified as hazardous (down from 4.8% in 2023), demonstrating a path of continuous improvement.
However, the figure we are most proud of is the following: over 95% of non-hazardous waste is recovered
For us, it means turning what’s left into a new resource, reducing our impact on the environment, and making a real contribution to the circular economy.
IMPACT REPORT
TELLURE RÔTA, BENEFIT CORPORATION
Being a Benefit Corporation is a new and conscious way of doing business, combining profit with a commitment to the common good. This means that, under our bylaws, we have committed to pursue goals that go beyond corporate profit. We refer to collective well-being and generating shared value for society, which includes caring for people, environmental sustainability, and social justice.
This legal status was introduced by the Italian Legislative Decree No. 1882 of 17 April 2015. Although it currently does not provide direct economic benefits or special incentives, for us, it is a choice of responsibility. It is our way of saying no to the “profit at any cost” mindset and instead choosing to invest in the well-being of the community, placing the social value of our actions at the forefront.
Many of the companies that decide to become Benefit Corporations already have a long history of commitment to the territory and stakeholders. We at Tellure Rôta are no strangers to this vision: for over seventy years, we have sought to create and distribute wealth transparently, with careful attention to the community around us. In November 2024, after joining the Elesa group, we rewrote our bylaws to further confirm our commitment to the Common Benefit objectives. Supporting us on this
journey is Davide Clò: our administrative manager, whom the Board of Directors has appointed to lead our sustainability mission with determination.
Today we are part of a network of over 4,000 Benefit Corporations in Italy, and with this impact report we fulfil the transparency requirement mandated by law. Our Sustainability Report, made
according to the GRI methodology, not only describes our corporate policies and actions related to sustainability, but demonstrates our concrete commitment to our stakeholders and the community.
In the following document, you will find the five Common Benefit objectives we have set for ourselves, along with the concrete commitments we have made to achieve them. We have included specific indicators in order to monitor our progress. The tables show the results achieved in the reference year and allow us to be transparent about what we have done. Furthermore, with the aim of continuous improvement, we have already identified our actions for 2025, as well as the reasons why some commitments in 2024 were not completed or were only partially fulfilled. It is a constantly evolving journey, full of challenges and successes, that motivates us to grow every day and contribute positively to our community.
1 ST
OBJECTIVE
Continuous innovation towards the sustainability of processes and environmental impacts of all business practices.
We want every aspect of our business to respect and promote sustainable values. To achieve this goal we are focusing on two key actions: the digitisation of processes and collaboration with suppliers on sustainability issues.
Digitalisation of both the active and passive flows of business processes is a great opportunity to improve our performance in terms of ESG.
The advantages of this choice are many: first of all, by digitalising, we can significantly reduce the use of material resources such as paper and consumables, thus helping to protect the environment. In addition, we are able to collect and manage energy and
Further digitalise the active and passive flow of processes
Digitalise personnel management
Reduce the use of paper and printing also through the digitalisation of commercial documentation
Prepare supplier questionnaire with ESG assessment
Number of digitalised processes (that were not previously digitalised) out of the total number of processes that can be digitalised
Number of employees out of the total managed using HR management software
Kg of paper consumed
Number of toner cartridges used
Number of questionnaires sent to suppliers
Number of questionnaires received from suppliers
2025 commitments
Further digitalise the active and passive flow of processes
Digitalise personnel management
Monitor consumption and reduce the use of paper and printing also through the digitalisation of commercial documentation
Achieve a 50% response rate by increasing supplier engagement
personal data more efficiently. Digital management also offers us better traceability of this data. All this increases transparency, reduces the margin of human error, and makes it easier to manage the entire value chain.
However, sustainability of processes is not limited to what we do internally. To have a really positive impact, you need to do a careful analysis of our supply chain on ESG issues. The environmental and social impact of a product does not end at the site where it is produced. In fact, it must take into account every stage of its life, including supplies and their impact on our planet and people.
For this reason, we are working to involve our suppliers in an ongoing dialogue about sustainability. This is to ensure that our entire supply chain adheres to the same principles of environmental and social responsibility.
The digitalisation process is ongoing, also following the entry in 2024 of Elesa (the parent company), which uses a different management system. It is necessary to determine which management software will be used definitively. The year 2025 will be a year of analysis for selecting an appropriate software.
The digitalisation of all personnel-related operations was not completed in 2024. However, an analysis was conducted of software that could consolidate all personnel management into a single program. Some software programs have been ordered for trial testing.
Paper used: 1,422 Kg
Number of toner cartridges used: 32
Paper consumption has not yet decreased, as it is directly linked to the process of digitalising workflows.
155 questionnaires sent and 60 questionnaires received. The response rate was 38.7%
Indicator
Number of digitalised processes (that were not previously digitalised) out of the total number of processes that can be digitalised
Number of employees out of the total managed using HR management software
Kg of paper used
Number of toner cartridges consumed
Number of questionnaires sent to suppliers
Number of questionnaires received from suppliers
2 ND
OBJECTIVE
The fostering of a positive work environment through actions that promote quality and work safety, professional growth and the development of potential, including the adoption of company welfare measures.
Attention to employee well-being is a highly relevant topic today and, in addition to improving staff retention, it is an investment that leads to tangible results. However, for us at Tellure Rôta, it’s not just about business outcomes: it’s a matter of deep values.
We believe that an employee’s well-being does not end with the time spent at work, but that their professional well-being also has a positive impact on their private life, personal growth, and overall fulfilment.
Our goal is for every employee to have a work experience that helps them develop both professionally and personally. This is done by feeling part of a project that puts the individual and their well-being at the centre.
Define improvement targets for reducing work-related stress
Number and description of indicators identified to assess the level of work-related stress reduction
A procedure has been developed that includes mapping staff at risk of work-related stress. The methodological approach as outlined in the document “La metodologia per la Valutazione e gestione del rischio da stress lavoro-correlato” (The Methodology for the Assessment and Management of Work-Related Stress Risk), published by INAIL in September 2017, was followed. This procedure includes a total of 10 sentinel indicators and 47 indicators that consider the work environment, and it is also suitable for ISO 45001 certification. In 2024, the HR manager also attended a 4-hour introductory course on “work-related stress.”
Implement a company platform with training hours
Number of training hours entered into the company platform
Number of employees who can benefit from training
This activity is part of the broader project to digitalise the entire HR sector. Its implementation depends on identifying the most suitable software for Tellure Rôta. The platform will enable the digital management of training activities (e.g., tracking deadlines, aggregating content).
Regulation of part-time work
Extension of the Remote Working pilot project
Number of official company documents describing procedures for requesting, activating, and managing parttime work
Number of departments where remote working was activated for the first time in 2024
Number of employees allowed to work remotely for the first time in 2024
2025 commitments
Specific training for HR managers so they become the internal point of reference for managing work-related stress situations. Training will allow for a better understanding of cases and prompt referral to the occupational physician for follow-up evaluation.
Implement a company platform with training hours
Monitoring of part-time requests received and the number of accepted requests
This commitment has been completed; monitoring will continue for the number of remote work hours performed annually by staff
A union agreement allows for the inclusion of a clause in the secondlevel contract requiring Tellure Rôta to process all requests received. Acceptance of requests, according to the agreement, is evaluated on a case-by-case basis after analysing the company’s needs.
In 2024, the possibility to work remotely was activated in four departments (36 employees). In total, remote working is active in five departments, as one department started in 2023 (12 employees).
Indicator
Number of hours of specific training provided
Number of training hours entered into the company platform
Number of employees who can benefit from training
Number of part-time requests received
Number of part-time requests accepted
Number of remote work hours performed in the year of reference
3 RD
OBJECTIVE
Improvement of business processes and activities impacting the environment by recycling our own production scraps and waste.
Reducing environmental impact is a goal we consider fundamental, especially in a manufacturing company like ours, where environmental awareness must be translated into concrete actions.
In particular, we are focusing on three main actions: reducing waste, reducing emissions from our
company fleet and converting packaging to greener materials. Every step in this direction not only brings a tangible environmental benefit, but also enhances our reputation as a caring and responsible company.
We have also chosen these actions because - in addition to generating a positive impact on the environment - they contribute to the reduction of production costs, creating a perfect synergy between our sustainability policy and the company's growth objectives.
No. of pieces made in 2023: 4,313,383
No. of rejects in 2023: 48,672
2023 rejects: 1.13%
Reduction of production waste and increase in recycling of waste
% of waste (given by the number of rejected pieces over the number of produced pieces)
No. of pieces made in 2024: 4,510,788
No. of rejects in 2024: 56,890
2024 rejects: 1.26%
The proportion of rejects slightly increased in 2024 compared to the previous year, partly due to greater fragmentation of orders, which led to more frequent machine setup changes. Specific training was provided to production staff in order to reduce the number of rejects.
Reducing the impact of sales transport
Eliminate plastic film from packaging and reduce the number of packages
Percentage of non-hazardous waste sent for recycling out of the total nonhazardous waste generated
Mapping of the company fleet (number and type of vehicles, size, fuel type)
2023: 97.13%
2024: 95.32%
1 diesel truck
1 diesel van
1 company car available only for business trips – no mixed use – available to all employees
3 company cars for mixed use, diesel 1 company car for mixed use, petrol
Number of customers switched from plastic film packaging to cardboard packaging 9 customers started the “box” packaging pilot project
2025 commitments
Analysis of factors generating rejects and reduction of production waste
The commitment has been maintained; nevertheless, Tellure Rôta will continue to monitor this figure.
Analysis of the entire company fleet for future replacement with more environmentally friendly vehicles
Expansion of the number of customers switching from plastic film packaging to cardboard packaging
Indicator
% of waste (given by the number of rejected pieces over the number of produced pieces)
Percentage of non-hazardous waste sent for recycling out of the total waste generated
No. of company vehicles for which a replacement is expected with more environmentally friendly vehicles
Number of customers that switched from plastic film packaging to cardboard packaging
4 TH
OBJECTIVE
Promoting collaborative dialogue with stakeholders and active participation in associations and business networks to spread good sustainability practices.
We are convinced that no company can thrive alone. It is essential to build and maintain strong relationships with all the people and organisations that are part of our ecosystem: from those who work with us to those who use our products, and the community in which we operate.
These bonds, based on shared values, are what drive us to continuously improve and do better every day.
All this creates a positive influence that enriches both us and those around us.
For us, this objective takes shape by paying attention to and actively involving our main stakeholders: our customers, workers (including management) and the community. Our participation in business associations and networks is an opportunity to learn from others, share our experiences and spread the good sustainability practices that guide us. In this way, we help build a network of companies and people committed to a more responsible future, where sustainability is at the heart of every action.
Carry out the customer satisfaction survey
No. of questionnaires sent to customers and no. of questionnaires received
online questionnaire sent to all customers with revenue in 2023 (1,724 customers). The customers who responded to the questionnaire represented 27.91% of the total turnover in 2023
The satisfaction level emerging from the questionnaire is generally high (average overall rating is 4.5 out of 5)
Create a materiality matrix
Participate in school orientation initiatives, work-school programmes, collaboration with ITS Maker and Cà Bella
No. of stakeholders involved in the creation of the materiality matrix
Number of school orientation initiatives in which Tellure Rôta participated
Number of young people welcomed into the company from work-school programmes, ITS Maker, and Cà Bella
Encourage the increase in the share of responding customers
Involvement of external stakeholders (e.g. suppliers, customers, representatives of associations)
Ongoing participation in school orientation initiatives, work-school programmes, and collaboration with ITS Maker and Cà Bella
Management, ownership, and the heads of the administration, purchasing, technical service, research and development, human resources, and marketing departments were involved.
The involvement of these stakeholders made it possible to develop the materiality matrix
1 company visit by a middle school for school orientation, in collaboration with the Municipality
Participation in the “Ti oriento” (I’ll guide you) project by Confindustria, based on one-to-one meetings dedicated to parents for their children's school orientation
In 2024, no young people came from work-school programmes or other training institutions
An extracurricular internship WAS carried out with consequent hiring in the company
No. of questionnaires sent to customers and no. of questionnaires received
No. of external stakeholders involved in the creation of the materiality matrix
Number of school orientation initiatives in which Tellure Rôta participated.
Number of young people welcomed into the company from workschool programmes, ITS Maker, and Cà Bella
2024 commitments
Indicator
2024 data
5 TH
OBJECTIVE
Support to non-profit organisations, foundations and third sector entities that provide support to people and combat poverty and inequality.
Our fifth objective drives us to look beyond the boundaries of our company, to make a concrete contribution to the well-being of the community and to raise awareness among other businesses on issues of corporate social responsibility
We firmly believe that every company has a duty to play an active role in improving the world around it. For this reason, we are committed to identifying the needs of our local area and supporting those organisations that, through their work, are dedicated to improving the living conditions of the most vulnerable people. Our support comes in different forms: from the volunteering of our employees to donations, up to pro bono activities
Participate in the CSR Association and take part in at least one project
Prepare a company policy for donations and charitable contributions for the threeyear period
Number of events attended by Tellure Rôta, Number of employees involved, and Number of projects supported
Number of company documents regulating donations and charitable contributions in line with the three-year industrial plan
Participation in CSR association projects
Prepare a company policy for donations and charitable contributions
Participation in 5 meetings related to the CSR Association
In 2024, a total of Euro 12,730 was donated to the community, corresponding to 0.03% of the turnover. The drafting of a company donation policy IS underway, which will need to be reviewed/ completed according to the provisions of the new corporate structure.
Number of events attended by Tellure Rôta, Number of employees involved and number of supported projects
Number of company documents regulating donations and charitable contributions in line with the three-year industrial plan
GRI CONTENT INDEX
STATEMENT OF USE
Tellure Rôta S.p.A. has reported the information cited in this GRI content index for the period [01.01.24–31.12.24] with reference to the GRI Standards.
304-1 Operational sites owned, leased, or managed in (or adjacent to) protected areas and areas of high biodiversity value outside protected areas There are no owned sites in protected areas or in areas of high biodiversity value.
304-2
impacts of activities, products and services on biodiversity
or reconstructed habitats
304-4 Species listed in the IUCN Red List
is not believed that there are any impacts on biodiversity
Copyright: Tellure Rôta S.p.A. 2025
Methodological consulting: Mediamo Area Sostenibilità S.r.l SB
