Sustainability Report
Following the path of sustainability… We have always been convinced in our values and strategic vision that a businessperson has to consider sustainability in producing goods or services in order to protect the planet for the future generations. The last year has strengthened our awareness of the importance of sustainability and has given us a further incentive to look towards future, innovation and change. Certain of this belief, we present our 2020 report, in which we illustrate performance of our operational parent company FERCAM S.p.A. with the desire to recount the performance at group level in the coming years.
Following the path of sustainability…
We have always been convinced in our values and strategic vision that a businessperson has to consider sustainability in producing goods or services in order to protect the planet for the future generations.
The last year has strengthened our awareness of the importance of sustainability and has given us a
further incentive to look towards future, innovation and change.
Certain of this belief, we present our 2020 report, in which we illustrate performance of our operational
parent company FERCAM S.p.A. with the desire to recount the performance at group level in the coming
years.
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<strong>Sustainability</strong><br />
<strong>Report</strong><br />
FERCAM SpA<br />
2020
<strong>Sustainability</strong> numbers<br />
Methodological note<br />
Sustainable Development Goals - SDGS<br />
1. FERCAM: Identity and values<br />
1.1 FERCAM: towards the new strategy<br />
1.2 Vision, mission and values<br />
1.3 Governance<br />
1.4 Compliance & business continuity management<br />
1.5 Economic value generated<br />
1.6 Our network and services<br />
2. Quality and innovation<br />
2.1 The pursuit of Total quality<br />
2.2 Company management system<br />
2.3 Customer satisfaction<br />
2.4 Supply-chain management<br />
2.5 Participation in Associations<br />
2.6 Digitalisation and efficiency of process<br />
3. Environment and sustainability<br />
3.1 FERCAM: clean smarter logistics<br />
3.2 <strong>Sustainability</strong> and innovation in transports<br />
3.3 Energy strategy and efficiency<br />
3.4 <strong>Sustainability</strong> culture and partnership<br />
3.5 Environmental indicators<br />
3.6 “Safety & quality assessment for sustainability”<br />
NDEXLetter from President<br />
p. 5<br />
p. 6<br />
p. 8<br />
p. 12<br />
p. 14<br />
p. 16<br />
p. 20<br />
p. 23<br />
p. 26<br />
p. 28<br />
p. 30<br />
p. 34<br />
p. 36<br />
p. 38<br />
p. 42<br />
p. 43<br />
p. 46<br />
p. 47<br />
p. 50<br />
p. 52<br />
p. 55<br />
p. 61<br />
p. 64<br />
p. 65<br />
p. 69<br />
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4. FERCAM and people<br />
4.1 Our employees<br />
4.2 Human capital management<br />
4.3 Training and development of our employees<br />
4.4 Wellbeing and initiatives in favour of employees<br />
4.5 Health and safety in FERCAM<br />
4.6 Schools and Universities<br />
4.7 Relations with territory<br />
4.8 Internal and external communication<br />
4.9 Privacy mangement<br />
Gri content index<br />
Assurance statement<br />
Informazion and contacts<br />
p. 70<br />
p. 72<br />
p. 76<br />
p. 78<br />
p. 83<br />
p. 84<br />
p. 91<br />
p. 92<br />
p. 94<br />
p. 95<br />
p. 96<br />
p. 100<br />
p. 102
4 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA
Letter from President<br />
Following the path of sustainability…<br />
We have always been convinced in our values and strategic vision that a businessperson has to consider<br />
sustainability in producing goods or services in order to protect the planet for the future generations.<br />
The last year has strengthened our awareness of the importance of sustainability and has given us a<br />
further incentive to look towards future, innovation and change.<br />
Certain of this belief, we present our 2020 report, in which we illustrate performance of our operational<br />
parent company FERCAM S.p.A. with the desire to recount the performance at group level in the coming<br />
years.<br />
We have always been committed to developing rail/road and intermodal transport, where possible,<br />
and we constantly seek innovative solutions that can be applied to road freight transport. The renewal<br />
of our fleet takes places predominantly with LNG vehicles (Liquefied Natural Gas) that allows strong<br />
reductions of NOX (-65%), PM 10 (-95%) and CO2 (- 15%). We have also invested in a biomethane<br />
production plant in order to further decrease CO2 emissions.<br />
The next step will be electrical vehicles, both battery-operated for urban distribution and hydrogen-fuel<br />
cell to reach the goal of zero-emissions transports.<br />
Our warehouses for goods storage are for the most part equipped with photovoltaic systems that<br />
annually produce 4 MWh of green electricity used mostly for self-consumption.<br />
We are sure that it is necessary to guarantee the mobility of goods and by investing in new technologies<br />
it will be possible to further reduce environmental impact.<br />
We also believe that the most important resource in FERCAM is the human one: attractive work<br />
environment, flexibility and work-life balance with the right persons in the right place, we can guarantee<br />
the high quality of our services and be successful in the future!<br />
Technological innovation for the client and environmental protection, safety, expertise, professionalism,<br />
motivated and proactive employees: these are our strengths, which will allow us to face new challenges<br />
and achieve future goals.<br />
President<br />
Dr. Thomas Baumgartner<br />
FERCAM SPA<br />
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SUSTAINABILITY NUMBERS - FERCAM SPA<br />
10783<br />
TRAINING HOURS<br />
60<br />
BRANCHES<br />
IN ITALY<br />
1425<br />
EMPLOYEES<br />
>23 MIO<br />
MULTIMODAL KM<br />
60% MEN<br />
40% WOMEN<br />
ACCIDENT<br />
FREQUENCY<br />
INDEX*<br />
8,83<br />
(*) accident frequency index = (number of accidents * 1.000.000) / hrs worked<br />
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SUSTAINABILITY NUMBERS - FERCAM SPA<br />
1.639 TONS<br />
PHOTOVOLTAIC<br />
ENERGY CO2<br />
EMISSIONS<br />
AVOIDED<br />
(2018-2020)<br />
€ 601.000.000<br />
TURNOVER<br />
7,1%<br />
LNG VEHICLES<br />
€ 10.280.000<br />
INVESTMENTS IN<br />
INDUSTRIAL AND<br />
COMMERCIAL<br />
EQUIPMENT<br />
(2019-2020)<br />
1.572.833<br />
WEBSITE VIEWS<br />
NUMBER<br />
CLIENTS’<br />
TURNOVER:<br />
75% ITALY<br />
25% ABROAD<br />
2463 TONS<br />
CO 2<br />
EMISSIONS<br />
AVOIDED WITH<br />
OWN VEHICLES<br />
FERCAM SPA<br />
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METHODOLOGICAL NOTE<br />
REPORTING STANDARDS APPLIED<br />
FERCAM S.p.A. <strong>Sustainability</strong> <strong>Report</strong> was drawn up<br />
inspiring to national and international standards<br />
on Corporate Social Responsibility and in<br />
particular taking as reference the guidelines of GRI<br />
<strong>Sustainability</strong> <strong>Report</strong>ing Standards Core Option.<br />
Applying such standard and using specific<br />
indicators, the company is able to present to<br />
relevant stakeholders its performances considering<br />
the three dimensions: economic, social and<br />
environmental.<br />
Our previous 2019 <strong>Sustainability</strong> <strong>Report</strong> has been<br />
published online on our website.<br />
With regard to economic performances, the report<br />
includes data of FERCAM Group consolidated<br />
financial statement, to which we added the specific<br />
detail of FERCAM S.p.A.<br />
This report refers to data as at 31.12.2020,<br />
compared with the previous two years.<br />
It was approved by the President and the CEO of<br />
FERCAM S.p.A. and was submitted for assurance by<br />
a third part institution.<br />
The document will be updated annually and is<br />
available in the section “QHSE – Quality, Safety and<br />
Environment” of our website www.fercam.com.<br />
REPORTING FRAMEWORK<br />
This report concerns FERCAM S.p.A., with<br />
representative data of Bolzano headquarter and all<br />
Italian branches; where expressly indicated, data are<br />
provided at FERCAM Group level.<br />
8 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA
OUR STAKEHOLDERS<br />
We identify below FERCAM’s stakeholders,<br />
highlighting the methods of communication<br />
channels.<br />
CLIENTS<br />
• Code of Ethics<br />
• Periodic satisfaction surveys<br />
• Partnership development<br />
• Website, Social Networks and<br />
newsletter<br />
LEGISLATOR, PUBLIC<br />
ADMINISTRATION AND<br />
CONTROL BODIES<br />
• Code of Ethics<br />
• Institutional<br />
documentation<br />
EMPLOYEES<br />
• Code of Ethics<br />
• Constant dialogue<br />
• Internal communication tools<br />
(newsletter, house organ, corporate<br />
intranet, social networks)<br />
• Internal and external events dedicated<br />
to employees<br />
• Work climate analysis<br />
• Training courses<br />
SHAREHOLDERS<br />
• Financial reports<br />
• <strong>Sustainability</strong> report<br />
COMMUNITY AND<br />
TERRITORY<br />
• Partnership<br />
• Interaction with bodies representing<br />
institutions<br />
• Press releases<br />
SUPPLIERS<br />
• Code of Ethics<br />
• Qualification process<br />
• Dialogue through<br />
meetings / surveys<br />
• Partnership<br />
FERCAM SPA<br />
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MATERIALITY ANALYSIS<br />
In terms of sustainability report, topics that are<br />
significant on economic, environmental and social<br />
performances of the company and that are able<br />
to substantially affect stakeholders’ decisions<br />
and business strategy are considered material, i.e.<br />
relevant.<br />
The identification of such material topics was<br />
carried out through a careful analysis of economic,<br />
social and environmental impacts of company’s<br />
activity, evaluating their relevance compared to<br />
company priorities and the main expectations of<br />
stakeholders.<br />
FERCAM priorities were identified evaluating<br />
critical issues and long-term opportunities for<br />
every topic through internal meetings, company’s<br />
documents analysis (Strategy, Code of Ethics,<br />
231 Model, policy, etc.), and analysis of workenvironment<br />
survey results.<br />
External stakeholders’ point of view was instead<br />
determined through sectoral-context analysis,<br />
benchmark analysis, mapping analysis of relevant<br />
aspects highlighted in international publications,<br />
feedbacks and customer-satisfaction analysis and<br />
results of surveys /workshops that involved the<br />
main categories of suppliers.<br />
According to these inputs, the first materiality<br />
matrix was arranged in 2019 and remains<br />
confirmed for 2020. This mapping was re-shared<br />
and confirmed in 2020 through an internal online<br />
survey.<br />
The following materiality matrix graphically<br />
summarises the most relevant topics according to<br />
the dual-significance criterion for company and<br />
stakeholders and shows those that had at least an<br />
average rating for both parties.<br />
In 2021, our aim will be to involve external<br />
stakeholders more directly.<br />
priority<br />
Service<br />
quality<br />
Sustainable<br />
logistics<br />
Innovation<br />
and Technology<br />
Dialogue with<br />
Stakeholders<br />
Occupational<br />
Health and Safety<br />
RELEVANCE FOR STAKEHOLDER<br />
Waste<br />
management<br />
Energy<br />
consumption<br />
Business<br />
Continuity<br />
Supply chain<br />
management<br />
medium<br />
Human Resources<br />
Economic value<br />
creation<br />
Corporate<br />
Governance<br />
medium<br />
RELEVANCE FOR FERCAM<br />
priority<br />
10 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA
Given the strong connection between our<br />
commitment and the relevant topics represented<br />
through the materiality matrix, we can be sure that<br />
MATERIAL TOPIC<br />
our future choices will be always set with a view<br />
to satisfying our stakeholders to strengthen the<br />
dialogue.<br />
DESCRIPTION FOR FERCAM<br />
SOCIAL<br />
ENVIRONMENTAL<br />
Human Resources<br />
Dialogue with<br />
Stakeholders<br />
Occupational<br />
health and safety<br />
Supply chain<br />
management<br />
Energy<br />
consumption<br />
Waste<br />
management<br />
Innovation and<br />
technology<br />
Sustainable<br />
logistics<br />
Identify the best employees and promote training courses.<br />
Develop strategies of enhancement and professional growth.<br />
Involve employees and promote internal communication.<br />
Maintain exchange and communication channels in order to cooperate for a sustainable<br />
growth. Develop collaborations and partnerships.<br />
Guarantee proper standards of occupational health and safety to employees, clients and<br />
suppliers. Involve critical suppliers for aspects of safety management.<br />
Raise staff awareness to spread a high safety culture.<br />
Guarantee observance of the Code of Ethics, with particular reference to regulatory, ethics,<br />
environmental and occupational health and safety compliance.<br />
Develop established partnership with local suppliers.<br />
Guarantee reliability and sustainability of the supply chain.<br />
Reduce environmental impacts of properties with regard to energy-sources use.<br />
Adopt, where possible, renewable energy sources. Promote virtuous behaviours from<br />
employees.<br />
Reduce properties environmental impacts with regard to waste production.<br />
Promote virtuous behaviours from employees and suppliers.<br />
Carry out R&D activities aimed to increase the wealth of knowledge, included the knowledge<br />
of man, culture and society, and to develop new applications of the knowledge acquired.<br />
Meet market requirements providing more and more innovative services.<br />
Adopt logistics solutions able to reduce air emissions.<br />
Promote alternative technologies and solutions for transport.<br />
Adopt technologies aimed to automate goods storage, handling and transport.<br />
Build partnership for the development of the territory and for contributing to the sector<br />
sustainable development.<br />
ECONOMIC<br />
Corporate<br />
Governance<br />
Business<br />
Continuity<br />
Quality of service<br />
Economic value<br />
creation<br />
Guarantee regulatory compliance.<br />
Maintain Corporate Governance system consisting of da policies, procedures and practices<br />
and a control system suitable to reduce the risk of behaviours that could affect company<br />
reputation or operations.<br />
Prevent operational disruptions and ensure the ability to continue exercising the business<br />
even in the face of potential adverse events.<br />
Increase company resiliency and responsiveness to protect stakeholders’ interests.<br />
Guarantee effectiveness and efficiency of processes designed to promote service quality.<br />
Correctly understand clients’ needs and offer a service in line with requirements expressed,<br />
ensuring a proper information during the provision of the service and a suitable management<br />
of complaints and reports.<br />
Monitor customer satisfaction and implement actions for a continuous improvement.<br />
Guarantee economic results in the long run.<br />
Protect company stability and solidity over the long term.<br />
FERCAM SPA<br />
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SUSTAINABLE DEVELOPMENT GOALS - SDGS<br />
2030 AGENDA AND OUR TARGETS<br />
At the end of 2015, ONU launched the new 2030<br />
Agenda, an action plan to realise 17 Sustainable<br />
Development Goals or SDGs, signed by 193<br />
countries including Italy.<br />
Such goals are articulated in 169 specific targets,<br />
taking account of the three dimensions of<br />
sustainable development: economic, environmental<br />
and social. Each organisation is called upon to play<br />
its part to contribute to achieve the goals on local<br />
and global scale.<br />
https://www.un.org/sustainabledevelopment/sustainable-development-goals/<br />
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In support of FERCAM’s constant commitment in following the path to a sustainable development, and aware<br />
that we too can help the achievement of such strategic goals, we have identified the following goals, in line with<br />
the priorities defined by FERCAM and with the material issued identified.<br />
GOALS<br />
Ensure healthy lives and<br />
promote well-being for all at<br />
all ages.<br />
2021 TARGETS<br />
FERCAM is committed to health, safety and well-being.<br />
Our leitmotiv is: A good and safe job<br />
We will continue with the activities aimed to involve our supply chain<br />
and to raise awareness of near misses detection.<br />
Ensure access to affordable,<br />
reliable, sustainable and<br />
modern energy.<br />
FERCAM is committed to constantly improve its energy<br />
performances.<br />
We aim to install new photovoltaic systems at our sites, and continue<br />
with new measures to improve energy efficiency (e.g. LED relamping).<br />
Promote inclusive and<br />
sustainable economic growth,<br />
employment and decent work<br />
for all.<br />
FERCAM promotes employees well-being, constant and further<br />
training, along with integration with the territory.<br />
The new projects defined in the 2025 strategy will be launched and<br />
then reported in the next report.<br />
Build resilient infrastructure,<br />
promote sustainable<br />
industrialization and foster<br />
innovation.<br />
Make cities inclusive, safe,<br />
resilient and sustainable.<br />
“Clean, smarter Logistics”: this spirit animate us.<br />
FERCAM invests in technology and innovation in order to increase<br />
efficiency of its processes, making them more sustainable, and to<br />
improve the life quality of its employees.<br />
We will develop collaborations and partnerships to contribute to<br />
improve the future system of goods mobility.<br />
FERCAM maintain a constant focus on the territory where it is<br />
present.<br />
Our commitment will be expressed through a monitoring project of<br />
the emissions related to outsourcing services and a direct involvement<br />
of our stakeholders in the next reporting.<br />
Ensure sustainable<br />
consumption and production<br />
patterns.<br />
Take urgent action to combat<br />
climate change and its<br />
impacts.<br />
FERCAM communicates its commitment to sustainability through the<br />
reporting of its non-economic performances using the <strong>Sustainability</strong><br />
<strong>Report</strong>.<br />
Whenever possible, FERCAM makes purchases according to<br />
sustainability criteria and will implement actions to raise awareness<br />
among our service providers.<br />
FERCAM is committed to contribute in the fight to against climate<br />
changing through reduction of CO2 emissions.<br />
The commitment is especially on two fronts:<br />
- technological innovation and intermodal-transport promotion,<br />
- reduction of energy-sources consumption related to properties.<br />
We have also the aim to implement a project of CO2 offset, linked to<br />
Scope 3.<br />
FERCAM SPA<br />
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FERCAM: IDENTITY AND VALUES<br />
‘<br />
Easy is difficult: finding the essential is a<br />
demanding task, but it is only by reaching the<br />
heart of our identity and values that we could<br />
trace the path for our future decisions and<br />
dream together of FERCAM of tomorrow.<br />
Hannes Baumgartner<br />
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FERCAM SPA<br />
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FERCAM: Identity and values<br />
1.1 FERCAM: TOWARDS THE NEW STRATEGY<br />
Established in 1949 in Bolzano, FERCAM is today<br />
one of the main European logistics operators:<br />
an evolution started from road and rail fulltrack-load<br />
transport, up through road national<br />
and international transport, up to air and ocean<br />
shipping, consolidating thanks to the opening of<br />
several and huge logistics centres, which today<br />
represent the flagship of our offer.<br />
Through 5 specialized Divisions, the best B2B<br />
distribution network in Italy, a widespread<br />
European network and operational headquarters<br />
in 19 countries around the world, We at FERCAM<br />
offer a combination of skills and reliable and<br />
sustainable solutions, proposing ourselves as<br />
single multi-specialised interlocutor for full-trackload<br />
and special transports, distribution services,<br />
contract logistics, air and ocean transports,<br />
industrial relocations, logistics for art and fairs.<br />
In 2020, the strategic plan that had guided<br />
business decisions over the last five years reached<br />
its natural expiration.<br />
2020 was therefore characterized by a new<br />
process of strategy development for the next 5<br />
years, which as a first step led to the definition of a<br />
new Mission and Vision.<br />
In a second step, specialized teams for each<br />
Division developed through digital collaboration<br />
their own analysis and formulated a list of<br />
strategic goals and priorities, involving a total of<br />
48 employees.<br />
In 2021, the strategy will be shared with all<br />
employees and there will be the launch of specific<br />
projects that will enable the achievement of the<br />
set goals over the next 5 years.<br />
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FERCAM: Identity and values<br />
FERCAM SPA<br />
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FERCAM: Identity and values<br />
OUR HISTORY<br />
FERCAM railway shipping<br />
company is founded<br />
Road shipping<br />
begins<br />
Company is purchased by<br />
the Baumgartner family<br />
Company fleet<br />
of 5 lorries:<br />
expansion of the<br />
fleet for international<br />
transports<br />
Start of<br />
intermodal<br />
transports<br />
Network of<br />
branches expands<br />
nationwide<br />
First North-African<br />
branch office in<br />
Morocco (Tangier)<br />
Air & Ocean service<br />
is launched<br />
Inauguration of the<br />
new logistics centre<br />
in Milan (Rho)<br />
Partnership<br />
Dachser<br />
Introduction of<br />
Company Train<br />
Inauguration of<br />
the Padua<br />
logistics centre<br />
Second North-African<br />
branch office in Rades<br />
(Tunisia)<br />
Opening of the new<br />
logistics centre and<br />
HUB in Bologna<br />
Integration of Gondrand<br />
brand operations Ð<br />
Move, Art and Fairs<br />
Opening of the<br />
FERCAM branch<br />
office in Istanbul<br />
ÓLandbridgeÓ Ð intermodal<br />
land service between<br />
Europe and China<br />
Doubling of the logistics<br />
centre in Bologna<br />
Inauguration of the<br />
Ottobiano logistics<br />
centre (Pavia)<br />
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FERCAM: Identity and values<br />
First foreign branch<br />
office in Germany<br />
(Munich)<br />
Network of branches<br />
expands Europewide<br />
(Spain, Netherlands)<br />
FERCAM acquires<br />
Gondrand S.N.T.<br />
Integration<br />
of the warehouse<br />
logistics service<br />
Opening of the new<br />
headquarter in Bolzano<br />
FERCAM takes<br />
over Gondrand<br />
groupage services<br />
Online connection of<br />
Italian network and<br />
Introduction of barcode +<br />
Tracking & Tracing<br />
Shareholding in BIOGAS<br />
WIPPTAL<br />
Integration of Artoni<br />
business branch<br />
Jointventure with our<br />
partner Israelian ISLINE<br />
Integration pf Maimex<br />
business branch<br />
Rebranding of Fine Art and<br />
Fairs & Exhibitions services<br />
FERCAM SPA<br />
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FERCAM: Identity and values<br />
1.2 VISION, MISSION AND VALUES<br />
Our Vision:<br />
to be a leading, competitive<br />
family owned logistics company.<br />
We innovate and deliver<br />
excellent logistics solutions & experiences<br />
to Customers, Employees and the Environment.<br />
Our Mission:<br />
excellent logistics<br />
enhancing good business.<br />
We provide our Customers<br />
every single day worldwide<br />
with sustainable, intelligent<br />
and reliable solutions, through<br />
a broad offer of transport<br />
and logistics services.<br />
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FERCAM: Identity and values<br />
OUR VALUES<br />
They are 4 simple principles, but full of meaning and<br />
expectation.<br />
They are the Values on which our common culture<br />
is based, which direct our choices and our behavior<br />
in our Company.<br />
They are the premise on which, year after year, by<br />
overcoming every challenge that arises, we are<br />
building together FERCAM’s success.<br />
DETERMINATION<br />
We at FERCAM... have a great ambition to meet the<br />
challenges we have set ourselves. Commitment<br />
and initiative are our hallmarks. We always give<br />
our best, are very motivated and face the obstacles<br />
because we recognize opportunities beyond the<br />
effort. <br />
We support each other and work as a team. We set<br />
ourselves challenging goals, share the reasons with<br />
the team and take responsibility for the results.<br />
ACCOUNTABILITY<br />
For Us at FERCAM... accountability is everything.<br />
Without accountability, every process, project or<br />
relationship (promise) does not work. Therefore,<br />
when we take care of the requirements expressed<br />
by our managers, customers, colleagues, suppliers<br />
or partners, we keep to the agreement and carry<br />
out the necessary activities in an proactive way to<br />
achieve the expected result.<br />
all by not making distinctions (gender, ethnicity,<br />
religion, political affiliation) and not making<br />
unjustified favoritism. We respect the rules of<br />
operation, roles and corporate responsibilities.<br />
We earn the esteem of our colleagues through<br />
commitment and results every single day.<br />
We evaluate a process or result positively or not<br />
positively, but we do not judge anyone’s character,<br />
beliefs or values. We know how to recognize the<br />
contribution of each individual by saying thank you<br />
or by giving transparent and timely feedback which<br />
helps to provide positive growth momentum.<br />
ENTHUSIASM<br />
We at FERCAM... are positive people. Our actions<br />
are characterized by passion and dedication,<br />
trying to drag and involve those who relate with<br />
us. Getting out of the comfort zone is for us a way<br />
to overcome our limits and we are happy when we<br />
have the opportunity to learn from both mistakes<br />
and successes in order to always improve ourselves.<br />
We are always looking for new ways and new<br />
solutions to reach and exceed our objectives. We<br />
embrace change while supporting employees in<br />
developing their talents and overcoming difficulties.<br />
We know how to give guidance and orientation<br />
when our employees need us (for example in the<br />
jungle of priorities). We support them and give them<br />
confidence especially in the most difficult moments<br />
so that they too can be reliable.<br />
RESPECT<br />
For Us at FERCAM... respect is the key to good<br />
collaboration. We show respect not only by always<br />
greeting and thanking our colleagues, but above<br />
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FERCAM: Identity and values<br />
CODE OF ETHICS<br />
Through the adoption of the Code of Ethics, we<br />
ask our employees, colleagues, supplier and all<br />
those who support the functioning of our company,<br />
the respect of the rules and principles as an<br />
indispensable condition.<br />
In our Code of Ethics, we have the following reference values:<br />
Honesty<br />
Legality<br />
Health<br />
and Safety<br />
protection<br />
Human<br />
Resources<br />
promotion<br />
Environmental<br />
safeguard<br />
Sustainable<br />
profit<br />
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FERCAM: Identity and values<br />
1.3 GOVERNANCE<br />
CORPORATE BODIES<br />
Our company is characterised even today by being<br />
a family business and, thanks to an adequate<br />
generational shift, the governance maintains firm<br />
the values on which is based and that still represent<br />
us and are our hallmark.<br />
structure adopted by the company and its concrete<br />
operation.<br />
Tasks of the Supervisory Body are illustrated in the<br />
paragraph “ORGANISATIONAL MODEL 231”.<br />
FERCAM’s corporate bodies are the Board of<br />
Directors, the Steering Committee, the Board of<br />
Auditors and the Supervisory Body.<br />
The Board of Directors meets at least very six<br />
months and is composed of two internal figures and<br />
one external:<br />
• President: Thomas Baumgartner<br />
• Managing Director: Hannes Baumgartner<br />
• Member: Peter Gliera<br />
The board assesses the adequacy of the business<br />
organisational, administrative and accounting<br />
structure and manages the company; it has<br />
representation powers towards third parties and<br />
informs the Board of Auditors about the general<br />
operating performance and its foreseeable<br />
evolution.<br />
The Steering Committee meets on a monthly basis<br />
and it is composed of Managing Director, Divisional<br />
Directors, Sales Manager, Administrative Director,<br />
Chief Financial Officer and Controlling Manager.<br />
Tasks of the Committee are:<br />
• To dictate the strategy and monitor its<br />
compliance.<br />
• To define investments policy.<br />
• To monitor and implement corrective actions<br />
for sticking to company and divisional budget.<br />
The Board of Auditors is composed of three<br />
statutory auditors and two substitutes, appointed<br />
and working in accordance with the law. The task<br />
of the Board is to monitor the observance of law<br />
and statute, the respect of proper administration<br />
principles and in particular the adequacy of<br />
organisational, administrative and accounting<br />
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FERCAM: Identity and values<br />
ORGANISATION CHART<br />
The organisation is structured as described and<br />
represented in the chart below:<br />
• Headquarter, which has cross-departmental<br />
functions and to which the following offices<br />
belong: HR, Administration, Finance, Budget, IT,<br />
Quality and Environment, Legal and Insurance,<br />
Purchasing, Occupational Health and Safety,<br />
Marketing and Tender, Properties Management,<br />
Customs Consultancy and Controlling.<br />
• Strategic areas and Divisions that operates in<br />
the different areas of competence as described<br />
in the next paragraph.<br />
President<br />
CEO<br />
Board of<br />
Directors<br />
Human Resources<br />
Purchasing office<br />
Administration office<br />
Finance<br />
Prevention and protection service<br />
Controlling<br />
Legal/Insurance<br />
Information Technology<br />
Budget and Taxation<br />
Marketing and Tender<br />
Property Management<br />
Quality and Environment<br />
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FERCAM: Identity and values<br />
FERCAM GROUP<br />
FERCAM S.p.A. is part of FERCAM Group, leader in<br />
transport sector as well as logistics for enterprises<br />
and is owned by “FERCAM Holding Srl” – the holding<br />
company of the Group.<br />
In the organisational chart of the structure reported<br />
below are indicated:<br />
• FERCAM Group companies, where FERCAM<br />
S.p.A. is the controlling one.<br />
• Related companies.<br />
Real S.r.l.<br />
Services GmbH<br />
STÖGER Transport GmbH<br />
FERCAM has also minority holdings, amongst all,<br />
in the following companies: HUPAC S.A., CEMAT<br />
S.p.A., SYSTEMPLUS, COTRAF, Connecthub digital<br />
S.r.l.<br />
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FERCAM: Identity and values<br />
1.4 COMPLIANCE & BUSINESS CONTINUITY MANAGEMENT<br />
ORGANISATIONAL MODEL 231<br />
In compliance with Italian D.lgs. 231/2001, we<br />
adopted “Modello Organizzativo di Gestione<br />
e Controllo” (Management and Control<br />
Organisational Model), which is addressed to<br />
all individuals who operate in the company as<br />
directors, managers, employees and collaborators,<br />
even occasional or temporary.<br />
The main goal is to prevent criminal offences in<br />
the company by natural persons who operate in its<br />
behalf, guaranteeing law respect.<br />
For this purpose, a risk assessment for every<br />
business process was made, defining potential<br />
related offences and preventive measures already<br />
I place/to be adopted in order to eliminate any risk.<br />
This process is being updated: in fact, FERCAM<br />
is redefining it on the basis of proper evaluations<br />
currently underway.<br />
Respect of the Model is guaranteed by the<br />
Supervisory Body and appointed by the Board of<br />
Directors, whose main function is to supervise the<br />
activities of directors, managers, employees and<br />
third parties who work for the company.<br />
The Supervisory Body meets at least every four<br />
months and manages a specific e-mail account,<br />
where all employees can send anonymous tips.<br />
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FERCAM: Identity and values<br />
BUSINESS CONTINUITY MANAGEMENT<br />
In 2020, FERCAM has continued the project<br />
of Business Continuity Management, i.e. the<br />
definition of a reaction strategy to be adopted by<br />
the company to face an adverse event.<br />
The main goals are:<br />
• Increase company resiliency and responsiveness<br />
so as to protect stakeholders’ interests.<br />
• Give evidence of the ability to continue<br />
exercising its business even in the face of<br />
potential adverse events.<br />
In 2020, the project for Bolzano Headquarters and<br />
branch was completed, as there are the higher risks<br />
for the business continuity.<br />
The project will continue in 2021 and will be<br />
extended to every Division.<br />
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FERCAM: Identity and values<br />
1.5 ECONOMIC VALUE GENERATED<br />
The value generated and distributed among the<br />
stakeholders were calculated using the values<br />
concerning the consolidated financial statements<br />
of the FERCAM Holding Group.<br />
Economic value generated / FERCAM Holding Group<br />
814,0 831,5<br />
814,4<br />
800<br />
After a 2019 increase compared to 2018, in 2020<br />
there was a 2.05% reduction compared to 2019,<br />
related to the worldwide contraction due to Covid<br />
19 pandemic.<br />
The graph below shows the distribution of the<br />
economic value generated in 2020, both in<br />
percentage and in absolute value (in euro million).<br />
It notes in particular that 82.8% of economic value<br />
generated is intended for goods and services<br />
suppliers.<br />
milioni di euro<br />
600<br />
400<br />
200<br />
0<br />
2 0 1 8 2 0 1 9 2 0 2 0<br />
1,3%<br />
2,5%<br />
1,6%<br />
11,7%<br />
82,8%<br />
Value distributed to<br />
suppliers<br />
10,6<br />
13,4<br />
20,4<br />
95,7 674,4<br />
Value distributed to<br />
employees<br />
Other operational costs<br />
Economic value<br />
retained<br />
Distributable value for<br />
shareholders and/or capital<br />
providers and the state<br />
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FERCAM: Identity and values<br />
Overall, in 2020 there was a costs contraction<br />
to a greater extent than the revenues one. The<br />
costs reduction is due to the decline in turnover,<br />
the savings related to access to Ordinary Wages<br />
Guarantee Fund (CIGO) and an increased efficiency<br />
in the fixed costs management.<br />
FERCAM S.p.A. is the pillar around which the other<br />
companies of the Group were born and developed,<br />
and that allowed the international growth. Below<br />
are the revenues generated only by the operational<br />
parent company FERCAM S.p.A., which operates in<br />
the international transport and logistics sector and<br />
is based in Italy:<br />
millions of €<br />
700<br />
600<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
FERCAM SpA Revenues<br />
602,5 619,3 601,0<br />
+2,8% -2,9%<br />
2 0 1 8 2 0 1 9 2 0 2 0<br />
We point out that the controlling company FERCAM Holding S.r.l. files the consolidated financial statement<br />
of the Group (in compliance with art. 27 of Italian D. Lgs. 9 aprile 1991, n. 127).<br />
In the two-year period 2019-2020 FERCAM Spa<br />
made the following investments in industrial and<br />
commercial equipment (fleet renewal, equipment<br />
for logistics warehouses):<br />
10.280.000<br />
Moreover, in the same period investments were<br />
also made in leased industrial and commercial<br />
equipment (equipment for logistics warehouses)<br />
for a total value of 3.5 million with 5-years loan.<br />
euro<br />
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FERCAM: Identity and values<br />
1.6 OUR NETWORK AND OUR SERVICES<br />
FERCAM’S GROUP NUMBERS<br />
Below are the highlights of FERCAM Group:<br />
EMPLOYEES<br />
VEHICLE FLEET<br />
NETWORK<br />
SURFACES<br />
Direct: 2.150<br />
Indirect: 3.800<br />
Total: 5.950<br />
Loading units<br />
3.350<br />
Own branches: 94<br />
External:<br />
670.000 m²<br />
Floor area:<br />
515.000 m²<br />
}<br />
FERCAM S.p.A. is present on Italian territory with 60 own branches<br />
and makes use of a network of more than 400 distribution centres<br />
and European hubs, result of the partnership with ENTARGO<br />
network, as well as a wide range of intercontinental partners.<br />
Services provided at FERCAM Group level:<br />
2 0 1 9 2 0 2 0<br />
TRANSPORT<br />
500.000 transports 450.000 transports<br />
NATIONAL AND INTERNATIONAL DISTRIBUTION<br />
6.200.000 shipments<br />
6.200.000 shipments<br />
AIR & OCEAN<br />
20.000 TEUs for Ocean<br />
12.000.000 kg for Air<br />
18.000 TEUs for Ocean<br />
5.200.000 kg for Air<br />
LOGISTICS<br />
1.266.000 orders<br />
1.280.000 orders<br />
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FERCAM: Identity and values<br />
OUR NETWORK<br />
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FERCAM: Identity and values<br />
SERVICES OFFERED<br />
FERCAM Group operates in the different sectors of<br />
transport and logistics with specialised divisions:<br />
1. FERCAM Transport Strategic Area, structured<br />
in in:<br />
• Transport Italy Division: provides FTL and LTL<br />
road transport on Italian territory and tradefair<br />
transports.<br />
• Freight Management International Division:<br />
provides FTL and LTL, road and intermodal<br />
transport throughout Europe.<br />
2. Distribution Strategic Area: specialised<br />
in groupage management in national and<br />
international shipments.<br />
3. Logistics Division: specialised in managing the<br />
entire clients’ supply chain.<br />
4. Air & Ocean Division: supports clients in goods<br />
export and import from and to every port or<br />
airport.<br />
5. Gondrand Division: provides services of<br />
national and international moving and artworks<br />
transport.<br />
FERCAM Spa provides all the services mentioned above.<br />
With respect to FERCAM S.p.A., the market sharing is the following:<br />
2 0 1 9 2 0 2 0<br />
ITALIAN CLIENTS<br />
75%<br />
75%<br />
FOREIGN CLIENTS 25%<br />
25%<br />
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FERCAM: Identity and values<br />
The main reference sectors are:<br />
INDUSTRIAL<br />
FAST MOVING CONSUMER GOODS (FMCG)<br />
AUTOMOTIVE<br />
CHEMICAL / PLASTIC<br />
HOME SYSTEM<br />
FOOD & BEVERAGE<br />
PAPER INDUSTRY<br />
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QUALITY AND INNOVATION<br />
‘<br />
Today it is very important to adapt according<br />
to two main principles: flexibility, to make<br />
decisions quickly, and resilience, that is mental<br />
energy, the strength to react.<br />
Hannes Baumgartner<br />
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Quality and innovation<br />
2.1 THE PURSUIT OF TOTAL QUALITY<br />
FERCAM’s aim is the sustainable development of<br />
high-quality transport and logistics services that meet<br />
the demand of all stakeholders, in compliance with<br />
the current legislation concerning environment and<br />
occupational safety.<br />
In this perspective, FERCAM proposes itself to the<br />
market as multi-specialised single partner, within the<br />
meaning of a modern Supply Chain Company more<br />
and more according to a multiservice, multiproduct<br />
and multi-channel distribution logic, with a staff<br />
competent and specialised in the different operating<br />
areas.<br />
In FERCAM we want to build up a shared Quality<br />
culture and, in line with the principle of continuous<br />
improvement, we want to operate in a “Zero defects”<br />
perspective.<br />
An ambitious goal, but that allows us to always<br />
maintain a high level of attention and to intervene in<br />
order to detect anomalies and adopt proper corrective<br />
actions.<br />
In this context, it is relevant the role of all employees<br />
and in particular of Customer Service, which follows<br />
the client from the first commercial contact to the<br />
goods delivery, with specific FERCAM staff and not<br />
entrusted to an external call centre.<br />
We believe that Quality should be monitored and<br />
pursued not only for the final client, but in the internal<br />
process of the company too.<br />
Our awareness allows us to overcome an approach<br />
focused on the single office activity to draw attention<br />
to company goals and to trigger a mechanism of<br />
Quality and improvement of all company processes.<br />
PURCHASE PRODUCTION SALE<br />
SUPPLIERS<br />
GOODS<br />
ENTRY<br />
WAREHOUSE<br />
RAW<br />
MATERIAL<br />
INTERNAL<br />
TRANSPORTS<br />
WAREHOUSE<br />
FINAL<br />
PRODUCTS<br />
PRODUCTION<br />
SET-UP<br />
PROCESSING<br />
DISTRIBUTION<br />
CLIENTS<br />
36 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA
Quality and innovation<br />
Our company policy signed by the President in April 2020 includes the following commitments related to<br />
Quality:<br />
Recognize client’s needs and inform him during the<br />
whole performance of service.<br />
Inform the stakeholders about our performances.<br />
Measure, evaluate and monitor the quality<br />
performances to look for a constant service<br />
improvement.<br />
Adopt information and security systems that<br />
guarantee goods safety and integrity during all the<br />
stages of transport and storage.<br />
Provide adequate training and information to its<br />
employees with regard to the activities carried out.<br />
Involve the company functions at different levels<br />
and define measurable objectives.<br />
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Quality and innovation<br />
2.2 COMPANY MANAGEMENT SYSTEM<br />
FERCAM established, implemented and keeps updated its Quality-Environment-Safety integrated<br />
management system: this latter takes into account social, environmental and economic issues to manage<br />
the business processes in a perspective of effectiveness and efficiency and to optimise energy and raw<br />
material consumption, promoting a waste management oriented to reduction and recycling.<br />
Main stages of Quality-Environment-Safety<br />
Management System<br />
ISO 9001:<br />
Creation of a Quality<br />
management system<br />
and obtaining of ISO<br />
9001 certification<br />
for the first FERCAM<br />
branches<br />
1993<br />
2005<br />
ISO 14001 and SQAS:<br />
Creation of a management<br />
system for the environment<br />
and achievement of<br />
ISO 14001 and SQAS<br />
certifications in Bolzano<br />
Headquarter and workshop<br />
AEO-F:<br />
AEO-F<br />
certification<br />
(Authorised<br />
Economic<br />
Operator Customs<br />
and Security)<br />
2012<br />
IFS LOGISTICS:<br />
IFS Logistics certification<br />
(food products logistics):<br />
Pavia branch<br />
OHSAS 18001:<br />
Launch of management<br />
system for occupational<br />
health and safety and<br />
obtaining OHSAS 18001<br />
certification for Bolzano<br />
branch and workshop,<br />
Milan, Padua, Bologna,<br />
Vignate and Novara<br />
2016<br />
ECOVADIS:<br />
ECOVADIS<br />
membership,<br />
global platform<br />
for CSR ratings<br />
(Corporate Social<br />
Responsibility)<br />
2013<br />
CE Reg. 834/07<br />
Certification:<br />
at the end of<br />
2019, certified<br />
sites are<br />
Milan,Novara,<br />
Pavia,Trento<br />
and Prato<br />
2014<br />
834/07<br />
2015<br />
SEDEX:<br />
SEDEX<br />
membership<br />
(Supplier Ethical<br />
Data Exchange)<br />
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Quality and innovation<br />
2017<br />
ISO 9001:2015:<br />
Switch to ISO 9001:2015 standard.<br />
At the end of 2019, certified sites are<br />
Bolzano Headquarter and workshop,<br />
Padua, Milan, Novara, Vignate,<br />
Bologna, Perugia, Trieste, Torino,<br />
Naples, Parma, Como, Ancona, Anzola<br />
dell’Emilia, Rome, Firenze, Verona,<br />
Trento, Veronella, Vicenza, Carpiano,<br />
Leinì and Livorno<br />
2018<br />
FORS<br />
Silver<br />
FORS Silver:<br />
Bolzano branch<br />
FIDI<br />
Certification:<br />
(international<br />
relocations)<br />
Vignate branch<br />
2019<br />
SMETA:<br />
Audit according to<br />
SMETA standard<br />
at Bolzano<br />
Headquarter<br />
2020<br />
ISO 45001:<br />
Switch to ISO 45001<br />
standard<br />
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Quality and innovation<br />
The adoption of a Quality-Environment-Safety management system is intended to provide the company with<br />
a structured system of processes management and monitoring, oriented to a continuous improvement of<br />
performances from a point of view of Quality, Environment and Safety with the following specific goals:<br />
AREA GOAL FIELD OF APPLICATION<br />
Quality<br />
management<br />
system<br />
Guide processes in order<br />
to increase effectiveness<br />
and efficiency in the service<br />
delivery to the client.<br />
Provision of transport services by road,<br />
intermodal, by sea and air for third parties<br />
and national and international shipments<br />
of general cargo, non-perishable, ADR<br />
included, packed and palletised at full<br />
loads and groupage. Provision of logistics<br />
services. Provision of shipments and<br />
logistics services for fairs; moving of<br />
company’s or private properties at national<br />
and international level; furniture custody;<br />
transport and custody of artworks related<br />
to exhibitions. Maintenance services in<br />
support of the transport ones.<br />
Environmental<br />
management<br />
system<br />
Provide a systematic<br />
approach in managing<br />
environmental aspects and<br />
impacts related to own<br />
activities.<br />
Provision of transport services by road and<br />
intermodal for third, national of general<br />
cargo, ADR included.<br />
Maintenance workshop and vehicles<br />
washing facility.<br />
Occupational<br />
health and safety<br />
management system<br />
Provide a systemic approach<br />
in managing processes<br />
and resources to achieve a<br />
prevention and monitoring<br />
policy in compliance with<br />
occupational health and<br />
safety regulations.<br />
Provision of transport services by road,<br />
intermodal, by sea and air for third parties<br />
and national and international shipments<br />
of general cargo, non-perishable, ADR<br />
included, packed and palletised at full loads<br />
and groupage. Provision of shipments<br />
and logistics services for fairs; moving of<br />
company’s or private properties at national<br />
and international level; furniture custody;<br />
transport and custody of artworks related<br />
to exhibitions. Maintenance services in<br />
support of the transport ones.<br />
40 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA
Quality and innovation<br />
In line with these goals, and given that the Quality-<br />
Environment-Safety management system is applied<br />
to all branches, the choice of certified sites from<br />
a third party institution was led by the following<br />
factors:<br />
• Control of processes, environmental aspects,<br />
risks related to occupational health and safety.<br />
• Sites significance.<br />
Moreover, thanks to the AEO-F certification,<br />
FERCAM is acknowledged as a RELIABLE and SAFE<br />
partner in the international logistic chain, offering<br />
quality services and managing the customs supply<br />
chain safely. Indeed the requirements to obtain and<br />
maintain this certification imply the compliance<br />
with certain standard concerning financial stability,<br />
professionalism of the legal entity, efficiency and<br />
proven expertise in managing bonded goods.<br />
INTERNAL AUDIT<br />
Annually FERCAM plans internal audits in all the branches in order to:<br />
• Verify processes effectiveness (do the right things) and efficiency (do the right things optimising the resources).<br />
• Monitor the compliance with the reference international standards.<br />
• Monitor the respect of company procedures.<br />
• Monitor the developments and take the opportunities of continuous improvement.<br />
• Verify the proper management of clients and stakeholders reporting.<br />
• Adopt necessary corrective actions in the face of non-compliance detection.<br />
Internal audits are carried out by FERCAM qualified personnel.<br />
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Quality and innovation<br />
2.3 CUSTOMER SATISFACTION<br />
FERCAM gives great importance to the Customer.<br />
In order to monitor customers’ perception of<br />
the service quality and business performance,<br />
we periodically carry out a survey study through<br />
an external consultancy specialised in market<br />
investigations, to guarantee a third party evaluation<br />
on the results.<br />
The last study, performed in January 2019,<br />
focused on:<br />
• Brand equity (awareness, image, advocacy).<br />
• Perception of service quality.<br />
The methodology of investigation used is the<br />
following:<br />
• 300 interviews to logistics or shipping managers<br />
of customer companies.<br />
• Sample of customer companies in proportion to<br />
turnover.<br />
• Random sampling from FERCAM database.<br />
PERCENTAGE<br />
OF SATISFIED<br />
CUSTOMERS<br />
AVERAGE<br />
SCORE<br />
2 0 1 9<br />
96% 7,6<br />
The next survey set for 2021 will also include items<br />
related to sustainability.<br />
42 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA
Quality and innovation<br />
2.4 SUPPLY-CHAIN MANAGEMENT<br />
FERCAM has implemented selection and<br />
qualification procedures for its suppliers, in order<br />
to guarantee the compliance with its quality<br />
standards and of purchased product/ service<br />
reliability.<br />
We can distinguish three suppliers’ macrocategories<br />
with specific processes of selection and<br />
approval for each one.<br />
TRANSPORT<br />
SUPPLIERS<br />
HANDLING-<br />
SERVICES<br />
SUPPLIERS<br />
(goods handling in<br />
warehouses)<br />
OTHER<br />
SUPPLIERS<br />
Selection and constant<br />
monitoring over time, which<br />
includes documentary and<br />
regularity aspects<br />
It is forbidden to subcontract<br />
Preliminary qualification and<br />
constant supplier monitoring<br />
over time, which includes<br />
aspects related to company<br />
and staff (contributions<br />
compliance, insurances)<br />
Specific definition of requirements<br />
for good / service<br />
Checks carried out before<br />
acceptance of good / service<br />
Suppliers are asked to accept our Code of Ethics<br />
and to operate in line with the principles listed in<br />
it. In particular, commercial partners are asked to<br />
comply with:<br />
• Obligations with regard to employment<br />
protection.<br />
• Obligations with regard to child labour.<br />
• Obligations with regard to occupational safety<br />
and to guarantee European standards of freedom<br />
and human dignity protection.<br />
In addition, the company privileges suppliers who<br />
meet Sustainable Public Procurement criteria<br />
and/or implement good management practices<br />
according to ISO 26000.<br />
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Quality and innovation<br />
Concerning suppliers of transport and handling<br />
services, the following specific monitoring are<br />
carried out:<br />
SUPPLIER TYPE<br />
CONTROL TYPE<br />
HANDLING<br />
SERVICES<br />
• Process of “Preliminary Qualification” to verify financial standing.<br />
• Constant monitoring process relative to compliance with procurement<br />
law, with the reference National Collective e Agreement and<br />
legislation about contributions and remunerations.<br />
TRANSPORT<br />
SERVICES<br />
• Process of selection and qualification to verify existence and<br />
permanence of suppliers’ requirements.<br />
• Preliminary and periodic monitoring process relative to carrier’s<br />
compliance with art 1, c. 248 of law 23 December 2014 n. 190 (Legge<br />
di stabilità 2015).<br />
• Assignment of an internal rating, which is annually updated.<br />
Suppliers evaluated as unreliable are inserted in blacklist.<br />
FERCAM selects its suppliers with a view to building collaboration<br />
relationships with partners who are reliable, suitable, structured and<br />
organised and who operate in compliance with<br />
legislation and contractual rules.<br />
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Quality and innovation<br />
With reference to suppliers with ongoing<br />
collaborations, about 75% is Italian, the remaining<br />
is related to European countries and a portion<br />
concerns Overseas correspondents.<br />
With reference to Italian suppliers, due to the<br />
widespread presence of business operations on<br />
almost all the national territory, the supply chain is<br />
equally distributed on it.<br />
NORTH<br />
CENTRE<br />
SOUTH<br />
65%<br />
18%<br />
13%<br />
During 2020, the monitoring level has been maintained in order to increase the safety level in the<br />
whole Supply Chain (transports and handling services):<br />
• In 2020, 104 meetings were held with handling services suppliers related to health and safety<br />
aspects, involving suppliers’ RSSP and person in charge (or in its absence the employer). Such<br />
meetings are held in occasion of RSPP inspection to all branches that perform activities of<br />
logistics and cross-docking, form one to three times per year according to the site complexity.<br />
• Operational control indicators that include also the evaluation of handling suppliers<br />
performances.<br />
• Promotion of measures to increase safety and security levels.<br />
• Definition of specifications / codes of conduct in the fields of service provision, environment,<br />
security, safety for transport services suppliers.<br />
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Quality and innovation<br />
2.5 PARTICIPATION IN ASSOCIATIONS<br />
ASSOCIATIONS<br />
FERCAM is a member of ANITA, association of<br />
Confindustria, which represents companies of road<br />
haulage goods and logistics that operate in Italy and<br />
Europe.<br />
ANITA was founded in 1944 and it is a trade<br />
association that supports growth of business,<br />
culture and competition of Italian transport<br />
companies.<br />
It also supports companies’ growth policies in<br />
accordance with greater efficiency goals combined<br />
with respect of environment, law and safety,<br />
promoting intermodal transport development.<br />
The Association promotes the harmonization of<br />
European states legislations to guarantee fair and<br />
equal competitiveness conditions for all the Union<br />
operators.<br />
FERCAM joined also to the following associations:<br />
F&L, Federspedi, Assoimprenditori Alto Adige,<br />
IATA, Assologistica, and IELA.<br />
The awareness of the importance of<br />
cooperating with other companies of<br />
goods-transport and logistics sector<br />
to develop and support a sustainable<br />
growth is attested by the desire to contribute<br />
within the association.<br />
In this perspective, our President Thomas<br />
Baumgartner is currently committed<br />
with the following appointments:<br />
• President of Anita Trade Association<br />
• Member of Chamber Council of<br />
Bolzano CCIAA di Bolzano on<br />
behalf of transport and forwarding<br />
• President of the section Transport<br />
of persons, goods and logistics of<br />
Assoimprenditori Alto Adige association.<br />
INNOVATION<br />
FERCAM is partner of Contract Logistics “Gino<br />
Marchet” Observatory.<br />
It is a working group within Digital Innovation<br />
Observatories, which analyses the third-party<br />
logistics sector In Italy, in collaboration with<br />
Assologistica and with the support of industry<br />
specialists.<br />
In addition to analysis on the evolution of the Italian<br />
logistics outsourcing market, the Observatory<br />
studies the innovation role and aims to spread<br />
excellence practices of the sector.<br />
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Quality and innovation<br />
2.6 DIGITALISATION AND EFFICENCY OF PROCESSES<br />
IT INFRASTRUCTURE<br />
Highly reliable and fast Wide Area Networks<br />
(WANs) are a key component in delivering all the<br />
transport services, because they allow to make it<br />
safe and equally reliable the data exchange among<br />
operational structures of FERCAM network, as well<br />
as among FERCAM and its clients and partners.<br />
For a greater security and governance of the service,<br />
the management of the infrastructures (not only<br />
the network’s ones) has always been centralized<br />
in the headquarters of Bolzano and entrusted to<br />
highly qualified internal staff.<br />
Technology in FERCAM is not an end-in-itself<br />
component: it must rather make work more<br />
efficient and improve user experience of those who<br />
use services offered from our IT department.<br />
Both internal and external collaboration benefit<br />
from equipped meeting rooms (available in the<br />
main branches) and a system of individual web<br />
conferencing that enables all employees, from every<br />
workstation (laptop, smartphone, tablet…), to make<br />
virtual meetings both with colleagues and outside<br />
persons. It is a real technological innovation that<br />
facilitates communication beyond geographical<br />
distances and that will contribute to improve life<br />
quality.<br />
We have also started digitalisation processes of<br />
the documentation, which on one side consent to<br />
reduce environmental impacts of the activities<br />
and on the other side it represents an advantage in<br />
terms of flexibility: fewer manual operations means<br />
saving of time, with immediate advantages for the<br />
organization of team activities.<br />
In particular, we have already digitalised the<br />
exchanges with 100% of the FERCAM Group<br />
partners making use of FERCAM Factor service,<br />
the Group society that offers factoring services to<br />
FERCAM suppliers.<br />
Thanks to modern technology outcomes, such as<br />
TMS (Transportation Management System) and<br />
satellite tracking, empty kilometres have been<br />
reduced and are limited today to the necessary to<br />
reach the closest loading place. They also allow on<br />
one hand to reduce consumptions and emissions<br />
and on the other hand to deliver a more efficient<br />
service.<br />
SOFTWARE COMPONENTS<br />
Business management software<br />
At operational level, FERCAM is<br />
characterized as multi-specialised operator.<br />
In order to deliver the best service in every<br />
division, we chose to adopt different management<br />
software, each one specifically selected<br />
according to the needs of the single division.<br />
CRM System (Customer Relationship Management)<br />
FERCAM sales team uses a centralised software to<br />
organise the contact activities with clients.<br />
This tool allows the mapping of activities in<br />
the territory, the managing and planning of<br />
appointments and the monitoring of clients. The<br />
goal is to increase internal synergies and get<br />
benefits in terms of processes quality.<br />
Business Intelligence (BI)<br />
Through ETL process (Extract, Transform, and Load),<br />
data coming from the different divisional systems<br />
are integrated in FERCAM data-warehouse, where<br />
they are consolidated.<br />
By means of reporting, dashboarding and selfservice<br />
analysis tools, BI provides both internally<br />
and externally systems to monitor performance<br />
indicators to support business decisions, from<br />
economical, operational and service quality profiles.<br />
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Quality and innovation<br />
IT SOLUTIONS TO SUPPORT CLIENTS<br />
B2B portal<br />
Through one of its own portal, FERCAM is able to<br />
offer to its clients the following services: Tracking<br />
& Tracing, Transport documents and do-it-yourself<br />
shipping label, Collection management, Orders<br />
creation and logistics reporting, Documentary<br />
consultation, Customer-care support.<br />
EDI solutions<br />
Exchanging information and documents in complete<br />
safety with the client is fundamental: in order to<br />
automating such steps, FERCAM adopts an EDI<br />
system (Electronic Data Interchange), which allows<br />
to make over 100.000 electronic transactions per<br />
day. The system of IT integration permits to reduce<br />
mistakes linked to data entry and so an increased<br />
information quality.<br />
INDUSTRY 4.0<br />
The introduction of solutions according to the logic<br />
of Industry 4.0 in the logistics world will allow to<br />
strengthen the automation of processes and a better<br />
data exchange.<br />
In particular, innovation in logistics means introducing<br />
new systems that allow to automate goods storage,<br />
handling and transport, as well as data collection<br />
and transmission among interconnected objects,<br />
integrating different systems along the entire supply<br />
chain.<br />
In this perspective, after the project implemented<br />
in 2019 for Bologna branch, in 2020 a proactive<br />
partnership was developed between FERCAM and a<br />
client at Piacenza branch, aimed to consolidate the<br />
commercial relationship and to achieve a common<br />
goal.<br />
The project involved the installation of an end-of-line<br />
packaging plant that allows to improve the packaging<br />
quality of the products intended for B2C market, and<br />
in particular:<br />
• The line uses as primary packaging cartons made<br />
80% out of recycled paper, without the use of<br />
staples, but only glue to ensure complete sealing.<br />
• Cartons are closed with paper tape and not<br />
plastic.<br />
• The methods of closing the package also exclude<br />
the use of plasticised strapping.<br />
• Possibility of making every individual package<br />
self-shipping, without using the pallet.<br />
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Quality and innovation<br />
Sender<br />
client<br />
Client connection<br />
FERCAM branches<br />
connected online<br />
Receiver<br />
/ client<br />
Online<br />
booking<br />
Real time<br />
POD<br />
Pick-up<br />
Branch of<br />
departure<br />
Labelling<br />
Weight and<br />
volume check<br />
Barcode scan<br />
at loading<br />
First<br />
traction<br />
Barcode scan<br />
at unloading<br />
Branch of<br />
arrival<br />
Barcode scan<br />
distribution<br />
list<br />
Delivery<br />
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ENVIRONMENT AND SUSTAINABILITY<br />
2.1 La cultura del servizio<br />
‘<br />
We are facing radical changes in transport<br />
modalities and forms. FERCAM is strongly<br />
investing in different sectors, in order to reduce<br />
emissions more and more and reach the goal of a<br />
fully sustainable logistics as soon as possible.<br />
Hannes Baumgartner<br />
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Environment and sustainability<br />
3.1 FERCAM: CLEAN SMARTER LOGISTICS<br />
FERCAM recognises environmental protection as<br />
a major factor for its development and, aware of<br />
the role and importance of mobility for economy<br />
and society, it operates on the market aiming to<br />
offer logistics services more and more efficient<br />
and seeking at the same time the most appropriate<br />
solutions from the environmental and mobility<br />
point of view.<br />
The delivery of FERCAM S.p.A. services takes<br />
place through a network spread throughout the<br />
national territory: these processes, even though<br />
in differently in the individual sites according to<br />
their size and the activities carried out, generate<br />
environmental impacts.<br />
In order to guarantee processes sustainability,<br />
FERCAM has been monitoring its environmental<br />
data for several years and is committed to increasing<br />
processes efficiency, adopting a management and<br />
systemic approach that allows to analyse such data<br />
over time and to monitor the improvements made.<br />
This activity is carried out with the support of BI<br />
tools too.<br />
The monitoring of our environmental indicators<br />
represents the input for the annual review (and<br />
update where possible) of the mapping of our<br />
environmental aspects and impacts, in order to<br />
re-evaluate their significance. This process is<br />
implemented as defined in the specific company<br />
procedure for the assessment and significance of<br />
environmental aspects.<br />
A sustainable management of processes allows on<br />
the one hand to reduce environmental impacts and<br />
the probability of damaging events and on the other<br />
to use the available resources more efficiently.<br />
The data relating to our environmental indicators<br />
are reported in paragraph 3.5.<br />
ENERGY<br />
CONSUMPTION<br />
ATMOSPHERIC<br />
EMISSIONS<br />
MAIN<br />
ENVIRONMENTAL<br />
IMPACTS<br />
WASTE<br />
PRODUCTION<br />
FUEL<br />
CONSUMPTION<br />
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Environment and sustainability<br />
Our company policy signed by the President in April<br />
2020 includes the following commitments related<br />
to Environment:<br />
Optimise energy and raw<br />
materials consumption and<br />
promote a waste management<br />
oriented to reduction and<br />
recycling.<br />
Monitor, evaluate and,<br />
where possible, reduce<br />
environmental impact of<br />
the activities carried out,<br />
involving suppliers and clients.<br />
Provide adequate training and<br />
information to its employees<br />
with regard to the activities<br />
carried out.<br />
MONITORING OF SOCIAL AND<br />
ENVIRONMENTAL PERFORMANCES<br />
In a perspective of monitoring its social and<br />
environmental performances, FERCAM has<br />
adhered for several years to Ecovadis (Supplier<br />
<strong>Sustainability</strong> Ratings) and to Sedex (Supplier<br />
Ethical Data Exchange).<br />
In 2019, we adhered to SMETA protocol<br />
(Sedex Members Ethical Trade Audit) and to<br />
Ethical Trading Initiative Base Code (ETI Base<br />
Code), a business-practice code internationally<br />
recognised based on the conventions of<br />
International Labour (ILO).<br />
In May 2019, we had a third-party audit at<br />
Bolzano headquarter relating to requirements<br />
verification of SMETA protocol.<br />
SMETA is a social audit procedure, which aims<br />
to evaluate the supply chain, including labour<br />
rights, health and safety, environment and<br />
company ethics.<br />
FERCAM receives also second-party audits<br />
on behalf of multinational clients on aspects<br />
related to service provision, environment,<br />
ethics and occupational health and safety.<br />
Involve the company<br />
functions at different levels<br />
and define measurable goals.<br />
Inform the stakeholders about<br />
our performances.<br />
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Environment and sustainability<br />
In particular, our commitment to sustainability<br />
takes place through:<br />
CONTRIBUTION<br />
TO<br />
SUSTAINABILITY<br />
CULTURE<br />
CONTRIBUTION TO<br />
INTERMODALITY<br />
ENERGY STRATEGY<br />
AND EFFICIENT<br />
BUILDINGS<br />
MANAGEMENT<br />
MOBILITY<br />
INNOVATION<br />
PARTNERSHIP<br />
FOR A MORE<br />
SUSTAINABLE<br />
LOGISTICS<br />
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Environment and sustainability<br />
3.2 SUSTAINABILITY AND INNOVATION IN TRANSPORTS<br />
In Italy, transport sector is responsible for about<br />
one-third of the total final energy consumption and<br />
90% of the energy used is petroleum based. Energy<br />
consumption linked to transport is associated to<br />
road transport for 83% of the total (GSE – Energia<br />
nel settore dei trasporti 2005-2020).<br />
It follows that road transport represents one of the<br />
main greenhouse-emissions source and that the<br />
air quality theme is one the most critical aspects<br />
related to transport of goods by road.<br />
At the European level, European Commission<br />
published its Sustainable and Smart Mobility<br />
Strategy in December 2020, designed around three<br />
key goals:<br />
EUROPEAN<br />
TRANSPORT SYSTEM<br />
SMART<br />
SUSTAINABLE<br />
RESILENT<br />
This strategy is part of the Green Deal approved by<br />
the European Parliament in January 2020, which<br />
aims to reduce greenhouse gas emissions in the EU<br />
by 90% by 2050.<br />
FERCAM has embraced such strategy and pays<br />
continuous attention in managing its vehicle fleet,<br />
concentrating and investing to maintain a fleet in<br />
line with the highest sector standards.<br />
Since 2018 FERCAM has started to make significant<br />
investments by purchasing a first LNG vehicles fleet.<br />
Vehicles with liquefied-natural-gas supply engines<br />
require a larger initial investment, but there are<br />
significant advantages in terms of sustainability:<br />
• 99% reduction of particulate.<br />
• 60% reduction of NOx.<br />
• Vehicles noisiness reduction compared to<br />
threshold values of Euro 6 vehicles.<br />
The current composition<br />
of our fleet is the following:<br />
LNG<br />
Euro VI<br />
7,1%<br />
Euro V<br />
EEV<br />
82,4%<br />
10,5%<br />
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Environment and sustainability<br />
BIO LNG PROJECT<br />
In September 2020, FERCAM signed a shareholding<br />
agreement in BIOGAS Wipptal, along with other<br />
South Tyrolean companies.<br />
Biogas Wipptal is based in Val di Vizze and was<br />
established in 2008 by 62 partners with the aim<br />
of producing fertilizers and biogas for electricity,<br />
reusing the manure from dairy cattle farms.<br />
Thanks to this new agreement and after appropriate<br />
adaptation and conversion works, Biogas Wipptal<br />
will start the production of bio-LNG for transport<br />
(liquid natural gas produced from biomass).<br />
For FERCAM this represents a global investment in<br />
the name of sustainability and in compliance with<br />
principles of circular economy, which prefers lowimpact<br />
production processes, fair and with high<br />
social value.<br />
The production is expected to start by the end of<br />
2021.<br />
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Environment and sustainability<br />
“EMISSION - FREE DELIVERY” PROJECT<br />
Rome is the first city where FERCAM started the<br />
pilot project named EMISSION-FREE DELIVERY<br />
(zero-emission distribution).<br />
Such project involves the conversion of diesel and<br />
LPG fleet with electric and CNG and the joining of<br />
our transport suppliers of our Rome branch.<br />
Goal: by 2022, all FERCAM deliveries in the “green<br />
zone” of the capital will be managed with sustainable<br />
vehicles.<br />
Moreover, in order to reduce the overall impacts<br />
of Rome-branch property, we implemented the<br />
following interventions:<br />
• Installation of sun-protection films on office<br />
windows.<br />
• Led relamping of warehouses.<br />
• Installation of photocell light sensors for<br />
switching the lights on / off.<br />
• Installation of motion sensors for switching the<br />
lights on / off.<br />
• Installation of timers on air-conditioning<br />
systems.<br />
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Environment and sustainability<br />
ELECTRIC MOBILITY<br />
Next technological achievement will be electric<br />
trucks (hydrogen-fuel cells for long distances and<br />
battery for short range), but EMS (Ecocombi),<br />
platooning and autonomous driving too: all modern<br />
technologies for smart road suitable to further<br />
reduce environmental impact.<br />
With the adoption of electric trucks not only in<br />
urban context, where they have long been present,<br />
but also for European transport, FERCAM would<br />
like to confirm the will to adopt available technology<br />
that improves environmental impact of its services.<br />
November 2017<br />
FERCAM was the first European operator to reserve<br />
TESLA Semi Truck, an electrical vehicle with a range<br />
of 800 km.<br />
November 2018<br />
FERCAM was the first European operator to reserve<br />
TESLA Semi Truck, an electrical vehicle with a range<br />
of 800 km.<br />
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Environment and sustainability<br />
INTERMODALITY<br />
In February 2000, FERCAM was among the founders<br />
of Rail Traction Company, the first private railway<br />
company to operate intermodal freight traffic on<br />
RFI rail (Rete Ferroviaria Italiana) and it is currently<br />
member of the leading intermodal societies HUPAC<br />
and CEMAT.<br />
Since 2007 it makes use of a company train with<br />
daily departures to Northern Europe: compared<br />
to road, rail transport allows a 15% higher carrying<br />
capacity and High speed over long distances.<br />
Annually, FERCAM transports about 17.000 loading<br />
unit with the combined system railway/road, with<br />
benefits in terms of number of vehicles on the roads,<br />
energy resources consumption and in particular<br />
CO2 emissions: the intermodal system allows on<br />
average a 55% emissions reduction compared to<br />
road transport.<br />
Thanks to the location within the ceramic district,<br />
the branch of Sassuolo supports a portion of the<br />
export transport of ceramic to Germany/Benelux<br />
and of the import transport of raw materials<br />
(clay) from Frankfurt area towards local ceramic<br />
producers.<br />
100% of import and about 50% of export consist<br />
in intermodal transports: this logistics solution has<br />
significant advantages in terms of environmental<br />
sustainability.<br />
The map below shows the routes managed through intermodality<br />
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Environment and sustainability<br />
RO-RO: COMBINED TRANSPORT BY SEA<br />
FERCAM offers and uses, where shipping lines are<br />
present, Ro-Ro connections: the safe and efficient<br />
multimodal sea-road connection for full and partial<br />
loads.<br />
This solution permits to reduce impacts in terms of<br />
vehicles circulating and indirectly to increase road<br />
safety.<br />
In particular, within the national distribution Network,<br />
the connection Caserta - Palermo or vice versa is<br />
carried out daily.<br />
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Environment and sustainability<br />
3.3 ENERGY STRATEGY AND EFFICIENCY<br />
The strategy with regard to buildings energy<br />
efficiency is based on 4 practices:<br />
1. Renewable sources.<br />
2. Systems optimisation.<br />
3. Smart technologies (e.g. LED lighting system<br />
with home automation).<br />
4. Promotion of virtuous behaviours.<br />
FERCAM S.p.A., with its Italian branches, occupies<br />
a total surface (inner + outer) of over 1.100.000<br />
sqm.<br />
An efficient management allows the optimisation<br />
of energy performances and the reduction of<br />
environmental impact.<br />
This management approach is implemented<br />
through monitoring and analysis of energy<br />
consumption for every site and guaranteeing<br />
the proper functioning and setting of heating<br />
and cooling system. Such monitoring make it<br />
possible to promptly identify possible anomalies<br />
in consumption and to adopt interventions aimed<br />
to improve energy efficiency and saving.<br />
Consumption of energy resources in the property sector are related to:<br />
1.<br />
Electricity for office lighting and heating<br />
and lighting for logistics warehouses and<br />
outdoor areas<br />
90%<br />
2.<br />
Other sources for office heating<br />
10%<br />
When possible, we use renewable energy sources<br />
and adopt technologies that allow us to reduce<br />
environmental impacts (e.g. boiler replacement<br />
with heath pump).<br />
At the end of 2020, a total capacity of about 1,5 MW<br />
of photovoltaic was installed at FERCAM branches<br />
owned by the FERCAM Group.<br />
The company continues also to invest in LED<br />
lighting systems.<br />
The following map represents the distribution on<br />
the territory.<br />
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Environment and sustainability<br />
PHOTOVOLTAIC<br />
BOLZANO<br />
CAMPOGALLIANO<br />
CARPIANO<br />
CREMONA<br />
MANTOVA<br />
RHO<br />
VICENZA<br />
LED<br />
BOLOGNA<br />
BOLZANO<br />
BOLZANO officina<br />
CARPIANO<br />
GENOVA<br />
PADOVA<br />
PAVIA<br />
RHO<br />
TREVISO<br />
VICENZA<br />
Branch of Sommacampagna Branch of Rho Branch of Bolzano<br />
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Environment and sustainability<br />
Branch of Bologna<br />
Considering that to produce of a kilowatt-hours<br />
are emitted about 0,53 kg of carbon dyoxide/<br />
Co2 (emission factor of the Italian electricity<br />
mix to distribution), every kWh produced by the<br />
photovoltaic system avoids such emissions (source:<br />
website Ministero dell’Ambiente, section Energia-<br />
Fonti rinnovabili – Costi, Vantaggi e Mercato).<br />
Investments in photovoltaic systems allowed to<br />
bring a collective benefit in terms of CO2-emissions<br />
reduction equal to 1639 tons in the period 2018-<br />
2020.<br />
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Environment and sustainability<br />
3.4 SUSTAINABILITY CULTURE & PARTNERSHIP<br />
ENVIRONEMENTAL INITIATIVES<br />
PROMOTION OF VIRTUOUS BEHAVIOURS<br />
• Placement in every branch of a company<br />
notice board on topics related to Quality,<br />
Environment and Safety, through which<br />
spread good environmental practices with<br />
particular reference to energy consumption<br />
and waste management.<br />
• Use of tableware of recycled material (glasses,<br />
dishes, cutlery, mats) during company<br />
initiatives both internal (e.g. FERCAM’s 70th<br />
event) and external.<br />
• Through company newsletter and intranet<br />
we want to raise our employees awareness of<br />
environmental and sustainability issues and<br />
to increase awareness about environmental<br />
and social impact of individual activities.<br />
CARBON OFFSET PROJECTS<br />
• In 2020, the implementation of a CO2 offset<br />
project was planned. This implementation has<br />
been moved to 2021.<br />
CIRUCLAR ECONOMY<br />
• During 2020, FERCAM has launched some<br />
study projects for the reduction of tertiarypackaging<br />
waste, starting from a pilot project<br />
in our Rome branch with reference to the<br />
possibility of giving wooden packaging a<br />
second life.<br />
STAKEHOLDERS INVOLVEMENT<br />
• Promotion and initiatives to raise suppliers’<br />
awareness about the adoption of vehicles with<br />
lower environmental impact (in particular<br />
natural gas and electric ones).<br />
• Promotion of webinar/ informative events.<br />
In 2020, the webinar: “New transport<br />
technologies for a clean and aware logistics”<br />
was realised.<br />
• FERCAM Blog and social networks.<br />
PARTNERSHIP FOR THE DEVELOPMENT OF MORE<br />
SUSTAINABLE LOGISTICS<br />
GILA PROJECT<br />
The project GILA (German, Italian & Latin American<br />
consortium for resource efficient logistics hubs &<br />
transport) is designed to contribute to global efforts<br />
in reducing the environmental impact (especially<br />
carbon impact) of logistics. Focus is laid on logistics<br />
sites that play a connecting role within transport<br />
chains and refer to all sites that combine different<br />
transport legs (within and between modes) or are<br />
the starting or end point of transport chains.<br />
For realising the overall objective, it addresses two<br />
main areas of research:<br />
• Best practices and future requirements,<br />
services and concepts for sustainable logistics<br />
sites within an energy and resource efficient<br />
transport chain.<br />
• Establishment of a methodological framework<br />
for describing detailed the environmental<br />
performance of logistics sites.<br />
The Fraunhofer IML (Germany) is responsible for the<br />
project lead and the scientific implementation of the<br />
project, Fercam is one of ten international project<br />
partners and provides the industrial perspective for<br />
discussing the research questions and elaborating<br />
applicable solutions and environmental KPIs.<br />
The project period is from July 2020 till July 2023.<br />
PARTICIPATION IN TRELAB<br />
From 2020, FERCAM participates in a permanent<br />
committee, the “Living Lab Logistica”, established<br />
by the municipality of Rome and coordinated by<br />
TRELAB, a laboratory of Roma Tre University, which<br />
deals with the promotion of public-private dialogue<br />
about logistics for the co-creation and testing of<br />
effective and sustainable solutions.<br />
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Environment and sustainability<br />
3.5 ENVIRONMENTAL INDICATORS<br />
3.5.1 ENERGY RESOURCES CONSUMPTION AND GHG EMISSIONS<br />
FERCAM consumptions consist of about 95% fuel<br />
and energy consumption and are related to:<br />
• Fleet fuel.<br />
• Company cars fuel.<br />
• Warehouses and offices lighting.<br />
The remaining part is represented by energy<br />
sources used for heating, which are 97% covered<br />
from natural gas and district heating.<br />
Consumption composition is illustrated in the graph<br />
below, which shows a variation during the period<br />
2018-2020, with a component linked to LNG not<br />
present in 2018 and growing in 2020 compared to<br />
2019.<br />
With reference to 2020, reduction of electricity<br />
consumption is due to efficiency interventions on<br />
the systems, while that of fuel consumption is due<br />
to a growing number of LNG vehicles in the fleet.<br />
Energy consumption (GJ)<br />
310.053<br />
7.947<br />
288.512<br />
5.293<br />
277.617<br />
8.017<br />
diesel<br />
111.372<br />
109.509<br />
111.192<br />
LNG<br />
15.454<br />
15.390<br />
16.285<br />
12.901<br />
27.628<br />
office heating<br />
resources<br />
175.280<br />
142.035<br />
117.879<br />
electric energy<br />
photovoltaic energy<br />
2018<br />
2019<br />
2020<br />
Regarding photovoltaic, the figure related to 2020 selfconsumption<br />
is estimated; any changes will appear in the next<br />
report.<br />
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Environment and sustainability<br />
In order to further reduce the impact of CO2<br />
emissions, in 2020 we launched some projects<br />
related to the installation of both photovoltaic and<br />
LED lighting, involving a total of 14 branches and<br />
that will be completed in 2021.<br />
In particular as regards photovoltaic, thanks to<br />
these new investments, the estimated additional<br />
power for production and self-consumption is<br />
approximately 2.5 MW.<br />
It is also our goal to reach 100% of owned<br />
warehouses with LED lighting systems in the<br />
coming years.<br />
Greenhouse gases (GHG) emissions are also<br />
correlated to energy consumption.<br />
With reference to the table below:<br />
• Scope 1 are direct emissions, in the specific<br />
case, those related to fuel consumption<br />
of company fleet, c a r s a n d he a t i n g.<br />
The interventions carried out in recent years<br />
have had actual benefits in terms of CO2<br />
emissions reduction, thanks to both constant<br />
renewal of the fleet and reduction of fossil fuel<br />
used for buildings heating.<br />
• Scope 2 are indirect emissions form<br />
energy consumption, in the specific case,<br />
those related to electricity purchase.<br />
Benefits in terms of CO2 reduction are linked<br />
both to investments in energy efficiency and in<br />
photovoltaic.<br />
G H G Protocol 2 0 1 8<br />
2 0 1 9<br />
2 0 2 0<br />
Scope 1<br />
direct emissions<br />
13.753<br />
11.214<br />
9.283<br />
Scope 2<br />
indirect emissions<br />
411<br />
403<br />
391<br />
In the period 2018-2020 Scope 1 emissions<br />
were reduced of:<br />
32%<br />
Data were calculated referring to parameters of Greenhouse Gas Protocol<br />
(https://ghgprotocol.org/ghg-emissions-calculation-tool).<br />
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Environment and sustainability<br />
3.5.2 WATER CONSUMPTION<br />
The main use of water resource in all FERCAM sites<br />
is exclusively connected with sanitary use, since are<br />
carried out only office and logistics activities.<br />
Bolzano deserves a separate consideration due to<br />
its vehicles washing facility.<br />
In order to reduce water consumption, at the<br />
washing facility was installed also a sewagetreatment:<br />
for every wash 80% of the water used<br />
comes from the sewage-treatment and reuse of it<br />
and only 20% is clean and taken from well.<br />
The consumption of well water is made in accordance<br />
with the concession granted to FERCAM S.p.A. from<br />
Provincia Autonoma di Bolzano – Ufficio gestione<br />
risorse idriche.<br />
As provided for by provincial legislation, FERCAM<br />
annually sends communication of consumption<br />
to Provincia di Bolzano. In 2020 the amount of<br />
water taken was equal to 3174 m 3 , with about 10%<br />
reduction of consumption compared to 2019.<br />
Assessing that every wash uses 0,6m3 of water and<br />
considering an average of 250 washes per week, in<br />
the face of 150 m 3 water needs per week only 30 m 3<br />
are of clean water.<br />
The sewage system at the service of the washing<br />
facility of Bolzano workshop is a biological system<br />
of washing water, which allows to eliminate the use<br />
of chemical products.<br />
Industrial waste water from the two washing<br />
facilities are treated through oil-separation plants<br />
and a biological sewage-treatment plant, after that<br />
it is released in a storage tank for recirculation.<br />
Maintenance of the oil-separation plant is carried<br />
out in compliance with EN 858-2 standard by<br />
external qualified personnel.<br />
Every year FERCAM conducts wastewater analysis,<br />
making use of an external accredited laboratory, in<br />
order to guarantee the compliance with emission<br />
limits indicated in the grant. Specifically, water from<br />
the washing facility that is released in the sewage<br />
has to respect the limits provided for by Legge<br />
Provinciale 8/2002- Allegato E.<br />
The intention of the company is to report water<br />
consumption for civil uses too in the coming years.<br />
Considering 50 operational weeks, we can esteem<br />
a clean-water saving equal to 6.000 m 3 /year<br />
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Environment and sustainability<br />
3.5.3 WASTE MANAGEMENT<br />
FERCAM constantly monitors production and<br />
management of waste connected to its cycle of<br />
service provision.<br />
Waste produced in our FERCAM sites are mainly<br />
linked to office and warehouse activities:<br />
WASTE SOURCE<br />
OFFICE<br />
ACTIVITIES<br />
WAREHOUSE<br />
ACTIVITIES<br />
TYPE OF WASTE<br />
• Paper<br />
• Plastic<br />
• Electrical and electronic equipment<br />
• Toner<br />
• Neon lights<br />
• Other waste<br />
• Paper and cardboard packaging<br />
• Plastic packaging<br />
• Mixed packaging<br />
• Wood packaging<br />
With reference to workshop activity (carried out<br />
in 2 branches), there is a limited waste production<br />
connected to specific activities, in particular: iron<br />
and steel, oil filters, lead batteries and tyres.<br />
Waste management occurs in compliance with<br />
national and local legislation, selecting service<br />
suppliers regularly enrolled in the environmental<br />
managers register. With reference to special<br />
waste, FERCAM S.p.A. has equipped itself with<br />
waste loading and unloading registers for every<br />
site and annually makes the MUD declaration<br />
(Environmental Declaration Form).<br />
For waste produced in the offices, recycling is<br />
promoted and encouraged in every site.<br />
Below are reported data of the main type of waste<br />
managed:<br />
Considering the 3 packaging types indicated<br />
above, in the whole period 2018-2020 the<br />
waste production was reduced by<br />
8%<br />
2.262<br />
2.290<br />
2.647<br />
ton<br />
1.985<br />
1.740 1.764<br />
310<br />
315<br />
298<br />
43 41 23<br />
paper and cardboard<br />
packaging<br />
wood packaging<br />
mixed packaging<br />
tires<br />
2020 2019<br />
2018<br />
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Environment and sustainability<br />
3.6 “SAFETY & QUALITY ASSESSMENT FOR SUSTAINABILITY”<br />
FERCAM transports hazardous materials thanks<br />
to a modern and equipped fleet and a constantly<br />
trained staff.<br />
As provided for by EC Directive 96/35, FERCAM<br />
appointed its DGSA (Dangerous Goods Safety<br />
Advisor), i.e. professional figures who have the<br />
task to promote actions to facilitate the activities<br />
performance in compliance with legislation and in<br />
optimal safety conditions.<br />
FERCAM Staff training is distinguished in:<br />
• Non-travelling staff: internal training delivered<br />
by DGSA.<br />
• Travelling staff: training delivered by an<br />
external body with theoretical final exam; to the<br />
passing it is released ADR vocational training<br />
certificate. Such certificate has to be renewed<br />
every 5 years and is mandatory to drive vehicles<br />
that transport hazardous materials under ADR.<br />
In a perspective of managing its processes, since<br />
2005 FERCAM has obtained SQAS accreditation<br />
(Safety & Quality Assessment for <strong>Sustainability</strong>),<br />
which is renewed every 3 years.<br />
2020 renewal audit reached a score equal to 84%<br />
(2017 score: 83 %).<br />
SQAS accreditation scheme is developed by CEFIC,<br />
Federazione Europea delle Industrie Chimiche. It<br />
is an attestation requested by many companies<br />
operating in chemicals sector, because it represents<br />
a support for the selection of logistics suppliers and<br />
the establishment of improvement actions.<br />
Through the SQAS are evaluated quality, safety<br />
and socio-environmental performance of logistics<br />
suppliers and chemicals distributors through audits<br />
carried out by independent evaluators, who use a<br />
standardised questionnaire.<br />
FERCAM also requires to its transport and<br />
handling suppliers to present the certificate of<br />
specific training related to transport and handling<br />
of hazardous material and to the management of<br />
potential emergencies.<br />
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FERCAM AND PEOPLE<br />
‘<br />
In the work well-done, the importance not of<br />
the talented individual emerges, but of full<br />
orchestras. The value of team commitment,<br />
creativity and resilience becomes visible,<br />
which can lead to unexpected results. We are<br />
building our future piece by piece, together,<br />
working with perseverance and patience.<br />
Hannes Baumgartner<br />
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FERCAM and people<br />
4.1 OUR EMPLOYEES<br />
In our 2020 Strategy we defined a policy of<br />
personnel management able to select and develop<br />
right skills as a fundamental success factor. In<br />
this perspective, some projects related to Talent<br />
Management and skills development have been<br />
implemented in recent years.<br />
During 2020, FERCAM outlined the new strategy<br />
for the next 3/5 years, which will be communicated<br />
on the occasion of the Management Convention at<br />
the end of January 2021.<br />
FERCAM follows the process of staff selection and<br />
inclusion through a specific internal office, which includes<br />
people specialised in occupational psychology .<br />
The aim is to choose employees who are in line with<br />
company values and culture so we pay particular attention<br />
to such process, making use of a skills map (hard and soft<br />
skills) for each role in the company.<br />
FERCAM strategic plan includes a number of<br />
projects for the HR area – among these are:<br />
• Definition of a new pat of leadership<br />
development.<br />
• Project of analysis and development of<br />
managerial skills.<br />
• Digitisation and systematisation of the<br />
identification process for training needs and<br />
delivery.<br />
Definition of<br />
job description<br />
Behavioural<br />
questionnaire<br />
CV Screening<br />
Interview<br />
with HR<br />
Phone<br />
interview<br />
Interview with<br />
area manager<br />
In 2020, the number of employees has been attested<br />
to 1425, while turnover rate has slightly decreased<br />
during the last 3 years, going from 6,7% in 2018 to<br />
6,5% in 2020.<br />
We privilege permanent contracts and aim to invest<br />
in people and professional growth, in order to<br />
create long-term relationships with our employees.<br />
In accordance with our internal policies, new<br />
employees are asked to read and sign the Code<br />
of Ethics and the privacy policy for personal data<br />
processing.<br />
Contract type year 2020<br />
4%<br />
fixed-term<br />
contracts<br />
Employees with over<br />
10 years of service:<br />
32%<br />
96%<br />
permanent<br />
contracts<br />
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FERCAM and people<br />
2018<br />
885<br />
2019<br />
867<br />
2020<br />
856<br />
TOTAL:<br />
1416<br />
1418<br />
1425<br />
2018<br />
531<br />
2019<br />
551<br />
2020<br />
569<br />
+7%<br />
women compared to 2018<br />
From a contractual point of view, FERCAM<br />
adheres to National Collective Labour Agreement<br />
for Transports and Logistic sector, which was<br />
last revised on December 3rd, 2017; moreover,<br />
attendance management and payroll processing<br />
are internally carried out by HR office.<br />
Due to company policy, every new employee<br />
belonging to clerical staff is assigned with minimum<br />
4° junior level.<br />
Finally, we pay attention to combine company and<br />
employees interest and we maintain good relations<br />
with trade unions. We believe that with a good<br />
relation among parties it is possible to best plan the<br />
activities of our service provision and to guarantee<br />
our employees’ rights.<br />
Employees composition by age<br />
18 - 30 31 - 50 > 50<br />
In confront of<br />
2020 2019<br />
208<br />
-2<br />
784<br />
433<br />
-17<br />
+26<br />
In confront of<br />
2018 +31<br />
-43<br />
+21<br />
Composition of employees by job level<br />
directors<br />
2020<br />
25 142<br />
1095<br />
26<br />
137<br />
middle managers<br />
2019<br />
24<br />
145<br />
1076<br />
26<br />
146<br />
office workers<br />
workers<br />
2018<br />
19<br />
151<br />
1033<br />
47<br />
166<br />
nr. emplyees<br />
drivers<br />
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FERCAM and people<br />
Origin of employees on December 31 th , 2020<br />
106 81<br />
NON-EU Countries<br />
EU Countries<br />
With reference to man-woman relationship according<br />
to the job level director/middle manager, below we<br />
report the comparison between 2019 and 2020.<br />
Directors / Middle Managers<br />
1238<br />
Italy<br />
Transport and logistics sector has historically had a<br />
greater male presence, because drivers are mainly<br />
men.<br />
In recent years in FERCAM, we have been<br />
witnessing an increase of female presence, which in<br />
2020 reached 40%.<br />
In particular, female presence has increased in<br />
the following departments: Recruiting, Training,<br />
Quality and Environment, Administration, Budget<br />
and in the roles of department managers.<br />
Composition of 2020 new employees by age<br />
47%<br />
8%<br />
45%<br />
18- 30<br />
31 - 50<br />
> 50<br />
2019 // 83 % 2019 // 17 %<br />
2020 // 84 % 2020 // 16 %<br />
The following graph shows the age distribution of<br />
personnel with director / middle manager level.<br />
50% 50%<br />
31 - 50 > 50<br />
Following the measures taken by the authorities to<br />
manage and contain the pandemic, starting from<br />
March 2020, there was a bending of vehicle traffic<br />
with a consequent decrease in turnover and work,<br />
compensated for thanks to redundancy fund for<br />
office staff.<br />
The adoption of this tool has been progressively<br />
reduced on the basis of the volumes recovery of<br />
the different departments and branches, which has<br />
already allowed to resume ordinary work since July<br />
2020.<br />
The constant adaptation of redundancy fund to<br />
the traffic volumes has made possible an alignment<br />
between production and personnel needs, while<br />
the constant and structured monitoring of<br />
these indicators has guaranteed an efficient and<br />
transparent use of the same.<br />
The company also took responsibility for the<br />
payment in advance of the amounts related to<br />
redundancy fund to employees on behalf of the<br />
social security institution.<br />
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FERCAM and people<br />
4.2 HUMAN CAPITAL MANAGEMENT<br />
Personnel management translates into the<br />
following actions:<br />
• Promote dialogue and employees involvement.<br />
• Provide employees with necessary tools to best<br />
do their job.<br />
• Protect employees’ health and safety.<br />
• Provide opportunities of training and<br />
professional growth.<br />
• Communicate company strategies and news.<br />
DIALOGUE AND CONSULTATION<br />
We have several tools and initiatives to promote<br />
dialogue and employees consultation and to spread<br />
company’s strategy and:<br />
Initiatives for new employees<br />
• Welcome Box: it contains the Welcome Card<br />
signed by the CEO, where tare represented<br />
company’s values and branded gadgets.<br />
• “Onboarding” project: it aims to accompany<br />
the new employee during orientation and<br />
information research during the first inclusion<br />
weeks in FERCAM; it introduces the figure of a<br />
“buddy” appointed by the manager to help him/<br />
her during the first days.<br />
• Feedback interviews: during the trial period,<br />
three interviews are scheduled between the<br />
new employee and the manager, which aims to<br />
evaluate the inclusion and highlight possible<br />
difficulties.<br />
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FERCAM and people<br />
Initiatives for all employees<br />
• Spread of company’s strategy and values in all<br />
branches.<br />
• Personnel News: monthly communication that<br />
aims to inform all employees about new hiring,<br />
role changes and resignations in order to favour<br />
openness and knowledge of company changes.<br />
• Hello!FERCAM: digital monthly newsletter<br />
aimed at all FERCAM employees, which<br />
contains interviews, initiatives and news about<br />
the company and the Group.<br />
• Voluntary initiatives: they are promoted at<br />
single branch level to favour mutual knowledge<br />
and team spirit (e.g. “suspended coffee”).<br />
• Suggestions box: some branches adopted a<br />
letterbox, in which employees can anonymously<br />
insert improving proposals, reports and/or<br />
suggestions.<br />
• Yammer: in 2020, with the migration of whole<br />
FERCAM to Office 365, Yammer has become the<br />
official internal social network, accessible to all<br />
employees. It is organized in groups, dedicated<br />
to different topics. In particular:<br />
1. company group, with institutional news or (e.g.<br />
new apps available on Office 365);<br />
2. FERCAM Together group, used to post photos<br />
of life moments in the branches, to share<br />
company initiatives (e.g. “Waiting for Christmas<br />
at FERCAM” advent calendar);<br />
3. FERCAMarket group, used for internal ads “sell<br />
and buy” and others.<br />
COMPANY EVENTS<br />
To strengthen the spirit of belonging, share<br />
strategies and projects, FERCAM organizes annual<br />
conventions that involve a different target of<br />
employees according to the focus.<br />
These conventions can have a crosscutting<br />
nature and involve top and middle management<br />
or divisional and involve only the employees of a<br />
specific Division.<br />
In 2020, due to health emergency, we were forced<br />
to cancel/reduce our company events. We still<br />
maintained some events, revising the format and<br />
resorting to solutions of virtual participation.<br />
Among these we mention the Christmas Lottery,<br />
which involved all employees (in Italy and abroad)<br />
with different prizes. The drawing lots was held<br />
in live streaming, during which our CEO thanked<br />
everyone for the past year and for the commitment<br />
of each person in FERCAM. It was an opportunity to<br />
wish everyone happy holidays. To replace the classic<br />
Christmas dinners, a solidarity and sustainable<br />
present was sent to all employees (local / fair-trade<br />
food products, water bottle, etc.).<br />
“PERSONALZIRKEL SÜDTIROL” CLUB<br />
Since 2016, FERCAM has partecipated to<br />
“Personalzirkel Südtirol” club, to which<br />
adhere about 73 medium-large companies<br />
headquartered in South Tyrol and that has<br />
100 members.<br />
Chiefs of staff, HR specialists and recruiters<br />
take part to the club: the goal is to network, to<br />
do benchmarking and to share experiences<br />
and best practices regarding the meetings<br />
specific topic.<br />
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FERCAM and people<br />
4.3 TRAINING AND DEVELOPMENT OF OUR EMPLOYEES<br />
Personnel represents a fundamental resource and<br />
for this reason, training paths play a role of primary<br />
importance.<br />
In the company, there is a team dedicated to personnel<br />
training and that works closely with the team of<br />
personnel selection and inclusion.<br />
In 2020, a software for Human Capital Management<br />
was implemented in order to:<br />
• Digitise training processes, such as the detection<br />
of training needs.<br />
• Deliver the training compulsory by law (e.g.<br />
occupational safety) or according to the role to<br />
single employees.<br />
• Monitor the delivery of training courses<br />
both mandatory and optional. The learning<br />
management system will allow also to upload<br />
contents and online courses.<br />
Starting from a proper needs analysis, FERCAM plans<br />
a yearly training offer, remaining at the same time<br />
flexible for ongoing requests and considering the<br />
following aspects:<br />
• Company strategy.<br />
• New operational procedures and new IT systems.<br />
• Legislative changes (e.g. in legal or administration<br />
field).<br />
• Programmes of skills development related to<br />
company role (e.g. leadership, sale).<br />
• Statutory and mandatory training (health and<br />
safety, ADR, DGR, IATA…).<br />
• Personnel development and wellbeing.<br />
There is also a specific training curriculum dedicated<br />
to new employees.<br />
It should be noted that in 2020, to cope with the new<br />
needs related to the health emergency, the training<br />
methodology in FERCAM went through a digitisation<br />
process, passing from a physical to a virtual classroom.<br />
The learning management system allows us to manage<br />
and share training materials and deliver distance<br />
courses.<br />
In 2020, through the new platform we delivered 9<br />
virtual courses, related to:<br />
• GDPR<br />
• Languages<br />
• Training for transition to new management<br />
software or systems (e.g. SAP).<br />
The graph below shows the training delivered in 2018,<br />
2019 and 2020.<br />
In particular in 2020, an average of 8 training hours<br />
were delivered for every employee, except for specific<br />
training for drivers that is examined in the next<br />
paragraph.<br />
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health and safety<br />
languages<br />
IT<br />
specific technical<br />
technical and<br />
behavioural<br />
managerial /<br />
leadership<br />
100<br />
616<br />
592<br />
635<br />
540<br />
1059<br />
1012<br />
1530<br />
1471<br />
2211<br />
1866<br />
2010<br />
1808<br />
3644<br />
3577<br />
4185<br />
4896<br />
0 1.000 2.000 3.000 4.000 5.000<br />
2020 2019 2018<br />
Training hours delivered:<br />
9833 10.783<br />
2019 2020<br />
Training area%<br />
100%<br />
22%<br />
16%<br />
21%<br />
75%<br />
27%<br />
22%<br />
34%<br />
technical and<br />
behavioural<br />
50%<br />
specific<br />
technical<br />
25%<br />
52%<br />
62%<br />
45%<br />
health and<br />
safety<br />
0%<br />
2018 2019 2020<br />
• “Technical and behavioural” area includes: Managerial, Leadership, Performance, sales,<br />
languages and onboarding training.<br />
• “Specific technical” area includes: IT, ADR, Customs, Legislative and new management software<br />
training.<br />
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DRIVERS TRAINING<br />
With reference to travelling staff, FERCAM<br />
develops a specific training plan that is followed by<br />
HR Office through a dedicated person.<br />
Training is planned on a 5-year basis, considering<br />
the following parameters:<br />
• Frequency defined by the law (e.g. ADR<br />
vocational training certificate).<br />
• Frequency provided for by volunteer standards<br />
adopted by FERCAM (e.g. ISO 9001 and SQAS).<br />
• Adoption of new technologies (e.g. LNG<br />
vehicles).<br />
• Annual analysis of driver performance: it can<br />
comprehend a period longer than one year in<br />
order to analyse the real performance.<br />
• Update of operational instructions /Driver’s<br />
Handbook.<br />
The training provided by FERCAM in the period<br />
2016-2020 is detailed below:<br />
Occupational<br />
/ Load safety<br />
178 h<br />
Safe driving/<br />
ECO training<br />
262 h<br />
Driving and<br />
resting hours<br />
1284 h<br />
Driver’s<br />
Handbook<br />
622 h<br />
Average<br />
of training<br />
hours per<br />
driver / year:<br />
4,5<br />
ADR<br />
1056 h<br />
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In addition to the training delivered by FERCAM,<br />
every driver has to obtain and renew the Driver<br />
CPC as provided for by 2003/59 CE Directive, which<br />
requires to undertake 35 training hours every 5 years.<br />
For over 15 years, FERCAM has provided a Driver’s<br />
Handbook as support tool in drivers activities,<br />
which contains aspects not only linked to regulatory<br />
compliance or company procedures but also includes<br />
the following topics:<br />
• Performance of the service (loading/ unloading/<br />
client instructions).<br />
• Company and safety rules.<br />
• Complaints/anomalies management.<br />
• Safety and occupational risks.<br />
• Environmental aspects management.<br />
• Policy with regard to alcohol and drug ban.<br />
• Health and wellbeing.<br />
Such handbook is periodically reviewed and, where<br />
necessary, updated and integrated. The new edition<br />
was delivered to drivers in 2020.<br />
Training is delivered in compliance with guidelines<br />
of Cefic / ECTA BBS and according to the constant<br />
monitoring of the following aspects:<br />
• Driving style<br />
• Fuel consumption<br />
• Injuries<br />
• Driving and resting hours infringements<br />
• Fines/ Damages<br />
• Clients complaints<br />
• Near Misses<br />
On a quarterly basis, HR communicates the<br />
monitoring results to the drivers and defines goals/<br />
corrective actions (specific training, e.g. in occasion of<br />
the Handbook delivery or ad hoc).<br />
During the period 2018–2020, 100% drivers were<br />
evaluated according to driving style, in compliance<br />
with current legislation and injuries. Moreover,<br />
through a constant renewal of vehicle fleet, FERCAM<br />
aims to guarantee a greater safety to its employees.<br />
For this reason, all vehicles have extra equipment, in<br />
particular:<br />
• Automatic transmission with anticipatory cruise<br />
control system (PPC – predictive powertrain<br />
control).<br />
• Driving-style evaluation through on-board<br />
computer.<br />
• Smart auxiliary systems designed to optimise<br />
consumptions.<br />
• No-idle air conditioning (powered by compressors).<br />
• Fatigue assistant.<br />
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CAREER DEVELOPMENT<br />
FERCAM promotes internal growth, experiences<br />
diversification and skills e development.<br />
We defined in a structured way a FERCAM internal<br />
selection procedure in order to:<br />
• Increase employees retention and motivation.<br />
• Create an effective management of internal<br />
selection and role change.<br />
Starting from 2019, we launched specific projects<br />
in some branches in order to prepare employees for<br />
professional growth:<br />
Definition of<br />
annual targets<br />
(both qualitative<br />
and quantitative)<br />
with manager<br />
Periodical<br />
monitoring with<br />
support of a<br />
management<br />
software<br />
Active<br />
involvement of<br />
employees on<br />
expected targets<br />
Mapping of<br />
employee’s<br />
current skills<br />
Comparison<br />
of current and<br />
expected level<br />
Skills<br />
development<br />
(coaching /<br />
training course)<br />
In 2020, the process management of internal<br />
selection and role changes allowed 122 employees<br />
to take on new tasks and skills and / or to work in<br />
a different location, fostering both individual and<br />
company growth and development.<br />
With reference to employees who hold a manager<br />
position, FERCAM adopts the MBO evaluation<br />
method (Management by Objectives) as uniform<br />
system to evaluate HR performances.<br />
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4.4 WELLBEING AND INITIATIVES IN FAVOUR OF EMPLOYEES<br />
WORK ENVIRONMENT AND COLLABORATION<br />
Since 2011, every 2-3 year FERCAM has carried<br />
out a work environment analysis with the support<br />
of its partner Great Place To Work.<br />
The goal is to collect accurate data on the relationship<br />
between employees and their managers, on the<br />
relationship among employees inside and outside<br />
their working group and on the sense of belonging<br />
to the company, as well as to define empowerment<br />
areas.<br />
The latest survey was carried out in 2020, with a of<br />
79% response rate.<br />
Areas covered by over 70 question are:<br />
• Relation with management (Credibility, Respect,<br />
Fairness).<br />
• Relation with work (Pride).<br />
• Relation with colleagues (Bond).<br />
The results make a clear point on the fact that<br />
the most appreciated aspects by employees in<br />
FERCAM are autonomy and pride of belonging to<br />
the company.<br />
RECOGNITIONS<br />
During 2019 Convention, held in January 2020,<br />
FERCAM awarded the branches that demonstrated<br />
the best economic, collaboration and qualitative<br />
performances. The first three classified for each<br />
of the 6 categories considered were awarded with<br />
prizes.<br />
The most collaborative branch employee were also<br />
awarded.<br />
2020 Convention, scheduled for January 2021, will<br />
be virtually organised.<br />
Annually, there is also:<br />
• Awarding of employees who have more than<br />
20 years of seniority in the company (five-year<br />
periods are celebrated). In 2020, there were 38<br />
employees.<br />
• Presentation of FERCAM candidates for “Star<br />
of Merit for Work” Italian award: every year<br />
FERCAM proposes to the Italian state a list of<br />
deserving employees to receive it, becoming so<br />
“Masters of work”. In 2020, among 4 candidates<br />
there were 2 employees awarded with the title.<br />
The overall FERCAM result has improved compared<br />
to the previous edition – in particular, the main<br />
indicator “Trust Index” in 2020 reached a result of<br />
56% (vs. 49% previous edition).<br />
COMPANY BENEFITS AND INITIATIVES IN FAVOUR<br />
OF PEOPLE<br />
FERCAM offers different proposals to promote<br />
employees wellbeing and to improve life quality:<br />
• Company agreements listed in the “Corporate<br />
Benefits” online portal.<br />
• Agreement with Interline Club to offer to<br />
personnel tourism services at discounted rates.<br />
• Other agreements for the purchase of goods or<br />
services that are periodically communicated to<br />
employees through newsletter and company<br />
intranet.<br />
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4.5 HEALTH AND SAFETY IN FERCAM<br />
The spirit behind FERCAM Prevention and<br />
Protection Service is to train/inform the entire<br />
staff about the growth of a SAFETY CULTURE,<br />
moving from a mere legal obligation compliance to<br />
a research of incentives and/or initiatives that goad<br />
the entire staff into making choices more and more<br />
aimed to health and safety protection. This should<br />
happen for every company operation, trying to<br />
evaluate the potential risks while performing any<br />
activity.<br />
FERCAM has implemented and maintains an<br />
occupational health and safety system, applying<br />
it to every Italian branch and to 100% employees.<br />
At an early stage, it evaluated to proceed with the<br />
certification of the eight most significant sites only,<br />
guaranteeing that all the activities performed are<br />
included in the certification framework.<br />
Employers, in compliance with D.Lgs. 81/2008<br />
appointed RSPP, Competent Doctors, Safety<br />
Managers, persons in charges and emergency<br />
staff, in addition to approve the risk assessment<br />
documents.<br />
In every branch are available the documents<br />
attesting the foregoing, included risk assessments<br />
and emergency plans.<br />
In this perspective, the fundamental actions carried<br />
out by Prevention and Protection Service are:<br />
• Regular branches inspections based on the<br />
complexity of the location.<br />
• Staff training and information.<br />
• Involvement of handling suppliers.<br />
• Verification of improving-projects<br />
implementation.<br />
• Verification of suppliers’ documentation.<br />
• Control of Near-miss procedure application.<br />
Moreover, branches appointed their RLS (workers’<br />
health and safety representatives), as mediator<br />
between employer and employees. RLS’ task is to<br />
collect possible suggestions or critical issues from<br />
employees and to deal with RSPP and employer for<br />
consequent actions.<br />
RLS are involved in occasion of “Riunione Periodica”<br />
Art. 35 provided for by D.Lgs. 81/2008 and in the<br />
inspections carried out by RSPP, other than in the<br />
other phases provided for by D. Lgs. 81/2008.<br />
HEALTH AND SAFETY OF FERCAM EMPLOYEES<br />
Occupational safety is fundamental in order to<br />
create a comfortable environment where people<br />
can work safely and peacefully.<br />
All employees contribute to maintain and improve<br />
their working place. Since arrival, FERCAM rises<br />
their awareness on the importance of occupational<br />
health and safety, delivering a booklet with all<br />
the information about risk assessment linked to<br />
their tasks and good practices to promote a safe<br />
environment for everyone.<br />
Every worker according its task undertakes the<br />
training provided for by D.Lgs. 81/2008 and<br />
participates to emergency drills that are carried out<br />
annually in the branches.<br />
RSPP, in the context of branches inspections, in<br />
addition to evaluating legislation compliance and<br />
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staff proper behaviour, carries out the following<br />
drills:<br />
• Evacuation drills, involving the entire FERCAM<br />
staff and suppliers staff/external people if<br />
present.<br />
• ADR emergency and fire drills, involving the<br />
company functions appointed to deal with such<br />
situations (ADR and fire officers).<br />
• First-aid drills, involving the company functions<br />
appointed to deal with such situations (firstaiders).<br />
These interventions aim to increase risk perception<br />
and so attention to safety.<br />
First aid drill<br />
Fire drill<br />
Evacuation drill<br />
ADR emergency drill<br />
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The management system for occupational health<br />
and safety has allowed to greatly reduce over time<br />
the accident indexes monitored by FERCAM.<br />
The graphs below show the trend in the period<br />
2018-2020.<br />
• Severity Index (SI) =<br />
(days of absence for accident * 1.000) / hrs worked<br />
• Frequency Index (FI) =<br />
(number of accidents * 1.000.000) / hrs worked<br />
Severity Index<br />
0,6<br />
0,5<br />
0,4<br />
0,3<br />
0,2<br />
0,1<br />
0<br />
0,37 0,33<br />
0,24<br />
2 0 1 8<br />
2 0 1 9<br />
2 0 2 0<br />
Frequency Index<br />
20<br />
15,49<br />
15<br />
10<br />
8,02<br />
8,83<br />
5<br />
0<br />
2 0 1 8<br />
2 0 1 9<br />
2 0 2 0<br />
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In the three-year period of reference there were no<br />
occupational diseases, no serious injuries and / or<br />
deaths.<br />
In 2020, the Accident Board continued its activity,<br />
with the aim of analysing drivers accidents and<br />
determinating the deep causes of the event and<br />
possible corrective or preventive actions to be<br />
made to the management systems, to reduce or<br />
eliminate accidents.<br />
The main accident causes per category are:<br />
• For drivers: loading/unloading activities.<br />
• For office workers: ongoing events (on the<br />
commuting way).<br />
• For workers: loads handling.<br />
OCCUPATIONAL HEALTH (HEALTH SURVEILLANCE)<br />
Health surveillance service is provided by and<br />
external society and is organised with a national<br />
coordinator doctor and different local competent<br />
doctors.<br />
The same society in collaboration with RSPP defined<br />
a national health protocol, which considers every<br />
specific activity risky for health of all FERCAM staff,<br />
in compliance with what is reported in branch risk<br />
assessment.<br />
In 2020 has continued the analysis project of<br />
significant health factors, such as blood pressure,<br />
body mass index, smoke, alcohol, fruit and vegetable<br />
consumption and exercise.<br />
The project considered drivers, workers and office<br />
workers.<br />
The results of such analysis are presented during<br />
Riunione art. 35 8 D.Lgs. 81/2008 to employers,<br />
who provide for adopting proper corrective actions,<br />
if deemed necessary.<br />
The actions that have been identified according to<br />
the latest survey are:<br />
• Office workers: promote a healthy lifestyle<br />
and regular physical activity through internal<br />
channels (intranet, newsletter, etc.).<br />
• Drivers, Workers: Provide information brochure<br />
on proper nutrition and the need to do physical<br />
activity.<br />
With reference to the handling of Covid-19 pandemic, besides undertaking all the mandatory actions<br />
provided for by DPCM and Government - Trade Unions agreement, the company has adopted the<br />
following measures:<br />
• The company structured itself with a Covid-19 National coordination Committee chaired by<br />
the Business Continuity Manager and with Covid-19 Local Committees chaired by branches<br />
managers. Committees interact with each other in order to organically manage obligations and<br />
improvement initiatives.<br />
• Every office has been equipped with a ioniser (air purifier).<br />
• According to accurate evaluations, the entire staff of the concerned branches were screened.<br />
• While ensuring distance between workstations, they were equipped with Plexiglas dividers where<br />
considered necessary and for staff greater safety.<br />
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TRAINING<br />
A fundamental role in preventing the risk of accident<br />
is connected to training: it is only being aware of the<br />
risk linked to own tasks and of obligations about<br />
occupational health and safety that all of us can<br />
consciously make choices to reduce the risk.<br />
The variation between 2019 and 2020 is due to<br />
the expiry date of mandatory training, which has a<br />
multiannual validity.<br />
Occupational health and safety training<br />
868<br />
2020<br />
2019<br />
2018<br />
900<br />
800<br />
736<br />
632<br />
646<br />
700<br />
569<br />
600<br />
444<br />
494<br />
500<br />
400<br />
400<br />
348<br />
300<br />
168 168<br />
206<br />
200<br />
112<br />
64<br />
104<br />
118<br />
64 64<br />
100<br />
RLS:<br />
Representative<br />
of the Workers<br />
for Safety<br />
specific<br />
training<br />
general<br />
training<br />
persons<br />
in charge<br />
directors<br />
first aid + fire<br />
training<br />
0<br />
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SAFETY CULTURE<br />
In 2020, we continued with the initiatives for the<br />
involvement of employees and partners to increase<br />
the safety culture:<br />
• Collection and analysis of near-misses reports<br />
in order to identify improvement actions that<br />
can be adopted.<br />
• Projects to improve occupational health and<br />
safety, which provide for the involvement of the<br />
handling-service suppliers in order to reduce/<br />
eliminate accidents and injuries, and are below<br />
described:<br />
1. Non-marking tyres<br />
The goal is to increase safety of staff working in<br />
warehouse, reducing the risks of cancelling the<br />
horizontal signs.<br />
2. Lithium batteries<br />
To reduce the number of forklifts circulating in<br />
warehouse and consequent accident risks, thanks<br />
to the minor charging time of batteries compared<br />
to traditional ones.<br />
3. Safety meetings<br />
This results in a lower risk of accidents and injuries.<br />
4. “Clean forklift” project<br />
The goal is to increase safety culture and raise<br />
suppliers’ staff awareness through meetings on<br />
safety aspects connected to the activity carried out<br />
in the site and events happened there.<br />
5. Training interviews<br />
The goal is to reduce accident risk and consequent<br />
injuries through monitoring and examination of the<br />
damage history of the forklifts and adopt proper<br />
corrective measures.<br />
6. Loading/unloading procedure<br />
The goal is to increase safety culture through<br />
interviews run by the branch Manager to the staff of<br />
the handling supplier to evaluate the effectiveness<br />
of the training delivered.<br />
7. Points-based system (“points-based license”)<br />
The goal is to increase for people and goods<br />
safety during the specific phases, defining specific<br />
operational practices suitable to the site through<br />
the absence of anomalies detected to destination.<br />
60%<br />
BRANCHES JOINED AT LEAST<br />
3 IMPROVEMENT PROJECTS<br />
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BEHAVIOR-BASED SAFETY<br />
FERCAM S.p.A. adopts BBS guidelines related to<br />
road-vehicles safe driving and defined by ECTA,<br />
EPCA e CEFIC. BBS, standing for Behaviour-Based<br />
Safety, is an international protocol for the reduction<br />
of injuries, occupational diseases and workplace<br />
accidents.<br />
The approach based on behavioural safety (BBS)<br />
deals with the issue of occupational safety,<br />
identifying different stages of the main management<br />
processes of a company that have to be monitored.<br />
It aims also to lead the company even at strategic<br />
level, involving the whole staff: management, staff<br />
who organises and manages transports, instructors<br />
and drivers.<br />
BBS principles can be applied in every work<br />
aspect, since BBS ultimate goal is to replace unsafe<br />
behaviours with safe ones.<br />
Accidents reduction is so a consequence of the new<br />
workers’ behaviour and it often goes along with<br />
company environment improvement and increased<br />
productivity.<br />
FERCAM focused particularly on travelling-staff<br />
training in order to:<br />
• Reduce accidents.<br />
• Raise drivers awareness on safe-driving<br />
importance.<br />
Actions implemented have ranged from staff<br />
training, to the purchase of more and more safe<br />
vehicles with better technological, to informative<br />
campaigns for the travelling staff.<br />
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4.6 SCHOOLS AND UNIVERSITIES<br />
Attention to territory and people has led FERCAM<br />
in recent year to strengthen its presence in the field<br />
of collaborations with schools and universities.<br />
CAREER AND “ORIENTA DAYS”<br />
Our HR Recruiting & Career Development team<br />
takes part with great enthusiasm in several “Orienta”<br />
and Career Days, bringing direct testimonials,<br />
promoting the company and FERCAM processes to<br />
students and new graduates with the primary goal<br />
of recruiting new young talents.<br />
2 0 2 0<br />
7virtual events<br />
COLLABORATIONS WITH SCHOOLS AND<br />
UNIVERSITIES<br />
Despite the suspension of fairs in attendance,<br />
we participated in various school and university<br />
initiatives, to continue to share our testimony<br />
with young people and tell about our company to<br />
potential new colleagues.<br />
FERCAM has been collaborated for several years<br />
with University of Rome and Trento, participating in<br />
seminars and bringing case histories and successful<br />
projects developed by FERCAM in Logistics and<br />
Transportation field.<br />
In 2020, we participated to virtual Futurum training<br />
Fair: JobInfo (Südtiroler Bildungsmesse Futurum:<br />
JobInfo).<br />
We believe it is important to arrange internship<br />
projects with students, high school graduates and<br />
university recent graduates in order to approach,<br />
discover and train new talents.<br />
In particular, we cooperate with ITS LAST high school<br />
(transport and logistics address) for internships in<br />
North Italy branches.<br />
Overall in 2020, 68 internships were activated and<br />
carried out.<br />
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4.7 RELATIONS WITH TERRITORY<br />
CONTEST FOR DRAWINGS ON TRUCKS<br />
FERCAM vehicles are characterised by the drawings<br />
present on semi-trailers: on average, every 3-4<br />
years we promote company themed contests that<br />
involve employees, schools and communities.<br />
The last contest was about “Logistics and<br />
Environment”, while the next one will be in 2021.<br />
open to everyone.<br />
LOCAL INITIATIVES<br />
In 2020, in compliance with international protocols<br />
we suspended events in attendance.<br />
The only exception in attendance and with<br />
a limited number of participants was a small<br />
opening party for Novara branch in October. This<br />
was in fact renovated and expanded, becoming<br />
also headquarter of the National Distribution<br />
department, previously located in Vercelli. The<br />
event took place outdoors, in compliance with<br />
social distancing and health procedures.<br />
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SOLIDARITY INITIATIVES<br />
Through local initiatives, the company as a whole<br />
and the single branches create relationships and<br />
synergies that keep the territory alive. Not only<br />
at national level: there are initiatives and projects<br />
that bring solidarity and FERCAM vehicles even<br />
abroad. Starting from the next report, a numerical<br />
reporting indicator will be introduced relating to<br />
the initiatives provided for the benefit of the local<br />
area.<br />
In particular, we highlight the following initiatives:<br />
2020<br />
• In 2019, we reached 10-years-collaboration<br />
with Bolzano Food Bank: Bolzano branch<br />
provides spaces and vehicles to support the<br />
annual food collection initiative.<br />
In 2020, due to Covid-19, this collaboration<br />
couldn’t be done.<br />
• On March 2020, FERCAM carried out a free<br />
transport to import PPE (Personal Protective<br />
Equipment) from Austria. 1.5 million protective<br />
masks and gowns arrived in Bolzano and then<br />
were partly distributed in Lombardy, an area<br />
strongly impacted by the pandemic at the time.<br />
• On December 2020, FERCAM carried out a<br />
charity transport to Romania, to transport<br />
school desks and materials donated by<br />
Franziskanergymnasium High School of<br />
Bolzano, in collaboration with “Kinder in Not<br />
- Con i bimbi” association, founded by Elsa<br />
Wolfsgruber and operating on Romanian<br />
territory with different projects in support of<br />
orphans and young people.<br />
PARTICIPATION IN EVENTS ON THE TERRITORY<br />
In 2020, events in attendance were converted in virtual according to international protocols.<br />
In particular in 2020:<br />
• We took part to online Green Logistics (Padova).<br />
• Starting from November, FERCAM has autonomously promoted informative<br />
Webinars, intended for external users. Both employees and external experts<br />
took part as speakers. The first two events delivered in 2020, focused on: “New<br />
transport technologies for clean and aware logistics” and “Brexit: Let’s be clear!”.<br />
471<br />
Overall, the participants of the two online<br />
events we organized were:<br />
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4.8 INTERNAL AND EXTERNAL COMMUNICATION<br />
Our daily commitment is to publish contents<br />
in order to raise people awareness for being<br />
more sustainable. A specific office maintains<br />
the relationships with external communication<br />
channels, guaranteeing that the same is transparent<br />
and ethical.<br />
The whole communication is made respecting the<br />
stakeholders and in compliance with GDPR.<br />
INTERNAL COMMUNICATION<br />
Goals of internal communication are:<br />
• Encourage team spirit and participation to<br />
company life.<br />
• Inform and share information related to events<br />
and news both local and at FERCAM Group<br />
level.<br />
• Raise awareness on specific topics (environment,<br />
safer, CSR, innovation).<br />
Internal communication tools are:<br />
• “Info FERCAM”, distributed in paper form.<br />
• Online newsletter “Hello!FERCAM”.<br />
• Bulletin board in every branch related to topics<br />
of QUALITY, ENVIRONMENT and SAFETY.<br />
The new company intranet “FERCAM Connect” was<br />
inaugurated in April 2020. The purpose of this new<br />
tool is to make internal communication faster and<br />
more efficient, providing quick links to applications<br />
and tools, as well as answers to FAQs, which can<br />
help especially new employees.<br />
EXTERNAL COMMUNICATION<br />
Goals of external communication are:<br />
• Communicate FERCAM brand in a coordinate<br />
way according to company values.<br />
• Inform clients and suppliers about FERCAM<br />
world.<br />
• Spread best practices in the sector.<br />
Communication takes place through traditional and<br />
digital tools, in order to reach the largest number of<br />
contacts.<br />
FERCAM is present on Facebook, LinkedIn, Instagram<br />
and Twitter. Such media are run and constantly<br />
updated by our Marketing Office in collaboration<br />
with other company functions.<br />
In addition to social tools, we developed the following<br />
communication channels:<br />
• FERCAM “MAGAZINE” shared with clients<br />
both in digital and paper version and translated<br />
in English too.<br />
• Newsletter sent to clients and service suppliers.<br />
• Press releases.<br />
• Blog internally run and accessible from the website<br />
www.fercam.com.<br />
Our Social Networks numbers (2020)<br />
31.240 followers<br />
8.663 likes<br />
1.523 followers<br />
822 followers<br />
Website views number:<br />
1.572.833<br />
94 SUSTAINABILITY REPORT 2 0 2 0 FERCAM SPA
FERCAM and people<br />
4.9 PRIVACY MANAGEMENT<br />
FERCAM continued to implement corrective and<br />
adjustments actions to the company structure to<br />
comply with the General Data Protection Regulation<br />
(UE nr. 679/2016), below the main steps:<br />
• Analysis of its processes.<br />
• Communication of procedures and policies to<br />
the employees, making them available in the<br />
company-procedures database.<br />
• Appointment of a new external DPO and<br />
communication to Privacy Authority.<br />
• Update of all the company documentation<br />
related to managing applications and personnel<br />
data.<br />
During the first months of 2020, all FERCAM<br />
employees had to take a training course, which<br />
continues to be followed by the new resources hired.<br />
During last 2020 quarter, an internal audit was<br />
carried out on IT systems and processes used in<br />
FERCAM in order to verify their suitability and<br />
accuracy according to the GDPR.<br />
In 2018-2020 reporting period, there were no<br />
complaints about privacy violations or loss of clients’<br />
data.<br />
FERCAM SPA<br />
SUSTAINABILITY REPORT 2 0 2 0<br />
95
RI CONTENT<br />
NDEX<br />
GRI Content Index allows to identify the indicators<br />
of the standard adopted and their references in the<br />
document.<br />
The reporting option adopted is “GRI -Core”
GRI 100 - UNIVERSAL STANDARD<br />
GRI 102 - GENERAL DISCLOUSURES 2016<br />
GRI DISCLOUSURES<br />
PAGE / REFERENCE<br />
1. ORGANISATIONAL PROFILE<br />
102-1 Name of the organisation Paragraph 1.1<br />
102-2<br />
102-3<br />
102-4<br />
102-5<br />
102-6<br />
102-7<br />
102-8<br />
102-9<br />
102-10<br />
102-11<br />
102-12<br />
102-13<br />
2. STRATEGY<br />
Activities, brands, products and services Paragraph 1.6<br />
Location of headquarters<br />
Paragraph 1.1 + Final page<br />
Location of operations Paragraph 1.6<br />
Ownership and legal form Paragraph 1.3<br />
Markets served Paragraph 1.6<br />
Scale of the organization Paragraph 1.6<br />
Information on employees and other workers Paragraph 4.1<br />
Supply chain Paragraph 2.4<br />
Significant changes to the organisation and<br />
its supply chain<br />
No significant changes<br />
Precautionary Principle or approach Paragraph 1.3<br />
External initiatives Paragraph 2.1<br />
Membership of associations<br />
Paragraph 2.5<br />
102-14<br />
Statement from senior decision-maker<br />
Page 4<br />
3. ETHICS AND INTEGRITY<br />
102-16<br />
4. GOVERNANCE<br />
102-18<br />
102-26<br />
102-32<br />
Values, principles, standards, and norms of<br />
behaviour<br />
Governance structure<br />
Role of highest governance body in setting<br />
purpose, values, and strategy<br />
Highest governance body’s role in<br />
sustainability reporting<br />
Paragraph 1.2<br />
Paragraph 1.3<br />
Paragraph 1.2 - 1.3<br />
Paragraph “Methodological note”<br />
5. STAKEHOLDERS INVOLVEMENT<br />
102-40<br />
102-41<br />
102-42<br />
102-43<br />
102-44<br />
List of stakeholder groups<br />
Collective bargaining agreements<br />
Identifying and selecting stakeholders<br />
Approach to stakeholder engagement<br />
Key topics and concerns raised<br />
Paragraph “Methodological note”<br />
Paragraph 4.1<br />
Paragraph “Methodological note”<br />
Paragraph “Methodological note”<br />
Paragraph “Methodological note”<br />
6. REPORTING PRACTICES<br />
102-45<br />
102-46<br />
102-47<br />
102-48<br />
Entities included in the consolidated<br />
financial statements<br />
Defining report content and topic<br />
Boundaries<br />
List of material topics<br />
Restatements of information<br />
Paragraph 1.5<br />
Paragraph “Methodological note”<br />
Paragraph “Methodological note”<br />
No revision
102-49<br />
102-50<br />
102-51<br />
102-52<br />
102-53<br />
102-54<br />
102-55<br />
102-56<br />
Changes in reporting<br />
<strong>Report</strong>ing period<br />
Date of most recent report<br />
<strong>Report</strong>ing cycle<br />
Contact point for questions regarding the<br />
report<br />
Claims of reporting in accordance with the<br />
GRI Standards<br />
GRI content index<br />
External assurance<br />
No relevant changes compared to previous<br />
periods<br />
Paragraph “Methodological note”<br />
Paragraph “Methodological note”<br />
Paragraph “Methodological note”<br />
Paragraph “Information and contacts”<br />
Paragraph “Methodological note”<br />
Paragraph “GRI Content Index”<br />
Paragraph “Methodological note”<br />
ECONOMIC PERFORMANCE - GRI 200<br />
GRI DISCLOUSURES<br />
PAGE / REFERENCE<br />
GRI 201 - ECONOMIC PERFORMANCE 2016<br />
201-1 Direct economic value generated and<br />
distributed<br />
Paragraph 1.5<br />
GRI 203 - INDIRECT ECONOMIC IMPACTS 2016<br />
203-2<br />
Significant indirect economic impacts<br />
Paragraph 2.4<br />
GRI 205 - ANTI-CORRUPTION 2016<br />
205-1<br />
205-2<br />
Operations assessed for risks related to<br />
corruption<br />
Communication and training about<br />
anti-corruption policies and procedures<br />
Paragraph 1.3<br />
Paragraph 1.3<br />
PERFORMANCE AMBIENTALE - GRI 300<br />
GRI DISCLOUSURES<br />
PAGE / REFERENCE<br />
GRI 302 - ENERGY 2016<br />
302-1<br />
302-4<br />
302-5<br />
Energy consumption within the organization<br />
Reduction of energy consumption<br />
Reduction in energy requirements of<br />
products and services<br />
Paragraph 3.3 - 3.5<br />
Paragraph 3.3 - 3.5<br />
Paragraph 3.3 - 3.5<br />
GRI 303 - WATER AND EFFLUENTS 2018<br />
303-1<br />
Interactions with water as a shared resource<br />
Paragraph 3.5<br />
GRI 305 - EMISSIONS 2016<br />
305-1<br />
305-2<br />
Direct (Scope 1) GHG emissions<br />
Energy indirect (Scope 2) GHG emissions<br />
Paragraph 3.5<br />
Paragraph 3.5<br />
305-5<br />
Reduction of GHG emissions<br />
Paragraph 3.5<br />
GRI 306 - ENVIRONMENTAL COMPLIANCE 2016<br />
306-1<br />
306-2<br />
Water discharge by quality and destination Paragraph 3.5<br />
Waste by type and disposal method Paragraph 3.5
GRI 307 - ENVIRONMENTAL COMPLIANCE 2016<br />
307-1<br />
Non-compliance with environmental laws<br />
and regulations<br />
No significant cases of environmental<br />
non-compliance in 2020<br />
SOCIAL PERFORMANCE - GRI 400<br />
GRI DISCLOUSURES<br />
PAGE / REFERENCE<br />
GRI 401 - EMPLOYMENT 2016<br />
401-1<br />
401-2<br />
New employee hires and employee turnover<br />
Benefits provided to full-time employees<br />
that are not provided to temporary or<br />
part-time employees<br />
Paragraph 4.1<br />
Paragraph 4.3<br />
GRI 402 - LABOR/MANAGEMENT RELATIONS 2016<br />
402-1<br />
Minimum notice periods regarding<br />
operational changes<br />
Paragraph 4.1<br />
GRI 403 - OCCUPATIONAL HEALTH AND SAFETY 2018<br />
403-1<br />
403-2<br />
403-3<br />
403-4<br />
403-5<br />
403-7<br />
403-8<br />
403-9<br />
Occupational health and safety<br />
management system<br />
Hazard identification, risk assessment, and<br />
incident investigation<br />
Occupational health services<br />
Worker participation, consultation, and<br />
communication on occupational health and<br />
safety<br />
Worker training on occupational health<br />
and safety<br />
Prevention and mitigation of occupational<br />
health and safety impacts directly linked by<br />
business relationships<br />
Workers covered by an occupational<br />
health and safety management system<br />
Work-related injuries<br />
Paragraph 4.5<br />
Paragraph 4.5<br />
Paragraph 4.5<br />
Paragraph 4.5<br />
Paragraph 4.5<br />
Paragraph 4.5<br />
Paragraph 4.5<br />
Paragraph 4.5<br />
403-10<br />
Work-related ill health Paragraph 4.5<br />
GRI 404 - TRAINING AND EDUCATION 2016<br />
404-1<br />
404-2<br />
Average hours of training per year per<br />
employee<br />
Programs for upgrading employee skills<br />
and transition assistance programs<br />
Paragraph 4.3 and 4.5<br />
Paragraph 4.3 and 4.5<br />
GRI 412 - HUMAN RIGHTS ASSESMENT 2016<br />
412-1<br />
Operations that have been subject<br />
to human rights reviews or impact<br />
assessments<br />
Paragraph 3.1<br />
GRI 418 - CUSTOMER PRIVACY 2016<br />
418-1<br />
Substantiated complaints concerning<br />
breaches of customer privacy and losses of<br />
customer data<br />
Paragraph 4.9
Assurance Statement addressed to Fercam S.p.A<br />
stakeholders<br />
1. INTRODUCTION<br />
Fercam S.p.A. has commissioned Bureau Veritas Italia S.p.A. (“Bureau Veritas”) an<br />
independent assurance of its 2020 <strong>Sustainability</strong> <strong>Report</strong> (“<strong>Report</strong>”), for the purpose of<br />
providing findings over:<br />
the accuracy and quality of published information concerning its sustainability<br />
performance;<br />
the correct application of those reporting principles outlined in the <strong>Report</strong>’s<br />
methodology, in particular Global <strong>Report</strong>ing Initiative <strong>Sustainability</strong> <strong>Report</strong>ing<br />
Standards (GRI Standards) – Level Core.<br />
2. RESPONSIBILITY, METHODOLOGY AND LIMITATIONS<br />
Fercam S.p.A. alone had the responsibility of collecting, analyzing, consolidating and<br />
presenting information and data included in its <strong>Report</strong>. Bureau Veritas responsibility<br />
has been to perform an independent assurance against defined objectives and to<br />
formulate the conclusions reported in this Statement.<br />
The assurance performed has been a Limited Assurance in accordance to the ISAE<br />
3000 standard, through sample application of audit techniques, including:<br />
review of Fercam’s policy, mission, values, commitments;<br />
review of records, data, procedures and information-gathering systems;<br />
interviews to members of the working group responsible for drafting the <strong>Report</strong>;<br />
interviews to company representatives from various functions and levels, including<br />
top management;<br />
overall verification of information and general content of the 2020 <strong>Sustainability</strong><br />
<strong>Report</strong> Fercam S.p.A .<br />
The verification activities were conducted at the company’s headquarters in Via Curie<br />
2 – Bolzano and part of phase 2 for logistical needs at the Sommacampagna (VR)<br />
branch, we believe we have obtained sufficient and adequate evidence to support our<br />
conclusion.
The assurance has covered the whole 2020 <strong>Sustainability</strong> <strong>Report</strong> Fercam S.p.A, with<br />
the following limitations: for economic and financial information, Bureau Veritas only<br />
verified their consistency with the Consolidated Financial Statements of Fercam<br />
Holding Group and the revenues generated only by parent company Fercam S.p.A;<br />
for activities outside the reference period (1 January 2020 – 31 December 2020) and<br />
for statements of policy, intent and objective, Bureau Veritas verified their consistency<br />
against the outlined reporting methodology. Furthermore, the assessment of the<br />
impact referred to in section 3.1 "The impact of XXX on the socio-economic<br />
development of the country" is out of scope, given the use of calculation parameters<br />
protected by copyright.<br />
3. CONCLUSIONS<br />
Following the assurance activities described above, nothing has come to our attention<br />
to indicate that information and data in the <strong>Report</strong> are inaccurate, incorrect or<br />
unreliable. In our opinion, the <strong>Report</strong> provides a trustworthy representation of Fercam<br />
S.p.A activities conducted by during the year 2020 and of main results achieved.<br />
Information is reported generally in a clear, comprehensible and balanced manner.<br />
In the illustration of activities and results, in particular, Fercam S.p.A has paid attention<br />
to adopt a neutral language, avoiding as far as possible the self-referentiality.<br />
With regards to the reporting methodology outlined by the organization in its <strong>Report</strong>,<br />
it is our opinion that principles from the GRI Standards (Stakeholder Inclusiveness,<br />
<strong>Sustainability</strong> Context, Materiality, Completeness, Accuracy, Balance, Clarity,<br />
Comparability, Reliability, Timelines) were duly implemented. Based on our assurance<br />
activities, a “Core” level of implementation has been achieved. We also confirm that<br />
our activities met the GRI requirements for external assurance.<br />
Fercam S.p.A has reported in it’s a Materiality matrix that clearly explains the issues<br />
identified and considered relevant. For the future, Fercam S.p.a is recommendend to<br />
actively share the matrix of Materiality also with stakeholders outside the company<br />
and the continue with stakeholder engagement.<br />
4. DECLARATION OF INDEPENDENCE, IMPARTIALITY AND<br />
COMPETENCE<br />
Bureau Veritas is a global organization specialized in independent assurance,<br />
inspection and certification activities, with over 190 years history, 78.000 employees<br />
and an annual turnover of more than 4,6 billion euro in 2020.<br />
Bureau Veritas applies internally a Code of Ethics and we believe there were no<br />
Bureau Veritas is a global organization specialized in independent assurance,<br />
conflicts of interest between members of the assurance team and XXX at the time of<br />
inspection and certification activities, with over 190 years history, 78.000 employees<br />
the assurance.<br />
and an annual turnover of more than 4,6 billion euro in 2020.<br />
Bureau Veritas applies internally a Code of Ethics and we believe there were no<br />
Bureau Veritas Italia S.p.A.<br />
conflicts of interest between members of the assurance team and XXX at the time of<br />
Milan, 27 July 2021<br />
the assurance.<br />
Bureau Veritas Italia S.p.A.<br />
Milan, 27 July 2021<br />
Giorgio Lanzafame<br />
Local Technical Manager<br />
Giorgio Lanzafame<br />
Local Technical Manager
NFORMATION<br />
ND CONTACTS<br />
For more informations please contact:<br />
Dott.ssa Lorena Biasi<br />
Quality & Environmental Manager<br />
Phone: 0471/530000<br />
quality@fercam.com<br />
FERCAM S.p.a<br />
Via Marie Curie, 2<br />
39100 Bolzano (BZ)<br />
Phone: 0471/530000<br />
Fax: 0471/530512<br />
info@fercam.com
SUSTAINABILITY REPORT FERCAM SPA<br />
PROJECT BY:<br />
» Quality and Environment Office<br />
INTERNAL SUPPORT:<br />
» HR<br />
» Prevention and Protection Service<br />
» Property Management Office<br />
» Insurance Legal Office<br />
» Budget and Tax Office<br />
» Marketing Office<br />
» Procurement Management Office<br />
» Purchasing Office<br />
» Controlling Office<br />
» Administration Office<br />
» IT<br />
» Vehicle fleet Office<br />
DESIGNED BY:<br />
Marketing Office<br />
PHOTOS:<br />
Archive FERCAM SPA<br />
Archive images Shutterstock<br />
We would like to thank all our employees who have made it<br />
possible to produce our <strong>Sustainability</strong> <strong>Report</strong>!<br />
FERCAM President<br />
Dott. Thomas Baumgartner<br />
Amministratore Delegato<br />
Dott. Hannes Baumgartner