GRI

Table of GRI-G3 indicators

The main contents of the 2011 Corporate Social Responsibility Report are outlined below, based on the GRI-G3 format: strategy and analysis, organisation profile, report parameters, governance, stakeholder involvement and economic, environmental and social performance indicators. Each indicator is briefly described and crossreferenced to a page in the 2011 Corporate Social Responsibility Report (or other available documentation) where this information is included, as well as the level of coverage, indicated as follows:

 if total

 if partial

 if the indicator is not covered

Key:

BEC11: 2011 Financial statements and consolidated ¹

RCG11: 2011 Corporate Governance Report²

CO: Code of Ethics³

¹ Available at www.piaggiogroup.com/ Investors
² Available at www.piaggiogroup.com/Governance
³ http://www.piaggiogroup.com/governance/sistemadi-governance/codiceetico-e-linee-guida-dicondotta [1]

GRI indicator		Description	Level of coverage	Page
PROFILE
1.   Strategy and analysis
1.1		Statement from the most senior decision-maker of the organisation about the relevance of sustainability to the organisation and its strategy		5
1.2		Description of key impacts, risks and opportunities		20-32
2.   Organisational profile
2.1		Name of the organisation		10
2.2		Primary brands, products and/or services		12-13
2.3		Operational structure of the organisation, including main divisions, operating companies, subsidiaries and joint ventures		11
2.4		Location of organisation's headquarters		10
2.5		Number of countries where the organisation operates and names of the countries where the organisation operates or which are significant in relation to the sustainability issues discussed in this report		10
2.6		Ownership structure and legal form		10
2.7		Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries)		10-13; BEC11 p.28-34
2.8		Scale of the organisation, including: number of employees; number of activities; net turnover (for private organisations) or net revenues (for public sector organisations); total capitalisation broken down in terms of obligations/debt and equity (for the private sector); quantity of products or services provided		10;15; 46-47;78; 90
2.9		Significant changes during the reporting period regarding size or ownership structure, including: the location of, or changes in operations, including facility openings, closings, and expansions; changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organisations)		7; 10-11; 16; 78
2.10		Awards received in the reporting period		16; 49
3.   Report parameters
Report profile
3.1		Reporting period (e.g. fiscal/calendar year) for the information provided		7
3.2		Date of the most recent sustainability report		7
3.3		Reporting cycle (annual, biennial, etc.)		7
3.4		Contact point for questions regarding the corporate social responsibility report or its contents		152
Report scope and boundary
3.5		Process for defining content including: determining materiality, prioritising topics within the report and identifying stakeholders expected to use the report		23-26
3.6		Boundary of the report (for example: countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers)		7; 11
3.7		State any specific limitations on the scope or boundary of the report		7; 78
3.8		Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations		7;11; 16
3.9		Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report		7; 44-45;73-74; 80-81; 84; 91; 93; 100; 104
3.10		Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g. mergers/acquisitions, change of base years/periods, nature of business, measurement methods).		7; 44; 80
3.11		Significant changes from previous reporting periods in the scope, boundary, or measurement methods used in the report		7; 25-26; 78-79
GRI content index
3.12		Table identifying the location of the standard disclosures in the report, identifying the page numbers or web links where the following can be found: Strategies and analyses; Organisational profile; Report parameters Governance, commitments, stakeholder engagement; Disclosure of management approach, per category; Core performance indicators; Any GRI additional indicators included; Any GRI sector supplement indicators included in the report		141-148
Assurance
3.13		Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organisation and the assurance provider(s)		7; 150-151
4.  Governance, commitments, stakeholder engagement
Governance
4.1		Governance structure of the organisation, including committees under the highest governance body, responsible for specific tasks, such as setting strategy or organisational oversight		22-23; 36-38; www.piaggiogroup. com/governance
4.2		Indicate whether the Chairman of the highest governance body is also an executive officer (and, if so, their function within the organisation's management and the reasons for this arrangement)		36-37; RCG11 p.11-12; 17
4.3		For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. State how the organisation defines '"independent" and "non-executive"		36-37; RCG11 p.11-12; 17-19
4.4		Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body		102-103; RCG11 p.48-49; www.piaggiogroup.com/governance/assemblea
4.5		Linkage between compensation for members of the highest governance body, senior managers and executives (including departure arrangements), and the organisation's performance (including social and environmental performance)		37; RCG11 p.26-27;BEC11 p.92; www.piaggiogroup.com/governance/management
4.6		Processes in place for the highest governance body to ensure conflicts of interest are avoided		36-38; RCG10 p.21; 32-34; www. piaggiogroup.com/governance/ sistema-di-governance/modello-dlgs-231/2001
4.7		Process to determine the composition, qualifications and competences of the highest governance body and relevant committees, also with regard to gender and other diversity indicators.		36-37; www.piaggiogroup.com/ governance/management
4.8		Internally developed statements of mission or values, codes of conduct and principles relevant to economic, environmental, and social performance and the status of their implementation. Explain the degree to which these: are applied across the organisation in different regions and departments/units; relate to internationally agreed standards		20-22;38-39; www.piaggiogroup.com/governance/sistema-digovernance/modellodlgs-231/2001
4.9		Procedures of the highest governance body for overseeing the organisation's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles. Include frequency with which the highest governance body assesses sustainability performance		20-23
4.10		Process for evaluating the highest governance body's own performance, particularly with respect to economic, environmental and social performance		36-37; RCG11 p.26-27 www.piaggiogroup.com/governance/management
Commitments to external initiatives
4.11		Explanation of whether and how the precautionary approach or principle is addressed by the organisation		52-53;78
4.12		Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes or endorses.		22; CO
4.13		Membership in national and/or international industry associations in which the organisation: has positions in governance bodies; participates in projects or committees; provides substantive funding beyond routine membership dues; views membership as strategic		130-132
Stakeholder involvement
4.14		List of stakeholder groups engaged by the organisation		23-25
4.15		Basis for identification and selection of stakeholders with whom to engage		23-25
4.16		Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group		23-25;47-48; 102-103; 108-110; 114; 116-117; 125-126; 130-133
4.17		Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting		23-25
ECONOMIC PERFORMANCE INDICATORS
	Core	Management and verification policies and systems		42-45; 93; 100; 131-134; 136-137
Economic performance
EC1	Core	Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments		44-45
EC2	Core	Financial implications and other risks and opportunities for the organisation's activities due to climate change
EC3	Core	Coverage of the organisation's defined benefit plan obligations
EC4	Core	Significant financial assistance received from government		45
Market presence
EC5	Add	Ratio of standard salaries for new recruits to the local minimum wage in the Group's major production plants, broken down by gender		100
EC6	Core	Policies, practices and proportion of spending on locally-based suppliers at significant locations of operation
EC7	Core	Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation		93
Indirect economic impacts
EC8	Core	Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro bono engagement		131-134; 136-137
EC9	Add	Understanding and describing significant indirect economic impacts, including the extent of impacts		132-134
ENVIRONMENTAL PERFORMANCE INDICATORS
	Core	Management and verification policies and systems		39; 52-53; 54-55; 57-58; 61-67; 69-70; 78; 79-80; 81-82; 83-84; 85-87; 127
Raw materials
EN1	Core	Materials used by weight or volume
EN2	Core	Percentage of materials used that are recycled or input materials		61-62;69-70;127
Energy
EN3	Core	Direct energy consumption by primary energy source		79-80
EN4	Core	Indirect energy consumption by primary energy source		79-80
EN5	Add	Energy saved due to conservation and efficiency improvements		79-80
EN6	Add	Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives		52;55;57-58;65-67
Water
EN8	Core	Total water withdrawal by source		83-84
EN9	Add	Water sources significantly affected by withdrawal of water		83-84
EN10	Add	Percentage and total amount of water that is recycled and reused		84
Biodiversity
EN11	Core	Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas		85
EN12	Core	Description of significant impacts of activities, products and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas		85
Emissions, effluents and waste
EN16	Core	Total direct and indirect greenhouse gas emissions by weight		81-82
EN17	Core	Other relevant indirect greenhouse gas emissions by weight
EN18	Add	Initiatives to reduce greenhouse gas emissions and reductions achieved		81-82
EN19	Core	Emissions of ozone-depleting substances by weight		82
EN20	Core	NO,SO and other significant air emissions by type and weight		82
EN21	Core	Total water discharge by quality and destination		83-84
EN22	Core	Total weight of waste by type and disposal method		84-85
EN23	Core	Total number and volume of significant spills		85
EN24	Add	Weight of transported, imported, exported or treated waste deemed hazardous under the terms of the Basel Convention and percentage of transported waste shipped internationally		85
Products and services
EN26	Core	Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation		52;54-55;57-58;61;63-66;69-70;127
EN27	Core	Percentage of products sold and their packaging materials that are reclaimed by category		61-62;69-70;85-87
Compliance
EN28	Core	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations		39
Transport
EN29	Add	Significant environmental impacts of the transport of products and goods/materials used for organisation activities and journeys of personnel		85-87
General
EN30	Add	Expenses and investments in environmental protection divided by type		85
LABOUR PRACTICES AND DECENT WORK PERFORMANCE INDICATORS
	Core	Politiche e sistemi di gestione e verifica		90; 91-94; 96-98; 100; 104-105; 108-109
Employment
LA1	Core	Total workforce by employment type, employment contract and region and broken down by gender		93-94
LA2	Core	Total number and rate of new hires and employee turnover by age group, gender and region		91
LA3	Add	Benefits are offered to full-time employees, but not to part-time and temporary employees, across the major production plants		101
LA15	Core	Rate of return to work and retention after parental leave, broken down by gender
Industrial relations
LA4	Core	Percentage of employees covered by collective bargaining agreements		108
LA5	Core	Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements		109-110
Occupational health and safety
LA6	Add	Percentage of total workforce represented in formal joint managementworkers health and safety committees that monitor and advise on occupational health and safety programmes		111
LA7	Core	Rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region and gender		104
LA8	Core	Education, training, consulting, prevention, and risk-control programmes in place to assist workforce members, their families or community members regarding serious diseases		106 -108
LA9	Add	Health and safety topics covered in formal agreements with trade unions		111
Training and education
LA10	Core	Average hours of training per year per employee by employee category		99
LA11	Add	Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings		96-99; 101
LA12	Add	Percentage of employees receiving regular performance and career development reviews broken down by gender		97
Diversity and equal opportunity
LA13	Core	Composition of governance bodies and breakdown of employees per category and according to gender, age group, minority group membership, and other indicators of diversity		36;94-95
LA14	Core	Ratio of basic salary and wage of men to women by employee category and broken down by the major production plants		100
HUMAN RIGHTS PERFORMANCE INDICATORS
	Core	Management and verification policies and systems		22-23; 39;108;124-125; CO
Investment and procurement practices
HR1	Core	Percentage and total number of significant investment agreements and contracts that include human rights clauses or that have undergone human rights screening		124-125
HR2	Core	Percentage of significant suppliers, contractors and other commercial partners that have undergone screening on human rights and actions taken		124
HR3	Core	Total hours of employee training on policies and procedures relating to human rights aspects that are important for the organisation's activities and percentage of trained employees
Non-discrimination
HR4	Core	Total number of incidents of discrimination and corrective actions taken		39
Freedom of association and collective bargaining
HR5	Core	Operations and suppliers identified that pose significant risks to the right to exercise freedom of association and collective bargaining, and actions taken to support these rights		108
Child labour
HR6	Core	Operations and suppliers identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour		22; 124; CO
Forced and compulsory labour
HR7	Core	Operations and suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of forced or compulsory labour		22; 124; CO
Reviews
HR10	Core	Percentage and total number of operations subject to review on human rights and/or impact assessment
Corrective actions
HR11	Core	Number of complaints reported on human rights that have been solved through formal complaint management processes
SOCIAL PERFORMANCE INDICATORS
	Core	Management and verification policies and systems		22; 39; 54-55; 131-134; CO
Society
SO1	Core	Percentage of operations to have implemented engagement policies with local communities, impact assessments and development programmes		132-134
SO9	Core	Operations with real or potential negative impacts on local communities
SO10	Core	Prevention and mitigation measures adopted for operations with real or potential negative impacts on local communities
Corruption
SO2	Core	Percentage and total number of business units analysed for risks related to corruption		22; 39; CO
SO3	Core	Percentage of employees trained in the organisation's anti-corruption policies and procedures		22; 39; CO
SO4	Core	Actions taken in response to incidents of corruption		22; 39; CO
Public policy
SO5	Core	Public policy positions and participation in public policy development and lobbying		54-55; 131-132
SO6	Add	Total financial contributions and benefits granted to political parties, policy-makers and institutions broken down by country		22; CO
Non-collusive conduct
SO7	Add	Total number of legal actions referred to unfair competition, anti-trust and monopoly practices and relative rulings		39
Compliance
SO8	Core	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations		39
PERFORMANCE INDICATORS ON PRODUCT RESPONSIBILITY
	Core	Management and verification policies and systems		39; 52-53; 59-61; 69; 71; 75; 114-117; 127; 130-131; CO
Customer health and safety
PR1	Core	Life cycle stages in which the health and safety impact of products and services are assessed for improvement, and percentage of significant product and service categories subject to such procedures		52; 59-60; 69-70; 71; 127
Product and service labelling
PR3	Core	Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements		75; 130-131
PR5	Add	Practices related to customer satisfaction, including results of surveys measuring customer satisfaction		115-117
Marketing communication
PR6	Core	Programmes for adherence to laws, standards and voluntary codes related to marketing communications, including advertising, promotion and sponsorship		130-131
PR7	Add	Total number of incidents (divided by type) of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship		39
Customer privacy
PR8	Add	Number of substantiated claims regarding breaches of consumer privacy and losses of customer data		39
Compliance
PR9	Core	Monetary value of significant fines for non-compliance whit laws and regulations concerning the provision and use of products and services		39