Pirelli Group Industrial Plan And Vision To 2015 Updated With New Targets For 2012-2014, Sustainability and Governance plans included
The Board of Directors of Pirelli & C. has approved the Industrial Plan and vision to 2015 and the updated targets for 2012-2014. The plan was presented today to the financial community by the Chairman and CEO of Pirelli & C., Marco Tronchetti Provera, the Coo, Francesco Gori, Director of Research and Development, Maurizio Boiocchi, and the Director for Planning & Management Control, Maurizio Sala.
Download “Industrial Plan” press release
Focus on SUSTAINABILITY & GOVERNANCE PLANS (excerpt from press release page 15)
In the period 2012-14 Pirelli will intensify its environmental, social and economic sustainability plan, launched in 2011. The main goals of the new plan are process and product innovation, both oriented to the reduction of consumption and of harmful impacts on the environment, the dissemination of the sustainability Management Model of Pirelli to the new industrial realities entering company scope, the engagement in turning end users’ road safety education into a “road safety culture”, the valorization of employees and a huge investment in their training and education.
In production processes, Pirelli is committed to using systems which by 2015 will deliver a 70% reduction in the specific drawing of water and a 15% reduction of specific CO2 emissions compared with 2009. In 2011, these values were already reduced by respectively 29% and 5%.
Regarding products, over the next three years the group aims to intensify the use of raw materials of low environmental impact and to further improve the safety and eco-sustainable features of the green performance tyres, extending the benefits to the LatAm, China, US and Mexico markets.
Regarding social responsibility, particular attention is paid to the safety in the workplace through prevention plans and on-site training, with the challenging goal of reducing workplace accidents by 60% from 2009 levels. In 2011, the first effects of this plan were already evident with a reduction of 26% from 2009. Further, ethics, diversity, leadership and dialogue and welfare will be at the center of programs of personnel enrichment and with a view to developing individual attitudes and skills, following an investment in training which aims to grow and reach an average of 7 days per employee (from the 6.3 in 2011). The activity of monitoring social and environmental sustainability of the supply chain will continue, also thanks to the new system of IT management.
The company management and sustainable development model will be at the center of the integration of the new production realities in Mexico, Russia and Indonesia.
In the context of the relations with local and international communities, cooperation with governmental and non-governmental authorities will be strengthened so as to share initiatives aimed at the dissemination of sustainability culture and, in particular regarding road safety.
Thanks to the quality of its sustainable management, Pirelli was recognized in 2011 for the fifth year running as the world sustainability leader in the ‘Auto Parts and Tyre’ sector within the Dow Jones Sustainability Stoxx and Dow Jones Sustainability World Indices.
Pirelli’s corporate governance is founded on four factors: the centrality of the Board of Directors in the definition of strategic direction and the supervision of management; the management remuneration policy linked to the creation of value; a succession process that guarantees the maximum transparency in the implementation of group strategy, an effective risk management process.
In particular, to ensure the autonomy of the Board of Directors in the carrying out of its functions, Pirelli governance requires that 90% of its components be independent and that all shareholders, minority and majority, be represented.
Furthermore, the board is supported by an Audit, Risk and Corporate Governance committee and a Remuneration committee, both composed exclusively of independent board members. From this year, Pirelli governance requires two new bodies: the Strategy Committee and the Committee for Nominations and Succession. The latter body has the purpose of monitoring internal human resources and verifying their attitude in assuming roles of primary responsibility, as well as defining the characteristics needed to cover these roles for the purposes of eventual external searches in case of “emergency changes”.
Pirelli implemented one year ahead of the required deadline a regulation which requires approval by shareholders for matters pertaining to the company’s remuneration policy. Pirelli defines its system of incentives in such a manner as to align the interests of the management with those of the shareholders, through the institution of a strong link between retribution and performance at the individual and group level. As a consequence of this system, over 35% of the retribution of group managers is variable and of this, over 70% is linked to the achievement of the financial targets of the industrial plan.
DOWNLOAD PRESENTATIONS
Categories: Sustainability