GEDI Gruppo Editoriale S.p.A.
formerly Gruppo Editoriale L'Espresso S.p.A Sustainability Report 2016 Sustainability Report 2016
Contents Contents ...... 2
Letter to Stakeholders ...... 4 Methodology ...... 5 Introduction ...... 7
CHAPTER 1 – GEDI Gruppo Editoriale S.p.A...... 9
Group Profile ...... 9
The main activities of GEDI ...... 9 Key historical milestones ...... 13 The Group’s commitment to sustainability ...... 15
Group stakeholders and engagement activities ...... 15 Materiality analysis ...... 16 Governance and integrity ...... 17
The Governance model ...... 17 Internal control and risk management system ...... 18 The media industry and the Group’s business model ...... 21
The business model and strategy ...... 21 The digital evolution ...... 21 Group economic performance ...... 23
Financial highlights ...... 23 Economic Value of the Group ...... 24 CHAPTER 2 - Informing the citizen-reader and responsibility to the general public ...... 26
Content quality ...... 26
Independence and editorial responsibility ...... 26
Responsible advertising and marketing ...... 28
Privacy and data protection ...... 29
CHAPTER 3 - Social role and participation in the community ...... 31
Repubblica@Scuola ...... 31
R.it Mondo Solidale ...... 32
La Repubblica delle Idee ...... 32
Petaloso sarai tu ...... 33
2
Sustainability Report 2016
Food & Health ...... 33
Secondo natura, la medicina tra Hi-Tech e sentimenti ...... 33
Oncoline - Chiudi la porta, salvati la vita ...... 34
Guide di Repubblica and Guide dell’Espresso ...... 34
40 years of Repubblica ...... 34
Repubblica’s new cultural supplement: Robinson ...... 34
Other initiatives ...... 35
Radio initiatives ...... 36
CHAPTER 4 - Focus on human resources ...... 39
Working conditions and practices ...... 39
Diversity and equal opportunities ...... 41
Enhancement and development of skills ...... 42
Worker health and safety ...... 43
CHAPTER 5 - The Group’s environmental impact ...... 45
Paper management and process efficiency ...... 45
Paper management ...... 45 Group energy consumption ...... 46 Waste management ...... 48 Greenhouse gas emissions and electromagnetic pollution ...... 49
Greenhouse gas emissions ...... 49 Environmental impact of radio activities ...... 50 Group water consumption ...... 51 Environmental impact of distribution and logistics ...... 51
Attachments ...... 52
Human resources ...... 52
Training ...... 53
Health and safety ...... 53
Environment ...... 54
Scope of material aspects of GEDI ...... 56
Table of GRI indicators ...... 57
3
Sustainability Report 2016
Independent Auditors’ Report ...... 62
Letter to Stakeholders
Carlo De Benedetti Monica Mondardini
Espresso Group Chairman Espresso Group Managing Director
GEDI Gruppo Editoriale S.p.A. is committed to offering information, culture, opinions and entertainment through its media in accordance with the principles of independence and freedom, with the awareness of the role that this activity plays in the formation of the citizen-reader’s ethical and moral values.
The Group’s mission is also to create value for all stakeholders by devoting the required attention to financial stability within an adverse market environment, while offering quality products based on highly socially and environmentally sustainable management decisions.
To provide an account of our sustainability activities, we publish a report, of which this is the third edition, which is aligned with the generally accepted reporting principles laid out by the “Global Reporting Initiative”. In this document, we adopt a format recognised at European level through which we address various issues based on these themes: the Group’s commitment to informing the citizen-reader and its responsibility to the general public; social role and participation in the community; focus on human resources; and environmental impacts.
The Group will always retain a keen focus on these aspects of corporate life, aware of their importance in the creation of value not only in economic terms, but also in systemic terms.
4
Sustainability Report 2016
Methodology GEDI’s 2016 Sustainability Report was, for the third time, drafted in compliance with the international “G4 Sustainability Reporting Guidelines” and the “Sector Disclosures - Media”, both published in May 2013 by the GRI (Global Reporting Initiative), in accordance with the “Core” level of application. The adoption of the GRI guidelines for the Sustainability Report demonstrates the GEDI’s commitment to a complete and effective reporting process which increases the breadth and depth of the topics addressed.
According to the GRI - G4 Sustainability Report guidelines, the Sustainability Report must contain information about aspects deemed to be material, i.e. which have significant impacts for the organisation from an economic, environmental and social perspective, and which are able to substantially influence stakeholder assessments and decisions.
The process of gathering the data and information needed to prepare this Sustainability Report was managed in collaboration with the various company departments with the aim of developing a clear and precise outline of the information deemed significant for stakeholders in accordance with the principles of balance, comparability, accuracy, timeliness, clarity and reliability expressed in the GRI guidelines.
Unless specified otherwise, the data and information provided in this Sustainability Report refer to the companies forming part of GEDI Gruppo Editoriale S.p.A., formerly Gruppo Editoriale L’Espresso, consolidated line-by-line in the Annual Financial Report at 31 December 2016. Data referring to previous years are provided for comparative purposes only to make it possible to assess dynamic trends in the Group's activities in the mid-term. In addition, any estimated quantitative information is referred to as such in the various chapters. Finally, as reported and explained in the various chapters of the Report, some of the data relating to personnel and the environment could differ from those presented in the 2015 Sustainability Report.
Summary statement of Group companies
Parent Company GEDI Gruppo Editoriale S.p.A. formerly Gruppo Editoriale L’Espresso S.p.A.
Subsidiaries Finegil Editoriale S.p.A. S.E.T.A. S.p.A. (until 28 October 2016) Elemedia S.p.A. A. Manzoni & C. S.p.A. Rotocolor S.p.A. Somedia S.p.A. Mo-Net S.r.l.
On 30 July 2016, the Espresso Group and ITEDI, following up on the memorandum of understanding signed on 2 March, signed the framework agreement regarding the integration of the two companies targeted at creating a leading Italian publishing Group as well as one of the main European Groups in the daily and digital information sector.
As part of the deconsolidation plan targeted at ensuring compliance with the circulation thresholds set forth in the legislation in force, with the prospect of future integration with La Stampa and Il Secolo XIX, in 2016 the Espresso Group completed the following transactions:
transfer of the business unit including the Il Centro publications on 1 November 2016, and the associated printing centre, and La Città di Salerno;
5
Sustainability Report 2016
transfer, on 28 October 2016, of the 71% stake in Seta S.p.A., which publishes the Alto Adige and Il Trentino publications; leasing, from 1 December 2016, of the business unit including the publication “La Nuova Sardegna” in favour of the company società DB Information S.p.A..
On 27 April 2017, the extraordinary shareholders’ meeting of the Espresso Group, as part of the integration with ITEDI, changed its company name to GEDI Gruppo Editoriale S.p.A., GEDI S.p.A. in abbreviated form
For all publications, the concessionaire A.Manzoni&C. remained responsible for advertising sales.
6
Sustainability Report 2016
Introduction The 2016 Sustainability Report of GEDI (hereinafter also the “Group”) is drafted according to the GRI - G4 guidelines and is designed to communicate, in a concise and transparent way, the Group’s performances in the economic, social and environmental spheres, and to illustrate the various aspects of GEDI’s commitment to carrying out actions aimed at creating value for the company and its stakeholders in the mid- and long-term.
GEDI’s desire to report on its environmental, social and economic impacts on an annual basis is connected with the awareness that it has great media power and, at the same time, a very important role in the development of its audience’s ethical and moral values. This document, which reports the Group’s main corporate social responsibility decisions, therefore represents the means by which the Group highlights its commitment to providing ongoing information, culture, opinions and entertainment in accordance with the principles of independence, freedom and personal respect.
In the midst of the rapid, radical transformation of the publishing industry and the media, GEDI has decided to face the challenges linked to industrial transformation without compromising on the quality of its products and services, while continuously strengthening its commitment to the citizen-reader and its media audience.
Contributing to change, guiding it and realising it to create sustainable, long-term value: this is one of GEDI’s objectives, manifested in its commitment to editorial responsibility, its numerous initiatives in favour of local areas and communities and its efforts towards the increasingly focused management of the economic, environmental and social resources used.
Structure of the Sustainability Report
The first chapter of the Report presents the Group profile, describes its main brands, products and services, and provides an overview of the most important milestones in its history. This first introductory section also illustrates the mission and values that guide the Group and which also formed the basis of the process that led to the consideration of the sustainability issues addressed in this Report. Finally, GEDI’s Governance structure is also presented, along with the instruments designed to guarantee its business integrity, the Group's main financial results and the distribution of economic value to its stakeholders.
Chapter two is focused on the responsibilities connected with the Group’s core business and, through the concepts of “Editorial independence”, “Responsible advertising” and “Privacy and data protection", seeks to demonstrate how sustainability is a comprehensive concept that underpins all of the Group’s activities and products: from journalism activities to inform the public to advertising, from products and the relative physical media and digital channels used to convey information and content, to the impacts that they generate on the surrounding environment or people, with reference to data protection and the right to privacy.
The third chapter presents the social, cultural and educational impacts of GEDI at national level by describing relevant initiatives carried out in 2016 in favour of the local communities in which the Group works.
The fourth chapter is dedicated to the people of GEDI and their qualities, and also illustrates the management policies designed to increase their value.
The fifth chapter addresses the methods for managing GEDI’s environmental impact - as well as its environmental performance - through an analysis of the most significant environmental aspects such as the 7
Sustainability Report 2016 use of paper and other natural resources, energy consumption, greenhouse gas emissions and the disposal of waste deriving from its processes.
The document closes with the Attachments, which offer a detailed look at selected data and information, and the Table of GRI Indicators, which indicates the sections of the Report in which information requested by specific GRI indicators is reported.
CONTACTS For comments, requests, opinions, areas of improvement in the work performed as regards GEDI’s corporate responsibility and on the information in the Sustainability Report, contact the following:
EXTERNAL RELATIONS HEAD OFFICE DIVISION Stefano Mignanego: [email protected] Franca Prest (Press Office): [email protected]
8
Sustainability Report 2016
CHAPTER 1 – GEDI Gruppo Editoriale S.p.A.
Group Profile
The main activities of GEDI GEDI Gruppo Editoriale S.p.A., which is listed on the stock exchange, is one of the most important Italian companies in the media industry whose business activities stretch from the daily and periodical press and publishing sectors to radio, advertising sales, internet and television. GEDI publishes the national daily newspaper “la Repubblica”, the weekly “l’Espresso" and thirteen local daily newspapers (of which one comes out three days a week), and owns three national radio stations, including Radio Deejay, and a number of digital terrestrial and satellite television stations. Finally, the Group’s digital division handles the management and development of activities across a range of platforms.
9
Sustainability Report 2016
La Repubblica The “Repubblica Division” handles the development, production and IN 2016, 2.0 MILLION marketing of publishing products relating to the “la Repubblica” newspaper. DAILY READERS OF LA La Repubblica is one of the most important Italian daily newspapers: first in REPUBBLICA terms of sales at newsstands as well as number of readers in 2016: an average of 233.1 thousand paper copies, of which 216.1 thousand sold at newsstands and via subscription. It can contain up to 96 pages, all in colour (including advertisements). The newspaper has a national section present in all versions and nine local editions (Rome, Milan, Turin, Bologna, Genoa, Florence, Naples, Palermo and Bari) containing up to 32 pages. La Repubblica is a newspaper registered and printed in Rome, which is transmitted to eight printing hubs.
A new cultural supplement for the newspaper Robinson was launched at the end of 2016, on newsstands every Sunday, with 40 pages dedicated to stories, critiques, events, places, reports, people and debates.
The following supplements are published and distributed along with la Repubblica:
Affari & Finanza ((Economy/Business community) Il Venerdì ((Lifestyle and television) D - La Repubblica (Women and fashion) Trova Roma (Guide, shows and entertainment) Tutto Milano (Guide, shows and entertainment)
Local newspapers As a result of the deconsolidation operations, in 2016, GEDI In 2016, the local newspapers publishes 13 local newspapers, which reach 2.0 million readers had an overall average circulation every day . of 218.2 thousand copies a day la Nuova Ferrara – Ferrara Il Piccolo - Trieste la Provincia Pavese - Pavia Il Tirreno - Livorno Corriere delle Alpi - Belluno la Tribuna di Treviso - Treviso Gazzetta di Mantova - Mantua la Sentinella del Canavese - Ivrea, published Gazzetta di Modena - Modena three times a week Gazzetta di Reggio - Reggio Emilia il Mattino di Padova - Padua Messaggero Veneto - Udine la Nuova di Venezia e Mestre - Venice
10
Sustainability Report 2016
Periodicals The following magazines are part of the “Periodicals Division”: L’Espresso (weekly) National Geographic Italia (monthly) In 2016, l’Espresso consolidated Le Scienze (monthly) its leading position in the news Mente & cervello (monthly) magazines category with 1.5 Limes (monthly) million readers MicroMega (bimonthly) Le Guide di Repubblica Le Guide dell’Espresso (yearly)
L'Espresso was founded in 1955 and with it the story of the Group that bears the name of the publication. L’Espresso is a weekly magazine covering culture and politics, a point of reference for widespread and important segments of Italian public opinion. Its central editorial team is based in Rome and in 2016 its average circulation was 176,300 copies. A new marketing formula was launched on 7 August 2016 for L’Espresso, which is sold every Sunday, bundled with the newspaper La Repubblica.
Digital The “Digital Division” manages the digital business of GEDI. WITH AN AVERAGE OF 2.1 MILLION The activities concern all the Group brands and are carried out UNIQUE USERS A DAY, IN 2016 THE via all the technological platforms: websites, mobile apps for GROUP WAS THE TENTH BIGGEST smartphones, tablets and smartTVs. The Digital Division’s OPERATOR ON THE ENTIRE ITALIAN mission is to guarantee the Group’s major brands an excellent DIGITAL MARKET AND THE BIGGEST digital presence across all of the highest potential platforms, supporting their current online presence with additional and OPERATOR AMONG TRADITIONAL specific product versions for the various platforms. The PUBLISHERS distribution strategy is differentiated according to platform and includes free as well as premium models: the reader’s specific information requirements on the various platforms and the maximisation of long-term value guide the selection of the appropriate model on a case by case basis.
The Digital Division is therefore responsible for the development and online management of all of the Group’s main brands, particularly Repubblica.it, Repubblica +, the online version of the 13 local newspapers and a broad collection of entertainment websites ranging from the Group’s web radio stations to the vertical film and television websites like Mymovies and Tvzap, as well as important international partnerships such as Huffington Post Italia.
Local presence The Group has strong local presence thanks to its local editorial offices which are distributed right across Italy, and this helps to drive its economic growth as well as to promote the cultural development of the communities involved. Altogether the Group is present across Italy with 49 editorial offices, belonging both to la Repubblica and the local newspapers. The three radio stations broadcast from Milan (leading broadcaster Radio Deejay) and from the Group’s head office in Rome, in Via Cristoforo Colombo (Radio Capital and Radio m2o). The television channels broadcast from Milan and Rome.
11
Sustainability Report 2016
Radio GEDI has developed its activities in the radio sector over the last twenty years. This activity is currently carried out by Elemedia S.p.A, which holds the concessions for three national radio broadcasters:
Radio Deejay Acquired in 1989, it is the second biggest broadcaster in Italy with an average of 4.8 million listeners per day in 2016. It is the radio station for those who want to have fun with its popular hosts and keep up to date with the latest music trends.
Radio Capital Acquired in 1997, it is characterised by the quality of information and its musical programming based on the major successes of the 1970s, 1980s, 1990s and early 2000s. In 2016, it had an average of 1.6 million listeners per day in 2016.
m2o Launched at the end of 2002, it features highly energetic hosts and music shows for listeners who are young at heart. In 2016, it had an average audience of 1.6 million listeners per day in 2016.
Television In 2016, GEDI definitively abandoned its activities on the digital terrestrial platform. In October, it sold 3 channel numbers for theme-based music channels to third party operators (LCN 69, 158 and 162), which it owned on digital terrestrial television, consequently ceasing broadcasting of the channels Onda Italiana, Radio Capital TV and m2o TV on said platform.
The Group remained active in the theme-based TV sector, continuing to broadcast on Sky’s satellite platform:
Radio Capital TV Television channel viewable on channel 713 of Sky’s satellite platform. Broadcasts music video clips from the 1970s up to 2000.
My Deejay Music TV channel airing on Sky satellite channel 714 featuring the videos of the most popular songs of the moment taken from the music programmes of Radio Deejay.
m2o TV Television viewable on channel 712 of Sky’s satellite platform.
12
Sustainability Report 2016
Advertising The company A. Manzoni & C. is the exclusive advertising agency for the publications of the GEDI and a qualified group of third party publishers. Manzoni is one of the top agencies on the Italian advertising market. Manzoni’s strength lies in its top quality multimedia portfolio, with leading newspapers in the main market segments and a broad customer consulting and support network. The experience of Manzoni’s sales organisation, which is structured into specialist sales networks focused on the different media, guides and directs companies when choosing the commercial offers that best meet their communication objectives. Aside from its sales service and its flexible and structured advertising solutions, Manzoni provides its customers with a system of information, databases, case studies, analyses and original market research.
Key historical milestones
1955 the “L’Espresso” publishing company, N.E.R. (Nuove Edizioni Romane), is founded. 1965 colour is used for the first time for editorial photos and adverts. 1967 colour supplements are introduced and the circulation of “L’Espresso” grows to over 100,000 copies per issue.
1970 the “L’Espresso Economia & Finanza” supplement is introduced; the circulation of “L’Espresso” exceeds 130,000 copies; as part of a joint venture with “Scientific American”, publishing of the Italian version of the "Le Scienze” monthly begins. 1975 the company changes its name to “Editoriale L’Espresso”; circulation of the weekly grows to over 300,000 copies per issue. 1976 daily newspaper “la Repubblica” is launched. 1977 Editoriale L’Espresso begins acquiring controlling interests in a number of local newspapers.
1979 circulation of daily “la Repubblica” grows to 180,000 copies per issue.
1984 Editoriale L’Espresso is listed on the Stock Exchange and Finegil, a holding company for the local newspapers, is created with a 50% stake sold to Mondadori. 1985/1989 the Repubblica supplements “Affari & Finanza” (1986) and “Il Venerdì” (1987) are launched, as is local newspaper “il Centro”; the Espresso Group acquires a 50% stake in Radio Deejay (1989).
13
Sustainability Report 2016
1989 In 1989, Mondadori acquired control over Editoriale l’Espresso.
1991 the Espresso Group is founded with the CIR Group as its majority shareholder; Editoriale La Repubblica is listed on the Stock Exchange. 1992 the Group acquires the entire share capital of A. Manzoni & C. 1994 the Monday edition of la Repubblica is launched. 1995 two new supplements (“Musica, rock & altro!” and “Salute”) are launched together with the new women’s magazine “D - la Repubblica delle Donne”, and Repubblica introduces colour printing for the front page and advertisements. 1996 website Repubblica.it is launched on a trial basis and from 1997 is online 24 hours a day. 1999 the Group adopts a strategy of investing in the Internet, digital TV and Radio sectors.
2000 the Group focuses on digital content and web solutions.
2004 Repubblica concludes its "full colour” investment, which makes it possible to print all 96 pages of the daily in colour.
2005 the Group completes its multimedia presence and is able to reach the public with its content via multiple platforms and through different methods of access.
2007 Repubblica launches the new R2 section with investigations, dossiers and reports; l’Espresso updates its cover and graphic design.
2010 the Group’s digital offer is enriched with new products and the websites of L’Espresso and the local newspapers are redesigned. 2011 the sections of Repubblica.it dedicated to economics and finance are redesigned and the journalistic coverage of the website is extended to 24 hours a day; video production is increased; finally, specific products are created for tablets and smartphones. 2012 Huffington Post Italia is set up, a joint venture between AOL and the Group. 2014 the Group concludes the integration of digital terrestrial network operator activities with Telecom Italia Media and refinances the company through the placement of a five-year convertible bond. 2015 the Group strengthens its leadership at digital level and Repubblica.it consolidates its position as Italy’s leading news site and one of the most authoritative at international level.
2016 the Espresso Group and ITEDI (publisher of La Stampa and Secolo XIX) sign an agreement for the integration of the two companies, targeted at creating a leading Italian publishing Group.
14
Sustainability Report 2016
The Group’s commitment to sustainability In recent years, GEDI has embarked upon an important journey of sustainability with the aim of guaranteeing a balance between the different Group activities and their environmental, social and economic impacts on the environment and society.
This approach takes shape in the development of a trusting relationship between the Group and its stakeholders, in which it pursues its objectives by seeking to reconcile the interests involved in compliance with the law and the principles of honesty, impartiality, reliability, fairness, integrity, transparency and good faith, while guaranteeing the full respect and protection of human life.
Group stakeholders and engagement activities GEDI maintains an open dialogue with its numerous reference stakeholders within the purview of its activities.
The Group has created a detailed map of its stakeholders, identifying their degree of influence/dependence and analysing how relevant the specific sustainability issues relating to the sector and the reference context are to them. A map showing the 13 clusters of stakeholders identified is provided below.
Map of Espresso Group Stakeholders
To pursue the company’s objectives, it is fundamental to develop forms of dialogue and ongoing interaction with internal and external stakeholders in order to understand their various types of requirements, interests and expectations. In particular, within the dynamic and competitive scenario of intense change pervading the publishing industry and the media, being capable of anticipating change and identifying emerging trends through stakeholder dialogue enables the Group to generate shared, ongoing added value over the long term.
This is why GEDI works every day to establish trusting relationships with its stakeholders, based on the principles of transparency, openness and listening. The Group’s stakeholder communications approach has evolved continuously over time, giving rise to a range of initiatives aimed at making the best use of the multiple channels available. One example of this constant, in-depth stakeholder engagement process is the series of activities carried out by the External Affairs head office division, which is responsible for managing relationships between the Group and the media primarily as regards corporate communications and handling relationships with other Group stakeholders. In addition, the Investor Relations office handles the
15
Sustainability Report 2016 flow of information targeted at shareholders, financial analysts and institutional investors, in observance of the rules established for the disclosure of company information and documents. The company has always taken active steps to establish and maintain effective dialogue with its shareholders and the market.
Materiality analysis GEDI has carried out a materiality analysis to identify sustainability topics of relevance to the Group and its stakeholders. For this purpose, internal workshops were conducted to identify stakeholder expectations regarding GEDI’s business with the aim of stimulating reflection on the Group’s approach to sustainability. The participants made a significant contribution to identifying the main impacts that the Group’s activities have on the various stages of the value chain. The main issues emerging from the Group’s materiality matrix are associated with five main areas: Economic and Business Responsibility, Governance and Compliance, Product Responsibility, Responsibility to People and Environmental Responsibility.
GEDI materiality matrix
This analysis made it possible to identify the aspects deemed material, i.e., which have significant impacts for the organisation from an economic, environmental and social perspective, and which substantially influence stakeholder assessments and decisions. Indeed, combining a strategic business approach with stakeholder expectations is key to enabling the Group to continue to generate shared value in the short, medium and long term. This analysis was carried out in compliance with the criteria defined by the Global Reporting Initiative (GRI - G4).
16
Sustainability Report 2016
Governance and integrity
The Governance model The GEDI Gruppo Editoriale S.p.A. corporate governance system makes it possible to achieve strategic objectives by ensuring effective governance that complies with institutions and laws, and which is efficient and fair towards all stakeholders. This system is based on the principles and criteria expressed by the Code of Best Practice published in 2006 by the Borsa Italiana Corporate Governance Committee and of which GEDI Gruppo Editoriale S.p.A. drafted its own version, published in the Report on Corporate Governance and ownership structures. The company adopted this model on 21 February 2007. At that time, among other decisions made, the positions of Executive Director in charge of the internal audit system, head of internal auditing and lead independent director were established. The extraordinary shareholders’ meeting held on 18 April 2007 amended the articles of association so as to acknowledge the legislative innovations regarding company law. The various changes included the introduction of list voting for the appointment of the Board of Directors, minimum thresholds for the presentation of the lists and the position of executive appointed to draw up the company accounting documents. Subsequently, the extraordinary shareholders' meeting of 20 April 2011 adopted the necessary resolutions to complete the adjustment of the articles of association to Italian Legislative Decree no. 27 of 27 January 2010, a process undertaken by the Board of Directors on 20 October 2010. On this occasion, the articles of association were amended in order to incorporate the required provisions as well as to eliminate all regulatory references superseded by the Shareholders’ Rights regulation, also with reference to the company’s adoption of the Procedure for Related-party Transactions. Lastly, due to the amendments introduced to the Consolidated Law on Finance by Italian Law no. 120 of 12 July 2011 (“Gender Balance”) concerning equal access to the board of directors and internal audit bodies of companies listed in regulated markets, on 18 April 2013 the Board of Directors made the required amendments to the articles of association in order to bring them into line with regulations in force.
GEDI’s governance system consists of the following corporate boards and committees: the Board of Directors, the Board of Statutory Auditors, the Internal Committees and the Shareholders’ Meeting.
The Board of Directors was appointed on 23 April 2015; directors serve for a period of time established by the Shareholders’ Meeting when appointed and in any case for no longer than three years. They can also be reappointed. The mandate of the current Board will expire on approval of the Financial Statements as at 31 December 2017. At the end of the financial year to which this Sustainability Report refers, the Board of Directors had eleven members: 64% men and 36% women.
Composition of the Board of Directors as at 31.12.2016
Name Position Executive Non-executive Independent Carlo De Benedetti Chairman Monica Mondardini Managing Director Massimo Belcredi Director Agar Brugiavini Director Alberto Clò Director Rodolfo De Benedetti Director Francesco Dini Director Silvia Merlo Director
17
Sustainability Report 2016
Name Position Executive Non-executive Independent Elisabetta Oliveri Director Luca Paravicini Crespi Director Michael Zaoui Director
The Independent Directors represent the majority of the Board of Directors and the number and authoritativeness of the same is such that it guarantees that their opinion may have a significant influence on the adoption of board decisions, contributing to the formation of balanced decisions especially in the event potential conflicts of interest exist. All GEDI directors are over 50 years old.
Internal control and risk management system The internal control and risk management system is the set of rules, procedures and organisational structures designed to permit, through a suitable identification process, the measurement, management and monitoring of the company’s main risks.
This system, as outlined in the Report on Corporate Governance and ownership structures that can be consulted in the “Governance” section of the corporate website, is based on the general principles and guidelines approved by the Board of Directors and subdivided as follows:
A. Control and Risk System which, in addition to the principles expressed in the guidelines, includes the provisions of the articles of association and internal regulations in the area of the allocation and delegation of responsibilities, the system of delegation, procedures and risk areas mapped by the Organisational Model and, finally, risk assessment goals and methods;
B. Tasks of the bodies and functions of the Control and Risk System, which defines the functions responsible for the Control and Risk System in terms of their roles and expertise and in accordance with the indications in the guidelines and in the applicable legislative, regulatory and internal provisions;
C. Risk management, which is structured into three different levels of control distinguishing between internal departments, which identify risks and carry out management actions, risk management departments, which carry out constant analysis and monitoring, and the Internal Audit department, which oversees the functioning of the System and provides independent assessments.
The definition of the nature and the level of risk compatible with the company’s goals is the responsibility of the Board of Directors, following the opinion of the Control and Risk Committee; to this end, the suitability of the internal control and risk management system with respect to the characteristics of the business and the risk management profile assumed is assessed at least once a year. In order to provide the relevant bodies with the information they need to express their risk assessment, at least once a year the company carries out an overall analysis of risks with the relative assessment of their potential impact on its ability to meet its goals. This activity forms part of a structured Risk Management system which, in terms of output, involves the drafting of a document which is discussed by the Risk Manager, the management and the Control and Risk Committee, and subject to the assessment of the Board of Directors.
Application of the 231 model To ensure fairness and transparency in the handling of company affairs and activities, and to prevent the crimes outlined in Italian Legislative Decree 231/2001, the company and its subsidiaries have adopted an
18
Sustainability Report 2016
“Organisation, Management and Control Model” which is periodically updated to ensure that it remains consistent with any changes to the company's regulations and structure. The document is made up of a “General Part” which, as well as referencing the principles of Leg. Decree 231/01 and the guidelines issued by Confindustria, illustrates the key content, employee training methods and the dissemination of the same in the company context. It is followed by a “Special Part” which includes the map of the sensitive areas, the Code of Ethics, the code of conduct, the general principles of the internal control system and the control protocols developed for all at-risk company processes. In particular, the protocols highlight the crimes that can be committed in relation to individual processes, provide guidance on conduct and outline specific control activities to largely eliminate the relative risks of crime. An extract from the Model can be viewed in the “Governance” section of the corporate website.
On 27 July 2016, the company’s Board of Directors approved the revision of the Organisation, Management and Control Model pursuant to Italian Legislative Decree 231/01, proposed in agreement with the Supervisory Body and based on prior approval by said entity.
The amendments made were assessed as part of and following a wider process of revision and updating of the organisational models of all subsidiaries and/or associates.
The amendments introduced mainly concern:
the general part of the Model, in which the themes relating to the composition and functioning of the Supervisory Body were examined in depth, as well as the penalty system and the adoption of models within the Group’s entire structure;
the special part of the Model, revised in view of a more marked centrality of the applicable offence, also based on what was also recorded in the Matrix of Areas subject to Risk-Offence.
A Single Index was also defined, in order to make the various Special Parts of the Model consistent with one another.
Each Special Part is divided into four sections:
1. offences applicable to the company: which report the offences, relevant for the purposes of the regulations set out in Italian Legislative Decree 231/01, applicable to the company and the relevant associated regulation;
2. sensitive activities: which reports the company activities potentially exposed to the commission of offences. These activities are also reported in the Matrix of Activities subject to Risk-Offence;
3. behavioural rule: which indicates, for each category of offence, the general principles of conduct that recipients must observe, in order to avoid offences from being committed.
4. specific control principles: which lists, for each of the processes identified, the specific control principles governing commission of the offence. From this perspective, within the different Special Parts and based on each process, additional control principles have been identified with respect to those reported in the previous version of the Model.
In addition, as part of the revision of the Organisational Model, some minor changes were also made to the company’s Code of Ethics.
Training provided regarding 231 and anti-corruption The Group provides both general training on issues pertaining to the 231 Model for its employees and more specific training for employees that work in specific risk areas, the supervisory body and those responsible 19
Sustainability Report 2016 for the internal audit. The content and frequency of the training courses are defined on a case by case basis, and checks are also carried out on attendance levels and the quality of the content of the courses. Participation in training courses is compulsory.
The Group promotes the awareness and observance of the Model, including amongst consultants, the various types of freelance associates, contracting businesses and their employees, self-employed workers who work for the Group, customers and suppliers.
In this regard, in 2016 no episodes of corruption were reported or identified.
The Code of Ethics and its distribution The Code of Ethics is the set of ethics/behavioural rules that are transmitted to all employees on an ongoing basis, the consistent application of which is continuously monitored, which clearly and transparently defines the set of values that inspire the Group for the achievement of its objectives. Therefore, the activities of all Group companies must comply with the principles expressed by the Code. GEDI Gruppo Editoriale S.p.A. recognises the importance of ethical and social responsibility in the management of business affairs and activities, and is committed to respecting the legitimate interests of its stakeholders and the general public. At the same time, it asks its employees and those who work within the Group companies to comply with the company’s rules and the tenets established in this Code.
The Group has made a formal commitment to promoting awareness of the content of the Code of Ethics and the applicable company processes amongst all employees: all new hires are given a copy of the Code of Ethics. A similar awareness-raising activity on the values and principles expressed in the Code of Ethics is carried out among freelance associates, suppliers and customers of all types.
20
Sustainability Report 2016
The media industry and the Group’s business model
The business model and strategy GEDI has decided to concentrate its efforts with a strategy focused on four main points:
1. aiming for development by strengthening the traditional business with ongoing revisions of its publishing products, but also taking advantage of all new opportunities that the market may offer;
2. expanding and improving the content offering of its brands on new digital platforms, taking the industry’s ongoing evolution towards digital into close consideration;
3. affirming its position within the advertising market in accordance with the guidelines put in place by the internal agency;
4. maintaining the company's profitability within the context of a global recession which has negatively impacted turnover, focusing on costs and corporate reorganisation.
The digital evolution In the last few years, the world of media has been undergoing a process of profound change in the direction of digitalisation; we’ve moved from fixed computers to smartphones which, in due course, have went hand in hand with social media networks: more than 30 million Italians connected to the network every month during 2016. To meet the new requirements of its users in the most effective way, since the 2000s GEDI has gradually embarked on a digital evolution that encompasses the development of new products, company processes and the organisation’s day-to-day activities.
In 2016, GEDI’s Digital Division structured research and development activities into four main projects:
1. It completed the migration of its digital assets in 2016, including websites and mobile telephone sites, from an on-site IT infrastructure composed of more than 400 physical servers to AWS Cloud (Amazon Web Services), in order to ensure greater agility in managing unforeseen traffic volumes and provide customers with an uninterrupted service. Furthermore, services management via the Cloud allows the Digital Division to concentrate on innovation not maintenance.
Advantages obtained through AWS Cloud:
Agility Ease of use Elasticity Improvement in the user experience on digital channels
2. Progetto Dati (Data Project) is a project spawned in 2016 and which will be extended in 2017, thanks to the construction of an infrastructure dedicated to improving the knowledge and management of its sources of data and the integration of third party data. The data plan will support GEDI’s objective of enhancing its knowledge of its users through the establishment of an increasingly more effective information service.
3. As regards video, two new initiatives were introduced in 2016:
21
Sustainability Report 2016
o Within the context of LENA (Leading European Newspaper Alliance), the first common project was launched, ideosyndication LENA, which consists of the provision of a shared platform for the various publications for the creation and exchange of publishing content at international level. o An external platform for the creation of video, Wochit, was introduced to GEDI’s editorial offices, with the goal of generating the immediate and large-scale production of video and social content to meet the high demand for video.
4. New distribution platforms are also under construction in 2017, which aim to extend editorial activities and involve audiences through new digital platforms (Instant Article, Facebook Live, Google AMP, App).
MAIN RESULTS ACHIEVED IN 2016:
With an average of 2.1 million unique users on an average day and 13.3 million unique users a month on its sites, GEDI is the tenth biggest operator on the entire Italian digital market (including service providers and platforms like Google, Facebook, WhatsApp, Amazon, etc.) and the biggest operator among traditional publishers;
The digital editions of the Group’s publications had 77,500 subscribers on average in 2016;
Repubblica.it was the leading Italian news website with 1.6 million unique users on an average day, well ahead of the second biggest news website, which went from +29% in 2015 to +42% in 2016;
Technology development on Repubblica.it was concentrated on the implementation of smartphone versions of the website, which contributed to the growth of the mobile customer base: in 2016, this component recorded an average of 634 thousand daily users (+15% compared to the same period of 2015) and 6.1 million monthly users (+18% compared to the previous year). The objective is to reach more readers on multiple platforms, by continuing on the path of innovation and technological development;
Repubblica is still the leading Italian daily in terms of its number of fans on Facebook (3.1 million) and Twitter (2.6 million) and a leader at international level as regards the level of involvement of its readers;
The performance of the local newspaper sites was positive and was marked by an average Total Digital Audience of 3.5 million unique users in an average month, accounting for an increased portion of mobile traffic, also thanks to an increasingly more important presence on social media networks;
The year 2016 saw further reinforcement of the positions of the Group’s brands on social media networks: currently the pages of GEDI have over 27.8 million followers on Facebook and Twitter.
Deejay reached 2 million fans on Facebook and 2.2 million followers on Twitter;
Huge significance was attached to the Group’s multimedia production in 2016, with a single ad hoc editorial office in the Italian information scenario and daily production of around 150 videos and several live broadcasts.
22
Sustainability Report 2016
Group economic performance In 2016, as in previous years, GEDI carried out its activities placing the utmost attention on the citizen- reader and seeking to improve the quality of its products and services. Success in these activities cannot be achieved without economic and financial stability. The capacity to create independent, high-quality content is closely associated with economic independence and stability and, despite this difficult period of great change for the publishing and media industry in recent years, the Group has been able to generate a profit by ensuring a quality product for its stakeholders.
Financial highlights The Group closed 2016 with a net profit of €10.4 million.
GEDI Net profit (loss) (€ million) 2014 2015 2016 Revenues 643.5 605.1 585.5 Gross operating profit 59.8 47.5 44.7 Operating profit (loss) 29.9 30.5 23.4 Profit (loss) before taxes 28.0 4.5 16.6 Net profit (loss) 8.5 17.0 10.4
The net consolidated revenues of the Group, €585.5 million, registered a drop of 3.2% compared with 2015 (-2.7% on a like-for-like basis).
The consolidated gross operating profit was €44.7 million (€47.5 million in 2015), including €7.7 million in reorganisation expenses.
The consolidated gross operating profit was €23.4 million (€30.5 million in 2015). The profitability by business area shows a decrease in the profits of daily newspapers and an increase for radio, internet and concessionaire.
The consolidated net profit was €10.4 million, compared with €17.0 million last year; the difference is attributable to the capital gain registered in 2015, referred to above.
The net financial position at 31 December 2016 was a positive €31.7 million, given a financial surplus of €42.4 million was recorded in the year.
Segment information
23
Sustainability Report 2016
Economic Value of the Group The statement of Economic Value is a reclassification of the Consolidated Income Statement and represents the wealth generated and redistributed by GEDI. In particular, this statement presents the financial performance of operations, the wealth distributed to parties deemed to be stakeholders in the Group or the capacity of the organisation to create value for its stakeholders.
Statement of Economic Value of GEDI
(€ million) 2014 2015 2016 Net revenues from sales 643.4 605.2 585.1 Income/expense from financial activities 11.0 (5.9) 4.7 Other income/expense 17.3 11.4 9.6 Economic Value generated (gross) 671.7 610.6 599.5 Depreciation, amortisation and write-downs 29.9 17.0 21.3 Economic Value generated (net) 641.8 593.6 578.1 Operating costs 367.7 340.6 355.7 Personnel 233.1 228.4 214.2 Providers of finance 16.2 9.7 9.5 Shareholders 0.1 0.2 0.1 Public Administration 16.1 (2.3) 8.1 Local community 0.0 0.0 0.0 Economic Value distributed to stakeholders 633.2 576.6 567.8 Profit for the year 8.5 17.0 10.4 Economic Value held by the Group 8.5 17.0 10.4
Net revenues from sales represent revenues from publications and advertising, the sale of online and mobile services, the transfer of rights and trademarks and the sale of content and other services.
Income/expense from financial activities is income/expense from dividends and on securities and derivatives, interest income on current accounts and short-term deposits, foreign exchange gains etc.
Other income/expense consists of operating income deriving from grants, capital gains on the disposal of assets, extraordinary gains and income from equity investments accounted for with the equity method.
The three elements described above compose the gross global Economic Value, which in 2016 amounted to €599.5 million (-1.8% compared to 2015). This value less the value of amortisation, depreciation and write-downs is the net global Economic Value, which in 2016 stood at €578.1 million (-2.6% compared to 2015).
The distribution of Economic Value is broken down as follows:
24
Sustainability Report 2016
o Operating costs totalled €335.7 million (-1.4% compared to 2015), of which costs for services constitute the majority (editorial costs, publisher fees and printing and other work carried out by third parties, etc.).
o The distribution of Economic Value to personnel equalled €214.2 million, down 6.2% compared to 2015, represented for the most part by wages and salaries to GEDI workers.
o The distribution of Economic Value to providers of finance came to €9.5 million in 2016 (-1.9% compared to 2015).
o The distribution of Economic Value to shareholders totalled €115 thousand, constituting minority interests (profit pertaining to third party shareholders of Finegil Editoriale S.p.A. and Mo-Net S.r.l.). No dividends were distributed to the shareholders in 2016.
o The remuneration of Public Administration, in the form of taxes, came to €8.1 million.
o As regards the local community, GEDI made donations and participated in sponsorships for a total of €32.9 thousand (-12.3% compared with 2015) given to charitable organisations.
Distribution of Economic Value of GEDI - 2016
In 2016, the Group donated €32,900 to charitable organisations.
25
Sustainability Report 2016
CHAPTER 2 - Informing the citizen-reader and responsibility to the general public GEDI acts transparently and responsibly with respect to society and its stakeholders, holding fast to the concepts of quality and integrity. It is also committed to boosting public awareness surrounding sustainability by encouraging constructive and respectful debate.
Aware of the effects of its activities on economic and social development and on the general wellbeing of the public, GEDI is committed - through the creation and distribution of content and interaction and engagement with users - to transmitting true, high-quality information that respects the religious, political, scientific and social views of the public. To do this, the Group interacts with users continuously while also maintaining its independence from all types of influence.
Content quality GEDI ensures the continuous alignment of its product content with the values and principles of the Group - laid out and disclosed to all employees through the Code of Ethics - and works to ensure its quality, plurality and diversity, while also taking into account industry regulations.
To ensure the high quality of all of its products, GEDI operates with the utmost respect for freedom of expression, a fundamental theme for any media organisation. Guaranteeing content plurality and freedom of expression by providing an independent product is a fundamental value and constitutes the most basic asset for a publisher, which goes hand in hand with the desire to offer the highest number of products to an increasingly broad audience of users. At the same time, the Group guarantees compliance with standards and protects the intellectual property of every content provider.
The quality of the information and content generated is also accompanied by a content distribution methodology that reflects the Group’s values, considering that the Group works to improve and promote access and the right to information for everyone, including minorities, the disabled and isolated communities.
Independence and editorial responsibility In the development of its publishing products, the Group does all of the groundwork to ensure that journalists, artists and other collaborators can act in accordance with the principle of editorial independence, which translates into the development of quality content that is not influenced by interests aside from those of journalism and the right to truthful and correct information.
GEDI’s share capital at 31 December 2016 stood at €61,805,893.20. The names of the Shareholders of last resort that directly and/or indirectly hold more than 5% of the share capital with the right to vote are provided below.
Percentage of ordinary Percentage of Shareholders of last resort capital voting capital F.lli De Benedetti S.p.A. 53.581% 56.516% Giacaranda Maria Caracciolo di Melito 6.269% 6.612% Falck Shareholders that directly hold more Percentage of ordinary Percentage of than 5% capital voting capital Cir S.p.A. 53.581% 56.516% Sia Blu S.p.A. 6.269% 6.612% Voting capital is calculated net of own shares held by the company. At 31.12.2016 the company held 21,395,616 own shares in the portfolio. 26
Sustainability Report 2016
As shown in the table of significant equity investments, the majority shareholder is Cir S.p.A., owned by the De Benedetti family.
In 2016 the Group did not receive direct publishing contributions; however, the accounting impact of direct contributions received until 2009 pursuant to art. 5 of Law 62/2001 is present, as is that of tax credit pursuant to art. 8 of Law 62/2001.
In 2016 the Group benefitted from indirect contributions to publishing in the form of telephone subsidies amounting to €566,000 (-21.9% compared to 2015) and postal subsidies for subscriptions.
During the year the Group did not receive contributions from Public Administration or associations similar to the PA and did not make contributions of any type to political parties or politicians.
Industry regulations and codes of practice
GEDI operates in a highly regulated environment whose regulatory framework is continuously evolving. With the goal of operating correctly, the Group works in complete compliance with the laws that regulate the publishing and journalism industry, and most significantly: law no. 47/1948 (“Press regulations”); law no. 416/1981 as amended (“Regulations for publishing houses and publishing grants”); the founding law of the Order of Journalists of 1963; law no. 28/2002, “Provisions for equal access to the information media during electoral and referendum campaigns for political communications”, on the so-called “par condicio” act of 2000.
As well as legal provisions, there are also other reference criteria - such as the Codes of Ethics adopted by the Order of Journalists - which contain ideals that help balance press freedom and the right to report news with the other fundamental rights of individual persons (such as the privacy of information and image rights) and society (right to be informed comprehensively and impartially): the Code of Professional Conduct (1998) regarding the processing of personal data in journalism activities, pursuant to the laws in force in Italy in the area of privacy; the Treviso Charter on the protection of minors (adopted by the National Council of the Order of Journalists in 1990 and updated most recently in 2006 with the observations of the Italian Personal Data Protection Authority); the Journalists’ Charter of Duties (1993) which covers issues such as responsibility, correction and reproduction, the presumption of innocence in criminal inquiries and during trials, sources, information and advertising, incompatibility, minors and disadvantaged parties; the Charter of Information and Surveys (1995) which establishes the methods and techniques of presenting opinion polls.
To maintain intact and strengthen the truthfulness and independence of information, the “la Repubblica” Code of journalists’ rights and duties (otherwise defined as the “Charter”) is particularly important within the Group and, since 1990, has been enclosed, together with the Code of Ethics, with the letter of hire given to every one of the newspaper’s journalists.
The text lays out the basic ethical duties of journalists and outlines the fundamental values that underpin the independence of journalistic activities, the freedom from all influence and the attention focused on those in need.
La Repubblica’s journalists are committed to rejecting any political, economic or ideological interference, irrespective of its source: entities, institutions, public or secret associations, public or private companies or lobbyists. Journalists make a commitment to avoiding carrying out activities that may impact the objectivity
27
Sustainability Report 2016 and comprehensiveness of information, such as working in press offices, consultancy, promotions and public relations. Journalists also make a commitment not to accept compensation or donations from people, companies, entities, political parties, religious organisations, trade unions and financial and opinion groups they may come into contact with in the course of their activities and not to personally profit from information obtained for professional reasons.
GEDI is a member of the “Leading European Newspaper Alliance” (LENA), founded in March 2015 and committed to developing suitable responses to the changes affecting the journalism industry.
GEDI is also a member of the FIEG (Italian Federation of Publishers and Newspapers), whose goals are freedom of information, the cost effectiveness of publishing companies, the development and spread of the mass media as a vehicle for information and advertising, and the protection of the rights and moral and material interests of its members.
Responsible advertising and marketing Through its agency (A. Manzoni & C.), the Group is committed to applying virtuous models of advertising communications.
The Group has adopted the rules laid out in the Italian Code of Marketing Communication Self-Regulation, and therefore does not accept any messages contrary to the dignity and the interest of people. As a result, those responsible for advertising sales conduct monitoring to prevent the publication of false advertising information regarding commercial products, messages that incite physical and moral violence, which promote racism or offend the moral, religious or civil convictions of citizens, or which contain elements that could mentally, morally or physically harm minors. The Group does not accept advertising that may provoke the abuse of alcohol, tobacco or any type of drug, and rejects any advertising containing pornography.
In 2016 no cases of non-compliance with the Italian Code of Marketing Communication Self-Regulation were recorded.
In addition to the Marketing Communication Self-Regulation Code, Group companies comply with the decree regarding misleading and comparative advertising in professional relations (Italian Legislative Decree no. 145/07). This decree involves adopting a complete, comprehensive regulation that protects professionals from misleading advertising and its unfair consequences, as well as providing for conditions of legality in comparative advertising.
GEDI works on the basis of internal procedures and systems to safeguard and promote honest advertising communications which do not offend the sensibilities of users. The Group acknowledges Decree MEF-MISE (Ministry of Economy and Finance - Ministry of Economic Development) of 19 July 2016 on the media exempt from the prohibited advertising of games with winnings in cash.
An operating procedure has been established to manage the issues of legality (legal aspects) and opportunity (compatibility with the editorial line of the medium(a) in question), which is applied to all advertisements to be included in publications under license, based on which it is possible to request an assessment of messages considered to be suspicious or which in any case require review.
In 2016, training courses were held on the issues of legality and opportunity which looked at the following in depth:
- the Self-Regulation Code on commercial communications and its restrictions
28
Sustainability Report 2016
- the types of advertising considered particularly dangerous which are specifically addressed in the Code (e.g. sales on credit, distance sales and special sales, prize competitions) - the sectors which are subject to special attention (e.g. alcoholic beverages, cosmetic products and personal hygiene products, dietary supplements and dietary products, etc.) - the subjects that are governed by specific legal provisions, owing to their delicacy or perceived relevance in society (e.g. electoral messages, tobacco and smoking, public notices and open letters, gambling).
A new company intranet was set up in 2016 for Manzoni employees. There is a special section on the THE INFORMATION AND ADVERTISING CHARTER IS company intranet dedicated to “Advertising laws”. This THE PROTOCOL SIGNED BY JOURNALISTS, section is broken down into topics and briefly describes ADVERTISING AGENCIES AND PR COMPANIES TO the regulations in place which are applicable to users, SAFEGUARD THE BOUNDARIES BETWEEN agencies and advertising media, and therefore INFORMATION AND ADVERTISING provides a guide for the entire A. Manzoni & C. organisation, to be read and consulted on a preventive basis for all advertising sale activities. This section aims to contribute to limiting litigation and company costs and, if used appropriately, also constitutes a valid instrument for customer-focused service activities, fostering long-term relationships.
As regards online advertising and promotional campaigns, given the relative absence of specific regulations for this platform and in order to protect those who are most vulnerable and most influenced by advertising, GEDI follows the more restrictive regulation applicable to television advertising.
Privacy and data protection The theme of protection of privacy and personal data protection has, by now, become fundamentally important in the company domain and a rigorous and transparent policy in this area is a key factor in the relationship between a company and its users.
This is all the more true in the publishing sector in which GEDI companies operate given that, in said sector, the relationship between the publisher and readers is based on a strong trust agreement.
Therefore, GEDI companies, in processing the personal data of its users, employ rigorous policies constantly updated in line with the applicable relevant national and European legislation, as applied and interpreted in the provisions of the Personal Data Protection Authority.
This policy concerns, in particular, the data collected and managed through the GEDI digital properties and is centred on the principles of necessity of processing, proportionality, transparency and freedom of choice of the interested party.
Within this context, Group companies only process the data actually needed to provide the services and contents required by users and, in all other cases, or for commercial and marketing purposes, do it exclusively on the basis of the free and informed consent acquired by users after having provided them with adequate information.
For all databases in which the personal data of users, partners and associates is collected and stored, the Group adopts all necessary technical, organisational and security measures to avert the risk of the destruction or loss of data, unauthorised access and the unauthorised processing of data.
Also in relation to the personal data of users acquired and processes using cookies, the Group companies observe the applicable regulations governing privacy, with particular reference to the recent provisions of 29
Sustainability Report 2016 the Personal Data Protection Authority adopted in compliance with the provisions of art. 122 of the Privacy Code.
The policy relating to the use of cookies in the activities carried out vis-a-vis users is available at the following address https://login.kataweb.it/static/privacy/?editore=gruppoespresso&ref=RHFT
30
Sustainability Report 2016
CHAPTER 3 - Social role and participation in the community GEDI contributes to sustainable local development by supporting the communities in which it works through the organisation of social events and initiatives on all of its technological platforms.
This section describes the Group’s main initiatives, carried out or launched in 2016, which had a positive effect on the community in terms of their social, cultural, educational/sports and environmental impact.
Repubblica@Scuola
Repubblica@Scuola is an initiative of GEDI Gruppo Editoriale S.p.A., of the daily newspaper la Repubblica and the website Repubblica.it. The project takes place entirely online to get closer to the world of young people and the use of new media.
With the support of teachers and la Repubblica editorial staff, the website offers young people the chance to interact with the world of journalism: they can read the digital version of la Repubblica free of charge every day and increase the visibility of their schools and academic initiatives by interviewing head teachers and teachers. Meanwhile, teachers can share opinions with colleagues from all over Italy in the teachers’ Forum.
The editorial team also provides students with the chance to become junior reporters by helping them learn how to write an article and describe the reality around them. Students passionate about photography can enter photo competitions held by the editorial team at national level. Student activities are recognised and certified with a certification for academic credit.
Thanks to the participation of schools and students, Repubblica@Scuola has become a regular part of the school day at Italian schools, and the platform has grown and improved year after year.
31
Sustainability Report 2016
R.it Mondo Solidale
R.it Mondo Solidale is a section of Repubblica.it devoted to solidarity and cooperation: this section contains news on international humanitarian and development aid, the actions of volunteer organisations in third world countries and in Italy, and issues regarding immigration, human rights and refugees. It also contains stories of people who work in the field of international cooperation through thematic blogs. The section also has an updated region-by-region database of all Italian NGOs and non-profit associations. In 2016, the section achieved the objective for which it was created: allocating space in the Italian mainstream media to a sector too often overlooked and which only gained access in exceptional circumstances;
La Repubblica delle Idee
In 2012, the festival took place over four days, open to the public, with more than 80 events being held simultaneously, with big names from the world of newspapers, culture, politics, show business, both Italian and international. A mosaic of debates, readings, interviews, shows and concerts too, theatrical performances, showing of documentary films and live radio. Participants talked literature, politics, economics and show business, sport and philosophy, and about the most current issues in Italy and the world over. The main Italian cities were involved, which sponsored the festival, making squares and other spaces available, welcoming the public to the free event. The objective is to analyse the transformation of our country and the world, with awareness, responsibility and the desire for participation. An analysis of society, which engages citizens and encourages them to rethink their ideas for the future.
In 2016, in addition to Repubblica delle Idee, Repubblica’s festival which, from 2012, has been hosted in different cities each year, themed days open to the public were organised, dedicated to a range of topics like the Italian language, medicine and food.
32
Sustainability Report 2016
Petaloso sarai tu
A themed day dedicated to the state of the Italian language, its transformation, use and abuse of neologisms, language related to gender, and the mixing of Italian and English. With academics from the Crusca, language scholars, personalities from Show business and the online community, and naturally, journalists from Repubblica orchestrating everything. The day, open to readers and to schools, was held at Maxxi in Rome in May.
Food & Health A two-day festival, incorporating interviews, debates, show cooking, artistic performances, all focused on the world of food in Liguria. In Genoa, in the Palazzo Ducale (Doge’s Palace), smart food, diets, food allergies, but also the value of food economics on the region’s GDP. Institutions, sportsmen and women, pediatricians, doctors and economists discuss these aspects. Entry was free.
Secondo natura, la medicina tra Hi-Tech e sentimenti
Meetings, interviews and famous films in Bologna to recount the gradual dehumanisation of patient treatment, between the endless waiting times of bureaucratic processes and the growing lack of attention to the patient’s feelings by science, which is also delivering extraordinary innovation. Doctors and patients are aware that we need a revolution capable of putting the central focus back on patients, their life and their feelings; however, without losing the power of new biomedical technologies, life-saving drugs. Repubblica’s initiative aims to focus public opinion on a matter of huge importance for all of us. And it accomplishes this by using the language of famous films, showing two theme-based films, with debates between doctors, scientists, institutions and actors. The day, open to the public and to schools, was held in Bologna in November.
33
Sustainability Report 2016
Oncoline - Chiudi la porta, salvati la vita Oncoline, the website dedicated to Oncology-related issues, was created last April in collaboration with Aiom (Italian Association of Oncologists) to address issues connected with oncological illnesses through testimonies from experts and those who have suffered from illness. Oncoline intends to affirm the principle of no more incurable diseases and give people increasingly greater hope of being cured;
A convention was organised at Oncoline, hosted in the rooms of the Senate, at which to talk with journalists, works supervisors, senators and the ministry of health, about the methods of preventing diseases, vaccine policies, with a focus on the new generations, against false beliefs. Students from various Italian higher education institutions took part, who then became ambassadors at their schools.
Guide di Repubblica and Guide dell’Espresso By contrast, various events were organised in 2016 to promote some hugely successful editorial products. We are talking about Guide di Repubblica and Guide dell’Espresso.
o For Guide di Repubblica, for which 17 presentations were organised in each reference region, involving the authorities, producers of top quality food and wine products and restaurant owners. The locations were often institutional, since the guides are a tool for celebrating the examples of excellence in the region, talking not just about food and wine, but also cultural processes, parks and art.
o For Guide dell’Espresso, a presentation is organised each year at Leopolda in Florence. The hosts are the best restaurant owners in Italy and large wine producers. The event, with an award ceremony, has now become a tradition, hosting around 1,500 guests.
40 years of Repubblica Another chapter instead regards the celebrations for extraordinary events. This year, Repubblica celebrated 40 years with an event at the Parco della Musica Auditorium in Rome. All the paper’s employees were in attendance, as were readers who reserved a seat in the room free online. This occasion of self- celebration also represents an important opportunity for increasing the newspaper’s customer loyalty, followed in person and online on repubblica.it by all those who, every morning and for many years, either at newsstands or online, have shown a desire to “view the world in a certain way”.
Repubblica’s new cultural supplement: Robinson
Available from November 2016 in Repubblica is the new cultural supplement called Robinson, from the name of the character created by Daniel Defoe, enriching Repubblica’s cultural offering.
34
Sustainability Report 2016
Contains 36 to 40 removable pages, special artwork, a world full of news, information, oddities. Places full of culture, real or imaginary, recounted through the words of authors, journalists, artists, scientists, historians, or with images from top photographers and illustrators from the Italian and international scene.
Robinson accompanies readers behind the bookshops, the theatres, art galleries, to the secret places of the soul, on a journey through not only the masterpieces of the past, but also into the complex and sometimes painful stories of our daily life.
Other initiatives In 2016, Concita De Gregorio launched “Cosa pensano le ragazze” (what young people think) on Repubblica.it, a hugely successful project which aims to present, in a simple and direct manner, the points of view of women of different ages, experiences and social backgrounds, on issues such as employment, society, love, friendship and sex.
Other formats meet many readers’ needs of offering economic, political or scientific insights. In particular:
o Social News and Videoschede are two new formats introduced in 2016 with the goal of quickly and effectively recounting and examining in depth the facts and themes of news, economics, politics and any other areas of our life.
o Complex facts and questions are explained live through Know how: l’approfondimento che spiega (the insight that explains), where experts talk about economic and scientific, political and social matters, to meet the demand for know-how.
o Invenzioni dal basso (inventions from the bottom) a webseries produced by Pulsemedia Group which recounts a series of inventions that have helped to resolve environmental and social problems in third world countries.
From economics to music which is not only entertainment, but a civic commitment:
o In the fourth season of Webnotte, Assante and Castaldo’s programme is revamped, despite remaining true to its formula: live music + talk show + comedy + web and social + improvisation, a new studio. The webshow experiments with a new formula, more connected to the internet, mobile devices and social media networks, shorter in duration, more content-selective, with a change to the afternoon live broadcast on Facebook from 17 to 19, and the evening pre-recording at 21 as always, on the Repubblica site, on YouTube and on Capital TV, with greater space for interactivity with “followers” of the programme, who can constantly chat not only with Assante and Castaldo via Facebook but also with the guests for the entire duration of the broadast, accentuating the traits of a talk show, in a simple formula: around a large table in the middle of the scene, surrounded by the public, the two Repubblica journalists will be live for around two hours, with a “changeable” running order as always, supported by a whole host of musical guests, from the world of culture and show business, present in the studio for the entire show, therefore enabling them not only to have their slot as a “guest star” but also to be protagonists throughout the broadcast, continuing to participate in the conversation throughout the show. The soundtrack is provided by Mark Hanna’s band, and actor Max Paiella and singer Antonino Spadaccino will also be part of the permanent cast. The entire show can not only be followed in “linear” format, but Repubblica.it offers the programme fragmented into clips lasting a few minutes, which can be shared on social media and viewed on demand whenever and wherever.
The events that most struck a chord with public opinion on Repubblica.it are:
35
Sustainability Report 2016
o In the days immediately after the Amatrice earthquake, the “Osservatorio Amatrice” blog was created, a website that intends to keep the spotlight on the post-earthquake rebuilding, with the commitment to tell the story of everything that happens until the homes and inhabitants of Amatrice and the other municipalities affected return to normal.
o Prigioni d’Italia (Prisons of Italy), a news report by Andrea Gualtieri, in collaboration with Antigone, which recounts the story, through the words of inmates, police agents and operators, of what goes on behind bars in Italian prisons after leaving the outside world. In addition, Prigioni d’Italia also tackles extremely delicate issues like the “radicalisation” of Islamic prisoners.
o Through Made in Italy, Francesco Fasiolo recounts the story of some Italian athletes at the Olympic Games in Rio. In particular, the story of Bebe Vio, the paralympic athlete who won two gold medals in fencing and represents a victory for life, strength and cheerfulness over illness. The mini documentary on Bebe Vio won the “Sport&Tv Award 2016” at the international festival of sports tv and cinema in Milan.
o The documentary dedicated to Pier Paolo Pasolini on the occasion of the fortieth anniversary of his death, ‘Pasolini maestro corsaro’ of Emanuela Audisio, recounts the life and tragic end of the famous Italian poet. The docufilm created by Audisio was also broadcast by Sky.
o The newest technologies were used to produce Noborders, an all-encompassing docufilm by Elio Germano on migrants, a hot social topic at present. Other all-encompassing videos will be produced and broadcast in 2017.
Radio initiatives Deejay Ten
“Deejay Ten” is the road race organised by radio broadcaster Radio Deejay. Launched in 2005 as an initiative “amongst friends”, over the years it has grown exponentially and become an increasingly bigger and more hotly-anticipated event. Also this year, it continued to surpass record participation levels, with more than 50 thousand participants between Bari, Florence and Milan and, in view of the extraordinary enthusiasm, is ready to add a new date in Rome in 2017.
Now in its twelfth year, in 2016 the Milan edition of Deejay Ten has become an annual tradition for both the city and the entire north of Italy and involved 30,000 runners. The race began in Piazza Duomo with a
36
Sustainability Report 2016 spectacular river of people in blue t-shirts, and continued through the city centre, before finishing in Piazza Castello. As ever, the Municipality supported this event together with the local Sports Department. Once again, in 2016 the Deejay Village was located in one of the city’s most attractive areas - Piazza Cannone, not far from Sforzesco Castle).
Florence showed why it is one of the key host venues of the event with almost 15,000 participants. Following the start, signalled by the Sports Councillor at Lungarno della Zecca Vecchia, the yellow stream of runners headed towards Piazzale Michelangelo and finished the race in Piazza della Signoria, colouring the city. The Deejay Village, located in Piazza Santa Croce.
Bari welcomed its second edition of the Radio Deejay race with great enthusiasm, with 9,000 friends, almost double the figure in the previous year, running through the city in red t-shirts in the name of the city, sport and music. The local council and the mayor also took part in the event. A long and interminable red stream invaded the seafront and, to make competitors feel even more welcome, museums, bars and restaurants also stayed open. The second edition of the event in Bari was even more successful than expected. Dynamo Camp
For the eighth year in a row, in 2016, Radio Deejay supported the SMS campaign “Non basta la fantasia per raggiungere Dynamo Camp” (Imagination is not enough to reach Dynamo Camp), carrying out a radiothon with guests and in-depth discussions during the Deejay Chiama Italia show hosted by Linus and Nicola Savino. The campaign is also supported by Radio Capital, with references and guests during several 37
Sustainability Report 2016 broadcasts. Radio listeners can donate €2 per SMS to a charity number to give seriously ill children a free holiday at the Dynamo Camp.
A Radio Deejay benefit auction also contributed to the collection of funds, which offered Deejay Chiama Italia sweatshirts, complete with two bicycles. Radio Deejay also supported the campaign for the Dynamo Camp party at the Fabrique disco in Milan.
38
Sustainability Report 2016
CHAPTER 4 - Focus on human resources
Working conditions and practices “The Group recognises the centrality of human resources and the importance of establishing and maintaining relationships with them based on loyalty and mutual trust. Therefore, the management of work and collaboration relationships is based on respect for workers’ rights and on taking full advantage of their contribution with a view to promoting their development and professional growth” (from the Group’s Code of Ethics) The fast-paced working environment and the need to take quick decisions in complex situations make human resources the main asset of GEDI, which is committed to strengthening its resources’ sense of belonging to the Group and fostering the effectiveness of teamwork and the exchange of knowledge, and offering professional enhancement that promotes development and internal growth. In the final analysis, the realisation of these goals guarantees that human resources pursue results that are consistent with the Group’s company objectives, which have always prioritised excellence.
The core principles at the basis of GEDI’s personnel management policies are respect and the development of every employee.For the Group, investing in human and intellectual capital is a fundamental tool for creating and maintaining value over time, while also generating a competitive advantage. Investments in training and development courses and company welfare initiatives produce a long series of benefits that contribute to creating value for human resources.
Breakdown of the workforce 1
At 31 December 2016, GEDI’s total workforce numbered 1,940 people, down 12.7% compared to the previous year. The reduction of 223 units is due to the deconsolidation of activities (refer to the Methodology for more information). In line with 2015, journalists accounted for 45.1%, office workers made up 42.8% and the remaining 12.1% consisted of executives and manual workers.
No. employees (31 December) Breakdown of employees by role (2016)
1 The workforce figures as at 31 December 2015 were restated to take account of the hiring, from 1 January 2016, of 39 people who were previously employees of a cooperative that operated in the publishing sector and training on behalf of Finegil Editoriale.
39
Sustainability Report 2016
As regards the age distribution of the company population, 48.1% of employees are between 30 and 50 years old. These figures bear witness to a high degree of company loyalty, which is strengthened by internal mobility that has historically favoured the growth of individual employees within the company.
Breakdown of employees by age (2016)
0% Dirigenti 42% 58%
1% 98% of Giornalisti 42% 57% employees 1% have a Impiegati 57% 42% permanent contract 1% Operai 41% 58%
<30 30-50 50>
In order to guarantee and promote stable employment as an indispensable prerequisite for company growth, a high percentage GEDI employees are hired on permanent contracts. As well as guaranteeing an ongoing long-term working relationship, this also represents an important motivational tool.
Attracting and retaining talent
The incoming turnover rate is 16.0%, while the outgoing rate is 25.9% (also including employees who left the company because they were eligible for retirement). The voluntary outgoing turnover rate is 1.0%.
As regards initiatives for attracting talented individuals who wish to embark upon a publishing career, there are a number of well-established projects based on multi-year relationships with universities, journalism schools and other institutions or associations.
Among these is the relationship with Fondazione Mario Formenton, which represents an opportunity to get in contact with ambitious, IN 2016 FONDAZIONE MARIO deserving young people who wish to begin working in the publishing FORMENTON ONCE AGAIN industry. The Foundation offers study grants connected with the HELD A COMPETITION FOR THE worlds of journalism and management. The winners are offered a ALLOCATION OF FOUR STUDY training or a specialisation and fine-tuning placement with the goal of GRANTS. introducing them to the working world in both journalistic and administrative roles.
Industrial relations
Industrial relations with trade union organisations have always been focused on proactive collaboration with respect for the various roles. During the year, important agreements were reached with the union for the use of social safety nets during a difficult economic period for the country, and agreements were also entered into regarding the protection of worker health and safety (courses on giving up smoking and fire prevention). The Group’s commitment to the professional updating of its workers at all levels and in all
40
Sustainability Report 2016 categories also continued, and the dissemination of internal information was further improved through the use of instruments such as the company intranet.
Furthermore, 100% of the Group’s employees were covered by collective bargaining agreements in 2016. Collective bargaining agreements also entail, at contractual level, the definition of a minimum notice period for employees in the event of operating or organisational changes.
Employees by contract category (2016)
Radio e televisioni private 69% 31%
Poligrafici 66% 34%
Grafici editoriali/terziario 32% 68%
Giornalisti 66% 34%
Dirigenti 80% 20%
Uomini Donne
Diversity and equal opportunities The Group undertakes to avoid all forms of discrimination based on age, gender, sexuality, state of health, race, nationality, political opinion, religious beliefs, in all decisions that impact the relations with its stakeholders (from the Group’s Code of Ethics)
GEDI pays close attention to respect for diversity and equal opportunities in employee recruiting efforts, rejecting all discriminatory practices and recognising the skills of each individual irrespective of nationality, religion or gender.
GEDI’s management and enhancement of human capital has always been focused on integration and respect for diversity. Relations amongst employees take place with protection for people’s rights and freedoms and the core principles that affirm equal social dignity, with no discrimination based on nationality, language, age, gender, ethic background, religious creed, political and union memberships or physical or mental condition.
Women make up 37.4% of the workforce with the highest percentage amongst office workers (47.2%). The breakdown of the workforce is impacted by some of the specific work carried out within the Group, particularly in the printing industry, and a tradition in which there has historically been a predominantly male presence within the specific working class, as in the case of preparation and printing processes, which take place at night. The Group’s 726 women employees work primarily on the editorial teams as well as in the administrative and sales areas.
41
Sustainability Report 2016
Equal opportunities are offered to employees of both sexes, while also promoting concrete initiatives to facilitate the work-life balance, such as the introduction of non-full-time employment contracts. 96.9% of permanent employees are hired on a full-time contract, while the remaining 3.1% work part-time. Women represent 91.4% of part-time employees.
GEDI is also committed to supporting the hiring of underprivileged people as it recognises the value of diversity and the importance of interaction amongst different groups in any activity, and also supports the integration of special groups, such as disabled employees. Number of employees in the “protected categories” (2016)
The remuneration policies are aimed at ensuring competitiveness on the labour market in line with the growth and loyalty retention objectives for human resources, as well as differentiating the remuneration instruments on the basis of individual expertise and skills. There are also slight differences between the average wages of men and women within the same employee category.
Ratio of average gross Ratio of average total salary of women/men remuneration of
2016 women/men 2016 Executives 84%* 79%* Journalists 84% 79% Office 80% 82% workers Manual 74% 71% workers *This figure excludes the General Managers and Head Office Directors of the various companies
Enhancement and development of skills GEDI considers employee training to be a fundamental instrument for strengthening their skills and enhancing their knowledge, especially at this time of rapid change in the media industry. The Group recognises the centrality of human resources and aims to guarantee their professional growth. Training is intended to increase their management and specialist skills and to bring their organisational behaviour into line with the Group's culture and objectives.
In 2016, GEDI provided its employees with more than 7,220 hours of training.
Hours of training by type (2016)
42
Sustainability Report 2016
Aside from the training courses provided for office workers and executives, once again, the Group’s employees underwent significant training in 2016, accounting for 82.1% of all training hours provided.
Training was provided in the area of foreign languages; in addition, Group journalists - in accordance with supplementary company contracts - have the possibility of taking advantage of an annual reimbursement for cultural refresher course expenses and training sabbaticals.
Hours of training by professional role (2016)
In addition, with the aim of developing and enhancing its human resources, GEDI periodically assesses the performances of its employees. In 2016 almost all executives (96.9%) underwent a performance assessment.
Worker health and safety GEDI has always been committed to protecting the integrity, health and wellbeing of its workers in all work places. The Group actively complies with legal requirements and obligations regarding health and safety in the workplace and ensures that they are applied in all of its companies. This takes place through the definition of organisational structures based on specific operating responsibilities, managerial responsibilities, the planning of prevention activities over time, the preparation of the relative expense budget, and the ongoing use of all technical support required to assess and reduce risks. Particular focus is dedicated to personnel training based on roles - workers, supervisors and executives - depending on the risks to which they are exposed and their specific tasks and duties.
In terms of industrial plant safety, particular attention is devoted to controls and detailed analysis in the planning and acquisition of new machines, machine reconditioning and reconfiguration and production cycles, specifically as regards criteria for the introduction and management of substances and chemicals. Working conditions and operating procedures are continuously monitored to regularly improve worker health and safety levels.
In 2016, the company provided training/information on the management of emergencies, video-terminals and other residual risks, with the involvement of the company personnel responsible, as well as the training
43
Sustainability Report 2016 of workers’ safety representatives. The healthcare supervision set forth in the protocols in place was also planned and carried out.
In 2016, 31 injuries were recorded, 24 of which during home-office commutes and vice versa.
44
Sustainability Report 2016
CHAPTER 5 - The Group’s environmental impact
Paper management and process efficiency The Group’s commitment to safeguarding the environment is realised through a range of initiatives designed to minimise the environmental impact of products and production activities, for example through the efficient use of natural resources, the optimisation of logistics flows and responsible waste management. The Group dedicates human and financial resources to actively comply with the extensive regulations in force for the protection of the environment and the resolution of environmental problems, primarily deriving from industrial processes. This activity involves a broad range of assessment and procedural activities and instrumental measurements which are carried out every day to efficiently and comprehensively meet regulatory requirements in this area as well as the expectations of its stakeholders.
Paper management and consumption are fundamental issues for the Group and - despite the digital evolution at the root of the GEDI strategy - still play a very important role in terms of reducing its environmental impact. The Group also seeks to guarantee the responsible use of its various resources by reducing energy and water consumption and improving the management of atmospheric emissions.
Paper management
The paper production process is carried out entirely by the paper mills and the finished product is then transferred to the graphic design company which looks after printing. The printed paper then goes to the warehouses, where it is stored before distribution. The return mechanism is also worth highlighting: after the newspaper/periodical is received by the reader, it can be collected and recycled, or it can be disposed of with non-recyclable waste. Paper pulp deriving from the collection of separate paper waste is sent to the paper mill for recycling.
Paper is a material of primary importance in GEDI’s industrial activities, and is also considered to be a sensitive element due to its environmental impact. In sourcing the different types of paper used to print its newspapers, periodicals and add-on products, the Group relies on leading international paper mills that are able to guarantee the strictest compliance with European environmental protection regulations. These are leading, internationally known companies in the sector which obtain raw materials from forests with international environmental protection certifications. All paper suppliers make use, albeit to differing extents, of DIP - or de-inked pulp - primarily for the production of newsprint, improved newsprint and coated paper. For the production of higher quality paper, our paper mill suppliers use non-chlorine cellulose. Production processes are certified by various national and international bodies to obtain sustainability labels.
In 2016, the Group consumed 74,891 tonnes of paper, significantly down on the 83,628 tonnes of 2015 (- 10.4%), thanks also to the greater digitalisation of content. A large amount of the paper used is recycled (74.1%).
45
Sustainability Report 2016
Virgin and recycled paper consumption (2014-2016, t)
As regards the type of paper used, in addition to newsprint for the newspapers, lightweight coated and best calendered plus are also used for the periodicals; finally, TrovaRoma and TuttoMilano are printed on improved newsprint.
Awareness-raising initiatives
Once again in 2016, GEDI reserved space in its publications for the Two Sides project, a European communications campaign designed to inform the public of all environmental issues connected with the paper and printing production chain, and to guarantee that printed paper is a sustainable means of communication.
The project is managed by Print Power, a European organisation that encompasses paper producers and distributors, printers, ink producers and publishers. By way of confirmation of the Group’s commitment to transparency in the paper production chain, since 2014 GEDI has been present with a representative on the European Print Power Board.
Group energy consumption 2 As regards energy consumption, the Group is committed to implementing initiatives focused on efficiency and the limiting of consumption with the ultimate goal of achieving higher eco-efficiency levels. GEDI consumes electricity for various reasons, mainly for the lighting of administrative and editorial offices, the various local offices throughout the country and the warehouses, and to run radio repeaters and printing plants.
In 2016, GEDI consumed just over 54 thousand MWh, a 3.7% drop compared with the previous year. One of the main reasons for the fall in energy consumption was the decision of two Group sites not to distil the water used to wash the printing matrices but to treat it as waste: in this way it is possible to avoid using the dedicated distillation plant, which consumes a lot of energy.
Electricity consumption (2014-2016, MWh)
2In 2016, the Group’s electricity consumption included high-frequency absorption. Consequently, the electricity consumption figures for 2014 and 2015 were also recalculated, inserting said absorption, to make the data comparable. As regards natural gas, the 2016 figures were realigned with the gas consumption figures, with the conversion parameter kWh/m3 equal to 9 in place of 9.7 (communicated by the Lazio Region), in order to consider a precautionary margin of plant yields. Also in this case, the natural gas consumption figures for 2014 and 2015 were also recalculated, to make the data comparable.
46
Sustainability Report 2016
As regards fossil fuels, natural gas consumption increased slightly in 2016 (+1.2% compared to 2015). Natural gas is used mainly to heat the Group offices.
Natural gas consumption (2014-2016, m3)
As for diesel, consumption in 2016 was once again very limited (130 tonnes), nonetheless up 8.6% compared with 2015.
-3.7% +1.2% +8.6% electricity consumption natural gas consumption diesel consumption
Initiatives to reduce energy consumption
In 2016, in order to reduce its energy consumption and limit its environmental impact, Finegil Nord
47
Sustainability Report 2016
Est implemented an initiative targeted at optimising consumption through the installation of heat recovery plants. This initiative translated into electricity savings of 30,000 kWh.
Waste management In line with its focus on environmental protection and the responsible use of resources, GEDI also works to reduce waste from its core operations. The Group raises the awareness of its employees with regard to proper waste disposal and management and the minimisation of waste. In 2016, waste production increased by 10.4% compared with 2015, largely due to the increase in non-hazardous waste.
In 2016, around 15% of waste was recycled, while the quantity of waste disposed of in landfills decreased.
Waste generated (2014-2016, t)
Percentage of hazardous and non-hazardous waste (2016)
Lastly, in addition to the customary evaluation and management activities to ensure compliance with applicable regulations, the company complied with all requirements connected with the introduction of the SISTRI waste management system.
48
Sustainability Report 2016
Returns and pulp
As for the unsold copies of the publications (“returns”), these are collected from newsstands by local distributors who proceed to count and record them. Returns are generally collected from the warehouses of local distributors on pallets by a single operator responsible for collecting the return and sent to two depots, in central Italy and the other in Northern Italy. These depots count and certify them and if they are add-on products (Books, Cd, DVD etc.), they are sorted. Copies in perfect condition are made available for sale through the back issues service while the remainders are pulped.
In recent years the mechanism of the certified return of publications 13,000 tonnes of pulped returns at has been introduced. This consists of processing returns by local local distributors in distributors through certification and, at the same time, pulping. By 2016 the end of 2016, some 66 certificates had been issued by the Certified Returns Body (which concern 49 out of 74 active local distributors) enabling local distributors to pulp the publications directly on-site. In 2016, local pulp totalled around 13,000 tonnes.
This led to a significant reduction in the volume of copies that the returns collection company had to transport, store and collect, with a significant positive impact on the environment.
Greenhouse gas emissions and electromagnetic pollution
Greenhouse gas emissions 3 To monitor its environmental impact and implement A Carbon Footprint is the amount of initiatives to mitigate it, in 2016 GEDI once again made a greenhouse gas that can be attributed to commitment to calculating the greenhouse gas emissions a product, organisation or individual. It is directly or indirectly associated with its core activities. expressed in tonnes of CO2 eq (CO2 equivalent).
Greenhouse gas emissions In accordance with the Greenhouse Gas (GHG) Protocol, the main accounting tool for greenhouse t CO2 eq 2014 2015 2016 gas emissions, the emissions were subdivided into Scope 1 1,579 1,704 1,723 different types: more specifically, Scope 1 Scope 2 23,331 22,888 18,809 emissions stem from the consumption of natural Scope 3 41,638 35,970 32,214 gas; Scope 2 emissions from electricity Total 66,548 60,562 52,746 consumption and Scope 3 emissions from the consumption of paper and the waste produced.
In 2016, GEDI’s total emissions amounted to 52,746 tonnes of CO2 equivalent, down by 12.9% compared to 2015. The most significant reduction relates to Scope 2 emissions (-17.8% compared to 2015).
3Greenhouse gas emissions figures relating to 2014 and 2015 were recalculated as a result of the recalculations of electricity and natural gas consumption, which include high frequency absorption and the alignment of the conversion parameter kWh/m3 provided by the Lazio Region. Furthermore, the emissions factors were updated for the calculation of greenhouse gas emissions in 2016.
49
Sustainability Report 2016
Environmental impact of radio activities Elemedia S.p.A broadcasts FM radio on behalf of the Group's three broadcasters (Radio DeeJay, Radio Capital and m2o). Transmission takes place through roughly 900 frequencies broadcast by transmission sites where antennas on metal support frames are installed. These sites are located primarily in mountainous areas far from inhabited areas.
The Group does not decide on the placement of broadcasting plants or technical parameters, which are established by the Ministry of Economic Development.
The Group’s radio antennas may be checked by the ARPA (Regional Environmental Protection Agencies), which monitor compliance with the legal limits placed on electromagnetic fields (the limits imposed by Italian law are amongst the strictest in Europe). In any event, the emissions generated by the Elemedia plants are a direct result of management methods based on strict compliance with the parameters established for the concession.
To keep pollution levels systematically below the limits, the Elemedia conducts self-audits and allocates adequate resources expressly for this reason. The Group relies on a network of inspectors responsible for managing the plant network, who carry out periodic control and maintenance activities. The Group also uses several probes located throughout the country and placed in some strategic points in cities, which are used to monitor signal levels (remote control network).
Elemedia did not receive any penalties for exceeding radiation protection limits, while it is common practice for Elemedia to undertake reduction procedures to ensure compliance.
Lastly, along with other Italian radio broadcasters, Elemedia is a member of a consortium (CLUB DAB Italia) for the promotion and development of Digital Audio Broadcasting (DAB) frequencies, a digital radio broadcasting system which is still being planned in many Italian regions by the Ministry of Development. DAB has a number of advantages compared to analogue broadcasting: first and foremost better signal quality, by reducing interference and disturbances deriving from the overlapping of programmes and the presence of obstacles in the signal broadcasting path; secondly, the system helps to offer better service to users as it makes it possible to unite supplementary information with the audio signal; finally, the DAB system consumes much less energy than the analogue system, which also greatly reduces electromagnetic pollution levels.
50
Sustainability Report 2016
Group water consumption
GEDI promotes the responsible and informed use of water. This resource is used primarily in employee bathrooms and, to a lesser extent, in the printing process at some plants. In 2016, water consumption came to 84,666 m3, well down compared to 2015 (-11.4%). The Group uses water exclusively from the public water supply.
Water drawn from the public water supply (2014-2016, m3)
Roughly an 11% reduction in water consumption in 2016
Environmental impact of distribution and logistics The Group focuses increasing attention on reducing the environmental impact of the transportation of its products and is constantly committed to developing solutions to optimise it.
Newspapers
Daily newspaper la Repubblica is printed at 8 printing centres located across Italy from which vehicles depart every night to deliver the printed copies to the various local distributors (74 private companies as at 31 December 2016) who, in turn, deliver the papers to Italian newsstands. The transport from the printing centre to local distributors is defined as “primary transport” while that from local distributors to newsstands is “secondary transport”, managed entirely and independently by local distributors.
Primary transport for la Repubblica is managed by national distributor Somedia S.p.A. (wholly owned subsidiary of GEDI), which employs qualified third-party suppliers. Significant measures have been taken to reduce the number of dedicated and exclusive carriers, entrusting the activities to operators that also transport publications by other publishers, with the objective of filling vehicles, and therefore reducing the environmental impacts. In addition, transport pooling has been introduced at the printing centres where the other GEDI local newspapers are printed.
Periodicals
Somedia S.p.A., which uses a single qualified operator at national level, also manages the primary transport from printing sites of all of the GEDI periodicals and add-on products (books, CDs, DVDs etc.) that come with Group publications. In this way the transport vehicles are loaded as fully as possible guaranteeing a substantial reduction in atmospheric emissions.
51
Sustainability Report 2016
Attachments
Human resources 4 Company population by employee category and gender 2014 2015 2016
Men Women Total Men Women Total Men Women Total no. people Executives 54 13 67 54 13 67 52 13 65 Journalists 750 354 1,104 696 343 1,039 577 297 874 Office workers 504 423 927 474 398 872 439 392 831 Manual workers 165 47 212 196 48 244 146 24 170 Total 1,473 837 2,310 1,420 802 2,222 1,214 726 1,940
Company population by contract type (fixed-term vs. permanent) and gender 2014 2015 2016
Men Women Total Men Women Total Men Women Total no. people Fixed-term 38 11 49 30 18 48 25 14 39 Permanent 1,435 826 2,261 1,390 784 2,174 1,189 712 1,901 Total 1,473 837 2,310 1,420 802 2,222 1,214 726 1,940
Permanent company staff by employee type (full time vs. part time) and gender 2014 2015 2016
Men Women Total Men Women Total Men Women Total no. people Full time 1,429 766 2,195 1,382 727 2,109 1,184 659 1,843 Part time 6 60 66 8 57 65 5 53 58 Total 1,435 826 2,261 1,390 784 2,174 1,189 712 1,901
Company population by employee category and age 2014 2015 2016
<30 30-50 >50 Total <30 30-50 >50 Total <30 30-50 >50 Total no. people Executives - 40 27 67 - 35 32 67 - 27 38 65 Journalists 15 534 555 1,104 7 450 582 1,039 10 366 498 874 Office workers 8 656 263 927 6 563 303 872 11 471 349 831 Manual workers 1 162 49 212 - 154 90 244 1 70 99 170 Total 24 1,392 894 2,310 13 1,202 1,007 2,222 22 934 984 1,940
Incoming and outgoing turnover broken down by age and gender (2016)
4 The workforce figures as at 31 December 2015 were withdrawn to take account of the hiring, from 1 January 2016, of 39 people who were previously employees of a cooperative that operated in the publishing sector and training on behalf of Finegil Editoriale.
52
Sustainability Report 2016
Incoming Outgoing
<30 30-50 >50 Total Turnover <30 30-50 >50 Total Turnover no. people Men 15 144 70 229 +18.86% 10 154 194 358 +29.49% Women 15 48 18 81 +11.16% 8 63 73 144 +19.83% Total 30 192 88 310 +15.98% 18 217 267 502 +25.88%
Incoming and outgoing turnover broken down by age and gender (2015) Incoming Outgoing
<30 30-50 >50 Total Turnover <30 30-50 >50 Total Turnover no. people Men 11 41 5 57 +4.01% 9 42 104 155 +10.92% Women 4 41 3 48 +5.99% 5 41 48 94 +11.72% Total 15 82 8 105 +4.73% 14 83 152 249 +11.21%
Incoming and outgoing turnover broken down by age and gender (2014) Incoming Outgoing
<30 30-50 >50 Total Turnover <30 30-50 >50 Total Turnover no. people Men 5 27 13 45 +3.05% 2 36 80 118 +8.01% Women 1 7 3 11 +1.31% 2 18 22 42 +5.02% Total 6 34 16 56 +2.42% 4 54 102 160 +6.93%
Protected categories 2014 2015 2016
Men Women Total Men Women Total Men Women Total no. people Executives ------Journalists ------Office workers 35 30 65 34 29 63 42 19 61 Manual workers 13 3 16 14 4 18 8 1 9 Total 48 33 81 48 33 81 50 20 70
Training Average no. hours of training by professional role and gender 2014 2015 2016
Men Women Total Men Women Total Men Women Total no. hours Executives n.a. n.a. n.a. 17.6 10.2 16.1 15.4 3.8 13.1 Journalists n.a. n.a. n.a. 6.2 6.6 6.3 0.3 0.5 0.4 Office workers n.a. n.a. n.a. 5.6 7.2 6.3 7.4 6.9 7.1 Manual workers n.a. n.a. n.a. 0.8 1.0 0.9 0.5 0.8 0.6 Total n.a. n.a. n.a. 5.7 6.6 6.0 3.5 4.0 3.7
Health and safety
Health and safety indicators
53
Sustainability Report 2016
2014 2015 2016
Men Women Total Men Women Total Men Women Total
Injury severity index1 24.51 13.38 20.94 15.23 21.53 17.60 46.52 42.74 45.12 Occupational disease index2 ------Absenteeism rate3 9% 10% 9% 9% 8% 9% 16% 15% 15% Injury rate4 2.03 0.65 1.59 2.41 0.88 1.85 2.01 2.04 2.02 1 The injury severity index is the relationship between the total number of days lost due to injuries and occupational disease and the total number of working hours in the same period, multiplied by 200,000. 2 The occupational disease index is the relationship between the number of cases of occupational disease and the total number of hours worked in the same period, multiplied by 200,000. 3. The absenteeism rate is the relationship between the total number of days of absence and the total number of working days in the same period, expressed as a percentage. 4 The injury rate is the relationship between the total number of injuries and the total number of hours worked in the same period, multiplied by 200,000.
Injuries 2014 2015 2016 Men Women Total Men Women Total Men Women Total no. injuries Workplace injuries 11 1 12 11 1 12 7 - 7 Commuting injuries 9 2 11 13 4 17 12 12 24 Total 20 3 23 24 5 29 19 12 31
Environment 5 Paper used 2014 2015 2016
Total % Total % Total %
Virgin paper 26,497 t 27.4% 21,779 t 26.0% 19,371 25.9% Recycled paper 70,321 t 72.6% 61,849 t 74.0% 55,520 74.1% Total 96,818 t 100% 83,628 t 100% 74,891 100.0%
Energy consumption 2014 2015 2016
Total Total GJ Total Total GJ Total Total GJ
5In 2016, the Group’s electricity consumption included high-frequency absorption. Consequently, the electricity consumption figures for 2014 and 2015 were also recalculated, inserting said absorption, to make the data comparable. As regards natural gas, the 2016 figures were realigned with the gas consumption figures, with the conversion parameter kWh/m3 equal to 9 in place of 9.7 (communicated by the Lazio Region), in order to consider a precautionary margin of plant yields. Also in this case, the natural gas consumption figures for 2014 and 2015 were also recalculated, to make the data comparable.
54
Sustainability Report 2016
58,037,902 Electricity 208,936 56,935,400 kWh 204,967 54,836,140 kWh 197,410 kWh Natural Gas 837,205 m3 32,659 903,564 m3 35,248 914,062 m3 35,658 Diesel 142 t 6,107 120 t 5,154 130 t 5,595 For electricity, 1 kWh = 0.0036 GJ For natural gas, 1 m3 = 0.03901 GJ For diesel, 1 t = 42.88 GJ
Water consumption 2014 2015 2016
Total Total Total Water drawn from the 124,111 m3 95,560 m3 84,666 m3 public water supply Total 124,111 m3 95,560 m3 84,666 m3
Waste 2014 2015 2016
Total % Total % Total %
Hazardous 1,598 t 23.8% 3,803 t 45.6% 3,624 t 39.3% Non-hazardous 5,116 t 76.2% 4,541 t 54.4% 5,591 t 60.7% Total 6,714 t 100% 8,344 t 100% 9,215 t 100%
Waste for disposal 2014 2015 2016
Total % Total Total % Total Total % Total
Recycling 2,663 t 39.7% 3,320 t 39.8% 1,344 t 14.6% Landfill 4,051 t 60.3% 5,024 t 60.2% 5 t 0.1% Other 0 t 0.0% 0 t 0.0% 7,866 t 85.3% Total 6,714 t 100% 8,344 t 100% 9,215 t 100%
55
Sustainability Report 2016
Scope of material aspects of GEDI
MATERIAL ASPECTS Scope of material aspects Categories Internal External Economic Economic performance GEDI - Environmental Raw materials GEDI - Energy GEDI - Water GEDI - Emissions GEDI - Effluents and waste GEDI - Products and services GEDI - Transport GEDI - Social Sub-category: Labour practices and suitable working conditions Employment GEDI - Labour/Management Relations GEDI - Occupational health and safety GEDI - Training and education GEDI - Diversity and equal opportunities GEDI - Equal pay for men and women GEDI - Social Sub-category: Human rights Freedom of expression GEDI - Cultural rights GEDI - Intellectual property GEDI - Protection of privacy GEDI - Social Sub-category: Society Local communities GEDI - Anti-corruption GEDI - Compliance GEDI - Social Sub-category: Product responsibility Marketing communication GEDI - Customer privacy GEDI - Compliance GEDI - Content creation GEDI - Audience interaction GEDI - Media literacy GEDI -
56
Sustainability Report 2016
Table of GRI indicators GEDI’s 2016 Sustainability Report has been drafted on the basis of the GRI Global Reporting Initiative - G4 guidelines according to the “In accordance - Core” option. The table below specifies the Group’s information based on the GRI - G4 guidelines with reference to the GEDI materiality analysis.
Indicator Page references/notes GENERAL STANDARD DISCLOSURE Strategy and analysis Statement from the most senior decision-maker of the organisation about G4 - 1 the relevance of sustainability to the organisation and the organisation’s 4 strategy for addressing sustainability Organisational profile G4 - 3 Name of the organisation 5; 9
G4 - 4 Primary brands, products, and services 9-13
G4 - 5 Headquarters 9-13
G4 - 6 Countries where the organisation operates 9-13
G4 - 7 Nature of ownership and legal form 17-18
G4 - 8 Markets served 9-13
G4 - 9 Scale of the organisation 9-13; 23; 39; 53
G4 - 10 Workforce characteristics 39-43; 53
G4 - 11 Percentage of total employees covered by collective bargaining agreements 41
G4 - 12 Description of the organisation's supply chain 45-46 Significant changes during the reporting period regarding the organisation’s G4 - 13 5-6 size, structure, ownership, or its supply chain
G4 - 14 Application of the precautionary approach or principle 4; 18-19
Externally developed economic, environmental and social charters, G4 - 15 principles, or other initiatives to which the organisation subscribes or which it 26-30 endorses Memberships of associations (such as industry associations) and national or G4 - 16 international advocacy organisations in which the organisation holds a 26-28 position on the governance body Material aspects and boundaries All entities included in the organisation’s consolidated financial statements or G4 - 17 9-13; 5-6 equivalent documents G4 - 18 Process for defining the report content 16
G4 - 19 Material aspects identified 16; 57
G4 - 20 Material aspects within the organisation 16; 57
G4 - 21 Material aspects outside the organisation 16; 57
G4 - 22 Any restatements of information provided in previous reports 5-6 Significant changes in the Scope and Aspect Boundaries G4 - 23 5-6 with respect to the previous Sustainability Report Stakeholder engagement G4 - 24 Stakeholder groups engaged by the organisation 15-16
57
Sustainability Report 2016
Indicator Page references/notes G4 - 25 The basis for identification and selection of stakeholders 15-16 The organisation’s approach to stakeholder engagement, including frequency G4 - 26 15-16 of engagement by type Key topics and concerns that have been raised through stakeholder G4 - 27 15-16 engagement Report Profile G4 - 28 Reporting period for information provided 5-6
G4 - 29 Date of most recent previous report 5-6
G4 - 30 Reporting cycle 5-6
G4 - 31 Contact point for questions regarding the report or its contents 5-6
G4 - 32 GRI content index 58-62 The organisation’s policy and current practice with regard to seeking external G4 - 33 63 assurance Governance G4 - 34 Governance structure of the organisation 17-18 Ethics and Integrity The organisation’s values, principles, standards and G4 - 56 20; 26-30 norms of behaviour
Indicator Page references/notes Omission SPECIFIC STANDARD DISCLOSURE ECONOMIC INDICATORS MATERIAL ASPECT: Economic performance How the organisation manages the material G4 - DMA 23-25 aspect or its impacts G4 - EC1 Direct economic value generated and distributed 24-25
G4 - EC4 Financial assistance received from government 27 Significant funding and other support received G4 - M1 27 from non-governmental sources ENVIRONMENTAL INDICATORS MATERIAL ASPECT: Raw materials How the organisation manages the material G4 - DMA 45-46 aspect or its impacts G4 - EN1 Materials used by weight or volume 45-46; 55 MATERIAL ASPECT: Energy How the organisation manages the material G4 - DMA 45-48 aspect or its impacts G4 - EN3 Internal energy consumption 46-48; 56
G4 - EN6 Reduction of energy consumption 46-48 MATERIAL ASPECT: Water How the organisation manages the material G4 - DMA 51 aspect or its impacts G4 - EN8 Water withdrawn by source 51; 56 MATERIAL ASPECT: Emissions 58
Sustainability Report 2016
Indicator Page references/notes Omission How the organisation manages the material G4 - DMA 49-50 aspect or its impacts G4 - EN15 Direct greenhouse gas emissions (Scope I) 49-50
G4 - EN16 Indirect greenhouse gas emissions (Scope II) 49-50 Other indirect greenhouse gas emissions (Scope G4 - EN17 49-50 III) MATERIAL ASPECT: Effluents and waste How the organisation manages the material G4 - DMA 48-49 aspect or its impacts Total weight of waste by type and disposal G4 - EN23 48-49; 56 method MATERIAL ASPECT: Products and services How the organisation manages the material G4 - DMA 45-46; 49-52 aspect or its impacts Extent of impact mitigation of environmental G4 - EN27 45-46; 49-52 impacts of products and services MATERIAL ASPECT: Transport How the organisation manages the material G4 - DMA 49-52 aspect or its impacts Significant environmental impacts of transporting G4 - EN30 49-52 products and other goods and materials ASPECT: Supplier environmental assessment Significant actual and potential negative G4 - EN33 environmental impacts in the supply chain and 45-46 actions taken SOCIAL INDICATORS Sub-category: Labour practices and suitable working conditions MATERIAL ASPECT: Employment How the organisation manages the material G4 - DMA 39 aspect or its impacts Total number and rates of new employee hires G4 - LA1 and employee turnover by age group, gender and 40-41; 53-54 region MATERIAL ASPECT: Labour/Management Relations How the organisation manages the material G4 - DMA 41 aspect or its impacts Minimum notice periods regarding operational G4 - LA4 41 changes MATERIAL ASPECT: Occupational health and safety How the organisation manages the material G4 - DMA 39; 43-44 aspect or its impacts Type of injury and rates of injury, occupational diseases, lost days, and absenteeism and total G4 - LA6 43-44; 55 number of work-related fatalities, by region and by gender MATERIAL ASPECT: Training and education How the organisation manages the material G4 - DMA 39; 42-43 aspect or its impacts Average hours of training per year per employee G4 - LA9 42-43; 54 . by gender, and by employee category MATERIAL ASPECT: Diversity and equal opportunities How the organisation manages the material G4 - DMA 39; 41-42 aspect or its impacts
59
Sustainability Report 2016
Indicator Page references/notes Omission Composition of governance bodies and breakdown of employees per employee category G4 - LA12 17-18; 41-42; 53-54 according to gender, age group and other indicators of diversity MATERIAL ASPECT: Equal pay for men and women How the organisation manages the material G4 - DMA 39; 41-42 aspect or its impacts Ratio of average remuneration of women to men G4 - LA13 by employee category, by significant locations of 41-42 operation Sub-category: Human rights MATERIAL ASPECT: Freedom of expression How the organisation manages the material G4 - DMA 26-28 aspect or its impacts MATERIAL ASPECT: Cultural rights How the organisation manages the material G4 - DMA 31-38 aspect or its impacts MATERIAL ASPECT: Intellectual property How the organisation manages the material G4 - DMA 26-28 aspect or its impacts MATERIAL ASPECT: Protection of privacy How the organisation manages the material G4 - DMA 29-30 aspect or its impacts Sub-category: Society MATERIAL ASPECT: Local communities How the organisation manages the material G4 - DMA 31-38 aspect or its impacts Percentage of operations with implemented local G4 - SO1 community engagement, impact assessments and 31-38 development programs Operations with significant actual and potential G4 - SO2 31-38 negative impacts on local communities MATERIAL ASPECT: Anti-corruption How the organisation manages the material G4 - DMA 17-19 aspect or its impacts Percentage of employees that have received G4 - SO4 training on anti-corruption policies and 19 procedures Confirmed incidents of corruption and actions G4 - SO5 19 taken MATERIAL ASPECT: Compliance How the organisation manages the material G4 - DMA 17-19 aspect or its impacts Monetary value of significant fines and total No significant sanctions for non- G4 - SO8 number of non-monetary sanctions for non- compliance with laws and regulations
compliance with laws and regulations were issued in 2016 Sub-category: Product responsibility MATERIAL ASPECT: Marketing communication How the organisation manages the material G4 - DMA 28-29 aspect or its impacts Total number of incidents of non-compliance with regulations and voluntary codes concerning G4 - PR7 28-29 marketing communications, including advertising, promotion, and sponsorship, by type of outcomes MATERIAL ASPECT: Customer privacy 60
Sustainability Report 2016
Indicator Page references/notes Omission How the organisation manages the material G4 - DMA 29-30 aspect or its impacts Total number of substantiated complaints G4 - PR8 regarding breaches of customer privacy and losses 29-30 of customer data MATERIAL ASPECT: Compliance How the organisation manages the material G4 - DMA 26-30 aspect or its impacts No significant sanctions for non- Monetary value of significant fines for non- compliance with laws or regulations G4 - PR9 compliance with laws or regulations concerning concerning the provision and use of
the provision and use of products and services products and services were issued in 2016 MATERIAL ASPECT: Content creation How the organisation manages the material G4 - DMA 26-30 aspect or its impacts Methodology for assessing and monitoring G4 - M2 26-30 adherence to content creation values Actions taken to improve adherence to content G4 - M3 26-30 creation values, and results obtained MATERIAL ASPECT: Audience interaction How the organisation manages the material G4 - DMA 21-22; 31-38 aspect or its impacts G4 - M6 Methods to interact with audiences and results 21-22; 31-38 MATERIAL ASPECT: Media literacy How the organisation manages the material G4 - DMA 31-38 aspect or its impacts Actions taken to empower audiences through G4 - M7 media literacy skills development and results 31-38 obtained
61
Sustainability Report 2016
Independent Auditors’ Report
62
Sustainability Report 2016
63