Sustainability Report
With sustainable growth in mind, the Group has made sustainability an important brick in its business model, an approach that has been the subject of a report since 2014. Through its Sustainability Report, voluntary and based on GRI standards, Cereal Docks Group shares the information on its financial performance, social and environmental sustainability with its stakeholders.
| GOALS | TARGET YEAR | NOTES | STATUS |
|---|---|---|---|
|
Reach 100% of the company population trained on Code of Ethics contents
|
2022
|
Reprogrammed to 2023, Group company ethical codes updated and disseminated to all collaborators through the employee Portal. Activities to be conducted in 2023 identified (being structured and scheduled when the report is being drafted)
|  |
|
Achieve the minimum percentage of 30% reserved for each gender for the appointments of independent directors (where appointed) to the Board.
|
2025
|
-
|  |
|
Achieve the minimum percentage of 30% reserved for each gender for the appointment of regular and alternate auditors to the Boards of Statutory Auditors.
|
2025
|
-
| |
|
Achieve the minimum percentage of 30% reserved for each gender for the appointment of members of the Supervisory Body.
|
2025
|
-
| |
|
Take an annual commitment at Board Committee level to monitor Code of Ethics compliance related to gifts received.
|
2022
|
Identified in 2022, training activities aimed at the Management Committee to be conducted in 2023 (at the time of drafting the budget in the structuring and scheduling phase)
|  |
|
Take an annual commitment at Board Committee level to document relations with Public Administrations.
|
2022
|
Each Board Committee member (for self and the area they are responsible for) prepares a list of any meetings with public officials (where, when, who, ref. dossier) for office motives
| |
|
Introduce ESG sustainability targets on result bonuses.
|
2022
|
Introduce an environmental target: maintaining CO2 emissions per ton processed below the average of the last fiscal three-year period
| |
| GOALS | TARGET YEAR | NOTES | STATUS |
|---|---|---|---|
|
Increase the self-produced photovoltaic electricity by 50% compared to 2022 by 2024[1]
|
2024
|
-
| |
|
Increase the average, incoming payload factor by 15% (average metric tons per train) compared to 2018
|
2025
|
-
| |
|
Increase the average, outgoing payload factor by 30% (average metric tons per train) compared to 2018
|
2025
|
-
| |
|
Maintain the accident frequency index under 1.57[2] every year
|
2025
|
-
| |
|
Maintain the accident gravity index under 1.17[3] every year
|
2025
|
-
| |
|
Reach at least 65% of Euro 6 vehicles out of the total number serving the Group
|
2025
|
-
| |
|
Double the number of controls and analyses on water discharge by 2025, compared to legal obligations
|
2025
|
-
| |
|
Set up an awareness-raising and efficiency programme on the use of paper by the end of 2022, to be launched in 2023
|
2022/
2023
|
Individual consumption mapped; established listening, intervention, awareness-raising programme
| |
|
Reduce the consumption of paper for office use by at least 20% compared to 2021 by the end of 2023 thanks to the implementation of digitisation processes
|
2023
|
-
| |
| GOALS | TARGET YEAR | NOTES | STATUS |
|---|---|---|---|
|
Maintain collaboration with at least 70% of the Italian suppliers of raw materials already in the supply chain with Cereal Docks
|
2025
|
-
| |
|
Identify a pilot company for each area of competence
|
2023
|
-
| |
|
Generate a tool/app for the development and supply of digital services to farms by the end of 2022 to be disseminated by the end of 2023
|
2022/
2023
|
The app has been developed and made available to farms which supply directly to Cereal Docks
| |
|
Generate Guidelines / Standards to be used to start a Low Carbon / Carbon Neutral (e.g. Regenerative Farming) supply chain
|
2023
|
-
| |
|
Implement an annual Mantegna Academy review for farming, to train suppliers
|
2022
|
2022 Review “towards regenerative farming: techniques compared to experiment new farming models”
| |
|
Reduce timing for the analyses for GE, 3-MCPD on refined plant-based oils by the end of the same sampling day
|
2025
|
-
| |
|
Reduce the timing for analyses in HPLC (Accredited ISO17025) for Afla-Don-Zea-Ocra on Cereals to 48 hours
|
2025
|
-
| |
|
Reduce the timing for analyses for GMO (Accredited ISO17025) on soy seed and extraction flour to 24 hours
|
2025
|
-
| |
|
Reduce the timing for analyses for GMO on soybean lectins to 36 hours
|
2025
|
-
| |
| GOALS | TARGET YEAR | NOTES | STATUS |
|---|---|---|---|
|
Increase by 38%, compared to 2020, the foreign purchases of sustainable soy seeds coming from areas that are not deforested, guaranteed by RTRS, SSAP or other certification
|
2025
|
-
| |
|
Increase by 25% compared to 2021[4], the budget assigned to group R&D investments, by the end of 2025
|
2025
|
-
| |
|
Reach 6% of the ratio between personnel dedicated to R&D (FTE) out of all personnel (FTE) by end of 2023
|
2023
|
-
| |
|
Implement an impact measurement tool (e.g. LCA, EPD) from cultures in vitro for AetheraBiotech by the end of 2022
|
2022
|
Life Cycle Assessment study has been launched and an impact measurement tool coming from cultures in vitro will be implemented in November 2022.
| |
|
Establish a Code of Conduct for the suppliers of each Group company
|
2022
|
A Code of Conduct has been established for the suppliers of all Group companies.
| |
|
Reach at least 80% of suppliers having subscribed to the new Code of Conduct[5] by the end of 2023
|
2023
|
-
| |
|
Maintain at least 90% of the total volumes purchased by customers loyalised in the last 3 years
|
2025
|
-
| |
|
Open innovation: engage/continue to collaborate with at least 2 start-ups per year
|
2025
|
-
| |
|
Develop/maintain at least 3 initiatives per year of engagement with the scientific community and universities, to search for ideas and innovative solutions for the Group
|
2025
|
-
| |
|
Extend the customer satisfaction questionnaires to all Group companies (that have relations with customers)
|
2022
|
Questionnaires and sending mode established, with sending scheduled after the end of FY 2022 (September-October 2022).
| |
|
Extend use of ECOVADIS / SEDEX questionnaires to assess the supply chain sustainability
|
2022
|
Postponed to FY2023.
| |
|
Develop one initiative per year dedicated to the quality culture and protection of food safety
|
2025
|
First edition of the FOOD SAFETY DAY (June 2022).
| |
|
Develop an open innovation program envisaging actively involving the company population at least once a year
|
2025
|
Mantegna Accelerator Initiative
| |
| GOALS | TARGET YEAR | NOTES | STATUS |
|---|---|---|---|
|
Develop a listening tool (survey) for employee satisfaction
|
2023
|
-
| |
|
Structure a system of health and safety culture awareness-raising actions (e.g. safety-day, but also webinars, information pills, etc.)
|
2023
|
The SAFETY DAY training events have been introduced all year long
| |
|
Reach at least 50% of the ratio of number of near misses notified in the year on the number near misses estimated per year[6]
|
2025
|
-
| |
|
Invest at least €250,000 per year in employee welfare and benefits
|
2025
|
FY 2022: > €350 thousand
| |
|
Reach at least 95% of total employees using the welfare and benefit tools made available
|
2025
|
FY 2021: 95% The welfare system follows the calendar year, so the figure is related to the period 01/01/2021-31/12/2021, last figure available when the report was drawn up
| |
|
Establish a process able to improve management of training activities (Introduction LMS)
|
2022
|
Postponed to FY 2023.
Supplier assessment required a more in-depth, prior analysis of the process than envisaged; this led to the need to identify a supplier able to provide a highly customisable solution
| |
|
Invest at least €150,000 a year in projects for the community and territory
|
2025
|
-
| |
|
Continue to envisage “Face to face” meetings between Top Management/Presidency and employees
|
2025
|
-
| |
|
Establish an awareness-raising and promotion action for the wellbeing of employees in the company during working hours
|
2025
|
-
| |
|
Set up one day a year for company voluntary work, well-being for people and the community
|
2025
|
Established the kit make-up with materials being prepared at the closure of FY 2022
| |
|
Create an Onboarding Kit for all new employees
|
2025
|
Established insurance matters and performance method; identified the structures in which activities should take place as of FY 2023
| |
