• How would you describe your current approach to ESG Strategy?

Our approach to sustainability is an integral part of how we operate: we do not consider it a mere exercise in compliance, but a strategic lever for creating long-term value. The establishment in December 2024 of an interdepartmental Sustainability Committee composed of eight members (four men and four women) and directly linked to the CEO confirms that sustainability is now a central governance issue.

We have just completed the drafting of our first Sustainability Report 2024, which will soon be available on our website, and we are working on the Sustainability Plan 2026–2028, defining clear and measurable objectives. For us, sustainability means not only greener operations, but also continuous improvement in the quality of service and the well-being of the people who work in the company.

• What specific initiatives or practices have you implemented so far, particularly related to the environment?

Even before the sustainability committee was established, we already had internal sustainability projects in place, including the creation of a forest of Paulownia trees, a species known for absorbing more CO₂ than any other.

Over the years, we have strengthened our commitment by focusing on efficiency and reducing our operational footprint through our “Repair before replacing” policy, which reduces waste production and the transport of spare parts. In the last four years, we have doubled the number of repairs, and when replacement is unavoidable, we work with partners to recycle 100% of damaged glass to minimize environmental impact.

We have optimized the management of glass shipments, reducing travel and returns, and in 2024 we made our headquarters in Verona energy self-sufficient thanks to the installation of a photovoltaic system.

• What were the main challenges you have faced while starting your ESG journey?

The most complex challenge was creating a dashboard to collect and standardize the data needed to measure impacts. Another initial obstacle was raising awareness of these issues. We were fortunate to have already launched sustainable projects before we started reporting, which made it easier for us to adopt practices aimed at reducing environmental and social impacts.

• What lessons or insights have you gained that might help others who are just beginning their own journey?

More and more companies are rethinking their approach to sustainability, even without regulatory obligations, and no one is born “knowing it all.”

Without the support of professionals, dialogue with companies that have already embarked on this path, and collaboration between departments, sustainability projects are likely to fail. It is not an activity that concerns individual areas of the company, but the entire system: it must become part of the corporate philosophy.

• How do you measure progress or success in your early ESG efforts?

In collaboration with our consultants, we have created data collection systems that we constantly monitor and update to ensure accurate information and simplify the drafting of the Sustainability Report. This allows us to verify whether the actions taken are aligned with the objectives of the Sustainability Plan. In addition to energy consumption, we monitor KPIs relating to personnel and training, the vehicle fleet, returns due to non-compliance, and customer complaints.

• What types of support, tools, or partnerships have been most helpful to you?

We understood the need for external support when we began collecting data for AGE’s Sustainability Report. The contribution of our Italian consultants was fundamental, helping us to understand market demands, analyze our impact, and organize our actions effectively.

• How do you envision your efforts evolving over the next 3–5 years?

We started by drafting the Sustainability Report to give concrete form to what we were already doing. In the coming years, the Sustainability Committee will be tasked with defining guidelines for more ambitious projects, already included in the 2026–2028 Plan. One of our long-term goals is to reduce our emissions as much as possible by 2030 through investments in renewable energy and a green fleet. We are considering introducing stringent ESG criteria for supplier selection, extending our standards throughout the supply chain, and launching awareness and training programs for employees and affiliates.

• What advice would you give to other organizations just starting their ESG journey?

ESG cannot be delegated to a single department: it must be a mandate from the board or management, translated into objectives shared by everyone. You can start by optimizing small aspects, promoting social activities, or measuring the areas of greatest energy and resource waste. In our sector, for example, the greatest impact concerns glass and logistics. There is no need for unattainable objectives: it is essential to share a concrete, transparent, measurable, and achievable roadmap at every level of the company.