Social responsibility has always been an integral part of our culture. Despite this our
approach to sustainability and the related initiatives have always been hindered by our operating dimensions.
Stakeholders have the right to access transparent information and we feel it is our duty to communicate publicly our commitments and the activities performed with regard to sustainability. We aim to do this through a report based on a system of indicators that measure the social and environmental impact of our activities.
The current reporting methods and the desire to experiment with an innovative method led us to establish a partnership with “Active Citizenship Foundation” (FONDACA, a research and training organization that specializes in corporate sustainability).
With the scientific support of FONDACA we have analyzed the reporting tools used by a number of other enterprises and identified a number of limitations in social reports.
The principal findings comprise: an emphasis on conclusive results rather than prevention, the circularity, the deductive approach of the reports, the scarce involvement of stakeholders, the priority given to compliance with regulations and standards to the detriment of initiatives supporting social and environmental development, the penalization of excellent companies due to the elementary nature of the standards used and the absence of information on problematic situations. To surpass these limitations we want to experiment with an innovative approach to reporting the company’s citizenship activities.
Our journey began with an assessment exercise. The most successful and innovative
analysis phase was carried out through a series of meetings with the most important
stakeholder categories. They participated in defining the corporate sustainability model through a global and systemic consulting process.
This model was presented in the “Challenges, commitments, actions for a sustainable
growth” report and comprises seven key challenges and fifteen commitments.
Now this report defines a series of indicators to measure our performance and in particular the targets that we expect to achieve over the coming five years. Our report is a key instrument in the Group’s redirection that could provide an effective contribution to the renewal of our corporate culture and business approach. Our long-term objective is to make all areas within the company participate actively in the reporting process so that sustainability is reflected in our business strategies.
The 2008 report relates to the companies owned by Barilla G. e R. Fratelli and does not include Lieken, the leading fresh bread business in Germany. This decision was made due to the process of change that is underway and the specific nature of the business that has characteristics and distinctive qualities that distinguish it from the other group activities in terms of the production supply chain, logistics and distribution.
"Feed others as you would feed your own children".
"Our father Pietro Barilla often quoted this phrase to express with simple eloquence his aspiration to help people live better, improve their wellbeing and increase their desire to eat well. For Pietro Barilla the concept of sustainability was founded on achieving business growth while continuously improving our products."
"Food today plays a central role and is of primary importance in international political, economic and social agendas. The whole food chain must be organized and governed by accessibility, sustainability and nutritional value, guaranteeing the quantity and quality of food produced and distributed. A multidimensional and cross-section approach involving different players, both public and private, is needed. We strongly wish to be part of this commitment, tackling the challenges facing us to prove we are competitive and sustainable."
