Put in place a permanent, innovative reporting model that ensures full and transparent communication of information to our stakeholders.
We consider this Sustainability Report a strategic tool that is fundamental for changing our
approach to business. On this basis we decided to develop an innovative model and identify
challenges, tasks and objectives that apply also to reporting.
THE INVOLVEMENT OF THE ENTIRE ORGANIZATION
One of the most important elements introduced lies in using the report as an instrument of corporate change: to this end it was decided that the entire company should be involved throughout the whole process. Working directly on the project, each area came face to face with the subjects linked to corporate citizenship, integrating them into their daily work.
Three teams were set up: the first is formed by the CEO and the directors of each area, who have the task of providing strategic direction; the second is composed of the Director of Communications and External Relations, the project leader and the staff of FON DACA, who provides scientific-methodological support to the process and a third group comprises managers of all areas within the company who were invited to provide their own active contribution.
STAKEHOLDER INVOLVEMENT
Another fundamental innovative element is the involvement of stakeholders from the very first stages of the reporting process. The idea behind this is to allow stakeholders to provide their effective contribution in the decision making stages of the process.
To avoid issues relating to circularity and deductive approach and obtain results comparable
with those of other companies, we decided to adopt international standards and the principles that form the basis of GRI (Global Reporting Initiatives) guidelines. Moreover, we analyzed the indicators used by our competitors; identifying those we considered good examples of reporting. Our commitment will progress with a report on the company’s entire supply chain and the inclusion of social and environmental effects in the income statement.
THE PROCESS EXECUTED
The first step was to prepare the responsibility model: a document which reported a list of all Barilla’s areas of responsibility and all the indicators, in as much detail as possible, which assess the related activities.
Each operating unit contributed, calculating the indicators most suited to evaluating the activities performed by them. Having identified a list of 450 KPIs (Key Performance Indicator), the next step was to involve the stakeholders. 27 stakeholders across 5 categories (employees, suppliers, consumers, scientific community, associations) attended the first forum; 35 recommendations arose from this meeting that were taken into consideration and 25 of these were incorporated in the indicator calculations (set out in the Appendix “Table of stakeholder recommendations - first forum”).
Our aim was to ensure that the report was not just a description of activities relating to corporate sustainability but that it facilitated the identification and pursuit of improvement objectives. To this end we decided to reduce the number of indicators maintaining those we considered to provide key information.
To carry out this selection we identified global challenges for sustainable growth and the commitments that must be undertaken to face these challenges. Once again all areas of the organization were involved together with a panel of stakeholders. 35 stakeholders across 9 categories (associations, trade unions, trade associations, media, the scientific community, local communities, consumers, suppliers and employees) attended the second forum. 29 recommendations were gathered during the forum and 21 of these were incorporated (set out in the Appendix “Table of stakeholder recommendations - second forum”).
The challenges and commitments identified were summarized in matrix form and published in the document “Challenges, Commitments and Actions for a Sustainable Growth”. Considering that a certain number of stakeholders attended both forums, the entire process involved 55 stakeholders.
Another important element that guided the choice of indicators is the desire to be held accountable for the results and the effects, more than the activities performed or the resources employed. Subsequently the collation of data required to calculate the chosen indicators commenced.
By publishing the data in this report we undertake to improve them in future, focusing not only on meeting basic requirements but on optimum solutions applied to the issues identified. To provide concrete evidence of this commitment we have identified one objective for each commitment undertaken.
These objectives must be realized over a 5 year period in order to have sufficient time to pursue challenging, but attainable objectives and to incorporate them in the company’s strategy plan. Finally, we are committed to taking on board the feedback relating to the opinion of the stakeholders involved in the process in respect to the quality of the reporting process followed and the end report.
STRATEGIC AREAS
In identifying the area of reporting our aim was to consider all of the Barilla subsidiaries around the world. Unfortunately this report, which is still in the experimental stages, does not acknowledge some specific items that belong to all markets and all brands within the group, and therefore it was not possible to use the complete list of key indicators in relation to all of our subsidiaries.
The table on the right sets out the percentage of indicators used for each subsidiary compared to the complete list. The table of indicators attached in Appendices, illustrates the area of reporting for each indicator. It was not possible to include the subsidiary Lieken in the area of reporting as it is currently undergoing a change and reorganization process. Furthermore, its activities differ significantly from Barilla’s core business.
Our short-term aim is to unify all Barilla’s subsidiaries in a single reporting model.
For the purpose of providing readers with the most transparent information possible, details are provided of the area of reporting for all data that does not include all of the subsidiaries.