IB's Sustainability Report 2013

Report Sostenibilità 2013

The third sustainability report was created and published by IB with a digital-oriented graphical tool, according to the corporate paperless guidelines

The report was published September 15, 2014

Indice................ The president's speech 5................ Note on methodology 6

1. ABOUT US ................ IB today 8................ Industries 8................ Key �gures of 2013 8 ................ Our values 9................ Corporate governance 10................ Our history 11

2. SUSTAINABILITY ................ IB sustainability model 13................ Work 13................ Environment 13................ Construction of networks 13................ Sustainable innovation 13................ Stakeholder map 14

3. ECONOMIC PERFORMANCE ................ Added value calculation 17................ Added value distribution 17

4. ENVIRONMENTAL PERFORMANCE ................ ISO 14001 20............. Energy consumption 21................ Waste production 21................ Paper consumption 22................ Use of water resources 22................ Carbon Footprint 22................ Focus on 23

5. SOCIAL PERFORMANCE ................ SA 8000 25................ The land and the local community 26................ IB for sport 26................ IB for the culture 26................ IB for the social 26

6. TARGETS AND RESULTS ................ Reached targets of 2013 28................ Targets of 2014 29 ................ Economic performance 29................ Environmental Performance 29................ Social Performance 29

A. ATTACHMENT ................ Table explaining the reports’ content

Maurizio Ricci

“IB is undergoing major changes never experienced before, that will be possible thanks to innovative solutions due to new markets, research and development, but above all thanks to the people who will follow us along this path”.

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The president's speech

IB presents its sustainability report, the third after those already published in 2012 and 2011.2013 was for us the year of "from saying to doing", in particular regarding strategic issues started in 2012 that have seen the �rst concrete returns in 2013, creating at the same time unexpected possibilities and many challenges and risks.In this historical period for Western economies, the traditional business area of IB is highly dependent on competitiveness.During 2013 innovation, research and development activities experienced a transition from experimentation to implementation, expanding and even changing the corporate business model, introducing processes and products aimed at environmental sustainability and energy saving in several sectors where the company operates, primarily in the "marine" sector.From this point of view the agreement with the RINA Group signed in 2013 was crucial. RINA has a strong need to expand and change its o�er and believed in the potential of a small-medium innovative enterprise like IB.What are the e�ects in the medium term of these transformations in IB?Innovating the model leads to a change of the corporate image and to a signi�cant growth of the structure, but above all, in a �ve-year perspective, it is necessary to face a radical change never previously experienced; this implies the need to develop policies for internationalization, localizing in strategic geographical areas and adopting new business models that involve new technical and commercial actors.This is our vision of the future: the challenge is on and we will not go back.

This is the third edition of the Sustainability Report, and over the years it has been strengthened becoming a tool showing the ability to integrate economic decisions with environmental and social issues, according to the Triple Bottom Line.

The Report explains " 2013 in IB view" to the stakeholders, highlighting not only the �nancial aspects of business management, but especially the performance of sustainable development undertaken (social and environmental).

The Sustainability Report has been prepared in accordance with the Sustainability Reporting Guidelines of the Global Reporting Initiative - version GRI-G3.1 level C self-declared - that represents, nowadays, the best internationally recognized standards in terms of sustainability reporting.

The contents of the Report are based on the materiality concept, including the most relevant issues for the company and the ones of greater interest to stakeholders.

For the economic �gures the reporting standards prepared by the Study Group on Social Reports (GBS) were also used.

Within the report, in line with those published in previous years, evidence is given of the results in 2013 and the new 2014 target.In drawing up the Report the inclusion of indicators reported directly by company management systems was privileged, making only marginal use of estimates.

The information and data contained in the Sustainability Report refer to the period between January 1 and December 31, 2013 and relate to IB Srl.

This Report will be given to the main IB stakeholders and is also available on www.gruppo-ib.com website.

Note on methodology

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About us

7

Key �gures of 2013

5.5 Mln Turnover

75 Employees

154 Active customers with 452 sites

16,49% EBITDA

26,3% Cost of production for R&S (sta� + production cost )

8

About us

1. About us

IB today

IB has reached its 30th year of life dedicating itself to the development and implementation of software for technical process management, maintenance and energy e�ciency, as well as the related specialist consultancy.

IB o�ers solutions and tools speci�cally designed to meet the broader needs of technical management in any sector of the market.

IB O�er is not just about software solutions called InfoSHIP®, InfoFACILITY®, InfoHEALTH®, InfoPMS® and technological tools aimed at maintenance management, but includes also specialist consultancy in "Maintenance & Operation" processes and all services complementary to the core business.

IB operates mainly on the Italian market, which in 2013 represented 89% of the turnover.

Industries

Marine: merchant ships and cruise lines, ferries, ship management companies

Transportation & Logistic: road and rail �eets, port and airport infrastructure, highways

Healthcare: hospitals, nursing homes, private clinics, regional and national health agencies, medical equipment suppliers

Facility & Providers: real estate of any kind (hotels, sports facilities, leisure, etc) and outbuilding technological systems and green complexes

Utilities & Power Generation: waste management companies, water distribution, gas, energy production and distribution

Retail: logistic chain, hypermarkets/supermarkets, shopping centres

Process & Manufacturing: : automotives, chemicals, etc.

CPA / LG: Central Public Administration and Local Government

Oil&Gas: oil companies, o�shore platforms, re�neries

Metal Mills: steel companies and metalworking

Food & Beverage: food companies and beverage production

Fashion: shops, outlets and fashion factories

Our values

INNOVATIONwe create new solutions, thinking unconventionally

RELIABILITYwe meet the expectations and keep our promises, building transparent relationships with all our stakeholders

DYNAMICSwe are quick to respond, curious to identify challenges

VALUE OF THE INDIVIDUALbefore and beyond the roles of customer, supplier, partner, there are people, unique individuals with whom we are honoured to confront.

These are the guiding values in IB, able to increase our intangible capital: our reputation.

The ability to pursue our values every day allows us to:

• o�er a high quality of work to our employees;

• ensure our customers with high quality services and safe communications

• ensure our suppliers with an accountable and transparent contract management;

• check the "ethical" aspects of our supply;

• do not pollute, not only from an environmental perspective, but also from a psychosocial and anthropological standpoint (eg., Causing stress or making it particularly di�cult to put together family and work);

• involve partners that we feel in tune with our values, creating networks of "cultural" and business interest, providing and acquiring, in turn, experience and expertise, with a constant dialogue.

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About us

Corporate governance

IB has a corporate structure composed of founders and other members that have allowed a gradual growth in expertise.IB is structured into four areas:- two Business Units, aimed at di�erent market sectors (Marine-Industrial and Healthcare-Facilities),• one unit involved in Subsidized Research, which includes Special Projects aimed primarily at Paperless, Energy Security and Governance, transversal to the sectors,• a team of dedicated support services to the company (purchasing, personnel, administration, marketing, IT and general secretariat).

The President and CEO, de�nes the strategic, industrial and �nancial targets. Decision-making body is the Executive Committee composed by the CEO and the heads of operating divisions.The President also has the speci�c responsibility to create the conditions for sustainable innovation which is combined with the processes of business development and management in everyday practice.2013 saw the establishment of the Committee for Strategic Choices, which helps the shareholders' meeting in order to weigh and assess the feasibility of the ideas and strategic business needs.

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About us

1983 Bottazzi Informatica Srl, aimed at software solutions design and implementation, is created from an intuition of the Mario Bottazzi Snc, a provider of hardware components.

1986Birth of the InfoSHIP® product to support the �rst ship management for the customer Micoperi 7000 and beginning of the progressive penetration of IB in the marine world.

1990-1995IB reinforces its presence in the marine sector with the acquisition of important customers and extension of its presence in Costa Crociere, Coeclerici and others.

1996Knowledge is transferred from the marine technical operations sector to the plant management area, with the InfoPMS® product creation.

1998Application of InfoPMS® to the urban waste management sector through the acquisition of the customer AMIU (Genoa) for the management of facilities and �eets.

1999The �rst customer in the hospital sector is acquired; InfoPMS® is verticalised for the medical �eld.

2000InfoSHIP® is adopted by Carnival Cruise Lines, which extends the platform existing in Costa Crociere, recognizing it as a "Best Practice" procedure and importing it in the United States. In the same year the company becomes IB Informatica srl.

2002Construction of the new headquarters: the group grows in terms of sta� and turnover.

2003Birth of IB Facility srl, a company owned by IB Informatica srl and turned to the hospital market and real estate. The new brand and InfoHEALTH® InfoFACILITY® are designed.

2005 Partnership agreement with Esaote (one of the world's leading manufacturers of medical diagnostic systems) for the adoption of InfoHEALTH® as a standard solution for managing global service of medical equipment. Constant penetration of IB Facility in the hospital market, with the acquisition of dozens of Italian hospitals.

2005-2009 IB Informatica srl and IB Facility srl consolidate their presence in the market, strengthening the leadership in the production, distribution and implementation of software for Enterprise Asset Management.

2009 IB srl was born from the merging of IB Informatica and IB Facility, with structures and resources aimed to meet the new challenges in the market, by organizing business units intended for di�erent areas of expertise.

2011 Publication of the �rst Sustainability Report.

2011-13 IB is involved, along with RINA and on behalf of the Ministry of Infrastructures and Italian Transportation, in some important European Projects related to the Trans-European Transport Network Executive Agency (TEN-T). An increase of internal sta� follows to support the activities of Research and Innovation, both for the development of software and the project management.

2013 Software solutions InfoSHIP EGO® and InfoSHIP ELB® arise, aimed to the continuous monitoring of the energy cycle on board and for the electronic management of the "Ship Formalities".

Our history

11

About us

Sustainability

12

Doing business in a sustainable manner, creating value for all stakeholders has always been an IB identity hallmark, re�ecting the personal value system of entrepreneurs.Sustainability is increasingly synonymous of business.Over the years, the culture and the corporate action on sustainability has gradually evolved from a vision focused on the interior impacts (which was, like in 2004, the SA8000 certi�cation and ISO14001 ideals application tools) to one that smoothly integrates the internal commitment and the development of business outside.In particular, there are four issues on which IB focused its commitment in 2013 (internal and external) regarding sustainability:

1. Work2. Environment3. Construction of network 4. Sustainable innovation

WorkFrom the internal point of view, the strategic theme of 2013 is the promotion of the "km-zero-work" concept: the company has engaged itself in a recruiting process speci�cally intended for people who want to "return" to work on the Tigullio territory, to get closer to home.From the point of view of the business creation the IB strategy about "work" is focused on:- Helping to strengthen virtuous relationships between education and enterprise, collaborating actively in professional training of young people, with particular focus on IT skills and maritime industry;- Participate in building a work safety culture in Italy, by promoting B-BS (Behaviour Based Safety) model to analyze and help to change unsafe behaviour, which is the cause of 80% of accidents at work.

EnvironmentEven in terms of environmental sustainability internal development and business have proceeded in parallel: the strategic focus, in this case, being on energy e�ciency and on a more conscious use of raw materials.During 2013 IB launched a sustainable evolution of its o�er, trying to combine the technological features with attention to environmental issues: the development of solutions

aimed at improving energy e�ciency in big consumers (large retail, ships, etc.) and the document dematerialisation, particularly in the processes related to the maritime world, are consistent with this perspective.

Construction of networksSustainability is also based on the ability to co-design, and on the sharing of experiences and expertise between di�erent subjects for the achievement of a common goal, capable of generating greater value than the ability of the individual. Therefore, the presence of IB within international projects and in the development of business networks has been increased, in a manner that promises to be dynamic and interactive as a possible "new business model".

Sustainable innovationThe ability to produce innovation is one of the most impor-tant aspects in the construction of a business strategically oriented to sustainability. IB is therefore increasingly committed to improve and diversify its o�er with the intent to meet the needs of the markets, anticipating customer needs and focusing on new opportunities related to technological and innovative solutions.

Following the MIELE project, IB is involved in other research projects in the Transport, Energy and Telecommunications areas. Among them: AnNa, dedicated to the implementa-tion of EU 2010/65 directive prototyping Maritime National Single Windows of the 14 member countries participating; B2MOS, for the management of information to / from the ports by the stakeholders (operators, agents, etc.), and Monalisa 2.0, aimed at the de�nition of a Sea Tra�c Mana-gement system with important e�ects on all supply chain operators.

IB sustainability model

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Sustainability

2. Sustainability

IB compares itself and interacts with a comprehensive range of subjects (the so-called stakeholders) that have been "mapped" in 2011 according to the principles suggested by the methodology AA1000 SES (Stakeholder Engagement Standard).In 2011 six categories of stakeholders have been identi�ed and, for each one, relevant topics on which to start or

Stakeholder map

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Sustainability

Customers

Human resources

Suppliers

Owners

Public administration

Community

Partners

Current and potential customers

Internal and external workers

Strategic suppliers, funders/banks

Local and central governments; INAIL, INPS, tax agency,

Trade associations, business networks, schools and universities, non-pro�t world, media, citizens

Partners and stakeholders of projects in which IB is involved

STAKEHOLDER CATEGORIES

Transparency of supply, quality and reliability of service, development and innovation of the product and solutions

Remuneration, work quality and safety, wellfare, professional growth, harmonization between work and personal life

Respect of the agreements, quali�cation systems and performance evaluation

Transparency in communication

TOPICS

Respect of the rules, collaboration

Supporting initiatives for economic, social, cultural and environmental heritage develop-ment

Support and development of technological innovations

strengthen dialogue and involvement.During 2013, these categories have been reconsidered, integrating the "project partners", and, above all, have been analyzed critically, to identify the actual speci�c gravity of the various stakeholders for the life of IB, crossing two dimensions: the in�uence and the interest (see matrix).

The level of in�uence of each identi�ed stakeholder was evaluated according to the following parameters:• dimensions, • representativeness, • current and potential resources, • current and potential resources.

The level of interest, however, was assessed on the basis of: • impact of corporate policy with respect to the objectives of the identi�end stakeholders;• stakeholders ability to promote or claim their interests or to encourage their participation in decision-making. In the levels of in�uence and interest assessment, a scale of 1 to 4 was adopted where

1 = very low 2 = low 3 = high 4 = very high.

The creation of this scale has allowed the positioning of the stakeholders within a matrix divided into four quadrants based on the levels of in�uence and interest:

1. Key stakeholders: those who need to be involved because they have high interest and high in�uence with respect to business strategy and, therefore, strong capacity of action on the decisions that the company wants to adopt; 2. Attractive stakeholders: those who should be involved because they have low interest but high in�uence. This category can be represented by lobbyists or opinion leaders to in�uence public opinion with respect to certain issues;3. Weak stakeholders: those who have high interest but low in�uence. This category is often represented by individuals who do not have the means and the tools to be able to express their interests strongly;4. Stakeholders that have both low interest and low in�uence.

In the array below you can �nd the placement of each stakeholder in one of the described quadrants:

From this analysis it has come out that employees, customers and partners are key stakeholders who will be more and more involved in the co-design of corporate sustainability strategies

STAKEHOLDERS PLACEMENT

1 1,5 2 2,5 3 3,5 4

1,5

2,5

3,5

4

2

3

1

INTEREST

INFLU

ENCE

WEAK STAKEHOLDERS KEY STAKEHOLDERS

ATTRACTIVE STAKEHOLDERS

Non-Pro�tWorld

Business networks

Owners

Central governments

Internal workers

External workersPartnersCurrent customers

Suppliers Trade associations Potential customersMediaFunders/ banksschools and universities

Tax agencyINAIL, INPS, Citizens Local governments

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Sustainability

€16

Economic Performance

Added value calculation The added value is de�ned as the gross trading surplus of the reporting entity before deduction of operating costs and actually shows the wealth that IB was able to generate and then distribute to its stakeholders.- Wealth distributed to sta� in the form of direct and indirect remuneration;- Wealth distributed to the owners and to funders, as remuneration of the business risk;- Wealth for the central and local public administration, in the form of direct and indirect taxes, which constitute a very signi�cant part of the total wealth produced by IB;- Wealth for the Local Community, through the commitment of IB in sporting initiatives, social and cultural development;

- Wealth for the Enterprise System, as of reserves necessary to invest for the growth and strengthening of �nancial stability.

The added value assessment was reached through a reclassi�cation of the pro�t & loss account items, according to the methodology proposed in 2001 by the Study Group on Social Reports (GBS).The information presented below have been prepared on the basis of the data within Annual IB 2013, approved on 23.06.2014.

Reading of added value production and distribution data allows to read the �nancial statements according to the stakeholders’ view.We can therefore say today that the added value generated by IB for its stakeholders in 2013 amounted to €4,994,338, a very important �gure, especially considering that almost all

of this value has been redistributed to the local level, with an increase of around €760M compared to 2012.In particular, the division into percentages of the overall added value produced by IB in 2013 among stakeholders is represented in the table below.

3. Economic Performance

€

A) Value of production

B) Intermediate costs of production

C) Additional and extraordinary components

X) Sta� remuneration

D) Company remuneration

Y) Public Administration remuneration

K) Venture capital remuneration

Z) Loan capital remuneration

F) Donations and sponsorships

Value of production (output value) Eur Eur

Value of production (output value) EurEur % %

TOTAL ADDED VALUE 4.994.338 4.230.490

5.485.797

-1.007.399

515.939

3.486.751

266.810

408.655

340.306

487.216

4.600

3.271.776

279.099

242.481

215.893

200.392

20.550

77,34

6,60

5,73

5,10

4,74

0,49

69,81

5,34

8,18

6,81

9,76

0,09

5.294.058

-1.063.568

0

2013 2012

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Added value distribution

69,81%

5,34%

8,18%

6,81%

9,76%

0,09%

X) Staff remuneration

D) Company remuneration

Y) Public Administration remuneration

K) Venture capital remuneration

Z) Loan capital remuneration

F) Donations and sponsorships

The 69.8%, amounting to € 3,486,751, was allocated to sta�; excluding the added value of extraordinary items of 2013, the ratio is slightly higher (77.86%) than in 2012. This share considers the salaries including social security contributions paid by the employer and employee termination indemnities; turnover is almost constant, IB continues to invest heavily on its workforce, the costs of which increased by 6% compared to 2012 and by 10% compared to 2011.5.341%, amounting to € 266,810, has been reinvested in the company, similarly to 2012 and is represented by the non-distributed surplus and depreciation on investments.8.18%, amounting to € 408,655, was allocated to the public administrations (state, region and municipalities) in the form of taxes and fees.6.81%, amounting to € 340,306, was allocated to the ownership as a return on venture capital.9.76%, amounting to € 487,216, was allocated to the capital of the company, the amount for contingency more than doubled compared to 2012.

Finally, 0.09%, amounting to € 4,600 was allocated to the Local Community in the form of donations and sponsorships for sport, culture and art; the decrease is due more to contingency and not because of the company's will and is largely compensated by volunteering projects described below.

€

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Environmental Performance


ISO 14001As the President already said in the opening speech, 2013 was the year of the transition "from saying to doing" and this important development has also a�ected the commitment to environmental sustainability.For years, the mission of the environmental management system (certi�ed according to the international standard ISO 14001) was concentrated in limiting the negative impacts of business activities on the environment through a more careful management of natural resources and energy; previously, apart from some awareness initiatives such e�orts remained limited within the corporate boundaries.

Today IB is ready to bring attention to the environment not only in the best practices but also in the heart of its products: sustainability is no longer just a modus operandi but has become a "content".This evolution is called sustainable innovation: to design, develop and deliver products on the market capable of reconciling the technological aspects with those of environmental sustainability.This is the spirit that has characterized the participation of IB in European projects and the development of new solutions aimed to improve energy e�ciency and to achieve saving in raw material consumption.

The annual trend of consumption has gone down from about 150,000 kWh in 2012 to 140,000 kWh in 2013.

The per capita consumption is in line with the total trend as shown in the reference graph.

4. Environmental performance

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2013 con�rms the 2011 trend of fuel consumption reduction, decreased from 41.732 to 38.320 litres, with a total saving of about 8%. During the last three years, fuel consumption has therefore constantly decreased, thanks to a modern and sustainable company car �eet and to the decrease in Eur III models that in 2013 fell to 10% of the total number of vehicles (3 out of 30).

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Waste productionIB is committed to sustain the di�erentiation practice in the proper waste disposals, consisting mainly in a paper/cardboard and cartridges/toner.The company, in order to pursue a virtuous and sustainable relationship with its suppliers, has signed agreements for the withdrawal and the subsequent disposal of waste products.In order to pursue a policy of waste separation, all the o�ces, as well as the neighbouring areas, have a speci�c containers collecting.In particular, the sta� can distinguish:1) Special waste similar to urban ones:recyclable waste (paper, cardboard and paper products, recyclable plastic food plastic empty containers - EWC code 15 01 02) and non-recyclable (plastic items such as CDs and �oppy, other waste similar to municipal waste)2) Non-hazardous reusable waste:

Exhausted toner and printer cartridges, classi�ed according to the European Waste Catalogue code as EWC code 08 03 183) Hazardous special waste:Fluorescent tubes, neon, mercury, waste code 20 01 214) Solid waste: organic waste such as napkins, plastic plates and used glasses, etc5) Aluminum beverage cans: mixed packaging materials - EWC code 15 01 066) Glass bottles: glass packaging - EWC code 15 01 07.

According to �gures released by the Municipality of Rapallo for the �rst eight months of 2013, the percentage of recycling of waste products from the citizens is 46%.

Energy consumption

The consumption of natural gas in 2013 went up compared to 2012, due to the particularly bad weather conditions during the winter.

Paper consumptionIB is careful to contain the use of raw materials, but the Special Project unit regarding smooth development caused an increase in paper consumption related to its activity, mainly engaged in tendering. For this reason, in 2013 the consumption increased to 230 reams, returning to the levels of 2011, double the consumption of 2012.

In December 2013, the project MIELE ended, in which IB was engaged as “Implementing Body” for the creation of a system to dematerialise paper document �ows in the supply chain. The �nal presentation of the project took place in Lisbon at the headquarters of EMSA - European Maritime Safety Agency. MIELE results have been made available to other projects of the European Commission Ten-T where IB is involved. The experience of MIELE was crucial as it o�ered the chance to IB to bid other tenders and produce "semi-�nished objects” that can be turned into direct business opportunities.

The environmental footprint also called "carbon footprint" is a measure that expresses the total CO2 equivalent greenhouse gas emissions directly or indirectly associated with a product, organization or service and can be considered as an optimal tool to monitor the e�ectiveness and e�ciency of environmental management policies undertaken to achieve its sustainability goals.

During 2013 IB produced emissions of about 200,000 tons of CO2, with a reduction of 4% compared to the previous year.

By the year 2013 IB has consolidated a decreasing trend for the production of CO2 generated by its consumption. This positive result leads IB to experience for the year 2014 the extension of the calculation of the "carbon footprint" to a real system of "carbon footprint management", aimed at identifying compensation actions - carbon o�set - of CO2 emissions equivalent.

Use of water resources The use of water resources by IB is negligible and comparable to the one in private housing.

Carbon FootprintThe method adopted by IB for the calculation of equivalent CO2 emissions is based on the conversion factors of DEFRA (Department for Environment, Food and Rural A�airs) Guidelines for Company Reporting on Greenhouse Gas Emission, contextualized for the Italian territory.It includes, for each energy source, a conversion factor in kg of carbon dioxide, as described in the chart below.

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23


E�orts continue regarding the implementation of solutions to energy, environmental and economic e�ciency, thanks to the involvement in European Projects.

Over the past two years IB is increasingly engaged in national and international projects that aim at the development of prototype platforms for the management of operational processes involving maritime, road, air and rail transport.In this context IB has acquired a legacy of relationships and experiences the value of which is well above its proposed software company, collecting in the group "Research and Innovation" researchers and consultants who have created a true "workshop" that transforms ideas and opportunities in energy, environmental and economic policies.

To support these activities, partnerships have been signed with several departments of the University of Genoa including the DIP (Department of Production Engineering), the DITEN (Department of naval engineering, electrical, electronics and telecommunications) and the DIST (Department of Computer Science and Systems) and the Polytechnics of Milan, Bari and Trieste. It also has very active synergies with some strategic partners such as RINA, the DLTM (Ligurian District of Marine Technology) and the Consortium SIIT (Integrated Intelligent Systems Technologies).In particular, thanks to MIELE, the �rst European project that has seen IB very dynamic both in terms of technical

development and from the design point of view, IB is now a point of reference of the Italian Ministry of Infrastructure and Transport (MIT) in the evaluation of technical issues. The solutions under study and prototyping are aimed mainly at the marine world, with signi�cant impact on the docks, on the hinterland and on all the actors involved in the logistics chain.As well as the particular focus of each project, one of the main common objectives is saving energy resources, in accordance with the regulations in force in Europe and beyond, and in the implementation phase. Particularly relevant in this scenario, are the solutions EGO and ELB; the �rst is a complete system for the overall management and continuous monitoring of the energy cycle on board the ship, while the second is designed to ensure the reliability of the data, the security of transactions and the identi�cation of stakeholders. This system is currently being approved by the MIT.The de�nition and implementation of a an energy e�ciency model, with its implications in terms of fuel economy and the growth of a "green" attitude, is currently the most signi�cant problem from the point of view of business management and is the main challenge for the naval sector, involving shipowners, shipyards, ship operators, and the whole supply chain. Likewise, the management of a digitalized on-bord register represents a completely paperless bene�t from an organizational, environmental and economic point of view.

Focus on..

24

Social Performance

5. Social Performance

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Social Performance

Since 2004 IB is committed to formalizing its business model in a socially responsible way through a management system that meets the Social Accountability SA 8000 standards, which for nearly a decade has provided and continues to provide important ideas for the continuous improvement of the relationship with stakeholders, particularly employees, suppliers and the local community.

The decision to develop an annual Sustainability Report is the result of the application of the standard SA8000 itself.

But what kind of company is IB from a socio-demographic point of view?

31/12/2013 IB gives work to 75 people, including 52 employees, 87% of whom are hired with permanent contracts.It is a male-dominated company (63%) with mainly young people: 59% of employees are under 40 years old and 16% under 30.During 2013 there was a positive trend in workforce turnover with two people leaving the company and 8 joining it (8.5%).

In 2013 IB sta� committed a total of 5.3% of the total hours available to training activities.

SA 8000

26

IB for sport - Polysport Basket Lavagna- Società Calcio Giovanile Rapallo- Polisportiva S.Maria - volley- A.S.D. Camogli - football

IB for the Culture- Festival Internazionale Valle Christi - Valle Christi International Festival, which IB has been promoting since 2004, an entertainment and cultural event in the fabulous setting of the Valle Christi Monastery- Concert Festivals in the San Fruttuoso Abbey.- Eticlab, an association that since 2010 has been promoting in the Ligurian territory culture and best practices of corporate social responsibility and sustainability (www.eticlab.org).

IB for the social- Consulta del Volontariato di Rapallo which allocated funds to "Ultimi" association for the homeless living in the station.- Support to AIRETT Association, that for twenty years has been working alongside doctors, researchers and therapists to address and �ght the Rett Syndrome.- Support to the association Lotta per la Distro�a Muscolare UILDM (Sponsorship Bai Bai Calla) for muscular dystrophy.

The land and the local community

Social Performance

The support to the following initiatives also continued in 2013:

2013 has seen a big change in the relationship between the company and the local community: to the traditional donations to sports and cultural initiatives, the very important issue of corporate volunteering has ben added.

It is a phenomenon in great development: companies "make available" their resources not economic, but human and networking ones to support worthy initiatives.

The �rst two projects by IB under the corporate volunteering formula are:

- IB Academy, a training centre aimed at young university and high school graduates, that provided experience, time

and know-how of 10 employees for a global commitment in 2013 of 89 working days, for a total of about 27,000 euro investment in addition to the usual liberality. The outcome of the project has allowed the rapid and e�cient insertion of three people in later stages of which two were hired;- The 21 June 2013 event, "Disabilità Intellettiva e Gestione del Rischio Clinico - Prevenire gli eventi avversi e le loro conseguenze", in collaboration with An�as Liguria, ARS Liguria, Piatti Onlus Foundation and AARBA. The preparation and organization of this event dedicated to Disability and Clinical Risk involved four IB dedicated members of sta� for 20 working days, for a total of about 6,000 Euros investment that adds to the normal donations.

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Targets and results

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Targets and results

6. Target and results

2013

€

TARGET OUTPUT REACHED TARGET

Maintain value distribution levels to all stakeholders 5% growth in distributed value of 5% compared to 2012

Establishment of Comitato Scelte Strategiche (Strategic Choices Committee) Committee established, not yet fully operational

Consolidation of the carbon footprint calculation and con�rmation of the positive trend

Activities completed by December 2013

Availability of the new building foreseen for the second half of 2014

Three stages were started, leading to two recruitments within IB

Signing of agreements to create one or more enterprise networks

Extend the calculation of the "carbon footprint" to a system of "carbon footprint management"

Opening worksite, start of headquarter enlargement works and opening new building based on eco-architectural techniques

Starting IB Academy activities to prepare new or recent graduates to potentially be included into the �rm

To strengthen the networks in a qualitative and quantitative way, using the value which each partner can o�er

Prototyping with some strategic customers ended successfully. The feasibility of extending it to the entire customer base must be assessed

Development of the MyInfoPMS portal, aimed at the customers

To complete all the assigned TEN-T MIELE activities

Economic performance• Maintain the percentage of distribution levels to all stakeholders, while increasing the production value.• Start the operation of the company IB USA, aiming to breakeven at the end of 2015.• Investing in the preparation of a new software product for the maintenance sector (InfoEVO), with its �rst release scheduled during 2015.

Environmental performance

• Evolve the the "carbon footprint" calculation in a system of carbon footprint management" aimed to identify compensation initiatives - carbon o�set - of CO2 equivalent, favouring the national context.

• Disseminate the results of MIELE nationally and contribute to the implementation of the European Directive 2010/65 which promotes electronic management with no more paper use, the "Ship Formalities" at a single point (SPOC Single Point of Contact) and one time (once).

• Getting to the full usability of the new headquarters until December 2014 to improve the welfare of the people and company athmosphere: availability of additional 20 workplaces, public areas and hallway, best lighting conditions and aeration, noise reduction, space optimization.

Social performance

• Establish a production bonus to employees related to the value of the net pro�t earned in the previous year.• Identify and implement new welfare initiatives.• Strengthen bilateral relations with primary stakeholders, customers and partners, without neglecting the local authorities which will be involved.• Evolve Academy IB through strategic agreement with the Villaggio del Ragazzo (main professional training centre accredited by the Liguria Region) for all the training activities, both those experienced in IB Academy and new to-be-identi�ed initiatives.

Targets of 2014

29

Targets and results

Also for 2014 the IB commitment for sustainability issues continues - this theme gradually became a key element of competitiveness - in an ideal roadmap that winds since 2011 on three main areas of performance: economic, social and environmental.

A. Table explaining the report’s content

A1

The following tables list the selected indicators (level C), the reference to the page of the report in which you can �nd this information and the level of coverage, where: T = total P = partial NA = non appliable

Pro�le

GRI-G3 requirement

1. Strategy and Analysis Coverage Reference

1.1 Statement from the most senior decision-making about the relevance of sustainability for the organization and its strategy.

T

The President spoke

GRI-G3 requirement

2. Corporation pro�le Coverage Reference

2.1 Name of the company. T Pag 8

2.2 Primary brands, products and / or services. T Pag 8

2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures.

T Pag 10

2.4 Location of organization's headquarters.

T cover

2.5 Number of countries where the organization operates, and names of countries where the organization carries out most of its operations or that are speci�cally relevant to the sustainability issues covered in the report.

P Pag 8

2.6 Nature of ownership and legal form. P Pag 10

2.7 Served markets (including geographic analysis, sectors served, and types of customers / bene�ciaries).

P Pag 8

A2

2.8 Organization’s size. T Pag 8

2.9 Signi�cant changes in size, structure, or ownership since the last reporting period.

No relevant changes in the reporting period

2.10 Awards received in the period considered No awards in the reported period

GRI-G3 requirement

3. Report parameters Coverage Reference

3.1 Reported period for information provided (eg, �scal calendar year).

T Pag 2

3.2 Publication date of the previous report. T Pag 2

3.3 Reporting frequency (annual, biennial, etc.). T Pag 2

3.4 Contact point for questions regarding the report or its contents.

T cover

3.5 Process to de�ne report contents:

- Materiality determination

- Topic priority

- Stakeholders identi�cation

P Pag 2

Pag 14 e 15

3.6 Report Boundary (eg, countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).

T Pag 6

3.7 Statement of any speci�c limitations on the scope or boundary of the report.

NA

3.8 Information on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can signi�cantly a�ect comparability between periods and / or organizations.

No such relevant events in the reported period

A3

3.10 Explanation of the e�ect of any change of information in earlier reports (re-statement) and reasons for these changes (eg, mergers / acquisitions, change of period, nature of business, measurement methods).

No such relevant events in the reported period

3.11 Signi�cant changes in the scope, boundary, or measurement methods applied in the report, compared to the previous reported period.

No such relevant events in the reportied period

3.12 Table explaining the contents of the report T Attach

GRI-G3 requirement

4. Governance, Commitments and Engagement

Coverage Reference

4.1 Organization’s governance structure, including committees that report directly to the highest governance body responsible for speci�c tasks, such as de�ning strategy or organizational oversight.

T Pag 10

4.2 Indicate whether the Chief of the highest governance body is also an executive o�cer. (In this case, illustrate their function within the management and the reasons for this arrangement).

T Pag 10

4.3 For organizations that have a unitary board structure, state the number and gender of members who are independent and / or non-executive.

NA

4.4 Methods available to the shareholders and employees to provide recommendations or directives to the highest governance body.

P 10

4.14 List of stakeholder groups in which the organization is involved.

P Pag 14 e 15

4.15 Basis for identi�cation and selection of stakeholders to be involved.

P Pag 14 e 15

Performance indicators

A4

Economic performance indicators

GRI-G3 requirement

Economic performance Coverage Reference

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

T Pag 17 e 18

GRI-G3 requirement

Market presence Coverage Reference

EC6 Policies, practices, and proportion of spending on local suppliers in relation to the most signi�cant operating locations.

P Pag 26

EC7 Recruitment procedures of residents where the activity takes place predominantly and proportion of senior management hired from the local community.

P Pag 13

GRI-G3 requirement

Indirect economic impacts Coverage Reference

EC8 Development and impact of infrastructure investments or services provided mainly for "public bene�t" through commercial, products / services gifts, pro bono activities.

P Pag 26

Environmental performance indicators

GRI-G3 requirement

Raw materials Coverage Reference

EN1 Used materials by weight or volume. P Pag 20,21,22,23

––––– Energy Coverage Reference

EN3 Direct energy consumption by primary energy source.

P Pag 20,21,22,23

A5

EN4 Indirect energy consumption divided by primary energy source.

P Pag 20,21,22,23

EN5 Energy saved due to conservation and e�ciency improvements.

T Pag 20,21,22,23

GRI-G3 requirement

Water Coverage Reference

EN8 Total used water by source. Water consumption is calculated based on the surface area

GRI-G3 requirement

Emissions, exhausts, waste Coverage Reference

EN22 Total weight of waste by type and disposal method.

P Pag 20,21,22,23

GRI-G3 requirement

Products and services Coverage Reference

EN26 Initiatives to mitigate products and services environmental impacts, and extent of impact mitigation.

T Pag 20,21,22,23

GRI-G3 requirement

Compliance Coverage Reference

EN28 Monetary value of signi�cant �nes and total number of non-monetary sanctions for non-compliance with regulations and environmental laws.

During 2013 �nes were not given to the company for environmental issues

GRI-G3 requirement

Transport Coverage Reference

EN29 Signi�cant environmental impacts of transporting products and goods / materials used for the organization's operations, and transport of members of sta�.

T Pag 21

Social performance indicators: Work practices and proper working conditions

A6

GRI-G3 requirement

Occupation Coverage Reference

LA1 Total number of employees, sorted by type, employment contract and region.

T Pag 26

LA2 Total number and rate of employee turnover by age group, gender, and region.

T Pag 26

GRI-G3 requirement

Industrial relations Coverage Reference

LA4 Percentage of employees covered by collective bargaining agreements.

T Pag 26

GRI-G3 requirement

Training Coverage Reference

LA10 Average training hours per year per employee, sorted by category of workers.

P Pag 26

GRI-G3 requirement

Gender equality Coverage Reference

LA13 Composition of governance bodies and splitting of employees per category according to gender, age group, minority group membership, and other di�erence indicators.

T Pag 25

Society

GRI-G3 requirement

Local community Coverage Reference

SO1 Percentage of actions with local community involvement, impact assessment, and development programs

T Pag 26

Headquarters

Via Cerisola 37 – 16035 Rapallo (Ge)+39 0185 273088www.gruppo-ib.com

Other branches

Via Melisurgo 44 – 80133 Napoli+39 081 5516329

For info

Caterina CerriniExternal [email protected]

Made in collaboration withwww.mixura.com

IB's Sustainability Report 2013

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Transcript of IB's Sustainability Report 2013