Sustainable Campari

Gruppo Campari has always been adherent to responsible and sustainable behaviors,  which it considers of fundamental importance for company growth, doing business with the utmost integrity and correctness.

logo sustainable CampariGruppo Campari has always acted according to criteria focused on responsibility and sustainability, which it considers of fundamental importance for company growth. In light of this conviction, and taking into account the feedback we have received from an external environment that is becoming increasingly sensitive to these issues, we have matured the need to structure a project dedicated to sustainability, also in order to share its results in this area with our stakeholders.

The project, which was officially launched in 2011 and reported for the first time in the financial report for 2012, is called "Sustainable Campari"1, and is intended to make sustainability a strategic lever for Group growth through the engagement of the 5 main functions that make up the project:

 
 

2016 Sustainable Campari 

The sustainability reporting procedure for 2016 was led by the Public Affairs & CSR department, which reports directly to the CEO with regard to the Group’s sustainability policies, collaborating closely with the functional teams responsible for the various business areas at the headquarters in Sesto San Giovanni.
This year, it was decided, for the first time, to structure the booklet in two parts. The first introductory section aims to communicate all the aspects that comprise Gruppo Campari’s identity and the elements that make us unique, while the second part is the detailed report itself and an analysis of the activities that comprise the ‘Sustainable Campari’ path. The GRI G4 guidelines, developed by the Global Sustainability Standards Board, are used to measure and communicate the Group’s social, environmental and economic impact.

 

 

Our guidelines

Integrity, passion, pragmatism and a performance orientation are the four values that guide Campari's daily activities. Together with general principles such as correctness, impartiality, confidentiality, transparency and completeness of information, these values define a modus operandi inspiring conduct that respects the people who work in the Group, consumers and the communities in which the Group operates.

These principles are laid down in the Code of Ethics, which we first adopted in 2004. The document consists of 16 articles, and defines and governs the Group's relations with its employees, the surrounding environment and the general public. To instil these concepts into the working lives of Campari employees (Camparistas), we developed the Business Conduct Guidelines, an operational document made available to employees that clarifies our approach to issues such as confidentiality, the use of social media and rules for accepting donations and gifts, defining inappropriate conduct that is not tolerated by the Group.

Another key document is the Corporate Governance and Ownership Structure Report. This Report, which is approved every year by the Board of Directors and published with the annual financial statements, summarises the governance system adopted by the Parent Company Davide Campari-Milano S.p.A., indicating the composition and duties of our corporate bodies, particularly the Board of Directors and its internal committees. The Report enables stakeholders to check that we are in compliance with the recommendations contained in the Code of Conduct for Listed Companies.

Furthermore, given the unique features of the sector in which we operatee, communication and responsible marketing are defined as one of the most important issues within the industry. Consequently, since 2010, hawse have adopted a Code of Commercial Communications that sets out the principles for good communication. In 2014, the document was further expanded with an appendix on digital communication.

Risk management

In the last few years, Gruppo Campari has implemented a system of risk analysis and management to ensure the profitability and continuity of its business in a constantly changing socio-political and environmental context. In relation to risk management, since 2012, Internal Audit has supported the global development of an activity involving all Group business units, intended to identify and monitor potential risks that could have an impact on the business. This involvement takes the form of direct dialogue between Internal Audit and the managing directors who head Campari's various sites worldwide.

Moreover, to increase the effectiveness of the codes mentioned above, in 2014, we conducted a further analysis of issues related to Fraud Risk Assessment and Whistleblowing.

The Fraud Risk Assessment provides the Group's senior management with a further tool with which to assess exposure to the risk of fraud. Over the year, the assessment was conducted by 74% of Group companies, further extending the analysis conducted by Internal Audit in 2013, which assessed compliance with Law 231/2001 of the Organisation, Management and Control Model of the Group's Italian companies in relation to offences against the public administration.

Since the end of 2014, Campari has also expanded its Whistleblowing procedures, in place since 2009, by activating the "Campari Safe Line", about which we informed employees via the Group intranet. An external channel has therefore been made available to Camparistas, enabling them to report behaviour potentially in conflict with the guidelines defined by the Code of Ethics and the Business Conduct Guidelines. In 2015, Campari Safe Line has been opened to external stakeholders in order to allow anyone to promptly report violations or suspected violations of Gruppo Campari Code of Ethics.

 


The information reported herein relates to the period from 1 January 2016 to 31 December 2016 and, since the acquisition of Société des Produits Marnier Lapostolle S.A. was completed during the year, the related sustainability figures have not been included.

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Last updated May 11 2017