Dialogue with stakeholders Category of stak eh ol d er G overning b od ies Periodic meetings To monitor and discuss company performance, ensure compliance with regulations and ethical practices, and draw up the long-term company strategies T o d raw u p and imp l ement su stainab il ity strategies, monitor the progress of initiatives and the pursuit of objectives included in the sustainability plan, and coordinate the collection of data for the su stainab il ity rep ort C onstant C onstant C onstant C onstant O c c asional O c c asional P eriod ic Specific meetings on sustainability, budget data collection, work and strategies coordination. Customer service, social networks, sales network as channel for listening, intermediation and c ommu nic ation. To gather feedback on Osculati’s products and services, improve quality and promote innovation, and enhance customer satisfaction and l oy al ty To report on company performance, defining supplies, sharing good practices, and collaborating on projects Maintaining transparent and collaborative relations, supporting the development of the local territory, and integrating Osculati into this context Educating and raising awareness of sustainability issues and the company’s activities, promoting innovation and social responsibility Regular meetings with suppliers and site visits, sharing of balance content. Partnership projects with governmental and non-governmental organisations, support for local associations and events in the area, collaboration with universities and local schools Collaboration with schools, universities and educational programmes Internal communication initiatives on sustainability issues, organisation of sustainability events, the opening up of listening channels, constant dialogue with HR management, training meetings, corporate welfare initiatives, corporate intranet, internal newsletter, and performance management To provide information on the company’s performance, supporting engagement and proactivity in company life, training people by fostering their personal and professional growth, and supporting people’s well-being M anagem ent and k ey p ers onnel f or s us tainab il ity is s ues O s c ul ati h um an res ourc es M arine p rof es s ional s and end us ers S up p l iers and d is trib uted b rand s F uture generations C om m unity , th e l oc al area and th e p ub l ic ad m inis tration Principals engagement activities F req u enc y of engagement Objectives and main issu es ad d ressed Osculati is well aware that its stakeholders rightly place sustainable growth of the business in a central role, just as it acknowledges that it has a great responsibility towards the stakeholders themselves. Maintaining a c onstant, stric t and transp arent rel ationsh ip w ith stakeholders is fundamental for the proper development of the Company’s activities and is indicative of the level of accountability that the Company assumes towards the economic and social environment with which it interacts. To this end, the Company believes it necessary to establish and maintain effective dialogue with its s tak eh ol d ers , with the further aim of acquiring new stimuli for innovation and for product quality. The Company envisages l envis ages th e ad op tion of a differentiated and customised approach for each s tak eh ol d er group , combining a series of targeted strategies and tools, such as training and communication campaigns, to inform and involve all those affected by the company’s activities. Involvement and discussion with stakeholders (soc al l ed S tak eh ol d er E ngagem ent) not only helps the c omp any to u nd erstand th eir need s, ex p ec tations and evaluations, but also allows the company to better determine its business strategies and objectives, while assessing the impacts, risks and opportunities of these. The methods of involvement implemented by Osculati are constantly evolving, with a view to continually improving the process of dialogue with stakeholders. In general, the Company’s relations network provides for differentiated tools and channels of dialogue commensurate with the different categories of stakeholders, consistent with their level of dependence and their influence on the Company. 20
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