Through this policy, the F.lli Pisa company aims to enhance and protect diversity and equal opportunities in the workplace by formalizing the general framework within which the strategies and objectives that the Company adopts are identified.

In particular, this contains the bases through which an action plan can be defined for the implementation of the strategies and the achievement of the objectives. These bases also allow you to set up a management model that can guarantee the maintenance of the defined and implemented requirements over time, and to measure the progress of the results through the preparation of specific KPIs.


This policy applies to all those who, in any capacity, both internal and external to the organisation, provide their work, in any capacity and level, for Fratelli Pisa Srl.

The Company ensures that these principles are also implemented by external parties who collaborate or provide services to F.lli Pisa Srl.


The Company adopts and takes as its basis the following principles to demonstrate commitment to D&I and develop an inclusive organization:

- Recognize diversity , that is, value all people intrinsically, individually and as a group, appreciate the intersecting dimensions of diversity, and recognize that demographic and other personal characteristics may be protected by laws and regulations.

- Govern effectively , i.e. exemplify and promote the commitment of senior figures to D&I through the use of inclusive organizational governance systems, policies, processes, practices and operations.

- Act responsibly , that is, act in an ethical and socially responsible manner, promoting productive employment and decent work for all.

- Working in an inclusive way , that is, creating and developing an accessible and respectful working environment that promotes inclusion and a sense of belonging.

- Communicate inclusively , that is, recognize and respond to the needs of people who access, understand and relate to communications in different ways.

- Support and defend D&I , i.e. actively influence and promote inclusive organizational practices and relationships with stakeholders.


  • Legislative Decree 198/2006 – Code of equal opportunities between men and women – and subsequent amendments.

  • ISO 30415:2021 – Human resource management – ​​Diversity and inclusion.

  • UNI/PdR 125:2022 – Guidelines on the management system for gender equality.


In this document the terms below are used according to the meanings described therein:

  • work-life balance : ability to balance the work and private spheres.

  • DEI : Diversity, Equity and Inclusion.

  • D&I : Diversity and Inclusion. It is part of the company strategy (diversity management) which aims to recognize and enhance the differences of individual workers in order to maximize the individual potential of each.

  • Discrimination : absence of equal opportunities and treatment, carried out following a judgment or classification.

  • Female empowerment : process through which a woman acquires skills, autonomy and power that allow her to make strategic choices in the personal, social, political and economic fields and therefore to have control over her own life. This process, supported by policies that favor gender equality, recognizes the specific needs and experiences of women, allowing them to experience equal relationships and to exercise the right to access the labor market and relevant public services (e.g. welfare, health, education).

  • ERG : Employee Resource Group. It is an initiative led by employees within the Company, that is, a type of association that is voluntary and based on a particular aspect of a group of employees (interests, background, belonging and common social initiatives). While they may receive support from the Company, they are not directly affiliated or supervised by it, but led by the employees themselves.

  • Inclusion : stable and functional inclusion in a system or group to promote equal opportunities and non-discrimination, creating value for people, organizations and the social context.

  • Harassment (sexual harassment): Unwelcome behavior with the purpose or effect of making a work environment offensive, humiliating, or degrading.

  • Gender equality : gender equality between the sexes.

  • Whistle-blowing : complaint, usually anonymous, made by an organization's staff to public authorities, the media, or public interest groups, of unethical or illegal activities committed within the organization itself. Term also used for reports to the internal Social Responsibility System and reports to the 231 Supervisory Body.


This policy refers and connects to the management of personnel and careers and to communication (including marketing and advertising activities) where the Company's desire to pursue gender equality, enhance diversity and support the female empowerment.


This policy, considering its ethical and legal scope, as well as the fundamental contribution to the prevention of discrimination, is part of the Compliance Organization and Management Model and is reconfirmed or updated at the time of the periodic review, as part of the verification and improvement of entire compliance management system.



Top management actively supports gender equality through its behavior and takes care of:

  • establish principles and objectives of gender equality, as well as define a supporting framework to achieve them;

  • facilitate an inclusive organizational culture by establishing expectations and responsibilities regarding gender equality, communicating them to all stakeholders and promoting inclusive relationships and shared values ​​with them;

  • Demonstrate commitment through an inclusive model of behavior, setting behavioral expectations for the workforce, challenging and addressing inappropriate behavior, and recognizing and rewarding inclusive gender equality practices and behaviors;

  • designate responsibility for achieving gender equality goals to those who lead the functional areas of the organization;

  • ensure that the organisation's systems, policies, processes and practices across all functional areas are aligned with the principles and objectives of gender equality;

  • allocate resources to achieve gender equality objectives, for example by sponsoring initiatives, ERGs and steering committees, including allocating time and support to participate and contribute to achieving gender equality objectives;

  • examine the results and impact of its products and services on market segments and the widest range of stakeholders;

  • review and ensure that the organisation's annual report includes a clear narrative description of gender equality opportunities and risks and progress made in achieving gender equality objectives, supported by robust evidence and workforce demographics.


The administrative top management of the Company identifies the individuals who are called to form the steering committee, determining their number and arranging for the appointment, replacement and, where appropriate, reasoned revocation.

The Steering Committee appoints a coordinator from among its members, who is responsible for convening, coordinating and representing, as well as a secretary who is responsible for taking minutes.

It is up to the Steering Committee:

  • to promote, verify and ensure the effective adoption and continuous and effective application of the gender equality policy within the Company.

  • To define and maintain, with the administrative top management, this policy.

  • To annually define the preventive needs to be allocated to D&I initiatives and take care of the previous year's reporting.

  • To monitor the application and effectiveness of the provisions contained in this policy.

  • To carry out internal audits also by delegating them to specialized company resources or by requesting the assistance and support of specialists, including external ones.

  • To draw up the strategic plan that defines for each theme identified by the policy (general and related) simple, measurable, achievable, realistic objectives, planned over time and assigned as implementation responsibilities. The strategic plan for implementation must be composed of the following phases, typical of planning processes:

  1. a) identification of company processes related to the gender equality issues identified;

  2. b) identification of strengths and weaknesses with respect to the themes;

  3. c) definition of objectives;

  4. d) definition of the actions decided to fill the gaps;

  5. e) definition, frequency and responsibility for monitoring the KPIs defined by the Guidelines on the management system for gender equality (UNI/PdR 125:2022).

The strategic plan must be shared by management and kept updated over time.

In relation to its policies and resources, the Company plans, implements and maintains the registration of a periodic review of the system by the Top Management with the involvement of the Steering Committee and the functions responsible for the topics identified in the plan, at least annually; the review must evaluate as input elements: the results of the activities of the gender equality compliance process, the continued adequacy of the strategic plan, the need for updates and modifications, also following significant regulatory changes and further training needs.


It is the responsibility of each organizational point manager, within the limits of the powers entrusted and within the areas of competence:

  • ensure that D&I principles are embedded in functional systems, policies, processes and practices;

  • share D&I knowledge, skills and expertise and provide support and guidance on policies, processes and practices that promote a diverse and inclusive organizational culture;

  • demonstrate and model inclusive behaviors;

  • deploy resources to respond to opportunities, risks, constraints and challenges to achieve D&I objectives;

  • promote an inclusive and diverse work environment, allowing access and adjustments to increase participation of demographically underrepresented groups;

  • ensure that policies, processes, practices and decisions relating to people, as they move into and out of the Company, are evidence-based and supported by checks and balances to mitigate the effects of biases, including those of existing and emerging technologies;

  • promote the Company's D&I principles and objectives at all stages of the human resources management life cycle;

  • facilitate open communication channels so that different perspectives are welcomed with respect and without prejudice;

  • create a safe environment in which to raise D&I issues, concerns and complaints and ensure that policies, processes and practices are applied fairly to all stakeholders, including whistleblowers;

  • ensure that stakeholder feedback is taken into account when monitoring the implementation of policies, processes and practices to identify D&I impacts, outcomes, challenges, constraints and trends;

  • promote the Company's D&I principles and objectives through contractual agreements with the supply chain, relationships with customers and communities and other external stakeholders;

  • identify and analyze diversity data to measure impacts;

  • identify criteria and associated measures for D&I that are relevant to the Company;

  • evaluate the impact of policies, processes and practices on the development of an inclusive working environment, including the movement of people within and outside the Company and other stakeholders; And

  • review and report status and progress against identified D&I objectives, including assessment of risks and opportunities, and any recommendations for change and inclusion in the Company's annual report.


Everyone has the responsibility to:

  • treat colleagues, customers, suppliers and other stakeholders with respect and fairness;

  • meet the expectations of the Company's D&I principles and objectives;

  • behave in an inclusive way, actively promoting inclusion, trust and a sense of belonging; And

  • voice concerns and challenge inappropriate behavior.


The Company sets up its internal and external communications, including marketing and advertising activities, so that the organisation's desire to pursue gender equality, enhance diversity and support female empowerment is transparently declared.

When defining the contents, constant attention must be ensured to the language used, raising awareness of communication that is as kind and neutral as possible.

In particular:

  1. a) a communication plan relating to the commitment to gender equality issues (or more generally to DEI issues) is prepared and disseminated to its interested parties (stakeholders);

  2. b) internal and external communication (marketing, advertising) is based on responsibility (avoiding gender stereotypes in advertising actions, ensuring a periodic review of marketing materials and strategies, committing to spreading a positive image of women and girls, using language that respects gender differences);

  3. c) the interested parties with whom communication can be established regarding gender equality issues are identified, particularly in the workplace;

  4. d) it is guaranteed that communication is consistent with the principles of the policy and with the objectives established and implemented through the strategic plan;

  5. e) internal and external communication are aligned with company values ​​and culture.


Training courses are regularly organized on the ethical principles, themes and operating methods adopted by the Company, to guarantee the effectiveness of the gender equality policy. These courses are addressed to all staff, as appropriate; in particular for people who occupy managerial positions they must concern the principles, themes and objectives that fall under the specific responsibilities.

The training must reiterate the "zero tolerance" approach that the Company pursues with respect to any form of violence against employees, including sexual harassment in any form.


Everyone has the right and duty to report any behavior that violates or is presumed to violate the principles of this policy, including actions aimed at hiding such incorrect behavior, using the Company's internal reporting channel (Whistleblowing) accessible from the home page of the site company “”.

More information on the use of the channel, on the guarantees for reporting persons and on the processing of personal data, is available on the website.


The Company periodically (at least annually) conducts an audit in accordance with the provisions of UNI EN ISO 19011. In particular, the audit must collect objective evidence that demonstrates the state of conformity of what has been implemented, objective evidence which can be of a quantitative nature ( i.e. objectively measurable: e.g. KPIs, activities carried out or not carried out, trends and various measurements) or qualitative (i.e. evaluable, preferably on the basis of shared criteria: documents declaring policies, objectives, internal and external communication, stakeholder involvement, etc.) in order to ensure compliance with the Law, the Code of Ethics and continuous improvement.

Every three years the Company requests a third-party audit in order to ensure the maximum possible objectivity and measure the quality of the internal audits (this audit may coincide with any certification audit).


This policy is approved by the CEO who communicates it to the Board of Directors.

The Steering Committee ensures the updating and maintenance of this policy.