COMPANY QUALITY

Quality policy

Litocartotecnica Pigni described within the Risk and Opportunity Matrix the relevant processes and stakeholder expectations. In particular, the following aspects were considered:

• Market (stakeholders are customers, competitors, partners, investors and dedicated resources,

• Financial (stakeholders are customers, banks, investors

• Compliance (interested parties are regulators, government agencies, customers)

• Reputation (stakeholders association of consumers, competitors and customers) Human Resources (stakeholders are employees and investors )

• Technology and Information Systems (stakeholders are internal IT, customers, suppliers, and employees)

• Processes (stakeholders are employees and customers)

• External factors (stakeholders include investors, legislators and regulators)

• Means and equipment (stakeholders are IT, customers, suppliers, and employees)

• Natural or accidental events (affected parties are the employees, customers, suppliers involved)

• Damage to the environment (stakeholders include investors, the legislature, and regulatory bodies)

• Third-party firms (stakeholders are the suppliers of specific products and services

• Product Fraud, an activity aimed at constantly monitoring aspects related to Product Quality and Safety, as well as ensuring against fraudulent activities, in order to maintain compliance with the provisions of laws over time and to verify compliance with objectives.

Considering the above references and premises, evaluating the current market situation and the achieved degree of maturity of Management Systems (Quality and Food Safety), considering the management of Chain of Custody for FSC/PEFC materials in addition to the medium-term projects defined by the company management, the Quality Policy is updated within this document.

Commitments to:

• The quality and food safety of the product,

• The proper management of FSC/PEFC certified materials,

• customer satisfaction,

• The analysis of stakeholder expectations and stakeholder satisfaction,

• Continuous improvement declined across all organizational processes.

In order to bring a greater contribution to corporate economy and sustainability in relation to the Management Systems in place, the company has set strategic goals and intends to emphasize certain aspects for which these Systems may be particularly suitable tools.

Working on these parameters leads to both greater customer satisfaction and better prospects for the company, particularly optimization of resources (employees, machinery, financial, acquisition of new target customers) and all stakeholders (Stakeholders).

The achievement of these goals is facilitated by the best deployment of available resources, by which we mean making use of existing skills without dispersing them in activities that, while necessary, can be better performed by others. Where appropriate, expertise is found externally in order to free up internal resources and bring in new vitality.

Management declines the above goals within a specific dashboard of indicators that reports the goals to strive toward for all processes, those responsible for the various processes and for achieving the defined goals. Within the management review document are any actions to be taken in order to achieve the goals.