We believe that wages should not only reflect the position held by the employee, his/her experience and the average wages of the country, but also (and to a significant extent), the employee's track record, both personally and at a company level.

This is why we have developed, for most of our companies, remuneration and incentive programs that award the quality of an employee's work and make his/her active participants in the success of the company and, in some cases, of the Group.

These systems are based on a meritocratic process, applied to all employees, which includes an individual evaluation made at formal meetings between the employee and his/her manager (two per year).

In particular:

• Employees at the central office and branches in Italy earn bonuses linked both to the Group's performance (EBITDA) and to the direct results they’ve achieved during the year;
• Employees who work in sales receive bonuses when certain sales objectives are achieved, when past results are maintained, and extra bonuses when the results exceed targets;
• Employees at manufacturing facilities can earn bonuses in relation to their continued presence at work, productivity and, in part, in relation to the company's results or those of the Group overall.

Before adopting any form of incentive, the Group wants to be certain of having objective, stable assessment metrics, which are in line with the meritocracy policy. At present, no remuneration premiums are envisaged for managers or other employees based on social and environmental objectives. Indeed, due to the current evolutions seen in the topics of social and environmental sustainability, technologies and regulations, the objectives could very quickly prove to be inadequate or obsolete. Despite this, the decision-making processes in all corporate areas - from the procurement of raw materials through to the production processes - are adjusting to sustainability practices, including new social and environmental variables.

Oniverse’s approach to sustainability is hinged on a concept of evolution and, therefore, as we are striving towards continuous improvement, we demand the same of our suppliers. Taking a long-term view, we wish to encourage improvements rather than interrupt lasting relationships.

We have therefore started to gather information from our suppliers about their social and environmental policies, inserting new variables into the dialogue with them. This effort has not yet become a discriminating factor in choosing collaboration, nor has it resulted in incentives for suppliers implementing positive social and environmental practices, but it is being increasingly important for future business relations.