Sustainability Report 2021

Linking the
sustainable future
Sustainability Report 2021

Consolidated disclosure of non-financial information
of the Group pursuant to Legislative Decree 254/2016
Prysmian Group - Dichiarazione consolidata di carattere non finanziario 2021
II
Linking the
sustainable future
Sustainability Report 2021

Consolidated disclosure of non-financial information
of the Group pursuant to Legislative Decree 254/2016
Prysmian Group - Consolidated Non-Financial Information Statement 2021
Index
01_2021 @ A GLANCE 5
CEO’s letter 6
Message from the Chair of the Sustainability Committee 7
Integrated Sustainability 8
The creation of value for Stakeholders 10
New targets of the Group: Climate Change & Social Ambition 12
Highlights: Sustainability KPIs 2021 14
GRI Content Index 16
SASB Index 23
02_ESG IDENTITY 25
A truly global Group 26
Values, Mission, Vision 29
The Group Strategy: Leadership in key markets 29
Prysmian Group for the energy transition 30
Prysmian Group for the digitalization 31
The role of cables 31
European taxonomy 32
Sustainability in our DNA 36
SDGs – Sustainable Development Goals 37
Challenging targets for 2022 40
Creating value with Stakeholder engagement 42
Dialogue with stakeholders 42
Investor relations 43
Prysmian Group in the ESG indices 45
Memberships 46
Materiality matrix 47
ESG Indicators & Remuneration Policy 51
03_ESG GOVERNANCE 53
Being a Public Company 54
Ownership Structure 54
Shareholders’ Meeting 56
Governance and the management of risks and opportunities 58
Integrated management of sustainability risks and opportunities 58
Corporate Governance 68
Governance of Sustainability 70
ESG Digital Governance 72
Focus on Ethics and Integrity 73
Code of Ethics of the Prysmian Group 73
Group’s Tax strategy 78
Protecting our data 83
2
Index
04_PEOPLE, CULTURE & ORGANIZATION 87

Responsibility Towards People 88
2030 Social Ambition 89
Our human capital 90
Diversity and equal opportunities 93
Human rights due diligence 95
The development of talent 96
The wellbeing of our employees 103
Dialogue with social partners and collective bargaining 105
Occupational health and safety 106
Commitment to the Communities 109
05_SUSTAINABLE INNOVATION & LEAN MANUFACTURING 113

Sustainable Innovation 114
Innovation eco-system 115
Partnership 115
Speaking Platform 117
Areas of innovation in Prysmian Group 119
Introduction of new products 123
Protection of intellectual property 129
Lean Manufacturing 133
Industrial activities 133
Our environmental responsibility 136
Environmental protection 136
Environmental performance 142
06_EXTENDED VALUE CHAIN 153

Our customer-centric approach 154
Understanding the needs of our customers 154
Innovations for customers 156
Management of complaints 157
Service timeliness and efficiency 158
Sustainable supply chain 160
Our suppliers 161
Responsible and sustainable value chain 165
Group’s logistics and transport 170
Attachments 175
Methodological Note 197
Independent Auditors’ Report 202
3
01_2021 @ A GLANCE
The drive to create value for stakeholders underpins our daily activities.
This complex challenge builds on a solid ESG identity and requires the
commitment of all individuals and business functions. A challenge that is
fuelled by the development and achievement of our sustainable ambitions.
These are described in this chapter, together with a summary of the main
events that occurred in 2021.
5
CEO’s letter
The year 2021 was the year when the global economic
and financial system realised it had to step up its
commitment to sustainability. Prysmian has been
proactive in this regard, launching two initiatives that
consolidate its present and future leadership on ESG
matters: the Climate Change Ambition and the Social
Ambition. These two projects represent our concrete
contribution to the targets that the whole planet has
set itself: Europe and its Green Deal; the USA and the
Biden administration’s new plans, and more generally,
the United Nations’ COP26 commitments. These are our
own ambitions, designed to support global ambitions.
With the Climate Change Ambition, the Prysmian Group

rolls out a new strategy that adopts science-based targets
aligned with the Paris Agreement and commits to a 2035
“Net Zero” target for emissions from its own operations
(Scope 1 and 2), and 2050 for value chain emissions
(Scope 3). The company will invest 100 million euros in
this initiative over the next 10 years.
The Social Ambition formalises a commitment that is Prysmian’s key role in its value chain. We are currently
no less important than climate, as it includes structural revising our budgetary indicators in accordance with
improvements in diversity, equality and inclusion the Taxonomy Regulation and expect that a big part of
(DE&I), digital inclusion, community empowerment, Prysmian’s business will be in line with the sustainability
employee engagement and upskilling. The Group is criteria set out by the European regulator. This strategic
undergoing a complete transformation as a people positioning is reflected in the group’s financial soundness,
company, intent on fostering people’s empowerment, even in a year as complex as 2021. Last year, the Prysmian
without preclusions or cultural barriers that impede the Group generated cash flow and boosted production chain
development of human capital. resilience to avoid business disruption. The group also
continued to distribute value: in 2021, the total economic
However, financial investment alone is not enough value generated, namely the wealth created by Prysmian
to achieve this goal. Our climate and social ambitions for all stakeholders, amounted to 13,484 million euro.
must be resolutely based on the “sustainability leader”
model that we have nurtured over the years and which Furthermore, Prysmian Group reaffirms its engagement
today allows us to say that we don’t do sustainability, towards the Sustainable Development Goals through
we are sustainability. Now and in the future, this its adherence to the United Nations Global Compact.
model expresses a further ambition: to be a leading Thanks to our range of sustainable products and our
technological player in the transition towards the use of highly skilled workforce, we are confident in our ability
renewable energy sources and a decarbonised economy. to deliver a sustainable future for Prysmian Group, the
generations to come and our planet.
These three ambitions–climate, social and technological–
accelerate the integration of ESG factors into our Valerio Battista
infrastructure and governance and above all confirm CEO Prysmian Group
6
01_2021 @ A GLANCE
Message from the Chair of the Sustainability Committee

In 2021, Prysmian Group’s Board of Directors further
strengthened its commitment to combining the
Company’s traditional aims of business profitability
and financial soundness with the challenging new goals
of improving environmental and social sustainability,
as well as ethics and governance.
The Board strongly fostered and fully supported the

Company’s decision to define a new “Climate Change
Ambition” which, together with the “Social Ambition”
already introduced, aims to strengthen Prysmian
Group’s commitment and ESG impact.
The “Climate Change Ambition” stems from the

conviction that the climate change challenge is a
priority to be addressed with social responsibility and,
at the same time, it is also a business opportunity.
Cable technology for energy transmission and
telecommunications is of utmost importance for
the development of the new network infrastructures
required to support the energy transition and
digitalisation. Committee together towards the adoption of a new
Connecting systems and people – including through integrated and dynamic approach to risk management,
digitalisation – has also a strong importance in terms of with the aim of analysing both the physical and direct
inclusiveness, which is an extremely important value risks of climate change, but also the indirect risks
for Prysmian Group and the base on which the Group’s attributable to the energy transition.
“Social Ambition” was developed with a focus on the
social aspects of sustainability. Ongoing dialogue with the Group’s stakeholders and
constant attention to aligning expectations have
This commitment takes concrete form in the adoption helped to raise the interest of ESG shareholders, who
of new and challenging objectives for promoting currently own almost 50% of the Group’s equity.
diversity and inclusion, continuous training and
workplace safety. The Company’s strong commitment I would like to express my satisfaction with the Group’s
in pursuing these objectives is confirmed by the 2021 results, especially in light of the challenges posed
introduction of specific indicators that contribute to by the specific context, and aware that there is still
determining the variable remuneration component. a long way to go – a journey that in the future will
continue to require us to listen to and continuously
Special emphasis has been placed on gender diversity engage with all our stakeholders.
in order to promote women’s recruitment, training and
development within the Group, and in STEM positions The Board is committed to supporting Prysmian Group
in particular, over the medium to long term. and its management in this ambitious project.
It should be highlighted that important work has been Maria Letizia Mariani
done by the Sustainability Committee and the Risk Chair of the Sustainability Committee
7
Integrated Sustainability
The 2021 Sustainability Report of Prysmian Group strives to explain how the consolidation of our ESG (Environment,
Social, Governance) Identity is, today, the key factor in our leadership and makes us a sustainability champion for
the entire value chain.
The structure of the Report seeks to trace a path that can be read outwards, starting from within Prysmian (diagram
below). The concept describes a Group committed to the further integration of ESG within its governance and
strategies, in order to make an external impact via the development and achievement of its sustainability ambitions.
The first chapter (page 5) presents the framework within which the path evolves, focusing on the broadest and
most encompassing objective: stakeholder value creation. We also discuss the commitment of the Group to
environmental and social matters, as confirmed by the preparation in 2021 of two key documents: Climate Change
Ambition and Social Ambition. These describe the ambitions and the targets set by Prysmian, in order to make a
concrete contribution to sustainable development.
The real conceptual journey commences in the second chapter (page 25), starting from the central core of our
sustainability system: our ESG Identity (first ring). Here we explain how critical environmental, social and governance
factors are being progressively integrated into our corporate DNA. The third chapter (page 53) describes how this
identity gathers around itself an innovative decision-making and operational model: our ESG Governance (second
ring). By this we mean the mechanisms that connect our sustainability strategies with our operations and align
the Company with its stakeholders. The three chapters that follow present the three drivers used by Prysmian
to promote sustainability: our ESG Ambitions (the triangle). In particular, the fourth chapter, People, Culture &
Organisation (page 87), focuses on our Social Ambition in confirmation of the people-centric nature of the Prysmian
culture and organisation. The fifth chapter, Sustainable Innovation & Lean Manufacturing (page 153), describes
our innovation ambition in terms of the technological aspects that make us a benchmark for the measurement of
sustainable products. The path through the sixth chapter, Extended Value Chain (page 153), leads us to examine
the sustainable leadership of Prysmian both up and downstream of the value chain: our ESG Value (external ring).
This highlights the role of Prysmian as a champion, capable of sustaining and promoting the creation of sustainable
value for both customers and stakeholders.
This document represents the Consolidated Disclosure of Non-Financial Information (NFS) required pursuant to
Decree 254/2016.
For reasons other than compliance with the requirements of Decree 254/2016, the NFS 2021 includes additional
specific KPIs for the sector in which the Group operates, having regard for the indicators published by the
Sustainability Accounting Standards Board (SASB).
Enjoy the reading
8
01_2021 @ A GLANCE
Our ESG
Identity
Sustainability is what we are
Our ESG Committee Stakeholder Local ambassador
Governance Board Shareholder
Our ESG Climate ambition Innovation ambition

Ambition Social ambition
Our ESG Client enabler Supplier improver

Value Business ambassador
Our ESG
Value
Our ESG
Ambition
Our ESG
In
n
t io
Governance
no
bi
va
m
t io
ea
na
at
m
im
Our ESG
bi
Cl
Identity
t io
n
Social ambition
9
The creation of value for Stakeholders

The creation of value for stakeholders is an essential element of the ESG
Identity of Prysmian.
This element is sustained by a series of activities designed to involve stakeholders throughout the entire value
chain, with specific actions to promote active listening and sustainable behaviours.
Customers Shareholders
Listen and engage with our Public company with

customers to better serve broad shareholders base
them and to drive innovation
Actions:
Actions:
• Long-term and
• Customer sustainable value
satisfaction survey creation
• Cable App & Customer • Shareholders’ meetings

Portal and participation
Suppliers Schools, Universities & Research Centers
Proactively promote the Invest and promote

decarbonization of our supply learning and education as a
chain incorporating ESG drivers key driver of improvement
in the suppliers selection and innovation
Actions: Actions:
• ESG evaluation • PG’s Academy
of suppliers base
• Local mentoring
• Sustainability audits programs for 500 students
• CDP partnership
People Local Communities
Create and nurture Promote and contribute

a diverse, inclusive, to the social and economic
equal opportunities working development of the
environment where communities where
meritocracy is at the core we operate
Actions: Actions:
• Internal projects • Construction

of upskilling, mobility of nursery/school projects
and workforce development
• Donation of cables
• Health & Safety focus to improve local development
The creation of sustainable value for all stakeholders also depends heavily on how the supply chain is managed, with
Prysmian adopting an ever more pro-active role in decarbonisation efforts by including ESG KPIs in the appraisal of
suppliers. The procurement of raw materials and the performance of activities are subject to rigid sustainability
policies that address their environment impact and their respect for human rights and business ethics. Particular
attention is dedicated to the engagement and satisfaction of customers and all significant stakeholders, as well
as to the impact of our activities on the communities in which we operate. On-time delivery in the Telecom sector
is around 91%, while the Energy sector achieves about 93%.
10
01_2021 @ A GLANCE
The resilience demonstrated by the business in tackling the effects of the pandemic made it possible to defend
the economic and financial strength of the Group, ensuring the creation of economic value for our shareholders.
The Prysmian stock price rose by 13.9% during 2021, closing the year
at € 33.11 per share compared with € 29.08 at the end of 2020.
PERFORMANCE OF PRYSMIAN STOCK
250
200 250 TOTAL SHAREHOLDER RETURN
+15.90 %
150 200 TOTAL SHAREHOLDER RETURN
+15.90 %
IN 2021
100 150
+196.0 %
IN 2021
50 100
+196.0 %
SINCE ITS DATE OF LISTING
0 50
May-08
May-09
May-20
Nov-08
Nov-09
May-07
Nov-20
May-14
May-10
May-18
May-19
Nov-07
May-16
May-21
Nov-14
May-12
May-13
May-15
Nov-10
Nov-18
Nov-19
Nov-16
May-17
Nov-21
Nov-12
Nov-13
Nov-15
May-11
Nov-17
Nov-11

SINCE ITS DATE OF LISTING
0
May-08
May-09
May-20
Nov-08
Nov-09
May-07
Nov-20
May-14
May-10
May-18
May-19
Nov-07
May-16
May-21
Nov-14
May-12
May-13
May-15
Nov-10
Nov-18
Nov-19
Nov-16
May-17
Nov-21
Nov-12
Nov-13
Nov-15
May-11
Nov-17
Nov-11
Prysmian FTSE MIB EURO STOXX 600 INDUSTRIAL
Prysmian FTSE MIB EURO STOXX 600 INDUSTRIAL
The economicOF
PERFORMANCE value generated,
PRYSMIAN STOCKbeing the overall wealth created by the Group for all stakeholders, totalled 13,484
million euros in 2021. Much of this value, 13,174 million euro, was redistributed in the form of:
81.49% Spending on Suppliers

81.49% Spending on Suppliers
11.28%
11.28% Payment to Staff Payment to Staff
5.96% Payment to Lenders

5.96% Payment to Lenders
1.26% Payment to the Public Administration
0.02% Contributions1.26% Payment

to the Community to the Public Adm
0.02% Contributions to the Com
11
New Group targets:

Climate Change & Social Ambition
We seek to become a global leader in sustainability. This ambition has

caused us to establish challenging climate and social objectives that
promote the transition towards a low-carbon world and a more equal and
inclusive working environment.
Prysmian introduced two new strategic ambitions during 2021 that will guide the actions of the Group over the
medium-long term: the Climate Change Ambition and the Social Ambition. Linking the Social Ambition with our
environmental objectives is a fundamental element of the ESG identity of Prysmian, alongside the intention of
the Group to contribute actively to the energy transition, promote actively the transition towards a more equal,
diversified, inclusive and rich working environment, and impact positively the development of the communities
and societies in which we are present.
The Climate Change Ambition seeks to position the Group as one of the main technological players in the transition
to low-carbon energy. The climate strategy adopts “science-based” targets aligned with the requirements of the Paris
Agreement, which calls for net-zero emissions between 2035 and 2040 for those generated by internal activities
(Scopes 1 and 2) and by 2050 for those generated by the value chain (Scope 3). In September 2021, Prysmian obtained
approval for its targets from the Science-Based Target Initiative (SBTI), which is an organisation founded in 2015 to
help businesses establish emission reduction objectives in line with the Paris Agreement objectives.
PRYSMIAN GROUP CLIMATE CHANGE AMBITION OVED

APPR
OUR NET ZERO CLIMATE AMBITION

Prysmian Group has set carbon reduction targets aligned
with the Science Based Targets initiative and Net Zero ambition
• NET ZERO BY 2035 for our Scope 1&2 emissions, and by 2050 for our Scope 3 emissions
• Signed the BUSINESS AMBITION FOR 1.5C COMMITMENT LETTER1
• SBTI APPROVAL ON SEPTEMBER 18, 2021
Already working for an earlier delivery

100 2C path
way
on carbon reduction targets
Carbon emissions reduction (%)
-21%
1
1.5 Net Zero
Cp
at
hw
ay
DECARBONISE 80%
-46%
of our Scope 1&2 carbon footprint
Sc
50
op
e3 • phasing out SF6 emissions
• 100% renewable energy
Sco
for electricity
pe
1&
2
2
Approx 100 €M of Capex

0
• Over the next ten years
2019 2030 2035 2050
Baseline Ad interim Scope 1&2 Scope 3 • Across our global operations
year targets Net Zero
by 2035
Net Zero
by 2050
of over 130 sites
1 The Business Ambition for 1.5°C is a campaign is led by the Science Based Targets initiative in partnership with the UN Global Compact and
the We Mean Business coalition.
12
01_2021 @ A GLANCE
SOCIAL AMBITION
The Social Ambition of the Group mainly concentrates on the commitment to improve diversity, equality and
inclusion (DE&I), digital inclusion, the empowerment of communities, employee engagement and upskilling. The
Group promotes programmes designed to enhance the digital inclusion of all employees, eliminating at the same
time discrimination based on their role or position. By adopting a pro-active approach, the Group is evolving into
an organisation that recognises diversity, inclusion and gender equality at all levels, committed to facilitating the
empowerment of a larger number of women, so that they can pursue further their technical and scientific positions
within Prysmian.
The new targets for 2030 promote achievement of the Social Ambition objectives of Prysmian and further align
the Group with the UN Social Development Goals.
2030 SOCIAL AMBITION TARGETS
HEALTH GENDER UPSKILLING EMPOWER DIGITAL RACE/

& SAFETY EQUALITY & ENGAGEMENT LOCAL INCLUSION ETHNICITY
COMMUNITIES INCLUSION
40 yearly hours
per capita of
50/50 in experienced
Recruiting of learning for all
Desk Workers employees
Inclusion
& diversity
≥ 30% of More than 25%
Women hired of employees
in Managerial involved in
position mobility/growth
experience
every year
50% of
employees Connecting
30% of Women as stable
in Senior 100%
shareholders (over 29,000)
Leadership roles through share of our employees
Digital ownership plans through global
(YES) platforms,
25% of Women achieving a
in the Total Higher than 80%
response rate proper level of
Workforce adoption
to Engagement
Survey
+ 500 women
in a fully More than 30%
dedicated STEM of Executives
Leadership
program from under-
Local Impact Index
represented
empowerment improved to
nationalities /
70-80%
ethnicities/
Zero Pay Gap origins
Desk Workers
At least a project
per year, with focus
Injuries Index on developing Local mentoring
towards 0 countries and programs for 500
Engagement vulnerable
(employees & students coming
& upskilling communities
contractors) from minorities-
Local projects with poverty
donation of optic
and electric cables
13
Highlights: Sustainability KPIs 2021

Some of the targets we achieved in 2021 are particularly significant in
testifying to the creation of the value we have shared with our stakeholder
system. A brief description of these targets is given below. They will be
then analysed in further detail in the relevant sections.
PEOPLE, CULTURE, SUSTAINABLE INNOVATION

ORGANIZATION & LEAN MANUFACTURING
39% 13.5%
around
WHITE-COLLAR WOMEN WOMEN EXECUTIVES

678,000 t CO eq 2
GHG EMISSIONS
hired with permanent contracts vs 13% in 2020 vs around 736,000 t CO2 eq in 2020
vs 34% in 2020 (Scope 1 e Scope 2 Market Based)
35% 100% 69%

2 5
of total WORKFORCE of PLANTS WASTE RECYCLED

subjected to HUMAN RIGHTS as in 2020
are SHAREHOLDERS
due diligence
(YES program)
around
3% 60%
EMPLOYEES SATISFIED
81%
operating units with
OF THE SHARE CAPITAL
vs 65% in 2020 WATER RECIRCULATION
held by employees as in 2020 1
percentages over 90%
about
17.7 1.55 900

3
TOTAL TRAINING HOURS FREQUENCY RATE NEW PRODUCT FAMILIES

per head count internal and external employees developed as in 2020
vs 1.254 in 2020
1 It includes the shares held by the management as per the incentive plans.
2 The analysis, which refers to the 2020 scope, excludes the OAPIL (Sohar) and Chiplun plants.
3 The 2021 data includes Prysmian Group employees, external staff and the Prysmian Group fleet.
4 The 2020 data includes Prysmian Group employees and external staff. It does not include the Prysmian Group fleet.
5 Relates to the fully-consolidated perimeter, excluding the plants in Chiplun (India) and Sohar (Oman).
14
01_2021 @ A GLANCE
EXTENDED
VALUE CHAIN
13,484 mln € 68%

about
89%
product families (cables) ECONOMIC VALUE OF SUPPLIERS7
included in CARBON FOOTPRINT subjected to ESG assessments
ANALYSIS vs 84% in 2020 GENERATED & DISTRIBUTED
vs 10,099 mln€ in 2020 vs 63% in 2020
50%
over over
48 mln €
saved through the DESIGN TO COST (DTC) RE-USED DRUMS
6,000
programme vs 42 mln€ in 2020 vs 48% in 2020
STAKEHOLDERS INVOLVED
in sustainability-related event
vs over 2,000 in 2020
20.9%
over over
OF CABLES
93% 6
20 mln
evaluated according
ON TIME DELIVERY USERS REACHED
vs 94% in 2020 through websites or social
to the criteria ECO CABLE vs 1% in 2020
(Prysmian w/o GC) network channels vs 12 mln in 2020
+196%
around
15 mln €
ENVIRONMENTAL INVESTMENTS Company’s stock with
for the reduction of GHG emissions TOTAL SHAREHOLDER RETURN
vs 4 mln€ in 2020 vs +155,5% in 2020
6 This percentage refers only to the Product Line “Energy”.

7 Calculated on the percentage of spending of the total Group.
15
GRI Content Index

The standards used refer to the GRI Standards version published in 2016, with the exception of GRI 303: Water, GRI
403: Occupational health and safety updated in 2018, GRI 207: Tax published in 2019 and GRI 306: Waste updated
in 2020.
GRI STANDARDS
GRI ASPECTS OMISSIONS CHAPTER/PAGE
DISCLOSURE DESCRIPTION
The Group Strategy: Leadership in key markets -
102-1 Name of the organisation
Page 29
Activities, brands, products and The Group Strategy: Leadership in key markets -
102-2
services Page 29
102-3 Location of headquarters Via Chiese 6, Milan
102-4 Location of operations A truly global Group - Page 26
Methodological Note - Page 197;
102-5 Ownership and legal form
Being a Public Company - Page 54
The Group Strategy: Leadership in key markets -
102-6 Markets served
Page 29
Highlight: Sustainability KPIs 2021 - Page 14;
Profile of the 102-7 Scale of the organisation
CEO’s letter - Page 6
organisation
Information on employees and Responsibility Towards People - Page 88;
102-8
other workers Annexes - Human resources - Page 182
102-9 Supply chain Sustainable supply chain - Page 160
Significant changes to the Methodological Note - Page 197;
102-10 organisation and its supply
chain Sustainable supply chain - Page 160
Governance and the management of risks and
102-11 Precautionary principle
opportunities - Page 58
SDGs - Sustainable Development Goals - Page 37;
102-12 External initiatives
Membership - Page 46
102-13 Membership of associations Membership - Page 46
Statement from senior
Strategy 102-14 CEO’s letter - Page 6
decision-maker
Values, principles, standards Values, Mission, Vision - Page 29;
102-16
and norms of behaviour Focus on Ethics and Integrity - Page 73
Ethics and integrity
Mechanisms for advice and
102-17 Focus on Ethics and Integrity - Page 73
concerns about ethics
102-18 Governance structure Corporate Governance - Page 68
Composition of the highest
102-22 governance body and its Corporate Governance - Page 68
Governance committees
Chair of the highest governance
102-23 Corporate Governance - Page 68
body
102-25 Conflicts of interest Focus on Ethics and Integrity - Page 73
Create value with Stakeholder engagement -
102-40 List of stakeholder groups
Page 42
Collective bargaining
102-41 Responsibility Towards People - Page 88
agreements
Involvement of
Identifying and selecting Create value with Stakeholder engagement -
stakeholders 102-42
stakeholders Page 42
Approach to stakeholder Create value with Stakeholder engagement -
102-43
engagement Page 42
102-44 Key topics and concerns raised Materiality matrix - Page 47
16
01_2021 @ A GLANCE
GRI STANDARDS
Entities included in the
102-45 consolidated financial Methodological Note - Page 197
statements
Defining report content and Analysis of the topic boundary of material
102-46
topic boundaries aspects for the Prysmian Group - Page 201
Annexes - Description of material topics -
102-47 List of material topics
Page 200
102-48 Restatements of information Methodological Note - Page 197
102-49 Changes in reporting Methodological Note - Page 197
Reporting practices 102-50 Reporting period Methodological Note - Page 197
102-51 Date of most recent report Methodological Note - Page 197
102-52 Reporting cycle Methodological Note - Page 197
Contact point for questions
102-53 Methodological Note - Page 197
regarding the Report
Claims of reporting in
102-54 Methodological Note - Page 197
accordance with GRI Standards
102-55 GRI index GRI Content Index - Page 16
102-56 External assurance Independent Auditors’ Report - Page 202
Governance and the management of risks
and opportunities - Page 58;
Explanation of the material Annexes - Description of material topics -
103-1
topic and its boundary Page 200;
Analysis of the topic boundary of material
aspects for the Prysmian Group - Page 201
201: Economic
performance The management approach Governance and the management of risks
103-2
and its components and opportunities - Page 58
Evaluation of the management Governance and the management of risks
103-3
approach and opportunities - Page 58
Financial implications and
201-2 other risks and opportunities
and opportunities - Page 58
due to climate change
Commitment to the Community - Page 109;
Explanation of the material
103-1 Page 200;
topic and its boundary
203: Indirect
economic impacts The management approach
103-2 Commitment to the Community - Page 109
and its components
Evaluation of the management
approach
Infrastructure investments and
services supported
Sustainable supply chain - Page 160;
103-1 Page 200;
204: Procurement
practices The management approach
103-2 Sustainable supply chain - Page 160
and its components
approach
Proportion of spending on local
suppliers
Focus on Ethics and Integrity - Page 73;
103-1 Page 200;
The management approach
and its components
205: Anti-corruption
approach
Communication and training
205-2 about anti-corruption policies Focus on Ethics and Integrity - Page 73
and procedures
Confirmed incidents of
corruption and actions taken
17
GRI STANDARDS
103-1 Page 200;
206: Anti-competitive The management approach
behaviour 103-2 Focus on Ethics and Integrity - Page 73
and its components
approach
Legal actions for anti-
206-1 competitive behaviour, anti- Focus on Ethics and Integrity - Page 73
trust and monopoly practices
Tax strategy of the Group - Page 78;
103-1 Page 200;
103-2 Tax strategy of the Group - Page 78
and its components
approach
Tax strategy of the Group - Page 78;
207: Tax (2019) Annexes - Description of material topics -
207-1 Approach to tax Page 200;
Tax governance, control and
risk management
Stakeholder engagement and
207-3 management of concerns Tax strategy of the Group - Page 78
related to tax
Tax strategy of the Group - Page 78
207-4 Country-by-country reporting
Annexes - Taxes - Page 175
103-1 Page 200;
301: Materials and its components
103-3 Challenging targets for 2022 - Page 40
approach
Material used by weight or
volume
Materiali utilizzati per peso o
volume
Our environmental responsibility - Page 136;
103-1 Page 200;
103-2 Our environmental responsibility - Page 136
302: Energy and its components
Evaluation of the management Challenging targets for 2022 - Page 40;
103-3
approach Our environmental responsibility - Page 136
Energy consumption within the Environmental performance - Page 142;
302-1
organisation Annexes - Environment - Page 189
Environmental performance - Page 142;
302-3 Energy intensity
Annexes - Environment - Page 189;
18
01_2021 @ A GLANCE
GRI STANDARDS
103-1 Page 200;
and its components
Evaluation of the management Our environmental responsibility - Page 136;
103-3
303: Water approach Challenging targets for 2022 - Page 40
and effluents Our environmental responsibility - Page 136;
(2018) Annexes - Description of material topics -
Interactions with water as a
303-1 Page 200;
shared resource
Management of water
303-2 Environmental performance - Page 142
discharge-related impacts
303-3 Water withdrawal Environmental performance - Page 142
303-5 Water consumption
Annexes - Environment - Page 189
103-1 Annexes - Description of material topics -
Page 200
304: Biodiversity 103-2 Our environmental responsibility - Page 136
and its components
approach
304-3 Habitats protected or restored Environmental performance - Page 142
Explanation of the material Annexes - Description of material topics -
103-1
topic and its boundary Page 200;
The management approach Our environmental responsibility - Page 136;
103-2
and its components Environmental performance - Page 142
Challenging targets for 2022 - Page 40;
103-3 Our environmental responsibility - Page 136;
approach
Environmental performance - Page 142
305: Emissions Environmental performance - Page 142;
New targets of the Group: Climate Change
305-1 Direct (Scope 1) GHG emissions
& Social Ambition - Page 12;
Energy indirect (Scope 2) GHG New targets of the Group: Climate Change
305-2
emissions & Social Ambition - Page 12;
305-4 GHG emissions intensity
103-1 Page 200;
and its components
306: Waste (2020) 103-3
approach Environmental performance - Page 142
Production of waste and
306-1 significant impacts related to Environmental performance - Page 142
waste
Management of the significant
306-2 Environmental performance - Page 142
impacts associated with waste
306-3 Waste produced
19
GRI STANDARDS
103-1 Page 200;
The management approach Governance and the management of risks
307: Environmental 103-2
compliance
Evaluation of the management and opportunities - Page 58;
103-3
approach
Non-compliance with
307-1 environmental laws and Environmental performance - Page 142
regulations
103-1 Page 200;
308: Supplier
environmental 103-2 Sustainable supply chain - Page 160
and its components
assessment
103-3
approach Sustainable supply chain - Page 160
Negative environmental
308-2 impacts in the supply chain and Sustainable supply chain - Page 160
actions taken
Responsibility Towards People - Page 88;
Explanation of the material The development of talent - Page 96;
103-1
topic and its boundary Annexes - Description of material topics -
Page 200;
401: Employment 103-2 The development of talent - Page 96;
and its components
The wellbeing of our employees - Page 103
Evaluation of the management The development of talent - Page 96;
103-3
approach The wellbeing of our employees - Page 103
New employee hires and Our human capital - Page 90;
401-1
employee turnover Annexes - Human resources - Page 182
Benefits provided to full-
time employees that are not
401-2 The wellbeing of our employees - Page 103
provided to temporary or part-
time employees
Dialogue with social partners and collective
bargaining - Page 105;
103-1 Page 200;
aspects for the Prysmian Group - Page 201;
402: Labour/
Management
& Social Ambition - Page 12
relations
103-2 Dialogue with social partners and collective
and its components
bargaining - Page 105
Evaluation of the management Dialogue with social partners and collective
103-3
approach bargaining - Page 105
Minimum notice periods Dialogue with social partners and collective
402-1
regarding operational changes bargaining - Page 105
20
01_2021 @ A GLANCE
GRI STANDARDS
Occupational health and safety - Page 106;
Page 200;
103-1 Analysis of the topic boundary of material
& Social Ambition - Page 12
103-2 Occupational health and safety - Page 106
and its components
approach
Occupational health and safety
403-1 Page 200;
management system
403: Health Hazard identification, risk
and safety (2018) 403-2 assessment and incident Occupational health and safety - Page 106
investigation
403-4 Occupational health services Occupational health and safety - Page 106
Worker participation,
consultation and
communication on
occupational health and safety
Worker training on
occupational health and safety
403-9 Promotion of worker health
Annexes - Health and safety - Page 188
Prevention and mitigation of
occupational health and safety Occupational health and safety - Page 106;
403-10
impacts directly linked by Annexes - Health and safety - Page 188
business relationships
Explanation of the material The development of talent - Page 96;
103-1
Page 200;
404: Training and Analysis of the topic boundary of material
education aspects for the Prysmian Group - Page 201
103-2 Responsibility Towards People - Page 88
and its components
103-3 The development of talent - Page 96
approach
Average hours of training per
404-1 The development of talent - Page 96
year per employee
Explanation of the material Diversity and equal opportunities - Page 93;
103-1
Page 200;
405: Diversity and aspects for the Prysmian Group - Page 201
equal opportunity
103-2 Diversity and equal opportunities - Page 93
and its components
103-3
approach Our human capital - Page 90
Corporate Governance - Page 68;
Diversity of governance bodies
405-1 Our human capital - Page 90;
and employees
Annexes - Human resources - Page 182
21
GRI STANDARDS
Integrated management of sustainability risks
and opportunities - Page 58;
Explanation of the material Page 200;
103-1
topic and its boundary Analysis of the topic boundary of material
412: Human rights & Social Ambition - Page 12
assessment
The management approach Integrated management of sustainability risks
103-2
Evaluation of the management Integrated management of sustainability risks
103-3
approach and opportunities - Page 58
Operations that have been
Integrated management of sustainability risks
412-1 subject to human rights
and opportunities - Page 58
reviews or impact assessments
Responsible and sustainable value chain -
Page 165;
103-1
414: Supplier social New targets of the Group: Climate Change
assessment & Social Ambition - Page 12
The management approach Responsible and sustainable value chain -
103-2
and its components Page 165
103-3 Challenging targets for 2022 - Page 40
approach
Negative social impacts in the Responsible and sustainable value chain -
414-2
supply chain and actions taken Page 165
Explanation of the material Protecting our data - Page 83
103-1
topic and its Boundary Focus on Ethics and Integrity - Page 73
103-2 Protecting our data - Page 83
and its components
418: Customer privacy Evaluation of the management
approach
Substantiated complaints
concerning breaches of
customer privacy and losses of
customer data
MATERIAL ISSUES NOT COVERED BY GRI ASPECTS

GRI STANDARDS
103-1
Customer centricity
103-2 Our customer-centric approach - Page 154
and its components
103-3 Our customer-centric approach - Page 154
approach
103-1
Technological
development and The management approach Sustainable Innovation - Page 114;
103-2
Eco-design innovation and its components Our environmental responsibility - Page 136
Sustainable Innovation - Page 114;
103-3 Our environmental responsibility - Page 136;
approach
Challenging targets for 2022 - Page 40
22
01_2021 @ A GLANCE
SASB Index
For reasons other than compliance with the requirements of Decree 254/2016, NFS 2021 includes additional specific
KPIs for the sector in which Prysmian Group operates, having regard for the indicators published by the Sustainability
Accounting Standards Board (SASB).
RESOURCE TRANSFORMATION
SECTOR
ELECTRICAL & ELECTRONIC EQUIPMENT
GENERAL ISSUE CATEGORY DISCLOSURE DESCRIPTION CHAPTER / PAGE
1) Total energy consumed, (2)

Energy management RT-EE-130a.1. percentage grid electricity, (3)
percentage renewable
Hazardous waste Amount of hazardous waste generated, Environmental performance - Page 142
RT-EE-150a.1.
management percentage recycled Annexes - Environment - Page 189
Number of recalls issued, total units

Product safety RT-EE-250a.1. Management of complaints - Page 157
recalled
Product lifecycle Revenue from renewable energy-related Prysmian Group for the energy transition -
RT-EE-410a.3.
management and energy efficiency related products Page 30
Description of the management of Governance and the management

Materials sourcing RT-EE-440a.1. risks associated with the use of critical of risks and opportunities - Page 58
materials Sustainable supply chain - Page 160
Description of policies and practices for

Business ethics RT-EE-510a.1. prevention of: (1) corruption and bribery Focus on Ethics and Integrity - Page 73
and (2) anti-competitive behavior
Total amount of monetary losses as a

Business ethics RT-EE-510a.2. result of legal proceedings associated Focus on Ethics and Integrity - Page 73
with bribery or corruption

result of legal proceedings associated
Business ethics RT-EE-510a.3. Focus on Ethics and Integrity - Page 73
with anti-competitive behavior
regulations
RESOURCE TRANSFORMATION
SECTOR
ELECTRICAL & ELECTRONIC EQUIPMENT
GENERAL ISSUE CATEGORY DISCLOSURE DESCRIPTION CHAPTER / PAGE
1) Total recordable incident rate (TRIR) Occupational health and safety -

Workforce health and
IF-EN-320a.1. and (2) fatality rate for (a) direct Page 106;
safety
employees and (b) contract employees Annexes - Health and safety - Page 188
Description of policies and practices for

prevention of (1) bribery and corruption,
Business ethics IF-EE-510a.3. Focus on Ethics and Integrity - Page 73
and (2) anti-competitive behavior in the
project bidding processes

result of legal proceedings associated
Business ethics IF-EE-510a.2. Focus on Ethics and Integrity - Page 73
with charges of (1) bribery or corruption
and (2) anticompetitive practices
23
02_ESG IDENTITY
Sustainability is what we are. Presenting the sustainability of Prysmian Group
means presenting that which Prysmian has decided to be and to become as a
sustainable entity. This chapter covers the foundations of our ESG identity and
how its consolidation, via the ambition to become an enabler of the energy
transition and the ambition to create a more equal and inclusive working
environment for our staff, is now the key factor in our leadership. From our
ESG pillars to our industrial positioning, which places us at the centre of the
low-carbon future, digitalisation and electrification; from our values to the
systems that measure them; through to the strategies for agreeing this ESG
Identity with our stakeholders.
Our ESG
Value
Our ESG
Ambition
Our ESG
In
n
t io
Governance
no
bi
va
m
t io
ea
na
at
m
im
Our ESG
bi
Cl
Identity
t io
n
Social ambition
25
A truly global Group
We are present in more than 50 countries around the world, with 108 plants
and over 29,000 employees. Our business model is diversified by portfolio
and geographical area. In 2021, Prysmian Group finalised the acquisition of
EHC Global, a leading manufacturer of strategic components and integrated
solutions for the vertical transportation industry, with plants and R&D
research centres in China, Canada and Germany.
NORTH AMERICA 24
plants
Canada U.S.A.
St. Maurice Rocky Mountain Williamsport
St. Jerome Du Quoin Willimantic
Oshawa Lincoln Lawrenceburg
Saguenay QC - Lapointe Indianapolis Abbeville
Prescott Jackson Bridgewater
Manchester Claremont
Marion Lexington
Marshall North Dighton
Paragould Schuylkill Haven
Sedalia
LATIN AMERICA
13 plants
Argentina Colombia
La Rosa Bogotá
Brazil Costa Rica

Joinville factory Heredia
Poços de Caldas
Sorocaba Fiber Mexico
Sorocaba Eden Durango
Vila Velha Tetla
Piedras Negras
Chile Nogales
Santiago
KEY
Energy
Telecom
Shared
+50
countries
108
plants
26 R&D
centers
about
29,000 employees 4 ships

cable-laying
26
02_ESG IDENTITY
EUROPE 49 plants
Czech France Germany

Republic Calais Wuppertal
Velké Mezirící Billy - Berclau - Douvrin Berlin
Sainte Geneviève Nurnberg
Amfreville Nordenham
Estonia Paron Neustadt
Keila Pont de Cheruy -Charvieu Schwerin
Cornimont - Xoulces Baesweiler
Finland Gron
Pikkala Pont de Cheruy - Chavanoz Hungary
Oulu Montreau Kistelek
Balassagyarmat
Italy Portugal
Battipaglia Morelena Spain
Giovinazzo Abrera
Livorno Romania Santa Perpetua
Merlino Milcov Vilanova
Pignataro M. Slatina Santander
Quattordio
Arco Felice
Russia Sweden
Rybinsk Nassjo
Norway
Drammen
Slovakia The Netherlands
Presov Eindhoven
U.K. Nieuw Berger
Washington Delft
Wrexham Emmen
Bishopstoke
Aberdare
MEAT 7 plants
Angola Oman Turkey

Luanda Sohar Mudanya
Muscat
Ivory Coast
Abidjian Tunisia
Grombalia
Menzel Bouzelfa
APAC 15 plants
Australia India Philippines

Liverpool Chiplun Cebu
Dee Why
Indonesia Thailand
Mudanya Tianjin China Cikampek Rayong
Yixing Zhongyao
Zhongyao
Haixun
Suzhou
Haixun Malaysia
Yixing Melaka
Wuxi
Tianjin
Cebu Suzhou
Chiplun Shangai 1 New Zealand
Shangai 2 New Lynn
Melaka
Cikampek
Dee Why
Liverpool
Auckland
27
The diversified portfolio of activities is a strength for the Prysmian Group, as the only global leader with a business
model balanced among areas with differing profiles, where each segment plays a precise role in the overall
strategy, considering stability, growth potential and the generation of opportunities.Historically,
the Energy area has delivered the most stable results, while the Projects and Telecom areas have been marked by
greater dynamism.
Acquisitions have always fit in with the strategy of maintaining balance: General Cable enabled the Group to diversify
geographically, with strong exposure to the North American market, which is structured differently with more
consolidated dynamics
Additionally, while the positioning of the Prysmian Group as a cable manufacturer remains central, part of our
activities makes us a network solution provider, drawing on the ability to integrate ever more closely the various
components - engineering, installation, network monitoring and after-sales services - to provide value-added
services that ensure recurring revenue streams and build long-term partnerships with customers.
Alongside this, the Group is also able to identify and develop value-added market niches - such as solutions for the
elevator industry, cables for multimedia applications, monitoring solutions developed by PrysmianElectronics -
while releasing the synergies needed to be cost-effective and offer end-to-end solutions integrated with advanced
digital equipment.
BUSINESS AREAS
The Group is organised in a matrix structure by reference market and business unit, identifying three macro-areas
of activity.
Energy Projects Telecom

Comprising business segments that offer Comprising high-tech and high value- Comprising businesses devoted to making
a complete and innovative portfolio of added businesses focused on the design, the cabling systems and connectivity
products designed to satisfy the many production and customisation of HV products used in TLC networks. The
needs of the markets served. This macro- and EHV cabling systems for terrestrial product portfolio includes optical fibre,
area is organised as follows: and submarine applications. The Group optical cables, connectivity components
• Energy & Infrastructure, which includes develops pioneering “turnkey” submarine and accessories, OPGW (Optical Ground
Trade & Installers, Power Distribution cable systems for installation at depths Wire) and copper cables. The Group is also
and Overhead Transmission Lines; of up to 3,000 metres, assisted by its among the leaders in the production of
• Industrial & Network Components, which cable-laying fleet comprising the Giulio optical fibre - the essential component of
includes Oil & Gas, Elevators, Automotive, Verne, the Cable Enterprise, the Ulisse all types of optical cables. A wide range of
Network Components, Specialties & and the Leonardo da Vinci (operational optical fibres is designed and made using
OEM (serving in turn the following from July 2021). Prysmian Group also proprietary technology to cater to the
sectors: Cranes, Mining, Railways, offers advanced services for terrestrial broadest possible spectrum of customer
Rolling Stock, Marine and Renewables and submarine interconnections between applications: single-mode, multimode
- cables for the solar energy industry various countries and between offshore and specialty fibres. In both cables and
and for the operation and connection wind farms and the mainland, used for connectivity, the Group focuses on the
of wind turbines) and Electronics (Asset both the generation and distribution of design of products that provided greater
Monitoring Solutions). electricity. density in a smaller diameter, with ease of
use and optimal fibre management.
The ENERGY business area generated The PROJECTS business area The TELECOM business area
9,557 million euros in 2021, representing generated 1,594 million euros in 2021, generated 1,585 million euros in 2021,
75% of the total revenues representing 13% of the total representing 12% of the total
of the Group. revenues of the Group. revenues of the Group.
28
02_ESG IDENTITY
Values, Mission, Vision

The ESG Identity of a leading group must be supported by Values, Mission and Vision that guide operations,
translate into products made and fuel the ambitions for our role in tomorrow’s world.
Drive - Our objective is to guide the evolution of our sector: we develop our people and our business,
following a clear strategy while anticipating customer needs.
Trust - We intend to create an environment that inspires trust, where diversity and collaboration are
Values recognised and people are empowered to make decisions with integrity.
Simplicity - Our challenge is to simplify all that we can, focusing on activities that generate
considerable value and timely decisions that enhance the results achieved by the Group.
We believe in the efficient, effective and sustainable supply

Vision of energy and information as the main driver for the development of community.
The Prysmian Group provides its customers worldwide with superior cable solutions
Mission based on pioneering technology and consistent excellence in execution, ultimately
delivering sustainable growth and profit.
The Group Strategy: Leadership in key markets

Network infrastructures play a role of strategic importance in the great challenges posed by the energy transition
and digitalisation. In detail, cable technology is a key component of infrastructure networks for power transmission
and telecommunications. The crucial challenges set by the US Build Back Better Plan introduced by the Biden
Administration and the European Union’s Green Deal also attach great importance to infrastructural development,
and thus open up significant opportunities for Prysmian Group. The Group’s strategy is thus strongly focused on
three main drivers:
• Energy transition: from fossil fuels to renewable resources for a low-carbon future
• Digitalisation of the world: channelling and transporting the explosion of big data
• Electrification of society: enabling the application of electrical power throughout the world
Supply chain efficiency and flexibility, customer proximity, technological innovation, and ongoing knowledge and
skill development are the pillars of Prysmian’s strategy aimed at grasping these growth opportunities. In addition,
there are also other transversal factors such as the Group’s financial solidity and its ability to generate resources to
support investment in businesses with the greatest technological content and added value, as well as the continuous
improvement of product and production process sustainability.
PRYSMIAN GROUP’S COMMUNICATION PURPOSE
Today, not only do we provide our customers with superior cable solutions based on state-of-the-art technology: we
also offer excellence in execution, a legacy built on performance and innovation, and a commitment to delivering
sustainable growth and profit. And everything we do is centred around a shared purpose. At Prysmian Group, our
purpose unites every individual within our business, ensuring we move towards a shared vision: a future where we
solve the challenges posed by the energy transition, ubiquitous digitalisation, and global electrification. Our purpose
gives Prysmian Group’s shareholders, stakeholders and customers alike an understanding of our company’s mission.
It allows them to share in the impact we have on the world around us, and demonstrates the value this creates for
them, and for everyone, as we meet the world’s challenges and contribute to a better future for everyone.
29
Prysmian Group for the energy transition

Our vision and our ambition lead us into a world of cleaner energy that is
more intelligent and efficient. Our technology enables us to play a key role
in accelerating the energy transition, digitalisation and electrification. Here
we explain why and how we seek to be a game changer for tomorrow’s world.
Climate change is the main global challenge faced by humanity. 40%1 of the world’s CO2 emissions are generated by
energy production processes and a profound decarbonisation of the system is necessary. The collective response
has been a call for the expansion and integration of renewables. The European Union was one of the first economies
to make a formal commitment by establishing objectives for 2030, seeking to become carbon neutral by 2050
and highlighting the priority need for an integrated energy market that is both digitalised and interconnected
with renewable sources.
The ambition of Prysmian Group is to be a game changer in this scenario, acting as an enabler in accelerating the
energy transition while, at the same time, creating business value. In fact, over the past decade it has become
more economic to invest in new sources of wind or solar energy than to build new carbon-consuming plants.
However, a solid and interconnected grid is essential for a complete transition to renewables, so that energy can
be constantly transmitted everywhere from one place to another: from where it is produced (including offshore
wind farms) to where it is consumed (communities and inhabited centres).
Power grids are the skeleton of an energy system dominated by renewables and, therefore, must be extended
and strengthened in response to a net-zero world founded largely on renewable electricity, the demand for
which is sure to increase with the progressive decarbonisation currently in progress. In addition to the existing
distribution of renewable electricity to homes and businesses, the electrification of building heating systems,
the transportation sector and industrial processes will require considerable expansion of the existing grid. For
example, according to the IEA outlook, the electrification of air transportation could by itself double the demand
for electricity.
Prysmian supports the development of greener and more intelligent power grids, with innovative technologies
that cover long distances and the ocean depths while assuring high performance, reliability and sustainability:
• OFFSHORE WIND SOLUTIONS bring power from sea to shore;

• SUBMARINE CABLE SYSTEMS go deeper and further;
• LAND INTERCONNECTORS bring power to where it’s needed most.
1 Global energy-related CO2 emissions by sector, International Energy Agency (IEA), march 2021.
30
02_ESG IDENTITY
PRYSMIAN GROUP FOR DIGITALISATION
The Prysmian Group seeks to be the go-to technology player, facilitating the production and transmission of cleaner,
more intelligent, more efficient and more competitive energy.
Just as cables for power grids are an essential element of the energy transition, optical fibre will enable the
digitalisation of society as an essential step in the development of a low-carbon economy and a new growth model.
The Group has established 3 main objectives for its role as an enabler of digitalisation:
FROM PURE CABLE SUPPLIER LEVERAGING #DATAEXPLOITATION INVESTING IN DIGITAL

TO A #SOLUTIONPROVIDER TO IMPROVE PRODUCT TECHNOLOGY AND CULTURE
By scaling at full speed AND SERVICE QUALITY TO SUPPORT A #NEWLEADERSHIP
to accelerate value delivery By designing value roadmap By re-positioning our company
and measuring its impact as a digital player in the market
DIGITAL PRODUCT DO MORE WITH LESS DIGITAL PLANKTON

Sustain growth creating & integrating Optimize business performance Building next generation skills
software solutions at scale through digital solutions and automation nurturing customers
and people digital needs
THE ROLE OF CABLES
With a view to facilitating the ever more efficient development of sustainable and integrated grids, Prysmian Group
strives constantly to improve the performance of its terrestrial and submarine HV cables. The five main research
objectives of Prysmian Group:
1. Make cables that can be installed at ever greater depths and in any marine environment, even reaching a depth
of 3,000 metres, partly as a result of lighter reinforcements.
2. Link countries that are far apart or cable the floating wind farms located far offshore, in windy areas that provide
a constant flow of electricity, using ever longer interconnections.
3. Increase the intrinsic reliability of cables, limiting their dispersion, and equipping them with sensors capable
of monitoring the system.
4. Increase cable productivity, contributing to a significant reduction in system installation costs. Higher
performance and more reliable cables help to optimise installation costs. .
5. Ensure ever greater levels of flexibility in the use of optical fibres without degrading the signal quality. The 5G
challenge requires the market to make an infrastructure effort almost without historical precedent.
31
European taxonomy
1. Introduction to the European Taxonomy
The European Taxonomy, introduced by Regulation (EU) 852/2020 and in force from 1 January 2022 (also Taxonomy),
is a system of classification used to identify economic activities that are environmentally sustainable. It seeks to
facilitate sustainable investment and achievement of the objectives established in the European Green Deal. In
particular, the Taxonomy strives to guarantee the reliability, consistency and comparability of economic activities
considered sustainable, thus protecting investors from greenwashing, helping businesses through the sustainable
transition, mitigating market fragmentation and bridging the sustainable investment gap.
Regulation (EU) 852/2020 (also Regulation) has established six objectives for the identification of economic
activities that are environmentally sustainable:
• mitigation of climate change,

• adaptation to climate change,
• sustainable use and protection of water and marine resources,
• transition to a circular economy,
• prevention and control of pollution,
• protection and restoration of biodiversity and ecosystems.
The delegated acts for the climate change adaptation and mitigation, objectives were published during 2021.
These contain the criteria for the definition of eligible and aligned activities pursuant to the European Taxonomy.
With reference to the above distinction, the Commission has established two deadlines for disclosure by non-
financial undertakings
During 2022, with reference to FY 2021, undertakings required to publish a Non-Financial Statement pursuant to
Decree 254/2016 must disclose the proportion of their activities that are eligible, in terms of turnover, capex and
opex, together with the related supporting qualitative information. The above information can be found in this
chapter. An activity is deemed eligible pursuant to the Taxonomy if it falls within the definitions of the activities
presented in the delegated acts for the climate change objectives (mitigation and adaptation).
Commencing from 2022, the reporting requirement envisages verification of how well those aligned activities
are Taxonomy aligned in terms of turnover, capex and opex. An economic activity is considered to be Taxonomy
aligned if it:
• makes a substantial contribution to the achievement of one or more of the environmental objectives,
• does no significant harm to any of the environmental objectives,
• is carried out in compliance with the minimum safeguards,
• complies with the technical screening criteria established by the European Commission
2. Prysmian Group activities that contribute to achievement of the EU objectives
The ESG identity of the Group is underpinned by solid leadership in the power and telecom cable systems industry.
As such, Prysmian is placed front and centre in the transition to a low-carbon economy, which sustains our vision
of the future and our medium/long-term objectives, the progressive achievement of which will contribute to the
fight against climate change (see also the “New Group objectives: Climate Change & Social Ambition page 12).
The Group is organised into three segments of economic activity: projects, energy business and telecom business
(see “Business areas” page 28). Each segment has been analysed to identify its Taxonomy-eligible activities, as
described in the Methodology section of this chapter. Given our ambition to become a key technological player
in the transition towards the use of renewable energy sources and a low-carbon economy, the Prysmian Group
sees the Taxonomy as a strategic framework for the definition of commitments and objectives and for responding
to the transparency and disclosure requirements of investors and stakeholders.
32
02_ESG IDENTITY
3. Main results
Consistent with the regulatory requirements, the following section presents the proportions of 2021 Group turnover,
capex and opex associated with Taxonomy-eligible economic activities for the first two environmental objectives
(mitigation of climate change and adaptation to climate change), in compliance with art. 8 of the Taxonomy
Regulation and art. 10 (2) of art. 8 of the delegated Act.
Prysmian has also decided to calculate and report voluntarily the eligible proportion of the adjusted EBITDA, which
is considered the most representative indicator of the contribution made to the energy transition by the activities
and business of the Group.
TAXONOMY ELIGIBLE AND NON-ELIGIBLE ACTIVITIES IN TERMS OF TURNOVER, CAPEX AND OPEX
Total
(in millions Taxonomy-eligible activities (%) Taxonomy non-eligible activities (%)
of euro)
Turnover 12,736 46.55% 53.46%
CapEx 283 63.69% 36.31%
OpEx 359 50.97% 49.03%
Adjusted EBITDA 976 58.98% 41.02%
* The figure for operating expenses (OpEx) refers to the list proposed by the Taxonomy specified in point 1.1.3.1 of the delegated Act on Article 8 (Annex I), which
comprises: non-capitalised direct R&D costs, property renovation costs, short-term rentals, maintenance and repairs, and all other direct expenses incurred on
the routine maintenance of property, plant and equipment by the business or by third parties to whom the work needed to ensure the continuous and effective
functioning of those assets has been outsourced.
Process for determining eligibility
The activities of the Prysmian Group (as represented by the three macro areas: projects, energy, telecom) were
analysed to determine which of them could be deemed Taxonomy eligible, i.e. included among the activities
described in the attachments (Annexes I and II) to the Regulation delegated acts, regardless of whether or not
they satisfy the technical screening criteria, do no significant harm (DNSH) to any of the environmental objectives,
or comply with the minimum safeguards, as established in the delegated acts (these checks on Taxonomy alignment
will start next year).
The economic activities of the Prysmian Group were identified with reference to the Group’s classification system,
thus ensuring that the results cover all economic activities carried out by the Group.This analysis identified the
following categories of Taxonomy-eligible economic activities: :
TAXONOMY-ELIGIBLE ACTIVITIES
NACE Mitigation of Adaptation to

Activity Description
codes climate change climate change
3.1. Manufacture
Manufacture of renewable energy technologies, where C25,
of renewable
energy
renewable energy is defined in art. 2 (1) of Directive (EU)
2018/2001.
C27,
C28
✓ ✓
technologies
C22,
3.6. Manufacture of technologies aimed at substantial GHG
C25,
Manufacture emission reductions in other sectors of the economy,
C26,
of other
low carbon
where those technologies are not covered in Sections 3.1
to 3.5 of this annex (see Annex I and II of the Delegated
C27 ✓ ✓
and
technologies Act on Climate Change)
C28
Construction and operation of transmission systems

4.9
that transport electricity on the EHV and HV D35.12
Transmission
and distribution
interconnected system. Construction and operation of
distribution systems that transport electricity on HV,
and
D35.13
✓ ✓
of electricity
MV and LV distribution systems.
33
The categories selected may be associated with the following activities carried out by the Prysmian Group.
Activity 3.1
The Group manufactures a wide range of cables and accessories used in the generation of wind and solar energy.
Activity 3.6
With reference to activity 3.6 Manufacture of other low carbon technologies, the definition proposed in the
Taxonomy leaves ample scope for interpretation, including all those technologies excluded from other categories
of manufacturing activity (from 3.1 to 3.5) that are aimed at reducing GHG emissions. For this reason, although
the references made to the NACE codes associated with the activities must be understood as indicative and should
not prevail over the specific definition of the activity provided in the description (as indicated in point 6 of the
delegated Act), the Group decided to compare the codes proposed in the Taxonomy with the economic activities
carried out, in order to identify more precisely the economic activities eligible for category 3.6 and select those
that might seek to reduce emissions in other sectors of the economy. This category includes the activities carried
out by Prysmian in order to manufacture cables and accessories for the telecom sector (optical fibre and copper).
These contribute actively to the transition to a carbon-neutral future, supporting the digitalisation process and
providing infrastructure with environmental impacts that are potentially lower than the alternative technologies
available on the market.The analysis also included the manufactured cables used in the railway sector, given the
contribution made by the technology to the reduction of emissions in the sector. Lastly, although the volumes are
not particularly significant in terms of turnover, manufacture of the Pry-cam technology has been included as it
aims to monitor and enhance the efficiency of energy consumption.
Activity 4.9
Prysmian designs, produces and installs underground and submarine cables and systems for the transmission
and distribution of electricity.
Non-eligible activities and future developments
The activities not identified as Taxonomy eligible - and which therefore comprise the Taxonomy non-eligible % -
are currently not included among the sectors and activities included in the EU Taxonomy; however, they could be
included in the activities envisaged in the additional four environmental objectives identified in the Regulation
that are currently being standardised.
Assignment of turnover, capex and opex to a single environmental objective
In compliance with the Taxonomy requirement to avoid double counting, the activities identified as eligible will be
assigned to just one environmental objective, either mitigation of climate change or adaptation to climate change,
in the analysis needed to calculate the alignment KPIs.
INDICATORS AND ACCOUNTING POLICY

For 2021, the indicators (eligible turnover, eligible capex, eligible opex) must be disclosed in relation to the eligible
and non-eligible economic activities (art. 10 (2) of art. 8 of the delegated Act). These indicators have been calculated
with reference to the regulatory requirements and instructions provided by the European Commission.
ELIGIBLE TURNOVER
The percentage of turnover was calculated as the net sales deriving from products and services associated with the
eligible economic activities (numerator), divided by the consolidated total net sales (denominator).Further details
on the accounting policies for consolidated net sales can be found in the 2021 Annual Report.
The indicator was calculated using the revenues from sales derivable from the income statement of the Prysmian
Group.The numerator comprises the turnover of the Taxonomy-eligible activities: activity 3.1 Manufacture of
renewable energy technologies and activity 3.6: Manufacture of other low carbon technologies.
In addition, to avoid double counting for the reported indicator, note that the Taxonomy-eligible turnover is
generated from the individual economic activities carried out by the Group, selected as the maximum possible
level of detail.
34
02_ESG IDENTITY
ELIGIBLE CAPEX
The capex percentage presented was calculated as ratio of the capex associated with the eligible activity to the total
capex of the Group, as specified in points 1.1.2.1 and 1.1.2.2 of the delegated Act on art. 8 (Annex I).
Consistent with the regulatory requirements, the denominator includes the 2021 increases in property, plant and
equipment and intangible assets, as determined before depreciation, amortisation and any remeasurements,
including those deriving from revaluations and write-downs, for the year concerned, and before any changes in fair
value. Further details on the Group accounting policies for investments can be found in the 2021 Annual Report.
The numerator comprises the portion of investment relating to the eligible activities of the Group belonging to
the category in Section 1.2.1 (a), of Annex I to Art. 8 of the delegated Act: Capex relating to goods or processes that
have been associated with eligible economic activities.
The caption selected from among the Group’s investments fall into the following categories:
• Investment in research and development

• Investment for the development and renovation of tangible assets
• Investment for the development of intangible assets (e.g. Patents, software …)
Recruitments
The accounting classification of the investments of the Prysmian Group is different to that used to identify eligibility.
For this reason, the analysis included reconciliation with the Group’s classification system, in order to identify the
proportions of investments related exclusively to the eligible activities. This made it possible to avoid the risk of
double counting.
The investments classified as Information Technology belong to a category that covers all Group activities; accordingly,
it was necessary to identify just that portion relating to the eligible economic activities. This is calculated using the
eligible percentage of turnover (46.55%).
ELIGIBLE OPEX
The opex percentage was calculated as the ratio of the opex associated with the eligible activity to the total operating
expenses of the Group, as specified in points 1.1.3.1 and 1.1.3.2 of the delegated Act on art. 8 (Annex I).
By contrast with the capex and consistent with the requirements of the Regulation, the denominator includes
direct, non-capitalised R&D costs (account caption: Total Fixed R&D), maintenance and repairs (account caption:
Maintenance), all other direct expenses incurred on the routine maintenance of property (account caption: Cleaning
Services), short-term rentals (account caption: Total renting and leasing), and personnel training costs (account
caption: Training courses).
The numerator comprises solely the proportion relating to Taxonomy-eligible economic activities. The cost captions
considered when calculating the indicator, included in the above categories, were extracted from the Group’s
income statement.
Recruitments
The accounting classification of the opex of the Prysmian Group is different to that used to identify the Taxonomy-
eligible activities. In order to ensure process consistency and avoid the risk of double counting, the various systems
used to classify the activities were reconciled, in order to identify that proportion of costs related to the eligible
activity. In addition, for those cost items for which it was not possible to identify just that part relating to eligible
activities, the portion was calculated using the eligible turnover percentage (46.55%).
ELIGIBLE ADJUSTED EBITDA

Although not required by the Regulation, the Group has also decided to report the percentage of eligible adjusted
EBITDA, calculated as the ratio between the adjusted EBITDA of the individual Taxonomy-eligible activities and
the total adjusted EBITDA of the Group, taken from the Group’s income statement.
35
Sustainability is in our DNA

We are a public company focused on generating value for our stakeholders and
our people. This distinguishing element means that we have always sought
to integrate the various environmental, social and governance factors within
our DNA, developing ambitious objectives that position us as a sustainability
champion.
Positioning as
SUSTAINABILITY CHAMPION
SOCIAL AMBITION
• D&I programs
• Women in STEM
• Measurement of impacts on communities
• Health and Safety as a top priority
• Gender Equality
CLIMATE CHANGE AMBITION

• Net zero target
• Science Based Target Initiatives
• New climate strategy (in line with COP26),
endorsing the Business Ambition
(1.5°C) with “net zero” target:
– by 2035 Scope 1 and 2
– by 2050 Scope 3
ENERGY TRANSITION & DIGITALIZATION

• Role of cables
in enabling energy transition
• Role of fibres & innovative solutions
in the digitalisation and decarbonisation
of economy
Implementing a sustainability strategy means building today the conditions for the resilience of the entire industrial
value chain of tomorrow. In view of this commitment, which characterises our DNA as a public company, we have
defined an ambitious and measurable strategic sustainability plan that is consistent with international standards
and creates value for all our stakeholders.
Prysmian Group is, in primis, a public company included in the FTSE MIB index of the Milan
stock exchange: a company with a broad shareholder base for which it is fundamental to align
the interests of the Group with those of all stakeholders. This special nature requires an ability
to develop open and transparent dialogue with our shareholders, employees, customers and
Public suppliers, with the institutions and with the communities in which we work.
Company Prysmian Group has always invested in the values of stakeholder capitalism, striving to comply
with the highest international standards of governance. For example, 75% of Board members are
independent and 42% are women. Corporate integrity is expressed using a series of instruments
and policies disseminated throughout the entire organisation, including the Code of Ethics, the
anti-corruption policy, privacy and data protection, and the helpline programme.
Prysmian Group is people-centric, supporting and recognising the abilities of those who
work for the Group and for the community in which it operates. To achieve this, continuous
multi-disciplinary and specialist training programmes have been adopted for our employees.
People Developing in full the global know-how of our people, who represent the greatest asset of the
Group, is an integral part of our long-term sustainability strategy.
Company Out of around 29,000 employees, about one third are stable shareholders. Together with
management, these employees own more than 3% of the share capital, investing directly
in the Company and demonstrating their confidence in us.
36
02_ESG IDENTITY
SDGs - Sustainable Development Goals

Here we discuss the priorities of our ESG strategy and the actions that we
intend to take, as well as how our commitment translates into a concrete
contribution towards the sustainability goals of the United Nations.
In 2017, Prysmian published its own Sustainability Policy, which defines the vision and reference values for the
various areas of Business Integrity, Governance, Product, Social and Environmental Responsibility. The policy
aims to provide sustainability guidelines for all Group companies and operations, based on the strategic priorities
identified in the business plan to which Prysmian is committed as part of a medium to long-term vision.
The ESG strategy of Prysmian Group consists of three priorities that were defined in 2016, taking into consideration
the main global and industry trends, the 17 Sustainable Development Goals for 2030 (SDGs) defined by the United
Nations, requests from major International Sustainability Indexes (Dow Jones Sustainability Index, FTSE4GOOD,
CDP, Bloomberg ESG, etc.) and the needs and expectations of our stakeholders.
THE THREE PRIORITIES
SUSTAINABLE AND INNOVATIVE RESPONSIBLE USE OF ENERGY AND DEVELOPMENT OF PEOPLE

SOLUTIONS FOR THE BUSINESS WATER RESOURCES AND COMMUNITIES
Facilitate the deployment of Pursue the responsible

Contribute to the development
accessible energy and innovation in consumption of natural
of people and local communities
telecommunications and infrastructure resources and sustainable supplies
ACTION
1. Develop innovative products and solutions that support improvement of the sustainability of telecommunication
and energy infrastructures.
2. Boost the sale of high quality, reliable and “green” products and services.
3. Contribute to the universal dissemination of energy and telecommunications via reliable and accessible infrastructure.
4. Facilitate access to clean energy, via the development of solutions for the producers of renewable energy and support
for the research into sustainable technologies.
5. Facilitate access to clean energy, via the development of solutions for the producers of renewable energy and support
for the research into sustainable technologies.
6. Promote sustainable business practices between our suppliers and business partners.
7. Participate in and contribute to the socio-economic development of the communities in which the Group operates, via the
adoption of an appropriate Corporate Citizenship and Philanthropy policy.
8. Promote ethical conduct and the training and professional growth of personnel, protect diversity and the rights of workers
and develop a healthy workplace environment.
9. Develop effective, transparent and responsible communications with stakeholders.
37
The Prysmian sustainability strategy takes a long-term view that seeks constant equilibrium among three main
factors:
• ORGANIZATION, the adoption of innovative and efficient processes.

• OPERATION, the responsible management of performance throughout the
entire value chain.
• PEOPLE, the protection of individuals and the advancement of talent.
ELEMENTS UNDERLYING
Sustainability THE GROUP’S SUSTAINABILITY STRATEGY
strategy
SUSTAINABILITY INDICES UN SDGS STAKEHOLDERS
DOW JONES
SUSTAINABILITY INDEXES
Employees
CDP
Customers
and Business Partners
STANDARD
ETHICS
FTSE4GOOD Institutions
and Governments
ECOVADIS - SUPPLIER
SUSTAINABILITY RATINGS
Universities
and Research Centers
STOXX
BLOOMBERG Society
and Communities
CLEAN 200
Shareholders and
Financial institutions
MSCI
Suppliers and
SUSTAINALYTICS sub-contractors
38
02_ESG IDENTITY
The Prysmian Group strategy includes concrete actions that make a targeted contribution to the following UN
SDGs. In particular:
MAKE CITIES AND HUMAN SETTLEMENTS INCLUSIVE, SAFE, RESILIENT AND SUSTAINABLE
Increase the percentage of cables covered by the carbon footprint calculation: to this end, a
platform has been implemented that can calculate the carbon footprint of various types of cable
(Common Analysis).
ENSURE ACCESS TO AFFORDABLE, RELIABLE, SUSTAINABLE AND MODERN ENERGY FOR ALL
Develop innovative solutions that contribute actively to the transition towards the use of renewable
sources and the digitalisation of networks, such as cables for the production and distribution of
solar and wind energy, undersea cables for interconnections between countries and optical fibre
cables.
TAKE URGENT ACTION TO COMBAT CLIMATE CHANGE AND ITS IMPACTS, REGULATING EMISSIONS
AND PROMOTING THE DEVELOPMENT OF RENEWABLE ENERGY
ncrease the number of plants with environmental, health and safety management certification.
Investments and other initiatives designed to reduce GHG emissions. Preparation of the new
Climate Change Ambition and the definition of new Scope 1 and 2 emission-reduction targets,
consistent with the COP26 Paris Agreements (SBTi).
ENSURE SUSTAINABLE CONSUMPTION AND PRODUCTION PATTERNS

Increase third-party audits in specific areas, such as governance, the environment and human
resources.
ACHIEVE GENDER EQUALITY AND EMPOWER ALL WOMEN AND GIRLS

Increase the percentage of women in executive positions via the adoption of specific “diversity and
inclusion” programmes, such as the “Side-by-Side” project for the promotion of diversity within the
business, and the mentoring of female talents, such as the WLP (Women Leadership Programme).
Preparation of the new Social Ambition
39
CHALLENGING TARGETS FOR 2022
In order to establish a credible approach to sustainability, it is necessary to set objectives and monitor the progress
made towards them. Aside from the long-term targets identified in specific sections, the Group is also committed to
achieving short-term goals.
The 2016 strategy definition process resulted in the creation of the first “Sustainability Scorecard”, comprising 16
strategic objectives with targets for 2020. Following the acquisition of General Cable in 2018, the Group extended its
own sustainability guidelines and monitoring systems to the new perimeter.
Following this integration, it was necessary to revise the Scorecard, so that Prysmian could take account of the change
in the perimeter and in the time required to implement sustainability actions across the Group. The Scorecard revision
took account of stakeholders’ feedback and sustainability indices.
The Sustainability Scorecard was updated to include the General Cable business and to review the KPIs and targets
calculated on a 2019 baseline. The new Sustainability Scorecard includes 16 challenging targets to be met by 2022.
Although in 2021 the Group set two new strategic ambitions — Climate Ambition and Social Ambition (see page 12)
— and defined new medium-to long-term targets, it has decided to continue to disclose the Scorecard indicators in
line with the previous years, so as to guarantee the utmost transparency to all of its stakeholders.The entire process is
monitored by the Sustainability Steering Committee, which is chaired by the Group Chief Sustainability Officer. Results
are also shared and monitored by the Sustainability Committee, a Group’s Board committee established in 2020.
The pandemic caused by the Covid-19 virus continued throughout 2021, although the situation improved slightly.
The measures adopted to manage this healthcare emergency have significantly affected production and commercial
activities worldwide. These measures, prolonged and tightened as the contagion evolved at global level, have had an
impact on the economic cycle and production activities, as well as on the achievement of some sustainability targets
defined by the Group. These include the percentage of annual revenues from low carbon enabling products, which
indicates the percentage of products with characteristics aligned with the objective of limiting the rise in global
temperature to 1.5°C compared to pre-industrial levels (COP21 Paris Agreement).
The reduction in this value observed in 2021 was attributable to the high organic growth of the IT business – the Group’s
largest business, excluded from the CBI taxonomy – in the post-Covid-19 year, as well as the higher price of metals.
Besides reasons of a technical nature, Prysmian Group is strongly committed to playing a proactive role in the global
decarbonisation process and in developing products and technologies to support the wide use of renewable energy
resources and digitalisation.
Compared to the KPI Percentage of annual revenues from low carbon enabling products, the results presented by the
European Taxonomy (EU Taxonomy, see page 32), with reference to the first reporting year, indicate the proportion
of admissible economic activities (so-called “eligible activities”) and do not therefore constitute an indicator of the
environmental performance of the Group’s activities. It is only from the 2022 reporting that these activities will
be subject to technical screening to identify the related alignment level and, hence, their relevance in terms of
contribution to mitigation and/or adaptation to climate change. It is for this reason and the fact that the sectors
covered by the CBI Taxonomy and those included in the European Taxonomy do not fully correspond that the reported
results cannot be compared.
40
02_ESG IDENTITY
PRYSMIAN GROUP SCORECARD 2021
Baseline Target
SDGs KPI 2020 2021
2019 2022
Percentage of product families covered by the

70% 84% 89% 85%
carbon footprint measurement1
Percentage of annual revenues from

48% 48% 44% 48% to 50%
low carbon-enabling products2
Percentage reduction in the emissions

870 ktCO2 4 -17.4% -22.1% -16 % to -21%
of greenhouse gases (Scopes 1 and 2 Market Based) 3
Percentage reduction in energy consumption 9,845 TJ 5 -6% -2.9% -3%
Percentage of plants certified ISO 14001 83% 83% 90% 95%
Percentage of waste recycled 63% 5 69% 69% 65%
Percentage of drums (tonnes)

46% 48% 6 50% Maintain
reused during the year
Number of sustainability audits carried out based on

15 22 27 30
risks in the supply chain
Percentage of cables assessed using Ecolabel

0% 1% 20.9% 20%
criteria developed internally by Prysmian
Employee Engagement Index (EI)7 65% 65% 60% 67% to 70%
Leadership Impact Index (LI)7 57% 57% 54% 59% to 65%
Average hours of training per employee each year8 26 hours 18 hours 18 hours 30 hours
Percentage of women executives 12% 13% 13.5% 14% to 18%
Percentage of white-collar women

33% 34% 39% 40%
with permanent contracts
Frequency rate (IF) - Internal employees9

IF: 1.30 IF: 1.30 IF: 1.49
Frequency rate (IF) - Internal and external IF: 1.2
IF: 1.31 IF: 1.25 IF: 1.55
employees10
Severity rate (IG)

Internal employees9 IG: 41.54 IG:46.40 IG: 46.98
IG: 41
Severity rate (IG) IG: 41.94 IG: 44.76 IG: 47.19
Internal and external employees10
1 The value takes into account possible changes in the product portfolio, and consequently in the number of items, of the former General Cable area.
2 The figure was calculated on the sales at 31 December 2021 of the various business areas of Prysmian Group. The business areas, or part of them — considered as “low
carbon enabling” — were identified by applying the taxonomy developed by the Climate Bond Initiative (CBI taxonomy).
3 Prysmian Group has defined its SBTs and decided to set market-based emission targets. Its 2022 targets, as well as its 2021 and prior year performances have thus
been updated accordingly.
4 Relates to the fully-consolidated perimeter, including the plants in Chiplun (India) and Sohar (Oman).
5 Relates to the fully-consolidated perimeter, excluding the plants in Chiplun (India) and Sohar (Oman).
6 Data restated, as indicated in the 2020 NFD.
7 The Engagement Index is considered a result greater than or equal to 5 — on a scale from 1 (low) to 7 (high) — on two questions of a survey that measures employee
engagement; the Leadership Impact Index is considered a result greater than or equal to 5 — on a scale from 1 (low) to 7 (high) — on five questions of a survey that
measures employee engagement. The indices were developed in collaboration with SDA Bocconi.
8 Training hours include both local training and the Academy.
9 The data includes only Prysmian employees and not external staff and does not include the Prysmian Group fleet. In 2019 and 2020, however, the data includes only
Prysmian employees, not external staff and not the Group’s fleet.
10 The data includes Prysmian Group employees and external staff. It does not include the Prysmian Group fleet. 2019 and 2020 figures do not include the Group’s fleet.
41
Creating value with Stakeholder engagement

The creation of shared value means developing and cultivating constant
dialogue with our stakeholders, in order to establish mutual trust. This
section discusses how we involve our stakeholders, when and with which
tools: from the 2021 Sustainability Day to our Investor Relations activities.
This work is fundamental in order to identify needs, issues and expectations
and, consequently, develop a sound materiality matrix: core guidance for
consolidating the ESG Identity of the Group.
DIALOGUE WITH STAKEHOLDERS
The sustainability strategy of the Prysmian Group is founded on continuous dialogue with our stakeholders. The
pursuit of corporate goals requires the development of forms of dialogue and ongoing interaction with both internal
and external stakeholders. This is necessary in order to understand their needs, interests and expectations, anticipate
changes and identify emerging trends, thus enabling the Group to pursue its own sustainable development goals
and generate shared and consistent added value in the long run.
In order to identify the various categories of Group stakeholder, documentary analyses of the overall context and
benchmarking against peers and competitors have been supplemented by interviews with top management within
the Group.
Multi-stakeholder engagement initiatives are an integral part of the Group’s growth strategy, as well as an effective
communications channel.
The purpose of these initiatives is to:
• identify ideas for improvements that lead to product and process innovation;
• improve the management of reputational and other risks;
• inform, engage and build the awareness of stakeholders regarding various aspects of importance to the Group
and the society in which it works;
• identify the needs, problems and expectations of stakeholders, integrate them into the Group’s strategy and
develop a relationship based on trust and transparency.
These engagement initiatives are pursued in various ways and via multiple channels.
In particular with regard to sustainability matters, Prysmian has organised several multi-stakeholder engagement
events over the years, in which stakeholders were invited to participate actively and discuss:
• identification of the main impacts (positive and/or negative) of the Group’s activities throughout the Prysmian
value chain, including additional new actions that the Group could implement to contribute to sustainable
development;
• assessment and prioritisation of sustainability issues through a structured survey aimed at bringing the
contribution of external stakeholders into the materiality analysis;
• assessment, via an interactive workshop, of their perception of the Group’s initiatives and activities regarding
the targets of the Sustainability Development Goals (SDGs).
As in the prior year, the multi-stakeholder event known as the “Prysmian Sustainability Day 2021”, organised once again
by the Group, was held on a virtual basis due to the special global situation. The event was streamed live in November
to around 6,000 persons connected from around the world and was later seen by many more, who were able to view
the recordings made by the various streaming platforms. Speakers included representatives of the Group, including
Prysmian directors, managers and employees, as well as such external guests as leaders of international organisations
42
02_ESG IDENTITY
and partners in the value chain. Drawing on their personal and career experiences, the various speakers contributed
important points of view on specific sustainability matters, like climate change and the energy transition, diversity
& inclusion and innovation.
In 2021, between May and September, Prysmian organised 6 sessions of induction for all members of the Board of
Directors. This initiative, which first of all benefited the new Independent Directors, represented real best practice
in the field of Group governance and stakeholder engagement.
The sessions focused on the Group’s business strategy, the levers for value creation, the main drivers of innovation
processes, initiatives on the people and corporate culture front, corporate governance and the Italian stock market
and, finally, also issues related to environmental and social sustainability and Prysmian’s ESG projects and objectives.
The entire programme saw the alternation of speeches by Group Top Managers, but also external speakers from
companies such as ENI and Rexel, experts in the scientific and academic fields, investors and analysts. All the days,
when it was often the Directors themselves who also brought specific issues to the fore, were very interactive and
allowed a basic knowledge of the Group, its strategy and its operations to be shared with the Board, also with a view
to sustainable business development. At the same time, the initiative helped create an effective network among the
members that immediately allowed the decision-making mechanism within the Board to function better.
With a view to defining and implementing its stakeholder engagement path, the Prysmian Group follows the guidelines
of the 2015 updated version of the AA1000SES International Standard, developed by AccountAbility (Institute of
Social and Ethical Accountability).
INVESTOR RELATIONS
Creating value for shareholders and other stakeholders is a key priority for Prysmian, whose policy of strategic and
financial communication is directed towards the highest standards of accuracy, clarity and transparency. Actions
and procedures are designed to provide the market with credible information about the business, with a view to
boosting confidence in the company and facilitating a long-term approach to investment in our shares. Every effort
is made to avoid biased disclosures and ensure that all current and potential investors receive the same information,
so that balanced investment decisions can be made.
43
Upon publishing its quarterly data, Prysmian organises conference calls with institutional investors and financial
analysts and also invites specialist media representatives to take part. In addition, the Company promptly informs
existing and potential shareholders about any action or decision that could have a material impact on their
investment. Relations with the financial market were intense during 2021, with more than 500 conference calls
and one-on-one or group sessions, which were essentially all held as virtual meetings due to the Covid-19 pandemic.
The Company also participated in numerous conferences organised at sector level by leading international brokers,
as well as in a number of topic-specific road shows (e.g. Energy Transition, Telecom Developments, Innovation).
In addition, the ever increasing attention paid by ESG investors to environmental, social and governance matters
was further confirmed by their growing attendance at meetings and conferences held specifically for them. The
coverage of Prysmian shares by analysts remains very high, with wide geographical diversification. A total of 19
independent analysts regularly cover the Prysmian stock: AlphaValue, Banca Akros, Bestinver, Barclays Capital, BofA
Merrill Lynch, Citi, Credit Suisse, Equita, Exane BNP Paribas, Goldman Sachs, HSBC, Intermonte, Intesa Sanpaolo,
JP Morgan, Kepler Cheuvreux, Mediobanca, Morgan Stanley, Societe Generale and Stifel.
• Over 500 CONFERENCE CALL and ONE-ON-ONE MEETINGS;

• 19 independent analysts monitor our stock regularly.
The Investor Relations function has maintained constant contacts with institutional investors, not least via the
website www.prysmiangroup.com, which includes the recordings of conference calls and presentations to the
financial community, corporate documentation, press releases and all other information relating to the Group,
in both Italian and English. Other available information includes the financial calendar, documents relating to
shareholders’ meetings, the Code of Ethics and details of analysts who cover the stock, as well as specific sections
about Corporate Governance, Risk Factors and Share Performance.
CONTACT DETAILS FOR THE INVESTOR RELATIONS OFFICE:
INVESTOR RELATIONS OFFICE

+39 02 6449 1
[email protected]
MARIA CRISTINA BIFULCO

Chief Sustainability Officer And Group Investor Relations Director
+39 02 6449 51400
[email protected]
44
02_ESG IDENTITY
PRYSMIAN GROUP IN THE ESG INDICES
INDEX DESCRIPTION 2019 2020 2021
Rank: 84/100 Rank: 87/100 Rank: 87/100

The DJSI is based on an analysis of Group
(ELQ World) (ELQ World) (ELQ World)
economic, environmental and social
included and included and included and
performance.
ranked as 2nd ranked as 2nd ranked as 1st
The MSCI ESG Ratings seek to measure

the resilience of a company to long-term Score: A Score: A Score: AA
and financially significant ESG risks.
EcoVadis is a platform that allows

companies to monitor the sustainability Score: 73/100 Score: 76/100 Score: 73/100
performance of their suppliers through (Gold) (Platinum) (Platinum)
an assessment.
The CDP is the most recognised NGO Score Climate Score Climate
in the world for the assessment of Score Climate Change: B (World) Change: B (World)
transparency in disclosure by companies Change: B (World) Score Water Score Water
of climate change information. Security: C Security: B
The ESG Risk Rating provides an

overall score for the firm based on an
assessment of how much it is exposed to
Risk: 26.1 Risk: 22.8
ESG risks and the extent to which they
(Medium)1 (Medium)1
are not managed. The more these risks
are not managed, the greater the ESG
Risk Rating score.
The FTSE4Good Index Series are equity

indexes launched in 2001 by the FUSE
Group to measure the performance of
Score: 3.9/5 Score: 4.0/5 Score: 3.8/5
companies that demonstrate strong
Environmental, Social and Governance
(ESG) practices.
Bloomberg collects Environmental,

Social and Governance data from
corporate public communications.
Bloomberg ESG Disclosure Scores Score: 40.52/100 Score: 45/100 Score: 55/100
evaluates companies on the basis of their
disclosure of ESG data, in consideration
of the relevant industries.
The Stoxx ESG Indices are a new group

Included Included Included
of indices. Their ratings are based on
(STOXX Italy 45 (STOXX Italy 45 (STOXX Italy 45
specific environmental, social and
ESG-X ESG-X ESG-X
governance performance indicators
and STOXX Europe and STOXX Europe and STOXX Europe
in addition to overall sustainability
600 ESG-X) 600 ESG-X) 600 ESG-X)
performance.
Launched by Euronext, the MIB® ESG

index is the first ESG index dedicated to
Italian blue chips. The composition of
the index is based on an assessment of Included
the ESG performance of issuers by Vigeo
Eiris (V.E.), which is part of Moody's ESG
Solutions.
Carbon Clean 200 is a report produced

by Corporate Knights that classifies 200
Rank: 101/200 Rank: 47/200 Rank: 58/200
leading firms in terms of their clean
energy sales.
1 Range: 0 (Low risk)-40 (High risk). On 6 October 2021 the value was 25.9.
2 Data restated with respect to that reported in NFS 2019 (40.9).
45
MEMBERSHIP
Prysmian leadership of the cables sector is evidenced by inclusion of the Group in the principal and most strategic
global trade associations. Participation in their technical round-table discussions enables the Group to play a leading
role, together with primary partners and international competitors, in defining the guidelines to be followed
when pursuing sustainable innovation in the energy and telecoms sector, and in preparing technical solutions
and standards. As a leader in the cables sector, the Prysmian Group must play a proactive role in tackling promptly
the new problems that emerge and finding solutions by sharing best practices with the entire sector. Accordingly,
our inclusion in industry groupings that seek to improve the sustainability of the sector is strategic for the Group.
Synonymous with global technological leadership since 1991. Members sign an Industry Charter, expressing their
collective commitment to support manufacturing and development objectives and principles founded on ethics,
sustainability and high quality standards in the cables industry.
Non-profit association promoting a pan-European renewable electricity grid that efficiently offers secure and
economically-accessible energy. The association mainly focuses on such topics as efficient governance, a harmonised
regulatory approach and energy education.
Founded in 2004, this group with 150 members seeks to accelerate the dissemination of optical fibre connectivity.
Its vision foresees a sustainable future made possible by the economic growth deriving from new services that use
high-speed FTTH technology.
Over 450 members, counting manufacturers, suppliers and academics, have joined forces to promote wind energy
throughout the world via research and outreach, seminars and political guidance.
In 2021, Prysmian Group announced its participation - as the first cables sector business - in the Responsible
Mica Initiative (RMI), which is a no-profit coalition dedicated to the elimination of child labour and precarious
working conditions in the mica supply chain. Participation in the Responsible Mica Initiative is consistent with the
Social Ambition objectives of Prysmian and the commitment of the Group to improving the lives of people in the
communities and territories in which we work. The social responsibility of Prysmian Group is one of the pillars of
our sustainability strategy, reflecting the principles embodied in our Human Rights Policy.
Prysmian Group belongs to the Global Compact, whose principles and spirit are reflected in the culture, values and
practices of the Group. Its ESG (Environmental, Social e Governance) values are integral to the DNA of the Group,
inspiring our strategic priorities and influencing our daily conduct. Consistent with the ten principles of the Global
Compact, Prysmian Group adopts policies and tools that safeguard the environment, human rights and workers’
rights while supporting local communities and the most vulnerable.
46
02_ESG IDENTITY
Materiality matrix
In order to identify the latest trends in sustainability, integrate the expectations of stakeholders within the activities
of the organisation and define reports that satisfy the requirements of stakeholders and the priorities of the Group,
Prysmian launched a process in 2021 to update the materiality analysis and identify the most significant sustainability
issues for its business. The matrix update process had two phases:
1. Desk analysis
During the desk analysis phase, documentary analysis of internal and external sources identified the full range of
topics to be assessed. The following sources were considered:
• reports and articles on global trends (e.g. World Economic Forum);

• industry trends/reports;
• sustainability reports/non-financial statements of peers and competitors;
• regulatory developments (e.g. Decree 254 on non-financial disclosures, the European Taxonomy).
Based on the results of benchmarking, a number of topics were included or renamed.

With respect to the 2020 matrix and the results of benchmarking, the following changes were made in the 2021
materiality analysis:
• “Development of human capital and well-being” was renamed “Involvement and upskilling of employees”;
• “Multiculturalism, diversity and equal opportunity” was renamed “Diversity, inclusion and equality”;
• “Energy efficiency and mitigation of and adaptation to climate change” was renamed “Decarbonisation pathway
to net-zero emissions”;
• “Economic performance and value creation” was included as a new topic.
The updated list of topics assessed in 2021 is presented below:
PRYSMIAN’S PEOPLE ENVIRONMENT PRODUCTS
Involvement and upskilling of Decarbonisation pathway to net-zero

employees emissions Customer centricity
Diversity, inclusion and equality Waste management and recycling Technological development
Occupational health and safety Efficient use of water resources and Eco-design innovation
Respect for human rights and workers’ Biodiversity Solutions for sustainable applications
rights Efficient use of raw materials
CORPORATE GOVERNANCE
LOCAL COMMUNITIES SUPPLY CHAIN
AND COMPLIANCE
Economic performance
and value creation
Community involvement Sustainable supply chain Business ethics and integrity
Cyber security and data protection
Governance and transparency
47
2. Assessment of topics
The topics were assessed by both external stakeholders and top management, assigning an order of priority (from
1 to 5) for them within the materiality matrix. The topics were assessed in 2021 during the various internal and
external stakeholder engagement activities.
EXTERNAL STAKEHOLDER ENGAGEMENT ACTIVITIES INTERNAL STAKEHOLDER ENGAGEMENT ACTIVITIES
Prysmian Group Sustainability Day

Interviews with Top Executives
Topic workshops
Senior Leaders Survey
External Stakeholder Survey
Safety Week Survey
Speak-up Survey
Sustainability Steering Committee
Interviews with main investors
The assessment was carried out in the manner recommended in the GRI standards, which call on organisations to
focus attention on topics that are important for their business activities and their stakeholders. The materiality
matrix provides an aggregated view of the importance of issues both for the Group and its stakeholders, in terms
of the actual and potential impact of each on the Group’s ability to create value in the long run. The finalised matrix
was reviewed by both the Sustainability Steering Committee and the Sustainability Committee. Downstream of
this process, the topics were gathered in a special reconciliation table under the areas identified in the Decree
(environmental, human rights, social, anti-bribery, employees and transversal) in order to align the reporting with
the express requirements of Decree 254/2016.
5,00
3,50
0
5,00
Efficient use Business ethics
of raw materials and integrity
Technological development Occupational health

and eco-design innovation and safety
Governance and Respect for human rights

transparency and workers’ rights
4,50
Waste management Economic performance

and recycling and value creation
Stakeholder
Driving decarbonization Customer centricity

towards net-zero
Efficient management Cyber security

of water resources and data protection
4,00
Biodiversity
Solutions for sustainable
applications
Diversity, inclusion
and equality
Community involvement Sustainable supply chain
Employee engagement
& Upskilling
3,50
3,50 4,00 4,50
Prysmian Group
48
02_ESG IDENTITY
THE ROLE OF ARTIFICIAL INTELLIGENCE IN THE MATERIALITY DEFINITION
The concept of “dynamic materiality” is based on the idea that environmental, social, or economic
matters, that are less relevant to date, may become material over time. In fact, relevant topics may
change gradually or rapidly, also considering the multiplicity of stakeholders that the organization
serves. Prysmian, within the use of an artificial intelligence tool, has conducted an analysis
to anticipate the evolution of investors’ perception over material topics.
Artificial
Investors Materiality
Intelligence
and keywords update
tool
The analysis of how perceptions of sustainability topics may change among the selected sample
of investors will be refined throughout 2022 and carried out in “streaming” in order to map changes
over time.
Among the sources consulted there are WEF, “Embracing the new age of materiality” and CDP, CDSB, GRI, IIRC
and SASB, “Statement of Intent to Work Together Towards Comprehensive Corporate Reporting.”
The following priority topics have been identified by both the Group and Prysmian’s stakeholders:
• Occupational health and safety, the Group intends to strengthen the systems for managing occupational
health and safety, in order to reduce the number of injuries and occupational diseases and, via suitable training
programmes, develop a culture of prevention and management covering these two aspects.
• Business ethics and integrity: the Group is committed to a management model based on the most rigorous
standards of business ethics and integrity, especially with regard to the measures adopted to prevent both
active and passive corruption and ensure the adoption of fiscally-proper practices.
• Respect for human rights and workers’ rights: ithe Group implements policies and actions to protect human
rights throughout the entire value chain (banning child and forced labour, respect for freedom of association
and collective bargaining, fair pay); development of collaborative relations with the trade unions.
• Economic performance and value creation: the Group seeks to promote long-term value for all categories of
stakeholder, facilitating business development and providing sustainable solutions.
Specifically, “Occupational health and safety” was identified as the most important topic by both external
stakeholders and the Prysmian Group.
Added in 2021, “Economic performance and value creation” is also ranked among the highest in terms of
importance while, consistent with findings in the prior year, “Biodiversity” and “Community involvement” are
placed lowest in this regard.
49
50
02_ESG IDENTITY
ESG Indicators and Remuneration Policy
Prysmian Group adopts a fully integrated ESG approach. This required the implementation of concrete and
measurable actions to integrate the various economic, social and environmental aspects within our business
model and activities. These actions were part of a plan that took into account: the requirements of the sustainability
indexes to which the Group belongs; the 17 UN Sustainable Development Goals (SDGs) for 2030, and the requirements
identified by listening to all our stakeholders.
INCENTIVE SYSTEMS
Prysmian Group has adopted a management incentive scheme linked to the achievement of objectives for
the improvement of our ESG parameters that applies to all managers. The Compensation and Appointments
Committee is responsible for assessing the 2021 performance of the Group against these criteria, with reference
to a series of parameters that evidence the progress made by the action plans implemented. The main parameters
considered make reference to occupational health and safety, the level of gender diversity among management
and the reduction of CO2 emissions. Our positioning in the leading sustainability indices to which we belong is
also important.
51
Our ESG Governance
03_ESG GOVERNANCE
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create value for all our stakeholders. This identity generates a need, around
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53
Being a Public Company

We are one of the few Italian industrial companies with broad share
ownership. This identity has always guided our commitment to improve our
ESG performance. ESG-focused investors have demonstrated appreciation
for the strategies and concrete commitments of the Group, becoming
steadily more numerous over the past three years. They now represent 44%
of the total.
OWNERSHIP STRUCTURE
Prysmian Group has been a public company in all respects for many years: its free float is equal to 100% of capital,
of which over 80% is held by institutional investors.
The listing of Prysmian’s ordinary shares, resulting from the sale of 46% of the shares held by the Goldman
Sachs Group Inc., took place on 3 May 2007 at a price of Euro 15.0 per share, corresponding to a capitalisation
of 2.7 billion euros. Subsequent to the listing, The Goldman Sachs Group, Inc. gradually reduced its interest
in the Company, control of which was acquired in July 2005, by placing the remaining 54% of the shares with
institutional and selected investors in several successive stages: i) approx. 22% in November 2007, ii) approx.
14% in November 2009, iii) approx. 17% in March 2010. Valerio Battista, Prysmian’s Chief Executive Officer,
announced on occasion of the last sale that he had purchased 1,500,000 shares, corresponding to around 0.8%
of share capital and taking his total shareholding to 1.2%, which he has raised to approximately 1.5% during
the course of subsequent years.
At 31 December 2021, the Company’s free float was equal to 100% of the outstanding shares and significant
shareholdings (in excess of 3%) accounted for approximately 28% of total share capital, meaning there are no
majority or controlling interests. Prysmian is now one of Italy’s few globally present industrial concerns to have
SHARE OWNERSHIP BY TYPE AND SIGNIFICANT SHAREHOLDERS
achieved true PublicBY
SHARE OWNERSHIP Company
TYPE ANDstatus in recent
SIGNIFICANT years.
SHAREHOLDERS
As at 31 December 2021, the share capital of Prysmian S.p.A. amounts to Euro 26,814,424.60, comprising 268,144,246
ordinarySHARE OWNERSHIP
shares with BY TYPEvalue
a nominal AND SIGNIFICANT
of Euro SHAREHOLDERS
0.1 each. The ownership structure at that date is indicated below.
SHARE OWNERSHIP BY TYPE AND SIGNIFICANT SHAREHOLDERS
SHARE OWNERSHIP BY TYPE AND SIGNIFICANT SHAREHOLDERS 81.6% Institutional Investors

7.4% BlackRock,
81.6% Institutional Inc.
Investors
4.7%BlackRock,
7.4% UBS AG Inc.
4.5%UBS
4.7% Crédit
AG Agricole S.A.
4.1%Institutional
81.6%
4.5% T. Rowe
Crédit PriceInvestors
Agricole Group,
S.A. Inc.
3.7%
4.1% 81.6%
7.4%
AXA
T. Rowe Institutional
BlackRock,
S.A.
Price Group, Investors
Inc.Inc.
4.7%
3.2%AXA
SunS.A.7.4%
Life BlackRock,
UBSFinancial,
AG Inc.Inc.
3.7%
2.9%4.5%
TheLife4.7%
Crédit
VanguardUBS AG S.A.
Agricole
Group,
3.2% Sun Financial, Inc. Inc.
2.7%4.1% 4.5%
T. Rowe Crédit
PriceAgricole
Group, S.A.
2.9% Hardman
The Vanguard Johnston
Group, Inc. Inc.
Global Advisors LLC
3.7%
2.2%Hardman 4.1% T.
AXAJohnston
Schroders S.A.Rowe
PLC Price Group, Inc.
2.7%
81.6% Institutional Investors Global Advisors LLC
64.6%3.2% 3.7%
Sun
Other AXA
Life S.A.
Financial, Inc.
2.2% Schroders
7.4% BlackRock, Inc. PLC
3.2% Sun Life Financial, Inc.
8.3%
4.7% UBS2.9%
Retail
64.6% Other
AG The Vanguard Group, Inc.
1.8%
8.3% 2.7%
Treasury
Retail 2.9% The Johnston
Hardman
shares VanguardGlobal
Group,Advisors
Inc. LLC
4.5% Crédit Agricole S.A.
3.0%
1.8% 2.2%
Employees
Treasury 2.7%
+
shares Hardman
Schroders
Management PLC Johnston Global Advisors LLC
4.1% T. Rowe Price Group, Inc.
2.2% Schroders PLC
5.3%
3.0% AXA64.6%
Other*
Employees
3.7% Other
S.A.+ Management
5.3% 8.3% Retail 64.6% Other
Other*
3.2% Sun Life Retail
8.3% Financial, Inc.
1.8% Treasury shares
2.9% The Vanguard
1.8% Treasury Group, Inc.
shares
3.0% Employees + Management
2.7% Hardman Johnston Global Advisors LLC
5.3% 3.0%
Other* Employees + Management
2.2% Schroders
5.3% Other* PLC
64.6% Other
Source: Nasdaq, December 2021 8.3% Retail
Source: Nasdaq, December 2021 1.8% Treasury shares
3.0%
(*) Mainly comprises shares held by non-institutional investors and by third-party Employees
holders + Management
of shares for trading purposes.
5.3%
(*) Mainly comprises shares held by non-institutional investors and by third-party Other*
holders of shares for trading purposes.
Source: Nasdaq, December 2021
(*) Mainly comprises shares held by non-institutional investors and by third-party holders of shares for trading purposes.
54 (*) Mainly comprises shares held by non-institutional investors and by third-party holders of shares for trading purposes.

INSTITUTIONAL INVESTORS BY GEOGRAPHICAL AREA 30% US 03_ESG GOVERNANCE
27% UK
12% France
7% Italy
INSTITUTIONAL INVESTORS BY GEOGRAPHICAL AREA 4% Sweden
INSTITUTIONAL INVESTORS BY GEOGRAPHICAL AREA 16% RoE 30% US
4% RoW 27% UK
12% France
7% Italy
4% Sweden
30% US 16% RoE
27%30%
UK US 4% RoW
12% 27%
France
UK
7% Italy
12% France
4% Sweden
7% Italy
16%4%
RoESweden
4% RoW
16% RoE
4% RoW
INSTITUTIONAL INVESTORS BY INVESTMENT STYLE
INSTITUTIONAL INVESTORS BY INVESTMENT STYLE

Source: Nasdaq, December 2021 72% Growth+GARP+Value
36% Growth
19% GARP
17% Value
INSTITUTIONAL INVESTORS BY
Source: Nasdaq, INVESTMENT
December 2021 STYLE
16% Index 72% Growth+GARP+Value
5% Hedge Fund 36% Growth
INSTITUTIONAL INVESTORS BY INVESTMENT STYLE 7% Other 19% GARP
17% Value
16% Index
72% Growth+GARP+Value
5% Hedge Fund
36% Growth
7% Other
Source: Nasdaq, December 2021 19% GARP
72%
17% Value Growth+GARP+Value
Source: Nasdaq, December 2021 36% Growth
16% Index
5% Hedge Fund 19% GARP
7% Other 17% Value
16% Index
5% Hedge Fund
7% Other
ESG INSTITUTIONAL INVESTORS

44% ESG-Focused
56% Others investors
44% ESG-Focused
ESG INSTITUTIONAL
Source: Nasdaq, December 2021 INVESTORS
44% ESG-Focused
Source: Nasdaq, December 2021 56% Others investors
44% ESG-Focused
55
The geographical ownership structure confirms the predominant and essentially stable presence of the United
States, with 30% of capital held by institutional investors, followed by the United Kingdom with 27%, up from about
25% in the prior year. The weightings of France and Northern Europe, where investor awareness about ESG matters
is generally greater, are also continuing to increase. At the end of 2021, France and Northern Europe contribute
about 12% and 8% of all institutional investors, compared with 11% and 7% respectively in the prior year. In the
meantime, the weighting of Italy has eased from 8% to 7%. The combined weighting of the other European countries
is about 12%, down from 14% in the prior year. Among the main countries, Germany and Ireland have increased
their weightings, while those of the Netherlands, Spain and Switzerland have decreased. There has also been a
slight decline in the proportion of Asian investors (principally Japan and Hong Kong).
Overall, about 72% of capital is held by investment funds with Value, Growth or GARP (Growth at Reasonable Price)
strategies. They anticipate the creation of value over the medium-long term and consider the current share price
to be undervalued given the prospects offered by the fundamentals of the Company. With respect to 2020, there
has been a slight increase in the number of shareholders adopting an Index investment (or passive) strategy, based
on the main stock indices, while the weighting of the Hedge Fund component - with a shorter time horizon - has
increased slightly to 5% from 4% in the prior year.
ESG investors have also established an important and growing presence within the ownership
structure of Prysmian, focusing their investment strategies on various Environmental, Social
and Governance matters. Indeed, their weighting within the Prysmian ownership structure has
increased substantially over the past 3 years, rising from about 13% in 2019 to 35% in 2020 and
over 44% now. According to the latest Nasdaq data, this percentage is well above average for both
the industrial sector and the Italian market, which is around 30% of all institutional investors. In
absolute terms, Prysmian currently has 185 ESG investors, up strongly from 138 in the prior year
and 55 just three years ago.
The increase in these investors within the ownership structure reflects not only the general growth
of ESG investment, due to greater investor awareness about environmental, social and governance
matters, but also market recognition of Prysmian’s strategy and firm commitment to the steady
improvement of both the ESG and financial aspects of its performance. In addition, the greater
attention paid to ESG investors and constant engagement with them by the Company and top
management - with various organised activities, the Sustainability Day and dedicated meetings -
have contributed to the further increase in their weighting within the ownership structure of the
Company.
SHAREHOLDERS’ MEETING
In total, 65.8% of share capital was represented at the Annual General Meeting, with 1,819 shareholders present
by proxy.
On 28 April 2021 the Shareholders’ Meeting of Prysmian S.p.A., held in first and only calling, discussed and
resolved on several items on the agenda, including approval of the 2020 financial statements, allocation of the
profits for the year and the distribution of dividends, renewal of the administrative body with the appointment
of directors and the fixing of their remuneration, authorisation for the purchase and use of treasury shares,
extension of the share ownership plan in favour of employees, approval of the remuneration policy, consultation
on the report on remuneration paid and authorisation for the convertibility of an equity-linked bond. The
Meeting, attended by proxy by 1,819 shareholders representing 65.8% of share capital, approved every item
on the agenda by large majorities.
The Annual General Meeting also approved the declaration of a dividend of Euro 0.50 per share. The dividend was
paid on 26 May 2021, involving a total pay-out of approximately 132 million euros.
56
03_ESG GOVERNANCE
SHAREHOLDERS’ MEETING: REPRESENTED CAPITAL

SHAREHOLDERS’ MEETING: REPRESENTED CAPITAL
80% Public Company (no controlling shareholders)
80% Public Company (no controlling shareholders)

70%
70%
60%
60%
50%
50%
40%
40%
30%
30%
20%
20%
10%
10%
0%
0%
2008 2009 2010 2011 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
2008 2009 2010 2011 Gen
2011 Apr
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Gen Apr
Capital represented in the Shareholders’ Meeting Participation of the main shareholder in the Shareholders’ Meeting
Capital represented in the Shareholders’ Meeting Participation of the main shareholder in the Shareholders’ Meeting
SHAREHOLDERS’
SHAREHOLDERS’ MEETING:
MEETING: NUMBER
NUMBER OF PARTICIPANTS
OF PARTICIPANTS PRESENT
PRESENT OR REPRESENTED
OR REPRESENTED
2000
2000
Public Company
Public Company (no controlling
(no controlling shareholders)
shareholders)
1500
1500
1000
1000
500
500
0
0
2008 2008
2009 2009
2010 2010
2011 2011
2011 2011
2012 2012
2013 2013
2014 2014
2015 2015
2016 2016
2017 2017
2018 2018
2019 2019
2020 2020
2021 2021
NumberNumber of shareholders
of shareholders attending
attending the meeting
the meeting
FINANCIAL CALENDAR
1 March 2022 Approval of the draft financial statements and consolidated financial statements as of 31 December 2021
12 April 2022 Shareholders’ Meeting to approve the Annual Report as of 31 December 2021
12 May 2022 Approval of the quarterly financial report as of 31 March 2022
28 July 2022 Approval of the half-year financial report as of 30 June 2022
10 November 2022 Approval of the quarterly financial report as of 30 September 2022
57

and opportunities
In order to reach ambitious environmental and social objectives, it is
fundamental to make strategic decisions that foresee, mitigate and manage
significant exposures regarding ESG matters. Via an effective system
of information flows, we manage all our business-related risks so that
sustainability can become an integral part of our identity, in all our activities.
INTEGRATED MANAGEMENT OF SUSTAINABILITY RISKS AND OPPORTUNITIES
The Prysmian Group adopts a system of internal control and risk / opportunity management based on tools and
information flows that enable the Board of Directors to take strategic decisions and establish guidelines for
the system in an informed manner, considering the context in which the Group operates and the related risks
and opportunities, including those relating to sustainability matters: otherwise known as ESG (Environmental,
Social, Governance).
Prysmian implements an Enterprise Risk Management (ERM) model, developed in line with internationally recognised
models and best practices (in particular, the Committee of Sponsoring Organizations of the Treadway Commission
(COSO) and standard ISO 31000), that allows the Board and management to evaluate in an informed manner those
risk scenarios that might compromise the achievement of strategic objectives, and adopt additional tools that are
able to foresee, mitigate and manage significant exposures. Evaluation of the context and the expectations of the
Group, key activities of the ERM model adopted, also makes it possible to identify and assess potentially favourable
circumstances that may increase the value of Prysmian in economic and other terms. In particular, during 2021,
the Group with broad management involvement carried out a careful analysis focused on climate change and the
energy transition. This work, developed in accordance with the requirements of the framework provided by the Task
Force on Climate-related Financial Disclosures (TCFD), has made it possible to identify risks to be monitored and
opportunities to be grasped in the short, medium and long term, all deriving from the process of transformation
induced by increasingly stringent decarbonisation policies. See the dedicated TCFD report, published separately
and related to 2021, for further information about the analysis of climate change risks and opportunities, their
assessment and our approach to their management.
The guidelines for the System of Internal Control and Risk Management approved by the Board back in 2014 are
part of the Group ERM Policy, which formalises the ERM model adopted. This model adopts a top-down approach,
being guided by senior management and our medium/long-term business objectives and strategies. This extends
to all types of risk/opportunity that are potentially significant for the Group. These are shown in five families that
each include internal and external issues characteristic of Prysmian’s business model (so-called Group Risk Model):
Strategic Risks, Financial Risks, Operational Risks, Legal and Compliance Risks, and Planning and Reporting Risks.
The Group’s Chief Risk Officer (CRO), appointed to govern the ERM process, is responsible for ensuring together with
management that the main risks and opportunities faced by Prysmian and its subsidiaries are identified, assessed,
managed and monitored on a timely basis. In addition, an Internal Risk Management Committee comprising
senior managers ensures, via the CRO, that the ERM process remains dynamic to reflect changes in the business,
requirements and events affecting the Group over time. The CRO reports periodically to senior management on
these changes.
Each year, the Group’s main business/function managers participate in the process of identifying and evaluating the
most significant risk factors and opportunities, including sustainability and climate change. A common and clearly
defined methodology is used to measure and evaluate specific risk events in terms of their impact, probability of
occurrence and the level of adequacy of the control system in place. More information can be found in the Annual
Report, in the section entitled “Risk Factors and Uncertainties”. This describes those risks and opportunities linked
to the topic of sustainability that are most important for the business activities of the Group.
58
03_ESG GOVERNANCE
A process for updating the assessment of sustainability risks and opportunities was carried out in 2021, with
refinement of the analysis in order to further integrate ESG (Environmental, Social, Governance) topics, including
climate change in particular, more closely within the Group’s ERM model. This process has made it possible to
reformulate and regroup certain risks based on the detailed work performed and the correlations highlighted.
The main takeaways, including the key strategies adopted for mitigating the risks and grasping the opportunities
identified, are presented below.
ENVIRONMENT
RISK IDENTIFIED MATERIAL TOPIC 2021
Risks related to the availability of water Efficient use of water resources
Description of risk
Water is consumed at Prysmian plants principally for industrial use and, in particular, for cooling purposes during certain processes.
Cooling water is recycled, in whole or in part, at most plants in order reduce the volume of water drawn. The water used for cooling is not
contaminated and, accordingly, the quality specifications seek to ensure the absence of biological risks and corrosion within the circulation
systems. Each year, Prysmian carries out a water stress analysis (chronic physical risk1), considering the ratio of water demand to water
available. This analysis uses the web-based “Aqueduct” platform, developed by the World Resources Institute (WRI), as also recommended
by GRI 303 Water and TCFD, to evaluate the geographical position of all Group plants exposed to the risk of reduced water availability, over
a time horizon extending out to 2040, considering the entire expected life time of each asset. The analysis shows that about 25% of the
plants are located in areas with an extremely elevated water stress risk in the conservative, high CO22 emissions scenario (RCP 8.5); however,
considering the mitigation actions adopted, the final exposure remains low. There are similar conclusions for lower CO2 emissions scenarios
(RCP 2.6, 4.5). The assessment of water availability risks was extended to the entire supply chain in 2021 (upstream or downstream activities
and clients). The analysis of physical risks carried out on a selection of strategic suppliers and customers confirms their low impact on
Group operations in terms of potentially significant supply chain interruptions, considered over a time horizon extending out to 2040.
Mitigation actions adopted

Prysmian measures regularly the volume of water drawn at its production locations. This data is monitored at both local and Group levels,
recorded in the Environmental Management System at Corporate level and disclosed in the Group Sustainability Report in accordance with
the GRI Standards, with reference to GRI 303 Water and effluents. The cooling process parameters are also analysed and checked in order to
ensure the efficiency of water consumption; in this regard, water supply systems are maintained appropriately in order to avoid significant
losses. For the majority of plants for which a potential risk has been evidenced, it must also be borne in mind that current production
processes employ water recycling in order to reduce consumption. Lastly, the mitigation plan already envisages further improvements
in the percentage of water recycled and/or the installation of new recycling systems for the optimisation of water consumption, where
necessary or cost effective, thus lowering exposure to the risk. With regard to the supply chain, the assessment of third-party sustainability
risks, including water availability, is a fundamental step in the entire supply chain management process that defines clear rules for i) the
introduction of new suppliers, ii) the periodic evaluation of the supply chain, iii) the monitoring and improvement of the supply chain
management strategy.
Risks linked to the rise in sea level (climate change) Decarbonisation pathway to net-zero emissions
Description of risk
Since 2017, the Group has monitored the risk of climate change and, in particular, of rising sea levels, with a view to evaluating the potential
impact on all production locations, considering the entire expected life time of the assets at each plant. A detailed analysis of the exposure
to rising sea levels (chronic physical risk1) is carried out every year, supporting the analyses performed using CatNet®, a profiling tool that
measures the exposure to geo-specific risks developed by Swiss Re, with the analyses performed using Aqueduct in a conservative high
CO2 emissions scenario2 (RCP 8.5). The analysis confirmed, over a time horizon extending out to 2080, the absence of direct impacts on
the Group’s production plant. Nevertheless, the rise in sea level could increase exposure to the risk of coastal flooding caused by storms;
this situation would however affect a very limited number of production plants (<2%). The situation will be monitored so that action can
be taken ahead of time, including the introduction as necessary of additional control systems. There are similar conclusions for lower
CO2 emissions scenarios (RCP 2.6). The assessment of risks linked to the rise in sea level was extended to the entire supply chain in 2021
(upstream or downstream activities and clients). The analysis of physical risks, carried out on a selection of strategic suppliers and customers,
confirms their low impact on Group operations in terms of potentially significant supply chain interruptions, considered over a time horizon
extending out to 2040.

The Group implements an established loss prevention programme at all production plants, which seeks to foresee and mitigate material
losses and stoppages, not least by monitoring changes in the weather. Local flood protection measures, such as dams, walls etc. also mitigate
the risk of coastal flooding. Additionally, agreement has been reached with an international company specialised in “disaster recovery &
restoration” services and insurance cover has been arranged for both direct losses and loss of profits due to production stoppages. The
assessment of third-party sustainability risks, including risks linked to the rise in sea level, is a fundamental step in the entire supply chain
management process and defines clear rules for i) the introduction of new suppliers, ii) the periodic evaluation of the supply chain, iii) the
monitoring and improvement of the supply chain management strategy.
1 As defined in “Implementing the Recommendations of the Task Force on Climate-related Financial Disclosures - Appendix 1 October 2021”.
2 Representative Concentration Pathways (RCP) scenario 8.5 described in the Fifth Assessment Report prepared by the Intergovernmental Panel on Climate
Change (IPCC). This is the scenario with the highest GHG emissions into the atmosphere, reflecting a future without political action to reduce emissions that is
consistent with a business-as-usual scenario.
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Risks linked to the increased severity of extreme Decarbonisation pathway to net-zero emissions
weather events
Description of risk
The Group monitors constantly the exposure of all production plants, considering the entire life cycle of the key assets at each plant, to
such meteorological events as storms, floods, hail etc. (acute physical risks3) using CatNet®, a profiling tool that measures the exposure to
geo-specific risks developed by Swiss Re. This tool was also used to evaluate their exposure over a time horizon extended out to 2035, in a
conservative high CO2 emissions scenario4 (RCP 8.5), confirming their low overall exposure to risks deriving from changes in the summer/
winter rainfall and higher temperatures, with the exception of a few plants in areas with a maximum temperature rise of 1.5°C. Lastly, a
sensitivity analysis was carried out for the period 2020-2035, hypothesising a further increase in the severity and frequency of extreme
meteorological events and considering the impact of such events on the assets of the Group over the past 20 years. This analysis confirmed
the low exposure to this risk. There are similar conclusions for low CO2 emissions scenarios (RCP 2.6). The assessment of risks linked to the
increased severity of extreme weather events was extended to the entire supply chain in 2021 (upstream or downstream activities and
clients). The analysis of physical risks carried out on a selection of strategic suppliers and customers confirms their low impact on Group
operations in terms of potentially significant supply chain interruptions, considered over a time horizon extending out to 2040.

The Group implements an established loss prevention programme at all production plants, which seeks to foresee and mitigate material
losses and stoppages caused by meteorological events, not least by monitoring changes in the weather. Additionally, risk mitigation actions
include a Group agreement with an international company specialised in “disaster recovery & restoration” services, as well as insurance
cover for both direct losses and loss of profits due to production stoppages. The assessment of third-party sustainability risks, including
risks linked to the increased severity of weather events, is a fundamental step in the entire supply chain management process and defines
clear rules for i) the introduction of new suppliers, ii) the periodic evaluation of the supply chain, iii) the monitoring and improvement of
the supply chain management strategy.
Risk linked to the introduction of taxes on GHG emissions Decarbonisation pathway to net-zero emissions
(carbon taxes) or application of the Emission Trading Scheme
to the operating activities of the Group
Description of risk
This risk relates to the increase in production costs (Policy & Legal transition risk5) that might derive from the adoption of more
restrictive GHG emission laws and regulations, both in the form of taxation (carbon taxes) and participation in the emissions market
(Emission Trading Schemes - ETS). Prysmian carried out an in-depth analysis in 2021 to assess the impact of that risk with respect
to the production of GHG emissions by the Group (Scope 1), considering current policies and those announced by governments and
supranational organisations in the territories where we work. The exposure to risk over the 2022-2035-time horizon and with respect
to the IEA scenarios analysed - STEPS, APS, SDS and NZE - does not appear critical overall, although the impact on operating costs
could vary markedly between territories. The Carbon tax / ETS risk is monitored constantly, not least with respect to their possible
effects on the cost of the raw materials and energy purchased by the Group (Scope 2).

The Group strives to monitor constantly the changes in the laws and regulations governing GHG emissions at an international level,
especially in the countries where production plants are located. In addition, the Group has defined a strategic plan (Sustainability
Scorecard) with quantitative targets for the reduction of GHG emissions, using specific indicators aligned with the GRI Standards
and, in particular, GRI 305 Emissions (2016). During 2020 the Group began work to define objectives for reducing the Scope 1 and 2
emissions identified in accordance with the Science Based Target Initiative (SBTi), with a Net-Zero target by 2035.
Environmental risks Business ethics and integrity
Description of risk
The Group’s manufacturing activities are subject to specific environmental regulations. These include the management of raw
materials, energy resources and hazardous substances, atmospheric emissions and waste, as well as the prevention of pollution and
minimisation of the impact on environmental factors (soil, sub-soil, water resources and the atmosphere). Furthermore, changes in
these regulations tend to impose increasingly stringent requirements on firms, often calling for improvements in technology (best
available techniques) and the relevant risk prevention systems, which generates additional costs. Given the large number of Group
plants, the probability of an incident with environmental consequences and possible loss of production continuity brings the real
possibility of significant economic and reputational impacts.

In order to prevent and mitigate environmental risks, the Group has adopted an ISO14001-certified environmental management
system at 90% of its production locations. Environmental matters are managed centrally by the Health, Safety & Environment (HSE)
function. In coordinating the local HSE functions, this function adopts systems intended to guarantee strict compliance with the
regulations in accordance with best practices, collects and analyses environmental data using a centralised platform, monitors the
exposures to risk using specific indicators, organises specific training and carries out audit work at the production locations.
4 Representative Concentration Pathways (RCP) scenario 8.5 described in the Fifth Assessment Report prepared by the Intergovernmental Panel on Climate Change
(IPCC). This is the scenario with the highest GHG emissions into the atmosphere, reflecting a future without political action to reduce emissions that is consistent
with a business-as-usual scenario.
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03_ESG GOVERNANCE
SOCIAL MATTERS
Cyber security risks Cyber security and data protection
Description of risk
The increasing spread of technologies that allow the transfer and sharing of sensitive information via virtual spaces leads to the emergence
of IT vulnerabilities. The Group therefore strives to protect its IT systems from the theft of or damage to hardware, software and the
information held, as well as from interruptions in the services provided by them. In fact, the exposure to potential cyber attacks derives
from several factors, such as the global distribution of IT systems and the cloud storage of high value-added information (such as patents,
technological innovation projects, as well as financial projections and strategic plans not yet disclosed to the market). During 2021, Prysmian
carried out an analysis to assess quantitatively the impact of the Cyber attack risk (technology transition risk6) on productive activities
(factory & facility) during the entire expected life time, considering the growing use of IoT systems in operations and, indeed, a probable
acceleration of these technologies due to the energy transition programmes, given the “possible” future scenarios (IEA - STEPS, APS,
SDS and NZE). This analysis helped to recognise the need to read Digital and Security as fundamental strategic contexts, to evaluate the
validity of the Group’s strategies for physical asset cyber security and to confirm the significant efforts made to monitor constantly the
effectiveness of the countermeasures adopted.

Since 2016 the Group has implemented an Information Security Strategy that clarifies the related governance structure adopted by the
Group and provides guidelines for cyber risk management in the field of IT architectures and company processes. In particular with regard
to cyber risks, the Group has implemented a Cyber Security Program, complete with governance, policies and procedures, training, security
reports, technologies and processes for monitoring, analysing and containing incidents, security assessments for selected plants, periodic
review of the threat model and further analysis of the complex structural factors involved in the development of modern security for the
Group as a whole. Manufacturing cyber attacks are increasingly frequent in the industrial sector and, among other activities in this regard,
a programme for the secure redesign and segregation of production plants is currently in progress, starting with those considered most
strategic. Multi-channel security campaigns and training were also delivered throughout the Group during 2021, with controlled social
engineering and phishing activities designed to test the readiness of personnel to recognise these specific types of cyber attack.
Risks of non-compliance with Data Protection legislation Cyber Security and data protection
(Privacy)
Description of risk
In the current context, marked by the increasing globalisation of business, the proliferation of channels and methods of access to
information, as well as an increase in the volume and types of data managed, Prysmian is tackling the different data management
topics that range from alignment with the latest industry regulations, to defence against potential threats against the confidentiality,
completeness, accuracy and availability of information. Furthermore, the European GDPR (General Data Protection Regulation)
entered into force in May 2018 and has become one of the major points of reference for a renewed effort in the area of data protection,
with a focus on personal data.

The programme for the protection of personal data adopted by the Group is based on the following fundamental elements that
involve the entire business structure:
• implementation of a model based on mapping the personal data processed by business functions and keeping a register of processing
activities;
• definition of a governance model designed to comply with the requirements of the GDPR and other emerging data protection
requirements;
• evaluation and implementation of adequate technical and organisational measures to ensure a level of security appropriate to
the risk, partly with the help of new tools such as the data protection impact assessment introduced by the GDPR;
• definition of the communications and training materials specifically reserved for the roles identified with the data protection
organisational model.
The following activities were carried out to ensure compliance with the personal data protection requirements:
• verification of the adequacy of the procedures adopted by the Group for managing the green pass certification and the related
access checks;
• revision of the process for appointing system administrators;
• coordination of the adoption of a privacy model by the Group companies present in Chile and Brazil.
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PERSONNEL-RELATED MATTERS
Risk of not having or losing key personnel Involvement and upskilling of employees
Description of risk
The Group is exposed to the risk of not having or losing key personnel with strategic operational functions. These persons can be
identified with reference to their managerial responsibilities and/or the specific know-how needed to implement business strategies.
They are difficult to replace in the short term. In 2021, Prysmian analysed the consequences for Group operations of market entry
by new competitors, given the central role played by the cables market in the energy transition process. New organisations could
in fact emerge with funding by major investors and, consequently, attract personnel and skills from companies long established in
that market. The consequences of this risk were considered when assessing the risk of loss of competitiveness or leadership in the
energy transition business.

In order to guarantee business continuity in line with the established strategic objectives, the Group is organised as follows:
• “Job Band Program” that positions personnel based on a proper weighting of their business roles, considering their responsibilities,
problem-solving abilities and know how, in line with the established corporate strategies and using a shared and widely adopted
organisational language;
• “Group Academy” to train and develop Leadership (Management School), Technical (Professional School) and E-Learning (Digital
school) skills within the Group; “Local Schools” were also introduced during 2021, comprising the various training initiatives
promoted by regional government and inspired by the principle of continuous training at work;
• “Stem it”, Sell it, Sum it Program” for the recruitment of professionals for the production, quality, purchasing, logistics, sales
and finance functions; The “Stem it” programme includes a specific thread dedicated to the attraction and retention of women
specialised in technical roles, thus helping to enhance gender balance within the Group;
• “People Performance Program” for the management of career paths;
• “Talent management program” to accelerate the development of talented personnel;
• “MyMentorship”, which is a programme of internal mentoring - active worldwide - to support the growth of talents via the exchange
of technical or leadership skills;
• “Long Term Incentive Program” designed to motivate and build the loyalty of key managers within the Group;
• “Graduate Program” to attract and recruit talented and high potential personnel, thus preparing for future internal replacements
and succession planning in general;
• “Non-compete agreements” formalised for those employees whose technical know-how in the areas of product and process
innovation represents strategic value added for the business in the competitive sector addressed;
• “Internal Job Posting”, a system established at regional level since 2020, with a view to worldwide adoption later, in order to
facilitate the development of their cross-functional skills and enhance the global business culture of the Group.
Health and safety risks Occupational health and safety
Description of risk
The Group has always been committed to ensuring that the of the integrity, health and welfare of workers are safeguarded in their
workplaces. With particular reference to health and safety risks, the Group has adopted a centralised management system based on
the identification and evaluation of factors deemed critical at various levels, with respect to the Group, country and operating unit.
This approach allows for a complete picture of the risks associated with individual production activities, in order to manage, monitor
and, where possible, minimise the health and safety risks. The adoption and application of the approach at production unit level
involves identifying all health and safety risks, their assessment in accordance with a specific procedure and in compliance with local
legislation, guaranteeing the level of safety established by Prysmian, and their periodic update. Lastly, 69% of plants within the
Prysmian Group perimeter (including those acquired together with General Cable) have ISO 45001 (safety management) certification.

In order to apply the health and safety standards defined at Group level, Prysmian uses tools and operating procedures for the
collection, evaluation, aggregation and reporting of data at central level, as well as the implementation and verification of corrective
and preventive actions; the monitoring of significant events (injuries, near misses, non-conformities and reporting); and training
not only for the transfer of technical knowledge, but also to impart understanding of the approach taken and the risks incurred by
non-compliance with the H&S rules and procedures. The Group has defined quantitative targets extending out to 2022 (Sustainability
Scorecard) for reducing the frequency and seriousness parameters monitored.
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03_ESG GOVERNANCE
Risks related to changes in the legislative environment Occupational health and safety
governing Health, Safety and the Environment, including
energy efficiency and the management of GHG emissions
Description of risk
The Group’s production activities are subject to national and international laws and regulations governing Health, Safety and the
Environment. Future legislative and/or regulatory changes, more or less foreseeable, might affect the operations of the Group, its
ability to compete in the marketplace and its financial results, unless those changes are identified, foreseen and managed on a timely
basis. In particular, the Group has analysed the potential regulatory risk relating to energy efficiency and the management of GHG
emissions, including the introduction of more stringent reporting requirements and possible changes in the local legislation that
implements the “Energy Efficiency Directive” 2012/27/EU (EED), as amended, on the efficiency of end-use energy.

Via the HSE Management System, centralised and coordinated by the Corporate HSE team, the Group is able to monitor constantly
any changes and/or developments in the HSE requirements, including:
• periodic monitoring of health, safety and environmental legislation and related changes, at local and Group level;
• periodic reporting to the Group bodies involved in the management of risks, in order to discuss any actions that must be taken for
compliance with the law (the Sustainability Directive Committee and the Internal Risk Management Committee);
• the analysis of identified risk situations, with the aim of estimating their impact, the probability of occurrence and the adequacy
of the internal control system to mitigate the risk;
• the definition of improvement actions that may be necessary to reduce exposure to current risk, and related follow up;
• the evaluation of health and safety performance, downstream of the improvement actions introduced.
With reference to the regulatory risk relating to energy efficiency, several actions have been taken, including:
• definition of an Energy Audit Plan at the Group’s plants, including sites that to date are not required by law to perform energy
diagnoses;
• development of energy efficiency projects at local and global level;
• periodic plant visits to check their compliance with the rules and standards defined;
• specific training sessions for all Prysmian personnel involved in managing activities with an environmental impact;
• use of specific indicators to monitor the exposure to risk and promptly implement the actions necessary to reduce risk within the
tolerance thresholds.
In addition, during 2020, the Group commenced work on the definition of medium/long-term objectives for the reduction of
Scope 1, 2 and 3 emissions. These objectives were validated by the SBTi (Science Based Target Initiative) in 2021.
ANTI-CORRUPTION
Failure to comply with the Code of Ethics, Policies and Procedures Business ethics and integrity
Description of risk
The risk of compliance failures generically represents the possibility of incurring legal or administrative sanctions, significant financial
losses or reputational damage as a result of breaches of current regulations.

The Prysmian Group puts in place a series of organisational tools aimed at defining the principles of legality, transparency, fairness and
loyalty used to operate. In particular, the Group:
• has adopted a Code of Ethics containing guidelines and ethical and behavioural principles that all those carrying out activities on
behalf of Prysmian or its subsidiaries are required to observe (including managers, officials, employees, agents, representatives,
external collaborators, suppliers and consultants);
• through the Internal Audit & Compliance Department, constantly monitors compliance and the concrete application of these rules,
not tolerating any type of violation.
63
Risks of non-compliance with the anti-bribery legislation Business ethics and integrity
Description of risk
New legislation and regulations have made significant efforts in the fight against corruption in recent years and organisations,
increasingly exposed to the risk of corruption, now have to comply with many regulations on the subject, such as Decree 231/2001,
the Anti-corruption Law (Law 190/2012), the Foreign Corrupt Practices Act (US), the UK Bribery Act, etc., all with the same objective:
counteract and suppress corruption. The business model of the Group requires continuous interaction with numerous third parties
(suppliers, intermediaries, agents and customers). In particular, in the Energy (Submarine and High voltage) and Oil & Gas businesses,
the management of large international projects requires the establishment of commercial relations even in countries with a potential
risk of corruption (as per the Corruption Perception Index7), often through local and commercial agents and public officials.

The Prysmian Group has implemented the following preventive actions designed to tackle corruption:
• In 2021, the Group began the process of obtaining ISO 37001:2016 certification, updating the anti-corruption risk assessment, the
Anti-bribery Management Systems and the Anti-corruption Policy in order to align with the ISO 37001 requirements. In addition, a
specific Anti-corruption function was established within the Compliance function. Lastly, ISO 37001 certification was obtained in
December 2021 from an external, independent certification agency.
• Third-Party Program as a tool to carry out due diligence – using a dedicated on-line platform – before establishing any business
relations with certain third parties (such as agents, distributors and particular categories of supplier);
• Policy on gifts and entertainment expenses, updated in 2021;
• Policy on Conflicts of Interest, including training and the mandatory disclosure of any conflicts of interest via the completion of a
dedicated questionnaire;
• Training on the above topics for all employees, as well as for high-risk third parties;
• Compliance Audits (Site Reviews, Project Audits, Third-Party Audits).
Risks of non-compliance with Antitrust legislation Business ethics and integrity
Description of risk
Prysmian’s strong international presence subjects the Group to current antitrust regulations in Europe and the other countries in
which it operates. Each of these laws are more or less demanding in terms of the civil-administrative liability and penalties imposed
for breach of applicable laws. Over the past decade, the various local anti-trust authorities have dedicated increasing attention to
the business activities of market players and, furthermore, have showed a greater propensity for international collaboration among
themselves. Prysmian intends to operate in the marketplace in compliance with the rules in place to protect competition.

In order to mitigate the risk, the Group has adopted an Antitrust Code of Conduct that all directors, executives and employees of the
Group are expected to know and comply with in the performance of their duties and in relations with third parties. The Antitrust Code
of Conduct, which is an integral part of this training programme, seeks to describe the issues relating to the application of Italian
and EU competition policy with regard to cartels and the abuse of dominant positions. The training programme (Integrity First)
involves both on-line and classroom sessions, in order to enhance awareness among all those who work in the name and on behalf
of the Prysmian Group. In addition, two more training sessions on antitrust matters were held in 2021, in Europe (Spain) and in North
America. In addition, more detailed documents were also adopted covering the antitrust regulations in force within the European
Union, North America, China and Australia.
Risk of incurring export sanctions Business ethics and integrity
Description of risk
Many countries regulate their international trade and apply laws and regulations that govern trade in products, software, technologies
and services, including financial transactions and broking activities. These export control regimes, governed by the legislation of the
United States, the EU (art. 215 TFEU) and the United Nations (chapter VII of the UN Charter), identify those parties (individuals and
entities) for which targeted restrictions (e.g. arms embargoes, travel bans, financial or diplomatic restrictions etc.) are mandatory.
Failure to comply with the above may result in fines and criminal and/or civil penalties, including imprisonment.

In order to prevent and mitigate the risk, the Prysmian Group has adopted a policy for the management and control of exports that
includes the following actions:
• Monitoring of the countries and parties subject to restrictions, as well as the level of the restrictions in force;
• Due diligence on the parties subject to restrictions, in order to avoid transactions with forbidden parties, including the screening of
Prysmian Group employees and visitors;
• Classification of products to determine which export compliance requirements are applicable. This classification enables the Prysmian
Group to understand where and to whom products can be exported, and whether or not a licence or other authorisations are necessary;
• Basic training for all employees on export controls and targeted training for persons in functions responsible for international
commercial transactions and the control of exports;
• Request for formal confirmation from the end user that the purchaser or the end user of the goods / technologies complies with the
current regulations governing exports.
7 The Corruption Perception Index (CPI) is an indicator published annually by Transparency International, used to measure the perception of corruption in the public
sector in various countries around the world.
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03_ESG GOVERNANCE
HUMAN RIGHTS
Risks related to the social sustainability of the organisational Respect for human rights and workers’ rights
structure and business model
Description of risk
The Prysmian Group faces daily complexities deriving from the management of organisational and business activities carried out by
persons with different social and cultural backgrounds. Despite constant commitment, careful supervision and periodic awareness
building, with the provision of specific information and training sessions, it is never possible to exclude episodic improper conduct in
violation of policies, procedures and the Code of Ethics and, therefore, of current regulations concerning human rights by those that
carry out activities on behalf of Prysmian, with consequent possible penalties, significant reputational damage and business impacts.

As an international business active in multiple countries and communities, the Prysmian Group strives with passion to respect and
safeguard the human rights of all employees and all those affected by our activities. The objective is to ensure that the Group is not
involved in any way, neither directly nor indirectly, in activities that infringe on human rights. In this light, the Prysmian Human Rights
Policy was introduced in 2017, making reference to various international standards on human rights (such as the Universal Declaration
of Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, the United Nations Global Compact etc.) and
applied at all locations and in all Group activities. In addition, a Human Rights Due Diligence process has been implemented since
2018, enabling Prysmian to map the potential Human Rights impact of Group operations.
1_ASSESS: Assessment of the current and potential impact on Human Rights, considering the risk of violations at country and plant
level, identified using desk analysis and self-assessment tools
2_ACT: Assessment of the results and performance of audits at high-risk plants; definition of necessary actions to prevent and/or
mitigate the potential impact identified
3_MONITOR: Monitoring of performance via checks and audits over a period of years
4_RESOLVE: Resolution of violations
5_COMMUNICATE: Communication of performance in the Sustainability Reports
Applying this Due Diligence process, an assessment of the plants that commenced in 2020 (100% of production locations8) was
completed during 2021. Following this assessment, various locations found to be at high risk of violating human rights were audited
to check if there was any substance to this analysis. Outside of the Group, Prysmian requires suppliers to show rigorous respect for
human rights, applying a specific Due Diligence process that assesses the risk at supply chain level. This aspect is described in more
detail in the “Responsible and sustainable value chain” section of this document. Various prevention and mitigation actions have
been developed and implemented over the years, in order to manage the main human rights issues identified in the Human Rights
Policy and prevent any adverse effects for the stakeholders identified and for vulnerable categories. Furthermore, at Group level,
27,772.41 hours of training were delivered in 2021 on the topics of Ethics and Human Rights, with a view to building and disseminating
awareness about them within Prysmian.
OTHER RISKS
Risk of inadequacy in the pursuit of technological innovation Economic performance and value creation
and, in particular, the emerging, alternative or replacement
technologies linked to the climate
Description of risk
The acceleration of technological innovation in recent years, with ever more massive recourse to renewable energies and an already
established path towards digitalisation, consolidated during the COVID-19 pandemic, exposes the cultural and organisational model of
the Group to the risk of inadequacy in the face of such rapid change. In particular, in 2021 Prysmian assessed the possible medium/long-
term impact (to 2035) on the business of new emerging, alternative or replacement technologies linked to the climate and renewable
energies (e.g. hydrogen, batteries with greater capacity, E-Vehicle technologies, wireless etc.). This analysis, based on a quantitative
approach, confirmed the resilience and flexibility of the strategy adopted by the Group, which places great emphasis on these and other
technologies that might emerge in the near future, even if - at this time - they do not appear to have a particular great impact on the cables
business and its key role in the energy transition. Exposure to this risk was analysed over the 2022-2035 time horizon, considering the four
IEA emission scenarios: STEPS, APS, SDS and NZE.

In terms of mitigation actions, the diversified portfolio of activities with a global geographical presence is a strength for the Prysmian Group,
as the only world leader with a business model balanced among areas with differing profiles, where each segment plays a precise role in
the overall strategy, considering stability, growth potential and the generation of opportunities. Prysmian aims to maintain its leadership
role in the R&D sector, with 26 centres of excellence, advanced proprietary technologies, over 900 experienced professionals, around 5,600
patents granted or pending, and relations with major universities and research centres around the world, investing over 107 million euros
in research and development. A Chief Innovation Officer and Chief Digital Officer were appointed recently, reporting directly to the CEO.
In addition, a Group Innovation Steering Committee chaired by the CIO has been established in order to consolidate the Prysmian Global
Innovation Portfolio. New roadmaps have also been launched, dedicated to innovation, cost reduction and projects in the Projects and
Telecom sectors. The Group strategy is completed by innovation competitions among employees, with the involvement of key customers,
and a professional development plan dedicated to strengthening the innovation skills of our employees.
8 This analysis, based on the perimeter of the Group in 2020, excluded the plants in OAPIL (Sohar) and Chiplun (India).
65
Risks associated with the management of third-party Economic performance and value creation
patents due to the increased complexity of solutions driven
by the need to meet low-carbon product requirements.
Description of risk
The growing need for integrated solutions, in part accelerated by the decarbonisation policies, increases the probability that Prysmian
products incorporate solutions already patented by third parties. The objective is to avoid the cost of disputes, which is often very high given
the technical skills required to manage claims. During 2021, Prysmian carried out an analysis to check the impact of this risk (policy&legal
transition risk9) on the activities of the Group. This analysis made it possible to assess the effectiveness of the countermeasures adopted
in the various phases of developing solutions, thus minimising the exposure of the Group. The continuous investment made in filing
patents has enabled Prysmian to establish a solid patent portfolio that represents a major deterrent against attempted legal action by
competitors. In addition, the various successful legal actions brought by Prysmian in 2021 have demonstrated a willingness to defend our
technology in an aggressive and effective manner. Exposure to this risk was analysed over the 2022-2035 time horizon, considering the
four IEA emission scenarios: STEPS, APS, SDS and NZE.

The Group maps the applications used to develop integrated solutions and the related proprietary patents, striving to respect the intellectual
property rights of third parties when the existence of their pre-existing rights is known. This risk is monitored by the Group’s IP department,
with support from external professional when necessary and on specific topics.
Risks related to the sustainability of the Group supply chain Sustainable supply chain
Description of risk
The Group’s business model, with a global presence in over 50 countries and a high diversification of product applications, is based on a
complex supply chain that requires a continuous interface with numerous suppliers of different sizes and cultural background. Without prior
investigation and control, the management of a complex supply chain might result in the Group procuring goods and services from suppliers
that do comply with the guidelines embodied in the Group’s Code of business conduct, with the risk of supporting suppliers that do not
operate in line with international standards. In addition, the Group recognises a responsibility that goes beyond its organisational boundaries
and, accordingly, is able to limit any reputational risks by managing the sustainability of its supply chain (upstream or downstream activities
and clients). During 2021, Prysmian performed an analysis to assess the possible consequences for certain business opportunities based on
the manufacture of low-carbon and eco-friendly products and services. This work identified potential initiatives targeting the reduction of
consumption and the recovery and use of recycled materials, thus supporting the ongoing environment shifting activities.

In addition to a commitment to the evaluation of counterparties, the Group has adopted guidelines and policies with which suppliers
are required to comply (for example, the Code of Ethics and the Code of Business Conduct). There will be an immediate reaction should it
emerge that third parties involved in the supply chain have implemented actions not conforming to the principles of environmental and
social sustainability, which would expose the Group to potentially significant image and reputational risks. If the issues flagged are not
promptly corrected and eliminated, the Group reserves the right to activate a procedure for the termination of existing business activities
and temporary, or in serious cases, definitive exclusion from the Group’s supplier list. The assessment of risks related to the sustainability
of third parties is a fundamental step in the entire supply chain management process and defines clear rules for i) the introduction of new
suppliers, ii) the periodic evaluation of the supply chain, iii) the monitoring and improvement of the supply chain management strategy.
Risk linked to Covid-19, including market contraction Transversal

and a slowdown in demand
Description of risk
The global macroeconomic situation deteriorated during 2020 following the spread of the Covid-19 pandemic. In order to tackle this
healthcare emergency, governments in most countries adopted such containment measures as travel bans, quarantines and other public
emergency action, with serious consequences for economic activity and the entire productive system. These restrictions on travel and free
movement continued during the second half of 2020 and at the start of 2021, with restrictions due to the “second and third waves”, as well
as in the autumn of 2021 and at the start of 2022, as a result of the “fourth wave”. This “wave” (and any future “waves”) has resulted (and
may continue to result) in fresh perturbations in the economies of those countries already affected by COVID-19 and may have further
adverse impacts on the world economy in general.

The extraordinary people-centric measures implemented promptly by the Group from the start of the Covid-19 pandemic are proving
effective. In this regard, in order to maintain the continuous employment of all resources, major efforts were made to safeguard the health
of employees via, for example, regular testing and the supply of healthcare materials and personal protective devices. The Group also
took a series of actions designed to mitigate the risks deriving from the Covid-19 pandemic. In particular, steps to protect cash generation
included strict working capital management and the effective monitoring of expenditure, with a view to lowering both fixed and variable
costs. Further, a much more rigorous investment policy was adopted, while ensuring the strategic allocation of resources.
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Risk of loss of competitiveness or leadership Economic performance and value creation

in the energy transition business
Description of risk
In the energy transition towards a zero-carbon economy, Prysmian seeks to be the go-to technology player, facilitating the production
and transmission of cleaner, more intelligent, more efficient and more competitive energy. Even so, the new energy transition policies
and emerging new market opportunities are rapidly changing an already competitive context, with the entry or strengthening of new
players and the development of new technologies that may reduce or interrupt the leadership of Prysmian, with a consequent impact on
the results of the Group.

During 2021, Prysmian carried out an in-depth analysis of its business activities in relation to the entry of new competitors into the HV
Underground, Submarine Power, Submarine Telecom and Offshore sectors. Assessment of the risk of new players included the consideration
of companies with great financial strength, not necessarily active in the cables sector, that might see the energy transition sector as an
important business opportunity. Adopting a quantitative approach, this activity analysed the demand for these businesses in the period
2022-2035, highlighting the main drivers that might push new players to enter into the market. This will enable Prysmian to monitor the
risk carefully, as it evolves, and facilitate any necessary refinement of the medium/long-term strategy. Exposure to this risk was analysed
over the 2022-2035 time horizon, considering the four IEA emission scenarios: STEPS, APS, SDS and NZE.
Opportunities
Prysmian has conducted a deep analysis aimed at assessing the opportunities arising from the energy transition
process, namely favourable conditions deriving from increasingly stringent policies to reduce greenhouse gas
emissions. The activity was carried out by assessing four International Energy Agency scenarios (STEPS, APS, SD
and NZ), that showed how the cable market will play an important role in achieving the expected goals of the
ecological-energy transition.
The identified opportunities are described below:
OPPORTUNITIES MATERIAL TOPIC 2021
Development and expansion of low emission solutions, Solutions for sustainable applications /Soluzioni per applicazioni
in particular in Energy Cable and Fiber markets sostenibili/ Economic performance and value creation
The attention of customers and consumers to environmental issues and, more specifically, to the effects of purchased products and
services on the climate is growing, a trend confirmed by an in-depth benchmarking performed by the Group that analysed the climate
change policies and strategies of a selected panel of customers, suppliers and competitors. Business cases, developed for all EIA scenario
analysed, highlighted how an adequate climate strategy will be a key aspect to strengthen one’s competitive advantage. Among the most
significant actions on which the Group’s R&D department è already committed, and will continue to be engaged with specific investment, are:
• Improving efficiency of energy cable, finalized to reduce losses due to the Joule effect
• Reducing sulphur hexafluoride (SF6) in cable testing phase and lead reduction / substitution for insulating sheaths
• Development hybrid cable solutions, able to supply power to devices while transmitting data (optical fibers and copper wires within the
same jacket)
• Improving efficiency and performance of fiber, and
• use of recycle material able to ensure high technical performance
Intercept the expected global cable market growth and access Economic performance and value creation
to emerging markets
The strong business impulse is expected from decarbonisation policies that will transform the market in which the Group operates.
New opportunities have been identified across different EIA scenario analysed.
For Energy business they will arise from:
• the massive use of renewable sources for electricity production,
• the growth of users of electric vehicles, both civil and industrial,
• the development and renewal of transmission/interconnection and distribution networks, and
• the modernisation of buildings to improve the energy efficiency.
Similarly, the fibre market is expected to see growth in its use across all industries and services, driven by strong demand for digitisation.
Detailed business cases have been developed to assess the added value of the individual initiatives identified and which the Group, through
its R&D, is looking at to reap the full benefits expected.
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OPPORTUNITIES MATERIAL TOPIC 2021
Use of lower-emission sources through installation Economic performance and value creation.
of renewable energy systems (e.g. photovoltaic) Promoting decarbonization towards net-zero emissions
and purchase of renewable energy
Among the opportunities to reduce its carbon footprint, Prysmian is planning the installation of photovoltaic systems in different
plants (already installed in one Italian plant and planned in other European plants). The Group has considered entering into Corporate
PPA (Power Purchase Agreement) contracts, initiatives that reduce, moreover, the sensitivity to changes in cost of carbon and to
future fossil fuel price increases and encourages the development of bankable renewable plants. A specific business case has been
developed, based on initial assumptions about purchasing electricity capacity through photovoltaic PPAs, assumptions that will be
the subject of an in-depth analysis during 2022 that will also include the identification of potential suppliers. A PPA have been already
signed for one European plant and further initiatives are under evaluation. The initiative could also anticipate the achievement of
the Group’s net zero targets.
Greening the supply chain by evaluating options to reduce Sustainable supply chain
energy use and waste production and increase the use of
recycled material
One of the most significant challenges of the ecological-energy transition is the Green Supply Chain, namely a series of initiatives that
will reduce the impact of production activities and the supply chain on the environment. Benefits are expected from an improved
positioning of the Group that will reflect shifting consumer preferences and encourage the interest of financial institutions that
favour carbon-reducing companies with consequent access to “green” funding, able to reduce cost of capital. Prysmian will engage
in activities aimed at reducing production scraps and waste, removing toxic substances, minimizing the use of non-eco-friendly
materials for packaging, or reducing the amount of material needed and facilitating the disposal of materials or give a new purpose
to the materials used to make the product. Prysmian is aware of the need to a clear Green Supply Chain Management program which
will be developed during 2022 and that is aligned with the company’s strategic business plan, and that involves all functions along
the value chain.
CORPORATE GOVERNANCE
Prysmian Group seeks a form of governance capable of creating sustainable value over time and generating a
virtuous spiral with business integrity at its centre. In particular, awareness of the importance of good corporate
governance for the achievement of ambitious and strategic objectives means ensuring that governance is: effective,
while complying with the legal and regulatory framework, efficient in terms of cost-effectiveness, and fair towards
all the Group’s stakeholders.
Accordingly, the Prysmian Group keeps its corporate governance system constantly aligned with latest
recommendations and regulations, adhering to national and international best practices.
In addition, the Group has adopted principles, rules and procedures that govern and guide the conduct of activities
by all its organisational and operating units, as well as ensuring that all business transactions are carried out in an
effective and transparent manner.
Once again, during 2021 Prysmian continued to comply with the Code of Corporate Governance for listed companies
approved by the Corporate Governance Committee. During the year ended 31 December 2021, the Board of Directors
considered certain actions needed for consistency with the new recommendations introduced in the latest edition
of the Code of Corporate Governance, applicable from the start of the first financial year subsequent to 31 December
2020, with related disclosures in the report on corporate governance to be published in 2022.
For further information about:
1. compliance with the principles and recommendations of the Code of Corporate Governance and the reasons for
any non-application of one or more requirements; and
2. any corporate governance practices actually applied by the Company that go beyond the related legal or
regulatory obligations;
see the “Report on Corporate Governance and the Ownership Structure” approved by the Board of Directors and
available on the corporate website www.prysmiangroup.com, in the Società/Governance section.
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CORPORATE GOVERNANCE STRUCTURE
The traditional model of governance and control adopted by Prysmian involves the presence of a Shareholders’
Meeting, a Board of Directors and a Board of Statutory Auditors. Prysmian’s corporate governance structure is
Governance Structure
based on the central importance of the Board of Directors (as the most senior body responsible for managing the
Company in the interests of shareholders) in providing strategic guidance, in ensuring the transparency of the
decision-making process and in establishing an effective system of internal control and risk management, including
decision-making processes for both internal and external matters.
An overview of the Company’s corporate governance structure as of 31 December 2021 now follows, along with a
description of its main features.
GOVERNANCE STRUCTURE
SHAREHOLDERS’
MEETING
STATUTORY BOARD OF STATUTORY

AUDITING COMPANY AUDITORS
EY S.p.A. Pellegrino Libroia - (Chairman)

Laura Gualtieri
Paolo F. Lazzati
BOARD OF DIRECTORS
MONITIRING BOARD Claudio De Conto MANAGERS RESPONSIBLE

(Italian Legislative Chairman -Independent Director FOR PREPARING THE COMPANY’S
Decree no. 231/01) Valerio Battista - CEO FINANCIAL REPORTS
Paolo Amato - Independent
Maria Luisa Mosconi (Chairwoman) Alessandro Brunetti
Massimo Battaini - COO
Sergio Corbella Stefano Invernici
Jaska de Bakker - Independent
Alessandro Nespoli
Pier Francesco Facchini - CFO
Francesco Gori - Independent
Ines Kolmsee - Independent
Mimi Kung - Independent
Maria Letizia Mariani - Independent
LEAD INDEPENDENT
Tarak Mehta - Independent COMPLIANCE & AUDIT OFFICER
DIRECTOR
Annalisa Stupenengo - Independent
Maria Letizia Mariani Alessandro Nespoli
REMUNERATIONS AND SUSTAINABILITY

NOMINATIONS COMMITTEE CONTROL AND RISK COMMITTEE COMMITTEE
Paolo Amato (Chairman) Francesco Gori (Chairman) Maria Letizia Mariani (Chairwoman)
Claudio De Conto Jaska de Bakker Ines Kolmsee
Annalisa Stupenengo Tarak Mehta Mimi Kung
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In compliance with the provisions of art. 14 of the By-laws, the Company is currently managed by a Board of Directors
consisting of twelve members - who will remain in office until the date of the annual general meeting that approves
the financial statements for the year ended 31 December 2023 - of whom nine are non-executive. At 31 December
2021, seven of the directors are men and five are women, five are in the 45-55 age group and seven are over 55.
The Board of Directors exercises the widest powers of ordinary and extraordinary administration, except for those
that by law are reserved solely for the Shareholders’ Meeting; Consistent with the recommendations of the Code of
Corporate Governance, the number and standing of the non-executive directors ensures that their opinions carry
significant weight in the adoption of Board resolutions. Eight of the non-executive directors are independent pursuant
to art. 148, para. 3, of Decree 58 dated 24 February 1998 (Consolidated Finance Law - TUF) and art. 2, recommendation
7, of the Code of Corporate Governance, while one non-executive director is independent pursuant to art. 148, para.
3, TUF. The Board of Directors has appointed a Chief Executive Officer from among its members and granted him all
the authority and powers of ordinary management of the company necessary or useful for conducting its business.
Management of the business is the responsibility of the directors, who take the actions necessary to implement the
corporate purpose. The Board of Directors is also responsible for the Group’s internal control and risk management
system and is therefore required to verify its adequacy and to adopt specific guidelines for this system, with the
support of the other parties involved in the internal control and risk management system, namely the Control
and Risks Committee, the Director in charge of the internal control and risk management system, the Chief Audit
& Compliance Officer, the Board of Statutory Auditors and the Managers responsible for preparing corporate
accounting documents.
Prysmian’s corporate governance structure also includes the Compensation and Appointments Committee, a
Sustainability Committee and a Supervisory Body appointed pursuant to Decree 231/2001.
Further information regarding (i) the corporate governance system of Prysmian S.p.A., (ii) its ownership structure,
as required by art.123-bis TUF, and (iii) directors’ disclosures about directorships or statutory auditor appointments
held in other listed or relevant companies, can be found in the “Report on Corporate Governance and Ownership
Structure”, prepared in accordance with art. 123-bis TUF and available in the Società/Governance section of the
corporate website at www.prysmiangroup.com.
GOVERNANCE OF SUSTAINABILITY
From 1 January 2016, the Board of Directors (Board) of Prysmian S.p.A. tasked the Compensation, Appointments and
Sustainability Committee (now the Compensation and Appointments Committee) with overseeing the sustainability issues
of the Group’s operating practices and the dynamics of its interaction with all stakeholders. Given the increased attention
paid to ESG (Environmental, Social and Governance) matters and the significant commitment required to supervise these
aspects, the Board acted during the year on a proposal from the Chairman to establish a specific Sustainability Committee
(the “Committee”), which took over the tasks and functions relating to the above matters with effect from 5 March 2020.
The Committee has been assigned powers to investigate, make recommendations and offer advice with regard to the
supervision of sustainability matters associated with business activities and, in particular, has been tasked with:
• promoting guidelines for consideration by the Board that integrate sustainability within the various business
processes, in order to ensure the creation of sustainable value over time for shareholders and all other
stakeholders;
• spreading the culture of sustainability among employees, shareholders, customers and, in general, stakeholders;
• assessing the environmental, economic and social impacts deriving from business activities;
• providing opinions on the annual and long-term sustainability objectives to be achieved with specific reference
to the management of associated medium and long-term risks for the Company and its subsidiaries, so that they
are correctly identified and appropriately measured, managed and monitored;
• monitoring the Company’s position in the main sustainability indices;
• expressing opinions on the initiatives and programmes promoted by the Company or by subsidiaries on Corporate
Social Responsibility (CSR) matters;
• examining the annual sustainability report, containing non-financial information pursuant to European Directive
2014/95/EU, before its presentation to the Board;
• preparing, upon request from the Board, opinions and proposals concerning specific CSR matters.
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The Sustainability Committee also assists the Board by advising on the key initiatives to tackle climate change,
such as the adoption of science-based targets. In addition, the Sustainability Steering Committee works together
with the Audit Committee to supervise the monitoring of physical and transitional risks linked to climate change
matters, as well as the implementation of projects and initiatives designed to manage them.
In particular, to underline Prysmian’s commitment and attention to sustainability issues along the entire value
chain and within all company processes, a Sustainability Steering Committee has been formed as part of the internal
governance system. Consisting of the top echelons of the organisation and chaired by the Chief Sustainability Officer
(CSO), the Steering Committee is responsible for:
• promoting a CULTURE OF SUSTAINABILITY within all BUSINESS ACTIVITIES;

• defining and/or evaluating the implementation of projects or programs
aimed at IMPROVING THE SUSTAINABILITY AGENDA;
• monitoring the OBJECTIVES OF THE GROUP SUSTAINABILITY POLICY, progress
with respect to the “SUSTAINABILITY SCORECARD” and the progress of the
actions to ensure compliance with the Group’s policies, and developing an
ever growing internal RESPONSIBILITY TOWARDS RESULTS IN AREAS OF
SUSTAINABILITY;
• supervising all ongoing initiatives that have an impact, current and
potential, on the PERFORMANCE OF ECONOMIC, SOCIAL and ENVIRONMENTAL
SUSTAINABILITY;
• ensuring the EFFECTIVE COMMUNICATION of our commitment and results
achieved in the FIELD OF SUSTAINABILITY;
• supporting initiatives to PROTECT DIVERSITY and inclusion both internally
and externally.
The Sustainability Steering Committee also meets periodically to discuss strategic sustainability priorities, the progress
of the action plan and its implementation. The strategic lines of sustainability are defined and promoted at the
corporate level, and then integrated into local policies and all daily activities.
The Corporate and Business Communications department is responsible for coordinating all activities related to the
Group’s sustainability reporting, both in terms of process and of content, mapping the stakeholders and monitoring
their expectations through stakeholder engagement activities, as well as guaranteeing transparent and constant
communication both with the external and the internal stakeholders.
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ESG Digital Governance

A solid ESG Identity is based on high quality, reliable and traceable data.
Accordingly, we have invested in an innovative project to digitise our
ESG information and ensure its digital governance. This is a crucial step
in the implementation of our sustainability ambitions, ensuring that the
increasing complexity of information and KPIs is managed in a structured
and integrated manner.
DIGITAL GOVERNANCE OF ESG FACTORS
During 2021, Prysmian Group consolidated the process that began in 2020 for managing data on a single digital
platform that is subjected to audit and certified in accordance with standard principles. The work to audit and
certify the Non-Financial Statement was carried out via this platform.
The platform has also enabled the Group to report new sustainability KPIs, including the recent GRI 207: TAX 2019.
The ESGeo platform has made it possible to present the new standards properly. The process of digitalising the
sustainability KPIs makes it possible to centralise information and active a virtuous spiral of analysis and active
management of these variables, allowing in addition their correlation with financial variables to obtain a complete
overview.
The functionality of ESGeo has made it possible to manage the reporting process in a collaborative manner,
assisted by a work flow that includes the phases of editing, input, validation and approval to ensure the accuracy
and traceability of data.
Consolidation of the database over time will enable the Group to calculate the sensitive of ESG impacts by activity,
geographical area, project, organisational unit and managerial line.
These data analytics will make it possible to assign targets to managers, thus improving impact effectiveness and
helping to guide investment in a way that take account of ESG risks and opportunities.
In addition, the transparency obligations imposed by the new European Taxonomy in force from 2022 will be
monitored via the ESGeo platform.
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Focus on Ethics and Integrity

We have activated a series of initiatives to define the ethical-social and
behavioural responsibilities incumbent on all: from the Code of Ethics to
the Anti-corruption policy and the Whistleblowing policy. These documents
help us every day to progress our business and our ambitions, work with
our colleagues and dedicate particular attention to environmental and
social matters.
CODE OF ETHICS OF THE PRYSMIAN GROUP
“The Code of Ethics represents the Group’s “Constitution”, being the CHARTER OF
RIGHTS AND MORAL DUTIES that define the ETHICAL-SOCIAL RESPONSIBILITIES
of each participant in the organisation”.
The Code of Ethics establishes the principles for all to follow, consistent with the vision and mission of the Group.
Acting as a veritable guide to daily behaviour, the Code of Ethics plays a strategic role for the Group as a tool for
preventing irresponsible or illegal conduct by those who work in the name and on behalf of Prysmian. The Code
of Ethics lives and evolves with the development of the business in the competitive world and is always open to
receive and accept requests for legality and propriety expressed by any of Prysmian stakeholders. The Code of Ethics
complies with international best practices and adopts the principles embodied in the UN Universal Declaration of
Human Rights and the Fundamental Conventions of the International Labour Organisation (ILO). The structure of
the Prysmian Group’s Code of Ethics, in its latest version of 1 August 2019, is founded on three pillars:
• ETHICS in BUSINESS activities;

• ETHICS in internal RELATIONS;
• ETHICS in ENVIRONMENTAL and SOCIAL matters.
We recommend referring to the Prysmian Group website for further insights to these three pillars. All companies
within the Group strictly comply with the Code of Ethics, applicable regulations and the rules and procedures
adopted from time to time by the Group. In order to ensure the widest possible distribution of its contents, the Code
of Ethics is available in 26 languages and is also published on the Company’s website, www.prysmiangroup.com.
The Code reflects a common and shared approach to business, honest, ethical and compliant with all current laws
and regulations, which must be respected by all Group employees wherever they work and live around the world.
It is fundamental, in fact, for all employees to take responsibility for their daily work and accept personally, with
conviction, the spirit of the Code.
Specific, worldwide on-line training on the Code of Ethics was provided to all white-collar workers within the Group
during 2020 and is repeated every two years.
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Anti-bribery policy in the Prysmian Group
Prysmian Group has implemented a series of actions aimed at managing corruption issues on a preventive basis;
the first of these is the adoption of an Anti-Corruption Policy that prohibits the corruption of both public officials
and private individuals and requires Prysmian’s employees to abide by it and to observe and comply with all anti-
corruption legislation in force in the countries in where they are employed or active, if these are more restrictive.
Specific actions to prevent corrupt practices within the Group include:
• Implementation of the “Third Party Program” during 2019. This new Group policy is intended to prevent and
manage the risk of corruption deriving from relations with third parties (such as agents, distributors and certain
categories of supplier). In particular, before establishing business relations with any third party, it is necessary
to carry out due diligence in relation to that party using a dedicated on-line platform. As a result of the above
activity, a level of risk (high, medium, low) is assigned to each third party that, consequently, is subjected to an
approval procedure responsive to the identified risks. Additionally, the due diligence work must be repeated every
1, 2 or 3 years, depending on the level of risk identified and the type of third party concerned. Further, the Code of
Ethics adopted by the Group (which includes the anti-corruption clause) is accepted and signed by all contractors,
suppliers and agents and, with the introduction of the new Third Party Program, all new agents, distributors and
15 categories of suppliers must also sign the anti-corruption certificate. The programme introduced in 2019 has
remained current throughout 2021.
• In line with the objectives set in prior years, during 2021 the Prysmian Group continued to monitor and focus on
compliance issues as part of a specific Anti-Corruption Compliance Program inspired by the guidelines set by ISO
37001:2016 “Anti-bribery Management Systems”. In addition to giving greater control over the management of
corruption risks, this programme - approved by the Board in February 2018 - also aims to minimise the risk of
receiving penalties due to the commitment of corruptive offences by employees or third parties. The core of the
ISO 37001 standard, as is known, is the control of third parties (suppliers, intermediaries, agents and customers)
through a due diligence system aimed at bringing out any critical or negative events that undermine the reputation
of third parties with whom the Prysmian Group interacts. In 2021, the Group began the process of obtaining ISO
37001:2016 certification, updating the anti-corruption risk assessment, the Anti-bribery Management Systems
and the Anti-corruption Policy in order to align with the ISO 37001 requirements. In addition, a specific Anti-
corruption function was established within the Compliance function. Lastly, ISO 37001 certification was obtained
in December 2021 from an external, independent certification agency.
• The Gifts and entertaining expenses policy was revised in 2021, establishing a series of rules to be satisfied before
giving or receiving gifts or forms of entertainment, and distinguishing the approach to private firms from that
to government bodies/public officials. In addition, a new on-line platform was implemented in 2021 so that
all Prysmian employees can make the necessary disclosures and obtain the required approvals before giving or
receiving gifts or forms of entertainment.
• Supply of periodic information from each area to the Supervisory Body, pursuant to Decree 231/2001. These
areas concern, inter alia:
– New Prysmian agents
– Results of due diligence
– Commission payments above a certain threshold
• All compliance policies (Code of Ethics, Global Compliance, Helpline, Anti-Corruption, Gifts & Entertainment,
Third-Party Program, Antitrust, Antitrust EU, Conflicts of Interest, Export Control) are published on the corporate
intranet and are available in the official languages of the Prysmian Group.
Lastly, it is confirmed that the Anti-corruption policy of the Prysmian Group strictly forbids making any political
contributions. In fact, the expenditure on political contributions during FY21 was exactly € 0.
Anti-corruption training in the Prysmian Group
• Training on compliance with the anti-corruption rules applies to all Group personnel. In this regard, due to
continuation of the Covid-19 emergency, classroom sessions were replaced during 2021 with specific video
conference training for the Commercial, Finance and Purchasing functions, among others, using the Microsoft
Teams platform. A total of 2,280 white-collar employees received “Overall Compliance Awareness” training
during 2021 (their courses included both Anti-Bribery and Anti-Trust modules).
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• Specific video-conference training was provided using the Microsoft Teams platform in order to inform all
employees about the new rules governing gifts and entertaining expenses (a total of 5,129 white-collar
employees were trained).
• On-line training of Anti-Bribery and Corruption (ABAC) topics was also delivered to all Sales Agents who
collaborate with Prysmian. In particular, 200 sales agents out of 278 were trained during 2021.
• A new conflicts of interest (COI) policy was issued in 2019, consistent with the constant commitment of the
Group to ensuring that the financial and personal interests of employees and consultants do not conflict with
their ability to perform their duties with professionalism, ethics and transparency. In addition, again with
reference to COI, a new on-line platform was implemented in 2021 in order to report potential conflicts of
interest, whether within or outside the business. In particular, all Prysmian Group employees were requested
to disclose all personal or financial relationships that might give rise to a conflict of interest (97% completed).
Anti-trust regulations
Competition law on restrictive practices and the abuse of dominant positions now plays a central role in
governing the activities of firms operating in all sectors of economic life. Prysmian’s strong international
presence in more than 50 countries subjects the Group to the competition law in force in all countries in which
we operate globally. Prysmian, potentially exposed to the risk of being involved in conduct that could be
considered anticompetitive and result in extremely high economic sanctions, with negative repercussions on
the reputation and credibility of the Group’s governance system, operates on the market in compliance with
competition law.
Consistent with the priorities defined in the ERM process, the Board of Directors has adopted an Antitrust Code of
Conduct that all directors, executives and employees of the Group are expected to know and comply with in the
performance of their duties and in relations with third parties. In addition, more detailed documents were also
adopted covering the antitrust regulations in force within the European Union, North America, China and Australia.
In 2017, Prysmian introduced an antitrust training programme - Integrity First (IF Training) - designed to increase
awareness among those who work in the name and on behalf of the Group, so that during their activities they
comply with the rules safeguarding competition. The Antitrust Code of Conduct, which is an integral part of
this training programme, seeks to describe the issues relating to the application of the competition policy
with regard to cartels and the abuse of dominant positions.
The IF Training programme was progressed in 2021, with 177 white-collar employees (Regional CEO and their
first-line reports). In addition, two more training sessions on antitrust matters were held in 2021, in Europe
(Spain) and in North America. A total of 323 white-collar employees were trained.
With regard to the Antitrust investigations in progress and the disputes promoted by third parties against Group
companies consequent to and/or connected with decisions adopted by the competent authorities, details of
which are outlined in the note on Provisions for risks and expenses in the Explanatory Notes to the Consolidated
Financial Statements, it should be noted that the Group has recorded a provision for risks and expenses of
about 179 million euros at 31 December 2021. Although the outcome of the outstanding investigations and
related disputes is uncertain, this provision is deemed to represent the best estimate of liabilities based on
the information available at the time of preparing this document.
Privacy and data protection in the Prysmian Group
Given the growing globalisation of the business, the proliferation of access to information channels and the
constant increase in the volume and type of data managed, it has become essential for the Group to adopt an
overall vision in the management of sensitive information, not only in terms of regulatory compliance – as
described in the Group Annual Report, in the section on Risk Factors and Uncertainties – but also with regard
to security and our business priorities.
Furthermore, from 2018 the European GDPR (General Data Protection Regulation) has become one of the major
points of reference for a renewed effort in the area of personal data protection.
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The programme for the protection of personal data adopted by Prysmian is based on the following fundamental
elements that involve, above all at a European level, the entire business structure:
• Implementation of a “data centric” model, by mapping the personal data processed by business functions and
keeping a register of processing activities;
• Definition of a governance model designed to comply with the requirements of the GDPR and other emerging
data protection requirements, marked by:
– an organisational structure that assigns an advisory and monitoring role to the data protection officer (DPO)
in the management of personal data, delegating duties and the related responsibilities to the roles that
actually process that data;
– a series of policies and documents that support the model (business policies, information sheets, internal
appointments, clauses applicable to suppliers etc.);
• Evaluation and implementation of adequate technical and organisational measures to ensure a level of security
appropriate to the risk, partly with the help of new tools such as the data protection impact assessment introduced
by the GDPR;
• Definition of the communications and training materials specifically reserved for the roles identified with the
data protection organisational model, so that all roles involved are aware of the renewed regulatory obligations
and take steps to implement all specified requirements.
In addition, the following activities were carried out to ensure compliance with the personal data protection
requirements:
• Verification of the adequacy of the procedures adopted by the Group for managing the green pass certification
and related access checks by the employer;
• Revision of the process for appointing system administrators, the periodic update of appointments and the
management of system logs;
• Coordination of the adoption of a privacy model by Group legal entities present in Chile and Brazil.
Application of the model has been accompanied by monitoring and the provision of support to the numerous
Prysmian legal entities in Europe, in order to ensure consistent application of the established controls and a shared
corporate culture.
The work performed on alignment with the European regulations is leveraged as much as possible in the compliance
work required by national regulations in the countries where the Group operates.
The helpline programme: integrity first in the Prysmian Group
As part of its commitment to ethical and legal behaviour, Prysmian invites all the Group’s stakeholders to report any
real or apparent violations of the law, the Code of Ethics, or of ethical standards, so that they can be examined and
dealt with appropriately. In order to meet this requirement and create the necessary conditions of confidentiality,
security and ease of reporting, in 2017 Prysmian adopted a Whistleblowing Policy that allowed everyone (employees
or not) to report to the Group any improper behaviour and alleged unlawful activities identified within the
organisation. This process envisaged two channels for the anonymous collection of reports, comprising dedicated
telephone lines and a web portal, which were both managed by independent operators and available in the 26
languages used by the Group. A management committee (comprising a representative from Human Resources,
the Legal Department and the Compliance Function) was also established in order to evaluate reports, assign
investigation work to the relevant functions and assess the need for corrective or disciplinary actions.
Again, as part of work to harmonise compliance policies following the acquisition of General Cable, such topics as the
reporting of alleged violations of the law, the Code of Ethics or Group policies and, more generally, the reporting of
unlawful conduct were revisited during 2019. As a result, in order to facilitate communications between the Group
and employees, and between the Group and third parties, making them easier and more open, as well as to reduce
the fear of reprisals, the above process has been redesigned and rebranded: from Whistleblowing to Helpline.
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03_ESG GOVERNANCE
In this context, a new Helpline Policy has been issued and a unique, new platform for the management of reports
from around the world has been implemented. This platform, administered by independent operators, is available in
the 26 languages used by the Group. Three reporting channels are currently available (web, telephone and e-mail).
The new policy reiterates the importance of communications within the Group, guaranteed by the anonymity
available to the reporter, as well as the ban on reprisals against those who report violations.
Lastly, the management committee mentioned above has been retained (now the Helpline Committee) with the
same role and responsibilities.
The Helpline system and the reporting channels described above remained current and in use throughout 2021.
Out of 90 reports received during FY 2021, 87 have been closed and 38% were confirmed following investigation. With
regard to the corrective and/or mitigating actions taken, 44 were adopted (7 dismissals, 7 coaching, 6 training, 4
policy review, 3 written warnings, 2 verbal warnings, 1 performance improvement plan and 14 other non-disciplinary
corrective actions) for cases opened and closed during 2021 and 16 (13 dismissals, 1 coaching, 1 written warning, 1
resignation) for reports received in 2020 and closed in 2021.
Commitments for the future
During 2022, Prysmian Group will strive to strengthen and improve, where necessary, all of the compliance
programmes described above, keeping abreast of regulatory updates and the progress made by the relevant best
practices. The Group is also considering whether or not to obtain further certification for its existing compliance
systems in accordance with such standards as ISO 37302:2021 “Whistleblowing Management Systems”.
77
Group’s Tax strategy

Our ESG identity and leadership is underpinned by an honest and proper tax
strategy, compliant with the regulations, that bases relations with the tax
authorities and third parties on cooperation and transparency. Our guiding
principles are presented here, together with the governance that Prysmian
has decided to adopt.
The Prysmian Group adopts a tax strategy applicable to all Group companies that has been approved by the Board
of Prysmian S.p.A. This strategy is consistent with the fundamental values of honesty and propriety embodied in
the Code of Ethics, in order to minimise the substantive impact of any tax and reputational risks.
The tax strategy of the Prysmian Group is founded on the following principles:
• COMPLIANCE: conformity with the tax laws, regulations and circulars issued
by the tax authorities;
• LEGALITY: satisfaction by all Group companies of their tax and tax payment
obligations;
• SUSTAINABILITY: efficient, effective and sustainable management of the tax
variable, in order to support the Prysmian business and, like all other aspects
of our business operations, maximise shareholder value;
• EQUITY: diligent exercise of professional judgement in order to ensure that all
tax decisions are consistent with domestic and international best practices,
following proper analysis and with appropriate documentation;
• TRUST AND TRANSPARENCY: positive and transparent approach to the tax
authorities, in order to develop and maintain fair and honest relations.
The above principles of tax strategy are implemented as follows:
• Constant exchange of information: the Prysmian tax strategy seeks to ensure that taxes and tax risks are managed
in a manner consistent with the strategic and commercial objectives of the Group, and that all tax obligations
are satisfied. To this end, the tax department must be involved in all non-recurring or non-routine transactions
with possible tax implications. This involvement is additional to the management of routine operations.
• Tax planning: aware that tax payments represent an important contribution to the economies and countries in
which it operates, Prysmian pays the taxes due in compliance with the objectives of the tax system; conversely,
the Group also recognises taxes as costs that must be managed. Based on this awareness and in full compliance
with the rules, the Group obtains and seeks to benefit from the tax incentives offered by governments.
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03_ESG GOVERNANCE
The compensation and incentive plans for Prysmian directors and employees are not linked to improper reductions
of the tax burden. Prysmian strives to discourage management and personnel in general from making unethical
decisions, including those that do not comply with the applicable laws and regulations. The infringement of these
principles results in the disciplinary actions envisaged in the Code of Ethics.
• Mitigation of tax risks: tax management by complex multinational Groups, such as Prysmian, may give rise to
uncertainties about the proper tax treatment of operations that do not fall into clearly defined categories.
In these cases, the Group applies the tax treatment deemed most proper and appropriate, having due regard
for any legitimate tax-saving opportunities and for the opinions of subject experts and related best practices.
Prysmian strives to endorse solid and reasonable interpretations, adopting a cautious approach in order to avoid
any reputational losses for the Group.
• Transparency and relations with the tax authorities: as a general principle, Prysmian adopts a transparent and
proactive approach to relations with the tax authorities. Indeed, the Group has an open, honest and collaborative
attitude. Prysmian seeks transparency in the management of tax matters. If the regulations are subject to
conflicting interpretations, the Group enters into proactive discussions with the tax authorities and even requests
advance rulings, so that agreed solutions can be found before tax returns are filed.
Governance and the control of tax risks
The management of taxation is divided between the tax function at the Parent Company (HQ Tax Dept.) and the
CFOs in each country, as supported by specific tax teams in selected countries (e.g. Italy, USA). The approach to
specific tax matters of particular complexity and/or importance is coordinated by the HQ Tax Dept., with support
from tax advisors from leading firms / networks.
Under the Group Taxation and Customs VP, the tax function at the Parent Company is organised as follows:
• International Tax: support for the CFOs / tax focal points in each country, with the central management and
coordination of transfer pricing; the tax aspects of cross-border operations; non-routine and/or non-recurring
transactions; inspections by the tax authorities in relation to the above operations.
• Italian Tax: responsibility for compliance with the Italian regulations governing direct and indirect taxation (e.g.
calculation of taxes, preparation of tax forms); management of inspections by the tax authorities; provision of
advice and training to management on tax matters.
• Tax Risk: responsibility for tax governance, with specific focus on the tax control framework (Italian companies).
At local (individual entity) level, CFOs are responsible for: managing tax compliance; managing and disseminating
the tax risk culture; facilitating the centre-periphery exchange of information on cross-border matters; involving
the HQ Tax Dept promptly in the event of non-routine and/or non-recurring transactions; notifying any changes in
the selection/management of tax advisors.
Within the Group, the HQ Tax Dept has started work on defining and implementing the Tax Control Framework
(TCF): a system for managing and monitoring tax risks that has already been applied by the Italian companies in
the Group. Prysmian also supports adopting cooperative compliance approaches abroad. In December 2021, the
Italian companies in the Prysmian Group were admitted to the cooperative compliance regime operated by the
Italian tax authorities.
In addition, the Group Taxation and Customs VP attends the meetings of the Audit Committee at Prysmian S.p.A.,
in order to report on specific matters.
Via the Group Taxation and Customs VP, the HQ Tax Dept at Prysmian participates - in an expert role - in tax groups
organised by the main trade associations.
79
Approach to relations with the tax authorities and assurance processes with regard to tax information
Prysmian seeks transparency in the management of tax matters. If the regulations are subject to conflicting
interpretations, the Group enters into proactive discussions with the tax authorities and even requests advance
rulings, so that agreed solutions can be found before tax returns are filed.
Tax reporting in our countries
In accordance with the provisions of Disclosure GRI 207-4, as data to which the most recent Consolidated Financial
Statements refer is not available, information contained in this section regards the financial year ended 31 December
2020, which is the period to which the Consolidated Financial Statements immediately preceding the most recent
one refer.
In 2020, Prysmian Group is present in 67 countries with 179 legal entities and 46 branches. Details of the legal
entities and branches, as well as their activities, can be found in the related attachment “TAXES”.
Each country has its own tax legislation and tax assessment procedures. It follows that each Group company may be
subject to different tax rules and/or tax rates. The taxation of the Group is therefore subject to modifications and
changes when the applicable regulations vary in each country, as well as when the profits earned by each company
located in each country change. The business activities of Prysmian generate tax revenue for the governments
in the countries where the Group is active. Taxes are classified below into five macro categories, distinguishing
between those that represent a cost for the company (taxes borne) and those that the company pays as a result of
recharge mechanisms, collection agent activities etc. (taxes collected). The data has been collected and presented
on a cash basis, as this is deemed to be the best way to report the actual total tax contribution made. Specifically,
total taxes were determined by summing the taxes paid by the entities within scope in each tax jurisdiction in the
year analysed (2020), regardless of the tax year to which the taxes relate.
The following tax categories are considered:
• Profit – income taxes: this category comprises both corporate income taxes borne (e.g. corporate income taxes
applied at national or local level, taxes on productive activities, as well as withholding taxes) and collected, if
applied to a third party (e.g. withholdings on interest, royalties).
• Property - property taxes: taxes on ownership, usage or the transfer of tangible or intangible assets. This category
comprises both taxes borne (e.g. taxes on ownership and the use of property; taxes on capital applied to increases
in risk capital, transfer taxes on the purchase or sale of assets, equity and capital transactions; registration taxes;
stamp duty on the transfer of property; stamp duty on the transfer of shares) and tax collected (e.g. taxes on
rentals collected by the lessor and paid to the government).
• People - payroll taxes: this category includes all payroll-related taxes, including income taxes and social security
contributions. The taxes levied on the employer are considered to be taxes borne (e.g. social security contributions,
health insurance, pensions, disability contributions), while the taxes levied on workers are considered to be taxes
collected (e.g. personal income taxes and social security contributions charges to workers, which are usually
withheld by the employer).
• Products - taxes on products and services: indirect taxes applied to the production, sale or use of goods and
services, including the taxes and tariffs applied to commerce and international transactions. This category
includes taxes that may be paid by businesses with reference to their consumption of goods and services,
regardless of whether paid to the supplier of the goods and services, or directly to the government. This category
includes both taxes borne (e.g. consumption taxes; turnover taxes; excise taxes; customs duties; import taxes;
taxes on insurance contracts; non-deductible VAT) and taxes collected (e.g. net VAT paid).
• Planet - environmental taxes: taxes and levies on energy products (includes vehicle fuel); on motor vehicles
and transport services; and on the supply, use or consumption of goods and services considered to damage
the environment. Examples of planet taxes include: taxes and excise duty on electricity and gas, taxes on the
production of nuclear fuels, carbon taxes and taxes on hydrocarbons. The data shown in the following graphs
is presented in millions of euro (data collected in foreign currency translated using the average rates for 2020).
The data shown in the following graphs is presented in millions of euro (data collected in foreign currency translated
using the average rates for 2020).
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03_ESG GOVERNANCE
Total tax contribution
The tax contribution made to the countries in which the Prysmian Group operates totalled 1,361.52 million euros
in 2020, of which 68% was tax collected and 32% was tax borne.
TOTAL TAXES PAID: DISTINCTION BETWEEN BORNE AND COLLECTED
32% Borne: 440.76€

68% Collected: 920.76€

32% Borne: 440.76€
Total: 1,361.52 million 32% Borne: 440.76€

Total: 1,361.52 million
Total: 1,361.52 million
Distribution of the total contribution among the three geographical macro areas identified:
1. Americas (24%),
2. Apac (7%),
3. Emea (69%) is shown in the following charts.
DISTRIBUTION
DISTRIBUTIONOF
OFTHE
THETOTAL
TOTALCONTRIBUTION
CONTRIBUTION
DISTRIBUTION OF THE TOTAL CONTRIBUTION
TOTAL
TOTAL
TOTAL
€€942.08
942.08
€ 942.08
EMEA:
EMEA:Collected
Collected€€689.53
689.53
EMEA: Collected € 689.53
EMEA: Borne € 252.54
APAC:
APAC:Collected
74.98
APAC: Collected € 74.98
APAC: Borne € 23.86
TOTAL
TOTAL
TOTAL
€€320.60
AMERICAS:
AMERICAS:Collected
156.24
320.60 AMERICAS: Collected € 156.24
€ 320.60
AMERICAS: Borne € 164.36
TOTAL
TOTAL
TOTAL
€€98.85
98.85
€ 98.85
EMEA
EMEA APAC
APAC AMERICAS
AMERICAS
EMEA APAC AMERICAS
81
Tax Borne
The total tax borne in 2020 was 440.76 million euros, as analysed below:
• 31% Profit Tax;

• 52% People Tax;
• 11% Product Tax;
• 6% Property TAX
Tax;BORNE
• 1% Planet Tax.
TAX BORNE
31% Profit Tax
TAX BORNE 52% People Tax
11% Product Tax
6% Property Tax
1% Planet Tax
31% Profit Tax
52% People Tax
11% Product Tax
31% Profit Tax
6% Property Tax
52% People Tax
1% Planet Tax
Total Tax Borne: 11% Product Tax
€ 440.76 million 6% Property Tax
1% Planet Tax
Total Tax Borne:

€ 440.76 million
Total Tax Borne:
€ 440.76 million
Tax collected
The total tax collected in 2020 was 920.76 million euros, as analysed below:
• 0.5% Profit Tax;

• 29.8% People Tax;
• 69.6% ProductTAX COLLECTED
Tax;
• 0.1% Planet Tax.
TAX COLLECTED
0.5% Profit Tax: € 5.00
29.8% People Tax: € 274.61
TAX COLLECTED 69.6% Product Tax: € 640.63
0.1% Planet Tax: € 0.50
0.5% Profit Tax: € 5.00

29.8% People Tax: € 274.61
69.6% Product Tax: € 640.63
0.5%
0.1% Planet Tax:Profit
€ 0.50Tax: € 5.00
Total Tax Collected: 29.8% People Tax: € 274.61
€ 920.76 million 69.6% Product Tax: € 640.63
0.1% Planet Tax: € 0.50
Total Tax Collected:

€ 920.76 million
Total Tax Collected:

€ 920.76 million
82
03_ESG GOVERNANCE
Protecting our data

Creating stakeholder value also means protecting the data of all our
stakeholders and adopting operating procedures able to preserve and enhance
our information resources.”
In a rapidly changing world where information has significant value and there is a growing interoperability between
networks, systems and applications, it is increasingly complex to manage and protect information assets, ensuring
compliance with applicable regulations.
This increased complexity - combined with the proliferation and evolution of persistent cyber threats - exposes
companies to new kinds of risks, whose harmful effects could serious negative impacts in terms of financial loss,
brand reputation, compliance, data leakage and business interruption.
In this ever-changing scenario, it is progressively challenging to achieve a secure environment, minimizing

potential adverse impacts on business operations and guaranteeing compliance to regulatory requirements. This
complexity is particularly relevant for manufacturers continuing to drive extensive innovation in products and
services, manufacturing processes, and industrial ecosystem to compete in this changing global marketplace
by adopting new technologies to achieve customer centricity and increase value-added services and business
efficiency. In this context, Prysmian Group developed an Information Security Strategy, whose main objective is
to set an overall direction to efficiently and effectively address the management, control and protection of the
Group’s information assets.
The structure of Information and IT security management provides a Cyber Security Unit directly reporting to the
Chief Information Security Officer (CISO) which is a member of the HQ HR staff. The unit is structured to manage
four main capabilities:
• GOVERNANCE, ensure the organization has the right governance structures in

place to enhance and maintain its preventive, detective and respond & recover
security capabilities;
• PREVENTION, mitigate cyber exposure surface thanks to preparation and
protection of the organization assets;
• DETECTION, ensure the organization is aware of the internal and external threats
and can proactively mitigate them;
• RESPONSE & RECOVERY, defend the organization against successful cyber attacks
and recover from the impacts generated.
The organizational structure envisages the involvement of the Business Lines in activities related to IT security
through the Information Security Committee, in the figures of the Head of Industrial Relations (CSO), the Group
Chief Information Officer (CIO), the Audit & Compliance Director, the Chief Risk Manager Officer (CRO), the Group
Chief Operation Officer (COO) and the HR & Organization Senior VP. The Group is provided with a comprehensive set
of policies, procedures and operating instructions to address and regulate, at different level of details, Information
Security topics and processes, according to the Information Security Strategy and Framework.
83
Security documents as policies, procedures, operating instruction and recommendations are regularly reviewed
and endorsed with employees, published and available on the Corporate intranet or administered through specific
online training.
With the first Cyber Security program completed, a new three-year strategic roadmap was designed in 2021, which
contains initiatives aimed at strengthening information security and consolidating the maturity achieved through
a set of new initiatives to reduce overall cyber and compliance risks.
During the 2021 three main initiatives (streams) were completed:
1. ISO/IEC 27001:2013: Prysmian S.p.A. received from Bureau Veritas the certification relating to the information
security management system.
ISO 27001 certification process verified the adequacy of Company processes on the scope of Cyber Security,
Information Security and Incident Management to the requirements of the international reference standard
for information security management.
This significantly positive outcome also represents an element of deep integration for the IT safeguards required
by the privacy obligations (European Data Protection Regulation, GDPR).
As regards the foreign subsidiaries, Cyber Essentials certifications were confirmed in 2021 for the UK subsidiaries
and the first level CMMC compliance for the US subsidiaries of the Group. The UK entities also obtained the IASME
Governance certification, confirming full compliance with the level of reliability required by the GDPR standards.
2. Technological acquisitions: the Group has acquired new strategic corporate security technologies that provide
enhanced functionality and use innovative paradigms, such as embedded analysis modules, based on machine
learning and artificial intelligence algorithms.
The sophistication of cyber threats, made possible by the increasingly aggressive operations of organized
international groups, makes it necessary to constantly adapt company defenses and the processes for safeguarding
IT assets, as a further element of protection of industrial know-how and competitiveness of market. Starting
from 2021, the new tools for the protection from cyber attacks were introduced in cloud and on-premise IT areas,
best in class compared to the solutions available in the reference market.
The activities will continue in the next year with the consolidation of new Security Operation services aimed at
making the most of these solutions and significantly increasing the general level of security of the company.
3 Cyber Security Culture: the program of systematic initiatives aimed at all Group employees, aimed at strengthening
the corporate culture on the correct behavior to be adopted to deal with Cyber risks, was further strengthened.
In 2021, training and readiness exercises (simulated attacks targeting the human vector) were provided that are
no longer the same for everyone, but specific to clusters of Company users, functions and roles. This approach
allows to further encourage learning, processing and consolidation of content, making trainings more engaging
and effective.
During the year, new communications were introduced on a regular basis (training pills) to draw attention to
the main cyber security threats.
The Information Security Risk Management process, approved and released at the beginning of 2020, is based
on the ISO / IEC 27005 international standard and integrate the Enterprise Risk Management process of Prysmian
Group. This process allows the Group to give the proper relevance to security measures, correctly linking them to
the threats that affect the scope of analysis and the related risks, also retrieving data sourced from the intelligence
process driven by the Threat Model.
After the analysis, the risks that are considered not acceptable, with respect to the Group risk appetite, should
be mitigated by means of the definition and implementation of treatment actions, properly prioritized based
on risk values.
Reliance on the Group’s suppliers as well as all outsourced products and services that support critical IT operations
increase the Company’s cyber risk and attack surface. The most recent and evolving cyber-attack vectors are turning
to suppliers and leading to additional requirements for the supervision and continuous monitoring of the security
of the Group’s Third Parties.
The pandemic context of 2020 in many cases has accentuated the levels of stress and anxiety, leading to interference
with the processes of concentration.
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03_ESG GOVERNANCE
Remote work with an increasing use of devices in the home can reduce the level of attention and perception of
risk precisely in relation to the greater confidence that everyone experiences in their own home (comfort zone),
exposing to less prudent behavior. Finally, the difficulty of separating family and professional circles for logistical
reasons can lead to episodes of distraction that favor imprudent conduct.
Consequently, we have recorded a greater number of incidents and violations throughout 2020, credential theft
and intrusion attempts for which the Security has activated in real time in order to contain the effects.
If the risks factors are not properly managed with remediation actions and treatment plan, the confidentiality,
integrity and availability of Group Information cannot be properly protected and this can result in damages or loss
in financial (loss of competitiveness on the market in terms of margin reduction or cost increase), reputational
(loss of brand reputation), operational (interruption or delay of business processes) and legal (lack of compliance
to regulations, laws and contractual requirements) domains.
At the beginning of 2019, the Group defined and adopted a set of Key Performance Indicators useful for evaluating the
level of Information Security. By using KPIs and periodically monitoring them, Prysmian Group can have a continuous
and updated overview of Security, detecting potential deficiencies and addressing them in a timely manner.
The indicators cover all areas of the Information Security framework defined at Group level, targeting two different
needs: business-oriented metrics provide management the clearest and most direct possible representation of
Prysmian Information Security status, while technically driven metrics measure and improve the posture of the
Group technology. As for the Group Cyber Security Program, the Information Security Committee supervised the
operating plans for the implementation of the planned initiatives during periodic updates in 2021.
In 2021 over 65 information security events (“incidents”) with various severity were monthly handled, 59 suspect
internet domains used for malspam, phishing and ransomware campaigns were identified and reported, over 170
monthly security clearances were issued, to authorize significant changes on IT systems or providing access to
Company critical assets, 31 investigations were conducted to reduce and prevent theft and fraud activities, business
interruption and reputational damage, carried out by insiders and hostile external hacktivists.
Prysmian Group, as a national and European strategic know-how Company, continued the collaborations provided
by membership in associations and consortia and by conventions with national and international Institutions,
through information sharing activities on relevant cyber events, also recorded on its own IT infrastructures. In
2021, due to the protraction of the pandemic context and the cyber risk scenario linked to the massive adoption of
smart working, with the risks associated with the use of devices in the domestic context on more exposed untrusted
networks, the Company consolidated the strategies adopted in 2020: monitoring of data exchange, increase in the
level of attention to the protection of digital identity, encryption of data flows exchanged by the Group’s systems
to the outside world.
The new security technologies acquired also meet the current and future needs of remote work that require
operational flexibility and a focus on distributed collaboration.
Autonomous indicators:
DESCRIPTION UM 2021 2020
Number of Information Security training courses Number 13 11
Avg time for high-risk vulnerability resolution Weeks 17 33
Percentage of log sources integrated with SIEM solution Percentage 83 82
Number of Security incidents Number 780 1,439
Percentage of cyber-attacks on total security incidents Percentage 7 9
Avg time for forensic activities after an incident Hours 4 4
85
Our ESG Ambition
04_PEOPLE, CULTURE AND ORGANIZATION
We can only implement our ESG Identity by investing in human capital and the
local territory. After a year in which we broadened our efforts to strengthen
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87
Responsibility Towards People

We believe that combining Social Ambition with environmental objectives is
one of the cornerstones of our ESG Identity. Our aim is actively to encourage
transition to a fair, more diverse, inclusive and prosperous working environment,
and to have a positive impact on development of the communities and
societies where we are present. We have implemented salary policies that
align and consolidate the long-term interests of employees, management
and shareholders, pursuing the priority objective of creating sustainable value
over time for all our stakeholders.
The history and the success of the Prysmian Group are the result of the know-how and skills of its people, who
have always been the key players in achieving these results. Their ability to transmit values, experience and
a sense of belonging at the company to younger colleagues, generation after generation, has proved to be a
fundamental driver in the creation of value for the Prysmian Group for almost 140 years. The “human capital
strategy”, launched in 2015 in support of our business strategy, and growth of the company towards the future,
insofar as concerns our sustainability objectives, will guide the development of specific initiatives in this area,
based on the following pillars:
• CONTINUAL IMPROVEMENT and development of the organisational model,

in line with our BUSINESS STRATEGIES AND PRIORITIES;
• STRATEGIC PLANNING of resources in order to ensure, over the medium
term, the compatibility of our human capital with the needs of the company
in terms of ABILITY AND SKILLS;
• DEVELOPMENT OF EMPLOYER BRANDING: increase knowledge and awareness
of the Prysmian brand as an employer and develop the positioning of the
brand on the international job market, partly via STRATEGIC RECRUITMENT
initiatives;
• creation of a strong TALENT PIPELINE that ensures the sustainability of the
Prysmian Group’s human resources strategy;
• development of TECHNICAL, PROFESSIONAL AND MANAGERIAL SKILLS via
the TRAINING INITIATIVES OF THE PRYSMIAN ACADEMY, which has now
been active for ten years;
• MERITOCRACY as a basic element for the development of resources to ensure
LONG-TERM SUSTAINABILITY;
• DEVELOPMENT OF EMPLOYEE ENGAGEMENT AND A SENSE OF BELONGING, via
a structured approach to measuring the corporate climate, in order to align
management and initiatives with the priorities perceived by employees and,
in particular, via a broad share ownership program designed to make most
of them shareholders.
88
In 2021, as in 2020, it was decided to extend the survey on engagement (Speak-Up Survey) to all employees, including
blue-collar workers. The result in terms of participation was extremely positive: 73% overall (78% WC, 72% BC).
Furthermore, the Engagement Index was 60% and the Leadership Impact Index was 54%. Employee satisfaction
is hugely important for Prysmian and the survey was conducted this year after implementation of a broad-based
action plan involving all countries and Group affiliates, with the aim of consolidating and, where possible, further
improving the results achieved with the 2020 survey. In collaboration with SDA Bocconi, which provided its support
in performance of the survey once again this year, in order to ensure comparability, confidentiality and consistency,
the two indices already mentioned (Leadership Impact Index and Employee Engagement Index) were maintained.
The Leadership Impact Index is also an integral part of the LTI plan.
2021 was characterised by the ongoing Covid-19 pandemic. The Prysmian Group continued to take all the necessary
steps to monitor the emergency and to protect the health and safety of its people. It did so by adopting stringent
health measures at its plants and offices and, where possible, by using remote working. At the same time, precisely
in consideration of the radical changes that the pandemic has imposed in working methods, the company drafted
a global “New Working Policy” that provides for up to a maximum of seven days of remote working per month,
depending on the position held and to what extent it depends on presence in the workplace and use of the machinery.
The Policy will remain in force until the emergency ends and is subject to a further step of local implementation.
2030 SOCIAL AMBITION
During 2021, Prysmian outlined its Social Ambition 2030 plan, meaning the targets that it intends to achieve over
the coming decade in terms of social sustainability and its people.
This ambition of the Prysmian Group is prompted and inspired by a specific mission:
Prysmian Group undertakes to work in a partnership with the numerous local communities in which it
operates, primarily through its industrial presence, by promoting technical and professional training,
social and cultural awareness and growth of its human capital.
Prysmian promises to develop an inclusive working environment at all its facilities, focused on
enhancement and respect of people, based on their diversity in terms of gender, culture, origins,
nationality, ethnicity, religion or abilities. It will also foster a global approach to recognition and rewarding
of merit and results.
Prysmian intends to accelerate the creation and development of a skilled and informed workforce, as
part of its long-term sustainability strategy, developing an organisation that works to promote gender
equality at all levels, with a specific focus on increasing the number of women in the technical and
scientific sector.
Prysmian Group will promote programs to extend inclusion to all its collaborators and partners in digital
technologies, overcoming past challenges and working to eliminate any kind of discrimination associated
with role or position.
Prysmian will continue to maintain occupational health and safety as an absolute priority for all its
collaborators, through programs based on everyday prevention, as essential prerequisites for the
continuity and success of its business.
The Prysmian Social Ambition 2030 plan does, in fact, comprise objectives relating to Diversity & Inclusion,
Digitalisation, Involvement of Local Communities, Engagement & Training, Health & Safety.
89
OUR HUMAN CAPITAL
The Prysmian workforce1 at 31 December 20212 is 29,763 FTEs, comprising 7,800 white-collar (WC) staff including
executives and 21,963
PRYSMIAN blue-collar
GROUP (BC) workers.
WORKFORCE IN FT
PRYSMIAN GROUP WORKFORCE IN FT
PRYSMIAN GROUP WORKFORCE IN FT
30,000
30,000
30,000 25,000 7,692 7,591 7,800

25,000 7,692 7,591 7,800
25,000 20,000 7,692 7,591 7,800

20,000
20,000 15,000
15,000
21,022 20,730 21,963
15,000 10,000
21,022 20,730 21,963
10,000
21,022 20,730 21,963
10,000 5,000
5,000
5,000 0
0 2019 2020 2021
2019 2020 2021
0
2019 2020 2021
Blue Collar White Collar
The number of employees at 31 December

Blue Collar 2021Collar
White amounted to 29,013 people3.
White-collar
GROUPstaff account for
EMPLOYEES 28%, while blue-collar workers are the majority at 72%.
(No.)
GROUP EMPLOYEES (No.)
GROUP EMPLOYEES (No.)
30,000
30,000
30,000 25,000 7,880 7,777 7,989

25,000 7,880 7,777 7,989
25,000 20,0007,880 7,777 7,989

20,000
20,000 15,000
15,000
20,546 19,968 21,024
15,000 10,000
20,546 19,968 21,024
10,000
20,546 19,968 21,024
10,000 5,000
5,000
5,000 0
0 2019 2020 2021
2019 2020 2021
0
2019 2020 2021
1 The total represents the total workforce of the Prysmian Group, calculated in FTE, and represents 100% of the total of Group employees, meaning all subsidiary companies
Blue Collar
or companies subject to administration, including the estimated White
figures Collar
of Associated Cables Pvt. Ltd. This calculation also includes the staff of agencies (interns and
contractors). Note that, in order to guarantee the reliability of this document and its comparability with previous editions, estimates have been made with regard only to the
data of Associated Cables Pvt. Ltd., on the basis of the best available methodologies. In fact, due to a lack of data, the workforce of Associated Cables Pvt. Ltd. has not changed
for four years, while the qualitative breakdowns have been estimated with reference to the Prysmian Group average.
2 The total Prysmian workforce at 31 December 2021 includes EHC Global’s employees
3 There may be slight misalignments between the headcount data for 2019, 2020 and 2021, due to the internal transformation of contracts and early departures of non-
operational personnel.
90
EMPLOYEES BY GEOGRAPHICAL AREA (%)

With regard to geographical distribution, in line with prior years, over half of employees are located in the EMEA
area (Europe, Middle East and Africa). North America (US and Canada) and LATAM respectively host 20.1% and 15.4%
of employees, while the remaining 9.9%4 are in the APAC area.

9.9% APAC
54.6% EMEA
15.4% LATAM
20.1% North America
9.9% APAC
54.6% EMEA
15.4% LATAM
20.1% North America
9.9% APAC
54.6% EMEA
15.4% LATAM
20.1% North America
In consideration of the type of business, men made up 81.9% of all employees, and women the remaining 18.1%.
The Prysmian Group continually strives to implement equal opportunities programs. See the following section for
more information.
EMPLOYEES BY GENDER (No.)
30,000
30,000
30,000 25,000
25,000
25,000 20,000
20,000 23,757
23,677 22,914
20,000 15,000 23,677 23,757
22,914
15,000 23,757
23,677 22,914
15,000 10,000
10,000
10,000 5,000
5,000 4,749 4,831 5,256
4,749 4,831 5,256
5,000 0
0 2019 20205,256 2021
4,749 4,831
2019 2020 2021
0
2019 2020 2021
Women Men
Women Men
Women Men
4 For details of the countries included in the geographical regions, please refer to the map of the Prysmian Group plants shown in the “Prysmian Group in the world”
section. The countries were reclassified following the inclusion of General Cable in 2018. Accordingly, Mexico has been included in the LATAM region since 2018, having
been categorised in the North and Central America region in previous years.
91
Regarding typesEMPLOYEES
GROUP of contract,BY
the majority
TYPE of employees have permanent
(FIXED-TERM/PERMANENT) contracts. The preference for permanent
AND GENDER
employment contracts demonstrates Prysmian’s commitment to creating long-term relationships with its
employees, focusing on long-term prospects.
GROUP 100
EMPLOYEES BY96.0%
TYPE (FIXED-TERM/PERMANENT) AND GENDER
GROUP EMPLOYEES BY TYPE (FIXED-TERM/PERMANENT) AND GENDER 92.2%
80
100 96.0%
92.2%
100 96.0%
92.2%
60
80
80
40
60
60
20
40
40 7.8%
4.0%
0
20
Men Women
20 7.8%
4.0%
7.8%
0 4.0%
0 Men Women
Men Women
Permanent Fixed-term
As regards demographics, the majority of employees (54.2%) were aged between 31 and 50 years. Around 29,8% of
employees are above the age of 50, while the remaining 16.0% are under 31 years of age. The Prysmian Group constantly
strives to attract young recruits, especially through specific programs such as Make It, Sell it and the Graduate Program.
The total new employee hires and departures in 2021, for the entire Prysmian Group, are shown in the tables below:5
TOTAL NEW EMPLOYEE HIRES (NO.) - PRYSMIAN GROUP
EMEA APAC North America LATAM Grup

2021
M F Tot M F Tot M F Tot M F Tot M F Tot
≤30 569 250 819 147 59 206 641 156 797 563 214 777 1,920 679 2,599
31-50 717 253 970 317 109 426 714 208 922 560 173 733 2,308 743 3,051
>50 116 26 142 39 1 40 273 72 345 29 10 39 457 109 566
Total 1,402 529 1,931 503 169 672 1,628 436 2,064 1,152 397 1,549 4,685 1,531 6,216
TOTAL EMPLOYEE DEPARTURES (NO.) – PRYSMIAN GROUP
EMEA APAC North America LATAM Grup

2021
≤30 325 133 458 121 35 156 399 95 494 429 153 582 1,274 416 1,690
31-50 527 145 672 186 66 252 570 150 720 455 166 621 1,738 527 2,265
>50 420 71 491 26 5 31 297 81 378 79 14 93 822 171 993
Total 1,272 349 1,621 333 106 439 1,266 326 1,592 963 333 1,296 3,834 1,114 4,948
5 Starting from the 2019 reporting year, non-financial reporting has been improved by disclosing all employee turnover, including both white- and blue-collar workers
and all departures, not just those that were voluntary.
92
The overall outgoing turnover rate was: 10.2% in the EMEA area, of which 3.6% voluntary; 15.3% in the APAC area,
of which 10.6% voluntary; 27.2% in North America, of which 16.7% voluntary; and 29.0% in LATAM, of which 12.9%
voluntary. With regard to outgoing turnover grouped by age, the most significant changes were found in employees
under thirty (36.5%, of which 19.3% voluntary), followed by employees aged between thirty and fifty (14.4%, of
which 8.0% voluntary) and finally those over fifty (11.5%, of which 3.2% voluntary).
The turnover rate for new hires was 12.2% in the EMEA area, 23.4% in the APAC area, 35.3% in North America and
34.7% in LATAM. In terms of age groups, the new hires turnover rate was 56.1% among the under-thirties, 19.4%
between 31 and 50 years, and 6.5% over 50 years.
New hires totalled 6,216, while departures amounted to 4,948, including 2,434 voluntary; see details in the tables above.
INTERNATIONAL MOBILITY
The expat population of the Prysmian Group at 31 December 2021 numbered 184 employees, located
in 25 countries. The home country of 31% of the expats is Italy. Employees in international mobility
comprised 67% non-executive personnel and 21% women (up by 3% on 2020). There were 71 new
departures in 2021, an increase on 2020, a year heavily conditioned by the pandemic. Eighty-four
secondments were terminated during the year.
Although the global situation in 2021 was heavily conditioned by the Covid-19 pandemic, with delays in
obtaining the necessary immigration permits, the above numbers confirm that international mobility
remains an aspect of fundamental importance for Prysmian. On the one hand, it allows the spread of
the Prysmian culture and values in all countries and affiliates and, on the other, international mobility
helps us meet local organisation requirements, enabling the transfer of managerial and technical
know-how from country to country, as well as the spread of multiculturalism, which enhances the
benefits of diversity.
DIVERSITY AND EQUAL OPPORTUNITIES
Prysmian has identified the promotion of diversity and equal opportunities, through the development of an
increasingly inclusive organisation, as a strategic objective for the management of human resources. In light of this
commitment, the Prysmian Group has adopted a global “Diversity & Inclusion Policy” and is developing a number of
supporting initiatives. These initiatives form part of the Prysmian Group’s Side by Side program. This was launched in
2016 and now focuses on diversity in terms of gender, age and culture, as drivers for the creation of value in line with
our business objectives.
The portfolio of activities, mostly launched in 2017 with subsequent consolidation and extensions, includes:
1. Global Diversity Recruitment Policy. This procedure, which has been formalised at corporate level, defines an
appropriate recruitment process that applies a standardised methodology to ensure equal opportunity at all
stages in the selection process, while also avoiding stereotypes linked to gender or other diversities. The Diversity
Recruitment Policy was formalised at global level in March 2019 and has been translated into seven languages
in addition to English (Italian, German, Spanish, French, Portuguese, Russian and Chinese). It is accompanied by
an internal communications campaign entitled “Turn off your bias”, the objective of which is to highlight errors
that are typically, albeit subconsciously, made during selection processes, raising awareness about them and
prompting improved decisions and behaviour.
2. Inclusion of diversity management in all programs of the School of Management, i.e. as part of the syllabus of
the Prysmian Group Academy, which trains leaders of the Prysmian Group. The first two of five e-learning modules
on D&I were also launched during 2021. The first module was launched in early 2021 and the second module was
organised in the last quarter of the year. The last three modules will be launched during 2022. The course, which
93
is intended for all Prysmian Desk and Non-Desk Workers, has been taken by 877 people so far. However, it remains
accessible to everyone, at any time, on the Workday platform. The planned launch of the modules in 2022 will
offer another opportunity for engaging an increasingly large number of Prysmian people during the course.
3. Involvement of senior managers as teachers in the Professional School programs, in order to ensure that the new
generations benefit from their experience and knowledge. The fledgling Master HR, which involves around one
third of the human resources on a global scale, on appointment of Human Resources Managers of the Regions and
Business Units, is heading in the same direction. It has included modules dedicated to the specific topic of D&I, such
as Leading Diverse Teams (with reference to cultural and generational gaps) and the e-learning modules already
mentioned. In addition, in order to prompt greater sharing of know-how within the company between different
figures, countries and generations, the cycle was completed with the drafting and internal providing of a Train-the-
trainer course to around 150 colleagues, all of whom train others for different reasons and on different occasions.
4. The “Women in Leadership Program” was re-inserted into the training program, after being revised for the Prysmian
Group by the Sda Bocconi Business School. The two modules of the program were provided, in late 2021 and early
2022, to 30 talented women. Thanks to the MyMentorship program implemented between 2020 and 2021, with
the training of 350 talents, called “Mentors”, the participants will have the opportunity to take a personalised
path based on the areas of development that emerged in the classroom.
5. In terms of generational and cultural diversity, 2021 saw continuation in the Central-Eastern European Region
of a pilot project known as the Cross-Generational Exchange Program, through which 42 employees of different
ages and nationalities have been examining together how to achieve integration of the multitude of cultural and
generational differences.
6. A Gender Pay Gap Analysis was performed on the entire population of desk-workers, from which areas of
improvement and an action plan for 2022 emerged.
7. Health and welfare programs for senior employees, based on local choices, have been developed. One example
is the HQ in Milan, where, for anyone over 55 years of age, the two-year check-up is now an annual one
8. Actions to improve the balance between private life and work have been implemented, such as flexi-hours and
remote working. There was an unprecedented relaunch and extension of these practices, which had already
been introduced at several Prysmian Group offices, as a result of the Covid-19 pandemic, particularly remote
working. Where compatible with the individual’s role, working from home not only protected health and safety,
but also offered the chance to try out new digitalised working methods. This led to a strengthening of individual
responsibility, trust and remote management of teams. The result was the aforementioned New Working Policy.
Remote working was considered as a genuine skill, so there was dedicated training for both clerical staff and
managers between the end of 2020 and the beginning of 2021.
9. The internal and external communications campaigns on issues of Diversity & Inclusion continued in 2021, as did
the success stories based on actual cases (by gender, age and culture), in order to raise awareness of these issues
in collaborators and stakeholders.
10. In 2021, the company launched a Global Policy against any kind of harassment in the workplace, including sexual
harassment, defamation, bullying and intimidation. The document indicates two procedures, one formal and the
other informal, for reporting cases of harassment and requesting official action by the Compliance team.
11. The Global Maternity Policy launched in May 2020, which established 12 weeks of maternity leave for all female
employees in all countries, is still in place. Local implementations are possible.
12. For the first time, a Global Digital D&I Week was organised and launched, through which digital events with
internal and external guests were provided remotely. These events were developed in and transmitted from over
50 countries, for a total of 4,532 and 2,493 participants.
With regard to the objectives for diversity in its various forms, the Prysmian Group intends to improve the gender
balance of the overall workforce by the end of 2022, reaching female recruitment6 of 40% of the total (from 38.7%
in 2021 and 30% in 2016) and increasing the percentage of women in all management positions (from junior to top)
from 22.4% at present to 25%.
In addition, there is also a focus on improving the gender balance of executive positions, from 6% in 2016 to 18% in
2022 (currently 13.5%). Side by Side also strives to create an ever more inclusive working environment, in which various
generations can understand each other and work well together, and where all employees, regardless of culture and
leadership style, are offered equal growth opportunities. Also in line with this strategy, the “We value diversity” is
now part of the Prysmian Group’s Leadership Model, in recognition of the TRUST business value.
6 White-collar female employees on a permanent contract, including changes in contract from temporary and agency to permanent.
94
PRYSMIAN GROUP OBJECTIVES FOR THE IMPROVEMENT OF THE GENDER BALANCE
Group Side by Side

KPI
(actual 2021) Target Group (2022)
Percentage of women in the Total Workforce 18.1% 17% to 19%
Percentage of White Collar women hired* 38.7% 40%
Percentage of women in Junior Management positions 24.4% 27% to 29%
Percentage of women in Middle Management positions 23.1% 25% to 27%
Percentage of women in all Executive positions 13.5% 14% to 18%
Percentage of women in Top Management positions 7.0% 10% to 12%
Percentage of women in all Management positions 22.4% 25% to 27%
Percentage of women in Management positions in Revenue-generating Functions 15.7% 17% to 19%
* White-collar female employees on a fixed-term contract, including changes in contract from temporary and agency to permanent.
HUMAN RIGHTS DUE DILIGENCE
As an international business operating in many countries and communities, Prysmian strives with passion to respect
and safeguard the human rights of all employees and all those affected by our activities.
The objective is to ensure that the Prysmian Group is not involved in any way, either directly or indirectly, in activities
that violate human rights.
With this objective in mind, the Group Human Rights Policy was introduced in 2017. This policy is based on various
international standards (such as the Universal Declaration of Human Rights, the ILO Declaration on Fundamental
Principles and Rights at Work, the United Nations Global Compact, etc.) and applied at all locations and in all
Prysmian activities.
In addition, a Human Rights Due Diligence process has been implemented since 2018, enabling Prysmian to map
the potential Human Rights impact of Group operations.
1 2 3 4 5
ASSESS ACT MONITOR RESOLVE COMMUNICATE
Assessment Assessment Monitoring Resolution Communication

of the current of the results of performance of violations of performance
and potential and performance via checks in the
impact on Human of audits and audits over Sustainability
Rights, considering at high-risk plants; a period of years Report
the risk definition
of violations of necessary
at country and actions to prevent
plant level, and/or mitigate
identified using the potential
desk analysis impact identified
and self-assessm
ent tools
95
Applying this Due Diligence process, an assessment of 100% of production locations7, that commenced in 2020, was
completed during 2021. Following this assessment, six plants found to be at high risk of violating human rights were
audited to check if there was any substance to this analysis.
The Prysmian Group also requires suppliers to show rigorous respect for human rights, applying a specific Due Diligence
process that assesses the risk at supply chain level. This is described in more detail in the “Sustainable supply chain”
section (page 160) of this document. Various prevention and mitigation actions have been developed and implemented
over the years, in order to manage the principal human rights issues identified in the Policy and prevent any adverse
effects for the stakeholders identified and for vulnerable categories.
Furthermore, 27,772.41 hours8 of training were delivered in 2021 on the topics of Ethics and Human Rights, with a view
to raising and disseminating awareness about them within Prysmian.
THE DEVELOPMENT OF TALENT
For Prysmian, human capital and development of talent are strategic assets for the achievement of our profitability
and value creation objectives. For this reason, the Prysmian Group has defined and implemented a People strategy
since 2012, in order to:
• identify talents with technical, functional and behavioural skills aligned with selection, training and development
projects and processes;
• establish diversified development paths with a view to covering unplanned and future needs;
• encourage an inclusive and sustainable culture at Prysmian Group level.
The Talent Strategy is based on four main pillars:
1. Employer Branding and Talent Acquisition;

2. Performance Management;
3. Talent Management;
4. Culture, Training and Development.
EMPLOYER BRANDING AND TALENT ACQUISITION
The initiatives undertaken in 2020 were reviewed in 2021, with the aim of creating further business value and
simultaneously having an even greater impact on diversity and inclusion issues. As was the case in 2020, the company
did not limit the initiatives due to the pandemic, but actually increased and enhanced them, in order to respond even
more effectively to requirements and unplanned future events. The objective of attracting and keeping the best talents by
maintaining recruiting initiatives remains a priority. The positioning of the Group has further supported the new Employer
Branding strategy, with launch of the “Make your mark” campaign in 2019. The aim of the campaign is development
of the individual within the company, acknowledging the contribution that people make to the company and how this
guarantees its success. There was an even greater drive to propose Prysmian as the “employer of choice” in 2021, as part of
the STEM sector. This will culminate with the launch, in 2022, of a new recruiting and professional development initiative
entitled “STEM IT” and a chapter on training, development and career support for professionals in the R&D, Operations,
Project Service and Installation, Quality, IT and HSE technical skill areas will also be introduced into the STEM IT program.
The Internal Job Posting (IJP) program was also launched in 2019, initially as a pilot scheme in the United States
and then extended globally at the end of 2020. Internal recruitments during the US pilot accounted for over 35%
and, in the first two months following the global launch, more than 40 internal candidates came forward, resulting
in four recruitments. The IJP program highlights the importance for the Prysmian Group of developing the human
capital already present even further, focusing on internal mobility and inclusion, while also improving the employee
experience. The new Job Posting program was launched in 2021 on the new Workday platform. Launch of the
platform allowed over 60 colleagues to change their position thanks to the job posting.
7 This analysis, based on the perimeter of the Group in 2019, excluded the plants in OCI, Sicable, OAPIL (Sohar) and Chiplun (India).
8 Training hours refers to all the courses held at Prysmian Group and classified as ethics & human rights in 2021.
96
As already occurred in 2020, the content was revised and a strategic investment was made on Instagram, Facebook
and LinkedIn in 2021, in order to reach the employer branding objectives and specific targets, such as new graduates,
via these channels. As an example, a new section on the Prysmian Group Instagram page was launched in 2020,
dedicated solely to the Graduate Program, which was further improved in 2021. The campaign also saw the launch
of the new graduate program called “Empower Your Community” and “Testimonial Stories”, the latter as part of a
broader employer branding initiative that goes beyond the graduate program.
SOCIAL BRANDING EVOLUTION
265,263 52,890 7,861
209,153 people reached 69,528 people reached

1,960 clicks 572 clicks
3,845 interactions 6,558 interactions
Update of pages and content Campaigns focused

Social media Campaigns with business stories on graduates
activities Business testimonials Branding campaigns Campaigns dedicated
and testimonials to branding and programs
In addition to increasing its presence on on-line platforms, Prysmian Group has continued to invest in University
presentations and dedicated “corners”. These were mostly virtual in 2021, with business testimonials, talks and Q&A
sessions. Here too, the objective was to describe the characteristics of Prysmian and its talents in concrete terms.
As already said, the specific recruiting programs implemented over the last decade contributed to diversifying the
offer portfolio, not only with job offers, but also with programs to attract and integrate talent.
• Build the Future, Graduate Program

Thirty-nine new graduates from over 40,000 candidates, 62% of whom were women.
“Build the Future, the Prysmian Group Graduate Program” is an international recruiting program that reached its
tenth edition in 2021. The objective is to place young graduates with high-potential profiles in various functions
and geographical areas. The Graduate Program comprises various stages, from a careful selection process to the
assignment of an important technical or managerial role after three years of international experience. During the
first half of 2021, 39 young people from all continents were taken on, while 40,000 applications were received
in the second half of 2021. This will lead to the selection and recruitment of another 60 new graduates in 2022.
Despite the current difficult situation, the program continued throughout 2020 and was also maintained in 2021.
With further innovation in response to current needs, 2020 and 2021 were marked by the implementation of
a virtual recruitment process, the related induction program (in collaboration with SDA Bocconi) and training,
also making use of new digital platforms. Furthermore, 2021 also saw the launch of a new graduate program
called “Empower your community”, the objective of which is to recruit new graduates who will support local
communities and the teams that hire them on issues of digitalisation and sustainability. This marks a further
development of the initiatives that serve both business and the community, with an eye on the social impact.
This program contributes to the creation of a pipeline of out-performing talents. On the 2021 graduate program,
58% of the participants in the P4 process are “high potential”. This program also includes young professionals,
who contribute to the formation of an even more inclusive workforce. The gender balance of recruitment in 2017
97
was 37% women and 63% men, while this figure was 62% women in 2021, a trend that will be confirmed, if not
improved, in 2022. Since the start of the program, 36% of recruits have been new graduates. A summary of the
gender balance in recruitments of recent years is provided below.
GENDER BALANCE IN HIRING
2019 2020 2021
Men 58% 52% 38%
Women 42% 48% 62%
• Make It
Forty-three professionals, receiving thousands of applications and reaching 40% recruitment of women.
The “Make It” international recruitment program is aimed at identifying engineers, mainly from other sectors,
to cover highly challenging key roles at the most important production plants of the Prysmian Group. The
main objective is to introduce new talents who are diverse in terms of culture and background and who can
contribute to the process of cultural change and enhancement taking place in the Prysmian Group. In addition
to an approximately two-month training period (“On-Boarding & Training on the Job”), leading to placement in
the specific role at the local unit, the program includes the assignment of a corporate mentor and continuous
technical training. The program led to the hiring of over 250 engineers from around the world between 2016
and 2021, during which time 43 new recruits were placed in international locations. The aim of the project is to
draw on and differentiate the experiences the people had to offer, thanks to their diverse backgrounds, in order
to broaden the interaction between different leadership styles and types of know-how. Despite the Covid-19
situation, both the program and the recruitment plan were confirmed, as they will be in 2022 as well.
• Sell It
Thirty professionals, receiving thousands of applications and reaching 43% recruitment of women.
The “Sell It” program is aimed at growth and development of the sales force. Following the same steps of the
“Make it”, program, the project will start with careful selection of the candidates (application, test, Prysmian Group
assessment, local and Prysmian Group interviews). This year, “Sell It” allowed the recruitment of 30 salespeople,
with about five years of experience, interested in covering key and highly challenging roles in various Energy &
Telecom business areas. Recruitment under the Sell It program increased by seven people with respect to 2020
and also in terms of recruitment of women (14% in 2020).
• Sum It
Seven professionals, receiving thousands of applications and reaching 71% recruitment of women.
The Sum It program launched in 2020 forms part of the Talent Acquisition strategy of the Prysmian Group and is
dedicated entirely to professionals working within the industrial control and business function. This function is
central to the Prysmian Group strategy and to the further improvement of operations at plant level. The program,
which continued in 2021, led to the recruitment of four professionals in its first year and seven in 2021. Sum It
is also a global program, following similar recruiting, induction, training and management logic to that of the
Make It and Sell It programs. All the communication materials and campaign details for the three Prysmian Group
programs described above have been revised, in order to improve the effectiveness of the recruiting system.
In line with the People strategy, the Talent Acquisition priorities for 2021 were focused on the employer branding
strategy and on the employee value proposition linked to the Group’s values and leadership model. The objective
was to promote greater visibility and transparency of what the Prysmian Group offers in terms of experience,
culture, benefits and development, for both the current and future people of the Group. In addition, we will
continue to give priority to the quality of recruitment and the diversity of backgrounds and skills. A brief summary
of the gender balance on the Prysmian Group programs is provided below.
GENDER BALANCE IN HIRING
2019 2020 2021
Men 81% 80% 56%
Women 19% 20% 44%
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PERFORMANCE AND TALENT MANAGEMENT – P3 AND P4
People Performance (P3)

In order to achieve our business objectives and continue to improve our results, each employee must be put in a
position to make a daily contribution. This requires the allocation of clear objectives agreed with their own manager
and the providing of constant feedback on the work performed and the results obtained. For this, the performance
of Prysmian Group employees is monitored through the program known as “Prysmian People Performance (P3)”. The
aims of P3, which is supported by an on-line platform, are:
• ALIGN PERSONAL OBJECTIVES with those of the Prysmian Group, thereby

motivating each employee to do THEIR BEST and produce value for the entire
organisation, creating a SINGLE BUSINESS IDENTITY;
• guide LEADERSHIP BEHAVIOUR;
• FACILITATE COMMUNICATION between managers and staff, so that the
RESULTS ACHIEVED can be shared;
• train those deemed MOST DESERVING, based on objective appraisals.
The P3 program currently involves the entire white-collar population of the Prysmian Group, which numbered 7,5319
employees in 2021. 100% of the population was periodically assessed with P3, front line included. 2021 also saw the
launch of the same process (Performance Management) on the Workday platform, which allowed simplification of its
management and reporting, as well as greater integration of the other HR processes. The potential of the portal also
allowed the possibility of the other managers assessing the resource to be added, thus implementing the same process.
The data defined below as P3 2021 indicates full involvement in the process, divided by gender.
PERFORMANCE MANAGEMENT PROCESS - P3 - 2021 MEN WOMEN TOTAL
Gender (no., %) of WC employees included 69.3% (5,219) 30.7% (2,312) 7,531

in the P3 programme
The cycle of the previous year (P3 2020), which involved 7,000 desk workers, was completed in March 2021. Since
the cycle has been completed, the results in % points, given by distribution between “poor/solid/outstanding”
and gender, are shown below.
4% 82% 14%
poor solid outstanding
6% 78% 16%
poor solid outstanding
9 The figure reported includes only permanent and fixed-term employees who joined the company by 08/31/2021. excluding OAPIL (Oman Aluminum Processing
Industries LLC), Associated Cables Pvt. Ltd., Nantong Haixun Draka Elevator Products Co. Ltd. and Nantong Zhongyao Draka Elevator Products Co. Ltd.
99
The assessment is based on two criteria:
• “Achievements”: measurable targets based on specific KPIs linked to the position ;

• “Leadership”: behavioural guidelines .
The behavioural guidelines are part of the Leadership model indicated below and are divided into six key principles.
This indicates how to achieve the objectives summarised by the achievements.
NEW LEADERSHIP MODEL
Leadership Principles
We actively explore and understand the needs of our customers.

We are customer focused We give them maximum priority and do everything possible to meet and exceed their
expectations.
We consider market trends and strategic objectives in order to anticipate the future. We pursue
We think ahead
innovation and continuous improvement.
We welcome diversity and encourage inclusion, recognising their benefits for collaboration and
We value diversity
cooperation within the organisation.
We encourage a culture of responsibility towards the business.

We empower people We always provide an example to others in everything we do, guaranteeing integrity and
meeting our commitments.
We simplify as much as possible, in order to facilitate timely and effective decisions. We balance
We take action
short-term actions with a longer-term vision.
We deliver results We obtain consistent results, focusing priorities and ensuring efficient and effective delivery.
People Performance Potential (P4)

With a view to rationalising the assessment of potential and establishing a process for the identification of talent
and the preparation of succession plans, Prysmian Group introduced a structured talent identification process
known as the “Prysmian People Performance Potential (P4)” in 2017. The P4 process takes two years.
The first year is dedicated to assessing the potential of talents (those who were high performers in P3 during
the previous two years). The second year is dedicated to communication of the potential and the definition of
development plans.
In 2021, 27% of desk workers were given the P4 assessment, the same percentage of those who had the
corresponding assessment for two years.
TALENT MANAGEMENT PROCESS - P4 - 2021 Men Women Totale
% of desk workers included in the performance 72.1% (1,460) 27.9% (565) 27.0% (2,025)
assessment program
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TALENT
The focus was placed on establishing targeted paths of development of talent and the related processes in 2021.
Fifteen training sessions were provided for P4 managers on how to manage the “feed-forward meeting P4”, in
addition to the 40 sessions in 2020, with the aim of nurturing potential and discussing growth prospects. A new
assessment for high-potential middle managers is planned in 2022, for whom a new assessment system functional
to any succession plans and targeted development plans will be available.
TRAINING AND DEVELOPMENT
2021 saw the launch of Workday and preparation of the Local Schools initiative. Workday aligns the training offer and
global data. It provides access to training for non-desk workers for the first time, through use of their smartphones,
marking a major cultural change. The start of Local Schools was supported by a schedule of proceduralised initiatives on:
• Workday;
• Organisational aspects;
• Sharing of knowledge between Regions that already had training plans underway and those that are preparing them.
Created to relaunch local training, the Local Schools have rebalanced the Prysmian training offer between future
and global needs (growth), on the one hand, and contingent needs (role, local business), on the other. Up until
2020, the training offer was concentrated mainly on the selection process of the Corporate Academy, whereas
local training activities were associated mainly with non-desk workers and never in communication with each
other. However, thanks to the breakthrough of 2021, the Learning & Development program is now based on two
complementary areas:
• Primarily selective training from a managerial, strategic and functional perspective at global level, with the
focus on a technical career and Leadership, as well as a network of Prysmian international relations
• Continuous and local interventions linked to the needs and language of the location, in response to contingent
market challenges.
As a result of the developments and updates, the Academy has therefore once again become a genuine Corporate
University that consolidates three areas of global training, but that nonetheless continues to develop due to the
activities undertaken by the new Local Schools:
1. business, with around ten universities and business schools worldwide;
2. professional, with around 70 internal teachers and the addition of the Master HR and Train-the-Trainer courses
for internal teachers;
3. digital, a school accessible for the first time to all employees and offering increasing support to and integration
of the Professional School.
The Group Academy and Local Schools will work increasingly together with the objective of never overlapping,
but always intensifying an exchange of methods and processes to promote a glocal offer that brings together 55
countries in terms of processes, methods, tools and objectives, while still allowing each one to customise their
own local training plans.
PRYSMIAN BUSINESS SCHOOL
The School of Management focuses on the development of “High-potential talents (P4)”, on Graduate training (Global Program),
on cross-country regional programs (RLP, a full four in 2021) and on Women in Leadership (WLP). The activities are performed in
close collaboration with a pool of international business schools and universities. A radical reform of the Leadership courses was
undertaken in 2021 and implemented from mid-2022 onwards, while the paths currently in progress will continue until they are
completed. The purpose of the reform is to:
a. update the programs and offer
b. increase the number of P4 participants
c. customise the paths
d. increase ROI
e. involve appointing managers
Furthermore, in order to develop the Local Schools, the Business School provided support to a project of the new Local School HQ
in Milan, started for the first time in 2021, in order to certify the new internal teachers worldwide, on courses linked to the four
behavioural aspects (soft skills), in line with the Leadership Model, to ensure that every Region benefits from them. The TTT (Train-
the-Trainer) courses will take place in the early months of 2022.
101
PRYSMIAN PROFESSIONAL SCHOOL
The Professional School is linked to development of technical careers for high performers (P3, Experienced Global Programs, HQ
appointments and/or local Training Managers). It is organised into HQ expertise centres comprising around 40 courses and a teaching
staff of over 50 colleagues. In 2021:
• A Design Lab was set up to optimise and consolidate the content of the remote training with the teachers.
• The transfer of several basis courses to the Local Schools was planned, in order to clear the relative waiting lists and strengthen
the schools. The relative TTT courses will start in 2022
• Eight internal Train-the-Trainer courses were held for 108 teachers, in order to facilitate sharing of information
• The HR Master was created and provided to around 68 HR colleagues, with around 20 teachers (90% internal) trained with TTT (as
above), and the new edition for 2022 was planned
• A Safety Week was organised with around 70 digital modules prepared by all countries, in English and in the original language
PRYSMIAN DIGITAL SCHOOL
The Digital School has a full 20 courses and now represents an important on-demand asset. It is the only area of the Group Academy
open to everyone and has been reinvigorated with the addition of both the Local Schools and Workday. This is because the modules will
be translatable into the local language and can also be subtitled, and, due to being accessible through a smartphone, are available to
all employees. The offer has almost doubled compared with 2020 (thanks mainly to the possibility of publishing the course records on
WD in asynchronous mode), whereas the number of hours has almost quadrupled, partly due to the continuing pandemic. The modules
have further improved the Professional School and Diversity in particular. The modularity of the courses in the virtual classroom has
thus been enhanced, leaving them more blended and therefore less binding and dense. As in 2020, a total of ten Leadership Harvard
licenses were awarded to Senior and Executive Leaders, maintaining the same level of feedback.
Thanks to Workday, the business and professional schools of the Academy will be able to connect to the P3 and P4
processes more efficiently, integrating and harmonising the training outputs desired by the Managers by assessment
cluster. The training assessment criteria are in the process of approval. The hours of training provided by the Prysmian
Group Academy in 2021 are shown below.
PRYSMIAN ACADEMY HOURS OF TRAINING*
Academy Training 2021 Hrs Academy Training 2021/Head Count Medio 2021
School Hrs Male Hrs Female Grand Total School Hrs Male Hrs Female Grand Total
Business 7,284.5 3,357.5 10,642 Business 1.33 1.38 1.34
Professional 28,668.72 15,081 43,749.72 Professional 5.23 6,19 5.52

+ Digital + Digital
Grand Total 35,953.22 18,438.5 54,391.72 Grand Total 6.56 7.57 6.87
* Includes mandatory courses of the DS (e.g. Compliance)
LOCAL HOURS OF TRAINING (ON AVERAGE HEAD COUNT)
Local Training HRS 2021/Head Count
Men Women Total
Blue Collar 17.71 17.78 17.72
White Collar 10.07 12.69 10.88
Total 15.94 15.37 15.84
ACADEMY + LOCAL HOURS OF TRAINING (ON AVERAGE HEAD COUNT)
Total HRS Academy + Local Training 2021
Academy Training HRS Local Training HRS Total per Head Count
54,391.72 456,183.71 17.7
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THE WELLBEING OF OUR EMPLOYEES
REMUNERATION POLICIES 10
The remuneration policy adopted by the Prysmian Group is designed to attract and recognise talent with the skills
needed to address the complexity and specialised nature of the business, as well as the competitive international
context in which the Group operates. This policy is defined in a way that aligns the long-term interests of employees,
management and shareholders, pursuing the priority objective of creating sustainable value over time for all
stakeholders. The remuneration policy is largely founded on the principle of sharing the results achieved, via systems
that establish a real and verifiable link between pay and performance, both individually and at Prysmian Group level.
Participation in the creation of sustainable value over time is open to all employees, via the broad Group share
ownership plan that enables employees to become stable shareholders. The objectives pursued by Prysmian through
the plan are to increase the participation, involvement, sense of belonging and business understanding of employees,
ensuring that the interests of shareholders, customers and employees converge over time, and reinforcing the internal
perception of Prysmian as a single and unique enterprise, truly “One Company”, creating a stable base for employees/
shareholders. Via the YES - Your Employee Shares plan, around one third of employees are also stable shareholders
of the Prysmian Group and own around 3% of the share capital.11
Sustainability is playing an increasingly important role in the remuneration policy of Prysmian. Part of the variable
remuneration of the entire management is linked to the achievement of sustainability targets, which are monitored
using both internal indicators (gender diversity in management, culture of safety in the workplace, reduction of
emissions) and the third-party assessments provided by the main sustainability indexes.
The remuneration policy is defined at central level for executives and expatriates while, for the rest of the population,
local programs are implemented in compliance with guidelines for remuneration systems defined centrally. The
remuneration policy for executive directors and executives with strategic responsibilities is determined as the result
of an agreed and transparent process, during which the Remuneration and Nominations Committee and the Board of
Directors both play a central role. The Committee periodically submits the remuneration policy to the Board of Directors
for approval and checks on its application during the year. The pay structure for executive directors and managers with
strategic responsibilities and for executives comprises a fixed component, a short-term variable component and a
medium-long-term variable component. The remuneration policy has been well received by shareholders. Feedback and
suggestions regarding the remuneration policy are sought regularly from investors and shareholders, and considered
when preparing the policy itself, which is periodically submitted to a vote at the annual general meeting.
In the context of transparency on remuneration issues, Prysmian has issued guidelines, in compliance with local
laws, that link pay measures to all levels of the organisation and variable remuneration plans to the assessment of
individual performance. The fixed element of remuneration is reviewed annually and, if necessary, updated to remain
competitive with market conditions, the position held and personal performance, while always complying with local
regulations. This meritocratic approach is therefore based on a global system of assessment of organisational role
and performance, applied on a consistent basis throughout the entire Group.
THE PRYSMIAN GROUP WELFARE SYSTEM
The monetary-equity offer of the entire Group is supplemented by additional benefits, such as supplementary
welfare, additional medical insurance, personal accident policies, a company car for staff who are entitled to one,
and company canteen or restaurant vouchers. These benefits are adapted to local conditions, having regard for
market characteristics and relevant regulations. This focus on individuals is confirmed by the Prysmian Group’s
commitment to investing in the development of employee-company relations, via numerous initiatives designed
to encourage involvement. The Group also signs agreements with external partners for the supply of products and
services at special rates to employees, such as discounts on theatre tickets, gym subscriptions, magazines and
products purchased in shops. These benefits are equally valid for full-time and part-time employees.
10 Further information is available in the 2021 Remuneration Report.

11 It includes the shares held by the management as per the incentive plants.
103
Once again this year, the Prysmian Group has implemented national initiatives (Italy/HQ) that make it possible to:
• obtain a free flu jab, delivered on company premises;

• obtain telephone triage consultations, finger-prick tests and molecular tests for Covid-19 screening and
prevention;
• participate in blood drives in collaboration with the Avis blood donors’ association;
• obtain a free check-up in collaboration with Niguarda Hospital, for purposes of prevention and focus on employee
health in the Milan Bicocca area;
• obtain insurance coverage at special rates with AON;
• participate in the assignment of 80 study grants for high-school pupils and 20 study grants for the university
education of the children of employees. These grants were set aside in 2021 and will be awarded in early 2022;
• receive an annual season ticket for public means of transport, under a special agreement with ATM.
Also at Corporate level and to tackle the emergency caused by the Covid-19 pandemic, Prysmian has launched
various initiatives focused on People Care for employees and their families.
PEOPLE HEALTH – COVID-19

Right from the start of the pandemic, one of the priorities of the Prysmian Group has always been to protect
the health of all its people. For this reason and aware of the difficulty of sourcing personal protective
equipment (PPE), especially during the lockdown, Prysmian sent a Prevention Kit comprising face masks,
face shields and disinfectant gel to the home addresses of all Milan HQ employees.
BACK TOGETHER
As it did at the start of the pandemic, the Group continued to consider the health of its people as a priority
throughout 2021 as well. The protocol for return to the office created in 2020, called “Back Together”,
was also applied during 2021, adapting the percentage of people present in the office to the situation
of the pandemic. Thanks to the guidelines contained in the “Back Together” plan, and based on the
indicators of the CTS (Government Technical and Scientific Committee), the HR team, in collaboration
with HSE, was able to schedule the return to the office by applying 33%, 50% or 66% of maximum
capacity. The Covid-19 prevention and protection measures were the subject of an information campaign,
consisting of specific communication material. A webinar on internal channels was also organised for all
the employees of the Milan HQ, in collaboration with Antonio Traversi, Prysmian Group HSE Director, and
Prof. Paolo Galli, infectious disease specialist of the Sacco Hospital in Milan.
Furthermore, in addition to the usual controls before each entry onto the site (temperature scanner,
triage, test, lateral flow tests), a new and more extensive version of the mobile app for booking the
triage and medical check-ups was provided. In detail, the “Back Together” plan has been devised to plan
specific shifts and different entry times, in order to limit attendance by setting maximum thresholds
for the number of people in the building at any one time. Again as part of the prevention and protection
initiatives, all employees were provided with additional packs of FFP2 masks for their free time and
for family members, in addition to the weekly ones needed for use in the workplace. A special digital
communication was prepared, together with signs, explaining how to use PPE correctly, the importance of
sanitisation and use of meeting rooms with all the further prevention and protection measures designed
to safeguard employees’ health and ensure the correct social distancing.
In order to improve the initiatives dedicated to employees even further, the “We Care” campaign was
launched in 2021, in order to offer psychological and professional support in a series of appointments
and meetings. The initiative continued into the early months of the year and has highlighted the need
people have to be heard and to talk about things. A pool of therapists specialised in dealing with trauma
was provided for all employees to help them deal with the impacts of the so-called “pandemic fatigue”,
obviously in respect for their privacy.
104
As part of the “We Care” project, a Covid-19 vaccination campaign for all employees and their family
members was launched in July 2021 at the Milan HQ, followed by the seasonal flu vaccination campaign
in November. This great example was also followed in other Regions.
The New Global Working Policy “Back to office”, dedicated to remote working, was launched in September
2021. The policy, which will come into effect when the health emergency ceases, allows for use of remote
working for up to 30% of the time (up to seven days a month) for eligible employees at global level. The
internal communication campaign was promoted on the Intranet and on Workday through multilingual
videos, surveys and follow-ups.
Video messages from the CEO, Valerio Battista, and the Senior Leadership Team (Business Update, Security
Week, Sofa Talk) were broadcast periodically, in order to keep the community of 30,000 people informed
about the Group’s activities, through digital tools such as the Intranet and Workday, the platform that is
also available on a mobile telephone and accessible to all non-desk workers.
DIALOGUE WITH SOCIAL PARTNERS AND COLLECTIVE BARGAINING
The Group continues to focus strongly on the cultivation of constructive social dialogue and continuous improvement,
in the firm belief that the contribution made by the social parties represents both a stimulus and essential support
for the HR policies adopted.
While recognising that workers’ representatives and trade union organisations operate independently, in compliance with
local legislation and practices, the Group guarantees the involvement and consultation of unions at all levels, from plant
to international (European Works Council), in the main processes followed for the collective management of personnel.
In many of the countries where the Group operates, 2021, the second year of the Covid-19 pandemic, was again
marked by the signing of agreements with workers’ representatives and trade unions: all corporate processes or
projects with an HR impact requiring union consultation were generally completed, with the formalisation of an
agreement or, in any case, a report on the discussions held.
The union agreements covered the routine renewal of the economic and regulatory terms of current collective
contracts, as well as new working hours and shift work where required by specific market conditions. During 2021,
a year dramatically impacted by the Covid-19 pandemic, just as the previous year was, there was an intensive use
of union consultations and negotiations, in order to share the best plan for prevention and protection of people
in all workplaces, which, in compliance with local regulations, allowed the Group to fight the spread of the virus
in its factories and workplaces.
2021 was, in fact, marked by strong union involvement in Italy, as at all affiliates abroad, in the Covid-19 prevention
and protection plan: a set of health and safety measures with global guidelines, carefully coordinated centrally
by the corporate HE and HSE functions, together with Top Management, that required a commitment and an
unprecedented expenditure of energy and resources for the Group, in order to combat the invisible enemy that is
the Covid-19 pandemic.
Around 62% of Group employees were covered by collective bargaining agreements in 2021.
As always with reference to organisational changes and the relative minimum notice period, the Group complies
in each country with the relevant local regulations.
In addition, at European level, Prysmian managed to maintain discussions with the European Works Council (EWC),
despite the general ban on travel continuing into 2021 as well, making it impossible to hold in-person meetings. The
pandemic did, in fact, force the replacement of in-person meetings with remote meetings, which were made possible
using a sophisticated video-meeting platform with support from “live” interpreters. This facilitated understanding
of the interactions and discussion of the items on the agenda.
105
This was truly an important achievement in terms of technological innovation in a field, that of industrial relations,
which is always reluctant to change established and traditional ways of working.
A new EWC was established within the Prysmian Group in March 2019, following the acquisition of General Cable in
2018. Starting from 2020, this Council comprises 29 union representatives from every European country in which
the Prysmian Group operates.
The EWC executive body (known as the Executive Committee) comprises seven members, elected by the 29 members
of the General Committee, from the following countries: Italy (chair), France (secretary), Netherlands (deputy
chair), Germany, the United Kingdom, Spain and Sweden. There were no changes during 2021.
Collective conflict within the Group at global level was insignificant in 2021 and even less than in prior years, due to
pursuit of the above industrial relations policy designed to prevent - through constant and constructive dialogue
accompanied, usually, by proactive union consultation - any source of controversy that could potentially generate
conflict at different levels.
OCCUPATIONAL HEALTH AND SAFETY
The Prysmian Group has always been committed to ensuring that the of the integrity, health and welfare of workers
are safeguarded in their workplaces. The Group has a Policy for Health, Safety, the Environment and Energy that
guarantees a commitment to compliance with good management procedures to ensure a safe workplace.
To ensure a systematic and concrete approach to safety, the Group adopts the OHSAS 18001/ISO 45001 health and
safety management system at a number of locations. That document nevertheless represents a point of reference
for production plants.
Aware that rules, training, information and technical aspects play a key role in the determination and management
of risks and the prevention of injuries, the corporate HSE function directs activities and regulates key work phases
with Procedures, Operating Instructions and Guidelines that are agreed with the Regions, Countries and Plants.
In order to ensure compliance with current regulations, the HR functions at country level, with support from the
safety managers, prepare training plans for their personnel and develop specific training paths for the various
categories of worker, depending on their roles, duties, levels of responsibility and working environment.
The commitment to unite all Prysmian employees around “Zero and Beyond”, a shared vision of our Safety Culture,
was strengthened during 2021. This campaign was launched in December 2020 and is supported by numerous
initiatives at local level.
The Leadership in Health & Safety (LiHS) training programme continued during 2021, making a further contribution
to the development of our Safety Culture. To date, 47 plants have participated in this training, with the involvement
of 457 top managers and over 9,000 associates. Each training course has a duration of 3 days, with a view to
strengthening leadership skills on safety matters and provide tools and methodologies for taking action in unsafe
conditions. The following strategic objectives have been established for our Safety Culture:
• IMPROVE managerial commitment and involvement;

• IMPROVE THE CROSS-FUNCTIONAL SKILLS of HSE leaders and professionals;
• REDUCE CULTURAL DIFFERENCES and align practices;
• take steps to ensure that everyone LOOKS AFTER THEMSELVES AND OTHERS.
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Training courses and targeted events have also been held for specific roles, such as regional, national and plant
HSE managers, via the creation of a learning programme within the Prysmian Group Academy that has made it
possible to hone the skills of our safety professionals, enabling them to reach higher levels of knowledge and
know-how in the HSE prevention and control area. The “refresher training” provided throughout the year covered
existing procedures, the work in progress and key safety concepts, with participation by HSE representatives from
all levels of the organisation.
Monthly safety reviews were carried out at both plant and regional level in order to monitor the Group’s safety
KPIs and carry out in-depth analyses of the safety culture. These reviews identified weaknesses to strengthen via
structured action plans and best practices to share with other plants. Each plant and Region reviewed was included
in a quarterly follow-up process designed to monitor the progress of their work. In addition, the use of tools and
methodologies for managing reactive, preventive and pro-active safety activities has been consolidated.
All occupational health and safety projects presented to the Investment Committee were approved. These projects
focused on 3 areas: Fire detection system, Water treatment management and Waste Management
The Group has taken a pro-active approach in continuing to tackle the Covid-19 pandemic. Preventive measures and
actions were maintained throughout 2021, in order to safeguard occupational health and safety while guaranteeing
business continuity.
Accidents at two Prysmian plants resulted in two deaths linked to the use of forklift trucks. In addition to informing
the entire Group in order to raise employee awareness, Prysmian also developed an ad hoc risk assessment covering
traffic management that was implemented at all plants. Having identified various risks, a campaign targeting
traffic management was launched at all plants and will continue in the coming years.
The results presented in NFS 2021 comprise data for both the production plants and the shipping fleet. The data about
injuries and hours worked was sourced from HSEDM - Safety, a section created during the year, in accordance with
OSHA methodology, to differentiate the information about Prysmian employees (fixed contract and permanent)
from that regarding Temporary Agency Workers. The HSE Event – Blumatica tool was used to collect the analyses
of injuries and obtain detailed information about the types of injury and the types of lesion.
The ambition for 2022 is to manage to implement a single software application that can manage the quantitative
and analytical parts in a combined manner.
The 2021 numbers include the vessels and EHC, the company acquired in January 2021. The numerical analysis of
injuries during 2021 identified 443 events with a loss of working days12, comprising 394 affecting Prysmian employees
and 4913 suffered by temporary agency workers. Among all injuries, 11 to Prysmian employees and 1 to a Temporary
Agency Worker resulted as accidents with serious consequences14. Injuries are also monitored with reference to
their severity, considering days absent from work; a total of 13,452 days were lost, of which 12,449 among internal
personnel and 1,003 among Temporary Agency Workers. The overall 2021 health and safety data for the Group is
provided below, distinguishing between Prysmian employees and Temporary Agency Workers.
TEMPORARY
PRYSMIAN GROUP (2021)* PRYSMIAN
AGENCY WORKERS
Severity rate (IG) 47.19 46.98 49.92
Frequency rate (IF) 1.55 1.49 2.44
Hours worked** 57,015,618 52,997,509 4,018,110
* Figures refer to Prysmian employees and external personnel, also including Prysmian Group’s fleet
** Since 2021, data regarding hours worked is available and, unlike in previous years, is not based on estimates.
12 In calculating accidents, only those that occurred at the workplace were considered, excluding commuting accidents, except in cases where transport was organised
by the company. In accordance with Prysmian’s internal procedures, the accidents presented (recordable accidents) are those that resulted in an absence from the
workplace for more than 24 hours.
13 The death, included among the 49 events, regarded a contractor and not a temporary agency worker.
14 Accidents with serious consequences are all those in which the worker does not recover within six months or is not reasonably expected to recover within six months.
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The most frequent types of injury for Prysmian employees and temporary agency workers are shown in the table.
In most cases, they affected: Hands, 42.49%; Back, 18.94%; Lower limbs, 9.9%, and Feet, 9.47%.
TYPES OF INJURY %
Wounds 30.95
Bruising 24.48
Twists, pulled muscles 20.79
Fractures 11.78
With regard to the number of occupational diseases, a total of 58 cases were identified within the Prysmian Group
perimeter during 2021. These affected the respiratory system (55%), the hearing system (29%) and the musculoskeletal
system (16%). Only cases closed and recognised in 2021 as positive have been counted.
2021
Argentina France Portugal Total
Respiratory system diseases (COVID-19) 32 - - 32
Hearing system diseases 17 - - 17
Musculoskeletal system diseases - 8 1 9
Total 49 8 1 58
% 84% 14% 2% 100%
2021
No. occupational Actions taken to eliminate the

Hazards1 Associated risk
diseases hazard and minimise the risks2
Implementation of the Prysmian

Covid-19 pandemic 32
Covid-19 Protocol
Acoustic analysis; training in the use

of PPE; update of the list of identified
Noise Hearing system damage 17 Risk Agents; dosimetric measurement
of noise to determine the level of
exposure to the risk1
Hazard for the Physical effort; high level of repetition and

Ergonomic analysis of the plant
musculoskeletal frequency of a movement affecting one part of
9 to minimise physical effort and
system the body; ergonomic risk; manual movement
repetitions
(ergonomics) of loads; vibration risk
Total 58 -
1 Consult the specific plant RADs for the relevant hazards.

2 Consult the improvement plans linked to the RADs for the relevant actions.
See the information provided in the Annexes for further details about the health and safety data.
108
Commitment to the Communities

Creating value for stakeholders requires the direct involvement of people. Our
people are not just employees, but also the communities and territories in
which we operate and interact, consistent with our values, mission and vision.
One of the drivers of the sustainability strategy consistently adopted by the Prysmian Group over the years is
“Community Involvement”, in order to create value for all stakeholders and contribute to the sustainable
development of the territories.
The Group has therefore adopted a Corporate Citizenship and Philanthropy policy since 2019, currently being
updated, to identify all activities that can contribute to satisfying the needs of the community or communities, in
line with the vision, mission, values, Code of Ethics and Policies put in place by the Group. This policy defines the
main types ofTYPE
deliverable contributions, the guiding principles and operating methods, as well as monitoring and
OF INITIATIVE
the methods of communication of the activities. In 2021, around Euro 1,705,00015 was donated to local communities
in contributions in cash, in kind and in the form of time.
TYPE OF INITIATIVE 82.4% Communities

14.4% Charitable gifts
TYPE OF INITIATIVE 3.3% Business initiatives
82.4% Communities
14.4%
82.4% Charitable gifts
Communities
3.3%Charitable
14.4% Businessgifts
initiatives
3.3% Business initiatives
TYPE OF ASSISTANCE
TYPE OF ASSISTANCE 93% Donations in cash

1.2% Donations of time
TYPE OF ASSISTANCE 5.8% Donations in kind
93% Donations in cash

5.8% Donations in kind
93% Donations in cash
5.8% Donations in kind
15 The figure refers to the main initiatives undertaken in the following countries: Portugal, Czech Republic, France, Spain, Romania, Germany, Hungary, Slovakia,
Estonia, Norway, Sweden, Finland, North America, Turkey, Italy, China, Costa Rica, Mexico, Colombia, Brazil, Australia (to be confirmed), and therefore differs from the
value of donations and sponsorships used within the added value, which considers all the transactions undertaken by the group as donations and sponsorships.
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RECIPIENTS OF INITIATIVES
8.3% Education and youth
3.2% Health
71.3% Economic development
1.8% Environment
4.2% Arts and culture
8.3% Education and youth
4.4% Social welfare
8.3%
3.2% Health Education and youth
3.2% Health2.8% Humanitarian aid
71.3% Economic development
0.1% Sport
71.3% Economic
1.8% Environment development
1.8% 3.9% Other
Environment
4.2% Arts and culture
4.4% 4.2%
SocialArts and culture
welfare
4.4% Social
2.8% Humanitarian welfare
aid
2.8% Humanitarian aid
0.1% Sport
0.1% Sport
3.9% Other
3.9% Other
AID FOR COMMUNITIES
In the context of the Prysmian Group’s Corporate Citizenship and Philanthropy Policy, the company has joined the
Business Volunteer project, activating a series of social initiatives that provide for the active contribution of its
employees through the “donation of working hours”. The main voluntary work initiatives carried out worldwide
included:
The “Protezione Associazione Nazionale Alpini” initiative in Italy

In 2021, the Prysmian Group donated yellow and blue uniforms to a team of emergency responders.
Fourteen volunteers of the Italian Civil Protection Agency in Cernusco Lombardone, a small town between Milan
and Lake Como, who helped their town during the outbreak of the Covid-19 pandemic, received a windbreaker, a
thermal jacket, shirts, trousers, turtle-neck jumpers and caps. The donation, worth Euro 5,000, forms part of the
Prysmian Group commitment to contributing to the communities in which it operates. These Civil Protection teams
primarily serve their local communities, but also operate during national and international disasters.
After the intensive experience at the field hospital of the Alpine Regiment in Bergamo during the second wave of
the Covid-19 pandemic, the situation gradually improved for the Cernusco Lombardone unit, which is part of the
Alessandro Merlini unit of the Associazione Nazionale degli Alpini (National Association of Alpine Soldiers), Lecco
Section. One of the most recent duties was providing protection during weekend religious ceremonies, together
with other members of the Alpine Regiment. The team’s main project was creating a specialised group dedicated
to the use of drones for surveillance purposes. These flying robots have heat cameras installed and can be used to
find missing people or to manage evacuations, explains Longoni.
The “Rewrite the Future” campaign of Save the Children

Prysmian Group once again supported the “Rewrite the Future” campaign of Save The Children in 2021, continuing a
commitment with this non-profit organisation that started in 2020. The Group’s donation contributes to supporting
26 “Spotlights” present in the country, which are high-density educational spaces located on the outskirts of 20 cities,
in 15 regions. This network offers girls and boys between the ages of 6 and 17 the opportunity to participate, free
of charge, in training and educational activities, such as assisted study, art and recreational workshops, innovative
workshops for the development of digital skills, physical activities, workshops dedicated to environmental education
and healthy lifestyles. Support for parents and legal advisory, psychological and paediatric services are also offered
in these spaces. Thanks to the involvement of various sponsors, Save the Children has achieved the following
objectives:
• 62,218 vulnerable children and adolescents helped, with direct and indirect interventions involving families
and teachers throughout Italy;
• 1,670 vulnerable families have received “care packages”, or material assistance (vouchers, payment of utilities,
expenses, etc.) and assistance in achieving long-term independence;
110
• 2,699 children and adolescents have received “educational packages” and digital devices (tablets and connections);
• training of 4,040 teachers in 623 schools on innovative educational and teaching approaches;
• over 15,000 teachers reached through initiatives supporting remote teaching.
The donations to “Pane Quotidiano” in Italy

Prysmian Group, driven as ever by a spirit of solidarity, supports people in difficulty, the less well-off and the needy
and vulnerable.
During the 2021 Christmas festivities, the Prysmian Group organised a donation open to the employees at HQ. For
each Euro donated by its employees, the Group donated the same sum to the Onlus Pane Quotidiano non-profit
organisation in Milan, which has been operating in the social area for years and has now become a point of reference
for many families in difficulty, particularly as a result of the pandemic.
Support for the “Amici di Brera” cultural association in Italy

The initiative has been developed to promote the artistic, cultural and civil heritage of the Brera Academy in Milan,
an institution that forms a vital part of the city of Milan and its identity.
The Prysmian Group has made a simple gesture to participate in the socio-economic development of the Milanese
community, as part of the Group’s sustainability initiatives.
Creation of value for our stakeholders and for the communities where Prysmian operates represents the end goal
behind the Group’s commitment to pursuing sustainable growth.
Donation to the “Tema foundation” in Turkey

In 2021, the Prysmian Group made a donation to the Tema Foundation in Turkey for protection of the natural habitat
and to prevent soil erosion.
111
05_SUSTAINABLE INNOVATION
& LEAN MANUFACTURING
Being a low-carbon transition and digitalisation enabler requires an ability
to constantly promote innovation. This has always been a distinctive feature
of ours and represents the foundation of all our environmental and Social
Ambitions. We are steadily committed to developing not only innovative
technologies and products, but also leaner production processes that have
an increasingly lower environmental impact.
Our ESG
Value
Our ESG
Ambition
Our ESG
In
n
Governance
t io
no
bi
va
m
t io
ea
na
at
m
im
Our ESG
bi
Cl
Identity
t io
n
Social ambition
113
Sustainable Innovation
Our journey has led us to consider innovation and sustainability as two
inextricably intertwined elements that are pushing us towards a holistic
and integrated approach: our innovation efforts reinforce our purpose and
long-term ambitions.
In 2021, we also incorporated sustainability into the creation of customer
value, making it tangible and visible, thanks to the Eco Cable green label.
Globally Prysmian Group R&D consists of more than 900 professionals, spread in 26 R&D centers in the world.
The HQ R&D located near the Headquarters in Milan, acts as coordinator of the activities performed in the local
R&D centers and as promoter of special breakthrough innovation projects, oriented on a medium- and long-
term perspective.
It includes laboratories where development of new cables and technologies can be performed in full autonomy,
being able to count on an experimental prototype room for production of cables and compounds, on an electrical
testing facility, equipped with the most advanced systems for EHV cables testing, and a physical-chemical lab
gifted with cutting-edge instruments dedicated to deeply analyze cables and materials properties.
Local R&D centers act operatively on new products development, design to cost and product family rationalization.
2021 NUMBERS
107*
million euros
about 5,600
patens covering
26
research centres
invested in R&D the main innovations
298
product families
50
collaborations with research
900
professionals
launched in 2021 centres and universities
*94 million euros in operative expenses and 13 million euros in investment expenditure.
2021 HIGHLIGHTS
• Reinforced role of Sustainability in the R&D activity, acting as leading force for the whole Innovation process
of the Company. Strong focus on decarbonizing the product portfolio in all segments / businesses and working
closely with our customers / suppliers to cut the emissions in the supply chain.
114
05_SUSTAINABLE INNOVATION & LEAN MANUFACTURING
• Covid-19 situation properly managed in almost all the countries, with not relevant impact in daily activities and
operations. The company learned how to deal with the pandemic, by putting in place all the necessary measures
in order to preserve the health of people, considered the leading priority in all regions and at all company levels.
• Materials Shortage was a sever issue for the Company starting in Q2 and is still far from the normalization. The
supply chain disruptions and the strong growth of raw materials prices was properly managed by putting in place
fast track procedures for qualification of alternative materials, leveraging on the strength of the company and
the global presence.
• 2021 was an exceptional year in terms of DTC, both activities and related results. Final result (48.4 Mln €)
is the highest ever achieved, overcoming 7% the Company best year results (2019, 45.4 Mln €). DTC helped
to mitigate variable cost inefficiencies (shortages and raw materials price volatility related for the most part)
and enhance product competitiveness across several segments.
• New products introduction (NPI) activity showed a significant increase, with 14% vitality (was 13% in 2020) and
almost 300 new product families launched in the year (were 200 in 2020).
• Following the success of the Innovation Contest launched in 2019 and awarded in 2020, a new edition has been
launched in 2021 in collaboration with an important customer and channel partner operating in Multimedia &
Enterprise Solutions.
INNOVATION ECO-SYSTEM
When carrying out research, the Prysmian Group is aware that today - as evidenced by the SDGs - it is essential to
develop partnerships with all relevant stakeholders: from the academic world to independent research centres, from
suppliers and all supply chain counterparties to our customers, whose collaboration and feedback are extremely
important for the identification of those requirements that need the greatest attention.
ECOSISTEMA DELL’INNOVAZIONE
ACADEMIC CENTRES CUSTOMERS SUPPLIERS
PARTNERSHIP
Prysmian and General Cable have established consolidated collaborative relations with more than 50 major
universities and research centres around the world. These collaborations, strategic for the Prysmian Group, support
cutting-edge technological research and allow the adoption of state-of-the-art innovations in all areas relevant
to the wire and cable industry.
115
Among the numerous collaborations, those with the following bodies are particularly worthy of mention:
Politecnico di Milano (Italy) Wuhan China Electric Power Research Institute (China)
Università degli Studi di Salerno (Italy) Polytechnical University of Bucharest (Romania)
Università di Palermo Technische Universitat Berlin (Germany)
Università di Bologna Technische Universitat Dresden (Germany)
Università di Padova (Italy) Oulu university (Finland)
National Electrical Energy Research & Application Center Yaroslavl State Technical University (Russia)
(USA)
Saint -Petersburg State University (Russia)
Rice University (USA)
National Research Tomsk Polytechnic University (Russia)
Purdue University (USA)
Tallinn university (Estonia)
University of Central Florida (USA)
CIDET - Centro de investigación y Desarrollo del Sector
Oak Ridge National Laboratory (USA)
Eléctrico Colombiano (Colombia)
Centro de Pesquisa e Desenvolvimento em

UFAL – Universidade Federal De Alagos (Brazil)
Telecomunicações (Brazil)
CEPEL - Centro de Pesquisas de Energia Elétrica (Brazil)

Universitat Politecnica de Catalunya (Spain)
Shanghai TICW (China) LACTEC - Instituto de Tecnologia Para o Desenvolvimento

(Brazil)
Infosys Advanced Engineering Laboratory (India)
Virginia Polytechnic Institute and State University (USA)
Fraunhofer Institute (Germany)
SCITEC - Istituto di scienze e tecnologie chimiche “Giulio
University of Lille (France) Natta”
Nokia Bell Labs (USA)

National Institute of Information and Communications
Technology (NICT - Japan)
Università di Strasburgo (France)
Universidad de Cantabria (Spain) Università degli studi dell’Aquila (Italy)
Technical University Of Delft (The Netherlands) University of Ontario Institute of Technology (UOIT) – Canada
University Of Groningen (The Netherlands) University of Toronto (UoT) – Canada
Universidad Nacional de la plata (Argentina) Shanghai Jiao Tong University – China
The specific research carried out includes:
• Carbon Hub: in 2021 CH awarded 7 research projects to 6 different research centres and universities for a total
budget of about 700 kUS$ and a possible extension in 2022 of the same of other 600 kUS$. At the end of the year
CH started the selection of new projects among the 17 proposals with a cumulated budget to be allocated of
about 1 mUS$. The activities on the different projects have shown significant progresses and promising results.
The CH Consortium has also grown with two new important partners who have joined the initiative.
• Multiple institutes, among which Università di Salerno, Politecnico di Milano and SCITEC, carried out the study
of thermoplastic polymeric mixtures for enhanced HVDC application, under the coordination of HQ R&D. New
polymeric mixtures and additives have been proposed in view of optimization of special characteristics like
hydrophobicity, electrical resistivity and thermo-mechanical resistance. Special attention has been dedicated
to the study of the dynamic-mechanical properties of the newly developed polymeric mixtures, in view of
optimization of their rheology and finally their processability in the extrusion machinery.
• NICT: collaboration for development of large-capacity transmission using a single-core few-mode fibre; new
speed record set of 1 Petabit per second in optical fiber data transmission, 5.7 times more than previous rate
with single mode fiber.
116
• UFAL: 3 projects/activities performed in collaboration with UFAL in 2021. Reduction of inspection costs at
Prysmian’s production plants with the development of software to facilitate scheduling, reporting and enable
remote inspections; execution of research activities and the development of a computer machine vision system
capable of identifying normalized visual aspects in automobile cables; execution of research activities and the
development of a web software system that allows Prysmian to carry out the training of employees in a virtual
way, including a 3D environment
• Infosys: E3X technology is related to high performance coating to be applied on OHL conductors in order to
improve the power transmission efficiency (more power or less losses). With Infosys PG has developed a set of
robots able to apply the E3X coating on live lines, upgrading them to about 20% of their capacity. In 2021 the
first full scale field trial has been successfully performed with one of the most important utilities in NA
• TU Delft: in 2021 we worked with TU Delft about design and development of LVDC cables, modelling LV energy
cables in bipolar and monopolar DC systems. Key active parameters of DC cables that were expected to have an
influence on the system performance and the line current during short circuit were taken into consideration
• Electric motorway: The project, started in 2020 by BreBeMi, has the target to study and assess on a real scale
circuit the dynamic wireless EV charging solution. On this 1 km circuit there is the opportunity to test many
different materials, components, vehicles and solutions to validate this technology. PG is part of the consortium
led by BreBeMi as provider of the LVDC power cables, the installation and the associated monitoring system.
In Dec 2021 the first complete trial of the system has been successfully executed with one E-Bus and one E-Car
running on the circuit
• Politecnico di Milano: Since few years PG is working with Polimi on accurate calculation of magnetic losses in steel
armors of submarine HVAC power cables for all the different configurations and designs. These models allow
to optimize the cables’ design minimizing the losses and the increasing the performances of the connections.
Moreover this study has opened other streams of research on the armoring materials and related measurement
techniques to develop a new generation of steels specific for this application.
SPEAKING PLATFORM
In order to share the evolution of its research work and best practices, Prysmian Group participated, through its
managers, in major international conferences - which were held in virtual mode due to the anti-Covid-19 restrictions
- with a view to outlining the active role played by the Group in implementing the changes underway.
The Group took part in the following conferences:
• FTTH Council Europe Conference, December 2021: workshop on how to enable fibre densification using advanced
optical cables; presentation during the “Voice of the Industry” session: “Improving TCO and Network Sustainability
With Advanced High Density Cable Systems”; (A. Amezcua - Prysmian Group Technical Sales Support Manager)
panel “Sustainability Strategies: Is Fibre the Solution, or Part of the Problem?” (P. Vanhille - Prysmian Group
Telecom Division Executive VP)
• CRU World Optical Fibre & Cable conference, November 2021: panel “Optical Fibre and Cable Leadership” (P.
Vanhille - Prysmian Group Telecom Division Executive VP)
• presentation on fibre/cable innovation/sustainability thanks to Sirocco HD (A. Amezcua - Prysmian Group
Technical Sales Support Manager)
• CRU Cable and Wire Conference, May 2021: 2 keynote presentations:
Energy session - F. Fanciulli (Prysmian Group Energy Division Executive VP)
Telecom Session - P. Vanhille (Prysmian Group Telecom Division Executive VP)
• FT ETNO Tech and Politics Forum, November 2021: participation in the panel: “Europe’s Digital Infrastructure
Investment Challenge”
• EUEW Conference, November 2021: panel on innovation and sustainability (S. Siripurapu - Prysmian Group Chief
Innovation Officer)
• US Department of Energy CABLE R&D Workshop, April 2021: Supply Chain Panel for Manufacturing Initiative for
Improved Conductors that support Widespread Electrification (S. Siripurapu - Prysmian Group Chief Innovation Officer)
• IOTHINGS WORLD, September 2021: presentation by R. Candela (Prysmian Electronics BU VP) of a white paper on
data-driven monitoring solutions for electrical systems in the “Data Analytics” and “Internet of Energy” sessions.
117
• CIGRE (Paris) - 18-19 August 2021: “We Are Redefining the Possibilities in Power Transmission Cable Technology”;
Prysmian attended as sponsor and panelist in the person of M. Marelli (Prysmian Group Projects System
Engineering VP).
• OFFSHORE WIND JOURNAL - 6 September, panel “Next Generation Cable-Lay Vessels and Technology”; panelist:
H. Ozmen (Prysmian Group Projects Division Executive VP (IA))
• AWEA Offshore Wind Power Conference 2021 (Boston) - 13-14 October: presentation of a cutting-edge product
and service range (66 kV inter-array cables; 275 kV (three-core) and 400 kV (single-core) AC export cables; 525
kV DC cable solutions)
• Wind Europe (Copenhagen) - 24 November, speaker: D. Waimann (Prysmian Group Projects CCO SVP (IA)) - “Future
Outlook of HVDC Cables” and how international targets for wind power and other sources of renewable energy
are driving HVDC energy transmission; - 25 November, speaker: H. Ozmen (Prysmian Group Projects Division
Executive VP (IA)) - access to main materials as volumes increase; auction design and local value creation in
“How to Improve the Competitiveness of Europe’s Wind Industry”.
• FINANCIAL TIMES DIGITAL DIALOGUE - “Ensuring This is the Decade of Delivery for the Energy Industry”,
2 December, panelist: H. Ozmen (Prysmian Group Projects Division Executive VP (IA)
• REUTERS EVENTS - “Energy Transition Europe 2021” - 23 November, panel “New Energy, New Challenges:
Electrification, Flexibility, and the Grid”, panelist: H. Ozmen (Prysmian Group Projects Division Executive VP (IA))
• Il Salone della CSR e dell’innovazione sociale - “Rinascere Sostenibili”: M.C. Bifulco (Prysmian Group CSO and IR
Director), 12 -13 October 2021; F. Rutschmann (Prysmian Group CHRO) 12 October 2021
• “Il tempo delle donne”: C. Farisè (Prysmian Group MEAT Regional CEO (IA)), 7 April 2021; topic: gender equity
• Corriere.it - “Capitale Umano”, Corriere della Sera - M.C. Bifulco (Prysmian Group CSO and IR Director), 16 July,
• F. Rutschmann (Prysmian Group CHRO) 23 July
• Bloomberg Green - H. Ozmen (Prysmian Group Projects Division Executive VP (IA)), M.C. Bifulco (Prysmian Group
CSO and IR Director), F. Rutschmann (Prysmian Group CHRO), S. Siripurapu (Prysmian Group Chief Innovation
Officer)
• National Geographic - H. Ozmen (Prysmian Group Projects Division Executive VP (IA)), S. Siripurapu (Prysmian
Group Chief Innovation Officer)
• Il Sole 24 Ore - Global Inclusion, F. Rutschmann (Prysmian Group CHRO), 29 November 2021
• Il Sole 24 Ore - Italian Energy Summit, V. Battista (Prysmian Group CEO) 29 September 2021
• RCS Academy - Corriere della Sera - Green Talks: “Transizione Green e Investimenti: verso una Nuova Energia”,
19-21 October 2021 - V. Battista (Prysmian Group CEO), M.C. Bifulco (Prysmian Group CSO and IR Director),
• Il Sole 24 Ore, M. Battaini (Prysmian Group COO) “Made in Italy Summit”, 11 June 2021 and 6 October 2021
• La Vita Sott’acqua for Strategy Innovation Forum - L’impatto degli SDG sui modelli di business, September 2021
with Fulvio Lino Di Blasio, President of the North Adriatic Sea Port Authority, Fabio Gallia, General Manager at
Fincantieri, Jan Pachner, Secretary General at One Ocean Foundation, Giulio Bonazzi, Chairman and CEO at Aquafil,
Stefano Brandinali, Chief Digital Officer & Group CIO at Prysmian Group
• Gender Equality, Diversity and Inclusion in Manufacturing - World Manufacturing Forum 2021, Cernobbio (CO) -
Young Manufacturing Leaders’ Main Event, October 2021 with Carlotta Dainese Prysmian Group as Keynote Speaker
• Think Summit Italy for IBM - Creare Piattaforme Di Ecosistema, October 2021 with Stefano Brandinali, Chief
Digital Officer & Group CIO at Prysmian Group, Marco Ballan, Public Cloud Sales Leader at IBM Italia, Claudia
Vanni, Giornalista at TGCOM24, Mediaset Group
• La visione strategica dell’ICT come chiave della trasformazione sostenibile e della ripartenza delle nostre Imprese
Digital Italy Summit 2021, La resilienza del digitale, October 2021 with Stefano Brandinali, Chief Digital Officer
& Group CIO at Prysmian Group, Nicoletta Mastropietro, Chief Information Officer at Leonardo, Massimo Rosso,
ICT Director at Rai
• FINANCIAL TIMES DIGITAL DIALOGUE - “Delivering Green Energy through Finance and Innovation”, 16 December
2021, Keynote Presentation (S. Siripurapu - Prysmian Group Chief Innovation Officer)
118
AREAS OF INNOVATION IN PRYSMIAN GROUP
1. R&D
The key areas in which the Group primarily invested relate to factors fostering the development of cabled
infrastructure for power and data transmission: extra-high voltage underground systems for power transmission,
increasingly longer and efficient cables capable of being installed at increasingly greater depths, fibre optic solutions
that can contain the largest number of cables in a miniaturised space and that can be used easily in the field.
PUSHING THE
BOUNDARIES I ndustry first to qualify
OF UHVDC both 525kV XLPE and P
Laser solutions
GOING DEEPER
INTO THE SEA WITH 1 �high depth
LONGER LENGTHS submarine cable
with synthetic armor
TRANSFORMING
THE OPTICAL irocco Extreme
S
FIBER LANDSCAPE with 180μm
ENABLING ENERGY Fiber Nano Cables
TRANSITION Super high density
FlexRibbon up to 6912f
& DIGITALIZATION
DIGITIZATION
OF PROCESS mart cable solutions
S
AND PRODUCTS From Data to Insight
Augmented
user experience
ACCELERATING
INNOVATION
WITH CORPORATE lesea
A
HANGAR START-UPS Kablee
Cultifutura
MONITORING THE
GRIDS WITH
PRYSMIAN ry-Cam HOME
P
ELECTRONICS Pry-Cam DTS
119
2. DIGITAL AMBITION
Providing solutions for the energy and telecom sector

is the next step for Prysmian Group’s future, guided
by the “digital ambition” principle that will expand
on the current leading position as cabling system
manufacturer. Digital tools and solutions are being
currently leveraged to optimize business performance:
digital products and services will help in sustaining
the Group’s growth strategy, supporting collective
intelligence by digitalizing the company’s culture. This
ambition is based on 3 pillars:
• efficiency through data, to reduce waste and

improve performance.
• develop value-added digital products, by extracting
and generating value from enterprise data.
• foster new digital practices in the organization, to
empower the entire workforce.
Innovative digital technologies play a central role

in making room for growth that both benefits the
customer, the Group and external stakeholders, by
optimizing the use of resources and guaranteeing
accountability in tracking our results and guaranteeing
high quality standards by leveraging the vast
amounts of data that is already present. With more
than 10 technologies in exploration, 5 projects in
experimentation, 5 projects in integration and more
than 30 Digital Local Partners all around the world, Digital Innovation brings us closer to a holistically approached
sustainable development, addressing economic sustainability by amplifying outputs from the same amount of
inputs, social sustainability by bringing people closer from afar and environmental sustainability by allowing for
the most efficient use of resources.
120
3. PRYSMIAN’S OPEN INNOVATION INFRASTRUCTURE: CORPORATE HANGAR
Prysmian Group confirmed its commitment with Corporate Hangar for an additional 3 years to accelerate its path
towards innovation and sustainability. In 2021, Corporate Hangar enlarged the projects base with Prysmian and the
startups started delivering solid and measurable results.
Alesea, a virtual assistant for cable management, sold 8.000 devices for HV cables and it has been included by Enel
in a global tender for cable supply in 2022-2025. Moreover, Alesea has generated a family of IoT solutions with the
aim of monitoring locations for different purposes. The main spin-off Reviot, an IoT solution to monitor in real time
the position and status of logistic assets, started generating revenues in 2021 and will be fully deployed in 2022.
Kablee, a digital user-friendly marketplace for cable and electrical component purchases, reached more than half
a million of sales in 2021 and it is enlarging its presence towards other markets and product catalogues. Kablee
has generated new projects also: Kablee CARE, a two-sided marketplace for cable scraps and short lengths with a
strong commitment to reducing scope 3 emissions by avoiding waste and disposing in a sustainable way, and Kablee
RURAL, a solution to bring FTTH to rural communities.
Cultifutura is a vertical farming solution with the mission to “unite people through the experience of growing their
own food and the desire to make our world more sustainable”. The startup has sold 4 pilot projects and has delivered
the first one in 2021 with very good results. Prysmian will start its Cultifutura project in Spring 2022.
SUSTAINABILITY BY DEFAULT
In 2021, Corporate Hangar introduced a new core value based on an input by its employees: “Sustainability by
default”. Corporate Hangar has started many sustainability projects like Green Hangar, a project aimed at separating
mixed plastic waste and enhancing it with a patented additive to generate high-quality recycled plastic; or Pry-
Cam Industrial & energy efficiency, a platform designed for industrial customers to manage energy quality and
efficiency through IoT devices installed in the plant. These and other projects will contribute to Prysmian reaching
its sustainable goals.
121
4. PRYSMIAN ELECTRONICS
In 2021 Prysmian Electronics focused on the completion

of the development of the three-phase version of
PRY-CAM HOME, a monitoring system for low voltage
applications both residential and commercial based on
PRY-CAM technology and that allows to measure the
main parameters of low voltage electrical installations.
Another important accomplishment is the large-scale
production of PRY-CAM DTS, successfully certified for
all cable market applications and massively installed
since the end of 2021 in a large number of power
transmission cable systems.
This successful development is fully in line with the
Group’s R&D roadmap that finds its fulfilment in the
acquisition of Omnisens S.A. at the end of the year. The
acquisition does not only complete Prysmian Group’s
product portfolio of monitoring solutions, but it also
creates a true technological pole fully dedicated to
asset management solutions, inside the company.
The merge is aimed also at increasing the focus on
new developments related to the cable industry and
in particular in submarine cable applications, thanks
to patents owned by Omnisens S.A that could create
added value in synergy with a cable maker. With
the acquisition the Group aims at using Prysmian
Electronics’ AI expertise to strengthen and expand
the application of the DAS, technology acquired with
Omnisens, in markets that currently are not targeted at all (railways, military, etc.). The technologies owned by
Prysmian Electronics and by Omnisens are integrated within a new business entity, EOSS – Electronics and Optical
Sensing Solutions - that represents the only player in the market able to provide a complete monitoring solution
for cable applications (wind, solar, power transmission and distribution).
Innovation Steering Committee

In 2021, the Prysmian Group Innovation Steering Committee created an operating rhythm to consolidate our
innovation focus areas and enhance the entrepreneurial culture of our employees. The following measures were
instituted combining the strengths of R&D, Prysmian Electronics, Corporate Hangar and Digital Innovation:
• Creation of a global INNOVATION PORTFOLIO aligned with the group goals

to be an innovation LEADER IN ENERGY TRANSITION AND DIGITALIZATION,
ensuring high potential projects are accelerated with the right resources;
• Increasing our R&D spend linking our Innovation efforts to Sustainability
in support of our CLIMATE AMBITION;
• Enhancing collaboration both internally and externally to deliver HIGHER
VALUE ADD PRODUCTS AND SERVICES that transform Prysmian as a wire
and cable solution provider to address our customer needs.
122
INTRODUCTION OF NEW PRODUCTS
The introduction of new products (NP) is tracked as a routine activity, to highlight the effectiveness of our R&D
departments.The main purpose of this process is to increase awareness of the growing importance of innovation as a
success factor and the development of new products as a driver for improving the performance of the organization.
The consolidation of the New products process, together with GC Legacy, provides a new value in order to sustain
the business, overcome competitors and acquire new customers.
Main New Products Activities: 
• New Products Tool (created internally on Qlikview and updated automatically ) developed to support
analysing economics of new products and to track the top projects during the three-year vitality period.
The Tool is currently used globally for all Regions and Businesses.
• Global Innovation data management software (Sopheon Accolade®) implementation (2021-2022) standardizes
the new product development work process for Prysmian globally. It provides a unique platform for prioritizing
the projects with highest value, decision making on the projects during execution and driving project execution.
During 2021 the R&D function executed a large number of new product development projects resulting in:
Over 90
new products
Over 700
new products
in the Innovation in the Development
category category
The Group Vitality Result 3Q 2021 compared to 3Q-2020 increased from 13.0% to 14.0%:
NET TURNOVER
PRYSMIAN GROUP NET TURNOVER NP (K€) %
TOTAL RESULT (K€)
3Q2021 7,750,532 1,083,244 14.0
3Q2020 6,429,117 836,668 13.0
NP CATEGORY NET TURNOVER NP (K€) %
Innovation 52,159 0.7
Product Development 575,223 7.4
Technology Transfer 455,864 59
123
OVERALL NP RESULT – 2021 ACTIVE NEW PRODUCT FAMILIES BY BUSINESS UNIT

OVERALL NP RESULT – 2021 ACTIVE NEW PRODUCT FAMILIES BY BUSINESS UNIT
350
331
350
331
300 Regional data analysis

300 Regional data analysis
250
250
Number of families
Number of families
200
200 181
181
155
150 155
150
103
100 103
100
53 51 49
50 42
53 51 49
50 42
16
9 7
16
0 9 7
0
OCSEA
CEE
CHINA
Prysmian
Electronics
UK
LATAM
NA
NE
PPL
SE
TR
OCSEA
CEE
CHINA
Prysmian
Electronics
UK
LATAM
NA
NE
PPL
SE
TR
MONITORING OF HAZARDOUS SUBSTANCES
• Tracked Hazardous Substances according to Reach / Rohs regulation

• List of Hazardous Substances updated according to ECHA publications in Jan and July 2021
• Application of the new system for tracking of Hazardous Substances content in Energy cables in following
countries : Italy, France, Spain, Portugal, The Netherlands, Finland, Sweden, UK, Germany, Australia.
• Materials containing Hazardous Substances used in the a.m. countries fully mapped and flagged
• Calculation of overall Hazardous Substances content in each Energy cable item completed in Italy, France, Spain,
Portugal, The Netherlands, Germany.
CARBON FOOTPRINT (CFP)
• CFP calculation enabled for cables produced in Oman Cable Industries (OCI) facilities.
• CFP calculation still missing in ex GCC areas of : North America, Costarica, Mexico, Colombia.
• Planned 2023 in North America, with the launch of the new Cable Builder kernel.
ECO-LABEL FOR CABLES

• Eco Cable labelling system launched in the market for Italian Energy products in May 2021
• Very positive rection from the Italian market; main interest from Distributors and installers working in Renewable
Energy area
• Eco Cable criteria fully calculated for the complete Energy cables portfolios of following countries : Spain,
Germany, France, The Netherlands
• Calculation limited to cables pertaining to E&I portfolios in following countries : Finland, Sweden, United
Kingdom, Australia
• Defined an enhanced score for transmission efficiency criteria, considering more detailed cable design parameters,
to be launched in 2022.
• Under definition the parameters for TLC cables, including MMS; to be launched in this area in 2022.
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PROJECTS
R&D PROJECTS - SUBMARINE
500kV DC solution for very high depth

Key development to enable de-carbonization projects in Italy and better use of energy from renewable sources
Prysmian continued the work to realize a system able to transfer 1 GW at a voltage of 500kV with MI technology
and to be installed at the record depth of more than 2200m.
Energy Transition
High power AC solutions for connecting high power

offshore wind farm to the shore (400kV AC single core,
275kV 3-core)
Strategic project to push for an effective transition towards
renewable energy.
Prysmian actively worked on this in 2021, completing a
qualification of a single core cable up to 400kV with large
copper cross section (max power 1200 MVA with 3 single
cables) and 3-core cable operating at 275kV (max power
500 MVA).
Energy Transition
525kV DC extruded submarine

Key project in order to meet the new climate objectives in
Europe through installation of windfarms very distant from
the shore.
Prysmian is fully involved to develop and qualify a submarine
system at 525kV using extruded insulation technology and
related accessories, integrating the work already started with
the land solutions developed for German TSO.
Energy Transition
R&D PROJECTS – LAND
EHVDC solutions for German corridors

Breakthrough technology for realizing vital German corridor
energy transition projects
Prysmian has completed an extensive industrialization
program for both technologies (P-Laser and XLPE) spanning
over 2 years.
A cross functional team has implemented a disciplined
management system to ensure reliability of the supply chain
and robustness of the production process.
P-Laser production started in August 2021 on schedule and
40kms of cable produced with good quality.
Energy Transition – Enhanced Circularity
R&D ENERGY PRODUCTS
Pry-ID
Cables’ digital identification system based on RFID technology which enables quick and easy cable recognition, link
to the installation information and providing full tracking cable path.
Pilot installations in PD network (North Europe, The Netherlands).
Reduced CFP
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EV Charging Cables
Develop, certify and approve the full range of AC and DC cables and
connectors for Electric Vehicles (EV) charging in order to meet the
rapid evolution of charging systems toward higher power.
Enablement of faster charging requires development of DC cooled
solutions including the integration of chilling unit.
AC and DC range developed and qualified.
Energy Transition
PRY-CAM HOME three-phase

Already mentioned in the section of Electronics
Industrial evolution of the PRY-CAM Home for household. This
technology allows to monitor continuously the main parameters of
a low voltage electrical system, ensuring its correct functionality,
safety and proper management. Development completed.
Reduced CFP - Energy Transition
Bio P-Laser
To further enhance the sustainable value proposition with the P-Laser range through use of bio-derived materials.
Qualified in Italy and awarded for local PD market.
Reduced CFP - Energy Transition – Enhanced Circularity
Water Sensor for HV Joint Monitoring

Develop a full monitoring system (sensors, monitoring architecture and SW) to detect water ingress in HV land
joints which may result in a failure and a service interruption.
Under development for application in the HVDC German Corridor link.
Energy Transition
Strain Monitoring
Develop a full system to monitor the mechanical stress on dynamic cables and to enable predictive maintenance
or limit the outage time due to failure. The “digitalization” of a passive component like a power cable provides
remarkable benefits in terms of efficiency, energy consumption and TCO.
Developed for mobile heavy-duty cables (crane and mining), 2 solutions of on-board monitoring equipment.
Energy Transition – CFP Reduction
E3X – Coating Solutions to Enhance OHL Performance

Coating solution to improve thermal dissipation and radiation
absorption of overhead line conductors, enabling either more power
transmission or lower losses with the same conductor. Retrofitting
existing lines is also possible by means of two robots able to apply
the coating on live lines.
Pilot for retrofitting solution successfully performed with important
customer in NA.
Reduced CFP
Electric Motorway
To support the development of wireless dynamic charging on a test circuit of BreBeMi, Prysmian has developed
innovative LVDC P-Laser cable to power the management units of the charging coils. In this project we have
applied P-Laser recyclable technology to enable transition toward EV wider utilization and to develop the related
infrastructure. Cable for pilot circuit installed and successfully tested, to be operational in 2022.
Energy Transition – Reduced CFP – Enhanced Circularity
Auto powertrain
The rapid evolution of the EV market requires always new products with more performances and complying to
different specification. The full range of solution of power cables (large conductor cross section, Screened solution
etc.) have to be developed and qualified to support the technological trend.
Development and qualification in progress.
Energy Transition
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R&D TLC
Reduced Diameter FlexRibbon Cables

A new range of very high fibre count FlexRibbon cables with reduced diameters to enable a greater length of cable
to be supplied on the drum.First 6912f cable made in 2021. Installation trial with the customer to take place in Q1
2022. Next steps to develop the other cable sizes 1728f and 3456f in 2022.
Reduced CFP - Digitalization
Sirocco Extreme Microduct Cables

A new range of extremely dense fibre optical cables that utilise the
world’s first commercially available 180µm optical fibre. The cables
offer the highest fibre densities on the market enabling them to be
blown into smaller ducts, or for more fibres to be installed into a
current duct. First cable with 288 fibres was launched at the end of
2020. Two further cables with 192 fibres and 576 fibres were launched
in 2021. Three cables 96f, 144f and 432f to be launched in 2022.
Micro Blowable Cables

A range of mini blowable cables with fibre counts from 12 to 48 fibres, that can be blown into small ducts of 5.5mm
and below. These solutions aim to be smaller in diameter than the current cables enabling them to be blown into
smaller ducts, or for more fibres to be installed into a current duct.
12f Pico TX and 48f Sirocco HD launched in ‘21. 24f Pico TX and 36f Sirocco HD to be launched in 2022.
FlexTube Cables without Aramid

The removal of Aramid yarns from FlexTube cables containing one or two micro-modules to provide a lower cost
solution. The removal of the Aramid yarns will also provide a reduction in the carbon footprint of the cable by the
use of less raw materials. Prototypes made and tested of two module cables in Q4 2021. Prototypes of one module
cables to be made in Q1 2022.
Hybrid Cables
The onset of 5G and IOT are driving the need for distributed antennas
and sensors that require both power and data. This is driving the need
for a new range of small hybrid cables that can be used to deliver both
data and low voltage power. First blowable cable launched in 2021
with 6 conductors and 36f. Internal / External hybrid with 8 cores and
12f launched in 2021. Hybrid drop cable with 2 cores and 4f launched
in 2021. Range to be expanded in 2022.
Multi Core Fibre

Development of a multi-core fibre where each fibre contains four
separate cores. This offers four times the capacity of a standard fibre
within the same space, enabling cables to be manufactured with four
times the capacity in the same diameter. First multi-core fibre drawn
and evaluated in Q2 2021. New fibre specification received in Q3 2021.
Next set of fibre and first cable trial to be completed Q2 2022.
Pre-terminated Very High Fibre Count Cables

Development of fully pre-terminate very high fibre count FlexRibbon cable with ultra-compact 144f expanded beam
connectors. This would enable customers to simply install the cable through the duct and plug it into a patch panel
without the need for splicing in the field.
First prototypes of 144f produced in Q3 2021. A full production prototype of 6912f cable to be made in Q2 2022.
First installation trial with a customer targeted for Q4 2022.
127
QR Codes
Project aimed to remove paper copies of installation guides that are supplied with Connectivity products, and
replacing them with a QR code on the product. The installer can simply scan the QR code to call up the installation
instructions on a mobile device.
The QR codes system was implemented in February 2021. All paper installation guides have been removed from
Connectivity products. In 10 months of 2021 there were 2.1m sheets of paper saved. This equates to a CO2 saving
of 18038Kg.
Reduced CFP
R&D NETWORK COMPONENTS
400 & 525 kV DC Asymmetric joints “Twin-plug”

A new DC asymmetric joint at 400 kV and 525 kV is key to optimize the cable system connections, providing a solution
as sea-land joint and as joint between cables insulated with different materials and design. The introduction of
gas-free solutions, as the Twin-plug, will avoid completely any CO2 emission.
Prequalification successfully completed in Q1 2021. Performance tests on P-Laser cable to be performed Q2 2022.
Next steps to assess the feasibility of PQT/EQT between 3500 AL P-Laser and 3000 CU XLPE Q3 2022.
Energy Transition – Reduced CFP
Rigid Repair Joint (RRJ) 275kV shallow water Symmetric

To develop a new RRJ 275 kV for shallow water in submarine application. The outer protection concept is inspired
from the solution successfully qualified for the deep-water application.
Type tests qualification successfully completed in October 2021. Develop a sleeve able to accommodate the
asymmetric connection. Design and production of the RRJ Asymmetric Q3-22.
Energy Transition
EHV AC & HVDC DRY-TYPE Outdoor Sealing Ends (ODSE)

Development and qualification of a full range of self-supporting EHV Dry-Type ODSE up to 420 kV AC and 320 kV
DC technologies.
Type test successfully completed on Dry-Type ODSE for Umax 245kV AC. Click-Fit Outer cone Technology (Jan 2022).
PQ test planned to be started Q1’22. Design and Prototyping 320kV HVDC (Q1-22). Design and Prototyping 420kV
AC (Q4-22).
Energy Transition
128
PROTECTION OF INTELLECTUAL PROPERTY
Protecting the portfolio of patents and trademarks is a key part of the Group’s business, particularly given the growth
strategy adopted in high-tech market segments. At the end of 2021 Prysmian Group has essentially the same number
of patents and patent applications as in previous years.
The number of patents increased in 2018 because of the General Cable acquisition.
The same behavior can be found in the number of families of patents representative of the number of inventions
patented:
NUMBER OF PATENTS AND APPLICATIONS
NUMBER OF PATENTS AND APPLICATIONS
5,881
5,627 5,581 5,539
5,881
5,627 5,581 5,539
4,785 4,871
4,651
4,785 4,871
4,651
2015 2016 2017 2018 2019 2020 2021

NUMBER OF FAMILIES
2015 2016 2017 2018 2019 2020 2021
NUMBER OF FAMILIES
905
853
806
771 780
749 746
905
853
806
771 780
749 746
2015 2016 2017 2018 2019 2020 2021
Prysmian has implemented

2015
a2016
change in the
2017
filing strategy,
2018
consistent
2019
with 2020
the market strategies
2021
of the Group.
Further, the portfolio of patents is reviewed continuously, with a view to abandoning those no longer used by
the Group. This explains why the total number of patents and families is declining. Analysis of the patents in the
Telecom sector makes this trend clear.
The number of patents in the Energy sector appears to be behaving differently, although the strategies implemented
are broadly similar to those adopted by the Telecom sector. The difference is explained by the acquisition of General
Cable, which mostly influenced the total number of patents in the Energy sector.
129
NUMBER OF PATENTS FOR THE ENERGY AND TELECOM SECTORS

NUMBER OF PATENTS FOR THE ENERGY AND TELECOM SECTORS
589
574
589
543 574
527
520 518
543
527
520 518
473
473
316
308
316 288
279 308
288
279
228 226
222
228 226
222
2015 2016 2017 2018 2019 2020 2021
2015 2016 2017 2018 2019 2020 2021
Energy Telecom
Energy Telecom
The annual number of new filings is decreasing despite the marked increase in Records of Invention (ROI) received,
which reflects the volume of inventions submitted to the patents office.
The ratio of patentable inventions to ROI received is clearly lower than in the past.
NEW FIRST FILINGS

NEW FIRST FILINGS
50
50
41
41
31
31
29 29
29 28 29
28
26
26
24 24
24 24
20 20 24
20 20 24
18 18
18 18
17 13
17 13
11 11
11 10 11 10
9 10 10
9
2015 2016 2017 2018 2019 2020 2021

2015 2016 2017 2018 2019 2020 2021
Energy Telecom Total

130
NUMBER OF ROI
NUMBER OF ROI
88
88
80
80
58
56
58
52 51 56
52 51
46
44
46
40 40 44
40 40 44
44 30
29 29
27 29 30 34
29
27 34
28
27
28
22 27
22
12 13
12 13
2015 2016 2017 2018 2019 2020 2021

2015 2016 2017 2018 2019 2020 2021

In the Telecom sector, this phenomenon reflects a temporary decline in the activity of the Optical Fibre domain.
This domain was probably one of those most affected by the pandemic, given that research is mainly carried out
in laboratories and at plants. The pandemic reduced considerably the ability to conduct validation tests and try
out innovative solutions.
NEW FILINGS TELECOM

NEW FILINGS TELECOM
14
14
11 11 11
11 11 11
10 10
10 10
7 7 7
7 7 7
6 6 6 6 6
6 6 6 6 6
5
5
4 4
4 4
3 3
3 3
0 0
0 0
2015 2016 2017 2018 2019 2020 2021
2015 2016 2017 2018 2019 2020 2021
Optical Fiber Telecom Cable FTTx / connectivity

131
NEW ROI TELECOM

NEW ROI TELECOM
23
23
21
21
17 17
17 17
15
14 14 15
14 14 13
13 12
11 11 12
11 10 11 10 10
10 9 10 10
9 8
8
6 6 6
6 6 6 5
5
3
3
2015 2016 2017 2018 2019 2020 2021

2015 2016 2017 2018 2019 2020 2021

Importantly, once again, Group patents were enforced in counterfeiting cases brought in Italy, Germany, the United
Kingdom and France during 2021. These legal initiatives are integral to a broader strategy adopted by the Group to
safeguard the investment made in research and development.
Turning to trademarks, the Prysmian Group filed 123 new trademarks during the year and abandoned 282 that are
no longer used. As a consequence of Brexit, the Group had to register 190 trademarks in the UK that were previously
registered as European trademarks, inclusive of the UK.
The data has been extracted from our internal database, which is constantly updated by the IP team for consistency
with the main databases of available patents. The tools used by the IP team also include a new website for the collection
of ROI and new trademark applications.
The internal database is regularly cross-checked against the databases maintained by the patent and trademark
offices. This data is also checked against the databases held by the external legal advisors that manage certain steps
in the process of obtaining patents and trademarks.
2021 2020
Total number of patents and patent applications worldwide undergoing evaluation 5539 5581
Inventions covered by patent and patent applications worldwide undergoing evaluation 780 806
Inventions related to the Energy Projects and Energy Products segments 308 289
Inventions related to the Telecom sector 472 517
Patent applications filed during the reporting period 24 29
Patent applications in the Projects and Energy sectors 11 11
Patent applications in the Telecom sector 13 18
Patents granted during the year 224 194
Patents granted by the European Patent Office (EPO) 33 52
Patents granted in the United States 58 40
Number of trademarks owned 900 877
Number of registrations 4799 5068
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Lean Manufacturing
In 2021, we increased investments in order to support our ambition to be
an enabler of energy transition, responding to the acceleration in demand
for digitalisation and electrification solutions. Interpreting our role in a
low-carbon future as well as possible also means minimising waste and
achieving operational excellence through lean and efficient organisational
models, which also involves reducing energy and water consumption at
our plants and reducing greenhouse gas emissions. That is why we will
be investing 100 million euros in a CO2 emissions reduction plan over the
next ten years.
During the year, Prysmian completed the construction of the new Leonardo Da Vinci cable-laying ship, to support Group
activities on the underwater cable systems market, in addition to the investments needed to strengthen its position
of leadership in the other value-added segment of high-voltage terrestrial cables. In the Energy and Telecom busine
ss, Prysmian has confirmed its commitment to global transformation based on digitalisation and electrification.
INDUSTRIAL ACTIVITIES
The Prysmian Group’s manufacturing operations are carried out at 108 plants over more than 50 countries. This
enables the company to react in good time to the various requests received from world markets. The geographical
distribution and capabilities of the various plants have allowed the Prysmian Group to consolidate its industrial
strategy even further during 2021. This strategy is based on the following factors:
1. creation of products with higher added value and technological content in a limited number of plants, destined
to become centres of excellence with high technological skills and, where possible, the ability to leverage
economies of scale, with consequent improvement in production efficiency and reduction of capital invested;
2. constant search for greater manufacturing efficiency in the commodities sector, while maintaining a well-
diversified geographical presence in order to minimise distribution costs.
The value of gross investments in 2021 was 283 million euros, an increase on the previous year (246 million euros).
This is the result of the natural recommencing of activities after the suspension imposed by the Covid-19 pandemic,
but is also absolutely essential to keep pace with the growing demand for digitalisation and electrification
solutions, as several of the most important requirements of the so-called energy transition.
Capacity / Product mix
Investment to increase production capacity and take account of changes in mix accounted for 66% of the total.
Energy Projects. The most significant investment is the one linked to completion of the work started in 2020
on a new, state-of-the-art cable-laying ship, the “Leonardo da Vinci”, for which the total planned investment
is in excess of 180 million euros in 3 years. The new cable-laying ship has been designed to be the best on the
market and will guarantee greater capacity and versatility in the implementation of projects, due to advanced
features such as: installation capacity in waters deeper than 2,000 metres, higher cable load capacity thanks to
large rotating drums, the ability to undertake complex installation operations supporting diverse equipment
for cable burial, cutting-edge systems for holding position at sea, and propulsion systems designed specifically
to assure a reduced environmental impact. The Leonardo da Vinci will, in fact, be performing all offshore cable
installation operations for the “Viking Link” contract, which is providing the first underwater cable interconnection
between the United Kingdom and Denmark and involves the design, manufacture and “turn-key” installation
of an interconnection of around 1,250 km of cable for the entire underwater section and 135 km of 525 kV HVDC
terrestrial power transmission lines, using single-core cables sheathed in mass impregnated paper.
133
All the cables will be produced at the Arco Felice (Naples) centre of excellence. In the high-voltage terrestrial
cables business, the investments associated with the three “German Corridors” contracts (SuedOst Link, A - Nord,
Sud Link) have started, for a total of over 2,500km of 525kV DC cables, insulated partly in XLPE and partly with
the P-Laser proprietary technology, completely recyclable, sustainable and high-performance, thanks to the
HPTE (High Performance Thermoplastic Elastomer) material, which offers superior thermal performance, a high
intrinsic reliability and a superior environmental performance to the more traditional technologies. The cables
will be manufactured at the plants in Gron and Montereau (France), Pikkala (Finland) and Abbeville (USA).
Energy Products. Investment in this business segment addressed a number of niche markets in order to meet
growing demand in certain value-adding sectors. In the USA, at Battleboro (North Carolina), the production
capacity was increased to serve the growing demand for products and services for the escalator and elevator
industry. Also in the USA, at Marshall (Texas), investments were started to increase the production of medium-
voltage cables for the energy transmission and distribution sectors, partly as a result of the national infrastructures
plan launched by the US government. There was also growth in demand for medium-voltage cables in the Northern
European regions, and the Group decided to investment in Sweden, at Nassjo, to meet this demand. Lastly, in Latin
America, and particularly in Brazil, at Pocos de Caldas, in the State of Minas Gerais, to be precise, investments
were made to equip the plant with the capability needed to manufacture cables for wind turbines, in anticipation
of growing demand for renewable energy in this geographical area as well.
Telecom. In the Telecom business, Claremont in North Carolina confirmed itself as a centre of excellence in the
USA for the manufacture of cables and optical fibres. In detail, the Group completed a series of investments in the
manufacture of ADSS (All Dielectric Self-Supporting) cables, which are used in outdoor applications and installed
primarily on the transmission towers needed to reach the vast rural areas of North America. Investments started,
at the same time, to increase the capacity of Loose Tube cables in Durango (Mexico), which will become a service
centre for the entire Central and North American region.
Efficiency and Industrial Footprint
Around 17% of total investments was allocated to achieving efficiency improvements for the reduction of fixed
and variable costs (mainly product design and material usage). The Group is continuing to perform an important
cost optimisation activity for the entire production chain of the Telecom business segment. In detail, the focus in
2021 was concentrated on the optical fibre sector and particularly on Claremont, where the investments needed
to adapt the machinery to the best production technologies currently present in the Group were started.
The main activities for the Energy business related to:
• Europe: following reorganisation of production capacity, the investments in several Italian (Pignataro and
Merlino) and Spanish (Abrera, Vilanova and Santa Perpetua) plants were completed.
• North America: in order to pursue the objectives of optimising the production costs of the aluminium cables
used for special applications, the company continued to invest in the Sedalia plant (Missouri).
Lastly, Prysmian Group started a 100 million euros investment plan this year, stretching over the next ten years,
as part of the overall plan for reduction of CO2 equivalent emissions by 46% by 2030 (compared with the 2019
levels) and with the target of achieving Zero emissions (Scope 1 and 2) by 2035.
These emission reduction targets have been approved by the Science Based Targets Initiative (SBTI), an initiative
based on collaboration between the CDP (Carbon Disclosure Project), the United Nations Global Compact, the
World Resources Institute (WRI) and the Worldwide Fund for Nature (WWF).
IT, R&D
Around 10% of investment expenditure was dedicated to further development of the Group’s IT systems, Digital
Transformation initiatives and R&D.
In 2021, the group ERP1 system (SAP 1C) was successfully migrated to the new SAP S4/HANA platform.
The system, which currently manages 78 plants, in 28 countries, is now entirely on a Cloud infrastructure and
has a simplified database.
This technological upgrade will allow an acceleration, over the coming months, towards the concept of “Intelligent
ERP”, through the use of Real Time data, Advanced Analytics and a better User Experience.
1 ERP: Enterprise Resource Planning.
134
In the Operations area, projects were started for implementation of the new Corporate MES (FastTrack), in Pikkala
(Finland) and at Slatina Energy (Romania), with the go-live planned for April 2022.
A further two business areas that received significant IT investment were the HR function, for which the project
to digitalise the Workday platform was completed, and the Treasury function, with consolidation of the new SAP
Treasury S4 platform. In the R&D segment, the project for implementation of the new “Cable Builder” global
platform for design of cables, which will go-live in 2022, continued. Investments in the Customer Centricity
program continue and have increased. A new initiative was started here, as part of the plan to strengthen the
company “eServices strategy” through introduction of a new B2B portal.
In a year in which the pandemic has stressed global IT systems and infrastructures, Prysmian IT has played a
fundamental role in increasing the digital competitive edge of the Group, also strengthening the Cybersecurity
protection measures, thanks to renewal of the contract with Microsoft.
A digital strategy (“Digital Ambition”), serving to guide innovation and support the transition of Prysmian from
a pure manufacturer of cables to a supplier of solutions, was simultaneously developed. The Predictive Quality
project was completed in 2021 at three production sites: FOS, Douvrin and Clermont.
A new “Data Science Lab” was also created in this area, involving 30 employees and six plants. Lastly, in the
augmented reality area, the PG Connect project, which involved over 150 employees and 50 plants, was started
and completed.
Base-load
Capital investment to maintain capacity amounted to around 17% of the total, with a slight increase on the
previous year. A significant part of this amount is related to the start of work to remove all asbestos present at
every Group plant around the world.
135
Our environmental responsibility

We have undertaken a rigorous long-term commitment to reduce our
environmental impact, in terms of both our production systems and supply
chain. Our targets were approved this year by the Science Based Target
Initiative and will take us to Net Zero for our operations by 2035 and for
other indirect emissions by 2050.
ENVIRONMENTAL PROTECTION
The Group strives actively to safeguard and protect the environment and conserve natural resources, in order to
create sustainable value for the benefit of both the organisation and our stakeholders.
The Group’s commitment to safeguarding the environment and conserving natural resources is expressed not
only by the intrinsic characteristics of our products, but also by how our production systems are managed. In
particular, the prevention and reduction of their environmental impact is achieved, for example, by the efficient
use of natural resources, the optimisation of logistics flows and the responsible management of waste.
This commitment is manifested primarily through application of the Group’s Health, Safety and Environment
Policy, which was updated in 2020 to better represent the Group’s Vision, its commitment to consolidating the
culture of Health and Safety and protecting the environment also through biodiversity safeguards in sites where
the Group operates and the systematic management of Energy.
The group sees these steps as essential for the achievement of its goals and the creation of value for all the
Group’s stakeholders.
In 2021, the ongoing COVID-19 emergency affected all the Group’s geographical areas at different times. As a
consequence, the activities of the HSE function were concentrated on central coordination, planning, support
and reporting activities for all initiatives and actions.
These measures were adopted both centrally and locally, with the aim of progressively achieving the environmental
targets for 2022.
Great attention has been given to the collection and analysis of HSE data, in accordance with Group-level criteria.
Data deemed “material” is reported by business units on a monthly basis, thus allowing for a more reliable and
up-to-date database. This allows the HSE functions at Regional and Corporate level to analyse this data throughout
the year.
They can therefore not only check its development and ongoing compliance with local legislative requirements,
but also make forecasts and launch or extend, to an increasingly larger number of units, those specific actions
and/or projects coordinated at central level, including initiatives aimed at achieving Group-level targets.
Notable in this context are the energy efficiency projects to reduce energy consumption and greenhouse gas
emissions2 (GHG) at Group level, the waste management improvement initiatives to increase recycled percentages,
and the continuous improvement of Health, Safety, Environment and Energy management systems and tools,
both at production unit and organisational level.
In view of the above, the Prysmian Group also participated in the CDP - Climate Change and Water Security section
in 2021, reporting greenhouse gas emissions and water consumption for the year 2020. It maintained or improved
its CDP rating in the Water section.
The energy efficiency projects launched in 2021 covered several areas of interest. Some of them had been previously
studied and analysed by the HSE function jointly with other central functions, with the goal of implementing the
already validated initiatives in an increasing number of the Group’s regions and plants.
2 The emissions reduction targets refer to all “direct” Scope 1 emissions (i.e. resulting from production processes) and “indirect” Scope 2 emissions (deriving from the
purchase of energy).
136
With regard to the selected priority areas of common interest to the group’s business units, the following significant
actions are underway:
• The “Relamping with LED”project: in 2021, work began on replacing lighting systems at more than 30 sites in
10 different countries, saving around 2000 tonnes of CO2 annually. The project was 70% completed overall at
the end of 2021, with many sites having finished relamping and others expecting to conclude work in the first
half of 2022. The Relamping project will carry on in 2022 for the completion of the work begun in 2021 and the
involvement of additional Group business units, working towards the central coordination of the programme
to achieve further benefits in terms of energy savings and greenhouse gas emissions.
• Efficiency of compressed air production and distribution systems: in several of the Group’s units, research was
carried out on the potential for reducing electricity consumption from the use of compressors and distribution
of compressed air. In addition to renewing obsolete compressors, several projects were launched to recover
thermal energy from compressors and to optimise compressed air networks by pinpointing and correcting losses
and/or inefficiencies in compressed air distribution systems.
• Efficiency of heating systems. Measurements and evaluations have been carried out in many units and more
are under way to replace obsolete equipment with newly developed systems and to identify possible lower
environmental impact alternatives.
• In particular, around a dozen projects have been launched in as many business units in 2021, aimed at replacing
obsolete equipment, changing fuel or optimising thermal power plant management by introducing economisers
or maintaining steam production systems.
• In many cases, possible alternative energy sources were evaluated with a view to reducing CO2 emissions, in line
with the Group’s objectives.
• Consumption monitoring systems (smart metering)
• The German operating units are exceptional in terms of continual improvements in energy performance and
judicious cost management. This is partly thanks to a mature and well-managed Energy Management System in
accordance with the ISO 50001 standard. Consumption monitoring is a valuable management tool that allows
increasingly detailed knowledge of energy performance in all buildings and production areas.
• Of particular note is the Neustadt plant, where the monitoring system was doubled in 2021 with the installation of 125
new meters. The data is collected in a server and allows very detailed readings covering all the critical energy-hungry
areas/lines and enabling rapid assessments of actual consumption and identification of areas of improvement.
In 2021, an Energy Management project in collaboration with Accenture was implemented in the Italian
plant at Pignataro Maggiore. The project served as a Pilot Project for energy consumption optimisation
through a series of actions to be implemented, monitored and consolidated in the Pignataro plant, with
a view to possible further implementation at group level. Each step of the project would involve:
• central control for monitoring the energy consumption
• checks at plant level to identify opportunities for optimisation
• definition of investments to be made within a specific budget
• evaluation of each investment, using performance indicators, including the Environmental Index
[ton CO2/k€]
energy savings and reduction of environmental impact were calculated, to be achieved through a series
of energy efficiency measures and selected on the basis of the improvement envisaged, feasibility
and cost. They were also designed to act on a range of issues and processes common to the Group’s
operating units.
Some actions had already been recommended in the 2019 Energy Diagnosis or previously considered by site staff.
Multiple optimisation proposals were also identified as part of the project, based on a model of forecast consumption
that took numerous variables into account.
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Other actions worth mentioning are:
• Extension of the monitoring system and of the variables measured;

• Optimisation of the LED lighting system by installing twilight switches;
• Optimisation of the system for the production and distribution of compressed air;
• Optimisation of the heating/cooling systems;
• Optimisation of the industrial ventilation systems;
• Evaluation of engine efficiency and functioning, with replacements and optimisation work.
Work to evaluate the targets reached began 6 months after launching the project, in order to confirm the savings
forecasts. By the end of 2021, the actions and measurements carried out showed results in line with forecasts, both
in terms of energy savings (over 6%) and CO2 savings (over 400 tCO2/year). Further actions are already planned at
the Pignataro plant; in view of the good results obtained at this site, Prysmian and Accenture will evaluate how to
extend and implement the Energy Management project to other Prysmian operating units.
Finally, note that from 2021 onwards, the performance indicators used by the operational functions to evaluate
investments and industrial projects shall include not only energy and economic efficiency, but also GHG savings
(where applicable) as an indicator of the actual environmental benefit of the projects.
These evaluations do not only concern major centrally-promoted investments (e.g. the project to modify and
relocate the Aluminium Rolling Mill in the Brazilian plant of Poços de Caldas, whose productivity and safety benefits
are accompanied by significant CO2 emissions savings), but also the management of local initiatives, projects or
plant solutions.
In order to encourage local functions to include the environmental variable in their evaluation criteria, the HSE
function worked with the Manufacturing function in 2021 to provide operational units with a simple tool called the
CO2 Calculator for calculating the GHG emissions associated with a given project or plant solution.
The tool, incorporating Emission and Conversion Factors extracted from internationally recognised reporting
databases, allows the calculation of consumption and related GHG emissions, before and after the action, taking
into account the country and the energy sources involved.
HSE has delivered a number of training sessions for HSE and Manufacturing personnel in various places and plans
to periodically update the tool and training schemes, in line with Group-level sustainability targets and initiatives.
Generation of waste and impacts of the waste produced

This theme is significant, not only in terms of process efficiency, but also for its association with potential impacts
on the various environmental matrices, and from there linked to processes of origin and disposal methods.
Therefore, as part of the Environmental Management System, specific procedures and operating instructions have
been drawn up and are constantly updated, also on the basis of any legislative changes and innovations, for the
correct identification of:
1. Activities, processes, projects and investments that generate waste, and evaluation of the associated potential
environmental impacts, under normal and abnormal/emergency conditions;
2. Types of waste generated, their classification under locally applicable legislation and proper grouping and
reporting, in line with internal criteria established uniformly at Group level;
3. Specific instructions and staff training for the proper handling of waste in the group’s business units and for its
disposal in accordance with regulatory requirements, but also in order to minimise the environmental impact
of operations downstream in the supply chain;
4. Specific instructions and training for staff on the reporting of waste in the database managed by HSE (database
for reporting in the NFD), with particular attention to the reporting of all types of production waste;
5. Specific requirements and/or performance indicators applicable to the various types of suppliers, with
HSE sample audits to verify waste operations, in accordance with contractual agreements and regulatory
requirements.
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In this regard, Prysmian is also testing different types of actions, which when combined will help reduce the
environmental impacts of materials procured, production processes and waste produced. These actions involve
its own units, the upstream supply chain, and downstream disposal operations.
the current percentage of recycled waste – one of the Group’s improvement targets – highlights some of the
successful actions already carried out.
In 2021, Group-level investments in all health, safety and environmental projects, including energy efficiency,
water and waste activities, amounted to approximately 33 million euro.
The Prysmian Group has continued to manage various activities, including active participation in working groups
and committees of trade associations, such as EuropaCable’s ECOE Committee and its dedicated Task Forces.
In view of the growing importance of sustainability in Europe and the new EU greenhouse gas regulations, a special
Sustainability Committee was set up within EuropaCable in 2021, in which Prysmian is actively involved. The various
preceding working groups have been renamed in order to continue to contribute on the basis of specific issues.
Technical elements have been brought into the Sustainability Committee to give further support to the decision-
making flow and any applications or requests to legislative bodies, within the appropriate categories of origin.
Management systems
In order to achieve the goal of certifying the Environmental Management System in all the Group’s units, the HSE
function continued to coordinate and monitor the Certification programme, adding a further nine plants to the list
of ISO 14001 certified sites. By the end of 2021, a total of 90% of Prysmian plants were certified under ISO 14001.
The group’s percentage of ISO 45001 standards on Health and Safety Management Systems fell slightly from
the previous year, mainly due to the acquisition of some uncertified operating units. The figure was 69% at the
end of 2021.The above percentages relate to production sites only. Various types of Group entities have also been
certified, such as R&D, installation and assembly and distribution centres, etc., for a total of a further five ISO 14001
certificates and six ISO 45001 certificates.
The Group promotes the integrated use of Management Systems (ISO 9001-45001-14001-50001), IT system support,
the definition of specific targets and performance indicators (KPIs) for individual Regions or Business Units, as
essential elements in the sustainability path of all affiliates, in line with the commitments undertaken at Group level.
Science-based targets
The targets set by Prysmian for the reduction of greenhouse gas emissions were presented to the Science Based
Target Initiative (SBTi) in 2021. The SBTi assessed these targets against the suitability criteria identified in the Call
to Action and, after close examination, confirmed the targets in a validation report and an approval letter.
Our ambition for the targets:
• The Prysmian Group commits TO ACHIEVING A 46% REDUCTION IN TOTAL

SCOPE 1 AND 2 GHG EMISSIONS, with respect to 2019 levels, BY 2030.
• The Prysmian Group also commits TO ACHIEVING A 21% REDUCTION IN TOTAL
SCOPE 3 GHG EMISSIONS deriving from the goods and services purchased
and the use of products sold.
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The Prysmian Group ambition for Scope 1 and 2 targets was considered consistent with the SBTi criteria and
recommendations (version 4.2); indeed, the SBTi target validation team established that this ambition is in line
with the commitment to contain the rise in global temperature to less than 1.5°C, which is currently the most
ambitious target in the context of our activities.
The Scope 3 target was considered to be especially ambitious, because the objective exceeds the requirements for
containing the rise in global temperature to less than 2°C, based on the Absolute Contraction Approach.
Decarbonisation
Working together with Carbon Trust, Prysmian has commenced an in-depth analysis of the energy audits carried out
in all business areas, the action plans adopted to increase energy efficiency and the specific self-audit questionnaires
completed. This work has defined a range of possible additional emission-reduction initiatives to be implemented
and their individual contributions to achievement of the science-based targets, as well as the extent of the
decarbonisation obtainable by adopting the planned measures and any gaps between the targets and the overall
impact of the measures identified.
This analysis has contributed to the preparation of a decarbonisation roadmap for the Prysmian Group, with the
definition of a programme of priority activities and forecasts of the investment needed and the energy savings that
may be obtained over the time period considered.
Scope 3 emission reduction factors

Since 2013, Prysmian has published its environment management initiatives, participating in the CDP global
environmental reporting system. Prysmian uses CDP to report in GHG emissions throughout the value chain. In
particular, the 2021 Scope 3 emissions of the Group will be reported in the 2022 CDP Climate Change questionnaire,
which is published and made public every year.
The majority of the GHG emissions generated by Prysmian are classified as Scope 3, representing more than 99%
of the total ecological footprint of the Group. In order to contribute even more significantly to the reduction of
emissions and analyse in even greater depth the business activities at all levels in the value chain, during 2021
Prysmian decided to extend the monitoring and reporting of Scope 3 emissions by redefining the calculation of
INCIDENCE OF SCOPE
all Scope 3 categories. 3 EMISSIONS
Detailed quantification of the Scope 3 emissions, carried out with reference to the Scope 3
standard of the GHG Protocol, highlighted that these emissions are mainly attributable to the “use of products sold”,
representing over 97% of the total ecological footprint of the Group and the total emissions generated throughout
the value chain, as shown in the following chart.
INCIDENCE OF SCOPE 3 EMISSIONS

97.8% Use of sold products
1.9% Purchased goods and servic
0.3% Other Scope 3 emissions

1.9% Purchased goods and services
INCIDENCE OF SCOPE 3 EMISSIONS 0.3% Other Scope 3 emissions

1.9% Purchased goods and services
0.3% Other Scope 3 emissions
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Despite the difficulties posed by the management of indirect emissions, the definition of Scope 3 targets will
enable the Group to increase participation throughout the entire value chain and mitigate risks, as well as to
propose innovative solutions and initiate new collaborations, thus responding effectively to the related pressures
applied by investors, customers and civil society.
In 2021 Prysmian again identified suppliers deemed significant according to Group-defined sustainability criteria
and included them in the reporting and allocation to Prysmian of their emissions, in collaboration with CDP.
In 2021, the Group has significantly increased its’ CDP reach to over 50% of its total spend resulting in an improved
response rate, which gives a clear indication of the efforts made to reduce GHG emissions within the supply chain.
Prysmian is considering broadening the scope of supply chain enquiries in order to be able to evaluate all types
of supply chain risks, and in 2022 plans to analyse water issues as well as climate change.
Environmental assessment of products, customer requirements and customer satisfaction
The commitment of Prysmian to preventing and reducing the environmental impact associated with Group
activities and products is evidenced, in particular, by the responsible management of the various phases in the
life cycle of each product.
This ranges from the efficient use of energy resources and raw materials, to the optimisation of logistics flows and
the enhancement of production process efficiency, as well as to the reduction of emissions and the responsible
management of waste that, taken together, comprise the carbon footprint of the product.
Since 2018 the Prysmian Group has included calculation of the carbon footprint of its products (from the extraction
of raw materials to shipment of the finished products from the plant) in the management systems used throughout
the world for product development activities.
This functionality summarises the overall CO2 footprint for each design of cable, from the extraction of raw
materials to shipment of the finished products from the plant, taking into consideration the contributions made
by the related production processes and by the metals and other materials used. The carbon footprint amounts
associated with the unit weight of each material are available from EcoInvent database, which is widely used
around the world.
During 2021 Prysmian continued to collaborate with a number of customers and specialist external companies,
and the HSE and R&D functions carried out studies to quantify the environmental aspects and impacts of its
products. These studies were based on the principles and methodology of the Life Cycle Assessment (LCA),
in accordance with ISO 14040 and 14044, and used sector specific performance criteria, methodologies and
indicators (Product Category Rules - PCRs).
In 2021, the following notable recognitions were obtained in cooperation with major customers:
• certification of the EPD studies carried out in accordance with ISO 14025 & EN 15804 for MV underground cables
produced at the Swedish plant;
• certificate of compliance with the ISO 14067:2018 standard, for studies on two types of Accessory, produced
in some of the Group’s operating units in Italy, France and Spain, as requested by an important customer.
This work has broadened the vision of the product environmental assessment, enabling us to understand better
the environmental aspects and impacts of an ever broader range of products.
Further studies are in fact already underway in response to growing market and customer demand, and in 2022
will lead to the completion of EPD and CFP studies for a large number of products, involving business units in
several countries.
The commitment of Prysmian and the improvement initiatives launched over the years, with a view to using
resources more efficiently and reducing the environmental impact of production processes and products, have
already resulted in environmental benefits and cost reductions and, accordingly, the Group will continue efforts
to improve continuously its HSE performance.
In particular, the HSE function, with the cooperation of other central functions and the operating units, will
endeavour to ensure:
141
• the reporting of increasingly precise and reliable data and information, at Group level, about consumption and
greenhouse gas emissions;
• the growing involvement of Group suppliers in monitoring and quantifying the impacts of climate change
associated with the Prysmian supply chain;
• increasingly detailed quantification of the environmental impact of our products throughout their entire life
cycle, paying particular attention to the impact of the materials and services acquired;
• the precise collection of data and information about the consumption of specific cable production processes;
• the systematic application of methodologies for calculating the footprint of products (e.g. EPD or carbon
footprint/ISO 14067);
• the monitoring of improvement objectives for the future and their eventual updating, with the involvement of
all levels of the organisation in the planning of the initiatives and activities necessary for the achievement of
the stated commitments;
• ongoing implementation of energy efficiency initiatives in compliance with regulations (e.g. Directive 2012/27/
EU on Energy Efficiency as amended and related national transpositions), the specific campaigns promoted
nationally and, the commitments undertaken at the Paris COP 21 Conference on Climate Change;
• the selection and coordination of specific projects to be implemented in the Group’s operating units, with their
efforts carefully calibrated towards local operating requirements.
ENVIRONMENTAL PERFORMANCE
In terms of environmental impacts, the Group reports in this document those that are most significant in terms
of responsibility towards employees, local communities and as a competitiveness and value factor for the Group.
These aspects are:
• energy consumption, obtained as the sum of all energy sources used in manufacturing and service activities;
• water consumption, which is significant due to the large volumes needed for cooling in the various production cycles;
• hazardous and non-hazardous waste, significant for its potential impacts on the various environmental matrices,
depending on the processes of origin and disposal methods, but for some categories process efficiency is also relevant;
• recycled waste – hazardous and non-hazardous: increasing the percentage of recycled waste helps reduce the
environmental impact associated with waste disposal operations;
• emissions of greenhouse gases, primarily linked to the use of sources of energy and, to a very limited extent, to the
use of greenhouse gases at certain stages of production;
• biodiversity: the impact of operations on the natural habitats in which the Group operates.

Based on assessments and past experience, the Group does not report on the following aspects, which are considered
to be less significant:
• waste water originating from cooling systems, if not contained within a closed-circuit system and if not requiring
special treatment;
• atmospheric emissions generated by production processes, which are not especially significant in most cases.
Further details on performance indicators, perimeter and reporting methods are available in the “Notes on the
data and information”.
During the period 2019-2021, the Group did not receive any significant penalties (monetary3 or other) for regulatory
non-compliance in the environmental field.
The matters identified during periodic internal checks or visits from external bodies or customers are managed
directly by the sites concerned, which determine the actions to be implemented and the related timing.
Should it not be possible to meet the deadline for the restoration of conformity, the management of the sites
concerned arrange, with support from the country HSE function, to contact the supervisory bodies, confirming the
willingness of Prysmian to implement the necessary measures and justifying the request to extend the deadline
dates established by them.
It should be noted that in 2021, pandemic management measures and actual cases of Covid infection lead to periods
of closure for some of the Group’s production units, in accordance with the requirements of the individual competent
authorities.
3 For monetary penalties, significant means fines above 10,000 euro.
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As in the prior year, environmental data was estimated for those plants (2 in 2021,around 2%) that do not have
reliable information. In addition, the 2021 environmental data reported here below also includes the EHC Group’s
production units of the accessory product line, which are still undergoing a gradual integration into the Group’s
centralised HSE data collection system and therefore reported 2021 data in some cases only partially. The data
related to waste production and water withdrawals for the Sicable production site (Côte d’Ivoire) has been
estimated using the data collected in the 2019 reporting year.
Energy consumption
Total energy consumption by the Group in 2021 was higher than in 2020 due, in part, to expansion of the reporting
perimeter on acquisition of the EHC plants and the increase in production after the Covid-19 pandemic.
PRYSMIAN GROUP
Energy Consumed (GJ) Total 2021* Total 2020 Total 2019
Electricity 3,588,272 3,800,896 4,667,246
Electricity from renewable sources 2,593,155 2,099,436 1,721,844
Natural gas 3,121,660 3,144,106 3,256,405
LPG 136,024 111,009 118,990
Petrol 5,905 13,232 11,965
Diesel 127,883 124,474 112,545
Fuel oil 6,050 24,659 31,321
Steam (purchased, not produced internally) 6,977 3,381 8,242
Steam (purchased from distribution networks) 150,491 126,872 104,937
Chilled water 281 374 1,054
Total 9,736,699 9,448,439 10,034,549
* The Energy Consumption data for 2021 of the Chiplun and Sohar plants have been estimated, as already done in 2020 and 2019. The values reported in the
Prysmian Scorecard (page 41) do not contain the estimates for such sites
As can be seen from the charts below, power cable production is the most energy-intensive product line: consuming
68.67% of the total energy.
POWER TELECOM OPTICAL

ACCESSORIES WIRE ROD
CABLES CABLES FIBRE
Energy Consumption
68.67% 8.41% 1.64% 18.42% 2.87%
per Product line
With regard to energy intensity in comparison to 2021 production volumes, the following table shows the values
for individual Product Lines:
PRYSMIAN GROUP
2021 Power cables GJ/Ton Telecom cables GJ/km Optical fibre GJ/km Wire rod GJ/ton
Energy consumed
3.38 0.02 0.04 2.24
per km/ton of product
2020 Power cables GJ/Ton Telecom cables GJ/km Optical fibre GJ/km Wire rod GJ/ton
Energy consumed
3.56 0.02 0.04 2.18
per km/ton of product
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Greenhouse gas emissions
Greenhouse gas emissions, measured in tonnes of CO2 equivalent, were calculated using the methodologies
indicated in “The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition,
2004)” considering, for the Scope 1 GHG emissions (direct greenhouse gas emissions), the consumption of
fuels, the release of overflow refrigerant gas and the release of SF6 and, for the Scope 2 GHG emissions (indirect
emissions of greenhouse gases), the consumption of purchased energy (mainly electricity).
The Prysmian Group is a multinational and diversified concern; for this reason, and consistent with the requirements
of the reporting standard, two main methods for accounting for emissions in Scope 2 are used: the Location-based
method and the Market-based method. Both methods, described below, are recognised and required by the GHG
Protocol and are necessary for the reporting of Scope 2 emissions in the “CDP’s Climate Change programme”
starting in 2016.
LOCATION BASED METHOD MARKET BASED METHOD
This is a method for quantifying Scope 2 CO2 emissions This is a method for quantifying Scope 2 CO2 emissions based
based on average emission factors for energy generation by on the CO2 emissions of the energy suppliers from which the
well-defined geographical boundaries, including local, sub- reporter (company that compiles the report) purchases,
national or national boundaries. under contract, an electricity package. Markets differ on the
contracts available for the purchase of energy or on the claim
of specific attributes, but may include: guarantee certificates
of energy origin and direct contracts with suppliers (RECs,
GOs, I-REC, etc.); supplier-specific emission factors; default
emission factors that represent uncontrolled or unclaimed
energy and emissions (defined as “residual mix”); regional or
sub-national medium or national emission factors.
In 2021, total (location-based) emissions within Prysmian Group’s scope were 824,458 tCO2, down compared to
2020 (-1.02%).
The Prysmian Group purchased Guarantee of Origin certificates from several European suppliers once again in 2021,
with the aim of reducing the corresponding CO2 emissions in accordance with the Market-based calculation method.
PRYSMIAN GROUP 2021
Emissions of tCO2 Total 2021* Total 2020 Total 2019
Scope 1 Direct emissions from combustion 195,234 197,113 204,069
Emissions from refrigerant gas leaks 7,047 7,626 9,724
Emissions from SF6 gas leaks 117,186 108,610 116,123
Total Scope 1 319,467 313,349 329,916
Scope 2 Location-based 504,991 519,589 588,983
Market-based 358,395 422,675 540,565
Totale Scope 1 and Scope 2 (Location-based) 824,458 832,938 918,899
Scope 1 and Scope 2 (Market-based) 677,862 736,024 870,481
* The CO2 emissions for 2021 of the Chiplun and Sohar plants have been estimated, as already done in 2020 and 2019. The values reported in the Prysmian
Scorecard (page 41) do not contain the estimates for such sites.
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Emissions by product line (2021)
TOTAL POWER CABLES TELECOM CABLES ACCESSORIES OPTICAL FIBRE WIRE ROD
Scope 1 and Scope 2 (Location Based) 67.52% 8.55% 9.50% 12.66% 1.78%
Scope 1 and Scope 2 (Market Based) 65.21% 9.12% 11.27% 12.10% 2.30%
With regard to emissions intensity with respect to 2021 production volume, the following table shows the values
for the individual product lines:
PRYSMIAN GROUP
Emissions per Km/Ton of product Power cables Telecom cables Optical Fibre Wire rod
2021 tCO2 eq/Ton tCO2 eq/Km tCO2 eq/Km tCO2 eq/Ton
Scope 1 Total Scope 1 0.09378 0.00019 0.00110 0.10271
Scope 2 Location-based 0.18755 0.00136 0.00140 0.01529
Market-based 0.12868 0.00116 0.00086 0.02233
Total Scope 1 and Scope 2 (Location Based) 0.28143 0.00156 0.00250 0.11800
Scope 1 and Scope 2 (Market Based) 0.22246 0.00136 0.00195 0.12504
Emissions per Km/Ton of product

2020
Market-based 0.16807 0.00154 0.00092 0.02357
Emissions per Km/Ton of product

2019
Market-based 0.19500 0.00154 0.00121 0.00977
Also, with regard to Scope 1 emissions, it should be noted that refrigerant gas refills, which are considered in order to
quantify the relative fugitive emissions, do not occur consistently every year but are instead carried out intermittently
(according to need) even at long-term intervals, resulting in a minimally linear trend, with possible jumps up and down.
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Waste
The main types of waste generated by productive activities have been split into specific categories, classifying their
level of danger (hazardous waste and non-hazardous waste) according to the related classification system, regardless
of the country of origin and disposal of the waste. An exception is made for certain types of waste (such as laboratory
chemicals), whose allocation among the categories depends on local regulatory requirements. Overall, the quantity of
waste produced by the Prysmian Group in 2021 totalled 212,703,640 kilograms, +11.4% with respect to 2020; hazardous
waste represented 6.3 % of the total waste produced .
In order to track and assess the sustainability of the supply chain with regard to waste management processes and
activities, in 2021 certain affiliates defined specific criteria addressing their ability and technologies to process the various
categories of waste, in order to ensure the achievement of their objectives and contribute to reducing the environmental
impacts of waste disposal. In general, there were marked fluctuations in the quantities of hazardous waste produced in
2021, compared with 2020, due to changing, renewing and related emptying of certain types of classified fluids, such as
extruded oil, lubricants and solvents, which happens when necessary and depending on maintenance needs.
PRYSMIAN GROUP
Waste produced by type (kg) Total 2021* Total 2020 Total 2019
Hazardous 13,466,833 10,957,352 14,184,343
Non-hazardous 199,236,807 180,026,709 155,434,381
Total 212,703,640 190,984,061 169,618,723
* The waste production data of the Chiplun and Sohar plants has been estimated, as already done in 2020 and 2019.
As can be seen from the following tables, the production of power cables generates the majority of hazardous waste:
53.6%. With regard to non-hazardous waste, the types considered depend on the production needs of each plant.
In addition, since certain types of waste are production performance indicators, especially scrap metals, the central
functions (HSE and Manufacturing) are carrying out ever more detailed checks to align at Group level the way that waste
is collected and reported.
In particular, from 2020 reports include a specific “Scrap cable” caption in order to improve the tracking of that material.
WASTE PRODUCED BY PRODUCT LINE 2021
Power cables Telecom cables Accessories Optical fibre Wire rod
% non-hazardous waste 84.66% 11.86% 1.50% 1.79% 0.18%
% hazardous waste 53.59% 8.83% 1.22% 23.77% 12.59%
The quantities of waste produced by unit of production are presented below. The values for hazardous waste by product
line are virtually unchanged; by contrast, there is a significant difference in the non-hazardous waste produced, especially
by the power cables business. This is explained by introduction of the specific “Scrap cable” caption.
PRYSMIAN GROUP
Power cables kg Telecom cables kg Optical fibre kg Wire rod kg

Hazardous waste per km/Ton
waste/Ton waste/km waste/km waste/Ton
2021 3,65 0.03 0.08 13.64
2020 3.35 0.01 0.06 12.92
2019 3.79 0.01 0.10 11.18
Power cables kg Telecom cables kg Optical fibre kg Wire rod kg
Non-hazardous waste per km/Ton
waste/Ton waste/km waste/km waste/Ton
2021 85.27 0.52 0.09 2.89
2020 83.43 0.49 0.07 2.39
2019 63.59 0.43 0.13 2.07
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As mentioned in previous Consolidated non-financial statements, Prysmian has carried out a more in-depth analysis
of the disposal method used for different categories of waste produced.
Downstream of the analysis, it emerges that 69% of the waste is recycled, in line with 2020, while 21% is sent to
landfills.
PRYSMIAN GROUP 2021
Waste by disposal method (kg) 1

Hazardous Non-hazardous Total 2021
Landfill 2,419,302 42,212,602 44,631,904
Incinerator 3,134,748 11,686,255 14,821,003
Recycled 6,492,312 140,297,687 146,789,999
Other 1,420,471 5,040,263 6,460,734
Total 13,466,833 199,236,807 212,703,640
1 Waste production data for the Chiplun and Sohar plants were estimated as done in 2020 and 2019. The values reported in the Group Scorecard (page 41) do not
contain estimates for these values
PRYSMIAN GROUP 2020
Waste by disposal method (kg) 1

Hazardous Non-hazardous Total 2021
Landfill 1,320,485 37,254,607 38,575,092
Incinerator 2,706,586 12,656,806 15,363,392
Recycled 5,815,559 126,358,829 132,174,389
Other 1,114,722 3,756,466 4,871,188
Total 10,957,352 180,026,709 190,984,061
PRYSMIAN GROUP 2019
Waste by disposal method (kg)1 Hazardous Non-hazardous Total 2021

Landfill 1,479,197 36,188,777 37,667,973
Incinerator 4,085,358 8,503,737 12,589,096
Recycled 7,336,840 99,350,854 106,687,693
Other 1,282,948 11,391,013 12,673,961
Total 14,184,343 155,434,381 169,618,723
WASTE BY DISPOSAL METHOD (2021)
WASTE BY DISPOSAL METHOD (2021)

69% Recycled
21% Landfill
WASTE BY DISPOSAL METHOD (2021) 7% Incinerator
3% Other
69% Recycled
21% Landfill
7% Incinerator
3% Other
69% Recycled
21% Landfill
7% Incinerator
3% Other
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Management of water resources
Prysmian plants principally use water for cooling purposes; accordingly, the quality specifications for industrial
water merely seek to prevent all biological and/or corrosion risks within the cooling circuits. For this purpose, some
plants need to use softeners or biological treatments, depending on the source from which the water is drawn and
its characteristics.
Local wells are the main sources of water, satisfying more than half of all water needs, supported by other sources
of surface water and the public water main. In order to optimise the consumption of water and energy, the process
water used for cooling at many Prysmian plants is recirculated, in whole or in part, depending on the situation. As
a result, the volume of water drawn is low in many cases.
As a precaution, Prysmian assumes that water consumption is equal to the volume of water drawn. Water volumes
at plants are monitored regularly at country/region level and reported at business level.
Incoming water is also monitored at local level, to guarantee correct and optimal use of this resource. For waste
water, the type of measurements performed and their frequency are established locally and are not tracked at
Group level, partly in consideration of the fact that, in many cases, industrial discharges are virtually zero, due to
use of recirculating systems.
In fact, at the plants where a closed cooling water recirculating system is present, the industrial water discharges are
virtually absent. In contrast, where there are open or partially open cooling systems, the cooling water is discharged
into a sewer system or surface waters. Treatment units are installed upstream of discharges, if necessary, in order
to guarantee regulatory compliance, minimise the potential impact on the receiving body of water and avoid
incidents of any kind. The quality of discharged water is monitored periodically and checked by external bodies,
which carry out regular inspections or audits.
The Group is considering supplementing the water resource reporting, in order to highlight the systems and
procedures already in operation, thanks to which the significance of water management is limited, as are the
assessments performed, making them even more transparent for all stakeholders.
Considering the quantity and quality of water sources, the type of usage, the recycling systems used and, in general,
assessment of the environmental aspects and impacts as part of the Environmental management system, it is
clear that the most significant water-related impact is not directly associated with organisational activities, but
rather with the supply chain and, in particular, with the production cycles of base metal suppliers. For this reason,
in addition to continuing to track and audit “critical” suppliers with reference to sustainability criteria and indices,
Prysmian extended assessment of the risks related to the availability of water to the entire supply chain in 2021
and is considering the introduction of specific rating systems, including the CDP Water Security Questionnaire, in
order to assess the management of water resources within the supply chain.
Consumption of water resources
Power cables represent the product line with the greatest impact on the consumption of water, drawing 76% of
the Group’s water resources in 2021.
All areas in which Group plants are located were evaluated during 2021 in order to identify possible water-stress
conditions. Water stress refers to the ability or inability to satisfy the demand for water for human and ecological
needs. This stress may derive from the availability, quality or accessibility of water. Assessments are made using
the Aqueduct Water Risk Atlas, which is a tool that identifies water-stressed areas where the total volume of water
drawn annually exceeds 80% of the total annual renewable supply. The water drawn by the Group is analysed
below, distinguishing between water stress areas and other areas. In 2021, the water drawn from water stress areas
represented about 28% of the total volume drawn by the Group.
148
PRYSMIAN GROUP 1/3/4
Water drawn (m3) by source 2 All areas Water stress areas Total
Water from wells 2,745,141 1,975,482 4,809,692
Water from public water main 2,120,525 432,853 2,601,554
Water from other sources 1,208,089 - 1,230,884
Total 6,073,755 2,408,335 8,642,129
Water drawn (m3) by source1 20202
Water from wells 3,037,448 1,926,023 5,060,794
Water from public water main 2,126,881 380,077 2,556,114
Water from other sources4 1,207,236 - 1,230,907
Total 6,371,565 2,306,100 8,847,815
Water drawn (m3) by source1 20192
Water from wells 3,398,725 1,876,470 5,376,641
Water from public water main 3
2,367,727 451,002 2,872,935
Water from other sources4 1,340,581 - 1,366,361
Total 7,107,032 2,327,472 9,615,937
1 It is assumed that the majority of the water withdrawn was fresh water (<= 1,000 mg/l of total dissolved solids). In 2021, the Group worked to analyse this data
deeper and report in more detail on this aspect.
2 With regard to water withdrawals by source, the estimate reported on page 41 (+2%) has only been applied to the totals by source and not to the “All areas” and
“WaterWATER CONSUMPTION
stress areas” detail. PER PRODUCT LINE (2021)
3 It is assumed that the water withdrawn from the public water main by all Group plants and R&D centres came entirely from the water table.
4 It is assumed that the water withdrawn from “other sources” by all Group plants and R&D centres came entirely from surface sources.
WATER CONSUMPTION PER PRODUCT LINE (2021)

With regard to water consumption per ton or km of product in comparison to 2020 production volumes, the following
table shows the values for individual Product Lines.
WATER CONSUMPTION PER PRODUCT LINE (2021)
76.3% 4.2% 6.6% 12.0% 0.9%
76.3% 4.2% 6.6% 12.0% 0.9%
0 20 40 60 80 100
76.3% 4.2% 6.6% 12.0% 0.9%
0 20 40 60 80 100
Power Cables Telecom Cables Accessories Optical Fibre Wire Rod
0 20 40 60 80 100
Power Cables Telecom Cables Accessories Optical Fibre Wire Rod

PRYSMIAN GROUP
2021 Power cables m3/Ton Telecom cables m3/km Optical fibre m3/km Wire rod m3/Ton
Water consumption per km/Ton 3.33 0.01 0.02 0.64
Power Cables Telecom Cables Accessories3 Optical Fibre Wire Rod
2020 Power cables m /Ton Telecom cables m /km 3
Optical fibre m /km
3
Wire rod m /Ton
3

2019 Power cables m /Ton 3
Telecom cables m /km 3
Optical fibre m /km
3
Wire rod m /Ton
3
149
Percentage of process water recirculated
Process water - e.g. that used to cool semi-finished products - is recirculated at numerous plants, in whole or in part
depending on the situation, in order to avoid excessive consumption. In order to better understand the degree
of efficiency achieved in the use of water, the application of the methodology, devised in collaboration with the
Merlino plant, to determine the “percentage of water recirculated” with respect to total water consumption has
been extended. The concept is based on how much is saved (compared with not having a recirculation plant) in
relation to the total quantity of water consumed for processing reasons (due to evaporation, occasional emptying
of the circuit, or the lack or only partial installation of a recirculation plant).
With regard to the Prysmian Group, it was possible to acquire information on 91% of the operating units4, with
results showing that almost all of them possess recovery systems, with water recirculation percentages between
99% and 100% in 50% of cases, between 95% and 99% in 28% of cases, and between 90% and 95% in another
3% of cases, while recirculation percentages of under 90% are found in 7% of plants, with room for improvement
. This topic does not apply at 12% of plants/business units. The percentages stated above may of course change as
application of the formula is extended to other plants/business units, in order to obtain full coverage of the Group.
The Group began to collect data in 2019 about the quantity of water returned to surface reservoirs. This data was
only provided by a limited number of operating units and, accordingly, was not considered representative at Group
level. It has not been reported in this document.
Improvement initiatives
Various initiatives to improve environmental management were implemented during the year, including:
• Reduction of energy consumption
– Balassagyarmat (Hungary): natural gas consumption has been reduced by implementing new technologies
for the production of compounds.
– DuQuoin (USA): natural gas consumption has been reduced by implementing a dry cure process.
– Livorno (Italy): natural gas consumption has been reduced by installing a new steam boiler for the reverse osmosis
plant, with an increase in yield from 77-78% to 95%. [This has resulted in an annual gas saving of 3960 Nm3 and an
annual water saving of 214 m3.]
– Neustadt (Germany): the installation of a heat and electricity cogeneration unit, also used to heat the plant, has
resulted in significant energy and cost savings (about 70,000 euros/year).
– Nieuw Bergen (Netherlands): LPG has been eliminated from production by replacing the torch used on the extrusion
head with an electric heater.
– Velke Mezirici Energy (Czech Republic): an appreciable reduction in the consumption of electricity for lighting was
achieved by the LED replacement project.
– Wuppertal (Germany): an appreciable reduction in the consumption of electricity for lighting was achieved by the
LED replacement project.
– Pignataro (Italy): the energy efficiency and usage optimisation projects launched in 2021 resulted in an appreciable
reduction in the consumption of electricity. Further savings in the consumption of heat energy are expected
in 2022.
• Reduction of water consumption

– Abbeville (USA): water consumption has been reduced by installing a filtering system for the cooling tower.
– Mudanya Energy (Turkey): water consumption has been reduced by using photocell taps and systems for the on-
line monitoring of meters.
• Reduction of waste production

– Heredia (Costa Rica): the production of non-hazardous waste has been reduced by implementing a new methodology
for programming the sequence in which cables are produced, which has increased production and reduced waste
by improving control over the process.
– Muscat (Oman): the production of non-hazardous waste has been reduced by a programme designed to increase
the useful life of oil emulsions (from 2 to 3 years), thus reducing consumption and related disposals.
4 The productive units from the EHC group were not accounted for in the calculation of the water recirculation percentages, as they are still being gradually integrated
within the centralised system for the collection of the Group’s HSE data.
150
Shipping fleet
The Prysmian fleet, comprising four vessels (the Giulio Verne, the Ulisse, the Cable Enterprise and the Leonardo da
Vinci) is managed by Prysmian Power Link (PPL). With regard to environmental performance, the fuel consumption
data is provided below together with the related CO2 emissions (Scope 1) and the waste transferred by the vessels to
the competent maritime authority (under the MARPOL regulations) in the 2021 reporting year. The 2019 and 2020
data does not include the Leonardo da Vinci, which entered into service during 2021.
ENERGY AND SHIPPING FLEET EMISSIONS
2021 2020 2019

Emissions Emissions Emissions
Fuel Energy (GJ) Energy (GJ) Energy (GJ)
(tCO2 eq) (tCO2 eq) (tCO2 eq)
Marine Gas Oil 283 ,433 21 ,639 293 ,480 22 ,406 168,417 12,087
Diesel - - - - 116,820 8,280
Total 283 ,433 21 ,639 293 ,480 22 ,406 285,237 20,367
The change in the quantity of waste produced by the shipping fleet compared with the previous year was due to the
new vessel Leonardo Da Vinci and the production of waste from ships even when stopped in port.
WASTE SHIPPING FLEET 1
Type Quantity (kg) 2021 Quantity (kg) 2020 Quantity (kg) 2019
Oily water 309 ,069 62 ,145 87,525
Sludge 148 ,350 132 ,075 116,375
Chemical detergents - 2 ,089 2,362
Plastic 124 ,344 265 ,501 52,920
Domestic waste 312 ,158 277 ,245 172,862
Other 4 ,266 7 ,746 3,619
Total 898 ,187 746 ,802 435,663
1) Waste generated by ships is disposed of differently depending on the suppliers who receive it at the different ports of call of the ships.
Source of conversion factors used: Waste weight determination, BHAS 2015.
Biodiversity protection policies
The environmental impact of Prysmian Group is quantifiable at a global level, which is why the Group has decided to
take into consideration all the various environmental aspects that may be affected by the business. These include the
biodiversity of the animal and vegetable species influenced by the activities and infrastructure of the Group, with possible
adverse consequences for the condition of the biosphere in the territories in which it operates. Accordingly, Prysmian
seeks to plan activities that are respectful of natural habitats, in order to maintain their equilibrium without adversely
affecting any of the biological functions of the areas selected for operations, whether on land or at sea, while restoring
any habitats that are adversely affected by those activities. This effort involves carrying out advance feasibility analyses of
new plants and monitoring protected areas in the territories in which the Group operates, considering such aspects as the
local legislation on biodiversity and the geographic vicinity of protected areas to plants, especially if they contain species
at risk of extinction. Analysis shows that the majority of Prysmian Group plants are not located in or near to protected
areas. The topic of biodiversity applies to one-tenth of all plants, as they are located in protected areas in (principally)
France, Brazil, Germany, the UK and Spain. There are many reasons for such protection, covering surface waters, flora
and fauna of various kinds, including bird and water life - with a focus on certain rare species. Where necessary, or as
agreed with the local authorities, Prysmian plant participate in the related protection activities, including for example:
• the Sorocaba plant in Brazil, within which there is a Permanent Preservation Area (about 10 hectares, divided into
two lots) that has been restored with agreement from the Governmental Agency for the Environment, by planting
or sowing seeds for about 1,200 vegetable organisms as environmental compensation for use of the protected area;
• the Schwerin plant, where grass cover is allowed to grow without cutting, in order to provide a source of food for
herbivores.
151
Our ESG Value
06_EXTENDED VALUE CHAIN
We make particular efforts to understand what drives customers’ business

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153
Our customer-centric approach

We place our customers at the centre of everything we do, from design
to execution and the creation of new products. We monitor customer
experience levels via specific initiatives and using innovative tools, in order
to respond promptly with ever greater efficiency.
Customers are central to all our business operations, from design to execution. Cables are designed with the customer
in mind. In many cases, they actually stem from collaboration with customers on the creation of new products.
When it comes to custom-made products, customers are invited to our plants and R&D centres in order to participate
in the underlying processes. Customer satisfaction is monitored via web surveys and individual interviews. The
Group applies the principles of flexibility throughout the entire supply chain, with a view to accelerating the time
to market and adapting to customer requirements in the various sectors.
Flexibility to ensure customer satisfaction
Thanks to our global footprint, Prysmian is perfectly able to respond to all the different needs of customers. The
Group can serve very different segments and markets thanks to our matrix organisational structure: in local markets
we use domestic business and development structures, but our business units are also able to serve global customers
by cooperating at an international level.
UNDERSTANDING THE NEEDS OF OUR CUSTOMERS
PERSONAL INTERVIEWS
The Prysmian Group began to conduct interviews in 2015. They are carried out annually with strategic customers
by the Group’s E&I Customer Centricity manager, in close collaboration with the sales functions in the countries
and regions concerned. The topics covered include conditions of sale, product range, logistics, services, marketing
and branding, and overall business strategies. Aspects of digitalisation and sustainability have also been included
in recent years.
This activity became particularly important in 2019 as, for the first time since the merger with General Cable, it
involved all 3 major Group brands: Prysmian, Draka and General Cable on a global level.
Due to the Covid-19 pandemic, it has not been possible to interview customers in person since 2020. These meetings
will be scheduled again, just as soon as the healthcare emergency has been overcome.
WEB SURVEYS OF CUSTOMER SATISFACTION
Prysmian carries out web surveys to measure the level of customer satisfaction, in order to resolve problems in the
most effective manner. These surveys are conducted using a platform connected with Salesforce, the Prysmian
Customer Relationship Management (CRM) system, thus allowing countries that already use the CRM system to
view the results on their portals.
The surveys make it possible to assess commercial conditions, products and services, customer support, brand
awareness, the product portfolio and aspects of digitalisation and sustainability, identifying the main drivers in
each category.
Due to the Covid-19 pandemic, the survey format adopted from 2020 is different to that previously shared with
customers, covering a wider geographical area and going into greater detail on each topic.
154
2021 Web Survey Results:
• Target: 30 countries;
• Perimeter: Europe – North America – Latin America – Oceania and South-East Asia;
• Customer perimeter: Key accounts – mainly in the Distribution channel;
RESPONSE RATE: 33.6% OF THE PERIMETER
The customers interviewed were presented with 6 main macro-categories of driver (Commercial strategy, Innovative
products and solutions, Operation of the supply chain, Customer support, Marketing, Digitalisation).
Respondents were requested to rate, with a score from 1 (minimum) to 5 (maximum), the importance of each driver
and their satisfaction with the performance of Prysmian:
AVERAGE IMPORTANCE OF THE DRIVERS AVERAGE SATISFACTION WITH THE

FOR CUSTOMERS PERFORMANCE OF PRYSMIAN
Europe 4.2 3.7
North America 4.2 3.6
Latin America 4.5 3.8
Oceania and South-East Asia 4.3 3.7
Global 4.2 3.9
Given the significant impact of the Covid-19 pandemic on business activities, the survey also included a question
to identify – in the opinion of the Group’s main customers – the priorities to be addressed.
This global survey flagged the supply chain and digitalisation as the main priorities. The healthcare emergency
has further underscored the historical importance of these two topics, justifying accelerated implementation
in view of their strategic importance for the management and development of business in each market.
Our key customers have therefore confirmed the validity of the strategy adopted by the Group in relation to
these two aspects.
In the context of the web survey, the Customer Centricity office arranged a series of meetings in the various
areas, in order to share the results obtained. The countries and regions are now preparing and implementing
specific actions to support their customers and follow-up work is already in progress to assess the results.
In addition, the use of a web survey platform and related activities were introduced at group level from 2019.
In this way, all business units, countries and/or regions within the Group can adopt a common methodology
and platform and, at the same time, carry out surveys independently during the year, depending on their
specific business or service needs.
155
INNOVATIONS FOR CUSTOMERS
CABLE APP
The Cable App project has been developed over the past year, as part of innovation in the area of customer centricity.
The main purpose of this App is to identify the most suitable cable and cross section based on the electrical installation
parameters, as well as to offer video and technical content to installers. A reseller locator function is also available.
This tool offers the following benefits:
• improved communications between installers and professionals

• reduced total cost of ownership (TCO)
• enhanced positioning of Prysmian as an important player in the digital market
• differentiation from competitors by a solution that is easy to use, complete and professional.
The App is available to both customers and installers in South Europe (ES, IT, FR, PT), North Europe (DK, SE, NL, NO,
FI, Baltics), the United Kingdom, Central East Europe (HU, RO), Turkey, China and LATAM (BZ, AR CO, MX, Central
America). The global launch plan will soon be completed by coverage of the rest of the world (North America, Asia).
The roll-out during 2022 will include integration of the App with the portals of our main customers.
CUSTOMER PORTALS
The main objective of the customer portals made available in each country, consistent with the customer centricity
strategy developed in all regions, is to enhance customer satisfaction and automate customer service.
The development of customer portals at country level adds value in various ways:
• reduced need to contact the Prysmian back office by telephone

• access to a digital infopoint
• 24/7 access to needed information
• order flow tracking through to the invoicing stage
• improved level of service and enhanced customer relations over time.
The addition of an on-line purchasing function to the platform in 2022 will accelerate order processing and reduce
the lead-time between order acceptance and shipment, tailoring the experience to the needs of each customer.
VMI
The Vendor Managed Inventory (VMI) system is another tool currently being made available to our
main customers. This has been designed to enable integration between them and the Prysmian
Group, establishing optimal stock levels and enhancing the agility of the supply chain.
The VMI system allows the Prysmian Group to offer leading customers a model based on the VMI
collaborative platform, with benefits in terms of improved customer relations and understanding,
increased collaboration and sales, greater efficiency and a better understanding of the investment
made in the supply chain and related costs.
Plans to roll-out the VMI system during 2022 target our European affiliates in particular.
156
PIM
Product Information Management (PIM) comprises a broad set of processes that enable Prysmian
Group to gather, store and access all types of information about the product range. PIM provides
systematic information via the InRiver platform, which delivers a comprehensive interface for all
product information that can be made available on multiple Prysmian Group websites and on the web/
e-commerce platforms of our customers. The PIM data model has been organised with a kernel that
allows the levels of customisation needed to manage the product information of each business unit
and comply with the technical specifications current in each Group country. Using PIM, Prysmian Group
can manage effectively the technical and commercial information about the portfolio of products,
including their ETIM and CPR classifications, as well as images, technical sheets and videos, which
can be shared with and made available to commercial partners, customers and product management
platforms (data pools) in each country. The PIM project is already live in 22 European countries, covering
standard, special and multimedia products. Implementation outside Europe commenced in 2021.
MANAGEMENT OF COMPLAINTS
Attention to quality and product safety is an integral part of our global customer-centric strategy. In order to ensure
a more accurate and rapid customer complaints management, the Group continues to improve the recording and
analysing processes through the use of specific software that ensures, inter alia, a global overview of the Company’s
performance, promptly identifying criticalities and implementing the necessary improvement plans.
The term “complaint” refers to any written notice submitted by a customer with reference to a possible product
non-conformity that Prysmian recognises as such. “Product non-conformity” indicates any deviation from standards,
specifications, procedures or regulations that might have had a direct or indirect impact on product quality.
Product complaints management is supported by ongoing training by the HQ Quality team, with a focus on problem
analysis and identification and elimination of root causes. Training is carried out for local organisations and includes
several sessions, during which the progress of the multi-disciplinary groups involved in specific projects is assessed.
In 2021, the number of complaints increased by 13% due both to migration to the Group’s systems by one of its
affiliates that allowed to record complaints more accurately, and partly to an increase in problems occurred in the
post-production phase, during the product handling and transport, which have been particularly impacted by the
current global situation.
The recording of complaints will continue to be improved in 2022 as well, with other affiliates planning to migrate
to the Group’s systems.
157
SERVICE TIMELINESS AND EFFICIENCY
In 2021, the effects of the COVID pandemic were mainly manifested in the crisis linked to the supply of raw materials,
as well as in the shortage of services and means of transport, with a consequent impact on the global supply chains
of all sectors, including the cable industry.
In this context, the biggest challenges came in the form of a lengthening of the pipeline and major difficulty in
managing the order backlogs.
Even in this context, Prysmian Group continued to maintain its strategic focus on customer centricity, trying to
maintain an adequate level of service performance in terms of reliability of shipments and “lead time” from order
receipt to the delivery of products to customers.
Prysmian’s supply chain actions have been aimed at effectively addressing the shortage of raw materials, keeping
all its plants operational even in the most critical moments of the post-pandemic period and trying to identify, in
real time, alternative solutions to mitigate the impacts related to transport issues.
In 2021, the On Time Delivery indicator (OTD), namely the ability to serve the customer respecting the delivery
date promised at the time of order confirmation, continued to confirm the adequate levels of reliability achieved
in previous years, which however did not always reflect in the reporting process. In fact, in order to promote a
day by day assistance service for customers, designed to minimise as far as possible the impacts of the difficult
management of deliveries, at times there was a failure to enter wish date changes in the systems, thus losing the
consequent KPI adjustment. As shown in the graphs below, a slight decrease is reported both in the Energy Products
and Telecom areas compared to previous years.
The Telecom business worked to ensure that the service remained at a good level, despite the major crisis witnessed
above all in the North American geographical area. Particularly in this region, the high saturation and very rigid
order promising, combined with the shortage of raw materials such as fibre and aramid, created numerous critical
issues and caused an inevitable performance deterioration.
ON TIME DELIVERY - TELECOM
100
94% 95% 94%
91% 93% 92% 92% 92% 91%
100 88%
94% 95% 94%
100 91% 84% 93% 92% 92% 92% 91%
94% 95% 94% 88%
91% 93% 92% 92% 92%
80 91%
75% 84% 88%
84%
80
75%
80
75%
60
60
60
40
40
40
20
20
20
0
FY2021 FY2020 FY2019 FY2018 FY2017 FY2016 FY2015 FY2014 FY2013
0
0 FY2021 FY2020 FY2019 FY2018 FY2017 FY2016 FY2015 FY2014 FY2013
Prysmian w/o GC GC
Prysmian w/o GC GC
Prysmian w/o GC GC
Graph 1
Graph 1
Graph 1
158
In the Energy business, service performance remained however at high levels as regards the Prysmian perimeter
(93%), while the most significant impact is mainly in the former GC area (68%), especially in the Elevator business
(Rocky Mount), where the enormous difficulty in supplying ancillary components was the main cause of delays and
generated such a significant order backlog as to cause various problems also in resource management – a problem
that was about to be solved at year-end (see Graph 2).
ON TIME DELIVERY - ENERGY

100 94%
96% 95% 96% 96% 95% 94%
93% 92%
100 94%
96% 95% 96% 96% 95% 94%
93% 92%
100 82%
94%
96% 95% 96% 96% 95% 94%
93% 81% 92%
80 82% 81%
80 68% 82% 81%
80 68%
60 68%
60
60
40
40
40
20
20
20
0
0
0 Prysmian w/o GC
FY2021 FY2020 FY2019 GC
FY2018 FY2017 FY2016 FY2015 FY2014 FY2013
Prysmian w/o GC GC
Prysmian w/o GC GC
Graph 2
Graph 2
Graph 2
The work carried out in prior years to monitor the quality of the stocks available, with a view to improving time to
market, paid off at the most critical time of supply chain disruption, due to the pandemic.
The system for the interactive control of stocks by product category and by plant (Stock Fill Rate monitoring), which
calculates the minimum stock for each product code and highlights any stock-out, was extended and used heavily
during the pandemic to guarantee an adequate level of customer service.
To limit possible delays and improve the reliability of the business, even for ‘Make-To-Order’ products, the CLIP
index is monitored weekly on the SAP 1 Client platform. Supplementing the traditional service indicators, this index
measures the reliability of production compared to planned targets.
159
Sustainable supply chain

We proactively interface with our suppliers to development an organisational
process focused on the sustainability of the entire production chain. The
procurement of raw materials and the performance of activities are governed
by strict sustainability policies with regard to environmental impact and
respect for human rights and business ethics. For this reason we have
incorporated ESG KPIs into our supply chain evaluation and have implemented
a new supplier portal for better monitoring of ESG principles.
Prysmian Group constantly strengthens relations with strategic suppliers, seeking to build together a common
organizational process focused on sustainability throughout the entire production chain.
The main Group suppliers provide the principal raw materials used by Prysmian in the production processes: copper,
aluminum, lead, various petroleum derivatives (such as PVC and polyethylene) and components for Power and
Telecom cable accessories, as well as special types of glass and sheathing for optical fiber.
As regards 2021, it should be noted that data referring to the suppliers of the acquired company EHC has been
excluded from the reporting process. The Group is however committed to collecting such data as of next year, in
order to provide a complete overview.
During 2021, the Prysmian Group has managed to develop and implement environmental and social strategies in
the supply chain area, such as:
• Use of qualified suppliers that are applying sustainability strategies in their production activities,
• Only use high quality materials whose technical characteristics have been authorized,
• Develop strategies for commodities that guarantee continuity of supply and availability of the required volume
delivered on time at the most competitive prices,
• Constant reduction of emissions generated by products we use.
Additionally, the strategic management of the Prysmian Group supply chain is based on a defined process that
takes ESG factors into account, which includes:
• Risk assessment,
• Identification of critical suppliers,
• Supplier management and performance evaluation,
• Search and selection of the suppliers according to standardized processes.
In relation to these, Prysmian identified and developed 3 main macro-activities for the enhancement of sustainability
aspects:
1. Commitment to ethical standards in the introduction of new suppliers: Code of Ethics and Code of Business
Conduct, definition of Conflict Minerals Policy and Human Rights Policy,
2. Sustainability assessment of the current supply chain: Sustainability Desk Analysis, Risk Analysis, and sustainability
audits,
3. Management and improvement of sustainability aspects: implementation of actions with a view to achieving
the objectives included in the Sustainability Scorecard.
160
OUR SUPPLIERS
BASE METALS
Three main raw materials fall under the Base Metals category, namely aluminum, copper and lead, with copper
and aluminum representing the majority of the Group’s raw material purchases.
Prysmian’s production process starts from aluminum and copper wire rod for the manufacturing of cable conductors.
These metals are purchased from the world’s leading mining and smelting companies. The Group only self-produces
minor quantities of wire rod (less than 10% of copper and 25% of aluminum’s total consumption).
The Group consumes about 2-3% of the world’s copper production and about 7% of the copper used in the electrical
and electronic sector. Given the highly fragmented copper market, Prysmian Group is one of the leading economic
players in the sector.
The following three aspects are taken into account in the Group’s metal sourcing strategy:
• The importance of suppliers within the Group’s value chain,

• The high consumption of metals,
• The wide geographical distribution of Prysmian production sites.
Concerning the purchase of aluminium, the Group increasingly focuses on suppliers that are vertically integrated
(with processes that manufacture aluminium rod directly from aluminium oxide), in preference to those that are not
integrated (manufacturers that purchase aluminium ingots in order to produce rod). This strategy has substantial
environmental advantages due to simplification of the logistics and elimination of the ingot re-melting cycle, in
addition to cost advantages and helping the Group guarantee security of supplies.
Due to the high electricity consumption required by aluminium production process, Prysmian has included the
aluminium carbon footprint as a supplier selection criterion, assigning a considerable portion of the business
portfolio to low-carbon aluminium producers.
Long-term strategies for the purchase of copper and aluminium lead Prysmian to work with the largest players in
the respective sectors with a strong focus on sustainability, thus creating a highly sustainable end-to-end cycle.
In the future, the company aims to increase the amount of sustainable initiatives with suppliers. In addition,
Prysmian has worked on making trading more sustainable by a 100% transition to paperless management of the
trading activities.
RAW MATERIALS
While Base Metals are mainly used for the conductors of energy cables, all the other raw materials represent a
greater variety of products and applications:
• Raw Materials for Cables (aimed at insulation and protection of the conductor) such as Polyethylene, PVC
compounds, rubbers, special plastics, yarns, tapes, and galvanized steel wires,
• Raw Materials for Optical fiber such as coatings, glass tubes, high purity quartz sand and silicon donors’ products,
• Components for Energy and Telecom accessories such as connectors, metal parts composite insulators, casings,
and connecting boxes,
• Raw Materials and Components for elevators and escalators,
• Materials and components for electronics and optical sensing solutions.
Given the huge variety and low volume of raw materials purchased, Prysmian represents a minor actor for most of
the vendors in the supply base. Prysmian commonly uses either commodities fully available from multiple sources
or high-performance raw materials that are only manufactured by a limited number of suppliers that are often
multi-national companies highly specialized with strong technological know-how and well-focused on the wire &
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cable market. Prysmian continuously assesses potential risks such as single sourcing, offer/demand unbalance, and
financial risk. These risks are managed by long term supply agreements when the supplier is unique or substitutable
only with great difficulties and a long time. In case of financial risk or tight market offer, Prysmian cooperates with
the technical functions to identify alternative suppliers to ensure diversification of sourcing options.
According to Prysmian’s policy, only raw materials technically approved and sourced from qualified suppliers can
be utilized. Following the Group’s practice; Purchasing in collaboration with Quality and R&D functions carry out
product/process audits aimed to assess the ability of the supplier to manufacture the related materials as well
as to grant the requested technical performances and expected quality. Audits are performed onsite with a deep
assessment of the production lines, production process and full respect of all the quality procedures developed
by the supplier. On average the Group performs 7/10 product/process audits per year; in 2021, 20 product audits
were performed on raw materials in different regions. In addition, 2 more audits were done in EU and LATAM related
respectively to a supplier of NRM and a supplier of BM.
NON-RAW MATERIALS
The Non-Raw Materials category embeds all the services and goods which are not directly connected to our final
products. Excluding installation services, among the most important categories which belong to the Non-Raw
Material there are: Transportations, packaging, MRO and utilities, which combined cover more than 50% of the total
Non-Raw spend. These four categories are managed in very different ways based on the centralization level required:
• Transportation: Strong support from the Headquarter in managing Global or National contracts with worldwide
providers which bring expertise in the logistics’ aspects as well as in the management of the invoicing process.
The business relationships with these suppliers are long-term partnerships with the aim of reaching:
– Top quality efficiency in the Logistics flows
– High service level and On-Time Deliveries
– Cost Management & price stability to avoid “Spot” market fluctuations
Progressive relevance is given also to the capability of transportation & logistics suppliers to measure and
communicate the CO2 emission generated “on behalf” of Prysmian Group.
• Packaging: this includes drums and packaging material.

– Drums: this is the most relevant packaging standard used to transport cables to the final destination, typically
managed through national Contracts with a strong coordination from the Headquarter. Prysmian Group buys
mainly Wooden and Steel reels, with a minor portion of plastic and plywood drums. Steel Reels are returnable
and after being repaired they are put back in the cycle while wooden drums aren’t always re-used. One of the
most important targets of the Group is to increase the volume of re-used wooden drums. There are also ongoing
initiatives to increase purchasing of drum kits rather than assembled drums, with the aim of reducing space
required for their transport and, in turn, reducing the carbon footprint of transport operations. For what is
concerning plastic drums the Group is evaluating alternative materials and pushing as much as possible for
using recycled instead of virgin plastic. In 2021, Prysmian started cooperation with a selected supplier of
plastic drums, in order to utilize its own plastic scrap to close the loop.
– Other packaging material: including pallets, wooden battens, end caps, and foams which are used to cover
the drum once loaded. This portion of the spend is locally managed with the aim of reducing the cost as much
as possible, pushing towards solutions which are more sustainable from an environmental standpoint.
• MRO (Maintenance, Repair and Operations): this category includes a variety of materials/services but mainly
Spare Parts (mechanical and electrical) and PPE. The management of this category is mainly national but, in
some cases, plants can find local shops which provide better service and are more competitive than bigger
players. The target is to have the PPE portion of this category under a strict National control (to ensure that all
the safety requirements are met) and keep the Spare Parts portion centrally managed (National) for the most
part, but giving the freedom locally to find the best deals for repairs.
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• Utilities: the majority of utilities purchased refer to electricity (85%). The Group annually assesses the utilities
spend to evaluate the possibility of using greener energy & green production (e.g. solar panel investment, and
solar parks at selected plants), increasing the efficiency of its plants to consume less energy (e.g. LED lamping
initiatives), as well as investing in the purchase of Guarantees of Origin certificates (GoO’s).
NO. OF SUPPLIERS 2021 – PRYSMIAN GROUP
NO. OF SUPPLIERS 2021 – PRYSMIAN GROUP
3,635
3,635
912
851
595
912
851
595
EMEA APAC North America LATAM
EMEA APAC North America LATAM
PERCENTAGE OF SUPPLIERS 2021 – PRYSMIAN GROUP

60.65% EMEA
9.93% APAC
14.20% North America
15.22% LATAM
60.65% EMEA
9.93% APAC
15.22% LATAM
60.65% EMEA
9.93% APAC
15.22% LATAM
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NUMBER OF SUPPLIERS BY GEOGRAPHICAL AREA - PRYSMIAN GROUP
2021 2020 2019
EMEA 3,635 3,562 3,550
APAC 595 578 570
North America 851 893 872
PERCENTAGE
LATAM
SPENDING ON SUPPLIERS
912
2021 – PRYSMIAN
891
GROUP 637
Total 5,993 5,924 5,629
PERCENTAGE SPENDING ON SUPPLIERS 2021 – PRYSMIAN GROUP

59.13% Base metal
19.18% Raw material
21.69% Non-raw material
59.13% Base metal

19.18% Raw material
PERCENTAGE SPENDING ON SUPPLIERS 2021 – PRYSMIAN GROUP
59.13% Base metal

19.18% Raw material
GOOD AND SERVICES PURCHASED LOCALLY (%)*
2021 2020 2019
EMEA 60.1 70.8 70.4
APAC 76.3 79.7 84.9
North America 99.3 97.9 94.4
LATAM 80.2 83.0 82.6
* The percentage calculation excludes data referring to Italian and corporate suppliers. Figures refer to all the activities of Prysmian Group. The calculation
procedure uses the methodology adopted in 2018 for Prysmian and former General Cable plants, with the exception of the former General Cable plants located in
North America, for which an exact calculation was applied based on suppliers’ geographical position.
The Group definition of “local” is all those suppliers whose operational headquarters are in the same country as
the legal entities of Prysmian.
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NON-RENEWABLE RAW MATERIALS 2021 – PRYSMIAN GROUP
NON-RENEWABLE RAW MATERIALS 2021 – PRYSMIAN GROUP

62.80% Metals
19.75% Compounds
15.80% Ingredients
0.33% Chemical products
62.80% Metals
NON-RENEWABLE RAW MATERIALS 2021 – PRYSMIAN GROUP19.75% Compounds 1.32% Other ( yarns, tapes, o
15.80% Ingredients
1.32% Other ( yarns, tapes, oil)
62.80% Metals
19.75% Compounds
15.80% Ingredients
1.32% Other ( yarns, tapes, oil)
MATERIAL USED BY WEIGHT OR VOLUME [KTON]
2021 2020* 2019
Metals 1,189 1,083 1,126
Compounds 374 339 405
Ingredients 299 276 349
Chemical products 6 6 10
Other (yarns, tapes and oils) 25 23 41
Total 1,893 1,727 1,931
* Following an internal audit for the year 2020, a calculation error was detected due to an error in the formula for harmonising the units of measurement. The 2020
figures have therefore been updated.
RESPONSIBLE AND SUSTAINABLE VALUE CHAIN
CODE OF BUSINESS CONDUCT
With a view to ensuring that ethical, economic, environmental, and social standards are met throughout the value
chain, Prysmian Group has in place a Code of Business Conduct that promotes a responsible and sustainable supply
chain. The principles set down in the Code apply to the business transactions and daily activities of the employees of
all Group entities and their suppliers, commercial partners, commercial agents, sub-contractors, and distributors.
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The document covers the following topics:
• Business integrity (fair trade, conflicts of interest, gifts and offers of entertainment, corruption, accountability),
• Human rights and workers’ rights (under-age working and slavery, occupational health and safety,
non-discrimination, freedom of association and collective bargaining),
• Environment (principle of precaution, use of raw materials and compliance, energy consumption, greenhouse
gases and other emissions, use of water, production of waste and recycling),
• Prysmian’s application of the related guidelines is highlighted to suppliers at the scouting and qualification stages.
CODE OF ETHICS
The Group’s Code of Ethics is its charter which outlines the rights and moral duties of those who work in the name of
and on behalf of Prysmian. The Code outlines the rights and commitments of the Group towards its shareholders,
customers, suppliers, employees, the environment, and the communities in which it operates, as well as the
details of its Anti-Bribery & Anti-Trust policies. Additionally, the Code highlights commitment to export control
and economic sanctions laws, the fight against money-laundering, handling of stolen goods, self-laundering as
well as the avoidance of conflicts of interest.
Each individual/organization that does business under the Group’s name or on behalf of it, is required to acknowledge
and comply with this Code, as a fundamental prerequisite. Whenever a contract is awarded, the supplier must accept
and sign the Group’s Code of Ethics, in full awareness of the related rights and obligations.
HUMAN RIGHTS POLICY
This Policy applies to the physical and legal boundaries of the Group’s business activities and operations, in addition
to workers of independent contractors working in the Group’s venues and plants. It follows the International Labor
Organization’s Fundamental Principles and Rights at Work, by covering:
• Non-Discrimination
• Child Labor
• Forced, bonded and compulsory labor
• Freedom of association and recognition of the right and collective bargaining
• Health & Safety
• Working conditions
• Fair wages and equal compensation
• Grievance mechanisms
• Commitment towards local communities
Prysmian is committed to progressively assessing its suppliers’ respect of the principles reported in the Policy,
through a structured process supported by audits with the aim of monitoring the supplier base in order to prevent
any violation, and if necessary, firmly take action—including reconsidering future commercial partnership with the
involved suppliers.
CONFLICT MINERALS POLICY
Prysmian Group enforces a Conflict Minerals Policy, with the aim of guaranteeing a “Conflict-free” supply chain that
doesn’t contribute to the on-going armed clashes in conflict-affected and high-risk areas. This is done through the
following activities:
• Identification of purchased materials/semi-finished products containing 3TG (tin, tungsten, tantalum, and gold),
• Requesting all incumbent and new recurring suppliers of products containing said materials to provide the
Conflict Minerals Reporting Template (CMRT), as per the latest version developed by the Responsible Minerals
Initiative (RMI)(through formats and international standards),
• Analysis of information received for red-flags and inconsistencies and implementation of corrective actions.
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In 2021, considering the 4 minerals covered by the Conflict Materials Policy, the Group purchased limited quantities of
tin. Analysis of 40 suppliers of tin to the Group identified their original sources, comprising 37 different smelters. Out of
these, 35 are determined to be Conformant with the Responsible Minerals Assurance Process (RMAP) developed by the
RMI. The remaining two are currently participating in the RMAP and are being audited by an independent third-party
auditor. Overall, the investigation did not identify any risk in this area.
ANALYSIS AND SUPPLIER MANAGEMENT
Regarding the management of the supply base, Prysmian Group adopts a comprehensive approach based on 3
different steps:
• Introduction of a New Supplier

• Assessment of the Actual Supply Base
• Maintenance and Improvements
Introduction of a new supplier

Prysmian Group developed a common process to be followed for the introduction of a new supplier which requires
the following mandatory activities:
• Supplier Qualification Questionnaire (Direct Materials): It’s a questionnaire composed by 7 sections corresponding
to different areas of qualification. Starting from 2015, a section related to Sustainability that deep-dives the
supplier’s commitment on ESG aspects has been added
• Technical Product approval (Direct Materials): All direct materials sourced have to be technically approved by
R&D via Lab, Material & Industrial Tests
• Process/Product Audits (Direct Materials): In particular cases, if the material sourced has a high impact on the
business or the performances are an element of concern, Prysmian Group delivers Process/Product audits to
selected suppliers in order to grant the quality of the product and the efficiency of the production flow
• CMRT (Direct Materials, where applicable): Conflict Minerals Reporting Template, starting from 2015 Prysmian
Group committed to assess all suppliers potentially involved in sourcing 3TG minerals
• Financial Assessment: Suppliers are often screened to assess financial health and dependency to Prysmian Group’s
business in order to ensure a sustainable business relationship
• Exiger “Tool” Compliance Screening (Indirect Materials): As of 2019, the Group has implemented a comprehensive
inter-functional compliance screening, focused on specific indirect materials’ categories, with the aim of ensuring
a transparent and ethical business relationship.
ESG assessment of the actual supply base

• Sustainability Desk Analysis & Risk Analysis: In 2014, Prysmian Group started to adopt these tools to assess
its supply base periodically. In 2014 the Group assessed 62 suppliers covering 50% of the total spend, in 2021
the Group reached 501 suppliers with a 68% coverage of the total spend. This activity is performed by an
external highly specialized advisor who is a key partner in all sustainability initiatives of Prysmian Group. The
Desk Analysis is a process that aims to assess and rate commitment of our suppliers on ESG factors via public
information. Based on the Desk Analysis, the Group elaborated a tailored Risk Analysis. This second step of the
assessment has the target to re-evaluate the performance of these suppliers based on 2 main drivers: Importance
(Spend & Impact) and Scarcity (Alternative Sources & Geographical Location). The result of the Risk Analysis
is a report of 4 different clusters of suppliers based on risk levels: No Risk, Low Risk, Medium Risk & High Risk.
• Sustainability Audits: The Sustainability Audits have been introduced in 2017, since then 27 audits have been
performed. The Audits are performed by our Sustainability Partner and have the aim to assess and evaluate the
actual ESG performances of a selected supplier. The Group prioritizes high-risk suppliers for auditing. As of today,
most of the audits didn’t highlight any non-conformities. In the few instances where non-conformities were found,
an action-plan was agreed with the supplier and follow-up audits were executed to ensure their implementation.
Maintenance and improvements

The year 2017 marked the publication of the first Sustainability Scorecard for the Group, and the Purchasing
Department has implemented the strategy to be successful in achieving the targets given. In 2020 the Group
renewed the Sustainability Scorecard with a new 3-year plan, which is currently ongoing in 2021.
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The Purchasing function is committed to share and improve the awareness of its entire organization. Since 2015,
a wide and deep section on Sustainability & Purchasing has been added in the annual “Purchasing Fundamentals”
academy. At this annual training course, 30 buyers (of different seniority) are invited from Prysmian affiliates all
over the world.
SUPPLIERS WITH CURRENT OR POTENTIAL PRYSMIAN GROUP - 2021 PRYSMIAN GROUP - 2020
NEGATIVE IMPACT IN RELATION TO
ENVIRONMENTAL CRITERIA, HUMAN RIGHTS, No. % No. %
WORKING CONDITIONS AND AT COMPANY LEVEL suppliers of spending suppliers of spending
Evaluated suppliers 501 68.0% 149 63.0%
Suppliers with a current

70 1.0% 36 8.0%
or potential negative impact
Suppliers with a current or potential negative

impact, for which an improvement plan 0 0.0% 2 0.1%
has been implemented
Suppliers with a current or potential negative

impact, whose supply relationship has been 0 0.0% 0 0.0%
suspended as a result of the assessment
CARBON DISCLOSURE PROJECT
Prysmian Group has an on-going partnership with the Carbon Disclosure Project (CDP) aimed at tackling climate
risk and finding low-carbon opportunities. CDP supports Prysmian in collecting and analyzing Scope 1 and Scope
2 emission data from suppliers, followed by feedback to suppliers, and the setting of new targets to continuously
minimize adverse environmental effects. In 2021, the Group has significantly increased its’ CDP reach to over 50%
of its total spend resulting in an improved response rate. The main goal of 2022 is to further improve the response
rate and quality of information collected from supplier.
CARBON TRUST
In 2020, Prysmian has partnered with Carbon Trust, which has supported the Group in setting a science-based
target. In 2021, the target has successfully been set and approved by the Science Based Targets Initiative (SBTi).
The Group commits to reducing absolute Scope 1 and 2 GHG emissions by 46% by 2030, from the 2019 baseline. It
also commits to reducing absolute Scope 3 GHG emissions from purchased goods and services and from the use of
sold products by 21% within the same timeframe. The Group also has a Net Zero emission target by 2035.
A RESPONSIBLE APPROACH TO MICA MINING
In order to manufacture certain safety cables and make them fire resistant, Prysmian purchases limited quantities
of a few types of glass-based tape that contain small quantities of mica through both producers and distributors.
The micamineral is not used directly in the Group’s products and production processes. The extraction process for
this mineral takes place in geographical areas where a variety of factors contribute to poor working conditions
and the use of child labor (For Prysmian Group, mica mines are tier 4/5). Prysmian has been tackling this issue
since 2016, by requesting that all suppliers provide sufficient information about mica mineral sources and related
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“Child-Labor Free” Certificates. In 2021, Prysmian Group became the first company in the cable sector to join
the Responsible Mica Initiative (RMI), a non-profit coalition working to eliminate child labor and poor working
conditions in mica supply chains. By joining the RMI, Prysmian Group is moving forward with its commitment
to social responsibility and promoting ethical conduct by taking concrete action. Membership in RMI will help
Prysmian be even more effective in increasing its control of its supply chain.
VENDOR PORTAL
In 2021 Prysmian has started to develop the Vendor Management portal, a modular web-based application
adopted to increase efficiency in managing relationships with suppliers and eventually track ESG factors. The
platform consists of 4 modules and aims to harmonize and enhance the performance of company processes:
1. Supplier Management: unique repository for data collection, supplier qualification process that also includes
the assessment of sustainability aspects
2. Contract: standard templates available on the platform, dynamic contract repository
3. Sourcing: integrated tool for tender analysis
4. Long Term Supplier Declarations (LTSD): correct tracking and management of goods’ origin to comply with
customers’ requirements
The project will go live in 2022 starting from HQ and pilot regions, later to be integrated worldwide.
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Group’s logistics and transport

In 2021 we continued our commitment to optimising the transport of goods
and reducing Co2 emissions. In a year when there were severe issues and supply
stress as a result of the lockdown and subsequent strong economic upturn, we
benefited from a predominantly local supply chain. Our international reach also
proved advantageous, as it allowed us to anticipate localised issues.
In 2021, the area of logistics and transport experienced critical issues, either ongoing or directly resulting from
events of the latter part of the previous year i.e. severe stress on global supply chains due to the sharp economic
upturn after months of lockdown.
As regards 2021, it should be noted that logistics management data of the acquired company EHC has been excluded
from the reporting process. The Group is however committed to collect such data as of next year, in order to provide
a complete overview.
Going from Q3 into Q4 2020 there was a shortage of export containers from China and a consequent sharp rise in
sea freight rates. The situation has deteriorated in 2021, particularly in terms of the cost of sea transport, which has
increased almost five-fold compared to pre-pandemic rates. These developments had no generalised impact on the
Group’s business; the effects were in any case moderate compared to other comparable sector entities, primarily
due to operations set up last year to manage container availability, but above all due to the predominantly local
nature of the Group’s supply chain. The main negative effects were limited to the following: (a) the China-Australia
flow, where the supply time for finished products and raw materials lengthened by 3-4 weeks compared to 2019,
with a consequent increase in the need for stocks at destination; (b) the non-activation of inter-company flows
to Europe of power cables produced in with low labour cost countries (Indonesia and Oman) but with a currently
strong impact on transport costs.
Still in the transport sector, the supply shortage also affected road services in the second half of 2021, due in this
case to a shortage of drivers. The problem mainly impacted the United States and the UK, with the rest of Europe
being less affected. This situation, which still persists in North America, had consequences for the speed of service
provided to customers, although it did not have any structural impacts on business sustainability.
The crucial challenge facing the Group’s supply chain in 2021 was the availability and continued of supply of raw
materials. The entire cross-section of Prysmian’s businesses experienced very high numbers of orders in the early
months of the year, resulting in an increased need for materials, in line with other industries with a common supply
chain.
In the second and third quarters, the Group coped with this situation – particularly critical for PVC in Europe – by
centralising the allocation of available materials to the factories and identifying alternative suppliers, until optimum
stock levels were fully restored at the end of the summer.
In the latter half of the year, however, North America was the problem hot spot. However, adequate stock levels for
the supply of compounds and other components (e.g. steel) were restored towards the end of the year.
At year-end, the metals situation, aluminium in particular, was the most pressing concern. Cost was the area most
affected in 2021, but with increasing problems in finding volumes beyond those contracted with suppliers.
Overall, the logistics and transport scenario in 2021 was always under stress but always under control.The Group’s
international scope was an enabling factor, as localised issues could be faced off before they became global, thus
mitigating their effects. Last but not least was the Group’s ability to manage demand uncertainty through constant
centralised control of volumes and its capacity to centrally identify macro-trends before they become visible to
local affiliates.
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MONITORING OF CO2 EMISSIONS AND GREEN ROUTER PROJECT
As part of the of CO2 emissions evaluation and deriving from transport downstream, the choice was made in 2021
to maintain the 2020 scope while working on several options simultaneously, in order to automate the calculation
as much as possible and allow a mass scope extension from 2022.
Although one of the options was to develop skills internally – with a calculation model shared with the Politecnico
di Milano – Prysmian opted to continue its existing collaboration with Green Router and to develop a new semi-
automated model based on the most detailed transport data available in the Group’s systems, whether SAP or TMS
systems. The aim is not only to extend the analysis scope, but also to make the calculation available sooner and
more frequently, so that it can be used for improvements.
The new methodology was developed in the last months of 2021 and prioritised the validation of the model through
recalculation of the 2020 scope, with particular reference to Italy, Great Britain and the Netherlands – countries
united by the characteristic of having almost all transport by land or short-sea and therefore able to undergo
common modelling. This is in contrast to optical fibre flows, whose emissions impact was calculated last year but
which are not included in the same modelling, as they make extensive use of intercontinental sea and air routes.
The new calculation model made it possible to easily extend the scope to include France, whose volume of
movements sufficient to double the 2021 mapping scope compared to previous years.
The calculation will be extended to more countries in 2022, with the aim of including the entire EMEA scope, North
America and part of South America (Brazil, Argentina, Chile) within 24-36 months.
A further aim is to improve the quality of data input to the model, thereby increasing the transport information
made available on Prysmian’s systems and consequently reducing the quantity of estimates necessary to complete
the calculation.
Below is a calculation of the businesses currently in the 2021 scope and a comparison with previous years.
TRANSPORTED TONS PER KM EMISSIONS KGCO2

COUNTRY YEAR
GOODS (TON) (TKM) WTW (TCO2) WTW/TKM
2019 37,043 26,148,170 2,325 0.089

IT 2020 29,765 17,593,800 1,538 0.087
2021 54,243 28,186,539 2,492 0.088
2019 92,687 39,601,188 4,099 0.104

UK 2020 68,609 28,932,861 3,175 0.110
2021 73,827 18,593,015 1,644 0.088
2019 54,890 9,283,037 779 0.084

NL 2020 70,147 11,738,286 993 0.085
2021 63,035 10,250,871 906 0.088
2019 184,620 75,032,395 7,203 0.096

TOTAL
2020 168,521 58,264,948 5,705 0.098
previous scope
2021 191,104 57,030,424 5,041 0.088
FR 2021 175,835 64,340,251 5,688 0.088
NOTE: the 2019 and 2020 Holland scope has been recalculated to exclude the return flows of drums from delivery sites to Prysmian factories. These flows are not
present in the data path available on the systems. These return flows were worth 4,609 tonnes in 2020 and 13,367 tonnes in 2019.
171
METHODS OF TRANSPORTATION
As in prior years, ground transportation continues to be the main type of transport used by the Group. In addition
to road transport, the Group also uses rail transport for the route between China and Europe as an alternative, with
lower environmental impact, to rapid transportation by air.
Despite the efforts in recent years to reduce the use of air freight – mainly used for optical fibre flows – from Q2 2021
it became necessary to use this mode of shipment in order to meet the huge demand for optical cables, which was
accompanied by dramatic reductions in local stocks. The fact of having built up suitable inventories during 2020
to support sea transport lead times, did, however, make it possible to support business continuity in conditions of
such high demand, using air transport as a reserve buffer rather than a structural aspect.
In 2021, the sea transport share fell sharply compared to previous years. This is only partly attributable to the increase
in air transport (about a quarter of the sea reduction). The remaining share is mainly related to a reduction in the
return flow of drums from Australia to China and a decrease in export flows from Turkey and Germany (BU Projects).
TYPES OF TRANSPORT BY PERCENTAGE FY 2021* FY 2020 FY 2019
Air 2.5% 2.0% 3.0%
Sea 5.0% 8.3% 10.0%
Ground 92.5% 89.7% 87.0%
* The FY2021 figure is based on the January-December scope for Prysmian + General Cable.
FY 2020 is based on January-November consolidated data and regards the Prysmian+General Cable perimeter. Following a refinement of calculation methodology,
the 2020 figures have been restated compared to those published in the 2020 Consolidated Disclosure of Non-Financial Information of Prysmian Group.
For 2019, the calculation of the percentage of transport routes is based on the amount expensed and refers solely to the Prysmian perimeter prior to the
integration of General Cable. FY 2019 is based on January-December consolidated data.
DRUMS MADE OF WOOD AND OTHER MATERIALS
In line with previous years, Prysmian ships the cables using plastic drums for smaller diameters, wooden drums for
up to 3 metres and steel drums for larger diameters. In general, the choice of drum material is made based on the
size and length of the cable, using logistics flow optimisation criteria with a view to reducing Carbon Footprint, and
also on the basis of specific requests made by the customer and/or linked to regulations in the destination country.
Maintaining a trend that has grown over the years, the Group is heavily committed to maximising the re-use of
drums and lowering their environmental impact. It opts to source wood from replanted forests or implement
lagging solutions that reduce recourse to noble materials, while continuing to use recyclable materials. Over the
years, this approach has helped to steadily improve the re-use rate of drums, as a consequence of increasingly
careful and environmentally friendly management.
PRYSMIAN GROUP INCLUDING EX GENERAL CABLES
FY 2021 FY 2020* FY 2019

Drums by type
of material
Tons % Tons % Tons %
Reused 140,529 50% 129,231 48% 129,637 46%
Not reused 141,390 50% 139,428 52% 150,761 54%
Total 281,919 100% 268,660 100% 280,398 100%
* The 2020 figure has been changed from the one published last year, due to a different approach to units of measurement, which generated a calculation delta.
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PRYSMIAN GROUP INCLUDING EX GENERAL CABLES
FY 2021 FY 2020* FY 2019

Drums by type
of material
Tons % Tons % Tons %
Wood 212,762 75% 200,644 75% 193,336 69%
Other materials 69,157 25% 68,016 25% 87,062 31%
Total 281,919 100% 268,660 100% 280,398 100%
* The 2020 figure has been changed from the one published last year, due to a different approach to units of measurement, which generated a calculation delta.
As in previous years, with a view to reducing reel consumption, the Group has continued to reach agreements in
various countries to ensure “Reverse Logistics” and therefore the return and subsequent reuse of drums.
The CEE (Central-Eastern Europe) countries are maintaining and promoting the use of the KTG (Kabel Trommel
GmbH) system, which envisages the rental of drums for the entire supply chain of the Cable Industry, thereby
minimising the movement (and abandonment) of drums.
Although some areas (e.g. the OECD zone) have seen it necessary to return to the one-way model at the expense
of the multi-way model (mainly because of global transport congestion and its economic impacts), the group has
tried to offset this partial slowdown by pushing in areas where there still appeared to be room for growth, thus
achieving a slight but significant increase in performance.
The ongoing logistics integration of the former GC companies continued during 2021, with the natural adaptation
of best practices in the reuse of drums.
Partly as a result of this, the reuse of drums has increased over the last three years, although the ongoing effects of
the COVID pandemic and a scarcity of transport have put pressure on some Revers Logistics flows in various countries.
The share of drum re-use at group level has progressively increased from 46% in 2019 to 48% in 20201 and to 50%
in Tonnes in 2021.
1 The 2020 figure has been changed from the one published last year, due to a different approach to units of measurement, which generated a calculation delta.
173
ATTACHMENTS
2020 TAXES1
Table reporting GRI 207-4 mandatory data
The disclosures called for in GRI 207–4 Country-by-country reporting are presented below by area: AMERICAS, EMEA,
APAC. The main countries in terms of total revenue are presented. All data is reported in millions of euros (except
for the number of employees). As envisaged in Disclosure GRI 207-4, given that the specified information is not
available for the time period covered by the latest consolidated financial statements, the information reported
in this section relates to the year ended 31 December 2020, being the time period covered by the consolidated
financial statements “immediately preceding the most recent ones”.
The data reported in the Revenue; Total Income Tax Paid; Total Income Tax Accrued; Profit (Loss) Before Income
Tax, Number of Employees; Tangible Assets columns has been presented in accordance with the logic that underlies
Country-by-Country Reporting (OECD Action 13).
REMUNERATION
ASSETS, NET (€)
TOTAL INCOME
TOTAL INCOME
TAX ACCRUED -
PROFIT (LOSS)
TAX PAID (ON

PARTIES (€) 2
REVENUE (€)
CASH BASIS)
INCOME TAX
PARTIES (€)
UNRELATED
NUMBER OF
EMPLOYEES
EMPLOYEE
TANGIBLE
YEAR (€) 5
REVENUE
REVENUE
CURRENT
RELATED
BEFORE
((FTE) 6
TOTAL
TOTAL
(€) 4
(€) 3
(€)
Americas 861.50 4,035.99 4,897.49 261.26 75.11 62.73 9,640 1,478.57 484.22
Brazil 84.90 405.32 490.22 27.63 1.04 12.35 1,548 154.18 33.48
Canada 228.58 334.14 562.72 19.13 10.79 8.17 576 106.74 38.59
United
429.32 2,817.06 3,246.39 201.87 50.99 37.62 4,873 1,033.94 369.53
States
Other 118.69 479.47 598.16 12.63 12.28 4.60 2,643 183.70 42.62
Emea 3,640.85 5,726.90 9,367.75 -243.77 41.23 43.75 16,478 2,545.06 816.39
France 325.31 789.64 1,114.95 46.30 1.30 12.30 2,554 429.81 158.83
Germany 193.10 660.30 853.39 -3.54 2.47 0.68 1,825 291.50 133.38
Italy 1,818.32 1,160.82 2,979.15 -82.32 13.24 -0.02 2,371 592.31 172.46
Netherlands 150.58 356.54 507.12 8.92 8.65 15.33 848 171.24 64.29
Spain 213.59 455.33 668.92 -255.53 0.09 1.09 1,306 214.09 72.44
United
125.96 464.69 590.65 -13.63 -0.89 -1.75 1,167 204.91 58.47
Kingdom
Other 813.98 1,839.59 2,653.57 56.03 16.35 16.11 6,408 641.18 156.51
Apac 217.73 902.34 1,120.07 -7.81 6.36 7.86 2,906 274.60 77.77
China 122.16 384.63 506.79 38.96 3.98 5.24 1,382 115.21 27.94
Other 95.57 517.71 613.27 -46.77 2.38 2.63 1,.524 159.39 49.83
Total 4,720.08 10,665.22 15,385.30 9.69 122.70 114.34 29,023 4,298.22 1,378.38
1 It should be noted the presentation of the 2021 figures has changed compared to 2020. Therefore, for easier comparison purposes, the changes made are listed
below:
- Item "VAT and other equivalent Sales Tax (GST) Average ER 2019" is not present in the 2021 table as it is included in Product Taxes on page 82;
- Item "WHT on Employee Remuneration Average ER 2019" is not present in the 2021 table as it is included in People Taxes on page 82;
- Item "Social Contribution Average ER 2019" is not present in the 2021 table as it is included in People Taxes on page 82;
- Item "Employee Taxes" is not present in the 2021 table as it is included in People Taxes on page 82.
The order in which the geographical areas are represented has also been revised, with the content remaining unchanged.
2 Revenue Related Parties and Revenue Unrelated Parties include non-recurring and financial revenues, as well as the positive components of ordinary operations.
However, they do not include the dividends received from other legal entities within the Group. Revenue Related Parties includes the revenues deriving from
transactions between Group entities resident in the same tax jurisdiction.
3 When considering the data reported in the above Table, note that the difference between the Profit (Loss) Before Income Tax caption in this section and the Profit
(loss) before taxes caption in the 2020 Consolidated Financial Statements is mainly due to: i) the principles established by the CBCR BEPS, which envisage a combined
rather than consolidated form of Profit (Loss) Before Income Tax; ii) adjustments made on consolidation not allocated to specific legal entities; iii) capital gains/losses
generated by intra-group transfers.
4 As in the case of revenues,Profit (Loss) Before Income Tax does not include the dividends received from other legal entities within the Group. Total Income Tax Paid
(on cash basis) and Total Income Tax Accrued – Current Year do not include taxes on the dividends received from other legal entities within the Group.
5 Reasons for the difference between Total Income Tax Accrued - Current Year and the theoretical tax due (GRI 207-4-b-x) can be found in Note 27 - Taxes of the 2020
Consolidated Financial Statements.
6 The Number of Employees is calculated using Full-Time Equivalent (FTE) methodology.
175
2019 TAXES
BEFORE INCOME TAX -

EQUIVALENT SALES TAX
(GST) AVERAGE ER 2019
ACCRUED - CURRENT
REVENUE RELATED
TANGIBLE ASSETS,
WHT ON EMPLOYEE
TOTAL INCOME TAX
AVERAGE ER 2019
EMPLOYEE TAXES
AVERAGE ER 2019
TOTAL REVENUE
(ON CASH BASIS)
AVERAGE ER 2019
CONTRIBUTION
TOTAL EMPLOYEE
REMUNERATION
OF EMPLOYEES
REMUNERATION
PROFIT (LOSS)
VAT AND OTHER
(HEADCOUNT)
TOTAL INCOME
UNRELATED
PARTIES (*)
IN MILIONI
TAX PAID
REVENUE
PARTIES
NUMBER
DI EURO
SOCIAL
ENTRY
YEAR
NET
EMEA 51.57 49.1 16,233 399.43 578.96 124.86 195.46 10,129.16 3,706.74 6,422.42 154.31 2,546.25 320.32
France 7.67 17.33 2,646 94.22 75.04 4.86 67.91 1,240.21 281.13 959.08 63.08 450.12 72.77
Germany 0.98 0.75 1,865 27.65 108.51 20.82 21.95 977.43 205.22 772.21 -22.14 283.73 42.77
Italy 29.75 21.37 2,330 7.29 103.00 33.45 45.13 3,232.70 1,927.86 1,304.84 46.52 473.54 78.58
Netherlands 2.70 9.80 865 37.90 50.14 16.85 4.60 542.85 198.73 344.11 57.73 170.73 21.45
United 0.35 1.25 1.218 64.56 48.94 8.06 8.85 708.68 134.55 574.13 8.02 206.58 16.91
Kingdom
Other 10.11 -1.40 7,309 167.81 193.33 40.83 47.01 3,427.29 959.25 2,468.03 1.12 961.54 87.85
AMERICAS 60.15 78.25 9,675 53.66 438.48 61.92 43.67 5,321.52 866.31 4,455.21 342.57 1,589.88 105.60
Brazil 1.79 0.28 1,459 15.53 31.04 5.91 11.27 511.15 81.67 429.48 61.62 192.67 17.18
Canada 8.71 8.87 582 9.63 33.54 7.25 2.02 628.07 223.27 404.80 32.66 109.36 9.28
United 38.11 51.09 5.072 18.00 333.40 42.39 22.99 3,510.33 444.23 3,066.10 206.40 1,108.44 65.38
States
Other 11.54 18.02 2,562.00 10.50 40.50 6.37 7.38 671.97 117.14 554.83 41.90 179.41 13.76
APAC 6.95 11.17 2,851 25.80 111.01 16.37 23.30 1,224.24 213.22 1,011.02 -31.73 269.50 39.67
China 2.27 2.50 1,436 2.76 23.99 1.48 0.98 570.90 135.20 435.69 -31.69 111.58 2.46
Other 4.69 8.66 1,415.00 23.04 87.02 14.90 22.31 653.34 78.02 575.32 -0.035 157.92 37.21
Total 118.67 138.53 28,759 478.89 1,128.45 203.16 262.43 16,674.92 4,786.28 11,888.64 465.16 4,405.63 465.59
(*) Intercompany revenues also include revenues from legal entities within the same tax jurisdiction.
Prysmian Group legal entities considered for Taxes 2020
The table shows the legal entities, including branches, considered in the GRI 207-4 reporting of quantitative
information. They coincide with the scope of the Country-by-Country Report. They differ from those included in the
Consolidated Financial Statements as at 31.12.2020, which excludes the companies that no longer existed at that date.
COUNTRY REGION LEGAL ENTITY ACTIVITY

Panama AMERICAS Alambres y Cables de Panama, S.A. Dormant
Panama AMERICAS Alcap Comercial S.A. Dormant
Manufacturing or Production; Sales,
India EMEA Associated Cables Pvt. Ltd.
Marketing or Distribution
Tunisia EMEA Auto Cables Tunisie S.A.
United Kingdom EMEA Cable Makers Properties & Services Ltd. Other (organizzazione professionale)
Holding shares or other equity
Singapore APAC Cable Supply and Consulting Company Private Limited
instruments
Ecuador AMERICAS Cables Electricos Ecuatorianos C.A. CABLEC Sales, Marketing or Distribution
Panama AMERICAS Cahosa S.A.
instruments
Chile AMERICAS Cobre Cerrillos S.A.
United Kingdom EMEA Comergy Ltd. Dormant
Conducen Phelps Dodge Centroamerica-El Salvador,
El Salvador AMERICAS Dormant
S.A. de C.V.
Puerto Rico AMERICAS Conducen SRL - Branch Puerto RiCO Dormant
Costa Rica AMERICAS Conducen, S.R.L.
United States AMERICAS Diversified Contractors, Inc. Dormant
Malaysia APAC Draka (Malaysia) Sdn Bhd Dormant
Belgium EMEA Draka Belgium N.V. Sales, Marketing or Distribution
China APAC Draka Cables (Hong Kong) Limited Dormant
176
Attachments

Singapore AMERICAS Draka Cableteq Asia Pacific Holding Pte Ltd.
instruments
Netherlands EMEA Draka Comteq B.V. instruments; Managing intellectual
property
Germany EMEA Draka Comteq Berlin GmbH & Co. KG
Brazil AMERICAS Draka Comteq Cabos Brasil S.A.
Research and Development;
Netherlands EMEA Draka Comteq Fibre B.V. Manufacturing or Production Sales,
Research and Development; Holding
/ managing intellectual property;
France EMEA Draka Comteq France S.A.S.
Manufacturing or Production Sales;
Germany EMEA Draka Comteq Germany GmbH & Co. KG
Germany EMEA Draka Comteq Germany Verwaltungs GmbH Dormant
Singapore APAC Draka Comteq Singapore Pte Ltd. Dormant
United Kingdom EMEA Draka Comteq UK Ltd.
Germany EMEA Draka Deutschland Erste Beteiligungs GmbH
instruments
Germany EMEA Draka Deutschland GmbH
instruments
Germany EMEA Draka Deutschland Verwaltungs GmbH Dormant
Germany EMEA Draka Deutschland Zweite Beteiligungs GmbH
instruments
United Kingdom EMEA Draka Distribution Aberdeen Ltd. Dormant
Mexico AMERICAS Draka Durango S. de R.L. de C.V. Manufacturing or Production
Canada AMERICAS Draka Elevator Products Incorporated Sales, Marketing or Distribution
United States AMERICAS Draka Elevator Products, Inc.
France EMEA Draka Fileca S.A.S.
France EMEA Draka France S.A.S.
instruments
Administrative, Management or Support
Netherlands EMEA Draka Holding B.V. Services; Holding shares or other equity
instruments
Spain EMEA Draka Holding, S.L. (Sociedad Unipersonal)
instruments
Poland EMEA Draka Kabely s.r.o. – Branch Poland
Czech Republic EMEA Draka Kabely, s.r.o.
Malaysia APAC Draka Marketing and Services Sdn Bhd Dormant
Mexico AMERICAS Draka Mexico Holdings S.A. de C.V.
instruments
Singapore APAC Draka NK Cables (Asia) Pte Ltd. Dormant
Singapore APAC Draka Offshore Asia Pacific Pte Ltd. Dormant
France EMEA Draka Paricable S.A.S. Sales, Marketing or Distribution
Philippines APAC Draka Philippines Inc.
Germany EMEA Draka Service GmbH Provision of technical services
China APAC Draka Shanghai Optical Fibre Cable Co. Ltd. Dormant
United States AMERICAS Draka Transport USA, LLC
United Kingdom EMEA Draka UK Group Ltd. Dormant
United Kingdom EMEA Draka UK Ltd. Dormant
Honduras AMERICAS Electroconductores de Honduras, S.A. de C.V. Dormant
Tunisia EMEA Eurelectric Tunisie S.A. Manufacturing or Production
Italy EMEA Fibre Ottiche Sud - F.O.S. S.r.l. Manufacturing or Production
United States AMERICAS GC Global Holdings, Inc.
instruments
Spain EMEA GC Latin America Holdings, S.L.
instruments
Mauritius EMEA GC Specialty & Automotive Dormant
Botswana EMEA General Cable Botswana (Pty) Ltd. Dormant
General Cable Brasil Indústria e Comércio de Manufacturing or Production; Sales,
Brazil AMERICAS
Condutores Elétricos Ltda Marketing or Distribution
United States AMERICAS General Cable Canada Holdings LLC
instruments
Dominican Republic AMERICAS General Cable Caribbean, S.R.L Dormant
Portugal EMEA General Cable Celcat, Energia e Telecomunicaçoes SA
Canada AMERICAS General Cable Company Ltd.
177

General Cable Condel, Cabos de Energia e Manufacturing or Production; Sales,
Angola EMEA
Telecomunicaçoes SA Marketing or Distribution
United States AMERICAS General Cable Corporation Services; Holding shares or other equity
instruments
Mexico AMERICAS General Cable de Mexico, S.A de C.V.
Spain EMEA General Cable Holdings (Spain), S.L.
instruments
United Kingdom EMEA General Cable Holdings (UK) Limited
instruments
Netherlands EMEA General Cable Holdings Netherlands C.V.
instruments
New Zealand APAC General Cable Holdings New Zealand Dormant
United States AMERICAS General Cable Industries, Inc.
Marketing or Distribution; Holding
shares or other equity instruments
Manufacturing or Production Sales,
United States AMERICAS General Cable Industries LLC
General Cable Investments, SGPS, Sociedade Holding shares or other equity
Portugal EMEA
Unipessoal, S.A. instruments
Italy EMEA General Cable Italia S.r.l. Dormant
New Zealand APAC General Cable New Zealand Limited Dormant
Norway EMEA General Cable Nordic A/S Dormant
United States AMERICAS General Cable Overseas Holdings, LLC
instruments
Peru AMERICAS General Cable Peru S.A.C. Sales, Marketing or Distribution
South Africa EMEA General Cable Phoenix South Africa Pty. Ltd. Dormant
United Kingdom EMEA General Cable Services Europe Limited Dormant
United States AMERICAS General Cable Technologies Corporation Holding / managing intellectual property
Mauritius EMEA General Cable Trading Dormant
Trinidad and Tobago AMERICAS General Cable Trinidad Limited Dormant
Mexico AMERICAS General de Cable de Mexico del Norte, S.A. de C.V. Manufacturing or Production
United States AMERICAS GK Technologies, Incorporated
instruments
Spain EMEA Grupo General Cable Sistemas, S.L. Marketing or Distribution Holding shares
or other equity instruments
Germany EMEA Höhn GmbH Other activities (Real Estate)
Jaguar Communication Consultancy Services Private
India EMEA Dormant
Ltd.
Germany EMEA Kaiser Kabel GmbH Other activities (Real Estate)
Sales, Marketing or Distribution;
Russia EMEA Limited Liability Company Prysmian RUS Administrative, Management or Support
Services
Russia EMEA Limited Liability Company "Rybinskelektrokabel"
Thailand APAC MCI-Draka Cable Co. Ltd.
China APAC Nantong Haixun Draka Elevator Products Co. LTD
China APAC Nantong Zhongyao Draka Elevator Products Co. LTD
South Africa EMEA National Cables (Pty) Ltd. Dormant
Mexico AMERICAS NK Mexico Holdings S.A. de C.V. Dormant
Germany EMEA NKF Holding (Deutschland) GmbH i.L Dormant
Netherlands EMEA NKF Vastgoed I B.V. Holding (Real Estate)
Netherlands EMEA NKF Vastgoed III B.V. Holding (Real Estate)
United States AMERICAS Norddeutshce Seekabelwerke GmbH – Branch US Provision of services to unrelated parties
Germany EMEA Norddeutsche Seekabelwerke GmbH
United Kingdom EMEA NSW Technology Limited Dormant
Oman EMEA Oman Aluminium Processing Industries (SPC) Manufacturing or Production
Oman EMEA Oman Cables Industry (SAOG)
Other activities (società per scopi
France EMEA P.O.R. S.A.S.
speciali)
Mexico AMERICAS PDIC Mexico, S.A. de C.V. Dormant
United States AMERICAS Phelps Dodge Enfield Corporation
instruments
United States AMERICAS Phelps Dodge International Corporation Dormant
United States AMERICAS Phelps Dodge National Cables Corporation
instruments
China APAC Phelps Dodge Yantai Cable Company, Ltd. Dormant
Cayman Islands AMERICAS Phelps Dodge Yantai China Holdings, Inc.
instruments
178
Attachments

Mexico AMERICAS Prestolite de Mexico, S.A. de C.V. Manufacturing or Production
China APAC Prestolite Wire (Shanghai) Company, Ltd Dormant
Colombia AMERICAS Productora de Cables Procables S.A.S.
Proveedora de Cables y Alambres PDCA Guatemala,
Guatemala AMERICAS Dormant
S.A.
China APAC Prysmian (China) Investment Company Ltd. Services; Holding shares or other equity
instruments
France EMEA Prysmian (French) Holdings S.A.S.
instruments
Australia APAC Prysmian Australia Pty Ltd.
China APAC Prysmian Cable (Shanghai) Co. Ltd. Administrative, Management or Support
Services
Prysmian Cable (Shanghai) Trading Co Ltd - Suzhou Manufacturing or Production; Sales,
China APAC
Branch Marketing or Distribution
Singapore APAC Prysmian Cable Systems Pte Ltd. Dormant
United Kingdom EMEA Prysmian Cables & Systems Ltd.
United Kingdom EMEA Prysmian Cables (2000) Ltd. Dormant
United States AMERICAS Prysmian Cables and Systems (US) Inc.
instruments
Canada AMERICAS Prysmian Cables and Systems Canada Ltd.
Manufacturing or Production;
United States AMERICAS Prysmian Cables and Systems USA, LLC
Services
Singapore APAC Prysmian Cables Asia-Pacific Pte Ltd. Dormant
Chile AMERICAS Prysmian Cables Chile SpA Dormant
Prysmian Cables et Systèmes France SAS - Branch Abu
United Arab Emirates EMEA Dormant
Dhabi
Prysmian Cables et Systèmes France SAS – Branch
Algeria EMEA Dormant
Algeria
Prysmian Cables et Systèmes France SAS - Branch
Lebanon EMEA Provision of services to unrelated parties
Libano
Morocco EMEA Dormant
Marocco
Prysmian Cables et Systèmes France SAS – Branch
Tahiti APAC Provision of services to unrelated parties
Tahiti
Tunisia EMEA Provision of services to unrelated parties
Tunisia
France EMEA Prysmian Cables et Systèmes France S.A.S.
Portugal EMEA Prysmian Cables Spain S.A - Branch Portugal Dormant
Spain EMEA Prysmian Cables Spain, S.A. (Sociedad Unipersonal)
Prysmian Cables y Sistemas de Mexico S. de R. L. de Manufacturing or Production; Sales,
Mexico AMERICAS
C. V. Marketing or Distribution
Mexico AMERICAS Prysmian Cables y Sistemas S.A. - Branch Mexico Dormant
Romania EMEA Prysmian Cabluri Si Sisteme S.A.
Brazil AMERICAS Prysmian Cabos e Sistemas do Brasil S.A.
Malta EMEA Prysmian Cavi e Sistemi Italia S.r.l. - Branch Malta Dormant
Italy EMEA Prysmian Cavi e Sistemi Italia S.r.l.
United Arab Emirates EMEA Prysmian Cavi e Sistemi S.r.l. - Branch AbuDhabi Provision of services to unrelated parties
Morocco EMEA Prysmian Cavi e Sistemi S.r.l. – Branch Marocco Dormant
Qatar EMEA Prysmian Cavi e Sistemi S.r.l. – Branch Qatar Provision of services to unrelated parties
Italy EMEA Prysmian Cavi e Sistemi S.r.l. Services; Holding shares or other equity
instruments
United Kingdom EMEA Prysmian Construction Company Ltd. Dormant
United States AMERICAS Prysmian Construction Services Inc. Other services (Società di Payroll)
Prysmian Consultora Conductores e Instalaciones Holding shares or other equity
Argentina AMERICAS
SAIC instruments
Italy EMEA Prysmian Electronics S.r.l. Manufacturing or Production
Argentina AMERICAS Prysmian Energia Cables y Sistemas de Argentina S.A.
Estonia EMEA Prysmian Group Baltics AS
Denmark EMEA Prysmian Group Denmark A/S Sales, Marketing or Distribution
Finland EMEA Prysmian Group Finland OY
Norway EMEA Prysmian Group Norge AS
179

Sweden EMEA Prysmian Group North Europe AB
instruments
Sweden EMEA Prysmian Group Sverige AB
Provision of services to unrelated
China APAC Prysmian Hong Kong Holding Ltd.
parties; Holding shares or other equity
instruments
Germany EMEA Prysmian Kabel und Systeme GmbH
Slovakia EMEA Prysmian Kablo s.r.o.
Czech Republic EMEA Prysmian Kablo SRO - Branch Czech Republic Sales, Marketing or Distribution

Hungary EMEA Prysmian MKM Magyar Kabel Muvek Kft.
Netherlands EMEA Prysmian Netherlands B.V.
Netherlands EMEA Prysmian Netherlands Holding B.V.
instruments
New Zealand APAC Prysmian New Zealand Ltd.
Austria EMEA Prysmian OEKW GmbH Sales, Marketing or Distribution
United Kingdom EMEA Prysmian Pension Scheme Trustee Ltd. Other
Saudi Arabia EMEA Prysmian PowerLink - Branch Arabia Saudita Provision of services to unrelated parties
Bahrain EMEA Prysmian PowerLink - Branch Baharain Provision of services to unrelated parties
China APAC Prysmian PowerLink - Branch China Provision of services to unrelated parties
Denmark EMEA Prysmian PowerLink - Branch Denmark Provision of services to unrelated parties
Prysmian PowerLink - Branch Emirati Arabi (Abu
United Arab Emirates EMEA Provision of services to unrelated parties
Dhabi)
Philippines APAC Prysmian PowerLink - Branch Filippine Provision of services to unrelated parties
Finland EMEA Prysmian PowerLink - Branch Finland Provision of services to unrelated parties
France EMEA Prysmian PowerLink - Branch Francia Provision of services to unrelated parties
Germany EMEA Prysmian PowerLink - Branch Germania Provision of services to unrelated parties
Greece EMEA Prysmian PowerLink - Branch Grecia Provision of services to unrelated parties
Ireland EMEA Prysmian PowerLink - Branch Irlanda Dormant
Montenegro EMEA Prysmian PowerLink - Branch Montenegro Provision of services to unrelated parties
Netherlands EMEA Prysmian PowerLink - Branch Netherlands Provision of services to unrelated parties
Norway EMEA Prysmian PowerLink - Branch Norway Provision of services to unrelated parties
Qatar EMEA Prysmian PowerLink - Branch Qatar Provision of services to unrelated parties
Singapore APAC Prysmian PowerLink - Branch Singapore Provision of services to unrelated parties
Spain EMEA Prysmian PowerLink - Branch Spagna Provision of services to unrelated parties
Turkey EMEA Prysmian PowerLink - Branch Turchia Dormant
United Kingdom EMEA Prysmian PowerLink - Branch Uk Provision of services to unrelated parties
Italy EMEA Prysmian PowerLink S.r.l. Marketing or Distribution Provision of
services to unrelated parties
Saudi Arabia EMEA Prysmian Powerlink Saudi LLC Dormant
Greece EMEA Prysmian PowerLink Services Ltd. - Branch Grecia Other
United Kingdom EMEA Prysmian PowerLink Services Ltd. Provision of technical services
Ireland EMEA Prysmian Re Company Designated Activity Company Insurance
Research and Development; Holding
/ managing intellectual property;
Purchasing or Procurement;
Italy EMEA Prysmian S.p.a.
Services; Holding shares or other equity
instruments
South Africa EMEA Prysmian Spain SA EPC - Branch South Africa
Provision of services to unrelated parties
China APAC Prysmian Technology Jiangsu Co. Ltd.
China APAC Prysmian Tianjin Cables Co. Ltd.
Italy EMEA Prysmian Treasury S.r.l. Internal Group Finance
United Kingdom EMEA Prysmian UK Group Ltd.
instruments
Germany EMEA Prysmian Unterstuetzungseinrichtung Lynen GmbH Other (fondo pensione)
China APAC Prysmian Wuxi Cable Co. Ltd.
Indonesia APAC PT.Prysmian Cables Indonesia
Mexico AMERICAS Servicios Latinoamericanos GC, S.A. de C.V.
Services
Cote d'Ivoire EMEA SICABLE - Sociète Ivoirienne de Cables S.A.
United Arab Emirates EMEA Silec Cable SAS – Branch Abu Dhabi Provision of services to unrelated parties
Algeria EMEA Silec Cable SAS – Branch Algeria Dormant
180
Attachments

Belgium EMEA Silec Cable SAS – Branch Belgium Provision of services to unrelated parties
Mexico AMERICAS Silec Cable SAS – Branch Mexico Dormant
Tunisia EMEA Silec Cable SAS – Branch Tunisia Provision of services to unrelated parties
Colombia AMERICAS SILEC Cable, S.A.S. - Branch Colombia Dormant
Portugal EMEA SILEC Cable, S.A.S. - Branch Portugal Dormant
France EMEA Silec Cable, S. A. S.
Malaysia APAC Sindutch Cable Manufacturer Sdn Bhd
Singapore APAC Singapore Cables Manufacturers Pte Ltd. Administrative, Management or Support
Services
Manufacturing or Production;
China APAC Suzhou Draka Cable Co. Ltd.
Services
Turkey EMEA Tasfiye Halinde Draka Comteq Kablo Limited Sirketi Dormant
Turkey EMEA Turk Prysmian Kablo Ve Sistemleri A.S. Manufacturing or Production; Sales,
Turkey EMEA Turk Prysmian –Prysmian Powerlink Adi Ortakligi Dormant
Turkey EMEA Turk Prysmian –Prysmian Powerlink Adi Ortakligi II Dormant
Cayman Islands AMERICAS YA Holdings, Ltd.
instruments
United Kingdom EMEA Prysmian Telecom Cables and Systems UK Ltd. Dormant
Netherlands EMEA Donne Draad B.V. Sales, Marketing or Distribution
Netherlands EMEA Draka Kabel B.V. Dormant
Thailand APAC General Cable Asia Pacific & Middle East Co., Ltd. Dormant
Table with 2020 total tax contribution by geographical area
The following table reports a summary of the total tax contribution by macro-area, distinguishing between:
• taxes borne and taxes collected;
• by tax category: profit7, people, product, property and planet.
Data in million euros.

UNITED STATES
NETHERLANDS
AMERICAS
GERMANY
KINGDOM
CANADA
UNITED
FRANCE
BRAZIL
OTHER
OTHER
OTHER
CHINA
TOTAL
SPAIN
ITALY
EMEA
APAC
Tax Borne 164.36 10.01 21.91 96.01 36.43 252.54 70.53 27.60 48.77 17.15 19.17 7.76 61.56 23.86 11.48 12.38 440.76
Profit 76.12 2.50 10.79 51.77 11.06 51.32 11.03 2.60 12.74 8.54 0.00 -0.89 17.29 7.34 4.20 3.13 134.78
People 48.17 5.91 1.84 29.58 10.84 168.05 48.38 23.26 32.85 6.69 15.56 5.45 35.85 11.49 4.09 7.40 227.71
Product 30.43 1.44 8.59 6.48 13.92 12.10 1.78 1.25 0.85 0.25 0.12 0.79 7.06 3.98 2.19 1.78 46.51
Property 9.62 0.15 0.69 8.18 0.59 17.02 9.22 0.49 2.21 0.20 1.53 2.05 1.31 0.53 0.47 0.06 27.16
Planet 0.02 0.00 0.00 0.00 0.02 4.06 0.12 0.00 0.12 1.46 1.95 0.35 0.06 0.52 0.52 0.00 4.60
Tax Collected 156.24 34.93 11.45 86.51 23.35 689.53 120.87 68.18 54.43 67.14 62.02 84.94 231.96 74.98 46.79 28.19 920.76
Profit 3.17 2.01 0.18 0.00 0.98 1.59 -0.49 0.00 0.04 0.30 0.00 1.26 0.47 0.23 0.00 0.23 5.00
People 99.00 6.54 10.33 68.50 13.64 167.82 21.23 37.95 43.48 17.07 16.80 11.13 20.16 7.79 4.27 3.52 274.61
Product 54.07 26.38 0.94 18.01 8.73 519.60 100.12 30.24 10.91 49.75 45.22 72.55 210.82 66.96 42.52 24.44 640.63
Property 0.00 0.00 0.00 0.00 0.00 0.02 0.00 0.00 0.00 0.02 0.00 0.00 0.00 0.00 0.00 0.00 0.02
Planet 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.50
Total tax
320.60 44.94 33.37 182.52 59.77 942.08 191.40 95.78 103.20 84.29 81.18 92.70 293.52 98.85 58.27 40.57 1,361.52
contribution
7 Consistent with the Total income tax paid (on cash basis) reported in the table containing the mandatory disclosures pursuant to the GRI 207-4 reporting
requirements, Profit Tax Borne does not include the taxes on dividends received from other entities in the Group.
181
HUMAN RESOURCES8
TAB. GROUP WORK FORCE BY PROFESSIONAL CATEGORY*
Prysmian Group (FTE) 2019 2020 2021
White Collar 7,692 7,591 7,800
Blue Collar 21,022 20,730 21,963
Total 28,714 28,321 29,763
* Including agency personnel and OAPIL (Oman Aluminium Processing Industries LLC).
TAB. EMPLOYEES BY REGION AND PROFESSIONAL CATEGORY
Prysmian Group no. at 31.12.2021 White Collar Blue Collar Total
EMEA 4,605 11,224 15,829
APAC 880 1,995 2,875
North America 1,437 4,409 5,846
LATAM 1,067 3,396 4,463
Total 7,989 21,024 29,013
TAB. EMPLOYEES BY CONTRACT TYPE (FIXED-TERM/PERMANENT) AND GENDER
Prysmian Group no. at 31.12.2021 Men Women Total
Permanent 22,812 4,848 27,660
Fixed-term 945 408 1,353
Total 23,757 5,256 29,013
Permanent 22,196 4,525 26,721
Fixed-term 718 306 1,024
Total 22,914 4,831 27,745
Permanent 22,721 4,357 27,078
Fixed-term 956 392 1,348
Total 23,677 4,749 28,426
8 See the "Methodology Note" for the scope of the data and its limitations. The total 2021 Prysmian Group workforce includes people from EHC Global (Company
acquired in January 2021)
182
ATTACHMENTS
TAB. EMPLOYEES BY CONTRACT TYPE (FIXED-TERM/PERMANENT) AND GEOGRAPHICAL REGION
Prysmian Group no. at 31.12.2021 EMEA APAC North America LATAM Group
Permanent 14,891 2,850 5,723 4,196 27,660
Fixed-term 938 25 123 267 1,353
Total 15,829 2,875 5,846 4,463 29,013
Prysmian Group no. at 31.12.2020
Permanent 14,730 2,562 5,304 4,125 26,721
Fixed-term 796 72 63 93 1,024
Total 15,526 2,634 5,367 4,218 27,745
Permanent 15,159 2,651 5,473 3,795 27,078
Fixed-term 856 86 92 314 1,348
Total 16,015 2,737 5,565 4,109 28,426
TAB. EMPLOYEES BY PART TIME/FULL TIME AND GENDER
Full Time 23,586 5,109 28,695
Part Time 171 147 318
Total 23,757 5,256 29,013
Full Time 22,852 4,688 27,540
Part Time 62 143 205
Total 22,914 4,831 27,745
Full Time 23,625 4,613 28,238
Part Time 52 136 188
Total 23,677 4,749 28,426
183
TAB. PERCENTAGE OF EMPLOYEES BY PROFESSIONAL CATEGORY, GENDER AND AGE GROUP
≤30 30-50 >50

Prysmian Group
no. at 31.12.2021
Men Women Total Men Women Total Men Women Total
White Collar 58.7% 41.3% 100.0% 67.2% 32.8% 100.0% 75.9% 24.1% 100.0%
Blue Collar 81.5% 18.5% 100.0% 86.8% 13.2% 100.0% 90.1% 9.9% 100.0%
Total 76.7% 23.3% 100.0% 81.2% 18.8% 100.0% 86.0% 14.0% 100.0%
≤30 30-50 >50

Prysmian Group
no. at 31.12.2020
White Collar 60.1% 39.9% 100.0% 68.2% 31.8% 100.0% 76.2% 23.8% 100.0%
Blue Collar 83.2% 16.8% 100.0% 87.5% 12.5% 100.0% 90.3% 9.7% 100.0%
Total 78.1% 21.9% 100.0% 81.9% 18.1% 100.0% 86.1% 13.9% 100.0%
≤30 30-50 >50

Prysmian Group
no. at 31.12.2019
White Collar 61.7% 38.3% 100.0% 68.5% 31.5% 100.0% 76.0% 24.0% 100.0%
Blue Collar 86.1% 13.9% 100.0% 88.0% 12.0% 100.0% 90.4% 9.6% 100.0%
Total 80.4% 19.6% 100.0% 82.6% 17.4% 100.0% 86.2% 13.8% 100.0%
TAB. NEW EMPLOYEE HIRES/DEPARTURES
Total new employee hires (no.) - Prysmian Group
EMEA APAC North America LATAM Group

2021
≤30 569 250 819 147 59 206 641 156 797 563 214 777 1,920 679 2,599
31-50 717 253 970 317 109 426 714 208 922 560 173 733 2,308 743 3,051
>50 116 26 142 39 1 40 273 72 345 29 10 39 457 109 566
Total 1,402 529 1,931 503 169 672 1,628 436 2,064 1,152 397 1,549 4,685 1,531 6,216
Total employee departures (no.) - Prysmian Group
≤30 325 133 458 121 35 156 399 95 494 429 153 582 1,274 416 1,690
31-50 527 145 672 186 66 252 570 150 720 455 166 621 1,738 527 2,265
>50 420 71 491 26 5 31 297 81 378 79 14 93 822 171 993
Total 1,272 349 1,621 333 106 439 1,266 326 1,592 963 333 1,296 3,834 1,114 4,948
184
ATTACHMENTS
WC new employee hires - Prysmian Group
≤30 97 73 170 19 30 49 38 21 59 50 32 82 204 156 360
31-50 188 105 293 83 54 137 68 34 102 111 44 155 450 237 687
>50 23 8 31 13 1 14 46 17 63 7 2 9 89 28 117
Total 308 186 494 115 85 200 152 72 224 168 78 246 743 421 1,164
WC employee departures - Prysmian Group
≤30 64 34 98 13 18 31 21 8 29 15 14 29 113 74 187
31-50 157 73 230 51 34 85 70 22 92 90 44 134 368 173 541
>50 101 34 135 9 3 12 55 24 79 24 2 26 189 63 252
Total 322 141 463 73 55 128 146 54 200 129 60 189 670 310 980
BC new employee hires - Prysmian Group
≤30 472 177 649 128 29 157 603 135 738 513 182 695 1,716 523 2,239
31-50 529 148 677 234 55 289 646 174 820 449 129 578 1,858 506 2,364
>50 93 18 111 26 0 26 227 55 282 22 8 30 368 81 449
Total 1,094 343 1,437 388 84 472 1,476 364 1,840 984 319 1,303 3,942 1,110 5,052
BC employee departures - Prysmian Group
≤30 261 99 360 108 17 125 378 87 465 414 139 553 1,161 342 1,503
31-50 370 72 442 135 32 167 500 128 628 365 122 487 1,370 354 1,724
>50 319 37 356 17 2 19 242 57 299 55 12 67 633 108 741
Total 950 208 1,158 260 51 311 1,120 272 1,392 834 273 1,107 3,164 804 3,968
Total new employee hires (no.) - Prysmian Group

2020
≤30 311 164 475 157 44 201 203 38 241 481 219 700 1,152 465 1,617
31-50 338 147 485 147 57 204 244 56 300 294 144 438 1,023 404 1,427
>50 64 8 72 9 1 10 89 18 107 12 7 19 174 34 208
Total 713 319 1,032 313 102 415 536 112 648 787 370 1,157 2,349 903 3,252
Total employee departures (no.) - Prysmian Group
≤30 242 109 351 141 24 165 154 24 178 361 171 532 898 328 1,226
31-50 581 101 682 213 104 317 248 52 300 303 152 455 1,345 409 1,754
>50 348 32 380 46 16 62 216 54 270 59 15 74 669 117 786
Total 1,171 242 1,413 400 144 544 618 130 748 723 338 1,061 2,912 854 3,766
185
WC employee departures - Prysmian Group
≤30 54 27 81 12 9 21 17 7 24 18 11 29 101 54 155
31-50 121 39 160 46 47 93 37 21 58 49 32 81 253 139 392
>50 86 14 100 10 5 15 45 22 67 21 6 27 162 47 209
Total 261 80 341 68 61 129 99 50 149 88 49 137 516 240 756
BC new employee hires - Prysmian Group
≤30 219 104 323 140 24 164 176 28 204 453 211 664 988 367 1,355
31-50 201 73 274 114 43 157 207 28 235 246 122 368 768 266 1,034
>50 46 4 50 2 0 2 69 12 81 10 6 16 127 22 149
Total 466 181 647 256 67 323 452 68 520 709 339 1,048 1,883 655 2,538
BC employee departures - Prysmian Group
≤30 188 82 270 129 15 144 137 17 154 343 160 503 797 274 1,071
31-50 460 62 522 167 57 224 211 31 242 254 120 374 1,092 270 1,362
>50 262 18 280 36 11 47 171 32 203 38 9 47 507 70 577
Total 910 162 1,072 332 83 415 519 80 599 635 289 924 2,396 614 3,010
Total new employee hires (No.) - Prysmian Group

2019
≤30 502 89 591 117 45 162 292 62 354 445 193 638 1,356 389 1,745
31-50 531 165 696 111 46 157 260 66 326 375 166 541 1,277 443 1,720
>50 100 12 112 6 1 7 97 28 125 31 15 46 234 56 290
Total 1,133 266 1,399 234 92 326 649 156 805 851 374 1,225 2,867 888 3,755
Total employee departures (No.) - Prysmian Group
≤30 483 81 564 111 17 128 177 46 223 343 160 503 1,114 304 1,418
31-50 605 141 746 149 59 208 258 79 337 351 142 493 1,363 421 1,784
>50 380 60 440 28 8 36 208 53 261 82 16 98 698 137 835
Total 1,468 282 1,750 288 84 372 643 178 821 776 318 1,094 3,175 862 4,037
WC new employee hires (No.) - Prysmian Group
≤30 104 51 155 23 20 43 28 19 47 13 21 34 168 111 279
31-50 151 63 214 37 20 57 38 14 52 50 26 76 276 123 399
>50 21 3 24 2 1 3 17 11 28 7 0 7 47 15 62
Total 276 117 393 62 41 103 83 44 127 70 47 117 491 249 740
186
ATTACHMENTS
WC employee departures (No.)- Prysmian Group
≤30 88 37 125 22 13 35 15 14 29 23 26 49 148 90 238
31-50 117 96 273 59 30 89 72 30 102 78 37 115 386 193 579
>50 143 38 181 5 3 8 67 27 94 25 4 29 240 72 312
Total 408 171 579 86 46 132 154 71 225 126 67 193 774 355 1,129
BC new employee hires (No.) - Prysmian Group
≤30 398 38 436 94 25 119 264 43 307 432 172 604 1,188 278 1,466
31-50 380 102 482 74 26 100 222 52 274 325 140 465 1,001 320 1,321
>50 79 9 88 4 0 4 80 17 97 24 15 39 187 41 228
Total 857 149 1,006 172 51 223 566 112 678 781 327 1,108 2,376 639 3,015
BC employee departures (No.) - Prysmian Group
≤30 395 44 439 89 4 93 162 32 194 320 134 454 966 214 1,180
31-50 428 45 473 90 29 119 186 49 235 273 105 378 977 228 1,205
>50 237 22 259 23 5 28 141 26 167 57 12 69 458 65 523
Total 1,060 111 1,171 202 38 240 489 107 596 650 251 901 2,401 507 2,908
AVERAGE HOURS OF (LOCAL) TRAINING - PRYSMIAN GROUP*
Average hours of (local) training

Men Women Total
by professional category 2021
Blue Collar 17.71 17.78 17.72
White Collar 10.07 12.69 10.88
Total 15.94 15.37 15.84

Men Women Total
Blue Collar 19.57 30.54 20.90
White Collar 8.15 7.70 8.02
Total 16.91 19.36 17.33

Men Women Total
Blue Collar 26.27 39.18 27.75
White Collar 13.59 14.6 13.89
Total 23.3 26.86 23.89
*
Training hours include the hours of mandatory training and the hours of OTJ training, when certified, with the exclusion of OAPIL (Oman Aluminium Processing
Industries LLC) and Associated Cables Pvt. Ltd.
187
HEALTH AND SAFETY9
PRYSMIAN GROUP10
202111 Internal employees External employees12

Number of deaths13 1 1
Death rate 0.004 0.050
No. of reportable injuries 394 49
of which with serious consequences 11 1
Severity rate (IG) 46.98 49.92
Frequency rate (IF) 1.49 2.44
Frequency rate for injuries with serious consequences (IF) 0.04 0.05
Hours worked 52,997,509 4,018,110
Number of occupational disease 58
Occupational disease rate 1.02
202014
Number of deaths 0 0
Death rate 0 0
No. of reportable injuries 15
316 4
of which with serious consequences 8 -
Frequency rate for injuries with serious consequences (IF) 0.03 -
Hours worked 48,685,182 2,347,504
201916
Number of deaths 0 0
Death rate 0 0
of which with serious consequences 13 -
Frequency rate for injuries with serious consequences (IF) 0.05 -
Hours worked 52,508,924 1,919,555
10 In 2021, it was possible to report the exact number of hours worked for both internal employees and external employees (temporary agency workers),
without restating FTEs at 31 December. Hours worked in 2019 and 2020 were instead restated on the basis of FTEs at 31 December.
11 For the 2021 reporting year, data includes Prysmian Group and the naval fleet.
12 Accidents occurred to external personnel (temporary agency workers) are included.
13 The death of an external worker regarded a "contractor" and not an "temporary agency workers"
14 In 2020, in accordance with Prysmian’s internal procedures, the accidents presented (recordable accidents) are those that resulted in an absence from the
workplace for more than 24 hours. The number of accidents totalled 320, of which 4 regarding external personnel and 316 regarding internal personnel. Among
accidents, 8 involved internal workers and resulted in over 180 days lost. In most cases, the types of accidents reported in the table refer to injuries to: hands
(48.12%), back (15.94%), and feet (14.06%). The most frequent types of injury among internal employees and external workers are: wounds 24.38%, twists, pulled
muscles 20.31%, fractures 19.06%, bruising 16.56%.
15 It should be noted that a minor accident occurred in 2020 to a Prysmian employee continued in 2021, leading to more than 180 days lost.
16 In accordance with Prysmian’s internal procedures, only incidents that resulted in being off work for more than 24 hours were reported in 2019. There were
357 incidents, of which 15 affecting external personnel and 342 affecting internal personnel. Among all incidents, 13 affecting internal employees each resulted
in more than 180 days lost. In most cases, the types of accidents reported in the table refer to injuries to: hands (49.86%) back (14.29%) and feet (10.92%). The
most frequent types of injury among internal employees and external workers are: wounds (27.17%), twists, pulled muscles (14.29%), fractures (14.01%), bruising
(27.45%).
9 In calculating accidents, only those that occurred at the workplace were considered, excluding commuting accidents, except in cases where transport was organised
by the company. In accordance with Prysmian’s internal procedures, the accidents presented (recordable accidents) are those that resulted in an absence from the
workplace for more than 24 hours. Accidents with serious consequences are all those in which the worker does not recover within six months or is not reasonably
expected to recover within six months.
For 2021, there were no fleet injuries and fleet worked hours (already included in the 2021 calculation of Prysmian Group injury data) totaled 360,736 for internal
employees and 485,743 for temporary agency workers.
188
ATTACHMENTS
Shipping fleet17
SHIPPING FLEET
Fleet Data 2020 Internal employees External employees

of which with serious consequences - -
Frequency rate (IF) 0,54 0,44
Serious injury (IF) frequency rate - -
Hours worked 372.392 458.238
Fleet Data 2019 Internal employees External employees
of which with serious consequences - -
Frequency rate (IF) 0,85 0,34
Serious injury (IF) frequency rate - -
Hours worked 468.670 582.730
ENVIRONMENT
Energy consumption
PRYSMIAN GROUP (2021)

Energy consumed [GJ] Power cables Telecom cables Accessories Optical fibre Wire rod
Electricity purchased 2,418,709 508,397 69,981 472,603 52,133
Electricity covered by renewable energy
certificates 1,841,897 184,904 32,757 485,576 -
(Guarantees of Origin)
Natural gas 1,915,497 92,022 44,586 792,256 219,491
LPG 115,283 8,051 7,377 383 2,411
Petrol 5,119 171 502 - 4
Diesel 119,469 4,415 1,036 596 -
Fuel oil 436 5,380 - 122 -
Steam (purchased,
6,847 - - - -
not produced internally)
Heat (purchased
139,055 - - 8,649 -
from distribution networks)
Chilled water 220 19 38 - -
Total 6,562,532 803,358 156,275 1,760,185 274,040

Electricity covered by renewable energy
certificates 1,504,490 106,205 24,192 424,176 -
Natural gas 1,971,722 74,590 62,158 780,113 195,059
LPG 92,126 7,906 6,500 343 1,998
Petrol 12,217 91 629 11 28
Diesel 115,321 4,785 790 1,185 -
Fuel oil 20,366 3,820 - - -
Steam (purchased,
3,316 - - - -
Heat (purchased
117,018 - - 7,414 -
from distribution networks)
Chilled water 303 - 64 - -
Total 6,498,579 733,402 138,165 1,652,615 243,977
17 With regard to injuries and rates for the fleet, the breakdown of hours worked between internal and ex-ternal personnel on vessels was estimated with reference to
their respective percentages on cable-laying ships. In particular, 95% of workers on the Ulisse and the Cable Enterprise are external personnel, while the entire crew of
the Giulio Verne comprises internal personnel employed by Prysmian. In accordance with Prysmian’s internal procedures, the incidents shown (reportable injuries) were
those that resulted in being off work for more than 24 hours. Injuries with serious consequences are defined as those resulting in 180 or more days lost.
189
Electricity covered by renewable
energy certificates 1,102,714 53,495 - 533,147 -
Natural gas 1,981,388 248,154 38,151 707,554 186,716
LPG 96,363 10,431 7,685 454 1,811
Petrol 11,034 341 309 34 21

Diesel 101,412 6,049 388 2,570 2
Fuel oil 25,731 4,999 - - -
Steam (purchased,
8,087 - - - -
Heat (purchased from
95,341 - - 7,616 -
distribution networks)
Chilled water 206 448 380 - -
Total 6,761,548 968,003 116,333 1,760,502 238,833
Energy intensity
Energy consumed Power cables GJ/Ton Telecom cables GJ/Km Optical fibre GJ/Km Wire rod GJ/Ton
per Km/Ton
of product 3.38 0.02 0.04 2.24
per Km/Ton
of product 3.56 0.02 0.04 2.18
per Km/Ton
of product 3.46 0.02 0.04 2.05
GHG emissions
Emissions
Power Telecom
of greenhouse gases Accessories Optical fibre Wire rod
cables cables
(t CO2 eq)
Direct emissions from combustion 124,750 6,474 3,100 44,762 12,534

Emissions from refrigerant gas leaks 4,281 2,146 310 176 4
Scope I
Emissions from SF6 gas leaks 53,046 - 61,970 - -
Total Scope 1 182,076 8,620 65,380 44,938 12,537
Location-based 364,119 60,503 11,434 57,442 1,867

Scope II
Market-based 249,823 51,753 9,254 35,213 2,726
Scope I and Scope II (Location-Based) 546,195 69,123 76,814 102,380 14,404
Total
Scope I and Scope II (Market-Based) 431,899 60,373 74,634 80,151 15,263
190
ATTACHMENTS
Emissions
Power Telecom
cables cables
(t CO2 eq)
Scope I
Total Scope 1 184,003 7,334 60,174 44,616 11,196
Location-based 381,605 60,802 7,494 57,066 1,700

Scope II
Market-based 306,778 60,150 6,281 35,904 2,640
Total
Emissions
Power Telecom
cables cables
(t CO2 eq)
Scope I
Total Scope 1 214,356 17,908 37,777 42,544 11,106
Location-based 422,670 67,610 7,361 65,365 1,831

Scope II
Market-based 381,589 72,140 8,316 54,149 1,139
Total
Intensity of emissions
Emissions per km/ton Power cables Telecom cables Optical fibre Wire rod
of product tCO2 eq / Ton tCO2 eq / Km tCO2 eq / Km tCO2 eq / Ton
Scope I Total Scope 1 0.09378 0.00019 0.00110 0.10271
Location-based 0.18755 0.00136 0.00140 0.01529
Scope II
Market-based 0.12868 0.00116 0.00086 0.02233
Scope I and Scope II (Location-Based) 0.28133 0.00156 0.00250 0.11800
Total
Scope I and Scope II (Market-Based) 0.22246 0.00136 0.00195 0.12504
Scope I 0.10081 0.00019 0.00114 0.09998
Location-based 0.20906 0.00156 0.00146 0.01518
Scope II
Market-based 0.16807 0.00154 0.00092 0.02357
Total
Scope I 0.10954 0.00038 0.00095 0.09521
Location-based 0.21600 0.00144 0.00146 0.01570
Scope II
Market-based 0.19500 0.00154 0.00121 0.00977
Total
191
Waste
Hazardous waste
HAZARDOUS WASTE [KG] - PRYSMIAN GROUP (2021)
Source Power cables Telecom cables Accessories Optical fibre Wire rod
Ingredients of hazardous
559,135 9,254 - - -
compounds
Asbestos 449,526 717,540 - - -
Copper and aluminium
922,865 22,005 - - 107,388
sludge
Equipment containing PCBs 339 - - - -
Sludge or solid waste with
- - - - -
solvents
Solvents 61,739 23,319 467 69,112 -
Waste waxes and fats 141,603 41,450 - - 3,990
Waste oil 572,309 23,915 51,400 10,149 -
Waste emulsions 2,241,766 144,185 - - 490,660
Waste ink 40,076 4,966 - - -
Contaminated sawdust 79,849 18,470 - - -
Other hazardous waste 2,013,372 162,413 109,099 3,062,505 1,062,583
Total 7,082,578 1,167,516 160,966 3,141,766 1,664,621
Ingredients of hazardous
198,591 19,246 - - -
compounds
Asbestos 87,201 50,574 - - -

985,388 10,733 - - 86,457
sludge
Equipment containing PCBs 11,121 - - - -
Sludge or solid waste with

- - - - -
solvents
Solvents 62,030 19,149 2,854 89,334 -
Waste waxes and fats 142,047 40,681 - - 10,710
Waste oil 626,044 40,939 37,127 10,665 2,415
Waste emulsions 2,087,963 146,099 - - 358,784
Waste ink 48,895 10,003 - - -
Contaminated sawdust 83,699 15,869 50 - -
Other hazardous waste 1,776,174 169,626 138,560 2,389,123 988,482
Total 6,109,154 522,918 178,591 2,489,122 1,446,848
192
ATTACHMENTS
Ingredients of
232,956 - - - -
hazardous compounds
Asbestos 93,526 17,400 - - -

1,013,025 46,934 - - -
sludge
Equipment containing
1,315 450 - - -
PCBs
Sludge or solid waste

- - - - -
with solvents
Solvents 75,340 25,976 1,378 57,596 200
Waste waxes and fats 64,873 55,073 - - -
Waste oil 734,172 37,520 5,130 8,020 15,064
Waste emulsions 3,280,673 152,736 - - 251,980
Waste ink 54,130 25,551 - - -
Contaminated sawdust 41,207 41,167 828 - -
Other hazardous waste 1,825,467 252,331 191,127 4,277,092 1,036,475
Total 7,416,684 655,138 198,463 4,342,708 1,303,719
Non-hazardous waste
NON-HAZARDOUS WASTE [KG] - PRYSMIAN GROUP (2021)
Waste compounds 19,381,032 2,575,766 - - -
Non-hazardous
19,022,627 5,578,734 742,087 653,106 162,690
packaging
Non-hazardous
ingredients for 1,145,072 10,940 - - -
compounds
Sludge from treatment

- - - - -
of emissions
Sludge from cleansing

517,867 23,484 8,480 - -
of civil water

538,421 383,636 2,500 322,230 2,890
of industrial water
Urban waste 17,807,903 3,438,206 873,216 1,002,993 62,540
Wood - - - - -
Other non-hazardous
17,169,431 3,994,374 1,305,540 843,225 124,920
materials
Various alkalis - - - 684,360
Scrap cable 89,974,104 7,194,861 - - -
Total 165,556,458 23,200,002 2,931,823 3,505,913 353,040
193
Waste compounds 18,304,162 3,138,009 - - -
Non-hazardous
17,337,965 3,692,258 466,523 618,878 83,686
packaging
Non-hazardous
ingredients for 723,825 23,933 - - -
compounds

- - - 342,100 -
of emissions

1,479,968 6,490 10,610 - -
of civil water

144,418 415,288 8,120 4,392 -
of industrial water
Urban waste 18,321,930 2,860,843 646,698 903,909 49,640
Wood - - - - -
Other non-hazardous
15,890,229 4,483,282 1,272,846 824,676 134,200
materials
Scrap cable 79,894,901 4,480,878 - - -
Total 152,097,398 19,100,981 2,404,797 2,693,955 267,526
Waste compounds 26,250,690 4,150,056 - - -
Non-hazardous
19,020,648 3,900,148 492,461 341,468 -
packaging
Non-hazardous
ingredients for 328,334 - - - -
compounds

- - - 407,640 -
of emissions

842,550 5,250 6,000 45,100 680
of civil water

912,479 461,259 - 4,131 8,560
of industrial water
Urban waste 18,791,090 4,928,683 613,265 2,362,582 19,318
Wood 289,658 - 93,368 - -
Other non-hazardous
58,009,021 6,660,921 693,979 2,649,288 213,030
materials
Total 124,444,469 20,106,317 1,899,073 5,810,209 241,588
194
ATTACHMENTS
Water consumption
WATER CONSUMPTION BY SOURCE [M3] - PRYSMIAN GROUP (2021)
Water from wells 3,717,138 129,664 331 854,072 19,419
Water from other

721,315 22,052 464,723 - -
sources
Water from public

2,035,506 206,837 92,471 160,447 58,116
water main
Total 6,473,958 358,553 557,525 1,014,519 77,535
Water from wells 3,860,065 170,362 361 922,146 10,537
Water from other

644,636 31,764 530,836 - -
sources
Water from public

1,972,781 197,765 50,976 230,080 55,356
water main
Total 6,477,482 399,890 582,173 1,152,226 65,893
Water from wells 4,120,034 233,274 260 912,491 9,136
Water from other

705,122 22,785 612,674 - -
sources
Water from public

2,188,944 224,401 61,240 297,497 46,647
water main
Total 7,014,100 480,460 674,174 1,209,988 55,783
195
CORRELATION TABLE DECREE 254/2016, MATERIAL ASPECTS AND GRI ASPECTS
DECREE 254/16 MATERIAL ASPECTS FOR GRI ASPECTS*

PRYSMIAN GROUP
401: Employment (2016)

Involvement and upskilling of
employees
Employees 404: Training and education (2016)
Occupational health and safety 403: Occupational health and safety (2018)
Anti-corruption Business ethics and integrity 205: Anti-corruption (2016)
402: Labour/Management relations (2016)

Respect for human rights and
workers' rights
412: Human rights assessment (2016)
Human Rights
Sustainable supply chain 414: Supplier social assessment (2016)
Diversity, equality and inclusion 405: Diversity and equal opportunity (2016)
Cyber security and data protection 418: Customer privacy (2016)
Business ethics and integrity 207: Tax (2019)
Governance and transparency 206: Anti-competitive behaviour (2016)
Corporate citizenship 203: Indirect economic impacts (2016)

Social
Sustainable supply chain 204: Procurement practices (2016)
Customer centricity n.a.
Economic performance and value

201: Economic performance (2016)
creation
Business ethics and integrity 307: Environmental compliance (2016)
Sustainable supply chain 308: Supplier environmental assessment (2016)
302: Energy (2016)

Energy efficiency and combating
climate change
305: Emissions (2016)
Waste management and recycling 306: Waste (2020)
Environmental Efficient use of water resources 303: Water and effluents (2018)
Biodiversity 304: Biodiversity (2016)
Efficient use of raw materials 301: Materials (2016)

301: Materials (2016)
applications
Technological development and

n.a.
Eco-design innovation
* Material aspects that cannot be linked to a specific GRI aspect are marked as “not applicable” (n.a.).
This Non-Financial Statement (NFS) pursuant to articles 3 and 4 of Decree 254/16 has been prepared in
accordance with the “GRI Sustainability Reporting Standards” published in 2016 by the “GRI - Global Reporting
Initiative,” adopting the “in accordance - Core” option. The document takes into account the sustainability issues
considered important for the Group and its stakeholders, as identified in the materiality matrix (see the section
entitled “Materiality matrix and sustainability”).
In addition, for reasons other than compliance with the requirements of Decree 254/2016, NFS 2021 includes
additional specific KPIs for the sector in which the Group operates, having regard for the indicators published by
the Sustainability Accounting Standards Board (SASB).
196
METHODOLOGICAL NOTE
METHODOLOGICAL NOTE
This document represents the Consolidated Disclosure of Non-Financial Information (hereinafter also the "NFS",
"Statement" or "Sustainability Report") prepared pursuant to Articles 3 and 4 of Legislative Decree no. 254/16
(hereinafter also the "Decree") as amended, by Prysmian S.p.A. and companies consolidated line-by-line (hereinafter
also "Prysmian" or the "Prysmian Group" or the "Group" or "Prysmian Group") and its objective is to ensure the
understanding of the organisational model, the activities, the main risks and performance indicators of the Group
with regard to environmental, social, personnel-related aspects, respect for human rights, the fight against active
and passive corruption that are relevant taking into account the activities and characteristics of the company during
the 2021 financial year (from January, 1st to December, 31st).
In addition, for reasons other than compliance with the requirements of Decree 254/2016, NFS 2021 includes
additional specific KPIs for the sector in which the Group operates, having regard for the indicators published by
the Sustainability Accounting Standards Board (SASB). These indicators are clearly identified in the table on page 23
and supplement the disclosures prepared in accordance with the GRI Standards in order to comply with the
requirements of arts. 3 and 4 of Decree 254/16.
The NFS covers - to the extent necessary to ensure the understanding of the business activity, its performance, its
results and the impact produced by it - environmental, social, employee matters, respect for human rights and
anti-corruption and bribery matters that are significant considering the Group's activities and characteristics, as
illustrated in the materiality matrix contained in the "Materiality analysis" chapter of this document.
The data and information provided refer to all companies belonging to the Prysmian Group as at 31 December 2021,
consolidated on a line-by-line basis. The perimeter of the data will be clearly indicated in the text, in the tables and
in the section "Notes on the data and information".
In 2021, Prysmian Group completed the acquisition of EHC Global, a leader in the production of strategic components
and integrated solutions for the vertical mobility industry, with plants and R&D centres located in China, Canada
and Germany; accordingly, the non-financial data reported in the document includes that company.
The two companies acquired during 2021, Omnisens and Eksa, were not included in the reporting scope.
This NFS has been prepared, adopting the approach "Core" in accordance with the "GRI Sustainability Reporting
Standards" published in 2016 by the "GRI - Global Reporting Initiative, option with the exception of GRI 303: Water,
GRI 403: Occupational health and safety updated in 2018 under GRI 207: Taxes published in 2019 under GRI 306:
Waste updated in 2020. The document was prepared taking into account the sustainability issues considered
significant for the Group and for the Group's stakeholders, submitted as part of the materiality matrix (see the
paragraph “Materiality Matrix”). As required by the Reporting Standard, this document includes the "GRI Content
Index" containing details of the reported indicators.
IThe process of collecting the data and information necessary for the drafting of the NFS involved various functions
of the Group companies and was set up to ensure reporting in line with the GRI principles of balance, comparability,
accuracy, timeliness, clarity and reliability.
The Consolidated Disclosure of Non-Financial Information is currently set to be published annually. The latest Group
NFS was in fact made available in April 2021, via publication in the "Media Library" section of the Group's website.
The Board of Directors of Prysmian S.p.A. approved this document on March, 1st 2022.
Except for the information reflected in the indicators summarised in the table on page 23, this document has been
subjected to a limited examination, as envisaged in the International Standard on Assurance Engagements (ISAE
3000 Revised), by EY S.p.A. The audit was performed according to the procedures indicated in the "Independent
Auditors’ Report", included in this document.
To submit comments, requests, opinions and ideas for improving the activities of Prysmian and on the information
contained in the Sustainability Report, please contact
197
CORPORATE AND BUSINESS COMMUNICATIONS

+39 02 6449 1
[email protected]
NOTES ON THE DATA AND INFORMATION

In general, for all data analysed by geographical area, the North America, Latin America, Europe, MEAT and APAC
regions were taken into account. For details of the countries included in the geographical regions, please refer to
the map of the Group’s plants shown in the "Prysmian Group in the world" section.
Workforce data
For 2021, the Group's total figures as at 31/12/2021 were considered. Once again, as in the previous two years the data
reported in the document considers all employees of all fully consolidated Group companies. As in previous years,
Oman Aluminium Processing Industries – OAPIL has been excluded. This approach applies to all tables except for
the table on the total workforce of the Group representing the Group Full Time Equivalent (FTE), which includes not
only employees but also temporary and OAPIL workers, in line with the information contained in the Annual Report.
Note that in order to guarantee the reliability of this document and its comparability with previous years, estimates
have been made with regard only to the data of Associated Cables Pvt. Ltd., on the basis of the best available
methodologies. In fact, due to a lack of data, the number of persons employed by Associated Cables Pvt. Ltd has not
changed for five years, while the qualitative breakdowns have been estimated with reference to Group averages.
Consistent with the turnover data reported for the previous two years, non-financial reporting has been improved
by considering all white-collar and blue-collar workers (excluding the employees of Oman Aluminium Processing
Industries – OAPIL and Associated Cables Pvt. Ltd.). Employee departures now include all reasons for leaving (e.g.
voluntary departures, retirement, redundancies, etc.).
Environmental data
The environmental data18 presented in the document is derived from a reporting system that, with respect to the
declared perimeter of the reporting, does not include offices as they have a reduced environmental impact when
considering the production activities of the Group.
The scope of the environmental data collection for 2019, 2020 and 2021 excludes:
• the Chiplun production site (India)
• the Sohar production site (Oman)
These sites are not to be understood as being included in the numbers given in this document except where expressly
indicated.
The data related to waste production and water withdrawals for the Sicable production site (Côte d'Ivoire) has been
estimated using the data collected in the 2019 reporting year.
Environmental data is not yet reported in relation to the installation of terrestrial and submarine cables (the
environmental aspects and methods of management differ greatly from those of the operating units), since a
18 It should be noted that, due to the rounding of figures, there could be discrepancies between the sum of the environmental data indicated in the individual tables
and the total figures.
198
ATTACHMENTS
project is currently in progress for the future collection and reporting of representative indicators, using dedicated
tools. Note that the environmental performance indicators relating to energy, greenhouse gas emissions, waste
(including the proportion intended for recovery and recycling) and water have been partly derived from estimates,
in view of the data collection deadlines for the preparation of this Report. These estimates are based on the best
information available from data of the previous year relating to the same period of time and/or on the basis of
production.
Note also that in Montereau site, the production of Telecom cables is included under the production of power
cables - since it was not possible to separate the data into two types of product.
With regard to the conversion factors used for the calculation of GHG emissions, the main sources used are:
• Year 2019:
– Scope I fuels: Defra 2019
– Scope I F-GAS: GHG Protocol
– Scope II Location-based: Terna 2017
– Scope II Market-based: AIB 2018 (for European countries) and Center for Resource Solutions (for the USA and
Canada), using the “2018 Green-e Energy Residual Mix Emissions Rates” as source where available, otherwise
Terna 2017
• Year 2020:
– Scope I fuels: Defra 2020
Terna 2018
• Year 2021:
– Scope I fuels: DEFRA 2021
Terna 2019
Health and safety data
The 2019, 2020 and 2021 health and safety data (IF, IG) does not include the following legal entities:
• Associated Cables Pvt. Ltd. (Chiplun site);
• Oman Aluminium Processing Industries LLC (Sohar site).
Whereas the 2019, 2020 and 2021 data for professional diseases does not include the following legal entities:
• Associated Cables Pvt. Ltd. (Chiplun site);
• Oman Aluminium Processing Industries LLC (Sohar site);
• Oman Cables Industry (Muscat site).
The injury rates are calculated as follows:

• Death rate: (Number of deaths / hours worked) * 200.000;
• Injury rate (IR): (total number of accidents with loss of work/hours worked) * 200,000;
• The injury rate (IF) calculation includes deaths;
• Severity rate (IG): (number of days lost/hours worked) * 200,000;
• Occupational disease rate: (cases of occupational disease (officially notified) /hours worked) * 1,000,000;
• Injury, Severity, Fatality and Occupational disease rates were calculated using on the denominator the hours
worked in proportion to the FTEs at 31.12 for 2019 and 2020. On the other hand, it was possible to collect the
precise number of hours worked by internal and external employees for 2021.
199
DESCRIPTION OF MATERIAL TOPICS
MACRO AREA MATERIAL TOPICS DESCRIPTION
Management model based on the most rigorous standards of business ethics and
Business ethics and integrity, especially with regard to the measures adopted by the Group to prevent
integrity both active and passive corruption and ensure the adoption of fiscally-proper
practices.
Cyber security and data Strengthen the cyber security measures to manage information security risks and
Corporate
protection guarantee the protection of data and privacy.
governance
and
Governance organisation and mechanisms designed to ensure the fair and
compliance
Governance and transparent management of business activities and the involvement of
transparency employees, management and shareholders, partly via the share ownership plan
reserved for employees.
Economic performance Promote long-term value for all categories of stakeholder, facilitating business
and value creation development and providing sustainable solutions.
Market approach that makes the customer and product quality central to all
Customer centricity
strategic and organisational decisions
Technological Research and development activity linked to the development of sustainable

development and Eco- products and processes, considering the environmental and social impact of the
Products
design innovation product throughout its entire life cycle.
Develop solutions that may generate sustainability benefits (e.g. solutions for
plants that generate renewable energy, smart grids, innovative solutions for the
applications
electrical system).
Decarbonisation pathway Policies and actions to reduce energy consumption and accelerate to net zero
to net-zero emissions carbon emissions, establishing “science-based” targets valid for the entire Group.
Waste management and Aware management of waste via the promotion of such practices as reuse,
recycling differentiated collection and recycling.
Efficient use of water

Aware and efficient management of water resources.
Environment resources
Efficient use of raw Responsible and efficient use of the raw materials employed in production
materials processes, considering their availability and impact.
Awareness of the impact of the Group on the ecosystem and the consequences
Biodiversity that the loss of biodiversity has on the business and the areas in which the Group
operates.
Policies and actions to attract talent and ensure the development of human
Involvement and resources, via training and mentoring programmes, remuneration policies, bonus
upskilling of employees and benefit policies, career plans, long-term incentives and the promotion of
physical and emotional well-being.
Diversity, equality and Promotion of multiculturalism and social inclusion, protection of diversity in the
inclusion workplace and the reduction of wage differentials.
Prysmian's
Systems for managing occupational health and safety, in order to reduce
People
Occupational health and the number of injuries and occupational diseases and, via suitable training
safety programmes, develop a culture of prevention and management covering these
two aspects.
Policies and actions to protect human rights throughout the entire value chain
Respect for human rights (banning child and forced labour, respect for freedom of association and collective
and workers' rights bargaining, fair pay); development of collaborative relations with the trade
unions.
Monitoring and assessment of suppliers on such topics as the environment, human

rights and the social aspects, in addition to the quality of their products and
Supply chain Sustainable supply chain
services; building supplier awareness about the environment, human rights and
the social aspects.
Local Group activities designed to promote access to energy and telecommunications for
Community involvement
communities everyone; sponsorships and donations for the development of local communities.
200
ANALYSIS OF THE TOPIC BOUNDARY OF MATERIAL ASPECTS
ANALYSIS OF THE TOPIC BOUNDARY OF MATERIAL ASPECTS FOR THE PRYSMIAN GROUP
Below is the analysis of the “topic boundary” (as defined by the GRI) for each material aspect of the Prysmian
Group, as required by Disclosure 103 of the GRI. Reporting is not extended to the external perimeter. Concerning the
reporting of the internal perimeter, the limitations are indicated precisely in the "Notes on data and information"
and in correspondence with each table, where necessary.
ANALYSIS OF THE "TOPIC BOUNDARY" (INTERNAL OR EXTERNAL TO

THE PRYSMIAN GROUP) OF THE MATERIAL ASPECTS
GRI ASPECT
INTERNAL EXTERNAL
201: Economic performance Group -
203: Indirect economic impacts Group -
204: Procurement practices Group Suppliers
205: Anti-corruption Group -
206: Anti-competitive behaviour Group -
207: Taxes (2019) Group Communities
301: Materials Group -
302: Energy Group -
303: Water and effluents (2018) Group -
304: Biodiversity Group -
305: Emissions Group -
306: Waste (2020) Group -
307: Environmental compliance Group -
308: Supplier environmental assessment Group Suppliers
401: Employment Group -
402: 402: Labour/Management relations Group -
403: Occupational health and safety (2018) Group Suppliers
404: Training and education Group -
405: Diversity and equal opportunity Group -
412: Human rights assessment Group Suppliers
414: Supplier social assessment Group Suppliers
418: Customer privacy Group -
201
Independent Auditors’ Report
202
INDEPENDENT AUDITORS’ REPORT
203
204
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Sustainability Report 2021

Sustainability Report 2021

04_PEOPLE, CULTURE & ORGANIZATION 87

05_SUSTAINABLE INNOVATION & LEAN MANUFACTURING 113

06_EXTENDED VALUE CHAIN 153

With the Climate Change Ambition, the Prysmian Group

Message from the Chair of the Sustainability Committee

The Board strongly fostered and fully supported the

The “Climate Change Ambition” stems from the

Enjoy the reading

Our ESG Climate ambition Innovation ambition

Our ESG Client enabler Supplier improver

The creation of value for Stakeholders

Listen and engage with our Public company with

• Cable App & Customer • Shareholders’ meetings

Suppliers Schools, Universities & Research Centers

Proactively promote the Invest and promote

People Local Communities

Create and nurture Promote and contribute

• Internal projects • Construction

PERFORMANCE OF PRYSMIAN STOCK

PERFORMANCE OF PRYSMIAN STOCK

200 250 TOTAL SHAREHOLDER RETURN

PERFORMANCE OF PRYSMIAN STOCK

Prysmian FTSE MIB EURO STOXX 600 INDUSTRIAL

Prysmian FTSE MIB EURO STOXX 600 INDUSTRIAL

81.49% Spending on Suppliers

5.96% Payment to Lenders

0.02% Contributions1.26% Payment

0.02% Contributions to the Com

New Group targets:

We seek to become a global leader in sustainability. This ambition has

PRYSMIAN GROUP CLIMATE CHANGE AMBITION OVED

OUR NET ZERO CLIMATE AMBITION

Already working for an earlier delivery

Approx 100 €M of Capex

2030 SOCIAL AMBITION TARGETS

HEALTH GENDER UPSKILLING EMPOWER DIGITAL RACE/

Highlights: Sustainability KPIs 2021

PEOPLE, CULTURE, SUSTAINABLE INNOVATION

WHITE-COLLAR WOMEN WOMEN EXECUTIVES

35% 100% 69%

of total WORKFORCE of PLANTS WASTE RECYCLED

17.7 1.55 900

TOTAL TRAINING HOURS FREQUENCY RATE NEW PRODUCT FAMILIES

13,484 mln € 68%

6 This percentage refers only to the Product Line “Energy”.

GRI Content Index

MATERIAL ISSUES NOT COVERED BY GRI ASPECTS

GENERAL ISSUE CATEGORY DISCLOSURE DESCRIPTION CHAPTER / PAGE

1) Total energy consumed, (2)

Number of recalls issued, total units

Description of the management of Governance and the management

Description of policies and practices for

Total amount of monetary losses as a