THE MORETTI COMPACT COMPANY

Moretti Compact was born in the early 1970s from an idea by Angelo and Gisfredo Moretti , developing mainly double bedrooms and living rooms for foreign markets.

Towards the mid-1970s, anticipating the trend of the domestic market, the design was oriented exclusively towards the children's bedroom sector.

After about a decade of studying and creating cutting-edge solutions, Gisfredo Moretti , who in the meantime had become the company's sole manager, pushed into new market segments by taking full advantage of the newly introduced technologies and the typical design of that period.

Another turning point came in the early 1990s, when the company was joined by the children and other talented collaborators, experimenting with innovative solutions that combined design and functionality.

Current production, compliant with international safety standards and supported by unprecedented technological and IT development, reflects new furnishing concepts in its colors and shapes, ushering Moretti Compact into the Third Millennium as a leading company in the children's and youth furniture sector.

Currently, the production organization has 10 production plants, divided into 19 departments, for a total of over 56,700 square meters of covered space.

Where we are...

UNI PdR 125:2022 - Management system for gender equality

DIVERSITY AND INCLUSION POLICY: GENDER EQUALITY

The implementation of the Gender Equality Management System at MORETTI ITALIAN DESIGN SpA in accordance with UNI PdR 125:2022 is the natural continuation of the company's existing policy regarding the social issues covered by the ESG (Environmental, Social, and Corporate Governance) framework of an ambitious sustainable development project. With this document, the Management of MORETTI ITALIAN DESIGN SpA intends, first and foremost, to formalize its Diversity, Inclusion, and Gender Equality Policy and, at the same time, reaffirm its commitment to the following :

Selection and hiring process (recruiting)

• Attract and hire people with diverse backgrounds and abilities, pursuing gender equality in the selection and hiring process by identifying a pool of candidates that is essentially equal in gender.
• Emphasize the importance of meritocracy: experience, skills, and competencies guide the selection of the best candidates.
• Provide adequate training on gender equality and cognitive biases to those involved in hiring processes, including recruiters and Line managers, which can negatively impact selection processes.

ANNUAL PERFORMANCE EVALUATION SYSTEM

The Performance Evaluation System encourages ongoing dialogue between Managers and Employees, strengthening everyone's commitment to the company's goals and challenges.

• Creating development plans without any gender discrimination, encouraging constructive discussion aimed at empowering employees through the use of feedback as a means of continuous improvement.
• Include the dimensions of Diversity and Inclusion within the Leadership Model and consequently in the Performance Management system.
• In the “Final Evaluation” phase, Management, in conjunction with the various Managers, verifies that the evaluation curve does not show gender discrimination.

TRAINING, PROFESSIONAL DEVELOPMENT AND COMMUNICATION

• Offer equal development opportunities without any gender discrimination, defining transparent and consistent standards with Performance Management and Talent Development processes.
• Provide training sessions for all employees to raise awareness about the importance of diversity, gender equality, inclusion, and the business impact of these issues. Specifically, all those with leadership roles and working group coordination will be trained on issues related to unconscious bias and the ability to communicate inclusively.
• Involve both women and men equally in all initiatives and training courses in at least one training session per year.

POTENTIAL ENHANCEMENT AND CAREER PATHS

• Promote a culture based on meritocracy and respect for people regardless of gender.
• Ensure that Talent Development and Succession Planning processes adequately select profiles from the underrepresented gender, with the aim of achieving gender balance in managerial positions (while always ensuring a focus and attention on meritocracy).

• Periodic remuneration measures and short- and long-term incentive systems are anchored to principles of recognition of the responsibilities assigned, the results achieved and the quality of the professional contribution made, taking into account the context and market references applicable to similar positions or to roles of a similar level in terms of responsibility and complexity.
• Ensure fairness and equal pay opportunities for all employees, regardless of gender.
• Promote actions and behaviors consistent with the company's culture, respecting the principles of plurality, equal opportunities, valorization of people's knowledge and professionalism, fairness, and non-discrimination.

MANAGEMENT ASPECTS RELATED TO WORK ORGANIZATION

• Improve work-life balance throughout the employee's personal and professional lives by providing support during and after extended periods of absence, avoiding discrimination during and after leave, allowing employees to remain in touch with the company during the leave, and promoting their reintegration into the workforce afterward.
• Prevent harassment (of any kind and severity) in the workplace through a dedicated gender-based harassment awareness program that raises awareness and guides daily behavior. To this end, the organization has also established a channel through which employees can report incidents anonymously.

TERMINATION OF THE EMPLOYMENT RELATIONSHIP

• Implement a clear and shared exit interview process to gather qualitative feedback and analyze it to promptly identify processes, tools, or areas for improvement within the company. In this regard, particular attention will be given to people leaving the company for gender-related reasons (non-return from maternity leave, incompatibility of family and professional commitments, etc.).

Management also undertakes to document and make this document available to the public and at all company levels, as well as to encourage all members of the organization to know and implement this Policy, in order to open a dialogue between the company and all its stakeholders, both internal (employees) and external (customers, suppliers, institutional bodies, etc.), which leads to greater sensitivity towards the issues of Diversity, Inclusion and Gender Equality.

Finally, the Management ensures that this Policy is available to the public and at all company levels by using all communication tools in its possession, such as the delivery of information material, company notice boards, intranet and the website https://moretticompact.it/azienda.htm

The partnership

INTELI – Intelligence in LIVING comfort

The INTELI project focuses on Industrial Research and Experimental Development activities to expand furnishings with new and advanced performance features for health, sustainability, comfort, and interactivity. The project aims to study new customer expectations for the next five years regarding the performance of furnishings for the five living environments considered: bedroom, kitchen, living room, commercial/retail space, and public food and beverage venues (bars, pastry shops, ice cream parlors, etc.).

The project aims to develop at least five innovative furniture prototypes, with a particular focus on user-product interactivity. The initiative stems from the need to rethink confined spaces as intelligent ecosystems, in which furniture products are not simply functional elements, but active tools capable of communicating with the user and the surrounding environment. This also fosters greater interaction between the manufacturer and the end consumer regarding product lifecycle traceability and durability, and also encourages the development of new after-sales services to foster customer loyalty.

GOALS

• Define new living scenarios and the performance expected from furnishing products by modern consumers.
• Develop furnishings with new and advanced features addressing key market competitiveness issues.
• Develop at least 5 innovative, sustainable, and intelligent furniture prototypes.

Expected results

• To create new furnishings with strong competitive value capable of meeting the needs of the modern consumer.
• Identify new ways of user-product interaction using modern technologies, also with the aim of developing new after-sales services capable of increasing customer loyalty.
• Increase the competitiveness of partners through the acquisition of new skills resulting from the implementation of Industrial Research and Experimental Development activities

DURATION: 18 MONTHS

CO-FINANCED AMOUNT: €2,391,627.70

FINANCING INTENSITY: €1,594,059.65

MY LEAF

Moretti Compact has always been committed to making a concrete contribution to a better future. This includes the installation of nine photovoltaic systems and a cogeneration unit for renewable energy production, which covers 88% of the company's energy needs , resulting in CO2 savings of 1,870 tons per year , equivalent to planting more than 1,000,000 trees (approximately 735 hectares of forest).

Reducing waste and using technologies capable of transforming energy more efficiently are the company's constant commitments, which have become even stronger since joining the Leaf Community, the first fully eco-sustainable integrated community created by the Loccioni Group . These improvement objectives are part of the company's environmental policy, which focuses on protecting the environment.