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“I don’t want to live in a world where nature is destroyed”
Luigi Lavazza, 1935

It was during a trip to South America in 1935 when Luigi Lavazza expressed his dismay at the destruction of whole batches of unsold coffee — an experience that left its mark on him, and shaped his business vision.

Since then, we have always paid great attention to the economic, human, environmental and cultural assets of the countries in which we operate: over the years, this attention was transformed into concrete actions in favour of coffee growing countries, and strong support for organisations focusing on social issues.

Lavazza has always been a responsible company, characterised by a strategic CSR approach. In practice, this means strategically incorporating Corporate Social Responsibility in every stage of the production chain, even beyond the boundaries of the company’s specific business. This full-spectrum approach requires a life cycle thinking concept, in which sustainability forms an integral part of the business.

With a view to integration and long-term systemisation and measurability of results, in early 2011 Lavazza introduced a dedicated function to define and coordinate all of the Group’s CSR actions, along four main lines: product sustainability, production processes sustainability, enhancement of relations with external stakeholders (suppliers, consumers, strategic partners, etc.) and internal stakeholders (human resources).

The Lavazza Foundation

The non-profit Giuseppe and Pericle Lavazza Foundation (hereafter the “Foundation”) was set up in 2004. It was established to provide solidarity in connection with healthcare, social and environmental protection issues in Italy and abroad.

The Lavazza Foundation

Human resources

Human resources

Over the course of four generations, the Lavazza family’s values and its business approach have been transmitted consistently and enthusiastically to workers and now represent shared values among those working for the company.

The development of human resources is a strategic aspect for the pursuit of excellence.

We grow as a company if people and their skills grow.

Our tradition of transferring professional skills from experts to new employees has become systemic with the establishment of structured courses and tools for professional training and development.

Product sustainability

In order to safeguard the excellence of our products, which blend sustainability, quality and innovation, several years ago Lavazza launched a programme aimed at assessing the environmental performances of various key products according to a cradle-to-grave Life Cycle Assessment approach.

Product sustainability

Production cycle

Production cycle

We are well aware that the quality of our organisational and production processes is fundamental to ensure excellence in coffee production on a day-to-day basis.

Quality, as a guiding principle, finds one of its highest expressions in the production processes.

Sustanaibility Report

In order to add real tangibility to this process, we are presenting our first Sustainability Report during the year of our 120th anniversary and the World Exposition devoted to nutrition and sustainability. This Report, which has been strongly advocated by the owners themselves, will be produced on an annual basis.

The document has been prepared according to the Global Reporting Initiative (GRI), in its most recent GRI-G4 version, and the “Stakeholder Engagement and Materiality Analysis” section was validated by the GRI as demonstrated by the icon in the GRI Content Index.

Sustanaibility Report

Continuous improvement

The challenge for 2015 is to focus even more on sustainability as a driving force behind innovation. For Lavazza this means incorporating sustainability even further into corporate processes, sharing its vision and commitment with all internal and external stakeholders, so as to encourage the creation of a virtuous circle that constantly triggers improvements, not only within the company itself but throughout the supply chain as a whole.

This is an ongoing cycle in which product and process innovation, excellent quality and environmental, economic and social sustainability feed into one another, thanks to the contribution of all those who work with Lavazza, generating added value to the benefit of all. In the words of the scholar Wayne Visser, it is a CSR 2.0 model (creative, scalable, glocal, circular, and in other words systemic), in which social responsibility, environmental sustainability and business merge to create value. We therefore talk about CIV, or Creating Integrated Value. Lavazza is constantly working towards this model. 

The new Headquarters Borgata Aurora, Turin

An example of this systemic vision of sustainability as an opportunity for creating value is offered by the architectural project being developed by Lavazza in the construction of its new Headquarters in Borgata Aurora, Turin.

The new Headquarters will cover a floor space of 30,000 m2 of a redeveloped industrial area. It will be a building with low environmental impact designed by Studio Cino Zucchi e Associati and candidate to the LEED® (Leadership in Energy and Environmental Design) Gold Level certification.

The new headquarters is definitely the project with the biggest impact, but it is also worth mentioning a number of other objectives for the 2015–2018 period:

- Definition of a “tailor made” welfare plan, based on a segmented offer, adapted to the varied nature of the workforce;
- ISO 22000 certification for all production plants,
- Centralisation of the receipt and handling of complaints from all over the world, completing the work already started in Italy. This will ensure greater proximity to all our consumers and a better understanding of their needs and how they perceive the quality offered by Lavazza;
- Definition and implementation of the Health, Safety, Energy and Environmental Management System in compliance with ISO 14001, ISO 50001 and OHSAS 18001.