| The Esprinet Group's performance | 2025 | |||
| Consolidated data | ||||
| Revenue | Euro mil | 4,292.1 | ||
| Adjusted EBITDA | Euro mil | 69.7 | ||
| Net income | Euro mil | 20.2 | ||
| Gender distribution | % | 53 | ||
| New generations/age diversity - share of employees under 30 years of age (% of total) | % | 11 | ||
| Serious injuries | No | None | ||
| % of electricity purchased from renewable sources | % | 98 | ||
| Waste for recovery | % | 98 | ||
| CDP rating | Score | B | ||
| (euro/000) | notes | 2025 | % | 2024 | % | % var. 25/24 |
| Profit & Loss | ||||||
| Sales from contracts with customers | 4,292,050 | 100.0% | 4,141,562 | 100.0% | 4% | |
| Gross profit | 235,066 | 5.5% | 226,942 | 5.5% | 4% | |
| EBITDA | (1) | 69,737 | 1.6% | 69,527 | 1.7% | 0% |
| Operating result (EBIT) | 45,253 | 1.1% | 46,226 | 1.1% | -2% | |
| Result before income tax | 31,561 | 0.7% | 28,866 | 0.7% | 9% | |
| Net result | 20,173 | 0.5% | 21,521 | 0.5% | -6% | |
| Financial data | ||||||
| Cash flow | (2) | 44,657 | 44,822 | |||
| Gross investments | 3,391 | 6,979 | ||||
| Net working capital | (3) | 168,039 | 167,100 | |||
| Operating net working capital | (4) | 139,568 | 135,209 | |||
| Fixed assets | (5) | 293,492 | 290,884 | |||
| Net capital employed | (6) | 411,410 | 403,083 | |||
| Net equity | 389,470 | 389,247 | ||||
| Tangible net equity | (7) | 255,145 | 263,177 | |||
| Net financial debt | (8) | 43,808 | 36,238 | |||
| Main indicators | ||||||
| Net financial debt / Net equity | 0.1 | 0.1 | ||||
| Net financial debt / Tangible net equity | 0.2 | 0.1 | ||||
| EBIT / Finance costs - net | 3.3 | 2.7 | ||||
| EBITDA / Finance costs - net | 5.1 | 4.0 | ||||
| Net financial debt/ EBITDA | 0.6 | 0.5 | ||||
| ROCE | (9) | 6.1% | 8.3% | |||
| Operational data | ||||||
| N. of employees at end-period | 1,826 | 1,808 | ||||
| Avarage number of employees | (10) | 1,822 | 1,797 | |||
| Earnings per share (euro) | ||||||
| - Basic | 0.41 | 0.44 | -7% | |||
| - Diluted | 0.41 | 0.43 | -5% |
| (€/000) | 2025 | 2024 | % Var. |
| Sales from contracts with customers | 4,292,050 | 4,141,562 | 4% |
| Cost of goods sold excl. factoring/securitisation | 4,042,302 | 3,894,917 | 4% |
| Financial cost of factoring/securisation(1) | 12,590 | 17,046 | -26% |
| Gross Profit(2) | 237,158 | 229,599 | 3% |
| Gross Profit % | 5.53% | 5.54% | |
| Personnel costs | 99,609 | 96,346 | 3% |
| Other operating costs | 67,812 | 63,726 | 6% |
| EBITDA adjusted(3) | 69,737 | 69,527 | 0% |
| EBITDA adjusted % | 1.62% | 1.68% | |
| Depreciation and amortisation | 8,996 | 9,344 | -4% |
| IFRS 16 Right of Use depreciation | 15,488 | 13,957 | 11% |
| Goodwill impairment | - | - | n/s |
| EBIT adjusted(3) | 45,253 | 46,226 | -2% |
| EBIT adjusted % | 1.05% | 1.12% | |
| Non recurring costs(4) | - | - | n/s |
| EBIT | 45,253 | 46,226 | -2% |
| EBIT % | 1.05% | 1.12% | |
| IFRS 16 interest expenses on leases | 4,607 | 3,876 | 19% |
| Other financial (income) expenses | 10,786 | 10,705 | 1% |
| Foreign exchange (gains) losses | (1,701) | 2,779 | >100% |
| Result before income taxes | 31,561 | 28,866 | 9% |
| Income taxes | 11,388 | 7,345 | 55% |
| Net result | 20,173 | 21,521 | -6% |
| - of which attributable to non-controlling interests | - | - | n/s |
| - of which attributable to the Group | 20,173 | 21,521 | -6% |
| (euro/000) | 31/12/2025 | 31/12/2024 |
| Fixed assets | 293,492 | 290,884 |
| Operating net working capital | 139,568 | 135,209 |
| Other current assets/liabilities | 28,471 | 31,891 |
| Other non-current assets/liabilities | (28,253) | (32,499) |
| Total uses | 433,278 | 425,485 |
| Short-term financial liabilities | 68,397 | 87,799 |
| Lease liabilities | 14,146 | 12,633 |
| Financial assets held for trading | (213) | (103) |
| Financial receivables from factoring companies | (585) | (133) |
| Current debts for investments in subsidiaries | 6,000 | - |
| Other current financial receivables | (8,834) | (10,154) |
| Cash and cash equivalents | (230,562) | (216,250) |
| Net current financial debt | (151,651) | (126,208) |
| Borrowings | 74,911 | 30,762 |
| Lease liabilities | 120,548 | 131,084 |
| Non - current debts for investments in subsidiaries | - | 600 |
| Net financial debt (A) | 43,808 | 36,238 |
| Net equity (B) | 389,470 | 389,247 |
| Total sources of funds (C=A+B) | 433,278 | 425,485 |
| (€/000) | 2025 | 2024 | % Var. |
| Sales from contracts with customers | 2,642,739 | 2,652,584 | -0% |
| Cost of goods sold excl. factoring/securitisation | 2,487,619 | 2,492,635 | -0% |
| Financial cost of factoring/securisation(1) | 7,780 | 11,697 | -33% |
| Gross Profit(2) | 147,340 | 148,252 | -1% |
| Gross Profit % | 5.58% | 5.59% | |
| Personnel costs | 61,813 | 61,305 | 1% |
| Other operating costs | 51,728 | 50,033 | 3% |
| EBITDA adjusted(3) | 33,799 | 36,914 | -8% |
| EBITDA adjusted % | 1.28% | 1.39% | |
| Depreciation and amortisation | 6,939 | 7,258 | -4% |
| IFRS 16 Right of Use depreciation | 11,992 | 10,564 | 14% |
| Goodwill impairment | - | - | n/s |
| EBIT adjusted(3) | 14,868 | 19,092 | -22% |
| EBIT adjusted % | 0.56% | 0.72% | |
| Non recurring costs(4) | - | - | n/s |
| EBIT | 14,868 | 19,092 | -22% |
| EBIT % | 0.56% | 0.72% |
| (euro/000) | 31/12/2025 | 31/12/2024 |
| Fixed assets | 252,931 | 257,164 |
| Operating net working capital | 81,568 | 80,389 |
| Other current assets/liabilities | 44,292 | 51,346 |
| Other non-current assets/liabilities | (16,404) | (22,226) |
| Total uses | 362,387 | 366,673 |
| Short-term financial liabilities | 49,998 | 72,908 |
| Lease liabilities | 10,964 | 9,441 |
| Current debts for investments in subsidiaries | 6,000 | - |
| Financial receivables from factoring companies | (585) | (133) |
| Financial (assets)/liab. from/to Group companies | 74,349 | 20,257 |
| Other current financial receivables | (8,834) | (10,154) |
| Cash and cash equivalents | (128,724) | (90,973) |
| Net current financial debt | 3,168 | 1,346 |
| Borrowings | 37,571 | 18,834 |
| Lease liabilities | 107,083 | 115,934 |
| Non - current debts for investments in subsidiaries | - | 600 |
| Net Financial debt (A) | 147,822 | 136,714 |
| Net equity (B) | 214,565 | 229,959 |
| Total sources of funds (C=A+B) | 362,387 | 366,673 |
| (€/000) | 2025 | 2024 | % Var. |
| Sales from contracts with customers | 1,679,602 | 1,518,460 | 11% |
| Cost of goods sold excl. factoring/securitisation | 1,584,999 | 1,431,851 | 11% |
| Financial cost of factoring/securisation(1) | 4,811 | 5,350 | -10% |
| Gross Profit(2) | 89,792 | 81,259 | 11% |
| Gross Profit % | 5.35% | 5.35% | |
| Personnel costs | 37,796 | 35,041 | 8% |
| Other operating costs | 16,544 | 14,192 | 17% |
| EBITDA adjusted(3) | 35,452 | 32,026 | 11% |
| EBITDA adjusted % | 2.11% | 2.11% | |
| Depreciation and amortisation | 1,607 | 1,590 | 1% |
| IFRS 16 Right of Use depreciation | 3,496 | 3,393 | 3% |
| Goodwill impairment | - | - | n/s |
| EBIT adjusted(3) | 30,349 | 27,043 | 12% |
| EBIT adjusted % | 1.81% | 1.78% | |
| Non recurring costs(4) | - | - | n/s |
| EBIT | 30,349 | 27,043 | 12% |
| EBIT % | 1.81% | 1.78% |
| (euro/000) | 31/12/2025 | 31/12/2024 |
| Fixed assets | 115,159 | 108,318 |
| Operating net working capital | 58,018 | 54,873 |
| Other current assets/liabilities | (15,819) | (19,453) |
| Other non-current assets/liabilities | (11,854) | (10,288) |
| Total uses | 145,504 | 133,450 |
| Short-term financial liabilities | 18,400 | 14,892 |
| Lease liabilities | 3,182 | 3,192 |
| Financial assets held for trading | (213) | (103) |
| Financial (assets)/liab. from/to Group companies | (74,349) | (20,257) |
| Cash and cash equivalents | (101,838) | (125,277) |
| Net current financial debt | (154,818) | (127,553) |
| Borrowings | 37,340 | 11,928 |
| Lease liabilities | 13,465 | 15,150 |
| Net Financial debt (A) | (104,013) | (100,475) |
| Net equity (B) | 249,517 | 233,925 |
| Total sources of funds (C=A+B) | 145,504 | 133,450 |
| (€/000) | 2025 | 2024 | % Var. |
| Sales from contracts with customers | 2,092,225 | 2,315,855 | -10% |
| Cost of goods sold excl. factoring/securitisation | 1,993,697 | 2,194,405 | -9% |
| Financial cost of factoring/securisation(1) | 6,853 | 10,154 | -33% |
| Gross Profit(2) | 91,675 | 111,296 | -18% |
| Gross Profit % | 4.38% | 4.81% | |
| Personnel costs | 35,774 | 43,844 | -18% |
| Other operating costs | 40,507 | 43,159 | -6% |
| EBITDA adjusted(3) | 15,394 | 24,293 | -37% |
| EBITDA adjusted % | 0.74% | 1.05% | |
| Depreciation, amortisation, impairment | 5,653 | 6,011 | -6% |
| IFRS 16 Right of Use depreciation | 11,337 | 9,924 | 14% |
| Goodwill impairment | - | - | n/s |
| EBIT adjusted(3) | (1,596) | 8,358 | <100% |
| EBIT adjusted % | -0.08% | 0.36% | |
| Non recurring costs(4) | - | - | n/s |
| EBIT | (1,596) | 8,358 | <100% |
| EBIT % | -0.08% | 0.36% | |
| IFRS 16 interest expenses on leases | 4,008 | 3,213 | 25% |
| Other financial (income) expenses | 9,793 | 9,238 | 6% |
| Foreign exchange (gains) losses | (828) | 1,003 | >100% |
| Cost (income) from investments | (18,780) | 11,197 | >100% |
| Result before income taxes | 4,211 | (16,293) | >100% |
| Income taxes | (995) | (1,141) | -13% |
| Net result | 5,206 | (15,152) | >100% |
| (euro/000) | 31/12/2025 | 31/12/2024 |
| Fixed assets | 314,612 | 311,761 |
| Operating net working capital | 2,531 | (16,976) |
| Other current assets/liabilities | 45,543 | 58,190 |
| Other non-current assets/liabilities | (12,521) | (19,017) |
| Total uses | 350,165 | 333,958 |
| Short-term financial liabilities | 42,634 | 69,809 |
| Lease liabilities | 10,305 | 8,822 |
| Financial receivables from factoring companies | (105) | (133) |
| Debts for investments in subsidiaries (current) | 6,000 | - |
| Financial (assets)/liab. From/to Group companies | 81,997 | 9,870 |
| Other current financial receivables | (8,834) | (10,154) |
| Cash and cash equivalents | (107,042) | (74,671) |
| Net current financial debt | 24,955 | 3,543 |
| Borrowings | 37,571 | 18,834 |
| Lease liabilities | 105,338 | 113,983 |
| Debts for investments in subsidiaries (non-current) | - | 600 |
| Net Financial debt (A) | 167,864 | 136,960 |
| Net equity (B) | 182,301 | 196,998 |
| Total sources of funds (C=A+B) | 350,165 | 333,958 |
| (€/000) | 2025 | 2024 | % Var. |
| Pre-IFRS16 | Pre-IFRS16 | ||
| Sales from contracts with customers | 4,292,050 | 4,141,562 | 4% |
| Cost of goods sold excl. factoring/securitisation | 4,042,302 | 3,894,917 | 4% |
| Financial cost of factoring/securisation(1) | 12,590 | 17,046 | -26% |
| Gross Profit(2) | 237,158 | 229,599 | 3% |
| Gross Profit % | 5.53% | 5.54% | |
| Personnel costs | 99,609 | 96,346 | 3% |
| Other operating costs | 85,539 | 79,726 | 7% |
| EBITDA adjusted(3) | 52,010 | 53,527 | -3% |
| EBITDA adjusted % | 1.21% | 1.29% | |
| Depreciation and amortisation | 8,996 | 9,344 | -4% |
| IFRS 16 Right of Use depreciation | - | - | n/s |
| Goodwill impairment | - | - | n/s |
| EBIT adjusted(3) | 43,014 | 44,183 | -3% |
| EBIT adjusted % | 1.00% | 1.07% | |
| Non recurring costs(4) | - | - | n/s |
| EBIT | 43,014 | 44,183 | -3% |
| EBIT % | 1.00% | 1.07% | |
| IFRS 16 interest expenses on leases | - | - | n/s |
| Other financial (income) expenses | 10,786 | 10,705 | 1% |
| Foreign exchange (gains) losses | (1,701) | 2,779 | >100% |
| Result before income taxes | 33,929 | 30,699 | 11% |
| Income taxes | 11,822 | 7,748 | 53% |
| Net result | 22,107 | 22,951 | -4% |
| - of which attributable to non-controlling interests | - | - | n/s |
| - of which attributable to the Group | 22,107 | 22,951 | -4% |
| (€/000) | 31/12/2025Pre - IFRS 16 | 31/12/2024Pre - IFRS 16 |
| Fixed assets | 169,460 | 155,423 |
| Operating net working capital | 138,088 | 133,762 |
| Other current assets/liabilities | 28,722 | 32,509 |
| Other non-current assets/liabilities | (28,978) | (33,152) |
| Total uses | 307,292 | 288,542 |
| Short-term financial liabilities | 68,397 | 87,799 |
| Lease liabilities | - | - |
| Financial assets held for trading | (213) | (103) |
| Financial receivables from factoring companies | (585) | (133) |
| Current debts for investments in subsidiaries | 6,000 | - |
| Other financial receivables | (8,834) | (10,154) |
| Cash and cash equivalents | (230,562) | (216,250) |
| Net current financial debt | (165,797) | (138,841) |
| Borrowings | 74,911 | 30,762 |
| Lease liabilities | - | - |
| Non-current debts for investments in subsidiaries | - | 600 |
| Net Financial debt (A) | (90,886) | (107,479) |
| Net equity (B) | 398,178 | 396,021 |
| Total sources of funds (C=A+B) | 307,292 | 288,542 |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||||
| Group | Italy | Iberica | Group | Italy | Iberica | |
| Trade receivables [a] | 828,821 | 426,507 | 402,314 | 764,264 | 415,958 | 348,306 |
| Trade receivables net of VAT (1) | 682,087 | 349,596 | 332,491 | 628,805 | 340,949 | 287,856 |
| Sales from contracts with customers (2) | 4,292,050 | 2,612,448 | 1,679,602 | 4,141,562 | 2,623,102 | 1,518,460 |
| [A] Days Sales Outstanding - DSO (3) | 58 | 49 | 72 | 55 | 47 | 69 |
| Inventory [b] | 641,182 | 451,197 | 189,985 | 637,127 | 471,260 | 165,867 |
| [B] Days Sales of Inventory - DSI (4) | 58 | 66 | 44 | 59 | 69 | 43 |
| Trade payables [c] | 1,330,435 | 796,136 | 534,299 | 1,266,182 | 806,829 | 459,353 |
| Trade payables net of VAT (1) | 1,094,140 | 652,570 | 441,569 | 1,040,966 | 661,335 | 379,631 |
| Cost of Sales | 4,056,984 | 2,497,459 | 1,559,525 | 3,914,620 | 2,506,957 | 1,407,663 |
| Total SG&A (5) | 67,812 | 51,728 | 16,084 | 63,726 | 50,034 | 13,692 |
| [C] Days Payable Outstanding - DPO (6) | 97 | 93 | 102 | 96 | 94 | 97 |
| Operating net working capital [a+b-c] | 139,568 | 81,568 | 58,000 | 135,209 | 80,389 | 54,820 |
| Cash conversion Cycle [A+B-C] | 19 | 22 | 14 | 18 | 22 | 15 |
| Operating net working capital/Sales | 3.3% | 3.1% | 3.5% | 3.3% | 3.1% | 3.6% |
| (euro/000) | Esprinet S.p.A. | |
| 31/12/2025 | 31/12/2024 | |
| Trade receivables [a] | 240,879 | 252,232 |
| Trade receivables net of VAT (1) | 197,442 | 206,748 |
| Sales from contracts with customers (2) | 1,995,178 | 2,143,018 |
| [A] Days Sales Outstanding - DSO (3) | 36 | 35 |
| Inventory [b] | 365,112 | 384,485 |
| [B] Days Sales of Inventory - DSI (4) | 70 | 67 |
| Trade payables [c] | 603,460 | 653,693 |
| Trade payables net of VAT (1) | 494,639 | 535,814 |
| Cost of Sales (5) | 1,895,503 | 2,095,440 |
| Total SG&A (6) | 46,925 | 46,575 |
| [C] Days Payables Outstanding - DPO (7) | 93 | 91 |
| Operating net working capital [a+b-c] | 2,531 | (16,976) |
| Cash conversion Cycle [A+B-C] | 13 | 11 |
| Operating net working capital / Sales | 0.1% | -0.8% |
| (euro/million) | 2025 | % | 2024 | % | Var. | % Var. |
| Retailer/e-tailers | 1,425.3 | 33.2% | 1,421.7 | 34.3% | 3.6 | 0% |
| IT Reseller | 3,190.7 | 74.3% | 2,994.0 | 72.3% | 196.7 | 7% |
| Adjustments | (323.9) | -7.6% | (274.1) | -6.6% | (49.8) | 18% |
| Sales from contracts with customers | 4,292.1 | 100.0% | 4,141.6 | 100.0% | 150.5 | 4% |
| (euro/million) | 2025 | % | 2024 | % | Var. | % Var. |
| PC (notebook, tablet, desktop, monitor) | 1,386.0 | 32.3% | 1,251.2 | 30.2% | 134.8 | 11% |
| Printing devices and supplies | 379.8 | 8.9% | 389.7 | 9.4% | (9.9) | -3% |
| Other IT products | 323.4 | 7.5% | 316.0 | 7.6% | 7.4 | 2% |
| Total IT Clients | 2,089.2 | 48.7% | 1,956.9 | 47.3% | 132.3 | 7% |
| Smartphones | 935.5 | 21.8% | 956.2 | 23.1% | (20.7) | -2% |
| White goods | 57.5 | 1.3% | 55.2 | 1.3% | 2.3 | 4% |
| Gaming hardware and software | 68.1 | 1.6% | 91.0 | 2.2% | (22.9) | -25% |
| Other consumer electronics products | 78.0 | 1.8% | 120.6 | 2.9% | (42.6) | -35% |
| Total Consumer Electronics | 1,139.1 | 26.5% | 1,223.0 | 29.5% | (83.9) | -7% |
| Hardware (networking, storage, server & others) | 875.9 | 20.4% | 800.8 | 19.3% | 75.1 | 9% |
| Software, Services, Cloud | 511.8 | 11.9% | 435.0 | 10.5% | 76.8 | 18% |
| Total Advanced Solutions | 1,387.7 | 32.3% | 1,235.8 | 29.8% | 151.9 | 12% |
| Adjustments | (323.9) | -7.6% | (274.1) | -6.6% | (49.8) | 18% |
| Sales from contracts with customers | 4,292.1 | 100.0% | 4,141.6 | 100.0% | 150.5 | 4% |
| (euro/million) | 2025 | % | 2024 | % | Var. | % Var. |
| Retailer/e-tailers | 824.9 | 39.4% | 897.2 | 38.7% | (72.3) | -8% |
| IT Reseller | 1,177.8 | 56.3% | 1,385.9 | 59.8% | (208.1) | -15% |
| Adjustments | 89.5 | 4.3% | 32.8 | 1.4% | 56.7 | 173% |
| Sales from contracts with customers | 2,092.2 | 100.0% | 2,315.9 | 100.0% | (223.7) | -10% |
| (euro/million) | 2025 | % | 2024 | % | Var. | % Var. |
| PC (notebook, tablet, desktop, monitor) | 635.5 | 30.4% | 616.9 | 26.6% | 18.6 | 3% |
| Printing devices and supplies | 303.5 | 14.5% | 305.6 | 13.2% | (2.1) | -1% |
| Other IT products | 200.8 | 9.6% | 196.9 | 8.5% | 3.9 | 2% |
| Total IT Clients | 1,139.8 | 54.5% | 1,119.4 | 48.3% | 20.4 | 2% |
| Smartphones | 509.3 | 24.3% | 529.5 | 22.9% | (20.2) | -4% |
| White goods | 55.8 | 2.7% | 53.7 | 2.3% | 2.1 | 4% |
| Gaming hardware and software | 67.8 | 3.2% | 90.6 | 3.9% | (22.8) | -25% |
| Other consumer electronics products | 68.6 | 3.3% | 111.4 | 4.8% | (42.8) | -38% |
| Total Consumer Electronics | 701.5 | 33.5% | 785.2 | 33.9% | (83.7) | -11% |
| Hardware (networking, storage, server & others) | 132.1 | 6.3% | 285.3 | 12.3% | (153.2) | -54% |
| Software, Services, Cloud | 29.3 | 1.4% | 93.2 | 4.0% | (63.9) | -69% |
| Total Advanced Solutions | 161.4 | 7.7% | 378.5 | 16.3% | (217.1) | -57% |
| Adjustments | 89.5 | 4.3% | 32.8 | 1.4% | 56.7 | 173% |
| Sales from contracts with customers | 2,092.2 | 100.0% | 2,315.9 | 100.0% | (223.7) | -10% |
| % top 10 customers | 2025 | 2024 |
| Esprinet Group | 24% | 24% |
| Esprinet S.p.A. | 38% | 34% |
| ESRS | BP-1 BP-2 |
| Main topics/areas of reporting subject to estimation(quantitative data) | Description |
| GHG emissions - Scope 3 | GHG emissions - Scope 3 throughout the value chain (upstream and downstream of the Esprinet production process) Uncertainties inherent in the nature and quality of the data and the consequent measurement techniques adopted, as envisaged by the GHG Protocol. |
| Disclosure(Disclosure Requirement) | Data point | Paragraph |
| ESRS 2 SBM-1 | §42 | Activities and structure of the Esprinet Group |
| ESRS | ESRS 2 GOV-1 |
| Board of Directors | Role | |
| Maurizio Rota | Chair | Non-executive and non-independent |
| Marco Monti | Deputy Chairman | Non-executive and non-independent |
| Alessandro Cattani | Chief Executive Officer | Executive and non-independent |
| Luigi Monti | Director | Non-executive and non-independent |
| Riccardo Rota | Director | Non-executive and non-independent |
| Angelo Miglietta | Director | Non-executive and independent |
| Renata Maria Ricotti | Director | Non-executive and independent |
| Emanuela Prandelli | Director | Non-executive and independent |
| Angela Sanarico | Director | Non-executive and independent |
| Angela Maria Cossellu | Director | Non-executive and independent |
| Emanuela Teresa Basso Petrino | Director | Non-executive and independent |
| Women | Men | Total | |||
| 5 | 46% | 6 | 54% | 11 | 100% |
| Under 30 years old | Between 30 and 50 years old | Over 50 years old | |||
| No. - | -% | 3 | 27% | 8 | 73% |
| Board of Statutory Auditors | Role |
| Silvia Muzi | Chair |
| Maurizio Dallocchio | Standing auditor |
| Riccardo Garbagnati | Standing auditor |
| Vieri Chimenti | Alternate auditor |
| Ilaria Verani | Alternate auditor |
| Control and Risks Committee |
| Renata Maria Ricotti - Chairman |
| Angelo Miglietta |
| Angela Sanarico |
| Appointments and Remuneration Committee |
| Angelo Miglietta - Chairman |
| Renata Maria Ricotti |
| Angela Maria Cossellu |
| Competitiveness and Sustainability Committee |
| Alessandro Cattani – Chairman |
| Emanuela Prandelli |
| Emanuela Teresa Basso Petrino |
| Giulia Perfetti |
| ESRS | ESRS 2 GOV-2 |
| ESRS | ESRS 2 GOV-3 |
| Incentive system | Recipients | Characteristics |
| Short-term variable remuneration | Chief Executive OfficerChief Operating Officer | Employee Engagement and Client Satisfaction indicators - overall weight 15%: ▪Great Place to Work certification in at least 2 countries ▪NPS Customer Satisfaction |
| Long-Term Incentive System (Performance share) | Chief Executive Officer Chief Operating Officer | ▪Reducing CO2e emissions - weight 7.5%▪Reducing inequalities - weight 7.5% |
| ESRS | ESRS 2 GOV-4 |
| Basic elements of due diligence | Reference (Sustainability Reporting paragraphs) |
| Integrating due diligence into the governance, strategy and business model | ▪GOV-1 - The role of the administration, management and control bodies ▪GOV 2 - Information provided to the company's administrative, management and control bodies and sustainability topics addressed by them ▪GOV-3 - Integrating sustainability performance into incentive schemes▪SBM-3 - Material impacts, risks and opportunities and their interaction with the strategy and business model |
| Involving stakeholders at all | ▪SBM-2 - Stakeholder interests and opinions |
| Identifying and assessing negative impacts | ▪SBM-3 - Material impacts, risks and opportunities and their interaction with the strategy and business model▪IRO-1 - Description of processes to identify and assess material impacts, risks and opportunities |
| Intervening to address negative impacts | ▪E1-3 Climate change policy actions and resources▪E2-2 Pollution-related actions and resources▪E3-2 Water and marine-related actions and resources▪E5-2 Actions and resources related to the use of resources and the circular economy▪S1-4 Actions on material impacts on own workforce and approaches for mitigating material risks and pursuing material opportunities in relation to own workforce, as well as effectiveness of such actions▪S2-4 Actions on material impacts on workers in the value chain and approaches for the management of material risks and the achievement of material opportunities for workers in the value chain, as well as the effectiveness of such actions▪S4-4 Actions on material impacts on consumers and end-users and approaches to mitigate material risks and achieve material opportunities in relation to consumers and end-users, and the effectiveness of these actions |
| Monitor the effectiveness of interventions and communicate | ▪SBM-3 - Material impacts, risks and opportunities and their interaction with the strategy and business model |
| ESRS | ESRS 2 GOV-5 |
| Procedure | Definition of policies and procedures to ensure compliance with regulations and best practices. |
| Roles and responsibilities | Clear definition of the roles and responsibilities of the different players involved. |
| Risk & Control Matrix – Material topics | Identification of key risks and related control measures to mitigate them. |
| Collection of data/information | Structuring the processes for collecting sustainability data and information using spreadsheets, and for storing and analysing information relevant to monitoring and controls. |
| Monitoring and reporting | Adoption of verification mechanisms, internal audits and reporting to ensure the effective functioning of controls. |
| ESRS | ESRS 2 SBM-1 |
| Esprinet is an official signatory of the UN Global Compact. |
| Employees | 2025 | 2024 | ||||
| Women | Men | Total | Women | Men | Total | |
| Total employees at period end/by gender | 967 | 859 | 1826 | 955 | 853 | 1,808 |
| Total number of employees by gender/geographical area | ||||||
| Italy | 526 | 522 | 1048 | 523 | 518 | 1041 |
| Spain | 399 | 301 | 700 | 391 | 300 | 691 |
| - | - | - | ||||
| - | - | - | ||||
| - | - | - | - | |||
| Other | 42 | 36 | 78 | 41 | 35 | 76 |
| Total | 967 | 859 | 1,826 | 955 | 853 | 1,808 |
| ESRS | ESRS 2 SBM-2 |
| Main stakeholders | Engagement activitiesProjects - Initiatives - Reports |
| Shareholders (buy-side financial analysts, retail investors, institutional/professional | Shareholders' Meeting - Board of Directors - Website/dedicated section - Regular meetings - Investor Relations and Corporate Affairs Department - Press releases |
| Banks - Lenders | Meetings - Exchange of information and documents - Presentations |
| Employees, collaborators and trade unions | Dialogue with the Human Resources Department - Informal meetings and institutional events - Company Intranet - Training plans and events, including non-professional ones - Company welfare tools and initiatives - Internal newsletter - Communication plan - Net Promoter Score and Trust index - Employee Engagement survey - Great Place to Work survey - Community - Team building - Internal employer branding - Company library - Solidarity sports events - Socialisation events - Psychological desk - Townhall - Meetings with trade union representatives - Consultation meetings with workers' safety representatives |
| Suppliers (vendors, cooperative contractors, transporters, other non-goods suppliers) | Business meetings and company visits - Training meetings |
| Customers (large/specialised retail, small resellers, Var, on-line shops, small retailers, large resellers) | Sales meetings and company visits - Interaction with sales staff - Customer Service - Institutional website, social media, e-mail, mail - 'Esprinet listens to you' intranet channel - TIB Project - TOGETHER IS BETTER! - Information newsletters |
| Community(local authorities, universities, schools, media, non-profit organisations, trade associations) | Meetings with local community representatives - Company visits - Investments in the social fabric and for local authorities - donations and sponsorships - FOR -TE project - Corporate volunteering activities (Esprinet4others) - Shape the future - Intec project |
| ESRS | ESRS 2 SBM-3 |
| ESRS | Sub-topic/Sub-sub-topic | Impact | Description | Probability | Value chain | Time horizon |
| Environment - E1 Climate change | ||||||
| E1- Climate change | Climate change mitigation | GHG emissions from operations and distributed products[negative] | The Group’s operations generate greenhouse gas emissions that have a negative impact on the climate. The greatest impact is attributable to activities upstream and downstream of the value chain, in particular the extraction and processing of raw materials, the production of goods, and international logistics flows.The Group’s direct emissions, on the other hand, are primarily associated with the energy used to operate its logistics centres. | Effective | Upstream Own Operations Downstream | Short-/medium-/long-term |
| E1- Climate change | Energy | Energy consumption of operations[negative] | The energy required to carry out the company’s activities contributes to the release of climate-changing emissions, which have a negative impact on climate change. The most significant impact is associated with supply chain processes and the transport of products. At the operational level, the main sources of emissions are attributable to the | Effective | Upstream- Own Operations Downstream | Short-/medium-/long-term |
| Environment - E2 Pollution | ||||||
| E2 - Pollution | Air pollution | Air pollution from IT products [negative] | The products marketed by Esprinet contain critical materials such as rare soils, silicon and lithium, the extraction of which can generate atmospheric emissions with negative effects on the surrounding ecosystem. Transport activities, both inbound and outbound, also contribute to the release of pollutants that affect air quality. | Effective | Upstream | Short-/medium-/long-term |
| E2 - Pollution | Water pollution | Water pollution from upstream processes[negative] | The products marketed by Esprinet contain critical materials, including rare soils, silicon and lithium, the extraction of which can lead to water contamination due to the release of harmful substances. | Potential | Upstream | Short-/medium-/long-term |
| E2 - Pollution | Soil pollution | Soil contamination from electronic waste[negative] | The products marketed by Esprinet contain critical materials, including rare soils, silicon, lithium and others, the extraction of which can have a negative impact on soil contamination through the release of harmful substances. | Potential | Upstream-Downstream | Short-/medium-/long-term |
| E2 - Pollution | Substances of concern | Management of ‘substances of concern’ in marketed products[negative] | Devices distributed by Esprinet may contain regulated substances (REACH, RoHS), including 'substances of concern' as defined by the European Union, which require specialised management throughout their life cycle to prevent their release into the environment and negative impacts on ecosystems and living organisms. | Potential | Upstream-Downstream | Short-/medium-/long-term |
| Environment - E3 Water and marine resources | ||||||
| E3 - Water and marine resources | Water consumption | Water consumption in the value chain[negative] | The extraction and processing of raw materials, as well as the production of semiconductors and electronic components, require large quantities of natural resources, in particular ultrapure water, thereby contributing to the depletion of water resources in regions already experiencing high water stress. | Effective | Upstream | Short-Medium/long-term |
| E3 - Water and marine resources | Water withdrawal | Water withdrawal for upstream production [negative] | The use of water in the extraction and processing of raw materials and in the production of electronic components, together with the use of servers and networking devices distributed by Esprinet, results in significant water withdrawals. In areas already subject to water stress, such withdrawals contribute to the depletion of resources and may have negative effects on local ecosystems. | Effective | Upstream | Short-Medium/long-term |
| Environment – E5 Resource use and circular economy | ||||||
| E5 - Resource use and circular economy | Inflows of resources, including the use of resources | Intensive use of material resources[negative] | The products marketed by Esprinet use raw materials and rare soils that cannot always be recycled or reused; furthermore, the use of non-recyclable packaging can hinder the adoption of circular economy models. | Potential | Upstream, Downstream | Medium/long-term |
| E5 - Resource use and circular economy | Resource outflows related to products and services | Sustainable management of end-of-life products[positive] | By promoting more efficient products and technological solutions designed to facilitate the recycling or reuse of raw materials and rare-earth elements, Esprinet helps to reduce the impact of natural resource extraction and improve the sustainability of the value chain. | Potential | Upstream, Downstream | Medium/long-term |
| E5 - Resource use and circular economy | Waste | Waste management and reduction[negative] | The technology sector is characterised by activities that produce different types of waste, hazardous and non-hazardous. Inadequate management can negatively impact both the surrounding environment and ecosystems, even those located far from the places where the waste is generated and disposed of, also taking into account the end-of-life of marketed products. | Effective | Upstream, Downstream | Medium/long-term |
| Social - S1 Own workforce | ||||||
| S1 - Own workforce | Working hours | Balanced management of working time [negative] | Excessive working hours and stressful conditions can violate employees’ rights and have a negative impact on their physical and mental well-being. | Potential | Own operations | Short-/medium-term |
| S1 - Own workforce | Work-life balance | Employee work–life balance[positive] | By promoting employee well-being and work–life balance, Esprinet fosters a more supportive and fulfilling working environment for its employees. | Effective | Own operations | Short-/medium-term |
| S1 - Own workforce | Social dialogue | Social dialogue and participation[positive] | The implementation of mechanisms for dialogue and for listening to employees strengthens collaborative practices, creating a positive working environment that is reflected in stronger relationships with customers and suppliers. | Effective | Own operations | Short-/medium-term |
| S1 - Own workforce | Health and safety | Occupational health and safety [negative] | Risk of accidents resulting from the handling of loads in warehouses, with the potential for injuries and harm to employee safety. | Effective | Own operations | Short-/medium-term |
| S1 - Own workforce | Training and skills development | Training and skills development[positive] | The technical and professional training programmes offered by Esprinet enhance employees’ skills, creating a skilled workforce that delivers greater value to customers and partners. | Effective | Own operations | Short-/medium-/long-term |
| S1 - Own workforce | Gender equality and equal pay for work of equal value | Gender equality and equal pay[negative] | A non-inclusive and discriminatory environment can limit employees’ opportunities for personal and professional development. | Potential | Own operations | Short-/medium-term |
| S1 - Own workforce | Employment and inclusion of people with disabilities | Inclusion of people with disabilities [negative] | The absence of inclusive policies can lead to discrimination and hinder the full participation of people with disabilities in working life. | Potential | Own operations | Short-/medium-term |
| S1 - Own workforce | Diversity | Diversity and inclusion[negative] | A non-inclusive environment and a failure to value diversity can limit opportunities for personal and professional development, negatively affecting the organisational climate. | Potential | Own operations | Short-/medium-term |
| S1 - Own workforce | Adequate wages | Fair remuneration policies in the technology sector[positive] | Through fair and competitive remuneration policies, Esprinet helps to maintain a more stable and competitive tech labour market, enhancing retention and the pool of talent available to the sector. | Effective | Own operations | Short-/medium-term |
| Social - S2 Workers in the value chain | ||||||
| S2 - Workers in the value chain | Working hours | Working hours in the value chain[negative] | The working conditions provided by suppliers of raw materials and rare-earth elements, who are often located in parts of the world characterised by less oversight and consideration of human resources, may result in the treatment of these workers in a manner that does not respect human rights. In particular, they may result in working hours that exceed generally accepted standards. This impact also applies to other workers within Esprinet's value chain. | Potential | Upstream, Downstream | Short-/medium-term |
| S2 - Workers in the value chain | Adequate wages | Human resources in the value chain [negative] | Failure by suppliers, operating in parts of the world characterised by less oversight and consideration of human resources, to consult with workers and listen to their concerns can lead to dissatisfaction, reduce participation, and have a negative impact on other workers throughout Esprinet's value chain. | Potential | Upstream, Downstream | Short-/medium-term |
| S2 - Workers in the value chain | Social dialogue | Human rights violations throughout the supply chain [negative] | The working conditions offered by suppliers of raw materials and rare-earth elements, who are often located in parts of the world with a lower level of oversight and protection of human resources, may result in practices that do not comply with respect for human rights. In particular, this may result in a lack of attention to or failure to listen to workers' concerns. This impact also applies to other workers operating within Esprinet's value chain. | Potential | Upstream, Downstream | Short-/medium-term |
| S2 - Workers in the value chain | Health and safety | Inadequate safeguarding of workers’ safety and protection [negative] | The working conditions offered by suppliers of raw materials and rare-earth elements, who are often located in parts of the world with a lower level of oversight and protection of human resources, may result in practices that do not comply with respect for human rights. In particular, this may result in inadequate monitoring and insufficient attention to workers’ safety conditions. This impact also applies to other workers operating within Esprinet's value chain. | Current | Upstream, Downstream | Short-/medium-term |
| S2 - Workers in the value chain | Child labour | Potential presence of child labour in the supply chain [negative] | The working conditions provided by suppliers of raw materials and rare-earth elements, who are often located in parts of the world characterised by less oversight and consideration of human resources, may result in the treatment of these workers in a manner that does not respect human rights. In particular, they may result in the use of child | Potential | Upstream, Downstream | Short-/medium-term |
| S2 - Workers in the value chain | Forced labour | Potential occurrence of forced labour and non-compliant working hours [negative] | The working conditions offered by suppliers of raw materials and rare-earth elements, who are often located in parts of the world with a lower level of oversight and protection of human resources, may result in practices that do not comply with human rights principles. In particular, this may result in the use of forced labour and working hours that do not comply with international standards. This impact also applies to other workers involved in Esprinet's value chain. | Current | Upstream, Downstream | Short-/medium-term |
| Social - S4 Consumers and end-users | ||||||
| S4 - Consumers and end-users | Privacy | Data compromise and privacy breaches resulting from cyber attacks[negative] | In the absence of adequate preventive measures, cyber attacks can compromise sensitive customer data, resulting in financial losses, breaches of privacy and reduced trust in Esprinet. | Effective | Own operations, Downstream | Medium/long-term |
| S4 - Consumers and end-users | Access to high-quality information | Access to high-quality information for consumers[negative] | The lack of transparency regarding the characteristics and impacts of the products distributed could limit informed purchasing decisions, thereby undermining consumer rights. | Effective | Downstream | Short-/medium-term |
| S4 - Consumers and end-users | Personal safety | Personal safety of end users [positive] | The widespread use of certified and secure technology products helps to reduce the risk of physical accidents, cyber attacks and privacy breaches, thereby enhancing overall consumer security. | Effective | Downstream | Short-/medium-term |
| ESRS | Sub-topic/Sub-sub-topic | Risk/opportunity | Value chain | Time horizon |
| Environment E1 - Climate change | ||||
| E1 – Climate change | Climate change mitigation | Risks related to the non-compliance of the Group or its suppliers with the ongoing implementation and development of European and international environmental and climate change legislation (e.g. | Upstream, Own operations | Medium/long-term |
| E1 – Climate change | Climate change adaptation | Reputational risks arising from failure to meet publicly announced sustainability and emissions reduction targets. | Own operations | Medium/long-term |
| E1 – Climate change | Energy | Transition opportunities related to the establishment of a new Business Unit dedicated to promoting environmental sustainability and ecological and digital transition through specialised products, solutions and expertise. | Upstream, Own operations | Short-/medium-term |
| E1 – Climate change | Climate change adaptation | Physical risks arising from the increased frequency of extreme natural events in the locations where Esprinet and upstream players in the value chain operate (more or less prolonged unavailability of raw materials, assets and infrastructure, increased recovery and insurance costs, service disruption, etc.), with a negative impact on costs, revenues and service levels. | Upstream, Own operations | Long-term |
| Environment E5 - Resource use and circular economy | ||||
| E5 - Resource use and circular economy | Inflows of resources, including the use of resources | Opportunities for new business channels due to the emergence of a circularity model in electronics, within which Esprinet acts as an intermediary and distributor (e.g. management of returns, product recovery/reuse). | Own operations | Short-/medium-/long-term |
| Social S1 - Own workforce | ||||
| S1 - Own workforce | Working hours | Reputational and economic risk arising from possible violations of workers' human rights or non-compliance with social standards within its operations that could lead to litigation. | Own operations | Medium/long-term |
| S1 - Own workforce | Health and safety | Reputational and operational risk arising from an increase in employee accidents and/or injuries, leading to a reduction in operations and staff availability, and consequently resulting in financial damage to the company, including through litigation and legal disputes. | Own operations | Medium/long-term |
| S1 - Own workforce | Training and skills development | Risk of loss of talent in key positions and consequent loss of specialised know-how. | Own operations | Medium/long-term |
| S1 - Own workforce | Diversity | Risks due to potential incidents of discrimination among Group employees and workers, in the absence of adequate measures and protocols to protect diversity and equal opportunities. | Own operations | Medium/long-term |
| Social S2 - Workers in the value chain | ||||
| S2 - Workers in the value chain | Health and safety | Reputational and operational risk arising from an increase in accidents and/or injuries among the employees of partner companies throughout the value chain, leading to a reduction in operations and the availability of staff, and resulting in financial damage to the company, including through litigation and legal disputes. | Upstream, Downstream | Medium/long-term |
| S2 - Workers in the value chain | Forced labour | Reputational and operational risk arising from incidents of child labour/forced labour among the employees of partner companies, leading to a reduction in business operations and staff availability, and resulting in financial damage to the company, including through litigation and legal disputes. | Upstream, Downstream | Medium/long-term |
| S2 - Workers in the value chain | Adequate wages | Reputational risk arising from the possible exploitation of workers throughout the value chain, both upstream and downstream. | Upstream, Downstream | Short-/medium-term |
| Social S4 – Consumers and end-users | ||||
| S4 - Consumers and end-users | Access to products and services | Opportunities related to the growing popularity of non-combustion personal mobility products (bicycles, e-bikes, electric scooters). | Downstream | Short-/medium-/long-term |
| S4 - Consumers and end-users | Cybersecurity | Financial and reputational risk arising from the loss of sensitive data belonging to customers and partner companies as a result of data breaches/cyber attacks. | Downstream | Short-/medium-/long-term |
| S4 - Consumers and end-users | Health and safety | Economic and reputational risks arising from failure to control product safety, which could lead to potential damage in terms of consumer health and safety. | Downstream | Short-/medium-/long-term |
| S4 - Consumers and end-users | Access to products and services | Opportunities related to the growing diffusion of electronic products on the market. | Downstream | Short-/medium-/long-term |
| Governance G1 - Corporate conduct | ||||
| G1 - Corporate conduct | Management of relations with suppliers, including payment practices | Failure to meet suppliers' payment terms could lead to the severance of relations with suppliers and the consequent disruption of the value chain. | Upstream, Own operations, Downstream | Short-/medium-/long-term |
| G1 - Corporate conduct | Active and passive corruption | Reputational and economic risk resulting from possible bribery and/or corruption, contrary to national and European legislation. | Own operations | Short-/medium-/long-term |
| G1 - Corporate conduct | Active and passive corruption | Economic, legal and reputational risk associated with anti-competitive conduct, antitrust violations and monopolistic practices on the part of the Group. | Own operations | Short-/medium-/long-term |
| ESRS | IRO-1IRO-2 |
| Policies/Management Systems | Thematic ESRS reference |
| Organisational, management, and control model pursuant to Italian Legislative Decree 231/2001 (the “231 Model”) - Criminal Risk Control, Management and Organisation Model - Crime Prevention Manual | G1 Corporate conductS1 Own workforce |
| Code of Ethics | G1 Corporate conductS1 Own workforce |
| Anti-Corruption Policy | G1 Corporate conduct |
| Whistleblowing | G1 Corporate conductS1 Own workforceS2 Workers in the value chainS4 Consumers and/or end-users |
| Company | ISO 9001 | ISO 45001 | ISO 14001 |
| Esprinet S.p.A. | n | n | n |
| V-Valley S.r.l. | n | n | n |
| Esprinet Iberica S.L.U. | n | n | n |
| V-Valley Advanced Solutions España, S.A. | n | n | n |
| Zeliatech S.r.l. | n | n | n |
| MATERIAL TOPICS | GOALS | ACTIONS | 2024 BASELINE | 2027 TARGET | SDGs |
| ESRS E1:Climate change mitigation Climate change adaptation Energy | Reduce greenhouse gas emissions from Group operations (Scope 1 and Scope 2) | Activation of the photovoltaic system of the warehouse in Tortona.Evaluate installation of photovoltaic systems also at other Group sites | 455 MWh of electricity self-generated | > 1000 MWh of self-generated electricity | |
| Increase the percentage of hybrid or electric company cars given to Group employees | 59% “green” corporate fleet | > 75% “green” corporate fleet | |||
| Raise awareness among Group employees about the correct use of hybrid cars to improve fuel efficiency | - | - |
| Topic | Sub-topic | SDGs |
| E1 Climate change | Climate change mitigation Climate change adaptationEnergy |
| ESRS | ESRS 2 GOV-3 |
| ESRS | ESRS E1-1 |
| ESRS | ESRS 2 SBM-3 |
| Risk | Danger |
| Temperature change | Temperature |
| Heat | |
| Cold | |
| Changes in wind patterns | Extreme weather phenomena |
| Cold wave | Cold |
| Drought | Drought |
| Heat stress | Heat |
| Heat wave | Heat |
| Heavy rainfall | Rainfall |
| Cold | |
| Rainfall variability | Rainfall |
| Temperature variability | Temperature |
| Forest fire | Fire |
| Storm | Extreme weather phenomena |
| Water stress | Drought |
| Floods | Flash floods |
| Representative Concentration Pathway (RCP) 4.5 (equivalent to 4.5 | This scenario is described by the IPCC as an intermediate scenario, in which |
| Representative Concentration Pathway (RCP) 8.5 (equivalent to 8.5 W/m²) | This scenario projects a reasonable worst-case scenario and is widely used for climate risk assessment and stress testing. |
| ESRS | ESRS 2 IRO-1 |
| Sub-topic/Sub-sub-topic | Impacts |
| Energy | The energy required to carry out the company’s activities contributes to the release of climate-changing emissions, which have a negative impact on climate change. The most significant impact is associated with supply chain processes and the transport of products. At the operational level, the main sources of emissions are attributable to the consumption of electricity and thermal energy in the Groups warehouses |
| Climate change mitigation | The Group’s operations generate greenhouse gas emissions that have a negative impact on the climate. The greatest impact is attributable to activities upstream and downstream of the value chain, in particular the extraction and processing of raw materials, the production of goods, and international logistics flows. The Group’s direct emissions, on the other hand, are primarily associated with the energy used to operate its logistics centres. |
| Sub-topic/Sub-sub-topic | Risks/opportunities |
| Climate change mitigation | Risks related to the non-compliance of the Group or its suppliers with the ongoing implementation and development of European and international environmental and climate change legislation (e.g. CSRD, CBAM). |
| Climate change adaptation | Reputational risks arising from failure to meet publicly announced sustainability and emissions reduction targets. |
| Climate change adaptation | Physical risks arising from the increased frequency of extreme natural events in the locations where Esprinet and upstream players in the value chain operate (more or less prolonged unavailability of raw materials, assets and infrastructure, increased recovery and insurance costs, service disruption, etc.), with a negative impact on costs, revenues and service levels. |
| Energy | Transition opportunities related to the establishment of a new Business Unit dedicated to promoting environmental sustainability and ecological and digital transition through specialised products, solutions and expertise. |
| ESRS | ESRS E1-2 |
| ESRS | ESRS E1-3 |
| ESRS | ESRS E1-4 |
| ESRS | E1-5 |
| Energy consumption¹⁻³ | MWh | |
| 2025 | 2024 | |
| Total energy consumption related to own operations | 13,518 | 13,728 |
| Energy consumption from fossil sources | 6,410 | 6,881 |
| Share of fossil fuel consumption in total energy consumption (%) | 47% | 50% |
| Energy consumption from nuclear sources | 8 | 13 |
| Share of consumption from nuclear sources in total energy consumption (%) | 0% | 0% |
| Energy consumption from renewable sources | 7,099 | 6,834 |
| Consumption of fuels from renewable sources, including biomass, biofuels, biogas, hydrogen from renewable sources, etc.; | 3 | 1 |
| Purchased or acquired consumption of electricity, heat, steam or cooling from renewable sources² | 6,745 | 6,566 |
| Self-produced non-fuel renewable energy consumption | 351 | 267 |
| Share of consumption from renewable sources in total energy consumption (%) | 53% | 50% |
| Non-renewable energy production | - | - |
| Renewable energy production | 549 | 455 |
| MWh | ||
| Consumer companies operating in high-impact sectors | 2025 | 2024 |
| Consumption of coal fuel and coal products | - | - |
| Fuel consumption from crude oil and petroleum products | 4,630 | 4,358 |
| Fuel consumption from natural gas11 | 1,588 | 2,408 |
| Fuel consumption from other fossil sources | - | - |
| Purchased or acquired consumption of electricity, heat, steam or cooling from fossil sources12 | 192 | 115 |
| Energy intensity per net revenue | UoM | 2025 | 2024 | % Var. 2025 – 2024 |
| Total energy consumption from activities in high climate impact sectors per net revenues from activities in high climate impact sectors | MWh/€ | 3.15*10-6 | 3.32*10-6 | -5.00% |
| ESRS | E1-6 |
| Total GHG emissions | UoM | 2025 emissions | 2024 emissions |
| Total GHG emissions (location based) | t CO2eq | 3,572,538 | 3,470,551 |
| Total GHG emissions (market based) | t CO2eq | 3,571,339 | 3,469,226 |
| GHG intensity per net revenue | UoM | 2025 | 2024 | % Var. 2025 – 2024 |
| Total GHG emissions (location-based) per net revenue | tCO2eq/€ | 8.33*10-4 | 8.38*10-4 | 0.64% |
| Total GHG emissions (market-based) per net revenue | tCO2eq/€ | 8.32*10-4 | 8.38*10-4 | 0.68% |
| Scope 1 | UoM | 2025 emissions | 2024 emissions | % Var. 2025–2024 |
| Total | t CO2eq | 1,211 | 1,440 | -15.9% |
| Scope 2 | UoM | 2025 emissions | 2024 emissions | % Var. 2025 – 2024 |
| Purchase of electricity - location based | t CO2 | 1,296 | 1,392 | -6.9% |
| Purchase of electricity - market based | t CO2 | 97 | 67 | 44.7%13 |
| Categories | tCO2eq | ||
| Scope 1 | 2025 | 2024 | % Var. 2025 – 2024 |
| Scope 1 GES emissions | 1,211 | 1,440 | -15.9% |
| Percentage of Scope 1 GHG emissions covered by | - | - | - |
| Scope 2 | |||
| Scope 2 GHG (location-based) emissions | 1,296 | 1,392 | -6.9% |
| Scope 2 GHG (market-based) emissions | 97 | 67 | 44.7% |
| Scope 3 | |||
| Scope 3 GHG emissions of which: | 3,570,030 | 3,472,589 | 2.8% |
| 1. Products and services purchased | 1,830,359 | 1,531,928 | 19.5% |
| 3. Energy consumption not included in Scope 1 and Scope 2 emissions | 637 | 331 | 92.3% |
| 4. Transport and distribution of purchased products | 20,224 | 16,131 | 25.4% |
| 5. Waste generated by process activities | 0.02 | 14 | -99.9% |
| 6. Business travel | 987 | 960 | 2.8% |
| 7. Employee commuting | 2,077 | 2,066 | 0.5% |
| 11. Use of products sold | 1,640,725 | 1,919,645 | -14.5% |
| 12. End-of-life treatment of product sold | 75,020 | 1,513 | 4,859.9% |
| Total (location based) | 3,572,536 | 3,475,422 | -1.0% |
| Total (market based) | 3,571,338 | 3,474,097 | -1.0% |
| Scope 3 | Calculation method | Emission factors |
| 1. Goods and services purchased | Average-Data Method; emissions are calculated using the weights of all products and materials (including packaging) purchased by Esprinet in 2025. A detailed analysis of the emission factors was carried out for the main product categories purchased in the reporting year, covering approximately 81% of the total weight of purchases. Finally, the total emissions for each category were estimated by applying the impact calculated for the representative sample, on a pro rata basis, to the entire purchase volume. This approach was selectively supplemented by the supplier-specific method for those suppliers for which reliable primary data are available, representing a methodological improvement compared to the previous year.In particular, one of the main suppliers provided primary data on the emissions associated with the production phase of each product purchased. The data provided by the supplier are reliable, as they are derived from specific LCA studies for each product in the catalogue. This information made it possible to develop a set of average emission factors for specific product categories. Therefore, for the product categories covered, the emission factors derived from the supplier’s data were applied to the Group’s entire procurement perimeter.For product categories for which no representative emission factors derived from supplier data were available, secondary emission factors taken from the Ecoinvent 3.12 database, expressed in kgCO₂e/kg or, where necessary, converted from kgCO₂e/unit on the basis of the average product weight, were used. | Ecoinvent 3.12 |
| 3. Activities related to fuels and energy (not included in Scope 1 or Scope 2) | This category refers to:•Upstream emissions of purchased fuels;•Upstream emissions of purchased electricity;•Upstream transmission and distribution (T&D) losses.The data used as input are the same as those used to calculate the Group's Scope 1 and 2 energy consumption and emissions. | DESNZ (Department for Energy Security and Net Zero) – 2025International Energy Agency (IEA) Emission Factors – 2025 Edition |
| 4. Upstream transport and distribution | Inbound transportDistance-based method: transport of finished products and packaging materials purchased by Esprinet for 2025 was considered. With regard to packaging, the suppliers, geographical location and weight of material purchased from each of them are known. With regard to purchased products, calculations were made on the basis of extractions from the Group's internal management systems; total input weights and country of origin are known. The means of transport used differed according to the country of origin and was estimated on the basis of the information available on the routes operated directly by Esprinet.Outbound transportDistance-based method: data were collected directly with Esprinet's main carriers (both Italy and Spain/Portugal). Primary information was provided by the suppliers on the distances travelled, the vehicles used and the weights transported on each route. Where the primary data was not available, assumptions were made regarding the distances travelled.Where total emissions were provided by carriers in dedicated reports, the reported emission impact was used. | DESNZ (Department for Energy Security and Net Zero) – 2025 |
| 5. Waste generated in operations | Waste-type-specific method: emissions are calculated using as input the amount of waste produced by the Esprinet Group in 2025, its EWC code ("European Waste Catalogue") and its final destination (e.g. | Ecoinvent 3.12 |
| 6. Business travel | The data needed to calculate the Group's business travel emissions were collected from extractions from expense accounts or travel agency databases.Distance-based method: applied to the distances travelled by the various types of vehicles (accounting for 67% of the category) .Spend-based method: applied when only financial data are available (accounting for 33% of the category).Where there were gaps in the information, consistent and conservative methodological assumptions were made in order to ensure the completeness of the data. | DESNZ (Department for Energy Security and Net Zero) – 2025Comprehensive Environmental Data Archive (CEDA) |
| 7. Employee commuting | Distance-based method: a questionnaire was used to quantify employee commuting emissions. The questionnaire was sent to employees of Esprinet Italy and Spain via the company intranet. The number of working weeks in a year was assumed to be 46. The response rate for the survey was approximately 50%. For the remaining portion, the survey results were extrapolated based on the number of employees.The calculation also includes the employees of cooperatives for which point values collected through a survey in 2025 were used. | DESNZ (Department for Energy Security and Net Zero) – 2025 |
| 11. Use of products sold | This category includes the total emissions generated during the direct use phase of all relevant products sold by Esprinet in the reporting year.Emissions from the use of products sold were calculated by considering only physical products, excluding software and IT services, as the emissions associated with their energy use are classified as indirect emissions in accordance with the GHG Protocol.One of the main suppliers provided primary data on the emissions associated with the utilisation phase of each product purchased. This information made it possible to develop a set of average emission factors for specific product categories. Therefore, for the product categories covered, the emission factors derived from the supplier's data were applied to the Group's entire sales perimeter.For the product categories for which no representative emission factors derived from supplier data were available, the total energy consumption over the entire life cycle was estimated by using technical data provided by suppliers, where available, and supplementing this information with up-to-date, internationally recognised external sources. An emission factor based on the relevant sales market was applied to the calculated electricity consumption, using the AIB 2024 database. | Association of Issuing Bodies (AIB) 2024 |
| 12. End-of-life treatment of products sold | This category includes emissions from the disposal and treatment of products sold by the Group (in the reporting year) at the end of their life. The data used to calculate the end-of-life emissions of the products sold was extracted from the Group's management system, enabling the total weight of the products sold to be determined by category. One of the main suppliers provided primary data on the emissions associated with the disposal phase of each product purchased. This information made it possible to develop a set of average emission factors for specific product categories. Therefore, for the product categories covered, the emission factors derived from the supplier were applied to the Group's entire sales perimeter.For the product categories for which no representative emission factors derived from the supplier’s data were available, a specific emission factor per product sold, derived from the Ecoinvent database, was assigned. | Ecoinvent 3.12 |
| ESRS | E1-7 |
| ESRS | E1-8 |
| ESRS | ESRS 2 IRO-1 |
| Topic | Sub-topic | SDGs |
| E2 Pollution | Air pollution Water pollution Soil pollution Substances of concern |
| Sub-topic/Sub-sub-topic | Impacts |
| Air pollution | The products marketed by Esprinet contain critical materials such as rare soils, silicon and lithium, the extraction of which can generate atmospheric emissions with negative effects on the surrounding ecosystem. Transport activities, both inbound and outbound, also contribute to the release of pollutants that affect air quality. |
| Water pollution | The products marketed by Esprinet contain critical materials, including rare soils, silicon and lithium, the extraction of which can lead to water contamination due to the release of harmful substances. |
| Soil pollution | The products marketed by Esprinet contain critical materials, including rare soils, silicon, lithium and others, the extraction of which can have a negative impact on soil contamination through the release of harmful substances. |
| Substances of concern | Devices distributed by Esprinet may contain regulated substances (REACH, RoHS), including 'substances of concern' as defined by the European Union, which require specialised management throughout their life cycle to prevent their release into the environment and negative impacts on ecosystems and living organisms. |
| ESRS | ESRS E2-1 |
| ESRS | ESRS E2-2 |
| ESRS | ESRS E2-3 |
| Topic | Sub-topic | SDGs |
| E3 Water and marine resources | Water consumption Water withdrawal |
| ESRS | ESRS 2 IRO-1 |
| Sub-topic/Sub-sub-topic | Impacts |
| Water consumption | The extraction and processing of raw materials, as well as the production of semiconductors and electronic components, require large quantities of natural resources, in particular ultrapure water, thereby contributing to the depletion of water resources in regions already experiencing high water stress. |
| Water withdrawal | The use of water in the extraction and processing of raw materials and in the production of electronic components, together with the use of servers and networking devices distributed by Esprinet, results in significant water withdrawals. In areas already subject to water stress, such withdrawals contribute to the depletion of resources and may have negative effects on local ecosystems. |
| ESRS | ESRS E3-1 |
| ESRS | ESRS E3-2 |
| ESRS | ESRS E3-3 |
| ESRS | ESRS E4 |
| Topic | Sub-topic | SDGs |
| E5 Resource use and circular economy | Inflows of resources, including use of resourcesOutflows of resources related to products and servicesWaste |
| ESRS | ESRS 2 IRO-1 |
| Sub-topic/Sub-sub-topic | Impacts |
| Inflows of resources, including the use of resources | The products marketed by Esprinet use raw materials and rare soils that cannot always be recycled or reused; furthermore, the use of non-recyclable packaging can hinder the adoption of circular economy models. |
| Outflows of resources related to products and services | By promoting more efficient products and technological solutions designed to facilitate the recycling or reuse of raw materials and rare-earth elements, Esprinet helps to reduce the impact of natural resource extraction and improve the sustainability of the value chain. |
| Waste | The technology sector is characterised by activities that produce different types of waste, hazardous and non-hazardous. Inadequate management can negatively impact both the surrounding environment and ecosystems, even those located far from the places where the waste is generated and disposed of, also taking into account the end-of-life of marketed products. |
| Sub-topic | Risks/opportunities |
| Inflows of resources, including the use of resources | Opportunities for new business channels due to the emergence of a circularity model in electronics, within which Esprinet acts as an intermediary and distributor (e.g. management of returns, product recovery/reuse). |
| ESRS | ESRS E5-1 |
| ESRS | ESRS E5-2 |
| ESRS | ESRS E5-3 |
| ESRS | ESRS E5-4 |
| Materials | Tonnes | |||||
| 2025 | 2024 | |||||
| Raw materials | Technical materials | Biological materials | Total | Technical materials | Biological materials | Total |
| Iron | 1 | - | 1 | 1 | - | 1 |
| Wood | - | 620 | 620 | - | 591 | 591 |
| Plastic | 85 | - | 85 | 92 | - | 92 |
| Paper and cardboard | - | 672 | 672 | - | 663 | 663 |
| Glue | 5 | - | 5 | 4 | - | 4 |
| Total inflows | 91 | 1,292 | 1,383 | 97 | 1,254 | 1,351 |
| Materials | Tonnes | |||
| 2025 | 2024 | |||
| Raw materials | Recycled or reused materials | % Recycled or reused materials | Recycled or reused materials | % Recycled or reused materials |
| Iron | - | - | - | - |
| Wood | 620 | 100% | 591 | 100.00% |
| Plastic14 | 78 | 91.0% | 53 | 58.0% |
| Paper and cardboard | 670 | 99.6% | 659 | 99.4% |
| Total | 1,368 | 98.9% | 1,303 | 96.5% |
| Finished products | Tonnes | |||
| 2025 | 2024 | |||
| Technical materials | Biological materials | Technical materials | Biological materials | |
| Laser printers and multifunction printers | 12,500 | - | 12,083 | - |
| Large household appliances | 8,309 | - | 8,822 | - |
| Monitors | 7,880 | - | 8,205 | - |
| PCs and Workstations | 5,520 | - | 5,259 | - |
| Storage batteries | 2,949 | - | 3,604 | - |
| Television sets | 1,973 | - | 3,180 | - |
| Consumables | 2,070 | - | 2,008 | - |
| Inverters | 1,450 | - | 1,118 | - |
| UPSs | 862 | - | 873 | - |
| Console games | 596 | - | 843 | - |
| Smartphones | 719 | - | 813 | - |
| Digital signage monitors | 827 | - | 746 | - |
| Small household appliances | 302 | - | 666 | - |
| Surface cleaning | 709 | - | 600 | - |
| Tablets | 674 | - | 563 | - |
| Photovoltaic solar panels | 1,825 | - | 533 | - |
| Wiring | 293 | - | 519 | - |
| Renewable energy accessories | 408 | - | 503 | - |
| Racks | 381 | - | 502 | - |
| Electric scooters | 201 | - | 449 | - |
| Keyboards and mice | 460 | - | 426 | - |
| Total | 50,908 | - | 52,314 | - |
| ESRS | ESRS E5-5 |
| Tonnes | ||||||
| Waste by category | 2025 | 2024 | ||||
| Recovery | Disposal | Total | Recovery | Disposal | Total | |
| Hazardous waste | ||||||
| Emulsions | 1 | - | 1 | 2 | - | 2 |
| Electrical equipment containing hazardous substances | 3 | - | 3 | 2 | - | 2 |
| Batteries and accumulators | 0.03 | - | 0.03 | 0.40 | - | 0.40 |
| Toners containing hazardous substances | 0.06 | - | 0.06 | 0.10 | - | 0.10 |
| Ink waste | - | 0.04 | 0.04 | - | 0.02 | 0.02 |
| Packaging containing hazardous substances | - | - | - | 0.06 | - | 0.06 |
| Gases in pressurised containers | 0.01 | - | 0.01- | - | - | - |
| Total hazardous waste | 4 | 0.04 | 4 | 5 | 0.02 | 5 |
| Non-hazardous waste | ||||||
| Paper and cardboard packaging | 582 | - | 582 | 614 | - | 614 |
| Iron and steel | 10 | - | 10 | 93 | - | 93 |
| Plastic packaging | 84 | - | 84 | 78 | - | 78 |
| Undifferentiated | 72 | - | 72 | 75 | - | 75 |
| Wood packaging | 76 | - | 76 | 61 | - | 61 |
| Electrical equipment | 6 | - | 6 | 9 | - | 9 |
| Batteries and accumulators | 1 | - | 1 | 1 | - | 1 |
| Toner | 0.27 | - | 0.27 | 0.22 | - | 0.22 |
| Water-based liquid wastes | - | 20 | 20 | - | 16 | 16 |
| Total non-hazardous waste | 832 | 20 | 852 | 932 | 16 | 948 |
| Total waste | 836 | 20 | 857 | 936 | 16 | 953 |
| % waste for recovery | 97.6% | 98.4% |
| Tonnes | ||
| Waste recovery | 2025 | 2024 |
| Hazardous waste | ||
| Preparation for re-use | 0.06 | - |
| Recycling | 4 | 4 |
| Other recovery operations | - | 0.5 |
| Total hazardous waste | 4 | 5 |
| Non-hazardous waste | ||
| Preparation for re-use | 51 | 14 |
| Recycling | 781 | 917 |
| Other recovery operations | - | - |
| Total non-hazardous waste | 832 | 932 |
| Total waste to recovery | 836 | 936 |
| Tonnes | ||
| Waste for disposal | 2025 | 2024 |
| Hazardous waste | ||
| Other disposal operations | 0.04 | 0.02 |
| Total hazardous waste | 0.04 | 0.02 |
| Non-hazardous waste | ||
| Other disposal operations | 20 | 16 |
| Total non-hazardous waste | 20 | 16 |
| Total waste for disposal | 20 | 16 |
| Code1 | Description | ||
| 1 | CCM | Climate Change Mitigation | Climate change mitigation |
| 2 | CCA | Climate Change Adaptation | Climate change adaptation |
| 3 | WTR | Water & Marine Resources | Sustainable use and protection of water and marine resources |
| 4 | CE | Circular Economy | Transition to the circular economy, also with reference to waste reduction and recycling |
| 5 | PPC | Pollution Prevention and Control | Pollution prevention and control |
| 6 | BIO | Biodiversity and ecosystems | Protecting biodiversity and the health of ecosystems |
| Substantial contribution | a) | It contributes substantially to the achievement of one or more of the environmental objectives set out in Art. 9 (Environmental Objectives). |
| DNSH Do Not Significant Harm | b) | Do not cause significant harm to any of the other five environmental objectives in Article 9 (DNSH Do Not Significant Harm). |
| Minimum Safeguards/Minimum Safeguard Criteria | c) | It is carried out in compliance with the minimum social safeguards (Minimum Safeguards) laid down in Art. 18. |
| Revenues (Turnover) | Net revenue obtained from products or services. |
| Investments (Capex) | Additions of intangible and tangible assets, including capitalised research and development costs, to property, plant and equipment, intangible assets, before any changes due to fair value adjustments and before depreciation and amortisation. |
| Operating expenses (Opex) | Non-capitalised research and development costs, building renovation costs, short-term lease costs, maintenance and repair costs, and other indirect costs for the day-to-day maintenance of property, plant and equipment. |
| Turnover | Capital expenditure | |||
| k/000 euro | 2025 | 2024 | 2025 | 2024 |
| Power generation by photovoltaic solar technology | 15 | 17 | - | |
| Management of personal mobility devices, logistics cycle | 13,554 | 18,109 | 22 | 219 |
| Transport by motorcycles, cars and light commercial vehicles | - | 533 | 1,323 | |
| Installation, maintenance and repair of energy efficiency devices | - | 171 | 85 | |
| Installation, maintenance and repair of electric vehicle charging stations in buildings | - | 26 | - | |
| Installation, maintenance and repair of renewable energy technologies | - | - | ||
| Purchase and ownership of real estate | - | 3,640 | 43,471 | |
| Provision of data-driven IT/OT solutions | 1,397 | 137 | 2 | 2 |
| Sales of spare parts | 22,922 | 22,691 | 37 | 21 |
| Second-hand products for sale | 1,340 | 1,375 | 2 | 17 |
| Total taxonomy eligible | 39,228 | 42,329 | 4,433 | 45,138 |
| Total not taxonomy eligible | 4,252,822 | 4,099,234 | 3,451 | 11,618 |
| Consolidated | 4,292,050 | 4,141,562 | 7,884 | 56,756 |
| KPI taxonomy eligible by objective | 0.91% | 1.03% | 56.24% | 79.53% |
| KPI taxonomy aligned by objective | -% | -% | -% | -% |
| Share of Turnover/Total Turnover | ||
| Taxonomy aligned by objective | Taxonomy eligible by objective | |
| CCM | 0% | 0.32% |
| CCA | 0% | 0% |
| WTR | 0% | 0% |
| CE | 0% | 0.59% |
| PPC | 0% | 0% |
| BIO | 0% | 0% |
| Share of CapEx/Total CapEx | ||
| Taxonomy aligned by objective | Taxonomy eligible by objective | |
| CCM | 0% | 55.71% |
| CCA | 0% | 0% |
| WTR | 0% | 0% |
| CE | 0% | 0.53% |
| PPC | 0% | 0% |
| BIO | 0% | 0% |
| FY 2025 | Year | Substantial contribution criteria | DNSH ('do no significant harm') criteria |
| Economic activities | Code | OpEx | 2025 share of OpEx | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Minimum safeguard guarantees | Share of OpEx taxonomy aligned (A.1.) or eligible (A.2.), year 2024 | Enabling activity category | Transition activity category |
| k€ | % | Yes/NoN/AM | Yes/NoN/AM | Yes/NoN/AM | Yes/NoN/AM | Yes/NoN/AM | Yes/NoN/AM | Yes/NoYes/No | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | Yes/No | % | A | T | ||
| A. TAXONOMY ELIGIBLE ACTIVITIES | |||||||||||||||||||
| A.1 Environmentally sustainable activities (taxonomy aligned) | |||||||||||||||||||
| OpEx of environmentally sustainable activities (taxonomy aligned) (A.1) | - | 0% | 0% | 0% | 0% | 0% | 0% | 0% | 0% | ||||||||||
| of which enabling | - | 0% | 0% | A | |||||||||||||||
| of which transitional | - | 0% | 0% | T | |||||||||||||||
| A.2 Taxonomy eligible but not environmentally sustainable activities (activities not taxonomy aligned) | |||||||||||||||||||
| Share of OpEx/Total OpEx | ||
| Taxonomy aligned by objective | Taxonomy eligible by objective | |
| CCM | 0% | 0% |
| CCA | 0% | 0% |
| WTR | 0% | 0% |
| CE | 0% | 0% |
| PPC | 0% | 0% |
| BIO | 0% | 0% |
| Line | Activities related to nuclear energy | |
| 1 | The company carries out, finances or has exposures to research, development, demonstration and implementation of innovative power generation plants that produce energy from nuclear processes with a minimum amount of fuel cycle waste. | No |
| 2 | The company carries out, finances or has exposures to the construction and safe operation of new nuclear power plants for the generation of electricity or process heat, including for district heating purposes or for industrial processes such as hydrogen production, and improvements in their safety with the help of the best available technology. | No |
| 3 | The company carries out, finances or has exposures to the safe operation of existing nuclear power plants that generate electricity or process heat, including for district heating or industrial processes such as the production of hydrogen from nuclear energy, and improvements to their safety. | No |
| Fossil gas activities | ||
| 4 | The company carries out, finances or has exposures to the construction or operation of power generation plants using gaseous fossil fuels. | No |
| 5 | The company carries out, finances or has exposures to the construction, upgrading and operation of combined heat/cool and power generation plants using gaseous fossil fuels. | No |
| 6 | The company carries out, finances or has exposures to the construction, upgrading and operation of heat generation plants that produce heat/cooling using gaseous fossil fuels. | No |
| Topic | Sub-topic/Sub-sub-topic | SDGs |
| S1 Own workforce | Working hours Employee work–life balance | |
| Adequate wages | ||
| Training and skills development | ||
| Occupational health and safety | ||
| Social dialogue | ||
| Gender equality | ||
| Diversity | ||
| Employment and inclusion of people with disabilities |
| ESRS | ESRS 2 SBM-2 |
| ESRS | ESRS 2 SBM-3 |
| Sub-topic/Sub-sub-topic | Impacts |
| Working hours | Excessive working hours and stressful conditions can violate employees’ rights and have a negative impact on their physical and mental well-being. |
| Work–life balance | By promoting employee well-being and work–life balance, Esprinet fosters a more supportive and fulfilling working environment for its employees. |
| Adequate wages | Through fair and competitive remuneration policies, Esprinet helps to maintain a more stable and competitive tech labour market, enhancing retention and the pool of talent available to the sector. |
| Training and skills development | The technical and professional training programmes offered by Esprinet enhance employees’ skills, creating a skilled workforce that delivers greater value to customers and partners |
| Health and safety | Risk of accidents resulting from the handling of loads in warehouses, with the potential for injuries and harm to employee safety |
| Social dialogue | The implementation of mechanisms for dialogue and for listening to employees strengthens collaborative practices, creating a positive working environment that is reflected in stronger relationships with customers and suppliers |
| Diversity | A non-inclusive environment and a failure to value diversity can limit opportunities for personal and professional development, negatively affecting the organisational climate. |
| Employment and inclusion of people with disabilities | The absence of inclusive policies can lead to discrimination and hinder the full participation of people with disabilities in working life |
| Gender equality and equal pay for work of equal value | A non-inclusive and discriminatory environment can limit employees’ opportunities for personal and professional development. |
| Sub-topic/Sub-sub-topic | Risks/opportunities |
| Working hours | Reputational and economic risk arising from possible violations of workers' human rights or non-compliance with social standards within its operations that could lead |
| Health and safety | Reputational and operational risk arising from an increase in employee accidents and/or injuries, leading to a reduction in operations and staff availability, and consequently resulting in financial damage to the company, including through litigation and legal disputes |
| Training and skills development | Risk of loss of talent in key positions and consequent loss of specialised know-how. |
| Diversity | Risks due to potential incidents of discrimination among Group employees and workers, in the absence of adequate measures and protocols to protect diversity and equal opportunities. |
| ESRS | ESRS S1-1 |
| ESRS | ESRS S1-2 |
| ESRS | ESRS S1-3 |
| ESRS | ESRS S1-4 |
| ESRS | ESRS S1-5 |
| ESRS | ESRS S1-6 |
| Italy | 526 | 522 | 1,048 | 523 | 518 | 1,041 |
| Spain | 399 | 301 | 700 | 391 | 300 | 691 |
| Other (Portugal, Morocco, China, France, Germany) | 42 | 36 | 78 | 41 | 35 | 76 |
| Total | 967 | 859 | 1,826 | 955 | 853 | 1,808 |
| 2025 | 2024 | |||||
| number of employees by gender/contract type | Women | Men | Total | Women | Men | Total |
| permanent | 946 | 823 | 1,769 | 921 | 821 | 1,742 |
| fixed-term | 21 | 36 | 57 | 34 | 32 | 66 |
| Total | 967 | 859 | 1,826 | 955 | 853 | 1,808 |
| number of permanent employees by gender/geographical area | Women | Men | Total | Women | Men | Total |
| Italy | 513 | 495 | 1,008 | 497 | 493 | 990 |
| Spain | 396 | 296 | 692 | 387 | 297 | 684 |
| Other (Portugal, Morocco, China, France, Germany) | 37 | 32 | 69 | 37 | 31 | 68 |
| Total | 946 | 823 | 1,769 | 921 | 821 | 1,742 |
| number of fixed-term employees by gender/geographical area | Women | Men | Total | Women | Men | Total |
| Italy | 13 | 27 | 40 | 26 | 25 | 51 |
| Spain | 3 | 5 | 8 | 4 | 3 | 7 |
| Other (Portugal, Morocco, China, France, Germany) | 5 | 4 | 9 | 4 | 4 | 8 |
| Total | 21 | 36 | 57 | 34 | 32 | 66 |
| 2025 | 2024 | |||||
| number of employees by employment type/gender | Women | Men | Total | Women | Men | Total |
| Full-time | 878 | 834 | 1,712 | 855 | 830 | 1,685 |
| Part-time | 89 | 25 | 114 | 100 | 23 | 123 |
| Total | 967 | 859 | 1,826 | 955 | 853 | 1,808 |
| number of full-time employees by gender/geographical area | Women | Men | Total | Women | Men | Total |
| Italy | 493 | 517 | 1,010 | 493 | 517 | 1,010 |
| Spain | 343 | 281 | 624 | 321 | 278 | 599 |
| Other (Portugal, Morocco, China, France, Germany) | 42 | 36 | 786 | 41 | 35 | 76 |
| Total | 878 | 834 | 1,712 | 855 | 830 | 1,685 |
| number of part-time employees by gender/geographical area | Women | Men | Total | Women | Men | Total |
| Italy | 33 | 5 | 38 | 30 | 1 | 31 |
| Spain | 56 | 20 | 76 | 70 | 22 | 92 |
| Other (Portugal, Morocco, China, France, Germany) | - | - | - | - | - | - |
| Total | 89 | 25 | 114 | 100 | 23 | 123 |
| Turnover | 2025 | 2024 | ||||
| Recruitment | Women | Men | Total | Women | Men | Total |
| Up to 29 years old | 51 | 56 | 107 | 70 | 65 | 135 |
| 30 to 50 years old | 62 | 73 | 135 | 130 | 129 | 259 |
| Over 50 years old | 13 | 22 | 35 | 31 | 62 | 93 |
| Total | 126 | 151 | 277 | 231 | 256 | 487 |
| Terminations | Women | Men | Total | Women | Men | Total |
| Up to 29 years old | 34 | 39 | 73 | 54 | 49 | 103 |
| 30 to 50 years old | 67 | 92 | 159 | 127 | 124 | 251 |
| Over 50 years old | 17 | 29 | 46 | 40 | 61 | 101 |
| Total | 118 | 160 | 278 | 221 | 234 | 455 |
| Reason for termination | Women | Men | Total | Women | Men | Total |
| Voluntary redundancy | 64 | 95 | 159 | 71 | 87 | 158 |
| Retirement | 1 | 6 | 7 | 1 | 4 | 5 |
| Dismissal | 14 | 23 | 37 | 19 | 22 | 41 |
| Death in service | - | - | - | 1 | - | 1 |
| Other (e.g. end of fixed-term contracts) | 39 | 36 | 75 | 129 | 121 | 250 |
| Total | 118 | 160 | 278 | 221 | 234 | 455 |
| Turnover | Women | Men | Total | Women | Men | Total |
| Positive turnover - recruitment | 13.2% | 17.7% | 15.3% | 24.4% | 30.9% | 27.5% |
| Negative turnover - terminations | 12.4% | 18.8% | 15.4% | 23.4% | 28.0% | 25.5% |
| Overall turnover | 0.8% | -1.1% | -0.1% | 1.1% | 2.9% | 1.9% |
| Company | Headcount as at 31/12/2024 | Increases | Decreases | Headcount as at 31/12/2025 |
| Esprinet SpA | 708 | 32 | 53 | 687 |
| Bludis srl | 44 | 7 | 4 | 47 |
| Dacom SpA | 29 | 4 | 15 | 18 |
| Idmaint srl | 13 | 2 | 0 | 15 |
| Sifar Group srl | 26 | 3 | 0 | 29 |
| V-Valley srl | 193 | 31 | 26 | 198 |
| Zeliatech srl | 28 | 10 | 3 | 35 |
| Celly Pacific Limited | 0 | 0 | 0 | 0 |
| Erredi Deutschland GmbH | 0 | 0 | 0 | 0 |
| Erredi France sarl | 0 | 0 | 0 | 0 |
| Vamat bv | 0 | 17 | 0 | 17 |
| Vamat ltd | 0 | 2 | 0 | 2 |
| Italian Subgroup | 1,041 | 108 | 101 | 1,048 |
| Esprinet Iberica slu | 456 | 130 | 104 | 482 |
| Esprinet Portugal Lda | 56 | 14 | 13 | 57 |
| V-Valley Advanced Solutions Espana | 202 | 38 | 44 | 196 |
| Lidera Network sl | 33 | 2 | 13 | 22 |
| V-Valley Africa sarlau | 20 | 4 | 3 | 21 |
| Optima Logistics slu | 0 | 0 | 0 | 0 |
| V-Valley Advanced Solutions Portugal Unipessoal lda | 0 | 0 | 0 | 0 |
| Iberian Subgroup | 767 | 188 | 177 | 778 |
| Total Group | 1,808 | 296 | 278 | 1,826 |
| ESRS | ESRS S1-7 |
| Non-employees | 2025 | 2024 | ||||
| number of non-employees at the end of the period/by gender | Women | Men | Total | Women | Men | Total |
| Contracted workers | 8 | 9 | 17 | 5 | 13 | 18 |
| Apprentices | 18 | 17 | 35 | 16 | 20 | 36 |
| Coordinated and continuous collaboration (Co.co.co.) | - | 1 | 1 | - | - | - |
| Logitech | 54 | 103 | 157 | 46 | 91 | 137 |
| Cooperatives (For-te and INTEC) | 3 | 22 | 25 | 3 | 22 | 25 |
| Total | 83 | 152 | 235 | 70 | 146 | 216 |
| ESRS | ESRS S1-8 |
| ESRS | ESRS S1-9 |
| Employee diversity | 2025 | 2024 | ||||
| Employees by category/gender | Women | Men | Total | Women | Men | Total |
| Executives | 8 | 18 | 26 | 8 | 21 | 29 |
| Executives - Clerks | 927 | 803 | 1,730 | 913 | 791 | 1,704 |
| Workers | 32 | 38 | 70 | 34 | 41 | 75 |
| Total | 967 | 859 | 1,826 | 955 | 853 | 1,808 |
| Employees by category/gender % | Women | Men | Total | Women | Men | Total |
| Executives | 0.4% | 1.0% | 1.4% | 0.4% | 1.2% | 1.6% |
| Executives - Clerks | 50.7% | 44.0% | 94.7% | 50.5% | 43.7% | 94.3% |
| Workers | 1.8% | 2.1% | 3.8% | 1.9% | 2.3% | 4.1% |
| Total | 53.0% | 47.0% | 100% | 52.8% | 47.2% | 100.0% |
| Employees by age bracket/gender | Women | Men | Total | Women | Men | Total |
| Up to 29 years old | 107 | 99 | 206 | 104 | 99 | 203 |
| 30 to 50 years old | 607 | 479 | 1,086 | 637 | 496 | 1,133 |
| Over 50 years old | 253 | 281 | 534 | 214 | 258 | 472 |
| Total | 967 | 859 | 1,826 | 955 | 853 | 1,808 |
| Employees by age group/gender % | Women | Men | Total | Women | Men | Total |
| Up to 29 years old | 5.9% | 5.4% | 11.3% | 5.8% | 5.5% | 11.2% |
| 30 to 50 years old | 33.2% | 26.2% | 59.5% | 35.2% | 27.4% | 62.7% |
| Over 50 years old | 13.86% | 15.39% | 29.2% | 11.8% | 14.3% | 26.1% |
| Total | 53.0% | 47.0% | 100% | 52.8% | 47.2% | 100.0% |
| Executives | Clerks and middle management | Workers | Total | Average (1) | |
| 31/12/2025 | |||||
| Esprinet S.p.A. | 20 | 667 | 0 | 687 | 698 |
| Bludis S.r.l. | 1 | 46 | 0 | 47 | 46 |
| Dacom S.p.A. | 0 | 18 | 0 | 18 | 24 |
| Idmaint S.r.l. | 0 | 15 | 0 | 15 | 14 |
| Sifar Group S.r.l. | 2 | 19 | 8 | 29 | 28 |
| V-Valley S.r.l. | 2 | 196 | 0 | 198 | 196 |
| Zeliatech S.r.l. | 1 | 34 | 0 | 35 | 32 |
| Celly Pacific Limited | 0 | 0 | 0 | 0 | 0 |
| Erredi Deutschland GmbH | 0 | 0 | 0 | 0 | 0 |
| Erredi France SARL | 0 | 0 | 0 | 0 | 0 |
| Vamat BV | 0 | 17 | 0 | 17 | 9 |
| Vamat LTD | 0 | 2 | 0 | 2 | 1 |
| Italian Subgroup | 26 | 1,014 | 8 | 1,048 | 1,048 |
| Esprinet Iberica S.L.U. | 0 | 422 | 60 | 482 | 469 |
| Esprinet Portugal L.d.a. | 0 | 57 | 0 | 57 | 57 |
| V-Valley Advanced Solutions Espana | 0 | 196 | 0 | 196 | 199 |
| Lidera Network S.l. | 0 | 22 | 0 | 22 | 28 |
| V-Valley Africa sarlau | 0 | 21 | 0 | 21 | 21 |
| Optima Logistics S.L.U. | 0 | 0 | 0 | 0 | 0 |
| V-Valley Advanced Solutions Portugal Unipessoal L.d.a | 0 | 0 | 0 | 0 | 0 |
| Iberian Subgroup | 0 | 718 | 60 | 778 | 774 |
| Esprinet Group | 26 | 1,732 | 68 | 1,826 | 1,822 |
| 31/12/2024 | |||||
| Esprinet S.p.A. | 20 | 688 | - | 708 | 712 |
| V-Valley S.r.l. | 3 | 190 | - | 193 | 186 |
| Bludis S.r.l. | 1 | 43 | - | 44 | 44 |
| Celly Pacific Ltd | - | - | - | - | 1 |
| Dacom S.p.A. | 2 | 26 | 1 | 29 | 30 |
| idMAINT S.r.l. | - | 13 | - | 13 | 13 |
| Erredi Deutschland GmbH | - | - | - | - | 1 |
| Erredi France SARL | - | - | - | - | 1 |
| Sifar Group S.r.l. | 2 | 16 | 8 | 26 | 25 |
| Zeliatech S.r.l. | 1 | 27 | - | 28 | 25 |
| Italian Subgroup | 29 | 1,003 | 9 | 1,041 | 1,038 |
| Esprinet Iberica S.L.U. | - | 390 | 66 | 456 | 448 |
| Esprinet Portugal L.d.A. | - | 56 | - | 56 | 56 |
| V-Valley Advanced Solutions España, S.A. | - | 202 | - | 202 | 200 |
| V-Valley Advanced Solutions Portugal, Unipessoal, L.d.a | - | - | - | - | - |
| Lidera Network S.L. | - | 33 | - | 33 | 36 |
| Optima Locistic S.L.U. | - | - | - | - | - |
| GTI Software & Networking SARLAU | - | 20 | - | 20 | 19 |
| Iberian Subgroup | - | 701 | 66 | 767 | 759 |
| Esprinet Group | 29 | 1,704 | 75 | 1,808 | 1,797 |
| 31/12/2025 | |||||||||||||||
| Italy | Iberian Peninsula(Spain and Portugal) | Group | % | ||||||||||||
| Esprinet S.p.A. | V-Valley S.r.l. | Celly Pacific Limited | Dacom S.p.A. | idMAINT(1) | Bludis S.r.l | Sifar Group S.r.l. | Vamat BV | Vamat Ltd | Zeliatech S.r.l | Esprinet Iberica S.L.U. | Esprinet Portugal L.d.A. | V-Valley Advanced Solutions España, S.A. (2) | |||
| Men | 325 | 90 | - | 6 | 15 | 28 | 24 | 13 | 2 | 19 | 198 | 25 | 114 | 859 | 47.0% |
| Women | 362 | 108 | - | 12 | - | 19 | 5 | 4 | 16 | 284 | 32 | 125 | 967 | 53.0% | |
| Total | 687 | 198 | - | 18 | 15 | 47 | 29 | 17 | 2 | 35 | 482 | 57 | 239 | 1,826 | 100% |
| University degree | 250 | 79 | 9 | 4 | 19 | 4 | 3 | - | 24 | 189 | 28 | 127 | 736 | 40.3% | |
| Upper | 404 | 116 | 9 | 8 | 27 | 25 | 14 | 2 | 11 | 200 | 26 | 82 | 924 | 50.6% | |
| ESRS | ESRS S1-12 |
| People with disabilities | 2025 | 2024 | ||||
| Women | Men | Total | Women | Men | Total | |
| Employees with disabilities | 26 | 20 | 46 | 23 | 20 | 43 |
| % Employees with disabilities/Total employees | 2.7% | 2.3% | 2.4% | 2.3% | ||
| ESRS | ESRS S1-13 |
| Employee training | 2025 | 2024 | ||||
| Average training hours | Women | Men | Total | Women | Men | Total |
| Executives | 42 | 25 | 30 | 36 | 27 | 30 |
| Executives - Clerks | 67 | 46 | 55 | 30 | 23 | 27 |
| Workers | 5 | 7 | 6 | 2 | 5 | 4 |
| Total | 26 | 21 | 24 | 29 | 23 | 26 |
| ESRS | ESRS S1-14 |
| Accidents at work - Employees | Unit | 2025 | 2024 |
| Accidents at work | |||
| Fatal accidents | - | - | |
| Serious injuries | - | - | |
| Other incidents | 23 | 19 | |
| Total accidents recorded | 23 | 19 | |
| of which: Incidents during travel | 8 | 9 | |
| Total hours worked | h | 2,927,580 | 2,945,035 |
| Days of absence due to injury | No | 81 | 331 |
| Accident indices | |||
| Accident Frequency Index (No. of accidents/hours worked x 1,000,000) | 7.86 | 6.5 | |
| Fatal | - | - | |
| Serious injuries | - | - | |
| Other incidents | 7.86 | 6.5 | |
| Accident Severity Index (accident absence days/hours worked x 1,000) | 0.03 | 0.11 |
| ESRS | ESRS S1-15 |
| Family leave (HC) | 2025 | 2024 | ||||
| Women | Men | Total | Women | Men | Total | |
| Number of employees entitled to family leave/by gender | 967 | 859 | 1,826 | 955 | 853 | 1,808 |
| Number of employees who took family leave/by gender | 52 | 32 | 84 | 57 | 31 | 88 |
| Percentage of employees who took family leave out of eligible employees | 5.4% | 3.7% | 4.6% | 6.0% | 3.6% | 4.9% |
| Percentage of employees who took family leave out of total employees | 5.4% | 3.7% | 4.6% | 6.0% | 3.6% | 4.9% |
| ESRS | ESRS S1-16 |
| Gender pay gap (%) | 2025 | 2024 |
| Gender pay gap | 22% | 21% |
| Pay gap by professional category | 2025 | 2024 |
| Executives | 33% | 32% |
| Executives-Clerks | 16% | 17% |
| Workers | 15% | 13% |
| ESRS | ESRS S1-17 |
| Topic | Sub-topic/Sub-sub-topic | SDGs |
| S2 Workers in the value chain | Health and safety | |
| Forced labour | ||
| Working hours | ||
| Child labour | ||
| Adequate wages | ||
| Social dialogue |
| ESRS | ESRS 2 SBM-2 |
| ESRS | ESRS 2 SBM-3 |
| Sub-topic/Sub-sub-topic | Impacts |
| Health and safety | The working conditions offered by suppliers of raw materials and rare-earth elements, who are often located in parts of the world with a lower level of oversight and protection of human resources, may result in practices that do not comply with respect for human rights. In particular, this may result in inadequate monitoring and insufficient attention to workers’ safety conditions. This impact also applies to other workers operating within Esprinet's value chain. |
| Forced labour | The working conditions offered by suppliers of raw materials and rare-earth elements, who are often located in parts of the world with a lower level of oversight and protection of human resources, may result in practices that do not comply with human rights principles. In particular, this may result in the use of forced labour and working hours that do not comply with international standards. This impact also applies to other workers involved in Esprinet's value chain. |
| Working hours | The working conditions provided by suppliers of raw materials and rare-earth elements, who are often located in parts of the world characterised by less oversight and consideration of human resources, may result in the treatment of these workers in a manner that does not respect human rights. In particular, they may result in working hours that exceed generally accepted standards. This impact also applies to other workers within Esprinet's value chain. |
| Child labour | The working conditions provided by suppliers of raw materials and rare-earth elements, who are often located in parts of the world characterised by less oversight and consideration of human resources, may result in the treatment of these workers in a manner that does not respect human rights. In particular, they may result in the use of child labour. |
| Adequate wages | Failure by suppliers, operating in parts of the world characterised by less oversight and consideration of human resources, to consult with workers and listen to their concerns can lead to dissatisfaction, reduce participation, and have a negative impact on other workers throughout Esprinet's value chain. |
| Social dialogue | The working conditions offered by suppliers of raw materials and rare-earth elements, who are often located in parts of the world with a lower level of oversight and protection of human resources, may result in practices that do not comply with respect for human rights. In particular, this may result in a lack of attention to or failure to listen to workers' concerns. This impact also applies to other workers operating within Esprinet's value chain. |
| Sub-topic/Sub-sub-topic | Risks/opportunities |
| Health and safety | Reputational and operational risk arising from an increase in accidents and/or injuries among the employees of partner companies throughout the value chain, leading to a reduction in operations and the availability of staff, and resulting in financial damage to the company, including through litigation and legal disputes. |
| Forced labour | Reputational and operational risk arising from incidents of child labour/forced labour among the employees of partner companies, leading to a reduction in business operations and staff availability, and resulting in financial damage to the company, including through litigation and legal disputes. |
| Adequate wages | Reputational risk arising from the possible exploitation of workers throughout the value chain, both upstream and downstream. |
| ESRS | ESRS S2-1 |
| ESRS | ESRS S2-2 |
| ESRS | ESRS S2-3 |
| ESRS | ESRS S2-4 |
| ESRS | ESRS S2-5 |
| ESRS | ESRS S3 |
| Topic | Sub-topic/Sub-sub-topic | SDGs |
| S4 Consumers and end-users | Access to high-quality information | |
| Personal safety | ||
| Access to technology | ||
| Privacy | ||
| Access to products and services | ||
| Health and safety |
| ESRS | ESRS 2 SBM-2 |
| ESRS | ESRS SBM-3 |
| Sub-topic/Sub-sub-topic | Impacts |
| Personal safety | The widespread use of certified and secure technology products helps to reduce the risk of physical accidents, cyber attacks and privacy breaches, thereby enhancing overall consumer security |
| Privacy | In the absence of adequate preventive measures, cyber attacks can compromise sensitive customer data, resulting in financial losses, breaches of privacy and reduced trust in Esprinet. |
| Access to products and services | By distributing accessible technology solutions, Esprinet can reduce the digital divide, ensuring that an increasing number of people have equal access to digital tools and opportunities for economic and social participation |
| Access to products and services | Promoting and distributing products designed with universal accessibility criteria can make it easier for people with disabilities to use technology, thereby generating widespread social benefits |
| Access to high-quality information | The lack of transparency regarding the characteristics and impacts of the products distributed could limit informed purchasing decisions, thereby undermining consumer rights |
| Sub-topic/Sub-sub-topic | Risks/opportunities |
| Cybersecurity | Financial and reputational risk arising from the loss of sensitive data belonging to customers and partner companies as a result of data breaches/cyber attacks |
| Access to products and services | Opportunities related to the diffusion of electronic products on the market. |
| Access to products and services | Opportunities related to the growing popularity of non-combustion personal mobility products (bicycles, e-bikes, electric scooters). |
| Health and safety | Economic and reputational risks arising from failure to control product safety, which could lead to potential damage in terms of consumer health and safety. |
| ESRS | ESRS S4-1 |
| ESRS | ESRS S4-2 |
| ESRS | ESRS S4-3 |
| ESRS | ESRS S4-4 |
| ESRS | ESRS S4-5 |
| Topic | Sub-topic | Sub-sub-topic | SDGs |
| G1 Corporate conduct | Corporate cultureProtection of whistleblowers | ||
| Management of relations with suppliers, including payment practices | |||
| Active and passive corruption | Incidents |
| ESRS G1 | GOV-1 |
| ESRS | ESRS 2 IRO-1 |
| Sub-topic/Sub-sub-topic | Impacts |
| Corporate culture | By strengthening its corporate culture and promoting the dignity, equal opportunities and security of its employees, Esprinet is able to develop skills and professional expertise that generate value for customers, business partners and local communities, improving the quality of the services it provides and promoting the adoption of inclusive practices throughout the entire ecosystem. |
| Management of relations with suppliers, including payment practices | Fair payment policies, along with engagement and monitoring activities, strengthen supplier sustainability, generate local economic benefits, and promote responsible practices throughout the supply chain. |
| Sub-topic/Sub-sub-topic | Risks/opportunities |
| Management of relations | Failure to meet suppliers' payment terms could lead to the severance of |
| Active and passive corruption | Reputational and economic risk resulting from possible bribery and/or corruption, contrary to national and European legislation |
| Economic, legal and reputational risk associated with anti-competitive conduct, antitrust violations and monopolistic practices on the part of the Group. |
| ESRS | ESRS G1-1 |
| ESRS | ESRS G1-2 |
| ESRS | ESRS G1-3 |
| ESRS | ESRS G1-4 |
| ESRS | ESRS G1-6 |
| ESRS standard | Disclosure | Chapter references |
| General information | ||
| ESRS 2 General information | ||
| ESRS 2 BP-1 | General basis of preparation for the sustainability statement | 1 General Information / 1.1 Basis of preparation |
| ESRS 2 BP-2 | Information in relation to specific circumstances | 1 General Information / 1.1 Basis of preparation |
| ESRS 2 GOV-1 | Role of the administration, management and control bodies | 1 General information / 1.2 Governance / The role of the administration, management and control bodies |
| ESRS 2 GOV-2 | Information provided to the company's administrative, management and control bodies and sustainability topics addressed | 1 General information / 1.2 Governance / Information provided to the company's administrative, management and control bodies and sustainability topics addressed by |
| ESRS 2 GOV-3 | Integrating sustainability performance into incentive schemes | 1 General information / 1.2 Governance / Integration of sustainability performance into incentive systems |
| ESRS 2 GOV-4 | Due diligence declaration | 1 General information / 1.2 Governance / Statement on due diligence |
| ESRS 2 GOV-5 | Risk management and internal controls over sustainability reporting | 1 General Disclosures / 1.2 Governance / Risk Management and Internal Controls over the Sustainability Statement |
| ESRS 2 SBM-1 | Strategy, business model and value chain | 1 General information / 1.3 Strategy / Strategy, business model and value chain |
| ESRS 2 SBM-2 | Stakeholder interests and opinions | 1 General information / 1.3 Strategy / Stakeholder interests and opinions |
| ESRS 2 SBM-3 | Material impacts, risks and opportunities and their interaction with the strategy and business model | 1 Social information / 1.3 Strategy / Material impacts, risks and opportunities and their interaction with the strategy and business model |
| ESRS 2 IRO-1 | Description of processes to identify and assess material impacts, risks and opportunities | 1 General information / 1.4 Managing impacts – risks – opportunities / Information on the materiality assessment process |
| ESRS 2 IRO-2 | Disclosure requirements of the ESRSs covered by the corporate sustainability statement | 1 General information / 1.4 Managing impacts – risks – opportunities / Information on the materiality assessment process |
| Environmental information | ||
| ESRS E1 - Climate change | ||
| ESRS E1.GOV-3 | Integrating sustainability performance into incentive schemes | 2 Environmental information / 2.1 Climate change / Governance / Integration of sustainability performance into incentive schemes |
| ESRS E1-1 | Climate change mitigation transition plan | 2 Environmental Information / 2.1 Climate Change / Strategy / Climate change mitigation transition plan |
| ESRS E1.SBM-3 | Material impacts, risks and opportunities and their interaction with the strategy and business model | 2 Environmental Information / 2.1 Climate Change / Strategy / Material impacts, risks and opportunities and their interaction with the strategy and business model |
| ESRS E1.IRO-1 | Description of processes to identify and assess climate-related material impacts, risks and opportunities | 2 Environmental disclosure / 2.1 Climate change / Management of impacts, risks and opportunities / Description of processes to identify and assess material climate-related impacts, risks and opportunities |
| ESRS E1-2 | Climate change mitigation and adaptation policies | 2 Environmental disclosure / 2.1 Climate change / Managing impacts - risks - opportunities / Climate change mitigation and adaptation policies |
| ESRS 2 MDR-P | Policies adopted to manage material | 2 Environmental disclosure / 2.1 Climate change / Managing impacts - risks - |
| ESRS E1-3 | Climate change policy actions and resources | 2 Environmental Information / 2.1 Climate Change / Managing Impacts - Risks - Opportunities / Climate change policy actions and resources |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 2 Environmental Information / 2.1 Climate Change / Managing Impacts - Risks - Opportunities / Climate change policy actions and resources |
| ESRS E1-4 | Climate change mitigation and adaptation targets | 2 Environmental information / 2.1 Climate change / Metrics and targets / Climate change mitigation and adaptation targets |
| ESRS 2 MDR-T | Monitoring the effectiveness of policies and actions through targets | 2 Environmental information / 2.1 Climate change / Metrics and targets / Climate change mitigation and adaptation targets |
| ESRS E1-5 | Energy consumption and energy mix | 2 Environmental information / 2.1 Climate change / Metrics and targets / Energy consumption and energy mix |
| ESRS E1-6 | Gross scope 1, 2, 3 GHG emissions and total GHG emissions | 2 Environmental information / 2.1 Climate change / Metrics / Scope 1, 2 and 3 gross GHG emissions and total GHG emissions |
| ESRS E1-7 | GHG removals and GHG mitigation projects financed with carbon credits | 2 Environmental information / 2.1 Climate change / Metrics and targets / – GHG removals and GHG emission mitigation projects financed with carbon credits |
| ESRS E1-8 | Setting the internal carbon price | 2 Environmental information / 2.1 Climate change / Metrics and targets / Internal carbon pricing |
| ESRS E2 - Pollution | ||
| E2.IRO-1 | Description of processes to identify and assess pollution-related material impacts, risks and opportunities | 2 Environmental disclosure / 2.2 Pollution / Management of impacts – risks – opportunities / Description of processes to identify and assess material impacts, risks and opportunities related to pollution |
| ESRS E2-1 | Pollution-related policies | 2 Environmental Information / 2.2 Pollution / Managing Impacts - Risks - Opportunities / Pollution-related policies |
| ESRS 2 MDR-P | Policies adopted to manage material sustainability issues | 2 Environmental Information / 2.2 Pollution / Managing Impacts - Risks - Opportunities / Pollution-related policies |
| ESRS E2-2 | Pollution-related actions and resources | 2 Environmental disclosure / 2.2 Pollution / Managing impacts - risks - opportunities / Pollution-related actions and resources |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 2 Environmental disclosure / 2.2 Pollution / Managing impacts - risks - opportunities / Pollution-related actions and resources |
| ESRS E2-3 | Pollution-related objectives | 2 Environmental information / 2.2 Pollution / |
| ESRS 2 MDR-T | Monitoring the effectiveness of policies and actions through targets | 2 Environmental information / 2.2 Pollution / Metrics and targets / Pollution-related targets |
| ESRS E3 - Water and marine resources | ||
| ESRS E3.IRO-1 | Description of processes to identify and assess water and marine resource-related material impacts, risks and opportunities | 2 Environmental disclosure / 2.3 Water and marine resources / Management of impacts, risks and opportunities / Description of processes to identify and assess material impacts, risks and opportunities related to water and marine resources |
| ESRS E3-1 | Policies related to water and marine resources | 2 Environmental Information / 2.3 Water and marine resources / Managing Impacts - Risks - Opportunities / Policies related to water and marine resources |
| ESRS 2 MDR-P | Policies adopted to manage material sustainability issues | 2 Environmental Information / 2.3 Water and marine resources / Managing Impacts - Risks - Opportunities / Policies related to water and marine resources |
| ESRS E3-2 | Water and marine-related actions and resources | 2 Environmental Information / 2.3 Water and marine resources / Managing Impacts - Risks - Opportunities / Actions and resources related to water and marine resources |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 2 Environmental Information / 2.3 Water and marine resources / Managing Impacts - Risks - Opportunities / Actions and resources related to water and marine resources |
| ESRS E3-3 | Objectives related to water and marine resources | 2 Environmental Information / 2.3 Water and marine resources / Metrics and targets / Targets for water and marine resources |
| ESRS 2 MDR-T | Monitoring the effectiveness of policies and actions through targets | 2 Environmental Information / 2.3 Water and marine resources / Metrics and targets / Targets for water and marine resources |
| ESRS E5 - Resource use and circular economy | ||
| ESRS E5.IRO-1 | Description of processes to identify and assess circular economy-related material impacts, risks and opportunities | 2 Environmental disclosure / 2.4 Resource use and the circular economy / Management of impacts – risks – opportunities / Description of processes to identify and assess material impacts, risks and opportunities related to resource use and the circular economy |
| ESRS E5-1 | Resource use and circular economy policies | 2 Environmental disclosure / 2.4 Resource use and circular economy / Managing impacts - risks - opportunities / Policies related to resource use and circular economy |
| ESRS 2 MDR-P | Policies adopted to manage material sustainability issues | 2 Environmental disclosure / 2.4 Resource use and circular economy / Managing impacts - risks - opportunities / Policies related to resource use and circular economy |
| ESRS E5-2 | Actions and resources related to the use of resources and the circular economy | 2 Environmental disclosure / 2.4 Resource use and the circular economy / Managing impacts |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 2 Environmental disclosure / 2.4 Resource use and the circular economy / Managing impacts - risks - opportunities / Actions and resources related to resource use and the circular economy |
| ESRS E5-3 | Resource use and circular economy targets | 2 Environmental Information / 2.4 Resource use and circular economy / Metrics and targets / Resource use and circular economy targets |
| ESRS 2 MDR-T | Monitoring the effectiveness of policies and actions through targets | 2 Environmental Information / 2.4 Resource use and circular economy / Metrics and targets / Resource use and circular economy targets |
| ESRS E5-4 | Incoming resource flows | 2 Environmental Reporting / 2.4 Resource use and circular economy / Metrics and targets / Incoming resource flows |
| ESRS E5-5 | Outgoing resource flows | 2 Environmental Information / 2.4 Resource use and circular economy / Metrics and targets / Outgoing resource flows |
| Social information | ||
| ESRS S1 - Own Workforce | ||
| ESRS S1.SBM-2 | Stakeholder interests and opinions | 3 Social information / 3.1 Human resources / Strategy / Stakeholder interests and opinions |
| ESRS S1.SBM-3 | Material impacts, risks and opportunities and their interaction with the strategy and business model | 3 Social information / 3.1 Human resources / Strategy / Material impacts, risks and opportunities and their interaction with the strategy and business model |
| ESRS S1-1 | Policies related to own workforce | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Policies related to own workforce |
| ESRS 2 MDR-P | Policies adopted to manage material sustainability issues | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Policies related to own workforce |
| ESRS S1-2 | Processes for involving own workforce and employee representatives on impacts | 3 Social Reporting / 3.1 Human resources / Managing Impacts - Risks - Opportunities / Processes for involving own workers and employee representatives on impacts |
| ESRS S1-3 | Processes to remedy negative impacts and channels for the own workforce to raise concerns | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Processes to remedy negative impacts and channels for own workers to raise concerns |
| ESRS S1-4 | Actions on material impacts on own workforce and approaches for managing material risks and pursuing material opportunities in relation to own workforce, as well as effectiveness of such actions | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Actions on material impacts on own workforce and approaches for mitigating material risks and pursuing material opportunities in relation to own workforce, as well as effectiveness of such actions |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Actions on material impacts on own workforce and approaches for mitigating material risks and pursuing material opportunities in relation to own workforce, as well as effectiveness of such actions |
| ESRS S1-5 | Objectives related to managing material impacts, enhancing positive impacts and managing material risks and opportunities | 3 Social information / 3.1 Human resources / Metrics and targets / Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities |
| ESRS 2 MDR-T | Monitoring the effectiveness of policies and actions through targets | 3 Social information / 3.1 Human resources / Metrics and targets / Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities |
| ESRS S1-6 | Characteristics of the company's employees | 3 Social information / 3.1 Human resources / Metrics and targets / Characteristics of the company's employees |
| ESRS S1-7 | Characteristics of non-employees in own workforce | 3 Social information / 3.1 Human resources / Metrics and targets / Characteristics of non-employees in own workforce |
| ESRS S1-8 | Collective bargaining coverage and social dialogue | 3 Social information / 3.1 Human resources / Metrics and targets / Collective bargaining coverage and social dialogue |
| ESRS S1-9 | Diversity metrics | 3 Social information / 3.1 Human resources / Metrics and targets / Diversity metrics |
| ESRS S1-12 | People with disabilities | 3 Social information / 3.1 Human resources / Metrics and targets / People with disabilities |
| ESRS S1-13 | Training and skills development metrics | 3 Social information / 3.1 Human resources / Metrics and targets / Training and skills development metrics |
| ESRS S1-14 | Health and safety metrics | 3 Social information / 3.1 Human resources / Metrics and targets / Health and safety metrics |
| ESRS S1-15 | Work-life balance | 3 Social information / 3.1 Human resources / Metrics and targets / Work-life balance metrics |
| ESRS S1-16 | Remuneration metrics (pay gap and total remuneration) | 3 Social information / 3.1 Human resources / Metrics and targets / Remuneration metrics (pay gap and total remuneration) |
| ESRS S1-17 | Incidents, complaints and serious human rights impacts | 3 Social information / 3.1 Human resources / Metrics and targets / Incidents, complaints and serious human rights impacts |
| ESRS S2 - Workers in the value chain | ||
| ESRS S2.SBM-2 | Stakeholder interests and opinions | 3 Social information / 3.2 Workers in the value chain / Strategy / Stakeholder interests and opinions |
| ESRS S2.SBM-3 | Material impacts, risks and opportunities and their interaction with the strategy and business model | 3 Social information / 3.2 Employees in the value chain / Strategy / Material impacts, risks and opportunities and their interaction with the strategy and business model |
| ESRS S2-1 | Policies relating to workers in the value chain | 3 Social information / 3.2 Workers in the value chain / Managing impacts - risks - opportunities / Policies related to workers in the value chain |
| ESRS 2 MDR-P | Policies adopted to manage material sustainability issues | 3 Social information / 3.2 Workers in the value chain / Managing impacts - risks - opportunities / Policies related to workers in the value chain |
| ESRS S2-2 | Employee engagement processes in the value chain regarding impacts | 3 Social information / 3.2 Workers in the value chain / Management of impacts - risks - opportunities / Employee engagement processes in the value chain regarding impacts |
| ESRS S2-3 | Processes to remedy negative impacts and channels for workers in the value chain to express concerns | 3 Social information / 3.2 Workers in the value chain / Management of impacts - risks - opportunities / Processes to remedy negative impacts and channels for workers in the value chain to raise concerns |
| ESRS S2-4 | Actions on material impacts on workers in the value chain and approaches for the management of material risks and the achievement of material opportunities for workers in the value chain, as well as the effectiveness of such actions | 3 Social information / 3.2 Workers in the value chain / Management of impacts - risks - opportunities / Actions on material impacts on workers in the value chain and approaches for the management of material risks and the achievement of material opportunities for workers in the value chain, as well as the effectiveness of such actions |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 3 Social information / 3.2 Workers in the value chain / Management of impacts - risks - opportunities / Actions on material impacts on workers in the value chain and approaches for the management of material risks and the achievement of material opportunities for workers in the value chain, as well as the effectiveness of such actions |
| ESRS S2-5 | Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities | 3 Social information / 3.2 Workers in the value chain / Metrics and targets / Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities |
| ESRS 2 MDR-T | Monitoring the effectiveness of policies and actions through targets | 3 Social information / 3.2 Workers in the value chain / Metrics and targets / Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities |
| ESRS Social - S4 – Consumers and end-users | ||
| ESRS S4.SBM-2 | Stakeholder interests and opinions | 3 Social information / 3.3 Consumers and end-users / Strategy / Stakeholder interests and opinions |
| ESRS S4.SBM-3 | Material impacts, risks and opportunities and their interaction with the strategy and business model | 3 Social information / 3.3 Consumers and end-users / Strategy / Material impacts, risks and opportunities and their interaction with the strategy and business model |
| ESRS S4-1 | Consumer and end-user related policies | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Consumer and end-user related policies |
| ESRS 2 MDR-P | Policies adopted to manage material sustainability issues | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Consumer and end-user related policies |
| ESRS S4-2 | Consumer and end-user involvement processes regarding impacts | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Consumer and end-user involvement processes regarding impacts |
| ESRS S4-3 | Processes to remedy negative impacts and channels for consumers and end-users to express concerns | 3 Social informations / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Processes to remedy negative impacts and channels for consumers and end-users to express concerns |
| ESRS S4-4 | Actions on material impacts on consumers and end-users and approaches to manage material risks and achieve material opportunities in relation to consumers and end-users, and the effectiveness of these actions | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Actions on material impacts on consumers and end-users and approaches to mitigate material risks and achieve material opportunities in relation to consumers and end-users, and the effectiveness of these actions |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Actions on material impacts on consumers and end-users and approaches to mitigate material risks and achieve material opportunities in relation to consumers and end-users, and the effectiveness of these actions |
| ESRS S4-5 | Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities | 3 Social information / 3.3 Consumers and end-users / Metrics and targets / Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities |
| ESRS 2 MDR-T | Monitoring the effectiveness of policies and actions through targets | 3 Social information / 3.3 Consumers and end-users / Metrics and targets / Objectives related to managing material negative impacts, enhancing positive impacts and managing material risks and opportunities |
| Governance information | ||
| ESRS G1 - Corporate conduct | ||
| ESRS G1.GOV-1 | Role of the administration, management and control bodies | 4 Governance information / 4.1 Corporate conduct / Governance / Role of the administration, management and control |
| ESRS G1.IRO-1 | Description of processes to identify and assess material impacts, risks and opportunities | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Description of processes to identify and assess material impacts, risks and opportunities |
| ESRS G1-1 | Policies on corporate culture and conduct | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Policies on corporate culture and conduct |
| ESRS 2 MDR-P | Policies adopted to manage material sustainability issues | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Policies on corporate culture and conduct |
| ESRS G1-2 | Management of relations with suppliers | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Management of relations with suppliers |
| ESRS 2 MDR-A | Actions and resources related to material sustainability issues | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Management of relations with suppliers |
| ESRS G1-3 | Prevention and detection of active and passive corruption | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Prevention and detection of active and passive corruption |
| ESRS G1-4 | Cases of active or passive corruption | 4 Governance information / 4.1 Corporate conduct / Metrics and targets / Ascertained cases of active or passive corruption |
| ESRS G1-6 | Payment practices | 4 Governance information / 4.1 Corporate conduct / Metrics and targets / Payment practices |
| Disclosure Requirement | Data Point | SFDR reference | Third pillar reference | Reference to reference index regulation | EU climate law reference | Section | |
| ESRS 2 GOV-1 | 21-d | Gender diversity on the board | x | x | 1 General information / 1.2 Governance / The role of the administration, management and control bodies | ||
| ESRS 2 GOV-1 | 21-e | Percentage of independent board | x | 1 General information / 1.2 Governance / The role of the administration, management and | |||
| ESRS 2 GOV-4 | 30 | Due diligence declaration | x | 1 General information / 1.2 Governance / Statement on due diligence | |||
| ESRS 2 SBM-1 | 40-d-i | Involvement in fossil fuel related activities | x | x | x | Not relevant | |
| ESRS 2 SBM-1 | 40-d-ii | ESRS 2 SBM-1 Involvement in activities related to the production of chemicals | x | x | Not relevant | ||
| ESRS 2 SBM-1 | 40-d--iii | Participation in controversial weapons-related activities | x | x | Not relevant | ||
| ESRS 2 SBM-1 | 40-d-iv | Involvement in activities related to tobacco cultivation and production | x | Not relevant | |||
| ESRS E1-1 | 14 | Transition plan to achieve climate neutrality by 2050 | x | 2 Environmental Information / 2.1 Climate Change / Strategy / Climate change mitigation transition plan | |||
| ESRS E1-1 | 16-g | Companies excluded from benchmarks aligned with the Paris Agreement | x | x | Not relevant | ||
| ESRS E1-4 | 34 | GHG emission reduction targets | x | x | x | 2 Environmental information / 2.1 Climate change / Metrics and targets / Climate change mitigation and |
| ESRS E1-5 | 38 | Energy consumption from fossil fuels disaggregated by source (high climate impact sectors only) | x | 2 Environmental information / 2.1 Climate change / Metrics and targets / Energy consumption and energy mix | |||
| ESRS E1-5 | 37 | Energy consumption and energy mix | x | 2 Environmental information / 2.1 Climate change / Metrics and targets / Energy consumption and energy mix | |||
| ESRS E1-5 | from 40 to 43 | Energy intensity associated with activities in high climate impact sectors | x | 2 Environmental information / 2.1 Climate change / Metrics / Energy consumption and energy mix | |||
| ESRS E1-6 | 44 | Gross scope 1, 2, 3 emissions and total GHG emissions | x | x | x | 2 Environmental information / 2.1 Climate Change / Metrics and targets / GHG emissions | |
| ESRS E1-6 | from 53 to 55 | Intensity of gross GHG emissions | x | x | x | 2 Environmental information / 2.1 Climate change / Metrics / Scope 1, 2 and 3 gross GHG emissions and total GHG emissions | |
| ESRS E1-7 | 56 | GHG removals and carbon credits | x | 2 Environmental information / 2.1 Climate change / Metrics and targets / – GHG removals and GHG emission mitigation projects financed with carbon credits | |||
| ESRS E1-9 | 66 | Exposure of the benchmark index | x | Phase-in |
| ESRS E1-9 | 66-a; 66-c | Breakdown of monetary amounts by acute and chronic physical risk; Location of significant physical risk activities | x | Phase-in | |||
| ESRS E1-9 | 67-c | Breakdown of the carrying amount of its real estate assets by energy efficiency classes | x | Phase-in | |||
| ESRS E1-9 | 69 | Degree of portfolio exposure to climate-related opportunities | x | Phase-in | |||
| ESRS E2-4 | 28 | Quantity of each pollutant in Annex II of the E-PRTR (European Pollutant Release and Transfer Register) emitted to air, water and soil | x | Not relevant | |||
| ESRS E3-1 | 9 | Water and marine resources | x | 2 Environmental Information / 2.3 Water and marine resources / Managing Impacts - Risks - Opportunities / Policies related to water and |
| ESRS E3-1 | 13 | Dedicated policy | x | 2 Environmental Information / 2.3 Water and marine resources / Managing Impacts - Risks - Opportunities / Policies related to water and marine resources | |||
| ESRS E3-1 | 14 | Sustainability of oceans and seas | x | Not relevant | |||
| ESRS E3-4 | 28-c | Total water recycled and reused | x | Not relevant | |||
| ESRS E3-4 | 29 | Total water consumption in m3 compared to net revenues from own operations | X | Not relevant | |||
| ESRS 2 SBM-3 – E4 | 16-a-i | x | Not relevant | ||||
| ESRS 2 SBM-3 – E4 | 16-b | x | Not relevant | ||||
| ESRS 2 SBM-3 – E4 | 16-c | x | Not relevant | ||||
| ESRS E4-2 | 24-b | Sustainable agricultural/land-use policies or practices | x | Not relevant | |||
| ESRS E4-2 | 24-c | Sustainable sea/ocean use practices or policies | x | Not relevant | |||
| ESRS E4-2 | 24-d | Policies to address deforestation | x | Not relevant | |||
| ESRS E5-5 | 37-d | Non-recycled waste | x | 2 Environmental Information / 2.4 Resource use and circular economy / Metrics and targets / Outgoing resource |
| ESRS E5-5 | 39 | Hazardous waste and radioactive waste | x | 2 Environmental Information / 2.4 Resource use and circular economy / Metrics and targets / Outgoing resource flows | |||
| ESRS 2 – SBM3 – S1 | 14-f | Risk of forced labour | x | 3 Social information / 3.1 Human resources / Strategy / Stakeholder interests and opinions | |||
| ESRS 2 – SBM3 – S1 | 14-g | Risk of child labour | x | 3 Social information / 3.1 Human resources / Strategy / Stakeholder interests and opinions | |||
| ESRS S1-1 | 20 | Political commitments to human rights | x | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Policies related to own workforce | |||
| ESRS S1-1 | 21 | Due diligence policies on matters covered by Core Conventions 1 to 8 of the International Labour Organisation | x | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Policies related to own workforce | |||
| ESRS S1-1 | 22 | Procedures and measures to prevent human trafficking | x | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Policies related to own workforce | |||
| ESRS S1-1 | 23 | Occupational injury prevention policy or management system | x | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Policies related to own workforce | |||
| ESRS S1-3 | 32-c | Mechanisms for dealing with complaints/reports | x | 3 Social information / 3.1 Human resources / Managing impacts - risks - opportunities / Processes to remedy negative impacts and channels for own |
| ESRS S1-14 | 88-b; 88-c | Number of deaths and number and rate of work-related injuries | x | x | 3 Social information / 3.1 Human resources / Metrics and targets / Health and safety metrics | ||
| ESRS S1-14 | 88-e | Number of days lost due to injury, fatality or illness | x | 3 Social information / 3.1 Human resources / Metrics and targets / Health and safety metrics | |||
| ESRS S1-16 | 97-a | Unadjusted gender pay gap | x | x | 3 Social information / 3.1 Human resources / Metrics and targets / Remuneration metrics (pay gap and total remuneration) | ||
| ESRS S1-16 | 97-b | Excessive pay gap in favour of the Chief Executive Officer | x | 3 Social information / 3.1 Human resources / Metrics and targets / Remuneration metrics (pay gap and total remuneration) | |||
| ESRS S1-17 | 103-a | Discrimination-related incidents | x | 3 Social information / 3.1 Human resources / Metrics and targets / Incidents, complaints and serious human rights impacts | |||
| ESRS S1-17 | 104-a | Failure to comply with the UN Guiding Principles on Business and Human Rights and OECD | x | x | 3 Social information / 3.1 Human resources / Metrics and targets / Incidents, complaints and serious human rights impacts | ||
| ESRS 2 SBM-3 – S2 | 11-b | Serious risk of child labour or forced labour in the labour chain | x | 3 Social information / 3.2 Workers in the value chain / Strategy / Stakeholder interests and opinions | |||
| ESRS S2-1 | 17 | Political commitments to human rights | x | 3 Social information / 3.2 Workers in the value chain / Managing impacts - risks - opportunities / Policies |
| ESRS S2-1 | 18 | Policies relating to workers in the value chain | x | 3 Social information / 3.2 Workers in the value chain / Managing impacts - risks - opportunities / Policies related to workers in the value chain | |||
| ESRS S2-1 | 19 | Failure to comply with the UN Guiding Principles on Business and Human Rights and OECD Guidelines | x | x | 3 Social information / 3.2 Workers in the value chain / Managing impacts - risks - opportunities / Policies related to workers in the value chain | ||
| ESRS S2-1 | 19 | Due diligence policies on matters covered by Core Conventions 1 to 8 of the International Labour Organisation | x | 3 Social information / 3.2 Workers in the value chain / Managing impacts - risks - opportunities / Policies related to workers in the value chain | |||
| ESRS S2-4 | 36 | Human rights issues and incidents in its upstream and downstream value chain | x | 3 Social information / 3.2 Workers in the value chain / Management of impacts - risks - opportunities / Actions on material impacts on workers in the value chain and approaches for the management of material risks and the achievement of material opportunities for workers in the value chain, as well as the effectiveness of such actions | |||
| ESRS S3-1 | 16 | Political commitments to human rights | x | Not relevant | |||
| ESRS S3-1 | 17 | Failure to comply with | x | x | Not relevant |
| ESRS S3-4 | 36 | Human rights issues and incidents | x | Not relevant | |||
| ESRS S4-1 | 16 | Consumer and end-user related policies | x | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Consumer and end-user related policies | |||
| ESRS S4-1 | 17 | Failure to comply with the UN Guiding Principles on Business and Human Rights and OECD Guidelines | x | x | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Consumer and end-user related policies | ||
| ESRS S4-4 | 35 | Human rights issues and incidents | x | 3 Social information / 3.3 Consumers and end-users / Managing impacts - risks - opportunities / Actions on material impacts on consumers and end-users and approaches to mitigate material risks and achieve material opportunities in relation to consumers and end-users, and the effectiveness of these actions | |||
| ESRS G1-1 | 10-b | United Nations Convention against Corruption | x | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Policies on corporate culture and conduct |
| ESRS G1-1 | 10-d | Protection of whistleblowers | x | 4 Governance information / 4.1 Corporate conduct / Managing impacts - risks - opportunities / Policies on corporate culture and conduct | |||
| ESRS G1-4 | 24-a | Fines imposed for violations of laws against active and passive corruption | x | x | 4 Governance information / 4.1 Corporate conduct / Metrics and targets / Ascertained cases of active or passive corruption | ||
| ESRS G1-4 | 24-b | Rules for combating active and passive corruption | x | 4 Governance information / 4.1 Corporate conduct / Metrics and targets / Ascertained cases of active or passive corruption |
| (euro/000) | Type | 2025 | 2024 | ||||||
| Sales | Cost | Receiv. | Payab. | Sales | Cost | Receiv. | Payab. | ||
| Sales | |||||||||
| Key managers and family | Sales of goods | 5 | - | - | - | 7 | - | 5 | - |
| Subtotal | 5 | - | - | - | 7 | - | 5 | - | |
| Cost of Sales | |||||||||
| Smart Res S.p.A. | Cost of goods | - | - | - | - | - | - | - | - |
| Subtotal | - | - | - | - | - | - | - | - | |
| Overheads and administrative costs | |||||||||
| Key managers | Overheads | - | (3) | - | - | - | (3) | - | - |
| Subtotal | - | (3) | - | - | - | (3) | - | - | |
| Total | 5 | (3) | - | - | 7 | (3) | 5 | - | |
| Name | Office | 0 | No. of sharespurchased | No. of sharessold | 0 |
| Maurizio Rota (1) | Chairman | 5,321,206 | 277,910 | - | 5,599,116 |
| Maurizio Rota | Chairman | 78,551 | - | - | 78,551 |
| Alessandro Cattani(1) | Chief Executive Officer | 1,330,302 | 69,477 | - | 1,399,779 |
| Alessandro Cattani | Chief Executive Officer | 94,494 | - | - | 94,494 |
| Marco Monti (2) | Deputy Chairman | 2,744,023 | - | 2,744,023 | |
| Luigi Monti (2) | Director | 2,744,024 | - | - | 2,744,024 |
| Total Board of Directors | 12,312,600 | 347,387 | - | 12,659,987 | |
| Giovanni Testa | Chief Operating Officer | 43,280 | - | - | 43,280 |
| Total Chief Operating Officer | 43,280 | - | - | 43,280 | |
| (euro/000) | Net income | Equity | ||
| 31/12/2025 | 31/12/2024 | 31/12/2025 | 31/12/2024 | |
| Esprinet S.p.A. separate financial statements | 5,206 | (15,152) | 182,301 | 196,998 |
| Consolidation adjustments: | ||||
| Net equity and result for the year of consolidated companies net of minority interests | 33,721 | 25,420 | 357,281 | 335,911 |
| Esprinet S.p.A. 's investments in consolidated subsidiaries carryng amount | - | - | (185,373) | (167,344) |
| Goodwill from Esprinet Iberica S.L.U. business combination | - | - | 1,039 | 1,039 |
| Goodwill from Vamat B.V. business combination | - | - | 10,103 | - |
| Goodwill from Dacom S.p.A. business combination | - | - | 113 | 113 |
| Goodwill from Sifar Group S.r.l. business combination | - | - | 4,466 | 4,466 |
| Goodwill from Bludis Srl business combination | - | - | 5,881 | 5,881 |
| Deletion of non-realised (profit)/loss on inventory, net of fiscal effect | 26 | 56 | (11) | (37) |
| Subsidiaries's risk provision deletion | (20,230) | - | - | - |
| Investments in subsidiaries write-down deletion | 1,450 | 11,197 | 12,802 | 11,352 |
| Other movements | - | - | 868 | 868 |
| Consolidated net equity and net result | 20,173 | 21,521 | 389,470 | 389,247 |
| (euro/000) | Notes | 31/12/2025 | related parties* | 31/12/2024 | related parties* |
| ASSETS | |||||
| Non-current assets | |||||
| Property, plant and equipment | 1 | ||||
| Right-of-use assets | 4 | ||||
| Goodwill | 2 | ||||
| Intangible assets | 3 | ||||
| Receivables and other non-current assets | 9 | - | - | ||
| - | - | ||||
| Current assets | |||||
| Inventory | 10 | ||||
| Trade receivables | 11 | - | 5 | ||
| Income tax assets | 12 | ||||
| Other assets | 13 | - | - | ||
| Financial assets held for trading | 15 | ||||
| Cash and cash equivalents | 17 | ||||
| - | 5 | ||||
| Total assets | - | 5 | |||
| EQUITY | |||||
| Share capital | 19 | ||||
| Reserves | 20 | ||||
| Group net income | 21 | ||||
| Group net equity | |||||
| Non-controlling interests | |||||
| Total equity | |||||
| LIABILITIES | |||||
| Non-current liabilities | |||||
| Borrowings | 22 | ||||
| Lease liabilities | 31 | ||||
| Deferred income tax liabilities | 24 | ||||
| Retirement benefit obligations | 25 | ||||
| Debts for investments in subsidiaries | 49 | ||||
| Provisions and other liabilities | 26 | ||||
| Current liabilities | |||||
| Trade payables | 27 | - | - | ||
| Short-term financial liabilities | 28 | ||||
| Lease liabilities | 36 | ||||
| Income tax liabilities | 29 | ||||
| Debts for investments in subsidiaries | 51 | ||||
| Provisions and other liabilities | 32 | - | - | ||
| - | - | ||||
| Total liabilities | - | - | |||
| Total equity and liabilities | - | - |
| (euro/000) | Notes | 2025 | non - recurring | related parties* | 2024 | non - recurring | related parties* |
| Sales from contracts with customers | 33 | - | 5 | - | 7 | ||
| Cost of sales | ( | - | - | ( | - | - | |
| Gross profit | 35 | - | - | ||||
| Sales and marketing costs | 37 | ( | - | - | ( | - | - |
| Overheads and administrative costs | 38 | ( | - | 3 | ( | - | 3 |
| Impairment loss/reversal of financial assets | 39 | ( | - | - | |||
| Operating result (EBIT) | - | - | |||||
| Finance costs - net | 42 | ( | - | - | ( | - | - |
| Result before income taxes | - | - | |||||
| Income tax expenses | 45 | ( | - | - | ( | - | - |
| Net result | - | - | |||||
| - of which attributable to non-controlling interests | |||||||
| - of which attributable to Group | - | - |
| Earnings per share - basic (euro) | 46 | ||
| Earnings per share - diluted (euro) | 46 |
| (euro/000) | Notes | 2025 | 2024 |
| Net result | 21 | ||
| Other comprehensive income: | |||
| - Changes in translation adjustment reserve | 20 | ( | |
| Other comprehensive income not to be reclassified in the income statement | |||
| - Changes in 'TFR' equity reserve | 25 | ( | |
| - Taxes on changes in 'TFR' equity reserve | 24 | ( | |
| Other comprehensive income | ( | ||
| Total comprehensive income | |||
| - of which attributable to Group | |||
| - of which attributable to non-controlling interests |
| (euro/000) | Notes | Share capital | Reserves | Own shares | Profit for the period | Total net equity | Minority interest | Group net equity |
| Balance at 31 December 2023 | 19 - 20 - 21 | ( | ( | |||||
| Total comprehensive income/(loss) | 20 - 21 | |||||||
| Allocation of last year net income/(loss) | 20 | ( | ||||||
| Transactions with owners | 20 | ( | ||||||
| Grant of share under share plans | 20 | ( | ||||||
| Equity plans in progress | 20 | |||||||
| Other variations | 20 | ( | ( | ( | ||||
| Balance at 31 December 2024 | 19 - 20 - 21 | ( |
| Balance at 31 December 2024 | 19 - 20 - 21 | ( | ||||||
| Total comprehensive income/(loss) | 20 - 21 | ( | ||||||
| Allocation of last year net income/(loss) | 20 | ( | ||||||
| Dividend payment | 20 | ( | ( | ( | ||||
| Transactions with owners | 20 | ( | ( | ( | ||||
| Equity plans in progress | 20 | ( | ( | ( | ||||
| Balance at 31 December 2025 | 19 - 20 - 21 | ( |
| (euro/000) | 2025 | 2024 |
| Cash flow provided by (used in) operating activities (D=A+B+C) | ||
| Cash flow generated from operations (A) | ||
| Operating income (EBIT) | ||
| Depreciation, amortisation and other fixed assets write-downs | ||
| Net changes in provisions for risks and charges | ( | |
| Net changes in retirement benefit obligations | ( | ( |
| Stock option/grant costs | ||
| Cash flow provided by (used in) changes in working capital (B) | ( | ( |
| Inventory | ( | |
| Trade receivables | ( | ( |
| Other current assets | ( | |
| Trade payables | ||
| Other current liabilities | ( | ( |
| Other cash flow provided by (used in) operating activities (C) | ( | ( |
| Interests paid | ( | ( |
| Received interests | ||
| Foreign exchange (losses)/gains | ( | |
| Income taxes paid | ( | ( |
| Cash flow provided by (used in) investing activities (E) | ( | ( |
| Investments in property, plant and equipment | ( | ( |
| Disposals of property, plant and equipment | ||
| Investments in intangible assets | ( | ( |
| Disposals of intangible assets | ||
| Net investments in other non current assets | ( | ( |
| Subisidiaries business combination | ( | |
| Cash flow provided by (used in) financing activities (F) | ( | ( |
| Medium/long term borrowing | ||
| Repayment/renegotiation of medium/long-term borrowings | ( | ( |
| Leasing liabilities remboursement | ( | ( |
| Net change in financial liabilities | ( | |
| Net change in financial assets and derivative instruments | ( | |
| Deferred price acquisition | ( | |
| Dividend payments | ( | |
| Net increase/(decrease) in cash and cash equivalents (G=D+E+F) | ( | |
| Cash and cash equivalents at year-beginning | ||
| Net increase/(decrease) in cash and cash equivalents | ( | |
| Cash and cash equivalents at year-end |
| Company name | Head Office | Share capital(euro) * | Group Interest | Shareholder | Interest held |
| Holding company: | |||||
| Esprinet S.p.A. | Vimercate (MB) | 7,860,651 | |||
| Subsidiaries directly controlled: | |||||
| Bludis S.r.l | Rome (RM) | 600,000 | 100.00% | Esprinet S.p.A. | 100.00% |
| Celly Pacific LTD ** | Honk Kong (China) | 935 | 100.00% | Esprinet S.p.A. | 100.00% |
| Dacom S.p.A. | Vimercate (MB) | 3,600,000 | 100.00% | Esprinet S.p.A. | 100.00% |
| Esprinet Iberica S.L.U. | Saragozza (Spain) | 55,203,010 | 100.00% | Esprinet S.p.A. | 100.00% |
| idMAINT S.r.l. | Vimercate (MB) | 42,000 | 100.00% | Esprinet S.p.A. | 100.00% |
| Sifar Group S.r.l | Milan (MI) | 100,000 | 100.00% | Esprinet S.p.A. | 100.00% |
| Vamat B.V. | Utrecht (Netherlands) | 120 | 100.00% | Esprinet S.p.A. | 100.00% |
| V-Valley S.r.l. | Vimercate (MB) | 500,000 | 100.00% | Esprinet S.p.A. | 100.00% |
| Zeliatech S.r.l | Vimercate (MB) | 500,000 | 100.00% | Esprinet S.p.A. | 100.00% |
| Subsidiaries indirectly controlled: | |||||
| Erredi Deutschland GmbH ** | Eschborn (Germany) | 50,000 | 100.00% | idMAINT S.r.l. | 100.00% |
| Erredi France SARL** | Roissy-en-France (France) | 50,000 | 100.00% | idMAINT S.r.l. | 100.00% |
| Esprinet Portugal Lda | Porto (Portugal) | 2,350,000 | 100.00% | Esprinet Iberica S.L.U. | 95.00% |
| Esprinet S.p.A. | 5.00% | ||||
| Lidera Network S.L. | Madrid (Spain) | 3,606 | 100.00% | V-Valley Advanced Solutions España, S.A. | 100.00% |
| Optima Logistics S.L.U. | Madrid (Spain) | 3,005 | 100.00% | V-Valley Advanced Solutions España, S.A. | 100.00% |
| Vamat Ltd | Dublin (Ireland) | 100 | 100.00% | Vamat B.V. | 100.00% |
| V-Valley Advanced Solutions España, S.A. *** | Madrid (Spain) | 1,202,000 | 100.00% | Esprinet Iberica S.L.U. | 90.42% |
| V-Valley Advanced Solutions Portugal, Unipessoal, Lda | Sacavém (Portugal) | 10,000 | 100.00% | V-Valley Advanced Solutions España, S.A. | 100.00% |
| V-Valley Africa SARLAU | Casablanca (Morocco) | 707,252 | 100.00% | V-Valley Advanced Solutions España, S.A. | 100.00% |
| (euro/000) | 31/12/2024 Riesposed | 31/12/2024 Published | Variation | ||||||
| Italy | Iberian Pen. | Group | Italy | Iberian Pen. | Group | Italy | Iberian Pen. | Group | |
| Deferred income tax assets | - | - | - | 5,080 | 6,105 | 11,200 | (5,080) | (6,105) | (11,200) |
| Non - current assets | 257,164 | 108,318 | 290,884 | 262,244 | 114,423 | 302,084 | (5,080) | (6,105) | (11,200) |
| Current assets | 1,071,533 | 676,242 | 1,719,638 | 1,071,533 | 676,242 | 1,719,638 | - | - | - |
| Total assets | 1,328,697 | 784,560 | 2,010,522 | 1,333,777 | 790,665 | 2,021,722 | (5,080) | (6,105) | (11,200) |
| Total equity | 229,959 | 233,925 | 389,247 | 229,959 | 233,925 | 389,247 | - | - | - |
| Deferred income tax liabilities | 391 | 10,078 | 10,454 | 5,471 | 16,183 | 21,654 | (5,080) | (6,105) | (11,200) |
| Non - current liabilities | 157,594 | 37,366 | 194,945 | 162,674 | 43,471 | 206,145 | (5,080) | (6,105) | (11,200) |
| Current liabilities | 941,144 | 513,269 | 1,426,330 | 941,144 | 513,269 | 1,426,330 | - | - | - |
| Total liabilities | 1,098,738 | 550,635 | 1,621,275 | 1,103,818 | 556,740 | 1,632,475 | (5,080) | (6,105) | (11,200) |
| Total equity and liabilities | 1,328,697 | 784,560 | 2,010,522 | 1,333,777 | 790,665 | 2,021,722 | (5,080) | (6,105) | (11,200) |
| Economic - technical rate | |
| Security systems | 25% |
| Generic plants | from 3% to 20% |
| Other specific plants | 15% |
| Conditioning plants | from 3% to 14,3% |
| Telephone systems and equipment | from 10% to 20% |
| Communication and telesignal plants | 25% |
| Industrial and commercial equipment | from 7,1% to 15% |
| Electronic office machines | from 20% to 25% |
| Furniture and fittings | from 10% to 25% |
| Other assets | from 10% to 19% |
| Exchange rate | Punctual at 31.12.2025 | Average 2025 | Punctual at 31.12.2024 | Average 2024 |
| Hong Kong Dollar (HKD) | 9.15 | 8.81 | 8.07 | 8.45 |
| Dirham (MAD) | 10.71 | 10.55 | 10.51 | 10.76 |
| US Dollar (USD) | 1.18 | 1.13 | 1.04 | 1.08 |
| (euro/000) | Fair valueVamat B.V. |
| 01/10/2025 | |
| Fixed, intangible, financial assets | 124 |
| Right-of-use-assets | 300 |
| Deferred income tax assets | 64 |
| Receivables and other non-current assets | 41 |
| Inventory | 5,720 |
| Trade receivables | 8,047 |
| Other current assets | 4,148 |
| Cash and cash equivalents | 1,297 |
| Lease liabilities (non-current) | (133) |
| Provisions and other liabilities (non-current) | (201) |
| Trade payables | (9,482) |
| Lease liabilities (current) | (167) |
| Other current liabilities | (1,861) |
| Net assets fair value | 7,897 |
| Goodwill (1) | 10,103 |
| Total Cash | 18,000 |
| (euro/000) | Fair valueVamat B.V. |
| 01/10/2025 | |
| Cash and cash equivalents | 1,297 |
| Lease liabilities | (300) |
| Net financial debt acquired | 997 |
| Cash paid | (12,600) |
| Deferred cash to be paid | (5,400) |
| Net cash outflow on acquisition | (17,003) |
| (euro/000) | 2025 | |||
| Italy | Iberian Pen. | Elim. and other | Group | |
| Distr. IT & CE B2B | Distr. It & CE B2B | |||
| Sales to third parties | 2,612,448 | 1,679,602 | - | 4,292,050 |
| Intersegment sales | 30,291 | - | (30,291) | - |
| Sales from contracts with customers | 2,642,739 | 1,679,602 | (30,291) | 4,292,050 |
| Cost of sales | (2,497,459) | (1,589,842) | 30,317 | (4,056,984) |
| Gross profit | 145,280 | 89,760 | 26 | 235,066 |
| Gross Profit % | 5.50% | 5.34% | 5.48% | |
| Sales and marketing costs | (53,815) | (25,992) | (1) | (79,808) |
| Overheads and admin. costs | (75,693) | (32,686) | 11 | (108,368) |
| Impairment loss/reversal of financial assets | (904) | (733) | - | (1,637) |
| Operating result (EBIT) | 14,868 | 30,349 | 36 | 45,253 |
| EBIT % | 0.56% | 1.81% | 1.05% | |
| Finance costs - net | (12,114) | (1,578) | - | (13,692) |
| Investments (expenses)/incomes | 5,970 | - | (5,970) | - |
| Result before income tax | 8,724 | 28,771 | (5,934) | 31,561 |
| Income tax expenses | (4,205) | (7,173) | (10) | (11,388) |
| Net result | 4,519 | 21,598 | (5,944) | 20,173 |
| - of which attributable to non-controlling interests | - | (59) | 59 | - |
| - of which attributable to Group | 4,519 | 21,657 | (6,003) | 20,173 |
| Depreciation and amortisation | 18,931 | 5,103 | 450 | 24,484 |
| Other non-cash items | 3,438 | 81 | - | 3,519 |
| Investments | 2,808 | 583 | - | 3,391 |
| Total assets | 1,348,699 | 902,743 | (167,621) | 2,083,821 |
| (euro/000) | 2024 | |||
| Italy | Iberian Pen. | Elim. and other | Group | |
| Distr. IT & CE B2B | Distr. IT & CE B2B | |||
| Sales to third parties | 2,623,103 | 1,518,460 | - | 4,141,562 |
| Intersegment sales | 29,482 | - | (29,482) | - |
| Sales from contracts with customers | 2,652,585 | 1,518,460 | (29,482) | 4,141,562 |
| Cost of sales | (2,506,957) | (1,437,233) | 29,570 | (3,914,620) |
| Gross profit | 145,628 | 81,227 | 88 | 226,942 |
| Gross profit % | 5.49% | 5.35% | 5.48% | |
| Sales and marketing costs | (52,107) | (23,502) | - | (75,609) |
| Overheads and admin. costs | (75,009) | (30,811) | 3 | (105,817) |
| Impairment loss/reversal of financial assets | 581 | 129 | - | 710 |
| Operating result (EBIT) | 19,093 | 27,043 | 91 | 46,226 |
| EBIT % | 0.72% | 1.78% | 1.12% | |
| Finance costs - net | (15,007) | (2,353) | - | (17,360) |
| Result before income tax | 4,086 | 24,690 | 91 | 28,866 |
| Income tax expenses | (1,753) | (5,557) | (35) | (7,345) |
| Net result | 2,333 | 19,133 | 56 | 21,521 |
| - of which attributable to non-controlling interests | - | (28) | 28 | - |
| - of which attributable to Group | 2,333 | 19,161 | 28 | 21,521 |
| Depreciation and amortisation | 17,822 | 4,983 | 496 | 23,301 |
| Other non-cash items | 3,853 | 69 | - | 3,922 |
| Investments | 6,581 | 398 | - | 6,979 |
| Total assets | 1,328,697 | 784,560 | (102,735) | 2,010,522 |
| (euro/000) | 31/12/2025 | |||
| Italy | Iberian Pen. | |||
| Distr. IT & CE B2B | Distr. IT & CE B2B | Elim. and other | Group | |
| ASSETS | ||||
| Non-current assets | ||||
| Property, plant and equipment | 20,681 | 2,473 | - | 23,154 |
| Right-of-use assets | 108,762 | 15,270 | - | 124,032 |
| Goodwill | 39,834 | 82,147 | 1,039 | 123,020 |
| Intangible assets | 6,236 | 5,069 | - | 11,305 |
| Investments in others | 75,637 | - | (75,637) | - |
| Receivables and other non-current assets | 1,781 | 10,200 | - | 11,981 |
| 252,931 | 115,159 | (74,598) | 293,492 | |
| Current assets | ||||
| Inventory | 451,197 | 190,003 | (18) | 641,182 |
| Trade receivables | 426,507 | 402,314 | - | 828,821 |
| Income tax assets | 2,582 | 229 | - | 2,811 |
| Other assets | 86,758 | 92,987 | (93,005) | 86,740 |
| Financial assets held for trading | - | 213 | - | 213 |
| Cash and cash equivalents | 128,724 | 101,838 | - | 230,562 |
| 1,095,768 | 787,584 | (93,023) | 1,790,329 | |
| Total assets | 1,348,699 | 902,743 | (167,621) | 2,083,821 |
| EQUITY | ||||
| Share capital | 7,861 | 54,693 | (54,693) | 7,861 |
| Reserves | 202,184 | 173,168 | (13,916) | 361,436 |
| Group net income | 4,520 | 21,656 | (6,003) | 20,173 |
| Group net equity | 214,565 | 249,517 | (74,612) | 389,470 |
| Non-controlling interests | - | - | - | - |
| Total equity | 214,565 | 249,517 | (74,612) | 389,470 |
| LIABILITIES | ||||
| Non-current liabilities | ||||
| Borrowings | 37,571 | 37,340 | - | 74,911 |
| Lease liabilities | 107,083 | 13,465 | - | 120,548 |
| Deferred income tax liabilities | 798 | 11,648 | (5) | 12,441 |
| Retirement benefit obligations | 5,199 | - | - | 5,199 |
| Provisions and other liabilities | 10,407 | 206 | - | 10,613 |
| 161,058 | 62,659 | (5) | 223,712 | |
| Current liabilities | ||||
| Trade payables | 796,136 | 534,299 | - | 1,330,435 |
| Short-term financial liabilities | 130,360 | 24,413 | (86,376) | 68,397 |
| Lease liabilities | 10,964 | 3,182 | - | 14,146 |
| Income tax liabilities | 524 | 1,098 | - | 1,622 |
| Debts for investments in subsidiaries | 6,000 | - | - | 6,000 |
| Provisions and other liabilities | 29,092 | 27,575 | (6,628) | 50,039 |
| 973,076 | 590,567 | (93,004) | 1,470,639 | |
| Total liabilities | 1,134,134 | 653,226 | (93,009) | 1,694,351 |
| Total equity and liabilities | 1,348,699 | 902,743 | (167,621) | 2,083,821 |
| (euro/000) | 31/12/2024 | |||
| Italy | Iberian Pen. | |||
| Distr. IT & CE B2B | Distr. IT & CE B2B | Elim. and other | Group | |
| ASSETS | ||||
| Non-current assets | ||||
| Property, plant and equipment | 24,169 | 2,832 | - | 27,001 |
| Right-of-use assets | 118,417 | 17,044 | - | 135,461 |
| Goodwill | 29,731 | 82,147 | 1,039 | 112,917 |
| Intangible assets | 7,412 | 5,740 | - | 13,152 |
| Investments in others | 75,637 | - | (75,637) | - |
| Receivables and other non-current assets | 1,798 | 555 | - | 2,353 |
| 257,164 | 108,318 | (74,598) | 290,884 | |
| Current assets | ||||
| Inventory | 471,260 | 165,920 | (53) | 637,127 |
| Trade receivables | 415,958 | 348,306 | - | 764,264 |
| Income tax assets | 3,662 | 105 | - | 3,767 |
| Other assets | 89,680 | 36,531 | (28,084) | 98,127 |
| Financial assets held for trading | - | 103 | - | 103 |
| Cash and cash equivalents | 90,973 | 125,277 | - | 216,250 |
| 1,071,533 | 676,242 | (28,137) | 1,719,638 | |
| Total assets | 1,328,697 | 784,560 | (102,735) | 2,010,522 |
| EQUITY | ||||
| Share capital | 7,861 | 54,693 | (54,693) | 7,861 |
| Reserves | 219,766 | 160,042 | (19,943) | 359,865 |
| Group net income | 2,332 | 19,161 | 28 | 21,521 |
| Group net equity | 229,959 | 233,896 | (74,608) | 389,247 |
| Non-controlling interests | - | 29 | (29) | - |
| Total equity | 229,959 | 233,925 | (74,637) | 389,247 |
| LIABILITIES | ||||
| Non-current liabilities | ||||
| Borrowings | 18,834 | 11,928 | - | 30,762 |
| Lease liabilities | 115,934 | 15,150 | - | 131,084 |
| Deferred income tax liabilities | 391 | 10,078 | (15) | 10,454 |
| Retirement benefit obligations | 5,347 | - | - | 5,347 |
| Debts for investments in subsidiaries | 600 | - | - | 600 |
| Provisions and other liabilities | 16,488 | 210 | - | 16,698 |
| 157,594 | 37,366 | (15) | 194,945 | |
| Current liabilities | ||||
| Trade payables | 806,829 | 459,353 | - | 1,266,182 |
| Short-term financial liabilities | 93,165 | 14,892 | (20,258) | 87,799 |
| Lease liabilities | 9,441 | 3,192 | - | 12,633 |
| Income tax liabilities | 601 | 1,379 | - | 1,980 |
| Provisions and other liabilities | 31,108 | 34,453 | (7,825) | 57,736 |
| 941,144 | 513,269 | (28,083) | 1,426,330 | |
| Total liabilities | 1,098,738 | 550,635 | (28,098) | 1,621,275 |
| Total equity and liabilities | 1,328,697 | 784,560 | (102,735) | 2,010,522 |
| Assets | 31/12/2025 | 31/12/2024 | ||||||
| (euro/000) | Carryingamount | Financialassets FVTPL (1) | Financial assetsamortized cost | Out of scopeIFRS 9 | Carryingamount | Financialassets FVTPL (1) | Financial assetsamortized cost | Out of scopeIFRS 9 |
| Guarantee deposits | 2,454 | 2,454 | 2,353 | 2,353 | ||||
| Receivables from others | 9,527 | 9,527 | - | - | - | |||
| Rec.and other non-curr. Assets | 11,981 | 9,527 | 2,454 | - | 2,353 | - | 2,353 | - |
| Non-current assets | 11,981 | 9,527 | 2,454 | - | 2,353 | - | 2,353 | - |
| Trade receivables | 828,821 | 197,464 | 631,357 | 764,264 | 158,166 | 606,098 | ||
| Receivables from factors | 585 | 585 | 133 | 133 | ||||
| Customer financial receivables | 8,834 | 8,834 | 10,154 | 10,154 | ||||
| Other tax receivables | 51,622 | 51,622 | 60,248 | 60,248 | ||||
| Receivables from suppliers | 15,781 | 15,781 | 19,331 | 19,331 | ||||
| Receivables from insurances | 1,927 | 1,927 | 1,894 | 1,894 | ||||
| Receivables from employees | 3 | 3 | 1 | 1 | ||||
| Receivables from others | 930 | 930 | 810 | 810 | ||||
| Pre-payments | 7,058 | 7,058 | 5,556 | 5,556 | ||||
| Rec.and other curr. Assets | 86,740 | - | 28,060 | 58,680 | 98,127 | - | 32,323 | 65,804 |
| Financial assets held for trading | 213 | 213 | 103 | 103 | ||||
| Cash and cash equivalents | 230,562 | 230,562 | 216,250 | 216,250 | ||||
| Current assets | 1,146,336 | 197,677 | 889,979 | 58,680 | 1,078,744 | 158,269 | 854,671 | 65,804 |
| Liabilities | 31/12/2025 | 31/12/2024 | ||||||
| (euro/000) | Carryingamount | Financialliabilities FVTPL (1) | Financial liabilitiesamortized cost | Out of scopeIFRS 9 | Carryingamount | Financialliabilities FVTPL (1) | Financial liabilitiesamortized cost | Out of scopeIFRS 9 |
| Borrowings | 74,911 | 74,911 | 30,762 | 30,762 | ||||
| Lease liabilities | 120,548 | 120,548 | 131,084 | 131,084 | ||||
| Debts for investments in subsidiaries | - | - | 600 | 600 | ||||
| Provisions of pensions | 1,719 | 1,719 | 1,736 | 1,736 | ||||
| Other provisions | 516 | 516 | 231 | 231 | ||||
| Long term tax payable in instalments | 8,141 | 8,141 | 14,475 | 14,475 | ||||
| Cash incentive liabilities | 237 | 237 | 256 | 256 | ||||
| Provis. and other non-curr. Liab | 10,613 | - | 237 | 10,376 | 16,698 | - | 256 | 16,442 |
| Non-current liabilities | 206,072 | - | 195,696 | 10,376 | 179,144 | - | 162,702 | 16,442 |
| Trade payables | 1,330,435 | 1,330,435 | 1,266,182 | 1,266,182 | ||||
| Short-term financial liabilities | 68,397 | 68,397 | 87,799 | 87,799 | ||||
| Lease liabilities | 14,146 | 14,146 | 12,633 | 12,633 | ||||
| Debts for investments in subsidiaries | 6,000 | 6,000 | - | - | ||||
| Social security liabilities | 6,115 | 6,115 | 5,981 | 5,981 | ||||
| Other tax liabilities | 22,157 | 22,157 | 32,484 | 32,484 | ||||
| Payables to others | 20,934 | 20,934 | 18,726 | 18,726 | ||||
| Accrued expenses | 320 | 320 | 340 | 340 | ||||
| Deferred income | 153 | 153 | 205 | 205 | ||||
| Provisions and other liabilities | 49,679 | - | 27,369 | 22,310 | 57,736 | - | 25,047 | 32,689 |
| Current liabilities | 1,468,657 | - | 1,446,347 | 22,310 | 1,424,350 | - | 1,391,661 | 32,689 |
| Assets | 31/12/2025 | 31/12/2024 | ||||||||||
| (euro/000) | Carryingamount | Fair value | Carryingamount | Fair value | ||||||||
| Trade receiv. | Financial receiv. | Receiv. from others | Receiv. from insurance | Receiv. From employees | Trade receiv. | Financial receiv. | Receiv. from others | Receiv. from insurance | Receiv. From employees | |||
| Guarantee deposits | 2,454 | - | 2,329 | 2,353 | - | 2,284 | ||||||
| Receivables from others | 9,527 | - | 9,527 | - | ||||||||
| Rec.and other non-curr. Assets | 11,981 | - | - | 11,856 | - | - | 2,353 | - | - | 2,284 | - | - |
| Non - current assets | 11,981 | - | - | 11,856 | - | - | 2,353 | - | - | 2,284 | - | - |
| Trade receivables | 828,821 | 828,821 | 764,264 | 764,264 | ||||||||
| Receiv. from factors | 585 | 585 | 133 | 133 | ||||||||
| Customer financial receivables | 8,834 | 8,834 | 10,154 | 10,154 | ||||||||
| Receiv. from suppliers | 15,781 | 15,781 | 19,331 | 19,331 | ||||||||
| Receiv. from insurances | 1,927 | 1,927 | 1,894 | 1,894 | ||||||||
| Receiv. from employees | 3 | 3 | 1 | 1 | ||||||||
| Receiv. from others | 930 | 930 | 810 | 810 | ||||||||
| Rec.and other curr. Assets | 28,060 | - | 9,419 | 16,711 | 1,927 | 3 | 32,323 | - | 10,287 | 20,141 | 1,894 | 1 |
| Financial assets held for trading | 213 | 213 | 103 | 103 | ||||||||
| Cash and cash equivalents | 230,562 | 230,562 | 216,250 | 216,250 | ||||||||
| Current assets | 1,087,656 | 828,821 | 240,194 | 16,711 | 1,927 | 3 | 1,012,940 | 764,264 | 226,640 | 20,141 | 1,894 | 1 |
| Liabilities | 31/12/2025 | 31/12/2024 | ||||||||
| (euro/000) | Carryingamount | Fair value | Carryingamount | Fair value | ||||||
| Tradepayables | Financialpayables | FVTPL derivate | Otherpayables | Tradepayables | Financialpayables | FVTPL derivate | Otherpayables | |||
| Borrowings | 74,911 | 67,520 | 30,762 | 29,481 | ||||||
| Debts for investments in subsidiaries | - | - | 600 | 603 | ||||||
| Cash incentive liabilities | 237 | 237 | 256 | 256 | ||||||
| Provis. and other non-curr. Liab. | 237 | - | - | - | 237 | 256 | - | - | - | 256 |
| Non-current liabilities | 75,148 | - | 67,520 | - | 237 | 31,618 | - | 30,084 | - | 256 |
| Trade payables | 1,330,435 | 1,330,435 | 1,266,182 | 1,266,182 | ||||||
| Short-term financial liabilities | 68,397 | 70,274 | 87,799 | 87,554 | ||||||
| Debts for investments in subsidiaries | 6,000 | 5,943 | - | - | ||||||
| Social security liabilities | 6,115 | 6,115 | 5,981 | 5,981 | ||||||
| Payables to others | 20,934 | 20,934 | 18,726 | 18,726 | ||||||
| Accrued expenses | 320 | 320 | 340 | 340 | ||||||
| Provis. and other Liab. | 27,369 | - | - | - | 27,369 | 25,047 | - | - | - | 25,047 |
| Current liabilities | 1,432,201 | 1,330,435 | 76,217 | - | 27,369 | 1,379,028 | 1,266,182 | 87,554 | - | 25,047 |
| (euro/000) | Starting provision | Additions | Uses | Acquisitions | Final provision |
| 2025 Financial year | 6,436 | 3,517 | (3,071) | 478 | 7,360 |
| 2024 Financial year | 7,735 | 1,753 | (3,052) | - | 6,436 |
| (euro/000) | 31/12/2025 | Receivables impaired | Receivables past due not impaired | Receivables not past due not impaired |
| Gross trade receivables | 836,181 | 215,183 | 149,287 | 471,711 |
| Bad debt provision | (7,360) | (7,360) | ||
| Net trade receivables | 828,821 | 207,823 | 149,287 | 471,711 |
| (euro/000) | 31/12/2024 | Receivables impaired | Receivables past due not impaired | Receivables not past due not impaired |
| Gross trade receivables | 770,700 | 121,014 | 153,574 | 496,112 |
| Bad debt provision | (6,436) | (6,436) | ||
| Net trade receivables | 764,264 | 114,578 | 153,574 | 496,112 |
| (euro/000) | Total | Past due over 90 days | Past due60 - 90 days | Past due30 - 60 days | Past due under 30 days |
| Receiv. past due not impaired at 31/12/2025 | 149,287 | 29,033 | 3,868 | 10,573 | 105,813 |
| Receiv. past due not impaired at 31/12/2024 | 153,574 | 9,748 | 10,581 | 12,012 | 121,233 |
| (euro/000) | Starting provision | Additions | Uses | Acquisitions | Final provision |
| 2025 Financial year | 4,297 | - | (861) | - | 3,436 |
| 2024 Financial year | 4,297 | - | - | - | 4,297 |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||||||
| Carryingamount | Receiv.Impaired | Receiv. pastdue notimpaired | Receiv. not past due not impaired | Carryingamount | Receiv.Impaired | Receiv. pastdue notimpaired | Receiv. not past due not impaired | |
| Guarantee deposits | 2,454 | 2,454 | 2,353 | 2,353 | ||||
| Receivables from others | 9,527 | 9,527 | ||||||
| Rec.and other non-curr. Assets | 11,981 | - | - | 11,981 | 2,353 | - | - | 2,353 |
| Non-current assets | 11,981 | - | - | 11,981 | 2,353 | - | - | 2,353 |
| Receivables from factors | 585 | 493 | 92 | 133 | 5 | 128 | ||
| Customer financial receivables | 8,834 | 8,834 | 10,154 | 10,154 | ||||
| Receivables from suppliers | 15,781 | 14,447 | 1,334 | 19,331 | 16,011 | 3,320 | ||
| Receivables from insurances | 1,927 | 1,927 | 1,894 | 1,894 | ||||
| Receivables from employees | 3 | 3 | 1 | 1 | ||||
| Receivables from others | 4,366 | 3,436 | 7 | 923 | 5,107 | 4,297 | 73 | 737 |
| Rec.and other curr. Assets | 31,496 | 3,436 | 16,874 | 11,186 | 36,620 | 4,297 | 17,983 | 14,340 |
| Financial assets held for trading | 213 | 213 | 103 | 103 | ||||
| Cash and cash equivalents | 230,562 | 230,562 | 216,250 | 216,250 | ||||
| Gross Current assets | 262,271 | 3,436 | 247,436 | 11,399 | 252,973 | 4,297 | 234,233 | 14,443 |
| Bad debts provision | (3,436) | (3,436) | (4,297) | (4,297) | ||||
| Net Current assets | 258,835 | - | 247,436 | 11,399 | 248,676 | - | 234,233 | 14,443 |
| (euro/000) | Total | Past due over90 days | Past due60 - 90 days | Past due30 - 60 days | Past dueunder 30 days |
| Receivables from suppliers | 14,447 | 3,220 | 2,823 | 1,423 | 6,981 |
| Receivables from factors | 493 | - | - | - | 493 |
| Receivables from insurance companies | 1,927 | 1,500 | 198 | 156 | 73 |
| Receivables from others | 7 | - | - | 7 | - |
| Receiv. past due not impaired at 31/12/2025 | 16,874 | 4,720 | 3,021 | 1,586 | 7,547 |
| Receivables from suppliers | 16,011 | 5,063 | 368 | 315 | 10,265 |
| Receivables from factors | 5 | - | - | - | 5 |
| Receivables from insurance companies | 1,894 | 1,523 | 122 | 92 | 157 |
| Receivables from others | 73 | 73 | - | - | - |
| Receiv. past due not impaired at 31/12/2024 | 17,983 | 6,659 | 490 | 407 | 10,427 |
| (euro/000) | Carrying amount 31/12/2025 | Future cash flow | in 6 months | 6-12 months | 1-2 years | 2-5 years | after 5 years |
| Borrowings | 74,911 | 81,488 | 1,122 | 1,116 | 26,654 | 52,596 | - |
| Lease liabilities | 120,548 | 141,538 | - | - | 17,567 | 49,078 | 74,893 |
| Debts for investments in subsidiaries | - | - | - | - | - | - | - |
| Cash incentive liabilities | 237 | 237 | - | - | 108 | 129 | - |
| Provis. and other non-curr. Liab. | 237 | 237 | - | - | 108 | 129 | - |
| Non-current liabilities | 195,696 | 223,263 | 1,122 | 1,116 | 44,329 | 101,803 | 74,893 |
| Trade payables | 1,330,435 | 1,332,708 | 1,331,009 | 574 | 897 | 228 | - |
| Short-term financial liabilities | 68,397 | 68,876 | 51,108 | 17,768 | - | - | - |
| Lease liabilities | 14,146 | 18,332 | 9,298 | 9,034 | - | - | - |
| Debts for investments in subsidiaries | 6,000 | 6,000 | 4,094 | 1,906 | - | - | - |
| Social security liabilities | 6,115 | 6,115 | 6,115 | - | - | - | - |
| Payables to others | 20,934 | 20,934 | 20,934 | - | - | - | - |
| Accrued expenses | 320 | 320 | 320 | - | - | - | - |
| Provisions and other liabilities | 27,369 | 27,369 | 27,369 | - | - | - | - |
| Current liabilites | 1,446,347 | 1,453,285 | 1,422,878 | 29,282 | 897 | 228 | - |
| (euro/000) | Carrying amount 31/12/2024 | Future cash flow | in 6 months | 6-12 months | 1-2 years | 2-5 years | after 5 years |
| Borrowings | 30,762 | 32,650 | 474 | 429 | 21,613 | 10,134 | - |
| Lease liabilities | 131,084 | 155,903 | - | - | 17,614 | 48,912 | 89,377 |
| Debts for investments in subsidiaries | 600 | 600 | - | - | - | 600 | - |
| Cash incentive liabilities | 256 | 256 | - | - | 174 | 82 | - |
| Provis. and other non-curr. Liab. | 256 | 256 | - | - | 174 | 82 | - |
| Non-current liabilities | 162,702 | 189,409 | 474 | 429 | 39,401 | 59,728 | 89,377 |
| Trade payables | 1,266,182 | 1,269,465 | 1,266,806 | 624 | 1,143 | 885 | 7 |
| Short-term financial liabilities | 87,799 | 88,499 | 62,931 | 25,568 | - | - | - |
| Lease liabilities | 12,633 | 17,181 | 8,251 | 8,930 | - | - | - |
| Debts for investments in subsidiaries | - | - | - | - | - | - | - |
| Social security liabilities | 5,981 | 5,981 | 5,981 | - | - | - | - |
| Payables to others | 18,726 | 18,726 | 18,726 | - | - | - | - |
| Accrued expenses | 340 | 340 | 340 | - | - | - | - |
| Provisions and other liabilities | 25,047 | 25,047 | 25,047 | - | - | - | - |
| Current liabilites | 1,391,661 | 1,400,192 | 1,363,035 | 35,122 | 1,143 | 885 | 7 |
| (euro/000) | Year | FV contracts31/12/a.p. 1, 2 | (Expenses)/Income | Variation FV | FV contracts31/12/a.c. 2, 3 |
| Interest Rate Cap | 2025 | - | - | - | - |
| Interest Rate Cap | 2024 | 18 | - | (18) | - |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||
| Net equity | Profit/(loss) | Net equity | Profit/(loss) | |
| Cash and cash equivalents | 668 | 668 | 622 | 622 |
| Debts for investments in subsidiaries | - | - | - | - |
| Financial liabilities | (2,008) | (2,008) | (1,527) | (1,527) |
| Total | (1,340) | (1,340) | (905) | (905) |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||
| Net equity | Profit/(loss) | Net equity | Profit/(loss) | |
| Cash and cash equivalents | (431) | (431) | (505) | (505) |
| Debts for investments in subsidiaries | - | - | - | - |
| Financial liabilities | 2,008 | 2,008 | 1,527 | 1,527 |
| Total | 1,577 | 1,577 | 1,022 | 1,022 |
| (euro/000) | Plant andmachinery | Ind. & Comm.Equipment &other assets | Assets under construction & Advances | Total |
| Historical cost | 30,424 | 51,041 | 170 | 81,635 |
| Accumulated depreciation | (17,647) | (36,987) | - | (54,634) |
| Balance at 31/12/2024 | 12,777 | 14,054 | 170 | 27,001 |
| Business combination acquisition - historical cost | - | 320 | - | 320 |
| Business combination acquisition - accumulated depreciation | - | (196) | - | (196) |
| Historical cost increase | 379 | 2,138 | 829 | 3,346 |
| Historical cost decrease | (510) | (2,534) | (89) | (3,133) |
| Historical cost reclassification | - | 54 | (54) | - |
| Increase in accumulated depreciation | (2,302) | (4,803) | - | (7,105) |
| Decrease in accumulated depreciation | 458 | 2,463 | - | 2,921 |
| Total changes | (1,975) | (2,682) | 686 | (3,971) |
| Historical cost | 30,293 | 51,019 | 856 | 82,168 |
| Accumulated depreciation | (19,491) | (39,523) | - | (59,014) |
| Balance at 31/12/2025 | 10,802 | 11,496 | 856 | 23,154 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Electronic machines | 7,383 | 9,178 | (1,795) |
| Furniture and fittings | 1,061 | 1,241 | (180) |
| Industrial and commercial equipment | 1,425 | 1,689 | (264) |
| Other assets | 1,566 | 1,908 | (342) |
| Vehicles | 61 | 38 | 23 |
| Total | 11,496 | 14,054 | (2,558) |
| (euro/000) | RentalProperty | Cars | Ind. & Comm.Equipment &other assets | Total |
| Historical cost | 192,917 | 6,362 | 777 | 200,056 |
| Accumulated depreciation | (60,218) | (3,776) | (601) | (64,595) |
| Balance at 31/12/2024 | 132,699 | 2,586 | 176 | 135,461 |
| Business combination acquisition - historical cost | 300 | - | - | 300 |
| Business combination acquisition - accumulated depreciation | - | - | - | - |
| Historical cost increase | 3,640 | 533 | - | 4,173 |
| Historical cost decrease | (1,839) | (1,294) | - | (3,133) |
| Increase in accumulated depreciation | (14,261) | (1,121) | (106) | (15,488) |
| Decrease in accumulated depreciation | 1,425 | 1,294 | - | 2,719 |
| Total changes | (10,735) | (588) | (106) | (11,429) |
| Historical cost | 195,018 | 5,601 | 777 | 201,396 |
| Accumulated depreciation | (73,054) | (3,603) | (707) | (77,364) |
| Balance at 31/12/2025 | 121,964 | 1,998 | 70 | 124,032 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Goodwill | 123,020 | 112,917 | 10,103 |
| (euro/000) | Entity | Goodwill original value |
| Assotrade S.p.A. | Esprinet S.p.A. | 5,500 |
| Pisani S.p.A. | Esprinet S.p.A. | 3,878 |
| Esprilog S.r.l. | Esprinet S.p.A. | 2,115 |
| Celly S.p.A. (1) | Esprinet S.p.A. | 1,853 |
| 4 Side S.r.l. | Esprinet S.p.A. | 121 |
| Dacom S.p.A | Esprinet S.p.A. | 113 |
| Bludis S.r.l. | Esprinet S.p.A. | 5,882 |
| Sifar Group S.r.l. | Esprinet S.p.A. | 4,466 |
| Vamat B.V. | Esprinet S.p.A. | 10,103 |
| Mosaico S.r.l. (2) | V-Valley S.r.l. | 5,804 |
| Memory Set S.a.u. e UMD S.a.u. (3) | Esprinet Iberica S.L.U. | 58,561 |
| Esprinet Iberica S.L.U. (4) | Esprinet Iberica S.L.U. | 1,040 |
| Vinzeo S.a.u. | Esprinet Iberica S.L.U. | 5,097 |
| V-Valley Iberian S.L.U. | Esprinet Iberica S.L.U. | 4,447 |
| GTI Group | Esprinet Iberica S.L.U. | 13,671 |
| Lidera Network S.L. | V-Valley Advanced Solutions España, S.A. | 369 |
| Total by business combination | 123,020 | |
| Esprinet S.p.A. | 34,031 | |
| V-Valley S.r.l. | 5,804 | |
| Esprinet Iberica S.L.U. | 82,816 | |
| V-Valley Advanced Solutions España, S.A. | 369 | |
| Total by entity | 123,020 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. | ||
| Esprinet S.p.A. | 34,031 | 23,928 | 10,103 | CGU 1 | Distribution B2B of Information Technology and Consumer Electronics (Italy) |
| V-Valley S.r.l. | 5,804 | 5,804 | - | CGU 1 | Distribution B2B of Information Technology and Consumer Electronics (Italy) |
| Esprinet Iberica S.L.U. | 82,816 | 82,816 | - | CGU 2 | Distribution B2B of Information Technology and Consumer Electronics (Iberian Peninsula) |
| V-Valley Advanced Solutions España, S.A. | 369 | 369 | - | CGU 2 | Distribution B2B of Information Technology and Consumer Electronics (Iberian Peninsula) |
| Total | 123,020 | 112,917 | 10,103 |
| Entity | Country |
| AB S.A. | Poland |
| Action S.A. | Poland |
| ALSO Holding AG | Switzerland |
| Arrow Electronics, Inc. | USA |
| ASBISc Enterprises Plc | Cyprus |
| Datatec Limited | South Africa |
| Exclusive Networks S.A. | France |
| Logicom Public Ltd | Cyprus |
| Sesa | Italy |
| TD SYNNEX Corporation | USA |
| Italy IT&CE "B2B"CGU 1 | Spain IT&CE "B2B"CGU 2 | |
| Future cash flow expected: | ||
| Forecast horizon | 5 years | 5 years |
| "g" (long-term growth rate)) | 2.00% | 2.00% |
| Discount rates: | ||
| Risk capital cost | 11.36% | 11.09% |
| Marginal gross cost of capital debt | 5.13% | 5.13% |
| Tax rate | 24.00% | 25.00% |
| Target financial structure (D/D+E) | 0.16 | 0.16 |
| Target financial structure (E/D+E) | 0.84 | 0.84 |
| WACC post-tax | 10.15% | 9.95% |
| WACC pre-tax | 13.46% | 13.29% |
| Key variables for:Enterprise Value = Carrying Amount | Italy IT&CE "B2B"CGU 1 | Spain IT&CE "B2B"CGU 2 |
| "g" (long-term growth rate) | n.a.% | 9.46% |
| WACC post-tax | 11.15% | 12.95% |
| (euro/000) | Start-up andexpansion costs | Industrial andother patent rights | Licences,concessions, brand names andsimilar rights | Assets underconstructionandadvances | Other intagibleassets | Total |
| Historical cost | 3 | 13.472 | 4.029 | - | 13.326 | 30.830 |
| Accumulated depreciation | (3) | (13.035) | (851) | - | (3.789) | (17.678) |
| Balance at 31/12/2024 | - | 437 | 3.178 | - | 9.537 | 13.152 |
| Business combination acquisition - historical cost | - | - | - | - | - | - |
| Business combination acquisition - accumulated depreciation | - | - | - | - | - | - |
| Historical cost increase | - | 45 | - | - | - | 45 |
| Historical cost decrease | - | (111) | - | - | - | (111) |
| Increase in accumulated depreciation | - | (264) | (388) | - | (1.239) | (1.891) |
| Decrease in accumulated depreciation | - | 110 | - | - | - | 110 |
| Total changes | - | (220) | (388) | - | (1.239) | (1.847) |
| Historical cost | 3 | 13.406 | 4.029 | - | 13.326 | 30.764 |
| Accumulated depreciation | (3) | (13.189) | (1.239) | - | (5.028) | (19.459) |
| Balance at 31/12/2025 | - | 217 | 2.790 | - | 8.298 | 11.305 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Guarantee deposits receivables | 2,454 | 2,353 | 101 |
| Other receivables | 9,527 | - | 9,527 |
| Receivables and other non-current assets | 11,981 | 2,353 | 9,628 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Finished products and goods | 645,979 | 642,140 | 3,839 |
| Provision for obsolescence | (4,797) | (5,013) | 216 |
| Inventory | 641,182 | 637,127 | 4,055 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Provision for obsolescence: year beginning | 5,013 | 4,012 | 1,001 |
| Uses/Releases | (3,167) | (3,159) | (8) |
| Accruals | 2,166 | 4,160 | (1,994) |
| Acquisition in business combination | 785 | - | 785 |
| Provision for obsolescence: period-end | 4,797 | 5,013 | (216) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Trade receivables - gross | 836,181 | 770,700 | 65,481 |
| Bad debt provision | (7,360) | (6,436) | (924) |
| Trade receivables - net | 828,821 | 764,264 | 64,557 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Bad debt provision: year-beginning | 6,436 | 7,735 | (1,299) |
| Uses/Releases | (3,071) | (3,052) | (19) |
| Accruals | 3,517 | 1,753 | 1,764 |
| Acquisition in business combination | 478 | - | 478 |
| Bad debt provision: period-end | 7,360 | 6,436 | 924 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Receivables from associates companies (A) | - | - | - |
| Witholding tax assets | - | 1 | (1) |
| VAT receivables | 5,808 | 13,468 | (7,660) |
| Other tax assets | 45,814 | 46,779 | (965) |
| Other receivables from Tax authorities (B) | 51,622 | 60,248 | (8,626) |
| Receivables from factoring companies | 585 | 133 | 452 |
| Other financial receivables | 8,834 | 10,154 | (1,320) |
| Receivables from insurance companies | 1,927 | 1,894 | 33 |
| Receivables from suppliers | 15,781 | 19,331 | (3,550) |
| Receivables from employees | 3 | 1 | 2 |
| Receivables from others | 930 | 810 | 120 |
| Other receivables (C) | 28,060 | 32,323 | (4,263) |
| Prepayments (D) | 7,058 | 5,556 | 1,502 |
| Other assets (E= A+B+C+D) | 86,740 | 98,127 | (11,387) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Financial assets held for trading | 213 | 103 | 110 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Bank and postal deposit | 230,540 | 216,227 | 14,313 |
| Cash | 22 | 23 | (1) |
| Total cash and cash equivalents | 230,562 | 216,250 | 14,312 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Share Capital (A) | 7,861 | 7,861 | - |
| Reserves and profit carried over (B) | 374,535 | 372,964 | 1,571 |
| Own shares (C) | (13,099) | (13,099) | - |
| Total reserves (D=B+C) | 361,436 | 359,865 | 1,571 |
| Net income for the year (E) | 20,173 | 21,521 | (1,348) |
| Net equity (F=A+D+E) | 389,470 | 389,247 | 223 |
| Non-controlling interests (G) | - | - | - |
| Total equity (H=F+G) | 389,470 | 389,247 | 223 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Borrowings | 72,785 | 27,616 | 45,169 |
| Other financing payables | 2,126 | 3,146 | (1,020) |
| Non - current financial liabilities | 74,911 | 30,762 | 44,149 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (non-current) | 120,548 | 131,084 | (10,536) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (non-current) | 131,084 | 99,154 | 31,930 |
| Acquisition in business combination | 133 | - | 133 |
| Increase from subscribed contracts | 1,269 | 42,626 | (41,357) |
| Termination/modification of contracts | 2,396 | 1,649 | 747 |
| Reclassification non current liabilities | (14,334) | (12,345) | (1,989) |
| Lease liabilities (non-current) | 120,548 | 131,084 | (10,536) |
| (euro/000) | Within 5 year | After 5 year | 31/12/2025 |
| Lease liabilities (non current) | 68,256 | 52,292 | 120,548 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Deferred income tax liabilities gross | 23,374 | 21,654 | 1,720 |
| Deferred income tax assets gross | (10,933) | (11,200) | 267 |
| Deferred income tax liabilities | 12,441 | 10,454 | 1,987 |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||||
| Temporary differences | Fiscal effect (taxe rate %) | Amount | Temporary differences | Fiscal effect (taxe rate %) | Amount | |
| Deferred income tax: | ||||||
| Tax losses carried forward | 6,217 | 24%-25%-20% | 1,460 | 10,255 | 24%-25%-20% | 2,283 |
| Risk provision | 411 | 24%-25%-27,9% | 105 | 415 | 24%-25%-27,9% | 104 |
| Exceeding amortisation | 422 | 24%-28,8%-27,9% | 109 | 373 | 24%-28,8%-27,9% | 96 |
| Goodwills' amortisation | 21,728 | 27,9%-25% | 5,453 | 18,402 | 27,9%-25% | 4,614 |
| Bad debt provision | 3,829 | 24%-25%-21,5% | 919 | 3,685 | 24%-25%-21,5% | 885 |
| IFRS 16 - Leases | 2,794 | 24%-25% | 684 | 2,643 | 24%-25% | 650 |
| Inventory obsolescence provision | 3,047 | 27,9%-21,5% | 849 | 4,139 | 27,9%-21,5% | 1,149 |
| Change in inventory/deletion of intercompany margin | 18 | 27.90% | 5 | 54 | 27.90% | 15 |
| Director's fees not paid | 341 | 24%-25% | 82 | 326 | 24%-25% | 78 |
| Agent suppl. indemnity provision | 306 | 27.90% | 85 | 378 | 27.90% | 105 |
| Provision sales returns | 1,441 | 27,9%-25%-21,5% | 387 | 2,211 | 27,9%-25%-21,5% | 602 |
| Other | 3,313 | 24%-25%-27,9%-10%-28,8% | 795 | 2,461 | 24%-25%-27,9%-10%-28,8% | 619 |
| Deferred income tax assets | 10,933 | 11,200 | ||||
| (euro/000) | Within 1 year | 1-5 year | After 5 year | Total | |
| Deferred income tax assets | 31/12/2025 | 2,333 | 6,358 | 2,242 | 10,933 |
| 31/12/2024 | 1,662 | 4,171 | 5,367 | 11,200 |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||||
| Temporary differences | Fiscal effect (tax rate) | Amount | Temporary differences | Fiscal effect (tax rate) | Amount | |
| Deferred income tax liabilities | ||||||
| Goodwills' amortisation | 78,176 | 27,9%-25% | 19,924 | 70,814 | 27,9%-25% | 18,060 |
| Customer Relationship and brand surplus value | 5,658 | 27.90% | 1,579 | 6,557 | 27.90% | 1,829 |
| Customer Relationship | 5,051 | 25.00% | 1,263 | 5,703 | 25.00% | 1,426 |
| Other | 2,428 | 24%-27,9%-25% | 608 | 1,277 | 24%-27,9%-25% | 339 |
| Deferred income tax liabilities | 23,374 | 21,654 | ||||
| (euro/000) | Within 1 year | 1-5 year | After 5 year | Total | |
| Deferred income tax liabilities | 31/12/2025 | 1,021 | 1,639 | 20,714 | 23,374 |
| 31/12/2024 | 754 | 1,648 | 19,252 | 21,654 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Balance at year-beginning | 5,347 | 5,340 | 7 |
| Service cost | 196 | 221 | (25) |
| Interest cost | 170 | 169 | 1 |
| Actuarial (gain)/loss | (35) | 27 | (62) |
| Pensions paid | (479) | (410) | (69) |
| Retirement benefit obligations | 5,199 | 5,347 | (148) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Amounts booked under personnel costs | 196 | 221 | (25) |
| Amounts booked under financial costs | 170 | 169 | 1 |
| Total | 366 | 390 | (24) |
| 31/12/2025 | 31/12/2024 | |
| Cost of living increase (1) | 2.00% | 2.00% |
| Discouting rate (2) | 3.37% | 3.18% |
| Remuneration increase | 3.50% | 3.50% |
| Staff severance indemnity (TFR) - annual rate increase (3) | 3.00% | 3.00% |
| (euro) | Sensitivity analysis | |
| Esprinet Group | ||
| Past Service Liability | ||
| Annual discount rate | 0.50% | 5,027,595 |
| -0.50% | 5,381,433 | |
| Annual inflation rate | 0.25% | 5,245,653 |
| -0.25% | 5,153,647 | |
| Annual turnover rate | 2.00% | 5,211,040 |
| -2.00% | 5,188,208 |
| (Euro) | Future Cash Flow |
| Year | Esprinet Group |
| 0 - 1 | 526,118 |
| 1 - 2 | 514,561 |
| 2 - 3 | 509,964 |
| 3 - 4 | 502,621 |
| 4 - 5 | 466,907 |
| 5 - 6 | 475,552 |
| 6 - 7 | 522,926 |
| 7 - 8 | 403,507 |
| 8 - 9 | 473,569 |
| 9 - 10 | 649,015 |
| Over 10 | 4,482,172 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Debts for investments in subsidiaries (non-current) | - | 600 | (600) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Long-term liabilities for cash incentives | 237 | 256 | (19) |
| Long term Tax payables in installments | 8,141 | 14,475 | (6,334) |
| Provisions for pensions and similar obligations | 1,719 | 1,736 | (17) |
| Other provisions | 516 | 231 | 285 |
| Non-current provisions and other liabilities | 10,613 | 16,698 | (6,085) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Provisions for pensions: year-beginning | 1,736 | 1,795 | (59) |
| Uses/Releases | (220) | (235) | 15 |
| Accruals | 203 | 176 | 27 |
| Acquisition in business combination | - | - | - |
| Provisions for pensions: period-end | 1,719 | 1,736 | (17) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Other provisions: year-beginning | 231 | 1,298 | (1,067) |
| Uses/Releases | (106) | (1,186) | 1,080 |
| Accruals | 190 | 119 | 71 |
| Acquisition in business combination | 201 | - | 201 |
| Other provisions: period-end | 516 | 231 | 285 |
| Year | Amounts requested and paid pending judgment (*) | Status of the dispute |
| 2011 | 2.5 million euro | Pending in the Supreme Court of Cassation |
| 2012 | 5.1 million euro | Pending in the Supreme Court of Cassation |
| 2013 bis | 37.1 million euro | Pending in the Supreme Court of Cassation |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Trade payables - gross | 1,473,151 | 1,418,086 | 55,065 |
| Credit notes to be received | (142,716) | (151,904) | 9,188 |
| Trade payables | 1,330,435 | 1,266,182 | 64,253 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Bank loans and overdrafts | 42,841 | 43,915 | (1,074) |
| Other financing payables | 25,556 | 43,884 | (18,328) |
| Short - term financial liabilities | 68,397 | 87,799 | (19,402) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (current) | 14,146 | 12,633 | 1,513 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (current) | 12,633 | 11,896 | 737 |
| Acquisition in business combination | 167 | - | 167 |
| Increase from subscribed contracts | 188 | 1,007 | (819) |
| Reclassification non current liabilities | 14,334 | 12,345 | 1,989 |
| Lease interest expenses | 4,607 | 3,876 | 731 |
| Payments | (17,689) | (16,003) | (1,686) |
| Termination/modification of contracts | (94) | (488) | 394 |
| Lease liabilities (current) | 14,146 | 12,633 | 1,513 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Income tax liabilities | 1,622 | 1,980 | (358) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Debts for investments in subsidiaries (current) | 6,000 | - | 6,000 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Social security liabilities (A) | 6,115 | 5,981 | 134 |
| Associates companies liabilities (B) | - | - | - |
| VAT payables | 13,399 | 23,404 | (10,005) |
| Short term Tax payables in installments | 6,353 | 6,345 | 8 |
| Withholding tax liabilities | 594 | 533 | 61 |
| Other tax liabilities | 2,171 | 2,202 | (31) |
| Other payables to Tax authorities (C) | 22,517 | 32,484 | (9,967) |
| Payables to personnel | 10,144 | 9,831 | 313 |
| Payables to customers | 9,863 | 7,986 | 1,877 |
| Payables to others | 927 | 909 | 18 |
| Total other creditors (D) | 20,934 | 18,726 | 2,208 |
| Accrued expenses and deferred income related to: | |||
| - Accrued expenses for insurance costs | 320 | 339 | (19) |
| - Other accrued expenses | - | 1 | (1) |
| - Deferred income - advanced receivables | 79 | 83 | (4) |
| - Other deferred income | 74 | 122 | (48) |
| Accrued expenses and deferred income (E) | 473 | 545 | (72) |
| Provisions and other liabilities (F=A+B+C+D+E) | 50,039 | 57,736 | (7,697) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Third-party assets on consignment to the Group | 77,856 | 76,658 | 1,198 |
| Bank guarantees issued in favour of other companies | 20,630 | 16,870 | 3,760 |
| Total guarantees issued | 98,486 | 93,528 | 4,958 |
| (euro/million) | 2025 | % | 2024 | % | Var. | % Var. |
| Product sales | 2,602.8 | 60.6% | 2,613.3 | 63.1% | (10.5) | -0% |
| Services sales | 9.7 | 0.2% | 9.8 | 0.2% | (0.1) | -1% |
| Sales - Subgroup Italy | 2,612.5 | 60.9% | 2,623.1 | 63.3% | (10.6) | -0% |
| Product sales | 1,672.6 | 39.0% | 1,514.5 | 36.6% | 158.1 | 10% |
| Services sales | 7.0 | 0.2% | 4.0 | 0.1% | 3.0 | 75% |
| Sales - Subgroup Spain | 1,679.6 | 39.1% | 1,518.5 | 36.7% | 161.1 | 11% |
| Sales from contracts with customers | 4,292.1 | 100.0% | 4,141.6 | 100.0% | 150.5 | 4% |
| (euro/million) | 2025 | % | 2024 | % | % Var. |
| Italy | 2,544.7 | 59.3% | 2,557.7 | 61.8% | -1% |
| Spain | 1,560.1 | 36.4% | 1,432.5 | 34.6% | 9% |
| Portugal | 98.0 | 2.3% | 66.1 | 1.6% | 48% |
| Other EU countries | 62.8 | 1.5% | 64.1 | 1.6% | -2% |
| Extra UE countries | 26.5 | 0.6% | 21.2 | 0.5% | 25% |
| Sales from contracts with customers | 4,292.1 | 100.0% | 4,141.6 | 100.0% | 4% |
| (euro/million) | 2025 | % | 2024 | % | % Var. |
| Sales from contracts with customers as 'principal' | 4,268.1 | 99.4% | 4,118.7 | 99.5% | 4% |
| Sales from contracts with customers as 'agent' | 24.0 | 0.6% | 22.9 | 0.6% | 5% |
| Sales from contracts with customers | 4,292.1 | 100.0% | 4,141.6 | 100.0% | 4% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 100.00% | 4,141,562 | 100.00% | 150,488 | 4% |
| Cost of sales | 4,056,984 | 94.52% | 3,914,620 | 94.52% | 142,364 | 4% |
| Gross profit | 235,066 | 5.48% | 226,942 | 5.48% | 8,124 | 4% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 100.00% | 4,141,562 | 100.00% | 150,488 | 4% |
| Sales and marketing costs | 79,808 | 1.86% | 75,609 | 1.83% | 4,199 | 6% |
| Overheads and administrative costs | 108,368 | 2.52% | 105,817 | 2.56% | 2,551 | 2% |
| Impairment loss/reversal of financial assets | 1,637 | 0.04% | (710) | -0.02% | 2,347 | <-100% |
| Operating costs | 189,813 | 4.42% | 180,716 | 4.36% | 9,097 | 5% |
| - of which non recurring | - | 0.00% | - | 0.00% | - | 0% |
| 'Recurring' operating costs | 189,813 | 4.42% | 180,716 | 4.36% | 9,097 | 5% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 4,141,562 | 150,488 | 4% | ||
| Sales & marketing personnel costs | 71,681 | 1.67% | 67,712 | 1.63% | 3,969 | 6% |
| Other sales & marketing costs | 8,127 | 0.19% | 7,897 | 0.19% | 230 | 3% |
| Sales & marketing costs | 79,808 | 1.86% | 75,609 | 1.83% | 4,199 | 6% |
| Administr., IT, HR and general service personnel costs | 36,593 | 0.85% | 36,825 | 0.89% | (232) | -1% |
| Directors' compensation | 2,795 | 0.07% | 3,428 | 0.08% | (633) | -18% |
| Consulting services | 8,162 | 0.19% | 8,382 | 0.20% | (220) | -3% |
| Logistics services | 16,641 | 0.39% | 17,592 | 0.42% | (951) | -5% |
| Amortisation, depreciation and provisions | 22,561 | 0.53% | 19,600 | 0.47% | 2,961 | 15% |
| Other overheads and administrative costs | 21,616 | 0.50% | 19,990 | 0.48% | 1,626 | 8% |
| Overheads and administrative costs | 108,368 | 2.52% | 105,817 | 2.56% | 2,551 | 2% |
| Impairment loss/reversal of financial assets | 1,637 | 0.04% | (710) | -0.02% | 2,347 | <-100% |
| Total SG&A | 189,813 | 4.42% | 180,716 | 4.36% | 9,097 | 5% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 4,141,562 | 150,488 | 4% | ||
| Wages and salaries | 72,718 | 1.7% | 69,932 | 1.7% | 2,786 | 4% |
| Social contributions | 22,187 | 0.5% | 21,338 | 0.5% | 849 | 4% |
| Pension obligations | 3,221 | 0.1% | 3,121 | 0.1% | 100 | 3% |
| Other personnel costs | 1,561 | 0.0% | 1,506 | 0.0% | 55 | 4% |
| Employee termination incentives | 638 | 0.0% | 1,024 | 0.0% | (386) | -38% |
| Share incentive plans | 9 | 0.0% | 111 | 0.0% | (102) | -92% |
| Total labour costs (1) | 100,334 | 2.3% | 97,032 | 2.3% | 3,302 | 3% |
| (euro/000) | LTIP 2024-2026objectivesEconomic.-Financialand ESG | LTIP 2024-2026objectivesIndividual Stock Performance | LTIP 2024-2026objectivesRelative Stock Performance | |||
| Allocation date | 27/05/2024 | 27/05/2024 | 27/05/2024 | |||
| Vesting date | 30/04/2027 | 30/04/2027 | 30/04/2027 | |||
| Expiry date | 30/06/2027 | 30/06/2027 | 30/06/2027 | |||
| Total number of stock grant allocated | 414,000 | 138,000 | 138,000 | |||
| Total number of stock grant allowed | 21,000 | (1) | 28,000 | (1) | - | (1) |
| No. of shares delivered | - | - | - | |||
| Unit fair value (euro) | 3.63 | 2.03 | 2.04 | |||
| Total fair value (euro) | 81,876 | (2) | 143,990 | (2) | 104,565 | (2) |
| Rights subject to look-up (2 years) | 35.0% | 35.0% | 35.0% | |||
| Duration lock-up | 2 years | 2 years | 2 years | |||
| Risk free interest rate | 3.2% | (3) | 3.2% | (3) | 3.2% | (3) |
| Implied volatily | 40.1% | (4) | 40.1% | (4) | 40.1% | (4) |
| Duration (years) | 3 | 3 | 3 | |||
| Spot price | 4.83 | (5) | 4.83 | (5) | 4.83 | (5) |
| "Dividend yield" | variable | (6) | variable | (6) | variable | (6) |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 100.00% | 4,141,562 | 100.00% | 150,488 | 4% |
| Depreciation of property, plant and equipment | 7,105 | 0.17% | 7,075 | 0.17% | 30 | 0% |
| Amortisation of intangible assets | 1,891 | 0.04% | 2,269 | 0.05% | (378) | -17% |
| Depreciation of right-of-use assets | 15,488 | 0.36% | 13,957 | 0.34% | 1,531 | 11% |
| Amort . & depreciation | 24,484 | 0.57% | 23,301 | 0.56% | 1,183 | 5% |
| Write-downs of fixed assets | - | 0.00% | - | 0.00% | - | 0% |
| Amort. & depr., write-downs (A) | 24,484 | 0.57% | 23,301 | 0.56% | 1,183 | 5% |
| Accruals for risks and charges (B) | 393 | 0.01% | 295 | 0.01% | 98 | 33% |
| Amort. & depr., write-downs, accruals for risks (C=A+B) | 24,877 | 0.58% | 23,596 | 0.57% | 1,281 | 5% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 4,141,562 | 150,488 | 4% | ||
| Equipment | 484 | 0.01% | 566 | 0.01% | (82) | -14% |
| Data connection lines | (5) | 0.00% | 93 | 0.00% | (98) | <-100% |
| Cost Housing CED | 198 | 0.00% | 202 | 0.00% | (4) | -2% |
| Total multi-year services costs | 677 | 0.02% | 861 | 0.02% | (184) | -21% |
| (euro/000) | 2026 | 2027 | 2028 | 2029 | 2030 | Over | Total |
| Equipment | 271 | 41 | 28 | 19 | 11 | - | 369 |
| Data connection lines | 698 | 676 | 90 | 80 | - | - | 1,544 |
| Cost housing CED | 180 | 180 | - | - | - | - | 360 |
| Multi-year services commitments | 1,149 | 897 | 117 | 99 | 11 | - | 2,273 |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 100.00% | 4,141,562 | 100.00% | 150,488 | 4% |
| Interest expenses on borrowings | 2,159 | 0.05% | 2,730 | 0.07% | (571) | -21% |
| Interest expenses to banks | 7,618 | 0.18% | 8,122 | 0.20% | (504) | -6% |
| Other interest expenses | 689 | 0.02% | 477 | 0.01% | 212 | 44% |
| Upfront fees amortisation | 461 | 0.01% | 485 | 0.01% | (24) | -5% |
| Financial charges for actualization | 490 | 0.01% | 19 | 0.00% | 471 | >100% |
| IAS 19 expenses/losses | 170 | 0.00% | 171 | 0.00% | (1) | -1% |
| IFRS financial lease interest expenses | 4,607 | 0.11% | 3,876 | 0.09% | 731 | 19% |
| Total financial expenses (A) | 16,194 | 0.38% | 15,880 | 0.38% | 314 | 2% |
| Interest income from banks | (592) | -0.01% | (1,139) | -0.03% | 547 | -48% |
| Interest income from others | (208) | 0.00% | (142) | 0.00% | (66) | 46% |
| Income from fair value changes | - | 0.00% | (18) | 0.00% | 18 | -100% |
| Total financial income(B) | (800) | -0.02% | (1,299) | -0.03% | 499 | -38% |
| Net financial exp. (C=A+B) | 15,394 | 0.36% | 14,581 | 0.35% | 813 | 6% |
| Foreign exchange gains | (4,484) | -0.10% | (1,433) | -0.03% | (3,051) | >100% |
| Foreign exchange losses | 2,782 | 0.06% | 4,212 | 0.10% | (1,430) | -34% |
| Net foreign exch. (profit)/losses (D) | (1,702) | -0.04% | 2,779 | 0.07% | (4,481) | <-100% |
| Net financial (income)/costs (E=C+D) | 13,692 | 0.32% | 17,360 | 0.42% | (3,668) | -21% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 4,292,050 | 100.00% | 4,141,562 | 100.00% | 150,488 | 4% |
| Current income taxes | 8,645 | 0.20% | 5,420 | 0.13% | 3,225 | 60% |
| Deferred income taxes | 2,743 | 0.06% | 1,925 | 0.05% | 818 | 42% |
| Taxes | 11,388 | 0.27% | 7,345 | 0.18% | 4,043 | 55% |
| (euro/000) | 31/12/2025 | 31/12/2024 | |||||
| Group | Subgroup Italy | Subgroup Iberica | Eliminations | Group | Subgroup Italy | Subgroup Iberica | |
| Result before income taxes [A] | 31,561 | 8,725 | 28,770 | (5,934) | 28,866 | 4,085 | 24,781 |
| Operating result (EBIT) | 45,253 | 14,868 | 30,348 | 37 | 46,226 | 19,092 | 27,134 |
| (+) bad debt provision | 1,388 | 1,388 | - | - | 660 | 660 | - |
| (+) provision for risks and charges | 134 | 134 | - | - | 105 | 105 | - |
| Taxable am out for IRAP [B] | 46,775 | 16,390 | 30,348 | 37 | 46,991 | 19,857 | 27,134 |
| Theoretical taxation IRES Subgroup Italy (= A*24%) | 699 | 2,123 | - | (1,424) | 980 | 980 | - |
| Theoretical taxation IRAP Subgroup Italy (= B*3,9%) | 643 | 642 | - | 1 | - | - | - |
| Theoretical taxation on Netherlands and Ireland income [A*19,0%-12,5%] | (18) | (18) | - | - | 774 | 774 | - |
| Theoretical taxation on Subgroup Spain's income [A*25,0%-21,0%-10%] | 7,252 | - | 7,252 | - | 6,319 | - | 6,319 |
| Total theoretical taxation [C] | 8,576 | 2,747 | 7,252 | (1,423) | 8,074 | 1,755 | 6,319 |
| Theoretical tax rate [C/A] | 27.2% | 31.5% | 25.2% | 24.0% | 28.0% | 43.0% | 25.5% |
| (-) Tax relief (*) | (944) | - | (944) | - | (922) | - | (922) |
| (-) Non‑deductible financial expenses | 1,780 | 1,780 | - | - | - | - | - |
| Dividends and impairment of investments | 243 | (1,191) | - | 1,434 | - | - | - |
| Other differences | 1,733 | 868 | 865 | - | 193 | (2) | 195 |
| Total effective taxation [D] | 11,388 | 4,204 | 7,173 | 11 | 7,345 | 1,753 | 5,592 |
| Effective tax rate [D/A] | 36.1% | 48.2% | 24.9% | -0.2% | 25.4% | 42.9% | 22.6% |
| (euro/000) | 2025 | 2024 | Var. | % Var. |
| Net result | 20,173 | 21,521 | (1,348) | -6% |
| Weighed average no. of shares in circulation: basic | 49,442,502 | 49,426,259 | ||
| Weighed average no. of shares in circulation: diluted | 49,477,913 | 49,787,802 | ||
| Earnings per share in euro: basic | 0.41 | 0.44 | (0.03) | -7% |
| Earnings per share in euro: diluted | 0.41 | 0.43 | (0.02) | -5% |
| Fixed compensation | Variable non-equity compensation | |||||||||||
| Name and surname | Office | Period for which office was held | Office expiry | Fixed compensation | Remuneration from subordinate employment | Compensation for commitee participation | Bonuses and other incentives | Profit sharing | Non monetary benefits (2) | Other remuneration | Total | Severance indemnity for end of office or termination of employment |
| Maurizio Rota | Chairman | 01.01/31.12.2025 | 2027 (1) | 450 | - | - | - | - | 7 | - | 457 | - |
| Marco Monti | Deputy Chairman | 01.01/31.12.2025 | 2027 (1) | 53 | - | - | - | - | - | - | 53 | - |
| Alessandro Cattani | Chief Executive Officer | 01.01/31.12.2025 | 2027 (1) | 400 | 207 | - | 265 | - | 3 | - | 875 | - |
| Luigi Monti | Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | - | - | - | - | - | 30 | - |
| Riccardo Rota | Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | - | - | - | - | - | 30 | - |
| Angelo Miglietta | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 41 | - | - | - | - | 71 | - |
| Renata Maria Ricotti | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 41 | - | - | - | - | 71 | - |
| Angela Sanarico | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Emanuela Prandelli | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Angela Maria Cossellu | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Emanuela Teresa Basso Petrino | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Giovanni Testa | Chief Operating Officer | 01.01/31.12.2025 | - | 410 | - | 177 | - | 4 | - | 591 | - | |
| Silvia Muzi | Chairman Statutory auditor | 01.01/31.12.2025 | 2027 (1) | 53 | - | - | - | - | - | - | 53 | - |
| Maurizio Dallocchio | Permanent Auditor | 01.01/31.12.2025 | 2027 (1) | 45 | - | - | - | - | - | - | 45 | - |
| Riccardo Garbagnati | Permanent Auditor | 01.01/31.12.2025 | 2027 (1) | 45 | - | - | - | - | - | - | 45 | - |
| (I) Compensation in the company preparing the financial | 1,286 | 617 | 154 | 442 | - | 14 | - | 2,513 | - | |||
| (II) Compensation from subsidiaries and associates | - | - | - | - | - | - | - | - | - | |||
| (III) Total | 1,286 | 617 | 154 | 442 | - | 14 | - | 2,513 | - | |||
| Beneficiaries | Bonus of the year | Bonus from previous year | ||||
| Payable/ Paid | Deferred | Period | No longer eligible for payment | Payable/ Paid | Still deferred | |
| Alessandro Cattani | - | - | 2023 | - | 40 | - |
| Alessandro Cattani | - | - | 2024 | - | - | 76 |
| Alessandro Cattani | 210 | 55 | 2025 | - | - | - |
| Giovanni Testa | - | - | 2023 | - | 14 | - |
| Giovanni Testa | - | - | 2024 | - | - | 51 |
| Giovanni Testa | 140 | 37 | 2025 | - | - | - |
| Total | 350 | 92 | - | 54 | 127 | |
| Beneficiaries | Options held at1° January 2025 | Options heldin 2025 | Optionsassigned(taken up) in 2025 | Optionsassigned in 2025 | Options held at31 December 2025 | |||
| Quantity | Average strike price | Quantity | Quantity | Quantity | Quantity | Average strike price | Average due date | |
| Alessandro Cattani | 550,000 | free | - | - | - | 550,000 | - | from 27/05/2024 to 30/04/2027(1) |
| Giovanni Testa | 140,000 | free | - | - | - | 140,000 | - | |
| (euro/000) | 2025 | 2024 |
| Net financial debt at year-beginning | 36,238 | (15,521) |
| Cash flow provided by (used in) operating activities | 49,323 | 2,775 |
| Cash flow provided by (used in) investing activities | (24,549) | (5,606) |
| Cash flow provided by (used in) changes in net equity | (19,777) | - |
| Total cash flow | 4,997 | (2,831) |
| Unpaid interests | (2,737) | (3,741) |
| Unpaid leasing interests | (371) | (393) |
| Lease liabilities posting | (3,759) | (44,794) |
| Net Financial debts (no cash) acquisitions | (300) | - |
| Deferred price acquisitions | (5,400) | - |
| Net financial debt at year-end | 43,808 | 36,238 |
| Short-term financial liabilities | 68,397 | 87,799 |
| Lease liabilities | 14,146 | 12,633 |
| Customers financial receivables | (8,834) | (10,154) |
| Financial assets held for trading | (213) | (103) |
| Financial receivables from factoring companies | (585) | (133) |
| Current Debts for investments in subsidiaries | 6,000 | - |
| Cash and cash equivalents | (230,562) | (216,250) |
| Net current financial debt | (151,651) | (126,208) |
| Borrowings | 74,911 | 30,762 |
| Lease liabilities | 120,548 | 131,084 |
| Non current Debts for investments in subsidiaries | - | 600 |
| Net financial debt at year-end | 43,808 | 36,238 |
| (euro/000) | 31/12/2025 | 31/12/2024 |
| A. Bank deposits and cash on hand | 230,562 | 216,250 |
| B. Cheques | - | - |
| C. Other current financial assets | 9,632 | 10,391 |
| D. Liquidity (A+B+C) | 240,194 | 226,641 |
| E. Current financial debt | 49,722 | 54,132 |
| F. Current portion of non current debt | 38,821 | 46,301 |
| G. Current financial indebtedness (E+F) | 88,543 | 100,433 |
| H. Net current financial indebtedness (G-D) | (151,651) | (126,208) |
| I. Non-current financial debt | 195,459 | 162,446 |
| J. Debt instruments | - | - |
| K. Trade payables and other non-current payables | - | - |
| L. Non-current financial indebtedness (I+J+K) | 195,459 | 162,446 |
| M. Net financial indebtedness (H+L) | 43,808 | 36,238 |
| Breakdown of net financial indebtedness: | ||
| Short-term financial liabilities | 68,397 | 87,799 |
| Lease liabilities | 14,146 | 12,633 |
| Current debts for investments in subsidiaries | 6,000 | - |
| Financial assets held for trading | (213) | (103) |
| Other current financial receivables | (8,834) | (10,154) |
| Financial receivables from factoring companies | (585) | (133) |
| Cash and cash equivalents | (230,562) | (216,250) |
| Net current financial debt | (151,651) | (126,208) |
| Other non - current financial receivables | - | - |
| Borrowings | 74,911 | 30,762 |
| Lease liabilities | 120,548 | 131,084 |
| Net financial debt | 43,808 | 36,238 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. | ||||||
| Curr. | Non curr. | Tot. | Curr. | Non curr. | Tot. | Curr. | Non curr. | Tot. | |
| Pool loan ( Agent: BNL) | 7,500 | 22,500 | 30,000 | - | - | - | 7,500 | 22,500 | 30,000 |
| Banco Desio | - | - | - | 1,352 | - | 1,352 | (1,352) | - | (1,352) |
| BCC Carate | 4,397 | 8,134 | 12,531 | 2,510 | 2,530 | 5,040 | 1,887 | 5,604 | 7,491 |
| Banca popolare di Sondrio | 3,064 | 4,875 | 7,939 | 2,924 | 7,939 | 10,863 | 140 | (3,064) | (2,924) |
| Cassa Depositi e Prestiti | - | - | - | 7,075 | - | 7,075 | (7,075) | - | (7,075) |
| BPER Banca | 5,245 | - | 5,245 | 10,032 | 5,245 | 15,277 | (4,787) | (5,245) | (10,032) |
| Dell Financial Services | 1,013 | 2,126 | 3,139 | 8,211 | 3,139 | 11,350 | (7,198) | (1,013) | (8,211) |
| Total Subgroup Italy | 21,219 | 37,635 | 58,854 | 32,104 | 18,853 | 50,957 | (10,885) | 18,782 | 7,897 |
| Banco Sabadell | 1,285 | - | 1,285 | 2,284 | 1,285 | 3,569 | (999) | (1,285) | (2,284) |
| Caja Rural de Aragon | 945 | 4,055 | 5,000 | - | - | - | 945 | 4,055 | 5,000 |
| Ibercaja | 1,615 | 6,102 | 7,717 | 973 | 2,718 | 3,691 | 642 | 3,384 | 4,026 |
| Bankinter | 1,513 | - | 1,513 | 1,951 | 1,515 | 3,466 | (438) | (1,515) | (1,953) |
| La Caixa | 2,531 | - | 2,531 | 3,785 | 2,531 | 6,316 | (1,254) | (2,531) | (3,785) |
| Kutxabank | 612 | 1,115 | 1,727 | 580 | 1,734 | 2,314 | 32 | (619) | (587) |
| Cajamar | 6,000 | 22,500 | 28,500 | 817 | - | 817 | 5,183 | 22,500 | 27,683 |
| BBVA | 1,391 | - | 1,391 | 2,539 | 1,391 | 3,930 | (1,148) | (1,391) | (2,539) |
| Unicaja | 961 | 3,568 | 4,529 | - | - | - | 961 | 3,568 | 4,529 |
| Santander | 749 | - | 749 | 1,268 | 749 | 2,017 | (519) | (749) | (1,268) |
| Total Subgroup Iberica | 17,602 | 37,340 | 54,942 | 14,197 | 11,923 | 26,120 | 3,405 | 25,417 | 28,822 |
| Total Group | 38,821 | 74,975 | 113,796 | 46,301 | 30,776 | 77,077 | (7,480) | 44,199 | 36,719 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Unsecured loan (agent: Banco Desio) to Esprinet S.p.A.repayable in six-monthly instalments by June 2025 | - | 1,352 | (1,352) |
| Unsecured loan (agent: BCC Carate) to Esprinet S.p.A.repayable in six-monthly instalments by December 2026 | 2,531 | 5,040 | (2,509) |
| Unsecured loan (agent: BCC Carate) to Esprinet S.p.A.repayable in six-monthly instalments by December 2030 | 10,000 | - | 10,000 |
| Unsecured pool loan (agent: BNL) to Esprinet S.p.A.repayable in six-monthly instalments by December 2030 | 30,000 | - | 30,000 |
| Unsecured loan (agent: BPER Banca) to Esprinet S.p.A.repayable in six-monthly instalments by December 2026 | 5,245 | 10,241 | (4,996) |
| Unsecured loan (agent: BPER Banca) to Esprinet S.p.A.repayable in six-monthly instalments by November 2025 | - | 2,019 | (2,019) |
| Unsecured loan (agent: BPER Banca) to Esprinet S.p.A.repayable in six-monthly instalments by June 2025 | - | 3,017 | (3,017) |
| Unsecured loan (agent: Banca Popolare di Sondrio) to Esprinet S.pArepayable in six-monthly instalments by June 2028 | 7,939 | 10,863 | (2,924) |
| Unsecured loan (agent: Cassa Depositi e Prestiti S.p.A.) to Esprinet S.p.A. repayable in six-monthly instalments by December 2025 | - | 7,000 | (7,000) |
| Unsecured loan (agent: Dell Financial Services) to Esprinet S.p.A. repayable in quaterly instalments by October 2028 | 1,865 | 6,300 | (4,435) |
| Unsecured loan (agent: Dell Financial Services) to Esprinet S.p.A. repayable in quaterly instalments by October 2028 | 1,274 | 5,050 | (3,776) |
| Unsecured loan (agent: Cassa Depositi e Prestiti S.p.A.) to SifarGroup S.r.l. repayable in six-monthly instalments by October 2025 | - | 75 | (75) |
| Unsecured loan (agent: Ibercaja) to Esprinet Ibericarepayable in monthly instalments by July 2028 | 2,717 | 3,692 | (975) |
| Unsecured loan (agent: Banco Kutxabanka) to Esprinet Ibericarepayable in quarterly instalments by July 2028 | 1,727 | 2,314 | (587) |
| Unsecured loan (agent: Ibercaja) to Esprinet Ibericarepayable in six-monthly instalments by June 2030 | 5,000 | - | 5,000 |
| Unsecured loan (agent: Cajamar) to Esprinet Ibericarepayable in quarterly instalments by July 2030 | 28,500 | - | 28,500 |
| Unsecured loan (agent: Unicaja) to Esprinet Ibericarepayable in quarterly instalments by June 2030 | 4,529 | - | 4,529 |
| Unsecured loan (agent: Caja Rural de Aragon) to Esprinet Ibericarepayable in quarterly instalments by December 2030 | 5,000 | - | 5,000 |
| Secured loan "ICO" (agent: Banco Sabadell) to Esprinet Ibericarepayable in monthly instalments by June 2026 | 387 | 1,150 | (763) |
| Secured loan "ICO" (agent: La Caixa) to Esprinet Ibericarepayable in monthly instalments by June 2026 | 642 | 1,910 | (1,268) |
| Secured loan "ICO" (agent: BBVA) to Esprinet Ibericarepayable in monthly instalments by June 2026 | 644 | 1,916 | (1,272) |
| Secured loan "ICO" (agent: La Caixa) to Esprinet Ibericarepayable in six-monthly instalments by July 2026 | 625 | 1,250 | (625) |
| Secured loan "ICO" (agent: Bankinter) to Esprinet Ibericarepayable in quarterly instalments by July 2026 | 856 | 1,949 | (1,093) |
| Unsecured loan (agent: Banco Sabadell) to Esprinet Ibericarepayable in monthly instalments by July 2026 | 898 | 2,418 | (1,520) |
| Unsecured loan (agent: Cajamar) to Esprinet Ibericarepayable in six-monthly instalments by July 2025 | - | 817 | (817) |
| Secured loan "ICO" (agent: La Caixa) to Esprinet Ibericarepayable in monthly instalments by June 2026 | 639 | 1,906 | (1,267) |
| Secured loan "ICO" (agent: Bankinter) to Esprinet Ibericarepayable in quaterly instalments by July 2026 | 657 | 1,518 | (861) |
| Secured loan "ICO" (agent: Banco Santander) to Esprinet Ibericarepayable in monthly instalments by July 2026 | 749 | 2,016 | (1,267) |
| Secured loan "ICO" (agent: BBVA) to Esprinet Ibericarepayable in monthly instalments by July 2026 | 747 | 2,014 | (1,267) |
| Secured loan "ICO" (agent: La Caixa) to Esprinet Ibericarepayable in six-monthly instalments by July 2026 | 625 | 1,250 | (625) |
| Total book value | 113,796 | 77,077 | 36,719 |
| (euro/000) | Group | Subgroup Italy | Subgroup Iberica |
| Short-term lines | 338,600 | 203,300 | 135,300 |
| Medium/long-term borrowings | 110,657 | 55,715 | 54,942 |
| Line revolving | 167,000 | 167,000 | - |
| Factoring / Confirming / Securitization(1) | 886,880 | 528,580 | 358,300 |
| Bank overdrafts | 987 | 987 | - |
| Credit cards | 919 | 728 | 191 |
| Derivatives / forward currency transactions | 2,600 | 1,600 | 1,000 |
| Endorsement credit | 55,545 | 43,030 | 12,515 |
| Total | 1,563,187 | 1,000,939 | 562,248 |
| (euro/000) | Uses % | Uses | Credit lines |
| Short-term lines | 0% | - | 338,600 |
| Medium/long-term borrowings | 100% | 110,657 | 110,657 |
| Line revolving | 0% | - | 167,000 |
| Factoring pro-solvendo | 0% | - | 300 |
| Bank overdrafts | 0% | - | 987 |
| Total | 18% | 110,657 | 617,544 |
| 2025 | 2024 | |||||
| Group | Italy | Iberica | Group | Italy | Iberica | |
| Sales Q1 | 22.4% | 24.1% | 19.8% | 22.4% | 24.1% | 19.4% |
| Sales Q2 | 22.6% | 23.9% | 20.5% | 22.3% | 23.3% | 20.7% |
| Sales H1 | 45.0% | 48.1% | 40.2% | 44.7% | 47.4% | 40.1% |
| Sales Q3 | 22.4% | 21.4% | 23.9% | 22.5% | 21.5% | 24.2% |
| Sales Q4 | 32.6% | 30.5% | 35.9% | 32.8% | 31.1% | 35.7% |
| Sales H2 | 55.0% | 51.9% | 59.8% | 55.3% | 52.7% | 59.9% |
| Sales for the year | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
| Description | Provider of serivice | Entity | Fees (euro/000) | |
| 2025 | 2024 | |||
| Auditing services | ||||
| Pwc S.p.A. | Esprinet S.p.A. | 568.7 | 632.6 | |
| Pwc S.p.A. | Subsidiaries | 298.9 | 302.0 | |
| Pwc network | Subsidiaries | 375.8 | 357.5 | |
| Other services | ||||
| Pwc S.p.A. | Esprinet S.p.A. | - | - | |
| PwC network | Esprinet S.p.A. | - | - | |
| Pwc network | Subsidiaries | 71.4 | 33.4 | |
| Total | 1,314.8 | 1,325.5 | ||
| (euro) | Note | 31/12/2025 | 31/12/2024 |
| ASSETS | |||
| Non-current assets | |||
| Property, plant and equipment | 1 | 20,265,535 | 23,794,941 |
| Right-of-use assets | 4 | 106,444,000 | 115,936,000 |
| Goodwill | 2 | 12,599,499 | 12,599,499 |
| Intangible assets | 3 | 177,679 | 376,645 |
| Investments | 5 | 172,570,406 | 155,990,406 |
| Deferred income tax assets | 6 | 865,798 | 1,339,677 |
| Receivables and other non-current assets | 9 | 1,688,295 | 1,723,304 |
| 314,611,212 | 311,760,472 | ||
| Current assets | |||
| Inventory | 10 | 365,111,692 | 384,485,064 |
| Trade receivables | 11 | 240,878,560 | 252,231,883 |
| Income tax assets | 12 | 764,664 | 3,439,195 |
| Other assets | 13 | 130,789,149 | 145,549,806 |
| Cash and cash equivalents | 17 | 107,041,901 | 74,671,089 |
| 844,585,966 | 860,377,037 | ||
| Total assets | 1,159,197,178 | 1,172,137,509 | |
| EQUITY | |||
| Share capital | 19 | 7,860,651 | 7,860,651 |
| Reserves | 20 | 169,233,620 | 204,289,045 |
| Net result for the period | 21 | 5,206,468 | (15,152,032) |
| Non-controlling interests | |||
| Total equity | 182,300,739 | 196,997,664 | |
| LIABILITIES | |||
| Non-current liabilities | |||
| Borrowings | 22 | 37,570,834 | 18,834,061 |
| Lease liabilities | 31 | 105,338,000 | 113,983,000 |
| Retirement benefit obligations | 25 | 2,520,672 | 2,695,069 |
| Debts for investments in subsidiaries | 33 | - | 600,000 |
| Provisions and other liabilities | 26 | 9,999,631 | 16,321,889 |
| 155,429,137 | 152,434,019 | ||
| Current liabilities | |||
| Trade payables | 27 | 603,460,150 | 653,692,951 |
| Short-term financial liabilities | 28 | 157,492,016 | 113,708,014 |
| Lease liabilities | 34 | 10,305,000 | 8,822,000 |
| Debts for investments in subsidiaries | 35 | 6,000,000 | - |
| Provisions and other liabilities | 32 | 44,210,136 | 46,482,861 |
| 821,467,302 | 822,705,826 | ||
| Total liabilities | 976,896,439 | 975,139,845 | |
| Total equity and liabilities | 1,159,197,178 | 1,172,137,509 |
| (euro) | Note | 2025 | 2024 |
| Sales from contracts with customers | 33 | 2,092,225,309 | 2,315,855,112 |
| Cost of sales | (2,002,610,457) | (2,207,183,585) | |
| Gross profit | 35 | 89,614,852 | 108,671,527 |
| Sales and marketing costs | 37 | (32,589,119) | (39,352,198) |
| Overheads and administrative costs | 38 | (58,060,903) | (61,607,922) |
| Impairment loss/reversal of financial assets | 39 | (560,692) | 646,520 |
| Operating result (EBIT) | (1,595,862) | 8,357,927 | |
| Finance costs - net | 42 | (12,973,454) | (13,453,694) |
| Investments (expenses)/incomes | 43 | 18,780,052 | (11,197,103) |
| Result before income taxes | 4,210,736 | (16,292,870) | |
| Income tax expenses | 45 | 995,732 | 1,140,838 |
| Net result | 5,206,468 | (15,152,032) | |
| - of which attributable to non-controlling interests | - | - | |
| - of which attributable to Group | 5,206,468 | (15,152,032) |
| (euro) | Notes | 2025 | 2024 |
| Net result | 21 | 5,206,468 | (15,152,032) |
| Other comprehensive income not to be reclassified in the separate income statement | |||
| - Changes in 'TFR' equity reserve | 24 | 33,897 | 70,676 |
| - Taxes on changes in 'TFR' equity reserve | 24 | (8,135) | (16,962) |
| Other comprehensive income | 25,762 | 53,714 | |
| Total comprehensive income | 5,232,230 | (15,098,318) | |
| - of which attributable to Group | 5,232,230 | (15,098,318) | |
| - of which attributable to non-controlling interests | - | - |
| (euro/000) | Notes | Share capital | Reserves | Own shares | Profit for the period | Total net equity |
| Balance at 31 December 2023 | 19 - 20 - 21 | 7,861 | 246,278 | (13,330) | (29,039) | 211,770 |
| Total comprehensive income/(loss) | 20 - 21 | - | 54 | - | (15,152) | (15,098) |
| Allocation of last year net income/(loss) | 20 | - | (29,039) | - | 29,039 | - |
| Transactions with owners | 20 | - | (29,039) | - | 29,039 | - |
| Grant of share under share plans | 20 | - | (185) | 231 | - | 46 |
| Equity plans in progress | 20 | - | 413 | - | - | 413 |
| Other movements | 20 | - | (133) | - | - | (133) |
| Balance at 31 December 2024 | 19 - 20 - 21 | 7,861 | 217,388 | (13,099) | (15,152) | 196,998 |
| Total comprehensive income/(loss) | 20 - 21 | - | 26 | - | 5,206 | 5,232 |
| Allocation of last year net income/(loss) | 20 | - | (15,152) | - | 15,152 | - |
| Dividend payment | 20 | - | (19,777) | - | - | (19,777) |
| Transactions with owners | 20 | - | (34,929) | - | 15,152 | (19,777) |
| Change in equity by merger operations | 20 | - | (154) | - | - | (154) |
| Other movements | 20 | - | 2 | - | - | 2 |
| Balance at 31 December 2025 | 19 - 20 - 21 | 7,861 | 182,333 | (13,099) | 5,206 | 182,301 |
| (euro/000) | 2025 | 2024 |
| Cash flow provided by (used in) operating activities (D=A+B+C) | (6,476) | (7,189) |
| Cash flow generated from operations (A) | 15,026 | 24,276 |
| Operating income (EBIT) | (1,596) | 8,358 |
| Depreciation, amortisation and other fixed assets write-downs | 16,989 | 15,935 |
| Net changes in provisions for risks and charges | 12 | (262) |
| Net changes in retirement benefit obligations | (226) | (209) |
| Stock option/grant costs | (153) | 454 |
| Cash flow provided by (used in) changes in working capital (B) | (11,687) | (22,342) |
| Inventory | 19,373 | (77,571) |
| Trade receivables | 11,353 | 78,187 |
| Other current assets | 14,920 | 31,717 |
| Trade payables | (50,169) | (76,396) |
| Other current liabilities | (7,164) | 21,721 |
| Other cash flow provided by (used in) operating activities (C) | (9,815) | (9,123) |
| Interests paid | (11,351) | (9,407) |
| Received interests | 772 | 1,232 |
| Foreign exchange (losses)/gains | 764 | (864) |
| Income taxes paid | - | (84) |
| Cash flow provided by (used in) investing activities (E) | (14,289) | (10,955) |
| Investments in property, plant and equipment | (2,197) | (5,743) |
| Disposals of property, plant and equipment | 194 | 723 |
| Net investments in intangible assets | 79 | (102) |
| Disposals of intangible assets | - | 642 |
| Net investments in other non current assets | 35 | 32 |
| 'Subsidiaries change shareholding | (30) | - |
| Subisidiaries business combination | (12,600) | - |
| Subsidiaries share plans remboursement | - | 43 |
| Dividends | 230 | - |
| Cash flow provided by (used in) financing activities (F) | 53,136 | (20,307) |
| Medium/long term borrowing | 40,000 | - |
| Repayment/renegotiation of medium/long-term borrowings | (32,028) | (27,722) |
| Leasing liabilities remboursement | (9,331) | (8,491) |
| Net change in financial liabilities | 51,666 | 47,552 |
| Short-term borrowing received/(granted) | 21,258 | (25,500) |
| Net change in financial assets and derivative instruments | 1,348 | (382) |
| Deferred price acquisition | - | (5,764) |
| Dividend payments | (19,777) | - |
| Net increase/(decrease) in cash and cash equivalents (G=D+E+F) | 32,371 | (38,451) |
| Cash and cash equivalents at year-beginning | 74,671 | 113,122 |
| Net increase/(decrease) in cash and cash equivalents | 32,371 | (38,451) |
| Cash and cash equivalents at year-end | 107,042 | 74,671 |
| (euro/000) | 31/12/2025 | related parties | 31/12/2024 | related parties |
| ASSETS | ||||
| Non-current assets | ||||
| Property, plant and equipment | 20,266 | 23,795 | ||
| Right-of-use assets | 106,444 | 115,936 | ||
| Goodwill | 12,600 | 12,600 | ||
| Intangible assets | 178 | 377 | ||
| Investments | 172,570 | 155,990 | ||
| Deferred income tax assets | 866 | 1,340 | ||
| Receivables and other non-current assets | 1,688 | - | 1,723 | - |
| 314,612 | - | 311,761 | - | |
| Current assets | ||||
| Inventory | 365,112 | 384,485 | ||
| Trade receivables | 240,879 | - | 252,232 | 5 |
| Income tax assets | 765 | 3,439 | ||
| Other assets | 130,788 | 62,995 | 145,550 | 73,355 |
| Cash and cash equivalents | 107,042 | 74,671 | ||
| 844,586 | 62,995 | 860,377 | 73,360 | |
| Total assets | 1,159,198 | 62,995 | 1,172,138 | 73,360 |
| EQUITY | ||||
| Share capital | 7,861 | 7,861 | ||
| Reserves | 169,234 | 204,289 | ||
| Net result for the period | 5,206 | (15,152) | ||
| 182,301 | 196,998 | |||
| Total equity | 182,301 | 196,998 | ||
| LIABILITIES | ||||
| Non-current liabilities | ||||
| Borrowings | 37,571 | 18,834 | ||
| Lease liabilities | 105,338 | 113,983 | ||
| Retirement benefit obligations | 2,521 | 2,695 | ||
| Debts for investments in subsidiaries | - | 600 | ||
| Provisions and other liabilities | 10,000 | 16,322 | ||
| 155,430 | 152,434 | |||
| Current liabilities | ||||
| Trade payables | 603,460 | - | 653,693 | - |
| Short-term financial liabilities | 157,492 | 114,858 | 113,708 | 43,899 |
| Lease liabilities | 10,305 | 8,822 | ||
| Debts for investments in subsidiaries | 6,000 | - | ||
| Provisions and other liabilities | 44,210 | 25,352 | 46,483 | 26,632 |
| 821,467 | 140,210 | 822,706 | 70,531 | |
| Total liabilities | 976,897 | 140,210 | 975,140 | 70,531 |
| Total equity and liabilities | 1,159,198 | 140,210 | 1,172,138 | 70,531 |
| (euro/000) | 2025 | non-recurring | related parties* | 2024 | non-recurring | related parties* |
| Sales from contracts with customers | 2,092,225 | - | 97,052 | 2,315,855 | - | 172,844 |
| Cost of sales | (2,002,610) | - | (107,107) | (2,207,184) | - | (111,744) |
| Gross profit | 89,615 | - | 108,671 | - | ||
| Sales and marketing costs | (32,589) | - | 1,227 | (39,352) | - | (736) |
| Overheads and administrative costs | (58,061) | - | 12,198 | (61,608) | - | 7,831 |
| Impairment loss/reversal of financial assets | (561) | - | 647 | - | ||
| Operating result (EBIT) | (1,596) | - | 8,358 | - | ||
| Finance costs - net | (12,973) | - | (1,092) | (13,454) | - | 63 |
| Investments (expenses)/ incomes | 18,780 | - | - | (11,197) | (11,197) | - |
| Result before income tax | 4,211 | - | (16,293) | (11,197) | ||
| Income tax expenses | 995 | - | - | 1,141 | - | - |
| Net result | 5,206 | - | (15,152) | (11,197) | ||
| - of which attributable to non-controlling interests | - | - | ||||
| - of which attributable to Group | 5,206 | - | (15,152) | (11,197) |
| Economic - technical rate | |
| Security systems | 25% |
| Generic plants | from 3% to 20% |
| Other specific plants | 15% |
| Conditioning plants | from 3% to 14,3% |
| Telephone systems and equipment | from 10% to 20% |
| Communication and telesignal plants | 25% |
| Industrial and commercial equipment | from 7,1% to 15% |
| Electronic office machines | from 20% to 25% |
| Furniture and fittings | from 10% to 25% |
| Other assets | from 10% to 19% |
| Exchange rate | Punctual at 31.12.2025 | Average 2025 | Punctual at 31.12.2024 | Average 2024 |
| US Dollar (USD) | 1.18 | 1.13 | 1.03 | 1.08 |
| (euro/000) | 31/12/2024Riesposed | 31/12/2024Published | Variation |
| Deferred income tax assets | 1,340 | 3,990 | (2,650) |
| Non - current assets | 311,761 | 314,411 | (2,650) |
| Current assets | 860,377 | 860,377 | - |
| Total assets | 1,172,138 | 1,174,788 | (2,650) |
| Total equity | 196,998 | 196,998 | - |
| Deferred income tax liabilities | - | 2,650 | (2,650) |
| Non - current liabilities | 152,434 | 155,084 | (2,650) |
| Current liabilities | 822,706 | 822,706 | - |
| Total liabilities | 975,140 | 977,790 | (2,650) |
| Total equity and liabilities | 1,172,138 | 1,174,788 | (2,650) |
| (euro/000) | Plant andmachinery | Ind. & Comm.Equipment &other assets | Assets under construction & Advances | Total |
| Historical cost | 25,378 | 42,895 | 165 | 68,438 |
| Accumulated depreciation | (13,600) | (31,043) | - | (44,643) |
| Balance at 31/12/2024 | 11,778 | 11,852 | 165 | 23,795 |
| Merger changes - historical cost | - | - | - | - |
| Merger changes- accumulated depreciation | - | - | - | - |
| Historical cost increase | 243 | 1,629 | 827 | 2,699 |
| Historical cost decrease | (421) | (1,692) | (89) | (2,202) |
| Historical cost reclassification | - | 51 | (51) | - |
| Increase in accumulated depreciation | (2,028) | (4,006) | - | (6,034) |
| Decrease in accumulated depreciation | 380 | 1,628 | - | 2,008 |
| Total changes | (1,826) | (2,390) | 687 | (3,529) |
| Historical cost | 25,200 | 42,883 | 852 | 68,935 |
| Accumulated depreciation | (15,248) | (33,421) | - | (48,669) |
| Balance at 31/12/2025 | 9,952 | 9,462 | 852 | 20,266 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Electronic machines | 6,384 | 8,163 | (1,779) |
| Furniture and fittings | 566 | 719 | (153) |
| Industrial and commercial equipment | 966 | 1,105 | (139) |
| Other assets | 1,546 | 1,865 | (319) |
| Total | 9,462 | 11,852 | (2,390) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Right-of-use assets | 106,444 | 115,936 | (9,492) |
| (euro/000) | Rentalproperty | Cars | Total |
| Historical cost | 160,524 | 3,222 | 163,746 |
| Accumulated depreciation | (45,693) | (2,117) | (47,810) |
| Balance at 31/12/2024 | 114,831 | 1,105 | 115,936 |
| Contribution changes - historical cost | - | - | - |
| Contribution changes- accumulated depreciation | - | - | - |
| Historical cost increase | 1,750 | 104 | 1,854 |
| Historical cost decrease | (648) | (720) | (1,368) |
| Historical cost reclassification | - | (18) | (18) |
| Increase in accumulated depreciation | (10,890) | (447) | (11,337) |
| Decrease in accumulated depreciation | 648 | 720 | 1,368 |
| Accumulated depreciation reclassification | - | 9 | 9 |
| Total changes | (9,140) | (352) | (9,492) |
| Historical cost | 161,626 | 2,588 | 164,214 |
| Accumulated depreciation | (55,935) | (1,835) | (57,770) |
| Balance at 31/12/2025 | 105,691 | 753 | 106,444 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Assotrade S.p.A. | 5,500 | 5,500 | - |
| Pisani S.p.A. | 3,878 | 3,878 | - |
| Esprilog S.r.l. | 1,248 | 1,248 | - |
| Celly S.p.A. | 1,853 | 1,853 | - |
| 4Side S.r.l. | 121 | 121 | - |
| Total | 12,600 | 12,600 | - |
| Key variables for:Enterprise Value = Carrying Amount | Italy IT&CE "B2B"CGU 1 |
| "g" (long-term growth rate) | n.a. |
| WACC post-tax | 11.15% |
| (euro/000) | Licences,concessions, brand names andsimilar rights | Industrial and otherpatent rights | Assets underconstruction andadvances | Total |
| Historical cost | 16 | 9,458 | - | 9,474 |
| Accumulated depreciation | (14) | (9,083) | - | (9,097) |
| Balance at 31/12/2024 | 2 | 375 | - | 377 |
| Merger changes - historical cost | - | - | - | - |
| Merger changes- accumulated depreciation | - | - | - | - |
| Historical cost increase | - | 21 | - | 21 |
| Historical cost decrease | - | (5) | - | (5) |
| Increase in accumulated depreciation | - | (220) | - | (220) |
| Decrease in accumulated depreciation | - | 5 | - | 5 |
| Total changes | - | (199) | - | (199) |
| Historical cost | 16 | 9,474 | - | 9,490 |
| Accumulated depreciation | (14) | (9,298) | - | (9,312) |
| Balance at 31/12/2025 | 2 | 176 | - | 178 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Investments | 172,570 | 155,990 | 16,580 |
| (euro/000) | Headquarter | Net equity (1) | Profit/(loss) (1) | % possession | Cost | Value |
| Bludis S.r.l. | Rome (RM) | 5,357 | 3,322 | 100% | 8,646 | 8,646 |
| Celly Pacific Limited | Hong Kong (China) | - | 100% | 4 | 4 | |
| Dacom S.p.A. | Vimercate (MB) | 14,840 | (836) | 100% | 3,120 | 3,120 |
| idMAINT S.r.l. | Vimercate (MB) | 197 | (598) | 100% | - | - |
| Sifar Group S.r.l. | Milan (MI) | 9,322 | 731 | 100% | 15,043 | 15,043 |
| Vamat B.V. | Utrecht (Netherlands) | 8,277 | (6) | 100% | 18,000 | 18,000 |
| V-Valley S.r.l. | Vimercate (MB) | 34,858 | 7,022 | 100% | 27,020 | 27,020 |
| Zeliatech S.r.l. | Vimercate (MB) | 30,281 | 2,755 | 100% | 25,100 | 25,100 |
| Esprinet Iberica S.L.U. | Saragozza (Spain) | 186,949 | 10,757 | 100% | 75,637 | 75,637 |
| Esprinet Portugal Lda | Porto (Portugal) | 25 | (1,161) | 5% | - | - |
| Total | 290,106 | 21,986 | 172,570 | 172,570 |
| (euro/000) | Amount at 31/12/2024 | Increase | Decrease | Amount at 31/12/2025 |
| Bludis S.r.l. | 8,646 | - | - | 8,646 |
| Celly Pacific Limited | 4 | - | - | 4 |
| Dacom S.p.A. | 3,120 | - | - | 3,120 |
| idMAINT S.r.l. | - | - | - | - |
| Sifar Group S.r.l. | 16,463 | - | (1,420) | 15,043 |
| V-Valley S.r.l. | 27,020 | - | - | 27,020 |
| Vamat B.V. | - | 18,000 | - | 18,000 |
| Zeliatech S.r.l. | 25,100 | - | - | 25,100 |
| Esprinet Iberica S.L.U. | 75,637 | - | - | 75,637 |
| Esprinet Portugal Lda | - | 30 | (30) | - |
| Total | 155,990 | 18,030 | (1,450) | 172,570 |
| Entity | Country |
| AB S.A. | Poland |
| Action S.A. | Poland |
| ALSO Holding AG | Switzerland |
| Arrow Electronics, Inc. | USA |
| ASBISc Enterprises Plc | Cyprus |
| Datatec Limited | South Africa |
| Exclusive Networks S.A. | France |
| Logicom Public Ltd | Cyprus |
| SeSa | Italy |
| TD SYNNEX Corporation | USA |
| ItalyBludis S.r.l.Dacom S.p.A.idMAINT S.r.l. Sifar Group S.r.l. V-Valley S.r.l. Zeliatech S.r.l. | SpainEsprinet Iberica S.L.U. | PortugalEsprinet Portugal Lda | |
| Future cash flow expected: | |||
| Forecast horizon | 5 years | 5 years | 5 years |
| "g" (long-term growth rate) | 2.00% | 2.00% | 2.01% |
| Discount rates: | |||
| Risk capital cost | 13.14% | 11.09% | 12.79% |
| Marginal gross cost of capital debt | 5.13% | 5.13% | 5.13% |
| Tax rate | 24.00% | 25.00% | 21.00% |
| Target financial structure (D/D+E) | 0.16 | 0.16 | 0.16 |
| Target financial structure(E/D+E) | 0.84 | 0.84 | 0.84 |
| WACC post-tax | 11.65% | 9.95% | 11.40% |
| WACC pre-tax | 15.87% | 13.29% | 13.49% |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||||
| Temporary differences | Fiscal effect (taxe rate %) | Amount | Temporary differences | Fiscal effect (taxe rate %) | Amount | |
| Deferred income tax assets: | ||||||
| Bad debt provision | 3,648 | 24.00% | 876 | 3,580 | 24.00% | 859 |
| Tax losses carried forward | 4,694 | 24.00% | 1,127 | 4,694 | 24.00% | 1,127 |
| Exceeding amortisation | 255 | 24.00% | 61 | 240 | 24.00% | 58 |
| Goodwills' amortisation | 185 | 27.90% | 52 | 263 | 27.90% | 73 |
| Director's fees not paid | 341 | 24.00% | 82 | 326 | 24.00% | 78 |
| Inventory obsolescence provision | 2,001 | 27.90% | 558 | 3,095 | 27.90% | 864 |
| IFRS 16 - Leases | 1,398 | 24.00% | 336 | 1,311 | 24.00% | 315 |
| Agent suppl. indemnity provision | 306 | 27.90% | 85 | 378 | 27.90% | 105 |
| Provision sales returns | 703 | 27.90% | 196 | 819 | 27.90% | 229 |
| Provision risk | 95 | 24%-27,9% | 23 | 120 | 24%-27,9% | 29 |
| Others | 1,385 | 24%-27,9% | 363 | 919 | 24%-27,9% | 253 |
| Deferred income tax assets | 3,759 | 3,990 | ||||
| (euro/000) | Within 1 year | 1-5 years | After 5 year | Total | |
| Deferred income tax assets | 31/12/2025 | 807 | 2,681 | 271 | 3,759 |
| 31/12/2024 | 821 | 2,630 | 539 | 3,990 |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||||
| Temporary differences | Fiscal effect (taxe rate %) | Amount | Temporary differences | Fiscal effect (taxe rate %) | Amount | |
| Deferred income tax liabilities: | ||||||
| Goodwills' amortisation | 9,499 | 27.90% | 2,650 | 9,499 | 27.90% | 2,650 |
| Dividends | 1,012 | 24.00% | 243 | - | 24.00% | - |
| Deferred income tax liabilities | 2,893 | 2,650 | ||||
| (euro/000) | Within 1 year | 1-5 years | After 5 year | Total | |
| Deferred income tax liabilities | 31/12/2025 | 243 | - | 2,650 | 2,893 |
| 31/12/2024 | - | - | 2,650 | 2,650 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Guarantee deposits receivables | 1,688 | 1,723 | (35) |
| Receivables and other non-current assets | 1,688 | 1,723 | (35) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Finished products and goods | 367,113 | 387,580 | (20,467) |
| Provision for obsolescence | (2,001) | (3,095) | 1,094 |
| Inventory | 365,112 | 384,485 | (19,373) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Provision for obsolescence: year-beginning | 3,095 | 2,307 | 788 |
| Uses/Releases | (1,877) | (2,011) | 134 |
| Accruals | 783 | 3,035 | (2,252) |
| Contribution changes | - | (236) | 236 |
| Provision for obsolescence: year-end | 2,001 | 3,095 | (1,094) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Trade receivables - gross | 245,298 | 256,213 | (10,915) |
| Bad debt provison | (4,419) | (3,981) | (438) |
| Trade recevables - net | 240,879 | 252,232 | (11,353) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Bad debt provision: year-beginning | 3,981 | 4,883 | (902) |
| Uses/Releases | (964) | (1,508) | 544 |
| Accruals | 1,402 | 606 | 796 |
| Bad debt provision: year-end | 4,419 | 3,981 | 438 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Income tax assets | 765 | 3,439 | (2,674) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Receivables from subsidiaries (A) | 62,995 | 73,355 | (10,360) |
| Receivables from associates (B) | - | - | - |
| VAT receivables | 3,100 | 7,905 | (4,805) |
| Other tax assets | 45,765 | 46,730 | (965) |
| Other receivables from Tax authorities (C) | 48,865 | 54,635 | (5,770) |
| Receivables from factoring companies | 105 | 133 | (28) |
| Other financial receivables | 8,834 | 10,154 | (1,320) |
| Receivables from insurance companies | 1,927 | 1,894 | 33 |
| Receivables from suppliers | 3,018 | 988 | 2,030 |
| Receivables from employees | - | 1 | (1) |
| Receivables from others | 12 | 83 | (71) |
| Other receivables (D) | 13,896 | 13,253 | 643 |
| Prepayments (E) | 5,032 | 4,307 | 725 |
| Other assets (F= A+B+C+D+E) | 130,788 | 145,550 | (14,762) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Dacom S.p.A. | 530 | 523 | 7 |
| Bludis S.r.l. | 180 | 160 | 20 |
| idMAINT S.r.l. | 179 | 112 | 67 |
| V-Valley S.r.l. | 17,228 | 27,839 | (10,611) |
| Lidera Network S.L. | 47 | 17 | 30 |
| Sifar Group S.r.l. | 147 | 47 | 100 |
| Zeliatech S.r.l. | 2,749 | 2,162 | 587 |
| Esprinet Iberica S.L.U. | 3,926 | 4,962 | (1,036) |
| Esprinet Portugal Lda | 1,052 | 1,388 | (336) |
| V-Valley Advanced Solutions España, S.A. | 558 | 442 | 116 |
| V-Valley Advanced Solutions Portugal, Unipessoal, Lda | 112 | 61 | 51 |
| V-Valley Africa SARLAU | 33 | 10 | 23 |
| Trade receivables (a) | 26,741 | 37,723 | (10,982) |
| V-Valley S.r.l. | 2,492 | 752 | 1,740 |
| Zeliatech S.r.l. | 900 | 851 | 49 |
| Receivables as per national cons. tax regime (b) | 3,392 | 1,603 | 1,789 |
| Bludis S.r.l. | 3,000 | - | 3,000 |
| Dacom S.p.A. | 2,024 | 6,000 | (3,976) |
| Esprinet Iberica S.L.U. | 6,013 | - | 6,013 |
| idMAINT S.r.l. | 301 | - | 301 |
| Sifar Group S.r.l. | 2,000 | - | 2,000 |
| Vamat B.V. | 10,498 | - | 10,498 |
| V-Valley S.r.l. | 9,005 | 29 | 8,976 |
| Zeliatech S.r.l. | 21 | 28,000 | (27,979) |
| Financial receivables (c) | 32,862 | 34,029 | (1,167) |
| Total receivables from subsidiaries (a+b+c) | 62,995 | 73,355 | (10,360) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Dacom S.p.A. | 2,554 | 6,523 | (3,969) |
| Bludis S.r.l. | 3,180 | 160 | 3,020 |
| idMAINT S.r.l. | 480 | 112 | 368 |
| V-Valley S.r.l. | 28,725 | 28,620 | 105 |
| Lidera Network S.L. | 47 | 17 | 30 |
| Sifar Group S.r.l. | 2,147 | 47 | 2,100 |
| Vamat B.V. | 10,498 | - | 10,498 |
| Zeliatech S.r.l. | 3,670 | 31,013 | (27,343) |
| Esprinet Iberica S.L.U. | 9,939 | 4,962 | 4,977 |
| Esprinet Portugal Lda | 1,052 | 1,388 | (336) |
| V-Valley Advanced Solutions España, S.A. | 558 | 442 | 116 |
| V-Valley Advanced Solutions Portugal, Unipessoal, Lda | 112 | 61 | 51 |
| V-Valley Africa SARLAU | 33 | 10 | 23 |
| Total receivables from subsidiaries | 62,995 | 73,355 | (10,360) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Bank and postal deposit | 107,028 | 74,654 | 32,374 |
| Cash | 14 | 17 | (3) |
| Total cash and cash equivalents | 107,042 | 74,671 | 32,371 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Share Capital (A) | 7,861 | 7,861 | - |
| Reserves and profit carried over (B) | 182,333 | 217,388 | (35,055) |
| Own shares (C) | (13,099) | (13,099) | - |
| Total reserves (D=B+C) | 169,234 | 204,289 | (35,055) |
| Net income for the year (E) | 5,206 | (15,152) | 20,358 |
| Net equity (F=A+D+E) | 182,301 | 196,998 | (14,697) |
| Non-controlling interests (G) | - | - | - |
| Total equity (H=F+G) | 182,301 | 196,998 | (14,697) |
| (euro/000) | Summary of the uses in thethree previous years: | ||||
| Type/description | Amount | Possible uses | Quota available | To cover losses | For other reason |
| Share capital | 7,861 | --- | - | ||
| Reserves: | |||||
| Share premium reserve (*) | 180 | A,B,C | 180 | ||
| Revaluation reserve | 30 | A,B,C | 30 | ||
| Legal reserve | 1,572 | B | 1,572 | ||
| Merger surplus | 9,834 | A,B,C | 9,834 | ||
| Extraordinary reserve | 150,888 | A,B,C | 150,888 | 44,191 | 46,456 |
| Extraordinary reserve (**) | 13,099 | --- | - | ||
| IFRS reserves | 6,730 | --- | - | ||
| Total reserves | 182,333 | 162,504 | 44,191 | 46,456 | |
| Total share capital and reserves | 190,194 | 162,504 | |||
| Non-distributable quota (***) | - | ||||
| Residual distributable quota | 162,504 | ||||
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Borrowings | 35,445 | 15,695 | 19,750 |
| Other financing payables | 2,126 | 3,139 | (1,013) |
| Non - current financial liabilities | 37,571 | 18,834 | 18,737 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (non-current) | 105,338 | 113,983 | (8,645) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (non-current) | 113,983 | 78,792 | 35,191 |
| Contribution changes | - | (211) | 211 |
| Increase from subscribed contracts | 45 | 42,257 | (42,212) |
| Termination/modification of contracts | 2,099 | 1,153 | 946 |
| Reclassification non-current liabilities | (10,789) | (8,008) | (2,781) |
| Lease liabilities (non-current) | 105,338 | 113,983 | (8,645) |
| (euro/000) | Within 5 year | After 5 year | 31/12/2025 |
| Lease liabilities (non-current) | 51,958 | 53,380 | 105,338 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Balance at year-beginning | 2,695 | 3,628 | (933) |
| Contribution changes | - | (775) | 775 |
| Employee transfers | (1) | 130 | (131) |
| Service cost | - | (12) | 12 |
| Interest cost | 86 | 107 | (21) |
| Actuarial (gain)/loss | (34) | (71) | 37 |
| Pensions paid | (225) | (312) | 87 |
| Retirement benefit obligations | 2,521 | 2,695 | (174) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Amounts booked under personnel costs | - | (12) | 12 |
| Amounts booked under financial costs | 86 | 107 | (21) |
| Total | 86 | 95 | (9) |
| 31/12/2025 | 31/12/2024 | |
| Cost of living increase (1) | 2.00% | 2.00% |
| Discounting rate (2) | 3.37% | 3.18% |
| Remuneration increase | 3.50% | 3.50% |
| Staff severance indemnity (TFR) - annual rate increase (3) | 3.00% | 3.00% |
| (euro) | Sensitivity analysis | |
| Esprinet S.p.A. | ||
| Past Service Liability | ||
| Annual discount rate | 0.50% | 2,440,378 |
| -0.50% | 2,605,415 | |
| Annual inflation rate | 0.25% | 2,544,810 |
| -0.25% | 2,496,859 | |
| Annual turnover rate | 2.00% | 2,535,532 |
| -2.00% | 2,502,878 |
| (Euro) | Future Cash Flow |
| Year | Esprinet S.p.A. |
| 0 - 1 | 225,566 |
| 1 - 2 | 249,702 |
| 2 - 3 | 236,199 |
| 3 - 4 | 254,050 |
| 4 - 5 | 215,787 |
| 5 - 6 | 242,594 |
| 6 - 7 | 166,957 |
| 7 - 8 | 148,415 |
| 8 - 9 | 139,805 |
| 9 - 10 | 285,136 |
| Over 10 | 1,031,579 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Debts for investments in subsidiaries (non-current) | - | 600 | (600) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Long-term liabilities for cash incentives | 108 | 146 | (38) |
| Long term Tax payables in installments | 8,141 | 14,475 | (6,334) |
| Provisions for pensions and similar obligations | 1,650 | 1,650 | - |
| Other provisions | 101 | 51 | 50 |
| Non-current provisions and other liabilities | 10,000 | 16,322 | (6,322) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Provisions for pensions: year - beginning | 1,650 | 1,708 | (58) |
| Uses/Releases | (195) | (230) | 35 |
| Accruals | 195 | 172 | 23 |
| Provisions for pensions: year - end | 1,650 | 1,650 | - |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Other provisions: year-beginning | 51 | 344 | (293) |
| Uses/Releases | (51) | (344) | 293 |
| Accruals | 101 | 51 | 50 |
| Other provisions: year-end | 101 | 51 | 50 |
| Year | Amounts requested and paid pending judgment (*) | Status of the dispute |
| 2011 | 2.5 million euro | Pending in the Supreme Court of Cassation |
| 2012 | 5.1 million euro | Pending in the Supreme Court of Cassation |
| 2013 bis | 37.1 million euro | Pending in the Supreme Court of Cassation |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Trade payables - gross | 675,592 | 722,638 | (47,046) |
| Credit notes to be received | (72,132) | (68,945) | (3,187) |
| Trade payables | 603,460 | 653,693 | (50,233) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Bank loans and overdrafts | 23,788 | 28,633 | (4,845) |
| Other financing payables | 18,846 | 41,176 | (22,330) |
| Financial payables to subsidiaries | 114,858 | 43,899 | 70,959 |
| Short - term financial liabilities | 157,492 | 113,708 | 43,784 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (current) | 10,305 | 8,822 | 1,483 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Lease liabilities (current) | 8,822 | 8,124 | 698 |
| Contribution changes | - | (172) | 172 |
| Increase from subscribed contracts | 10 | 846 | (836) |
| Reclassification non-current liabilities | 10,789 | 8,008 | 2,781 |
| Lease interest expenses | 4,008 | 3,213 | 795 |
| Payments | (13,014) | (11,362) | (1,652) |
| Termination/modification of contracts | (310) | 165 | (475) |
| Lease liabilities (current) | 10,305 | 8,822 | 1,483 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Debts for investments in subsidiaries (current) | 6,000 | - | 6,000 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Payables to subsidiary and associated companies (A) | 25,352 | 26,632 | (1,280) |
| Social security liabilities (B) | 3,204 | 3,219 | (15) |
| Short term Tax payables in installments | 6,353 | 6,345 | 8 |
| Withholding tax liabilities | 40 | 36 | 4 |
| Other tax liabilities | 1,194 | 1,262 | (68) |
| Other payables to Tax authorities (C) | 7,587 | 7,643 | (56) |
| Payables to personnel | 3,089 | 3,513 | (424) |
| Payables to customers | 3,770 | 4,267 | (497) |
| Payables to others | 877 | 858 | 19 |
| Total other creditors (D) | 7,736 | 8,638 | (902) |
| Accrued expenses and deferred income related to: | |||
| - Accrued expenses for insurance costs | 320 | 326 | (6) |
| - Deferred income - advanced receivables | 9 | 23 | (14) |
| - Other deferred income | 2 | 2 | - |
| Accrued expenses and deferred income (E) | 331 | 351 | (20) |
| Provisions and other liabilities (F=A+B+C+D+E) | 44,210 | 46,483 | (2,273) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Bludis S.r.l. | 57 | - | 57 |
| Dacom S.p.A. | 868 | 1,336 | (468) |
| V-Valley S.r.l. | 17,578 | 19,467 | (1,889) |
| idMAINT S.r.l. | 168 | 132 | 36 |
| Zeliatech S.r.l. | 6,323 | 5,342 | 981 |
| Esprinet Iberica S.L.U. | 202 | 133 | 69 |
| Esprinet Portugal Lda | 15 | 26 | (11) |
| V-Valley Advanced Solutions España, S.A. | 141 | 196 | (55) |
| Total payables to subsidiary and associated companies | 25,352 | 26,632 | (1,280) |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Third-party assets on consignment to the Company | 53,634 | 53,634 | - |
| Bank guarantees issued in favour of subsidiaries | 431,915 | 406,256 | 25,659 |
| Bank guarantees issued in favour of other companies | 14,547 | 10,525 | 4,022 |
| Total guarantees issued | 500,096 | 470,415 | 29,681 |
| (euro/million) | 2025 | % | 2024 | % | Var. | % Var. |
| Product sales | 2,083.9 | 99.6% | 2,306.5 | 99.6% | (222.6) | -10% |
| Services Sales | 8.3 | 0.4% | 9.4 | 0.4% | (1.1) | -12% |
| Sales from contracts with customers | 2,092.2 | 100.0% | 2,315.9 | 100.0% | (223.7) | -10% |
| (euro/million) | 2025 | % | 2024 | % | % Var. |
| Italy | 2,027.9 | 96.9% | 2,247.0 | 97.0% | -10% |
| Spain | 23.0 | 1.1% | 22.6 | 1.0% | 2% |
| Portugal | 4.0 | 0.2% | 3.4 | 0.2% | 17% |
| Other EU countries | 31.0 | 1.5% | 39.0 | 1.7% | -20% |
| Extra EU countries | 6.3 | 0.3% | 3.9 | 0.2% | 61% |
| Sales from contracts with customers | 2,092.2 | 100.0% | 2,315.9 | 100.0% | -10% |
| (euro/million) | 2025 | % | 2024 | % | % Var. |
| Sales from contracts with customers as ‘principal’ | 2,091.5 | 100.0% | 2,311.8 | 99.8% | -10% |
| Sales from contracts with customers as ‘agent’ | 0.7 | 0.0% | 4.1 | 0.2% | -83% |
| Sales from contracts with customers | 2,092.2 | 100.0% | 2,315.9 | 100.0% | -10% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 100.00% | 2,315,855 | 100.00% | (223,630) | -10% |
| Cost of sales | 2,002,610 | 95.72% | 2,207,184 | 95.31% | (204,574) | -9% |
| Gross profit | 89,615 | 4.28% | 108,671 | 4.69% | (19,056) | -18% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 100.00% | 2,315,855 | 100.00% | (223,630) | -10% |
| Sales and marketing costs | 32,589 | 1.56% | 39,352 | 1.70% | (6,763) | -17% |
| Overheads and administrative costs | 58,061 | 2.78% | 61,608 | 2.66% | (3,547) | -6% |
| Impairment loss/reversal of financial assets | 561 | 0.03% | (647) | -0.03% | 1,208 | <-100% |
| Operating costs | 91,211 | 4.36% | 100,313 | 4.33% | (9,102) | -9% |
| - of which non recurring | - | 0.00% | - | 0.00% | - | -10000% |
| 'Recurring' operating costs | 91,211 | 4.36% | 100,313 | 4.33% | (9,102) | -9% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 2,315,855 | (223,630) | -10% | ||
| Sales & marketing personnel costs | 25,541 | 1.22% | 32,328 | 1.40% | (6,787) | -21% |
| Other sales & marketing costs | 7,048 | 0.34% | 7,024 | 0.30% | 24 | 0% |
| Sales & marketing personnel costs | 32,589 | 1.56% | 39,352 | 1.70% | (6,763) | -17% |
| Administr., IT, HR and general service personnel costs | 14,500 | 0.69% | 17,243 | 0.74% | (2,743) | -16% |
| Directors' compensation | 1,723 | 0.08% | 2,190 | 0.09% | (467) | -21% |
| Consulting services | 4,166 | 0.20% | 4,759 | 0.21% | (593) | -12% |
| Logistics services | 11,990 | 0.57% | 13,538 | 0.58% | (1,548) | -11% |
| Amortisation, depreciation and provisions | 14,970 | 0.72% | 12,968 | 0.56% | 2,002 | 15% |
| Other overheads and administrative costs | 10,712 | 0.51% | 10,910 | 0.47% | (198) | -2% |
| Overheads and administrative costs | 58,061 | 2.78% | 61,608 | 2.66% | (3,547) | -6% |
| Impairment loss/reversal of financial assets | 561 | 0.03% | (647) | -0.03% | 1,208 | <-100% |
| Total SG&A | 91,211 | 4.36% | 100,313 | 4.33% | (9,102) | -9% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 100.00% | 2,315,855 | 100.00% | (223,630) | -10% |
| Depreciation of property, plant and equipment | 5,532 | 0.26% | 5,601 | 0.24% | (69) | -1% |
| Amortisation of intangible assets | 120 | 0.01% | 410 | 0.02% | (290) | -71% |
| Depreciation of right-of-use assets | 11,337 | 0.54% | 9,924 | 0.43% | 1,413 | 14% |
| Amort . & depreciation | 16,989 | 0.81% | 15,935 | 0.69% | 1,054 | 7% |
| Write-downs of fixed assets | - | 0.00% | - | 0.00% | - | 0% |
| Amort. & depr., write-downs (A) | 16,989 | 0.81% | 15,935 | 0.69% | 1,054 | 7% |
| Accruals for risks and charges (B) | 296 | 0.01% | 223 | 0.01% | 73 | 33% |
| Amort. & depr., write-downs, accruals for risks (C=A+B) | 17,285 | 0.83% | 16,158 | 0.70% | 1,127 | 7% |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Depreciation of property, plant and equipment increasing the accumulated deprec. | 6,034 | 6,042 | (8) |
| Debited to subsidiaries | (502) | (441) | (61) |
| Depreciation of property, plant and equipment | 5,532 | 5,601 | (69) |
| Amortisation of intangible assets increasing the accumulated deprec. | 220 | 573 | (353) |
| Debited to subsidiaries | (100) | (163) | 63 |
| Amortisation of intangible assets | 120 | 410 | (290) |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 2,315,855 | (223,630) | -10% | ||
| Wages and salaries | 25,031 | 1.2% | 30,893 | 1.3% | (5,862) | -19% |
| Social contributions | 7,790 | 0.4% | 9,491 | 0.4% | (1,701) | -18% |
| Pension obligations | 1,879 | 0.1% | 2,282 | 0.1% | (403) | -18% |
| Other personnel costs | 867 | 0.0% | 1,126 | 0.1% | (259) | -23% |
| Employee termination incentives | 198 | 0.0% | - | 0.0% | 198 | 100% |
| Share incentive plans | 9 | 0.0% | 111 | 0.0% | (102) | -92% |
| Total labour costs (1) | 35,774 | 1.7% | 43,903 | 1.9% | (8,129) | -19% |
| (euro/000) | LTIP 2024-2026objectivesEconomic.-Financialand ESG | LTIP 2024-2026objectivesIndividual Stock Performance | LTIP 2024-2026objectivesRelative Stock Performance | |||
| Allocation date | 27/05/2024 | 27/05/2024 | 27/05/2024 | |||
| Vesting date | 30/04/2027 | 30/04/2027 | 30/04/2027 | |||
| Expiry date | 30/06/2027 | 30/06/2027 | 30/06/2027 | |||
| Total number of stock grant allocated | 414,000 | 138,000 | 138,000 | |||
| Total number of stock grant allowed | 21,000 | (1) | 28,000 | (1) | - | (1) |
| No. of shares delivered | - | - | - | |||
| Unit fair value (euro) | 3.63 | 2.03 | 2.04 | |||
| Total fair value (euro) | 81,876 | (2) | 143,990 | (2) | 104,565 | (2) |
| Rights subject to look-up (2 years) | 35.0% | 35.0% | 35.0% | |||
| Duration lock-up | 2 years | 2 years | 2 years | |||
| Risk free interest rate | 3.2% | (3) | 3.2% | (3) | 3.2% | (3) |
| Implied volatily | 40.1% | (4) | 40.1% | (4) | 40.1% | (4) |
| Duration (years) | 3 | 3 | 3 | |||
| Spot price | 4.83 | (5) | 4.83 | (5) | 4.83 | (5) |
| "Dividend yield" | variable | (6) | variable | (6) | variable | (6) |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 2,315,855 | (223,630) | -10% | ||
| Equipment | 112 | 0.01% | 134 | 0.01% | (22) | -16% |
| Data connection lines | (37) | 0.00% | 47 | 0.00% | (84) | <-100% |
| Housing CED | 134 | 0.01% | 135 | 0.01% | (1) | -1% |
| Total multi-year services costs | 209 | 0.01% | 316 | 0.01% | (107) | -34% |
| (euro/000) | 2026 | 2027 | 2028 | 2029 | 2030 | Over | Total |
| Equipment | 55 | 40 | 28 | 19 | 11 | - | 152 |
| Data connection lines | 675 | 666 | 90 | 80 | - | - | 1,511 |
| Housing CED | 180 | 180 | - | - | - | - | 360 |
| Multi-year services commitments | 909 | 886 | 117 | 99 | 11 | - | 2,023 |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 100.00% | 2,315,855 | 100.00% | (223,630) | -10% |
| Interest expenses on borrowings | 1,215 | 0.06% | 1,863 | 0.08% | (648) | -35% |
| Interest expenses to banks | 6,655 | 0.32% | 6,976 | 0.30% | (321) | -5% |
| Other interest expenses | 687 | 0.03% | 406 | 0.02% | 281 | 69% |
| Upfront fees amortisation | 456 | 0.02% | 476 | 0.02% | (20) | -4% |
| IAS 19 expenses/losses | 86 | 0.00% | 107 | 0.00% | (21) | -20% |
| IFRS financial lease interest expenses | 4,008 | 0.19% | 3,213 | 0.14% | 795 | 25% |
| Intercompany interest expenses | 1,556 | 0.07% | 670 | 0.03% | 886 | >100% |
| Total financial expenses (A) | 14,663 | 0.70% | 13,711 | 0.59% | 952 | 7% |
| Interest income from banks | (365) | -0.02% | (487) | -0.02% | 122 | -25% |
| Interest income from others | (33) | 0.00% | (41) | 0.00% | 8 | -20% |
| Interest incomes from intercompany | (464) | -0.02% | (733) | -0.03% | 269 | -37% |
| Total financial income(B) | (862) | -0.04% | (1,261) | -0.05% | 399 | -32% |
| Net financial exp. (C=A+B) | 13,801 | 0.66% | 12,450 | 0.54% | 1,351 | 11% |
| Foreign exchange gains | (1,021) | -0.05% | (387) | -0.02% | (634) | >100% |
| Foreign exchange losses | 193 | 0.01% | 1,391 | 0.06% | (1,198) | -86% |
| Net foreign exch. (profit)/losses (D) | (828) | -0.04% | 1,004 | 0.04% | (1,832) | <-100% |
| Net financial (income)/costs (E=C+D) | 12,973 | 0.62% | 13,454 | 0.58% | (481) | -4% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 11140.68% | 2,315,855 | -20682.63% | (223,630) | -10% |
| Investments (expenses)/incomes | 18,780 | 0.90% | (11,197) | -0.48% | 29,977 | -268% |
| (euro/000) | 2025 | % | 2024 | % | Var. | % Var. |
| Sales from contracts with customers | 2,092,225 | 2,315,855 | (223,630) | -10% | ||
| Current tax - IRES (Corporation income tax) | (1,784) | -0.1% | (1,078) | -0.1% | (706) | 65% |
| Current tax - IRAP (Regional tax on productive activities) | 257 | 0.0% | 817 | 0.0% | (560) | -69% |
| Income taxes previous years | 65 | 0.0% | (1,867) | -0.1% | 1,932 | <100% |
| Current income taxes | (1,462) | -0.1% | (2,128) | -0.1% | 666 | -31% |
| Deferred tax - IRES (Corporation income tax) | 412 | 0.0% | 1,009 | 0.0% | (597) | -59% |
| Deferred tax - IRAP (Regional tax on productive activities) | 54 | 0.0% | (22) | 0.0% | 76 | <100% |
| Deferred income taxes | 466 | 0.0% | 987 | 0.0% | (521) | -53% |
| Total tax - IRES (Corporation income tax) | (1,307) | -0.1% | (1,936) | -0.1% | 629 | -32% |
| Total tax - IRAP (Regional tax on productive activities) | 311 | 0.0% | 795 | 0.0% | (484) | -61% |
| Total tax | (996) | -0.1% | (1,141) | -0.1% | 145 | -13% |
| (euro/000) | 31/12/2025 | 31/12/2024 |
| Result before taxes [A] | 4,211 | (16,293) |
| Operating result (EBIT) | (1,596) | 8,358 |
| (+) bad debt provision | 1,276 | 606 |
| (+) provision for risks and charges | 80 | 51 |
| Taxable amout for IRAP [B] | (240) | 9,015 |
| Theoretical taxation IRES (= A*24%) | 1,011 | (3,910) |
| Theoretical taxation IRAP (= B*3,90%) | (9) | 352 |
| Total theoretical taxation [C] | 1,001 | (3,559) |
| Theoretical tax rate [C/A] | 23.8% | 21.8% |
| Impairment losses on investments in subsidiaries | 346 | 2,687 |
| Dividends | (4,612) | - |
| Non‑deductible interest expenses | 1,780 | - |
| Other permanent differences | 489 | (270) |
| Total effective taxation [D] | (996) | (1,141) |
| Effective tax rate [D/A] | -23.7% | 7.0% |
| Fixed compensation | Variable non-equity compensation | |||||||||||
| Name and surname | Office | Period for which office was held | Office expiry | Fixed compensation | Remuneration from subordinate employment | Compensation for commitee participation | Bonuses and other incentives | Profit sharing | Non monetary benefits (2) | Other remuneration | Total | Severance indemnity for end of office or termination of employment |
| Maurizio Rota | Chairman | 01.01/31.12.2025 | 2027 (1) | 450 | - | - | - | - | 7 | - | 457 | - |
| Marco Monti | Deputy Chairman | 01.01/31.12.2025 | 2027 (1) | 53 | - | - | - | - | - | - | 53 | - |
| Alessandro Cattani | Chief Executive Officer | 01.01/31.12.2025 | 2027 (1) | 400 | 207 | - | 265 | - | 3 | - | 875 | - |
| Luigi Monti | Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | - | - | - | - | - | 30 | |
| Riccardo Rota | Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | - | - | - | - | - | 30 | |
| Angelo Miglietta | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 41 | - | - | - | - | 71 | - |
| Renata Maria Ricotti | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 41 | - | - | - | - | 71 | - |
| Angela Sanarico | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Emanuela Prandelli | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Angela Maria Cossellu | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Emanuela Teresa Basso Petrino | Independent Director | 01.01/31.12.2025 | 2027 (1) | 30 | - | 18 | - | - | - | - | 48 | - |
| Giovanni Testa | Chief Operating Officer | 01.01/31.12.2025 | - | 410 | - | 177 | - | 4 | - | 591 | - | |
| Silvia Muzi | Chairman Statutory auditor | 01.01/31.12.2025 | 2027 (1) | 53 | - | - | - | - | - | - | 53 | - |
| Maurizio Dallocchio | Permanent Auditor | 01.01/31.12.2025 | 2027 (1) | 45 | - | - | - | - | - | - | 45 | - |
| Riccardo Garbagnati | Permanent Auditor | 01.01/31.12.2025 | 2027 (1) | 45 | - | - | - | - | - | - | 45 | - |
| (I) Compensation in the company preparing the financial statements | 1,286 | 617 | 154 | 442 | - | 14 | - | 2,513 | - | |||
| (II) Compensation from subsidiaries and associate | - | - | - | - | - | - | - | - | - | |||
| (III) Total | 1,286 | 617 | 154 | 442 | - | 14 | - | 2,513 | - | |||
| Beneficiaries | Bonus of the year | Bonus from previous year | ||||
| Payable/ Paid | Deferred | Period | No longer eligible for payment | Payable/ Paid | Still deferred | |
| Alessandro Cattani | - | - | 2023 | - | 40 | - |
| Alessandro Cattani | - | - | 2024 | - | - | 76 |
| Alessandro Cattani | 210 | 55 | 2025 | - | - | - |
| Giovanni Testa | - | - | 2023 | - | 14 | - |
| Giovanni Testa | - | - | 2024 | - | - | 51 |
| Giovanni Testa | 140 | 37 | 2025 | - | - | - |
| Total | 350 | 92 | - | 54 | 127 | |
| Beneficiaries | Options held at1° January 2025 | Options heldin 2025 | Optionsassigned(taken up) in 2025 | Optionsassigned in 2025 | Options held at31 December 2025 | |||
| Quantity | Average strike price | Quantity | Quantity | Quantity | Quantity | Average strike price | Average due date | |
| Alessandro Cattani | 550,000 | free | - | - | - | 550,000 | from 27/05/2024 to 30/04/2027(2) | |
| Giovanni Testa | 140,000 | free | - | - | - | 140,000 | ||
| (euro/000) | 31/12/2025 | 31/12/2024 |
| A. Bank deposits and cash on hand | 107,042 | 74,671 |
| B. Cheques | - | - |
| C. Other current financial assets | 41,800 | 44,316 |
| D. Liquidity (A+B+C) | 148,842 | 118,987 |
| E. Current financial debt | 152,578 | 90,501 |
| F. Current portion of non current debt | 21,219 | 32,029 |
| G. Current financial indebtedness (E+F) | 173,797 | 122,530 |
| H. Net current financial indebtedness (G-D) | 24,955 | 3,543 |
| I. Non-current financial debt | 142,909 | 133,417 |
| J. Debt instruments | - | - |
| K. Trade payables and other non-current payables | - | - |
| L. Non-current financial indebtedness (I+J+K) | 142,909 | 133,417 |
| M. Net financial indebtedness (H+L) | 167,864 | 136,960 |
| Breakdown of net financial indebtedness: | ||
| Short-term financial liabilities | 42,634 | 69,809 |
| Lease liabilities | 10,305 | 8,822 |
| Debts for investments in subsidiaries (current) | 6,000 | - |
| Other current financial receivables | (8,834) | (10,154) |
| Financial receivables from factoring companies | (105) | (133) |
| Financial receivables/liabilities from/to Group companies | 81,997 | 9,870 |
| Cash and cash equivalents | (107,042) | (74,671) |
| Net current financial debt | 24,955 | 3,543 |
| Borrowings | 37,571 | 18,834 |
| Lease liabilities | 105,338 | 113,983 |
| Debts for investments in subsidiaries (non-current) | - | 600 |
| Net financial debt | 167,864 | 136,960 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. | ||||||
| Curr. | Non curr. | Tot. | Curr. | Non curr. | Tot. | Curr. | Non curr. | Tot. | |
| Pool loan (Agent: BNL) | 7,500 | 22,500 | 30,000 | - | - | - | 7,500 | 22,500 | 30,000 |
| Banco Desio | - | - | - | 1,352 | - | 1,352 | (1,352) | - | (1,352) |
| BCC Carate | 4,397 | 8,134 | 12,531 | 2,510 | 2,530 | 5,040 | 1,887 | 5,604 | 7,491 |
| Banca popolare di Sondrio | 3,064 | 4,875 | 7,939 | 2,924 | 7,939 | 10,863 | 140 | (3,064) | (2,924) |
| Cassa Depositi e Prestiti | - | - | - | 7,000 | - | 7,000 | (7,000) | - | (7,000) |
| BPER Banca | 5,245 | - | 5,245 | 10,032 | 5,245 | 15,277 | (4,787) | (5,245) | (10,032) |
| Dell Financial Services | 1,013 | 2,126 | 3,139 | 8,211 | 3,139 | 11,350 | (7,198) | (1,013) | (8,211) |
| Total loan | 21,219 | 37,635 | 58,854 | 32,029 | 18,853 | 50,882 | (10,810) | 18,782 | 7,972 |
| (euro/000) | 31/12/2025 | 31/12/2024 | Var. |
| Unsecured loan (agent: BPER Banca) to Esprinet S.p.A.repayable in six-monthly instalments by November 2025 | - | 2,019 | (2,019) |
| Unsecured loan (agent: BPER Banca) to Esprinet S.p.A.repayable in six-monthly instalments by June 2025 | - | 3,017 | (3,017) |
| Unsecured loan (agent: BPER Banca) to Esprinet S.p.A.repayable in six-monthly instalments by December 2026 | 5,245 | 10,241 | (4,996) |
| Unsecured loan (agent: BCC Carate) to Esprinet S.p.A.repayable in six-monthly instalments by December 2026 | 2,531 | 5,040 | (2,509) |
| Unsecured loan (agent: BCC Carate) to Esprinet S.p.A.repayable in six-monthly instalments by December 2030 | 10,000 | - | 10,000 |
| Unsecured loan (agent: Banco Desio) to Esprinet S.p.A.repayable in six-monthly instalments by June 2025 | - | 1,352 | (1,352) |
| Unsecured pool loan (agent: BNL) to Esprinet S.p.A.repayable in six-monthly instalments by December 2030 | 30,000 | - | 30,000 |
| Unsecured loan (agent: Banca Popolare di Sondrio) to Esprinet S.pArepayable in six-monthly instalments by June 2028 | 7,939 | 10,863 | (2,924) |
| Unsecured loan (agent: Cassa Depositi e Prestiti S.p.A.) to Esprinet S.p.A. repayable in six-monthly instalments by December 2025 | - | 7,000 | (7,000) |
| Unsecured loan (agent: Dell Financial Services) to Esprinet S.p.A. repayable in quaterly instalments by October 2028 | 1,865 | 6,300 | (4,435) |
| Unsecured loan (agent: Dell Financial Services) to Esprinet S.p.A. repayable in quaterly instalments by October 2028 | 1,274 | 5,050 | (3,776) |
| Total book value | 58,854 | 50,882 | 7,972 |
| (euro/000) | 2025 | 2024 |
| Net financial debt at year-beginning | 136,960 | 70,621 |
| Cash flow provided by (used in) operating activities | (6,476) | (7,189) |
| Cash flow provided by (used in) investing activities | (14,289) | (10,955) |
| Cash flow provided by (used in) changes in net equity | (19,777) | - |
| Total cash flow | (40,542) | (18,144) |
| Unpaid interests | (2,385) | (3,491) |
| Unpaid leasing interests | (324) | (342) |
| Unpaid/received Intercompany Interests | (408) | (324) |
| Right of use asset posting | (1,845) | (44,421) |
| Dividends not collected | 20,000 | - |
| Deferred price investments | (5,400) | - |
| Financial liabilities (no cash) 4Side merger | - | 383 |
| Net financial debt at year-end | 167,864 | 136,960 |
| Short-term financial liabilities | 42,634 | 69,809 |
| Lease liabilities | 10,305 | 8,822 |
| Other current financial receivables | (8,834) | (10,154) |
| Financial receivables from factoring companies | (105) | (133) |
| Debts for investments in subsidiaries (current) | 6,000 | - |
| Financial (assets)/liab. From/to Group companies | 81,997 | 9,870 |
| Cash and cash equivalents | (107,042) | (74,671) |
| Net current financial debt | 24,955 | 3,543 |
| Borrowings | 37,571 | 18,834 |
| Lease liabilities | 105,338 | 113,983 |
| Debts for investments in subsidiaries (non-current) | - | 600 |
| Net financial debt at year-end | 167,864 | 136,960 |
| N. | Name | Headquarters | Interest held | Group interest held |
| 1 | Bludis S.r.l. | Rome (RM) | 100.00% | 100.00% |
| 2 | Celly Pacific Limited | Hong Kong (China) | 100.00% | 100.00% |
| 3 | Dacom S.p.A. | Vimercate (MB) | 100.00% | 100.00% |
| 4 | Esprinet Iberica S.L.U. | Saragozza (Spain) | 100.00% | 100.00% |
| 5 | Esprinet Portugal Lda | Porto (Portugal) | 5.00% | 100.00% |
| 6 | idMAINT S.r.l. | Vimercate (MB) | 100.00% | 100.00% |
| 7 | Sifar Group S.r.l. | Milan (MI) | 100.00% | 100.00% |
| 8 | V-Valley S.r.l. | Vimercate (MB) | 100.00% | 100.00% |
| 9 | Vamat B.V. | Utrecht (Netherlands) | 100.00% | 100.00% |
| 10 | Zeliatech S.r.l. | Vimercate (MB) | 100.00% | 100.00% |
| N. | Name | Currency | Share capital | Net equity | Result for the period | Carrying amount |
| 1 | Bludis S.r.l. | EUR | 600,000 | 6,681,336 | 3,092,085 | 8,645,956 |
| 2 | Celly Pacific Limited | EUR | - | - | - | 3,491 |
| 3 | Dacom S.p.A. | EUR | 3,600,000 | 14,986,535 | (885,961) | 3,120,634 |
| 4 | Esprinet Iberica S.L.U. | EUR | 54,692,844 | 232,857,667 | 15,548,951 | 75,637,217 |
| 5 | Esprinet Portugal Lda | EUR | 2,350,000 | 7,091 | (1,181,115) | - |
| 6 | idMAINT S.r.l. | EUR | 42,000 | 213,092 | (603,195) | - |
| 7 | Sifar Group S.r.l. | EUR | 100,000 | 11,979,611 | 354,293 | 15,043,108 |
| 8 | V-Valley S.r.l. | EUR | 500,000 | 35,814,187 | 7,698,907 | 27,020,000 |
| 9 | Vamat B.V. | EUR | 120 | 8,040,922 | (23,466) | 18,000,000 |
| 10 | Zeliatech S.r.l. | EUR | 500,000 | 30,254,102 | 2,573,141 | 25,100,000 |
| (euro/000) | Celly Pacific LTD | Dacom S.p.A. | idMAINT S.r.l. | Sifar Group S.r.l. | V-Valley S.r.l. | Zeliatech S.r.l. | Bludis S.r.l. | Vamat B.V. | Esprinet Iberica S.L.U. |
| Sales from contracts with customers | - | 36,036 | 834 | 25,142 | 460,381 | 178,404 | 22,510 | 40,155 | 1,338,563 |
| Cost of sales | - | (33,756) | (956) | (21,406) | (429,937) | (168,183) | (13,803) | (38,416) | (1,285,749) |
| Gross profit | - | 2,280 | (122) | 3,736 | 30,444 | 10,221 | 8,707 | 1,739 | 52,813 |
| Sales and marketing costs | - | (1,562) | (149) | (669) | (13,284) | (2,754) | (2,657) | (1,937) | (11,005) |
| Overheads and administrative costs | - | (1,593) | (461) | (2,092) | (8,380) | (3,392) | (1,662) | (852) | (27,554) |
| Impairment loss/reversal of financial assets | - | (21) | (0) | (50) | (34) | - | - | (113) | (411) |
| Operating result (EBIT) | - | (896) | (731) | 925 | 8,746 | 4,075 | 4,388 | (1,164) | 13,843 |
| Finance costs - net | - | (185) | (0) | 93 | 1,133 | (215) | 272 | (81) | 192 |
| Investments (expenses)/incomes | - | - | (40) | - | - | - | - | - | (570) |
| Result before income taxes | - | (1,081) | (772) | 1,018 | 9,879 | 3,860 | 4,660 | (1,245) | 13,465 |
| Income tax expenses | - | 245 | 174 | (287) | (2,857) | (1,105) | (1,338) | 332 | (2,707) |
| Net result | - | (836) | (598) | 731 | 7,022 | 2,755 | 3,322 | (913) | 10,757 |
| (euro/000) | Celly Pacific LTD | Dacom S.p.A. | idMAINT S.r.l. | Sifar Group S.r.l. | V-Valley S.r.l. | Zeliatech S.r.l. | Bludis S.r.l. | Vamat B.V. | Esprinet Iberica S.L.U. |
| ASSETS | |||||||||
| Non-current assets | |||||||||
| Property, plant and equipment | - | 11 | 28 | 69 | 44 | 7 | 154 | 103 | 2,039 |
| Goodwill | - | - | - | - | 3,964 | - | - | - | 1,030 |
| Intangible assets | - | 1 | 22 | 17 | - | 2 | 424 | - | 17 |
| Investments | - | - | 60 | - | - | - | - | - | 43,321 |
| Deferred income tax assets | - | 201 | 225 | 222 | 193 | 25 | 49 | - | 4,932 |
| Receivables and other non-current assets | - | 3 | 15 | - | - | - | 34 | 43 | 510 |
| - | 216 | 350 | 308 | 4,201 | 34 | 661 | 146 | 51,849 | |
| Current assets | |||||||||
| Inventory | - | 13,919 | 294 | 4,818 | 18,345 | 38,151 | 3 | 9,177 | 153,219 |
| Trade receivables | - | 4,917 | 135 | 1,076 | 144,977 | 19,830 | 7,335 | 8,877 | 257,419 |
| Income tax assets | - | 116 | 80 | 200 | - | - | - | 1,422 | - |
| Other assets | - | 1,154 | 272 | 5,293 | 43,275 | 11,847 | 5,152 | 1,832 | 95,629 |
| Cash and cash equivalents | - | 1,457 | 90 | 1,252 | 110 | 12,176 | 2,026 | 4,051 | 92,164 |
| - | 21,563 | 871 | 12,639 | 206,707 | 82,004 | 14,516 | 25,359 | 598,439 | |
| Total assets | - | 21,779 | 1,221 | 12,947 | 210,908 | 82,038 | 15,177 | 25,505 | 650,288 |
| EQUITY | |||||||||
| Share capital | - | 3,600 | 42 | 100 | 500 | 500 | 600 | - | 55,203 |
| Reserves | - | 12,076 | 753 | 8,492 | 27,336 | 27,026 | 1,435 | 9,190 | 120,997 |
| Net income for the period | - | (836) | (598) | 731 | 7,022 | 2,755 | 3,322 | (913) | 10,757 |
| - | 14,840 | 197 | 9,323 | 34,858 | 30,281 | 5,357 | 8,277 | 186,957 | |
| Non-controlling interests | - | - | - | - | - | - | - | - | - |
| Total equity | - | 14,840 | 197 | 9,323 | 34,858 | 30,281 | 5,357 | 8,277 | 186,957 |
| LIABILITIES | |||||||||
| Non-current liabilities | |||||||||
| Borrowings | - | - | - | - | - | - | - | - | 37,340 |
| Deferred income tax liabilities | - | - | - | - | 345 | - | - | - | - |
| Retirement benefit obligations | - | 232 | 266 | 344 | 772 | 91 | 967 | - | - |
| Provisions and other liabilities | - | 106 | 1 | 312 | 478 | 130 | 1 | 200 | 178 |
| - | 338 | 267 | 656 | 1,595 | 221 | 968 | 200 | 37,518 | |
| Current liabilities | |||||||||
| Trade payables | - | 2,784 | 103 | 392 | 137,136 | 42,086 | 4,139 | 6,018 | 390,249 |
| Short-term financial liabilities | - | 2,651 | 301 | 2,000 | 13,540 | 2,222 | 3,000 | 10,498 | 24,262 |
| Income tax liabilities | - | - | - | - | 132 | 1 | 391 | - | 760 |
| Provisions and other liabilities | - | 1,166 | 353 | 576 | 23,647 | 7,227 | 1,322 | 512 | 10,541 |
| - | 6,601 | 757 | 2,968 | 174,455 | 51,536 | 8,852 | 17,028 | 425,813 | |
| Total liabilities | - | 6,939 | 1,024 | 3,624 | 176,050 | 51,757 | 9,820 | 17,228 | 463,331 |
| Total equity and liabilities | - | 21,779 | 1,221 | 12,947 | 210,908 | 82,038 | 15,177 | 25,505 | 650,288 |
| (euro/000) | Type | 2025 | 2024 | ||
| Sales | Cost | Sales | Cost | ||
| Sales | |||||
| V-Valley Advanced Solutions España, S.A. | Sales of goods | 1 | - | - | - |
| Dacom S.p.A. | Sales of goods | 164 | - | 63 | - |
| V-Valley S.r.l. | Sales of goods | 68,328 | - | 146,739 | - |
| Zeliatech S.r.l. | Sales of goods | 1,566 | - | - | - |
| Sifar Group S.r.l. | Sales of goods | 8 | - | - | - |
| Esprinet Iberica S.L.U. | Sales of goods | 22,950 | - | 22,604 | - |
| IdMAINT S.r.l. | Sales of goods | 1 | - | 1 | - |
| Esprinet Portugal Lda | Sales of goods | 4,029 | - | 3,430 | - |
| Subtotal | 97,047 | - | 172,837 | - | |
| Cost of sales | |||||
| V-Valley S.r.l. | Purchase of goods | - | 63,880 | - | 51,777 |
| V-Valley S.r.l. | Transport costs | - | (200) | - | (130) |
| Dacom S.p.A. | Purchase of goods | - | 2,873 | - | 2,837 |
| Dacom S.p.A. | Transport costs | - | (16) | - | (18) |
| IdMAINT S.r.l. | Transport costs | - | (9) | - | - |
| V-Valley Advanced Solutions España, S.A. | Purchase of goods | - | 338 | - | 803 |
| Esprinet Portugal Lda | Purchase of goods | - | 8 | - | - |
| Esprinet Iberica S.L.U. | Transport costs | - | 22 | - | 22 |
| Esprinet Iberica S.L.U. | Purchase of goods | - | 760 | - | 659 |
| Zeliatech S.r.l. | Transport costs | - | (83) | - | (60) |
| Zeliatech S.r.l. | Purchase of goods | - | 39,534 | - | 55,854 |
| Subtotal | - | 107,107 | - | 111,744 | |
| Sales and marketing costs | |||||
| Sifar S.r.l. | Marketing costs | - | (1) | - | - |
| Bludis S.r.l. | Marketing costs | - | (2) | - | - |
| IdMAINT S.r.l. | Marketing costs | - | (2) | - | - |
| Dacom S.p.A. | Marketing costs | - | (56) | - | (31) |
| V-Valley S.r.l. | Fees on sales | - | - | - | 1,277 |
| V-Valley S.r.l. | Marketing costs | - | (617) | - | (159) |
| Esprinet Iberica S.L.U. | Marketing costs | - | (210) | - | (138) |
| Lidera network S.L | Marketing costs | - | (2) | - | - |
| V-Valley Advanced Solutions Portugal, Unipessoal, Lda | Marketing costs | - | (24) | - | (22) |
| Esprinet Portugal Lda | Marketing costs | - | (28) | - | (21) |
| V-Valley Advanced Solutions España, S.A. | Marketing costs | - | (129) | - | (111) |
| Zeliatech S.r.l. | Marketing costs | - | (156) | - | (59) |
| Subtotal | - | (1,227) | - | 736 | |
| Overheads and administrative costs | |||||
| Dacom S.p.A. | Hardware and software support costs | - | (142) | - | (174) |
| Dacom S.p.A. | Administrative services | - | (536) | - | (296) |
| Sifar Group S.r.l. | Administrative services | - | (136) | - | (81) |
| Sifar Group S.r.l. | Hardware and software support costs | - | (27) | - | - |
| V-Valley S.r.l. | Hardware and software support costs | - | (1,411) | - | (730) |
| V-Valley S.r.l. | Administrative services | - | (2,928) | - | (1,111) |
| idMAINT S.r.l. | Administrative services | - | (140) | - | (100) |
| idMAINT S.r.l. | Hardware and software support costs | - | (10) | - | (7) |
| Esprinet Iberica S.L.U. | Hardware and software support costs | - | (1,973) | - | (1,575) |
| Esprinet Iberica S.L.U. | Administrative services | - | (1,467) | - | (1,139) |
| Bludis S.r.l. | Hardware and software support costs | - | (86) | - | (33) |
| Bludis S.r.l. | Administrative services | - | (101) | - | (93) |
| Vamat B.V. | Administrative services | - | (5) | - | - |
| V-Valley Advanced Solutions Portugal, Unipessoal, Lda | Administrative services | - | (23) | - | (21) |
| V-Valley Advanced Solutions Portugal, Unipessoal, Lda | Hardware and software support costs | - | (59) | - | (65) |
| V-Valley Africa SARLAU | Administrative services | - | (13) | - | (7) |
| V-Valley Africa SARLAU | Hardware and software support costs | - | (16) | - | (9) |
| Esprinet Portugal Lda | Hardware and software support costs | - | (128) | - | (107) |
| Esprinet Portugal Lda | Administrative services | - | (101) | - | (63) |
| Lidera network S.L | Hardware and software support costs | - | (38) | - | - |
| Lidera network S.L | Administrative services | - | (36) | - | (13) |
| V-Valley Advanced Solutions España, S.A. | Administrative services | - | (324) | - | (207) |
| V-Valley Advanced Solutions España, S.A. | Hardware and software support costs | - | (626) | - | (400) |
| Zeliatech S.r.l. | Hardware and software support costs | - | (227) | - | (136) |
| Zeliatech S.r.l. | Administrative services | - | (1,642) | - | (1,461) |
| Subtotal | - | (12,195) | - | (7,828) | |
| Finance costs - net | |||||
| Dacom S.p.A. | Interests income | 121 | - | 185 | - |
| IDMaint S.r.l. | Interests income | 1 | - | - | - |
| V-Valley S.r.l. | Interests income | 35 | - | 50 | - |
| V-Valley S.r.l. | Interests expenses | - | 398 | - | 85 |
| Zeliatech S.r.l. | Interests income | 251 | - | 495 | - |
| Sifar Group S.r.l. | Interests expenses | - | 98 | - | 79 |
| Vamat B.V. | Interests income | 57 | - | - | - |
| Bludis S.r.l. | Interests expenses | - | 41 | 3 | - |
| Celly Pacific Ltd | Interests expenses | - | - | - | 8 |
| Esprinet Iberica S.L.U. | Interests expenses | - | 1,020 | - | 498 |
| Subtotal | 465 | 1,557 | 733 | 670 | |
| Total | 97,512 | 95,242 | 173,570 | 105,322 |
| (euro/000) | Non- Recurring Charge Type | 2025 | 2024 |
| Total SG&A | Total SG&A | - | - |
| Operating result (EBIT) | Operating result (EBIT) | - | - |
| Investments expenses/(incomes) | Impairment of investments | - | (11,197) |
| Result before income taxes | Result before income taxes | - | (11,197) |
| Income tax expenses | Non- recurring events impact | - | - |
| Net result | Net result | - | (11,197) |
| Assets | 31/12/2025 | 31/12/2024 | ||||||
| (euro/000) | Carryingamount | Financialassets FVTPL (1) | Financial assetsamortized cost | Out of scopeIFRS 9 | Carryingamount | Financialassets FVTPL (1) | Financial assetsamortized cost | Out of scopeIFRS 9 |
| Guarantee deposits | 1,688 | 1,688 | 1,723 | 1,723 | ||||
| Rec.and other non-curr. Assets | 1,688 | - | 1,688 | - | 1,723 | - | 1,723 | - |
| Non-current assets | 1,688 | - | 1,688 | - | 1,723 | - | 1,723 | - |
| Trade receivables | 240,879 | 79,518 | 161,361 | 252,232 | 74,443 | 177,789 | ||
| Receivables from subsidiaries | 62,995 | 62,995 | 73,355 | 73,355 | ||||
| Receivables from factors | 105 | 105 | 133 | 133 | ||||
| Customer financial receivables | 8,834 | 8,834 | 10,154 | 10,154 | ||||
| Other tax receivable | 48,865 | 48,865 | 54,635 | 54,635 | ||||
| Receivables from suppliers | 3,018 | 3,018 | 988 | 988 | ||||
| Receivables from insurances | 1,927 | 1,927 | 1,894 | 1,894 | ||||
| Receivables from employees | - | - | 1 | 1 | ||||
| Receivables from others | 12 | 12 | 83 | 83 | ||||
| Pre-payments | 5,032 | 5,032 | 4,307 | 4,307 | ||||
| Rec.and other curr. Assets | 130,788 | - | 76,891 | 53,897 | 145,550 | - | 86,608 | 58,942 |
| Cash and cash equivalents | 107,042 | 107,042 | 74,671 | 74,671 | ||||
| Current assets | 478,709 | 79,518 | 345,294 | 53,897 | 472,453 | 74,443 | 339,068 | 58,942 |
| Liabilities | 31/12/2025 | 31/12/2024 | ||||||
| (euro/000) | Carryingamount | Financialliabilities FVTPL (1) | Financial liabilitiesamortized cost | Out of scopeIFRS 9 | Carryingamount | Financialliabilities FVTPL (1) | Financial liabilitiesamortized cost | Out of scopeIFRS 9 |
| Borrowings | 37,571 | 37,571 | 18,834 | 18,834 | ||||
| Lease liabilities | 105,338 | 105,338 | 113,983 | 113,983 | ||||
| Debts for investments in subsidiaries | - | - | 600 | 600 | ||||
| Provisions of pensions | 1,650 | 1,650 | 1,650 | 1,650 | ||||
| Other provisions | 101 | 101 | 51 | 51 | ||||
| Long term tax payable in instalments | 8,141 | 8,141 | 14,475 | 14,475 | ||||
| Cash incentive liabilities | 108 | 108 | 146 | 146 | ||||
| Provis. and other non-curr. Liab | 10,000 | - | 108 | 9,892 | 16,322 | - | 146 | 16,176 |
| Non-current liabilities | 152,909 | - | 143,017 | 9,892 | 149,739 | - | 133,563 | 16,176 |
| Trade payables | 603,460 | 603,460 | 653,693 | 653,693 | ||||
| Short-term financial liabilities | 157,492 | 157,492 | 113,708 | 113,708 | ||||
| Lease liabilities | 10,305 | 10,305 | 8,822 | 8,822 | ||||
| Debts for investments in subsidiaries | 6,000 | 6,000 | - | - | ||||
| Payables to assoc. and subsidiaries | 25,352 | 25,352 | 26,632 | 26,632 | ||||
| Social security liabilities | 3,204 | 3,204 | 3,219 | 3,219 | ||||
| Other tax liabilities | 7,587 | 7,587 | 7,643 | 7,643 | ||||
| Payables to others | 7,736 | 7,736 | 8,638 | 8,638 | ||||
| Accrued expenses (insurance) | 320 | 320 | 326 | 326 | ||||
| Deferred income | 11 | 11 | 25 | 25 | ||||
| Provisions and other liabilities | 44,210 | - | 36,612 | 7,598 | 46,483 | - | 38,815 | 7,668 |
| Current liabilities | 821,467 | - | 813,869 | 7,598 | 822,706 | - | 815,038 | 7,668 |
| Assets | 31/12/2025 | 31/12/2024 | ||||||||||
| (euro/000) | Carryingamount | Fair value | Carryingamount | Fair value | ||||||||
| Trade receiv. | Financial receiv. | Receiv. from insurance | Receiv.fromGroup | Other Receiv. | Trade receiv. | Financial receiv. | Receiv. from insurance | Receiv.fromGroup | Other Receiv. | |||
| Guarantee deposits | 1,688 | 1,640 | 1,723 | 1,708 | ||||||||
| Rec.and other non-curr. Assets | 1,688 | - | - | - | - | 1,640 | 1,723 | - | - | - | - | 1,708 |
| Non - current assets | 1,688 | - | - | - | - | 1,640 | 1,723 | - | - | - | - | 1,708 |
| Trade receivables | 240,879 | 240,879 | 252,232 | 252,232 | ||||||||
| Receivables from subsid | 62,995 | 62,995 | 73,355 | 73,355 | ||||||||
| Receiv. from factors | 105 | 105 | 133 | 133 | ||||||||
| Customer financial receivables | 8,834 | 8,834 | 10,154 | 10,154 | ||||||||
| Receiv. from suppliers | 3,018 | 3,018 | 988 | 988 | ||||||||
| Receiv. from insurances | 1,927 | 1,927 | 1,894 | 1,894 | ||||||||
| Receiv. from employees | - | - | 1 | 1 | ||||||||
| Receiv. from others | 12 | 12 | 83 | 83 | ||||||||
| Rec.and other curr. Assets | 76,891 | - | 8,939 | 1,927 | 62,995 | 3,030 | 86,608 | - | 10,287 | 1,894 | 73,355 | 1,072 |
| Cash and cash equivalents | 107,042 | 107,042 | 74,671 | 74,671 | ||||||||
| Current assets | 424,812 | 240,879 | 115,981 | 1,927 | 62,995 | 3,030 | 413,511 | 252,232 | 84,958 | 1,894 | 73,355 | 1,072 |
| Liabilities | 31/12/2025 | 31/12/2024 | ||||||||||
| (euro/000) | Carryingamount | Fair value | Carryingamount | Fair value | ||||||||
| Tradepayables | Financialpayables | FVTPL derivate | Otherpayables | Payab.toGroup | Tradepayables | Financialpayables | FVTPL derivate | Otherpayables | Payab.toGroup | |||
| Borrowings | 37,571 | 34,144 | 18,834 | 17,236 | ||||||||
| Debts for investments in subsidiaries | - | - | 600 | 603 | ||||||||
| Cash incentive liabilities | 108 | 108 | 146 | 146 | ||||||||
| Provis. and other non-curr. Liab. | 108 | - | - | - | 108 | - | 146 | - | - | - | 146 | - |
| Non-current liabilities | 37,679 | - | 34,144 | - | 108 | - | 19,580 | - | 17,839 | - | 146 | - |
| Trade payables | 603,460 | 603,460 | 653,693 | 653,693 | ||||||||
| Short-term financial liabilities | 157,492 | 158,379 | 113,708 | 113,501 | ||||||||
| Debts for investments in subsidiaries | 6,000 | 5,943 | - | - | ||||||||
| Payables to assoc. and subsidiar | 25,352 | 25,352 | 26,632 | 26,632 | ||||||||
| Social security liabilities | 3,204 | 3,204 | 3,219 | 3,219 | ||||||||
| Payables to others | 7,736 | 7,736 | 8,638 | 8,638 | ||||||||
| Accrued expenses (insurance) | 320 | 320 | 326 | 326 | ||||||||
| Provisions and other liabilities | 36,612 | - | - | - | 11,260 | 25,352 | 38,815 | - | - | - | 12,183 | 26,632 |
| Current liabilities | 803,564 | 603,460 | 164,322 | - | 11,260 | 25,352 | 806,216 | 653,693 | 113,501 | - | 12,183 | 26,632 |
| (euro/000) | Starting provision | Additions | Uses | Merger changes | Final provision |
| 2025 Financial year | 3,981 | 1,402 | (964) | - | 4,419 |
| 2024 Financial year | 4,883 | 606 | (1,508) | - | 3,981 |
| (euro/000) | 31/12/2025 | Receivables impaired | Receivables past due not impaired | Receivables not past due not impaired |
| Gross trade receivables | 245,298 | 91,466 | 69,178 | 84,654 |
| Bad debt provision | (4,419) | (4,419) | ||
| Net trade receivables | 240,879 | 87,047 | 69,178 | 84,654 |
| (euro/000) | 31/12/2024 | Receivables impaired | Receivables past due not impaired | Receivables not past due not impaired |
| Gross trade receivables | 256,213 | 79,413 | 89,525 | 87,275 |
| Bad debt provision | (3,981) | (3,981) | ||
| Net trade receivables | 252,232 | 75,432 | 89,525 | 87,275 |
| (euro/000) | Total | Past due over90 days | Past due 60- 90 days | Past due30 - 60 days | Past dueunder 30 days |
| Receiv. past due not impaired at 31/12/2025 | 69,178 | 2,260 | 2,895 | 2,520 | 61,503 |
| Receiv. past due not impaired at 31/12/2024 | 89,525 | 11,549 | 187 | 4,074 | 73,715 |
| (euro/000) | Starting provision | Additions | Uses | Merger changes | Final provision |
| 2025 Financial year | 4,297 | - | (861) | - | 3,436 |
| 2024 Financial year | 4,297 | - | - | - | 4,297 |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||||||
| Carryingamount | Receiv.Impaired | Receiv. pastdue notimpaired | Receiv. not past due not impaired | Carryingamount | Receiv.Impaired | Receiv. pastdue notimpaired | Receiv. not past due not impaired | |
| Guarantee deposits | 1,688 | 1,688 | 1,723 | 1,723 | ||||
| Rec.and other non-curr. Assets | 1,688 | - | - | 1,688 | 1,723 | - | - | 1,723 |
| Non-current assets | 1,688 | - | - | 1,688 | 1,723 | - | - | 1,723 |
| Receivables from subsidiar | 62,995 | (140) | 63,135 | 73,355 | 1,759 | 71,596 | ||
| Receivables from factors | 105 | 13 | 92 | 133 | 5 | 128 | ||
| Customer financial receivables | 8,834 | 8,834 | 10,154 | 10,154 | ||||
| Receivables from suppliers | 3,018 | 3,238 | (220) | 988 | 976 | 12 | ||
| Receivables from insurances | 1,927 | 1,927 | 1,894 | 1,894 | ||||
| Receivables from employees | - | - | 1 | 1 | ||||
| Receivables from others | 3,448 | 3,436 | 7 | 5 | 4,380 | 4,297 | 73 | 10 |
| Rec.and other curr. Assets | 80,327 | 3,436 | 5,045 | 71,846 | 90,905 | 4,297 | 4,707 | 81,901 |
| Cash and cash equivalents | 107,042 | 107,042 | 74,671 | 74,671 | ||||
| Gross Current assets | 187,369 | 3,436 | 112,087 | 71,846 | 165,576 | 4,297 | 79,378 | 81,901 |
| Bad debts provision | (3,436) | (3,436) | (4,297) | (4,297) | ||||
| Net Current assets | 183,933 | - | 112,087 | 71,846 | 161,279 | - | 79,378 | 81,901 |
| (euro/000) | Total | Past due over90 days | Past due60 - 90 days | Past due30 - 60 days | Past dueunder 30 days |
| Receivables from subsidiaries | (140) | 32 | - | 33 | (205) |
| Receivables from factors | 13 | - | - | - | 13 |
| Receivables from insurance companies | 1,927 | 1,500 | 198 | 156 | 73 |
| Receivables from suppliers | 3,238 | 1,442 | 135 | 271 | 1,390 |
| Receivables from others | 7 | - | - | 7 | - |
| Receiv. past due not impaired at 31/12/2025 | 5,045 | 2,974 | 333 | 467 | 1,271 |
| Receivables from subsidiaries | 1,759 | 10 | - | (199) | 1,948 |
| Receivables from factors | 5 | - | - | - | 5 |
| Receivables from insurance companies | 1,894 | 1,523 | 122 | 92 | 157 |
| Receivables from suppliers | 976 | 712 | 13 | 98 | 153 |
| Receivables from others | 73 | 73 | - | - | - |
| Receiv. past due not impaired at 31/12/2024 | 4,707 | 2,318 | 135 | (9) | 2,263 |
| (euro/000) | Carrying amount 31/12/2025 | Future cash flow | in 6 months | 6-12 months | 1-2 years | 2-5 years | after 5 years |
| Borrowings | 37,571 | 41,294 | 637 | 630 | 14,911 | 25,116 | - |
| Lease liabilities | 105,338 | 125,119 | - | - | 13,778 | 39,310 | 72,031 |
| Debts for investments in subsidiaries | - | - | - | - | - | - | - |
| Cash incentive liabilities | 108 | 108 | - | - | 108 | - | - |
| Provis. and other non-curr. Liab. | 108 | 108 | - | - | 108 | - | - |
| Non-current liabilities | 143,017 | 166,521 | 637 | 630 | 28,797 | 64,426 | 72,031 |
| Trade payables | 603,460 | 605,484 | 603,915 | 455 | 886 | 228 | - |
| Short-term financial liabilities | 157,492 | 157,990 | 147,136 | 10,854 | - | - | - |
| Lease liabilities | 10,305 | 14,048 | 7,092 | 6,956 | - | - | - |
| Debts for investments in subsidiaries | 6,000 | 6,000 | 4,094 | 1,906 | - | - | - |
| Payables to assoc. and subsidiaries | 23,352 | 23,352 | 23,352 | - | - | - | - |
| Social security liabilities | 3,204 | 3,204 | 3,204 | - | - | - | - |
| Payables to others | 7,736 | 7,736 | 7,736 | - | - | - | - |
| Accrued expenses (insurance) | 320 | 320 | 320 | - | - | - | - |
| Provisions and other liabilities | 34,612 | 34,612 | 34,612 | - | - | - | - |
| Current liabilites | 811,869 | 818,134 | 796,849 | 20,171 | 886 | 228 | - |
| (euro/000) | Carrying amount 31/12/2024 | Future cash flow | in 6 months | 6-12 months | 1-2 years | 2-5 years | after 5 years |
| Borrowings | 18,834 | 20,267 | 352 | 297 | 12,376 | 7,242 | - |
| Lease liabilities | 113,983 | 137,300 | - | - | 13,805 | 39,417 | 84,078 |
| Debts for investments in subsidiaries | 600 | 600 | - | - | - | 600 | - |
| Cash incentive liabilities | 146 | 146 | - | - | 140 | 6 | - |
| Provis. and other non-curr. Liab. | 146 | 146 | - | - | 140 | 6 | - |
| Non-current liabilities | 133,563 | 158,313 | 352 | 297 | 26,321 | 47,265 | 84,078 |
| Trade payables | 653,693 | 656,405 | 654,142 | 449 | 922 | 885 | 7 |
| Short-term financial liabilities | 113,708 | 114,244 | 95,913 | 18,331 | - | - | - |
| Lease liabilities | 8,822 | 12,872 | 5,998 | 6,874 | - | - | - |
| Debts for investments in subsidiaries | - | - | - | - | - | - | - |
| Payables to assoc. and subsidiaries | 26,632 | 26,632 | 26,632 | - | - | - | - |
| Social security liabilities | 3,219 | 3,219 | 3,219 | - | - | - | - |
| Payables to others | 8,638 | 8,638 | 8,638 | - | - | - | - |
| Accrued expenses (insurance) | 326 | 326 | 326 | - | - | - | - |
| Provisions and other liabilities | 38,815 | 38,815 | 38,815 | - | - | - | - |
| Current liabilites | 815,038 | 822,336 | 794,868 | 25,654 | 922 | 885 | 7 |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||
| Net equity | Profit/(loss) | Net equity | Profit/(loss) | |
| Financial receivables | 99 | 99 | 123 | 123 |
| Cash and cash equivalents | 359 | 359 | 271 | 271 |
| Debts for investments in subsidiaries | - | - | - | - |
| Financial liabilities | (1,949) | (1,949) | (1,487) | (1,487) |
| Total | (1,491) | (1,491) | (1,093) | (1,093) |
| (euro/000) | 31/12/2025 | 31/12/2024 | ||
| Net equity | Profit/(loss) | Net equity | Profit/(loss) | |
| Financial receivables | (99) | (99) | (123) | (123) |
| Cash and cash equivalents | (277) | (277) | (271) | (271) |
| Debts for investments in subsidiaries | - | - | - | - |
| Financial liabilities | 1,949 | 1,949 | 1,487 | 1,487 |
| Total | 1,573 | 1,573 | 1,093 | 1,093 |
| Description | Provider of serivice | Entity | Fees (euro/000) | |
| 2025 | 2024 | |||
| Auditing services | ||||
| PwC S.p.A. | Esprinet S.p.A. | 568.7 | 632.6 | |
| Other services | ||||
| PwC S.p.A. | Esprinet S.p.A. | - | - | |
| PwC network | Esprinet S.p.A. | - | - | |
| Total | 568.7 | 632.6 | ||
