Alignment with TCFD and TNFD
Since joining the Task Force on Climate-related Financial Disclosures (TCFD) in 2018 and becoming an adopter of the Taskforce on Nature-related Financial Disclosures (TNFD) in 2025, Pirelli has progressively integrated climate- and nature-related disclosure principles into its reporting. The Pirelli Annual Report, including the Consolidated Sustainability Statement, provides information aligned with the governance, strategy, risk management, metrics and targets recommendations of the TCFD and TNFD frameworks.
The following cross-reference tables indicate where the disclosures relevant to the TCFD and TNFD recommendations are reported within the Pirelli Annual Report.
TNFD Pirelli Correspondence Table
| TNFD’s disclosure recommendations | Pirelli Annual Report 2025 | Section | |
|---|---|---|
| Governance | A. Describe the board’s oversight of nature-related dependencies, impacts, risks and opportunities. | SUSTAINABILITY GOVERNANCE > SUSTAINABILITY GOVERNANCE STRUCTURE |
| E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT | ||
| B. Describe management’s role in assessing and managing nature-related dependencies, impacts, risks and opportunities. | SUSTAINABILITY GOVERNANCE > SUSTAINABILITY GOVERNANCE STRUCTURE | |
| E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT | ||
| C. Describe the organisation’s human rights policies and engagement activities, and oversight by the board and management, with respect to Indigenous Peoples, Local Communities, affected and other stakeholders, in the organisation’s assessment of, and response to, nature-related dependencies, impacts, risks and opportunities. | E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT > ACTIONS for biodiversity management | |
| S3 AFFECTED COMMUNITIES > PROCESSES TO REMEDIATE NEGATIVE IMPACTS GENERATED ON THE EXTERNAL COMMUNITY AND CHANNELS FOR AFFECTED COMMUNITIES TO RAISE CONCERNS > POLICIES for managing relations with the external community | ||
| Strategy | A. Describe the nature-related dependencies, impacts, risks and opportunities the organisation has identified over the short, medium and long term. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES > Impact table |
| E2 POLLUTION > POLLUTION MANAGEMENT | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > THE IDENTIFICATION OF BIODIVERSITY-RELATED IROS | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT > Biodiversity strategy | ||
| B. Describe the effect nature-related dependencies, impacts, risks and opportunities have had on the organisation’s business model, value chain, strategy and financial planning, as well as any transition plans or analysis in place. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES > Interaction between the material IROs and Pirelli’s strategy and business model | |
| E2 POLLUTION > POLLUTION MANAGEMENT | ||
| E3 WATER AND MARINE RESOURCES > WATER MANAGEMENT > ACTIONS for water resource management | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT | ||
| C. Describe the resilience of the organisation’s strategy to nature-related risks and opportunities, taking into consideration different scenarios. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES > Interaction between the material IROs and Pirelli’s strategy and business model | |
| D. Disclose the locations of assets and/or activities in the organisation’s direct operations and, where possible, upstream and downstream value chains that meet the criteria for priority locations. | E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT > TARGETS FOR BIODIVERSITY MANAGEMENT > footnote n.109 | |
| Risk and impact management |
A (i) Describe the organisation’s processes for identifying, assessing and prioritising nature-related dependencies, impacts, risks and opportunities in its direct operations. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES |
| E2 POLLUTION > POLLUTION MANAGEMENT | ||
| E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > THE IDENTIFICATION OF BIODIVERSITY-RELATED IROS | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT > Biodiversity strategy | ||
| A (ii) Describe the organisation’s processes for identifying, assessing and prioritising nature-related dependencies, impacts, risks and opportunities in its upstream and downstream value chain(s). | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES | |
| E2 POLLUTION > POLLUTION MANAGEMENT | ||
| E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > THE IDENTIFICATION OF BIODIVERSITY-RELATED IROS | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT > Biodiversity strategy | ||
| B. Describe the organisation’s processes for managing nature-related dependencies, impacts, risks and opportunities | E2 POLLUTION > POLLUTION MANAGEMENT | |
| E2 POLLUTION > AIR POLLUTION ALONG THE SUPPLY CHAIN > ACTIONS for managing pollution throughout the supply chain | ||
| E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT > ACTIONS for water resource management | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT | ||
| G1 BUSINESS CONDUCT > MANAGEMENT OF RELATIONS WITH SUPPLIERS > POLICIES for sustainable supply chain management | ||
| C. Describe how processes for identifying, assessing, prioritising and monitoring nature-related risks are integrated into and inform the organisation’s overall risk management processes. | E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT > Biodiversity strategy | |
| Metrics and targets |
A. Disclose the metrics used by the organisation to assess and manage material nature-related risks and opportunities in line with its strategy and risk management process. | E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT > METRICS related to the water resource |
| B. Disclose the metrics used by the organisation to assess and manage dependencies and impacts on nature. | E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT > METRICS related to the water resource | |
| C. Describe the targets and goals used by the organisation to manage nature-related dependencies, impacts, risks and opportunities and its performance against these. | E2 POLLUTION > POLLUTION MANAGEMENT > TARGETS and ACTIONS to reduce particulate emissions from tread wear | |
| E3 WATER AND MARINE RESOURCES > WATER RESOURCE MANAGEMENT > TARGETS for water resource management | ||
| E4 BIODIVERSITY AND ECOSYSTEMS > BIODIVERSITY MANAGEMENT > TARGETS for biodiversity management |
TCFD Pirelli Correspondence Table
| TCFD’s disclosure recommendations | Pirelli Annual Report 2025 | Section | |
|---|---|---|
| Governance | A. Describe the board’s oversight of climate-related risks and opportunities. | SUSTAINABILITY GOVERNANCE > SUSTAINABILITY GOVERNANCE STRUCTURE |
| E1 CLIMATE CHANGE > THE IDENTIFICATION OF CLIMATE-RELATED IROS | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > TRANSITION PLAN FOR CLIMATE CHANGE MITIGATION | ||
| B. Describe management’s role in assessing and managing climate-related risks and opportunities. | SUSTAINABILITY GOVERNANCE > SUSTAINABILITY GOVERNANCE STRUCTURE | |
| E1 CLIMATE CHANGE > THE IDENTIFICATION OF CLIMATE-RELATED IROS | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > TRANSITION PLAN FOR CLIMATE CHANGE MITIGATION | ||
| Strategy | A. Describe the climate-related risks and opportunities the company has identified over the short, medium and long term. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES > Impact table |
| STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES > Risks and opportunities table | ||
| E1 CLIMATE CHANGE > THE IDENTIFICATION OF CLIMATE-RELATED IROS | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > Climate Change Risk assessment and strategy resilience | ||
| E1 CLIMATE CHANGE > ENERGY MANAGEMENT | ||
| B. Describe the impact of climate-related risks and opportunities on the company’s businesses, strategy and financial planning. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES > Interaction between the material IROs and Pirelli’s strategy and business model | |
| E1 CLIMATE CHANGE > THE IDENTIFICATION OF CLIMATE-RELATED IROS | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > TRANSITION PLAN FOR CLIMATE CHANGE MITIGATION | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > Climate Change Risk assessment and strategy resilience | ||
| C. Describe the resilience of the company’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES > Interaction between the material IROs and Pirelli’s strategy and business model | |
| E1 CLIMATE CHANGE > THE IDENTIFICATION OF CLIMATE-RELATED IROS | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > TRANSITION PLAN FOR CLIMATE CHANGE MITIGATION | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > Climate Change Risk assessment and strategy resilience | ||
| Risk and impact management |
A. Describe the company’s processes for identifying and assessing climate-related risks. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES |
| E1 CLIMATE CHANGE > THE IDENTIFICATION OF CLIMATE-RELATED IROS | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > Climate Change Risk assessment and strategy resilience | ||
| B. Describe the company’s processes for managing climate-related risks. | E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > Climate Change Risk assessment and strategy resilience | |
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > POLICIES for managing Greenhouse Gas emissions | ||
| G1 BUSINESS CONDUCT > MANAGEMENT OF RELATIONS WITH SUPPLIERS > POLICIES for sustainable supply chain management | ||
| C. Describe how processes for identifying, assessing and managing climate-related risks are integrated into the company’s overall risk management. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > DOUBLE MATERIALITY ANALYSIS AND MANAGEMENT OF IMPACTS, RISKS AND OPPORTUNITIES | |
| E1 CLIMATE CHANGE > THE IDENTIFICATION OF CLIMATE-RELATED IROS | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > Climate Change Risk assessment and strategy resilience | ||
| Metrics and targets |
A. Disclose the metrics used by the company to assess climate-related risks and opportunities in line with its strategy and risk management process. | E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > TARGETS for managing greenhouse gas emissions |
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > METRICS related to Scope 1, 2, 3 GHG emissions and total GHG emissions | ||
| E1 CLIMATE CHANGE > ENERGY MANAGEMENT > METRICS related to energy Consumption and energy mix | ||
| B. Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks. | E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > METRICS related to Scope 1, 2, 3 GHG emissions and total GHG emissions | |
| C. Describe the targets used by the company to manage climate-related risks and opportunities and performance against targets. | STRATEGY, BUSINESS MODEL AND VALUE CHAIN > STRATEGY > Climate: acceleration towards Net Zero | |
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > TRANSITION PLAN FOR CLIMATE CHANGE MITIGATION | ||
| E1 CLIMATE CHANGE > MANAGEMENT OF GREENHOUSE GAS EMISSIONS AND CLIMATE TRANSITION PLAN > TARGETS for managing greenhouse gas emissions | ||
| E1 CLIMATE CHANGE > ENERGY MANAGEMENT > TARGETS for energy management |