Ferrari's ambition to minimize its impact on the global environment is outlined in the Environmental Practice, which is inspired by the guiding principles set forth in the Code of Conduct and defines Ferrari’s main ambition to foster a corporate culture dedicated to environmental protection. The Practice applies to the entire Ferrari Group. Ferrari considers environmental protection to be a decisive aspect to be promoted in its overall approach to business and it aims to continuously improve the environmental performance of its operations and comply with the provisions contained in applicable laws and regulations. For this reason, Ferrari aims to: reduce greenhouse gas emissions across the product life cycles, minimize water use, promote the reuse of waste materials in the production process, monitor emissions into the atmosphere and the sewage system, and contribute to the protection of biodiversity in areas impacted by its production process. The Environmental practice sets out key principles: compliance with applicable regulatory and legal requirements, periodic and systematic establishment of improvement objectives and their monitoring and measurement through KPIs, the development of products that meet customers’ needs while ensuring respect for the environment, and the adoption of the best available technologies for the efficiency of production processes and the reduction of emissions and environmental impacts. The practice promotes, among others, the improvement of energy efficiency and the use of renewable energy aimed at mitigating climate change. In particular, it enshrines the Company’s commitment to monitor and reduce greenhouse gas emissions produced throughout the entire product life cycle, as well as reducing energy consumption. In line with the Environmental Practice commitments, we have developed the decarbonization strategy, which is reported in our 2022-2026 Strategic Plan. The practice covers the following IROs: “Energy consumption and related GHG emissions for upstream activities (e.g. raw material purchase and inbound logistics) (Scope 3) with negative impact on climate change”, “Energy consumption and related GHG emissions for downstream activities (e.g. outbound logistics, vehicles usage and use of sold products) (Scope 3) with negative impact on climate change”, “Energy consumption and related GHG emissions for our operations (Scope 1 / Scope 2) with negative impact on climate change and the community (e.g. Maranello)”, “Difficulties in targeting Ferrari Carbon Footprint strategy related to Scope 3 Indirect Emissions with main focus on Upstream”, “Energy efficiency - Using renewable energy at a reduced cost plus investing in low carbon technologies that could result in lower carbon footprint, lower energy consumption and lower energy costs”. The monitoring and management of the environmental performance of our production plants is assigned to a team that reports to our Chief Technologies & Infrastructures Officer. Their effort is aimed at minimizing the impact of our activities on the environment, particularly in relation to the energy consumption of our production facilities. For the achievement of GHG emission reduction targets by 2030, the Green Sustainability Steering Committee, composed of representatives from different functions, has been appointed as the responsible body. Specifically, within the Research & Development department, a team is responsible for future product development aiming at reducing CO2 emissions of Ferrari sports cars, among which the future full electric powertrain. Meanwhile, another team is in charge of overseeing regulatory developments while monitoring the emissions of Ferrari cars. In addition, the Research & Development, the Product Development and the Purchasing & Quality departments are working with our suppliers to find solutions to meet our target of 30 percent reduction per car of our Scope 3 upstream emissions. These departments report to the Chief Research & Development Officer, the Chief Product Development Officer and the Chief Purchasing & Quality Officer, respectively. Please refer to the “ESRS 2—General disclosures—Our Decision-Making Process” section for information on accountability and the most senior levels responsible for Climate Change issues. To draft the Environmental Practice, the interests of stakeholders have been considered at a general level, particularly those identified as the addressees of the Practice. Ferrari considers the engagement of its suppliers and its sales partners, as well as the local authorities and communities, to be crucial to uphold its environmental principles and commitments. At present, our Environmental Practice does not cover adaptation to climate change.

The decarbonization levers to reach Carbon Neutrality by 2030 include:

1. Energy efficiency & use of renewable sources energy:

   • Phasing out of our trigeneration plant by 2024.
   • Installation of photovoltaic panels since 2023.

2. Our products:

   • Launch of the first full electric Ferrari by 2025.
   • Engine production with 100% recycled alloy by 2026.
   • Use of recycled materials in our products, ongoing.

3. Carbon Avoidance:

   • Purchase of Carbon Credits in partnership with ClimateSeed since 2022.

4. Constant dialogue with partners:

   • Introduction of Hydrotreated Vegetable Oil (HVO) fuel in our European outbound logistics on road since 2023.
   • Launch of the Green Dealer Award since 2023.

The implementation of the decarbonization strategy depends on regulatory and technological aspects. From a financial point of view, the company uses its own resources and is constantly informed about externally available funding.

In 2024, the capital expenditure, including R&D and tooling, related to the development of electric vehicles amounted to approximately €236 million. The total expenditure for the next years is under review. No significant operational or capital expenditures have been allocated to certain actions in 2024 or are planned for the future.

The EU Taxonomy requires non-financial undertakings to disclose information on the proportion of turnover, capital expenditure, and operating expenditure of their activities related to assets or processes associated with environmentally sustainable economic activities.

In 2024, the capital expenditure, including R&D and tooling, related to the development of electric vehicles amounted to approximately €236 million. The total expenditure for the next years is under review. No significant operational or capital expenditures have been allocated to certain actions in 2024 or are planned for the future.

Ferrari's ambition to minimize its impact on the global environment is outlined in the Environmental Practice, which is inspired by the guiding principles set forth in the Code of Conduct and defines Ferrari’s main ambition to fostering a corporate culture dedicated to environmental protection. The Practice applies to the entire Ferrari Group.

Ferrari considers environmental protection to be a decisive aspect to be promoted in its overall approach to business and it aims to continuously improve the environmental performance of its operations and comply with the provisions contained in applicable laws and regulations. For this reason, Ferrari aims to: reduce greenhouse gas emissions across the product life cycles, minimize water use, promote the reuse of waste materials in the production process, monitor emissions into the atmosphere and the sewage system, and contribute to the protection of biodiversity in areas impacted by its production process.

The Environmental practice sets out key principles: compliance with applicable regulatory and legal requirements, periodic and systematic establishment of improvement objectives and their monitoring and measurement through KPIs, the development of products that meet customers’ needs while ensuring respect for the environment, and the adoption of the best available technologies for the efficiency of production processes and the reduction of emissions and environmental impacts. The practice promotes, among others, the improvement of energy efficiency and the use of renewable energy aimed at mitigating climate change. In particular, it enshrines the Company’s commitment to monitor and reduce greenhouse gas emissions produced throughout the entire product life cycle, as well as reducing energy consumption. In line with the Environmental Practice commitments, we have developed the decarbonization strategy, which is reported in our 2022-2026 Strategic Plan. The practice covers the following IROs: “Energy consumption and related GHG emissions for upstream activities (e.g. raw material purchased and inbound logistics) (Scope 3) with negative impact on climate change”, “Energy consumption and related GHG emissions for downstream activities (e.g. outbound logistics, vehicles usage and use of sold products) (Scope 3) with negative impact on climate change”, “Energy consumption and related GHG emissions (Scope 1 / Scope 2) with negative impact on climate change and the community (e.g. Maranello)”, “Difficulties in targeting Ferrari Carbon Footprint strategy related to Scope 3 Indirect Emissions with main focus on Upstream”, “Energy efficiency - Using renewable energy at a reduced cost plus investing in low carbon technologies that could result in lower carbon footprint, lower energy consumption and lower energy costs”.

The monitoring and management of the environmental performance of our production plants is assigned to a team that reports to our Chief Technologies & Infrastructures Officer. Their effort is aimed at minimizing the impact of our activities on the environment, particularly in relation to the energy consumption of our production facilities.

We defined our environmental targets, included in our 2022-2026 Strategic Plan, aligned with the Transport Science-Based Target setting Guidance of 2015 aligned with the trajectory “well below 2°C”. The GHG emission reduction targets and the related action plan were reviewed by the Board of Directors.

Below our emissions targets:

a. carbon neutrality in our own operations already starting from 2021, through high-quality projects with climate and social contributions (decreasing by at least 90 percent our Scope 1 and 2 (market-based method) absolute CO2eq emissions - CO2, CH4, N2O and HFCs - by 2030 versus 2021); b. reduction of at least 40 percent of our Scope 3 emissions (CO2, CH4, N2O) per car, focusing mainly on materials and vehicle use phase. In particular, we aim to reduce upstream emissions by 30 percent per car and downstream emissions by 50 percent per car by 2030 versus 2021.

Following the former guidance provided by the SBTi for the transport sector, we chose 2021 as the base year for our emission targets as it was more representative of the actual Company situation (2020 figures were influenced by the effects of Covid-19). In 2022, we set targets considering the journey to electrification of our plants, including the phase-out of our trigenerator, and the assumptions of the product mix presented during our 2022 Capital Markets Day (CMD), and there was no other specific assumption regarding the evolution of the external context. The targets in the table below are obtained by transforming the CMD 2022 intensity targets into absolute targets based on the 2024 deliveries (13,752). Given that we plan to develop our new business plan in 2025, we are currently reviewing these targets.

We defined our environmental targets, included in our 2022-2026 Strategic Plan, aligned with the Transport Science-Based Target setting Guidance of 2015 aligned with the trajectory “well below 2°C”. The GHG emission reduction targets and the related action plan were reviewed by the Board of Directors.

Below our emissions targets:

a. carbon neutrality in our own operations already starting from 2021, through high-quality projects with climate and social contributions (decreasing by at least 90 percent our Scope 1 and 2 (market-based method) absolute CO2eq emissions - CO2, CH4, N2O and HFCs - by 2030 versus 2021); b. reduction of at least 40 percent of our Scope 3 emissions (CO2, CH4, N2O) per car, focusing mainly on materials and vehicle use phase. In particular, we aim to reduce upstream emissions by 30 percent per car and downstream emissions by 50 percent per car by 2030 versus 2021.

Following the former guidance provided by the SBTi for the transport sector, we chose 2021 as the base year for our emission targets as it was more representative of the actual Company situation (2020 figures were influenced by the effects of Covid-19). In 2022, we set targets considering the journey to electrification of our plants, including the phase-out of our trigenerator, and the assumptions of the product mix presented during our 2022 Capital Markets Day (CMD), and there was no other specific assumption regarding the evolution of the external context. The targets in the table below are obtained by transforming the CMD 2022 intensity targets into absolute targets based on the 2024 deliveries (13,752). Given that we plan to develop our new business plan in 2025, we are currently reviewing these targets.

We defined our environmental targets, included in our 2022-2026 Strategic Plan, aligned with the Transport Science-Based Target setting Guidance of 2015 aligned with the trajectory “well below 2°C”. The GHG emission reduction targets and the related action plan were reviewed by the Board of Directors.

Below our emissions targets:

a. carbon neutrality in our own operations already starting from 2021, through high-quality projects with climate and social contributions (decreasing by at least 90 percent our Scope 1 and 2 (market-based method) absolute CO2eq emissions - CO2, CH4, N2O and HFCs - by 2030 versus 2021); b. reduction of at least 40 percent of our Scope 3 emissions (CO2, CH4, N2O) per car, focusing mainly on materials and vehicle use phase. In particular, we aim to reduce upstream emissions by 30 percent per car and downstream emissions by 50 percent per car by 2030 versus 2021.

Following the former guidance provided by the SBTi for the transport sector, we chose 2021 as the base year for our emission targets as it was more representative of the actual Company situation (2020 figures were influenced by the effects of Covid-19). In 2022, we set targets considering the journey to electrification of our plants, including the phase-out of our trigenerator, and the assumptions of the product mix presented during our 2022 Capital Markets Day (CMD), and there was no other specific assumption regarding the evolution of the external context. The targets in the table below are obtained by transforming the CMD 2022 intensity targets into absolute targets based on the 2024 deliveries (13,752). Given that we plan to develop our new business plan in 2025, we are currently reviewing these targets.