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 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.

Our risk management approach is an important business driver and it is integral to the achievement of the Group’s long-term business plan. As a relevant factor for long-term value creation, we consider it pivotal to manage risks related to climate change. The fight against climate change and the preservation of the environment are becoming crucial around the world and these concerns have resulted in rapidly evolving climate and environmental regulations emitted across international markets.

Following the structure described in the “Risk Management Process and Internal Control Systems” section of this Report, at the first line of control, the Risk Owner and FLTs are responsible for identifying, assessing, and mitigating risks and for the establishment and maintenance of a risk management system across our business functions. Until December 2023, our CFO, who is a member of the FLT, was in charge of the risk management function that is involved, among other risks, in the assessment, monitoring and management of environmental and climate-related risks. Since December 2023, this role has been assigned to the Chief of Internal Audit, Risk and Compliance Officer. Operating areas represent the first line of defense, they identify climate-related risks and, in collaboration with the central function of risk management, those risks are assessed, monitored and managed at corporate level.

Through the Scenario Analysis and benchmark activities we were able to define our impacts, risks and opportunities.

Climate Scenario Analysis

In 2022, to strengthen our resilience strategy, we conducted a Climate Scenario Analysis of our prospective climate change risks, both physical and transitional, for our plants in Maranello and Modena and for our value chain following the most up-to-date methodologies available internationally, covering the 2030 to 2050 time-horizon. In 2024, the assumptions of this analysis remained unchanged. The choice of the scenarios for physical and transitional risks is based on EU and international guidelines (i.e. EU Taxonomy and TCFD respectively), on climate literature, availability of impact studies and likelihood of scenarios. We used the International Energy Agency (IEA) and the Intergovernmental Panel on Climate Change (IPCC) scenarios along with the Swiss RE, Moody’s Analytics, and Wood Mackenzie international databases.

More specifically, for physical risks, the Representative Concentration Pathways (RCP) correspond to defined emissions and global warming levels. Each RCP scenario is modeled by the scientific community in terms of physical impacts. In particular, we have considered the RCP 8.5, RCP 4.5 and RCP 2.6 scenarios:

• The RCP8.5 scenario is the most extreme of the business-as-usual scenarios. It forecasts an increase above 4°C by 2100. This scenario can translate into reality if the world adopts no mitigation policy. High economic and population growth rates (SSP5) favor this scenario. This scenario triggers most of the climate “points of non-return” and hence, its consequences are difficult to model;
• The RCP4.5 scenario is the most probable given current pledges by countries. It forecasts an increase in temperature between 2 to 3°C by the end of the century, well above the limits of Paris 2015 and Kyoto Protocol. Pledges as of October 2022 lead to an increase of 2.5°C by 2100, as calculated by the United Nations; and
• The RCP2.6 scenario is a Paris/Kyoto one and foresees emissions approximately at the same levels of today (below 1.5°C by 2100 ).

Each climate scenario is characterized by different levels of greenhouse gas concentrations. Specifically, we considered a pessimistic scenario (RCP 8.5), an intermediate scenario (RCP 4.5) and a more optimistic scenario (RCP 2.6) to assess the various situations we might face.

For the analysis of physical risks, we considered three different time horizons:

• short term – from 0 to 2 years
• medium term – from 2 to 5 years
• long term – from 5 to 8 years (the value eight is an indicative value, for specific risks that we already consider, the time horizon could be longer).

All of these risks have to be explored into our risk tables, strategic planning horizons and capital allocation plans.

For the analysis, we considered the geospatial coordinates of our Maranello and Modena plants to understand their exposure to physical events. In particular, precipitation, wind and temperature logs from the local weather grid were analyzed to evaluate present trends and build reliable inferences on possible future trends. A detailed analysis of local sources such as the Modena/Maranello Civil Protection, ARPAE and newspapers allowed to build an “event history” database and contributed to the overall risk mapping.

Through the Scenario Analysis we also analyzed the physical and transitional risks of our suppliers, taking into consideration their location.

In our Scenario Analysis we considered the short, medium and long term, specifically until 2026, from 2026 to 2035 and from 2035 to 2050.

As of today, the Climate Scenario Analysis does not reflect any assumption made in the financial statement.

In our Scenario Analysis we considered the short, medium and long term, specifically until 2026, from 2026 to 2035 and from 2035 to 2050.

As of today, the Climate Scenario Analysis does not reflect any assumption made in the financial statement.

For the analysis of physical risks, we considered three different time horizons:

• short term – from 0 to 2 years
• medium term – from 2 to 5 years
• long term – from 5 to 8 years (the value eight is an indicative value, for specific risks that we already consider, the time horizon could be longer).

All of these risks have to be explored into our risk tables, strategic planning horizons and capital allocation plans.

For the analysis, we considered the geospatial coordinates of our Maranello and Modena plants to understand their exposure to physical events. In particular, precipitation, wind and temperature logs from the local weather grid were analyzed to evaluate present trends and build reliable inferences on possible future trends. A detailed analysis of local sources such as the Modena/Maranello Civil Protection, ARPAE and newspapers allowed to build an “event history” database and contributed to the overall risk mapping.

Through the Scenario Analysis we also analyzed the physical and transitional risks of our suppliers, taking into consideration their location.

More specifically, for physical risks, the Representative Concentration Pathways (RCP) correspond to defined emissions and global warming levels. Each RCP scenario is modeled by the scientific community in terms of physical impacts. In particular, we have considered the RCP 8.5, RCP 4.5 and RCP 2.6 scenarios:

• The RCP8.5 scenario is the most extreme of the business-as-usual scenarios. It forecasts an increase above 4°C by 2100. This scenario can translate into reality if the world adopts no mitigation policy. High economic and population growth rates (SSP5) favor this scenario. This scenario triggers most of the climate “points of non-return” and hence, its consequences are difficult to model;
• The RCP4.5 scenario is the most probable given current pledges by countries. It forecasts an increase in temperature between 2 to 3°C by the end of the century, well above the limits of Paris 2015 and Kyoto Protocol. Pledges as of October 2022 lead to an increase of 2.5°C by 2100, as calculated by the United Nations; and
• The RCP2.6 scenario is a Paris/Kyoto one and foresees emissions approximately at the same levels of today (below 1.5°C by 2100 ).

Each climate scenario is characterized by different levels of greenhouse gas concentrations. Specifically, we considered a pessimistic scenario (RCP 8.5), an intermediate scenario (RCP 4.5) and a more optimistic scenario (RCP 2.6) to assess the various situations we might face.

In 2022, to strengthen our resilience strategy, we conducted a Climate Scenario Analysis of our prospective climate change risks, both physical and transitional, for our plants in Maranello and Modena and for our value chain following the most up-to-date methodologies available internationally, covering the 2030 to 2050 time-horizon. In 2024, the assumptions of this analysis remained unchanged. The choice of the scenarios for physical and transitional risks is based on EU and international guidelines (i.e. EU Taxonomy and TCFD respectively), on climate literature, availability of impact studies and likelihood of scenarios. We used the International Energy Agency (IEA) and the Intergovernmental Panel on Climate Change (IPCC) scenarios along with the Swiss RE, Moody’s Analytics, and Wood Mackenzie international databases.

More specifically, for physical risks, the Representative Concentration Pathways (RCP) correspond to defined emissions and global warming levels. Each RCP scenario is modeled by the scientific community in terms of physical impacts. In particular, we have considered the RCP 8.5, RCP 4.5 and RCP 2.6 scenarios:

• The RCP8.5 scenario is the most extreme of the business-as-usual scenarios. It forecasts an increase above 4°C by 2100. This scenario can translate into reality if the world adopts no mitigation policy. High economic and population growth rates (SSP5) favor this scenario. This scenario triggers most of the climate “points of non-return” and hence, its consequences are difficult to model;
• The RCP4.5 scenario is the most probable given current pledges by countries. It forecasts an increase in temperature between 2 to 3°C by the end of the century, well above the limits of Paris 2015 and Kyoto Protocol. Pledges as of October 2022 lead to an increase of 2.5°C by 2100, as calculated by the United Nations; and
• The RCP2.6 scenario is a Paris/Kyoto one and foresees emissions approximately at the same levels of today (below 1.5°C by 2100 ).

Each climate scenario is characterized by different levels of greenhouse gas concentrations. Specifically, we considered a pessimistic scenario (RCP 8.5), an intermediate scenario (RCP 4.5) and a more optimistic scenario (RCP 2.6) to assess the various situations we might face.

For the analysis of physical risks, we considered three different time horizons:

• short term – from 0 to 2 years
• medium term – from 2 to 5 years
• long term – from 5 to 8 years (the value eight is an indicative value, for specific risks that we already consider, the time horizon could be longer).

All of these risks have to be explored into our risk tables, strategic planning horizons and capital allocation plans.

For the analysis, we considered the geospatial coordinates of our Maranello and Modena plants to understand their exposure to physical events. In particular, precipitation, wind and temperature logs from the local weather grid were analyzed to evaluate present trends and build reliable inferences on possible future trends. A detailed analysis of local sources such as the Modena/Maranello Civil Protection, ARPAE and newspapers allowed to build an “event history” database and contributed to the overall risk mapping.

Through the Scenario Analysis we also analyzed the physical and transitional risks of our suppliers, taking into consideration their location.

With regard to transition scenarios analysis, according to different scenarios, transition speeds might vary greatly in the next two decades. The assessment of transition climate-related risks is based on a qualitative and quantitative climate-related scenario analysis. We take into account prospective scenarios for technological development, market conditions and normative evolutions. These scenarios are based on the IEA (namely NZE, APS and STEPS scenarios), a world agency providing analysis and advisory services to governments on energy issues, combined with many different literature studies, based on the definition of a climate ambition and technology progress parameter. Also, IPCC SSP scenarios were used to create charging infrastructure projections. The overall structure of the analysis relies on the pairing of physical and transition scenarios following the combinations: (1) SSP1/NZE- (2) SSP2/APS- (3) SSP3-5/STEPS:

• The Net Zero Emissions by 2050 Scenario (NZE) is a normative scenario that shows a pathway for the global energy sector to achieve net zero CO2 emissions by 2050, with advanced economies reaching net zero emissions in advance of others. It is consistent with limiting the global temperature rise to 1.5 °C with no or limited temperature overshoot (with a 50 percent probability). It is consistent with an RCP2.6 scenario. It is compatible with the SSP1 IPCC scenario, where the world follows a sustainable development pathway, with inequalities reduced, strong convergence between developing and developed countries, and strong climate action;
• In the APS scenario, countries fully implement their national targets to 2030 and 2050. It is a “business as usual” scenario. It is consistent with a low range of the RCP4.5 scenarios. It is compatible with the SSP2 IPCC scenario which is a business-as-usual scenario;
• The STEPS provides a conservative benchmark for the future, as it does not take for granted that governments will reach all announced climate goals. It explores where the energy system and other sectors might go without a major additional effort from policy makers. It is consistent with a high RCP4.5 (low RCP8.5) scenario, and compatible with SSP3-SSP5 IPCC scenarios. The SSP5 is a scenario with a strong technological development sustained, however, by fossil fuels, while the SSP3 is a “divided” world scenario, featuring strong inequalities and competition for resources between nations.

To identify transitional risks, we analyzed, for each country in which Ferrari operates through points of sale, the regulatory situation concerning the ICE powertrain. This enabled us to identify the countries in which a restriction on the sale of ICE could be imposed. Moreover, we analyzed the targets set at national level in terms of the number of charging points for BEVs. With regard to the market, we also took into account the societal momentum around climate action, always guided by our scientific and holistic approach to address emission across sectors. The transition scenario analysis also took into consideration the issue of raw material shortage among its assumptions, while considering that it is partly caused by climate change and increased demand (with a consequence on prices) for certain types of critical materials needed to support the electric transition.

With regard to transition scenarios analysis, according to different scenarios, transition speeds might vary greatly in the next two decades. The assessment of transition climate-related risks is based on a qualitative and quantitative climate-related scenario analysis. We take into account prospective scenarios for technological development, market conditions and normative evolutions. These scenarios are based on the IEA (namely NZE, APS and STEPS scenarios), a world agency providing analysis and advisory services to governments on energy issues, combined with many different literature studies, based on the definition of a climate ambition and technology progress parameter. Also, IPCC SSP scenarios were used to create charging infrastructure projections. The overall structure of the analysis relies on the pairing of physical and transition scenarios following the combinations: (1) SSP1/NZE- (2) SSP2/APS- (3) SSP3-5/STEPS:

• The Net Zero Emissions by 2050 Scenario (NZE) is a normative scenario that shows a pathway for the global energy sector to achieve net zero CO2 emissions by 2050, with advanced economies reaching net zero emissions in advance of others. It is consistent with limiting the global temperature rise to 1.5 °C with no or limited temperature overshoot (with a 50 percent probability). It is consistent with an RCP2.6 scenario. It is compatible with the SSP1 IPCC scenario, where the world follows a sustainable development pathway, with inequalities reduced, strong convergence between developing and developed countries, and strong climate action;
• In the APS scenario, countries fully implement their national targets to 2030 and 2050. It is a “business as usual” scenario. It is consistent with a low range of the RCP4.5 scenarios. It is compatible with the SSP2 IPCC scenario which is a business-as-usual scenario;
• The STEPS provides a conservative benchmark for the future, as it does not take for granted that governments will reach all announced climate goals. It explores where the energy system and other sectors might go without a major additional effort from policy makers. It is consistent with a high RCP4.5 (low RCP8.5) scenario, and compatible with SSP3-SSP5 IPCC scenarios. The SSP5 is a scenario with a strong technological development sustained, however, by fossil fuels, while the SSP3 is a “divided” world scenario, featuring strong inequalities and competition for resources between nations.

To identify transitional risks, we analyzed, for each country in which Ferrari operates through points of sale, the regulatory situation concerning the ICE powertrain. This enabled us to identify the countries in which a restriction on the sale of ICE could be imposed. Moreover, we analyzed the targets set at national level in terms of the number of charging points for BEVs. With regard to the market, we also took into account the societal momentum around climate action, always guided by our scientific and holistic approach to address emission across sectors. The transition scenario analysis also took into consideration the issue of raw material shortage among its assumptions, while considering that it is partly caused by climate change and increased demand (with a consequence on prices) for certain types of critical materials needed to support the electric transition.