Nexi ESG strategy

Nexi ESG Strategy

Make digital payment a driver of progress as an ESG Champion

Nexi Group has developed its ESG Strategy which is one of the pillars of the Business Plan communicated to the market on Capital Markets Day last September.

The strategy is based on six pillars, including various goals, such as our commitment to decarbonisation, further strengthening and promoting diversity, equity, and inclusion to be achieved through specific initiatives, and developing employee networks and communities.

Regarding social aspects, the Group also continues its educational efforts in the digitization of payment services to pursue the financial inclusion of diverse segments of the population. Likewise, the Group is active on the data and information security front, raising awareness among its customers and end users about the threats of the virtual world and the actions to be taken to mitigate the risk of fraud.

Nexi confirmed its CDP Leadership Level, with a result of "A-," and in 2023 was included for the third consecutive year in the S&P Global Sustainability Yearbook.

Nexi also updated and made its ESG goals more ambitious, reinforcing its commitment to reducing CO2 emissions and confirming its commitment to becoming Net Zero by 2040, 10 years ahead of international targets resulting from the Paris Agreement.

Key pillars

Security and Trust

Security and trust

Adopt Group IT Security best practices across all relevant geographies, including relevant ISO certifications, and Guarantee (for core services / critical systems) flawless IT service availability and response with minimal interruption.
Roll out Net Promoter System on relevant Group geographies, leveraging internal best practices; and Continuously improve customer satisfaction, adopting a “close-the-loop” approach across relevant Group geographies.



Disclose policies at the Group level on most relevant ESG topics: Taxation, DE&I, Board Diversity, Sustainability, Human Rights, Anti-Bribery and Corruption, and Treatment of Personal Data; and Leverage on Nets’s experience to establish a Group Diversity & Inclusion Board at the managerial level.
Include ESG targets in the remuneration strategy.

Social Progress, Digitisation and inclusion

Social Progress, Digitisation and Inclusion

Provide SMEs and microbusinesses with: Simple and accessible solutions to accept digital payments (e.g., SoftPOS, MobilePOS); Access to E-commerce, also bundling physical and digital products; and Integrated financial offering, also in collaboration with partners

Provide training on digital transformation and payments to merchants in Nexi-relevant geographies; and solutions for digital charitable donations to specific groups at favourable conditions.

Provide digital ticketing for public transport in additional cities across Nexi relevant geographies and Broadening the number of services that can be paid digitally.

Diversity, Equity and Inclusion

Diversity, Equity and Inclusion

Activate specific initiatives to further improve employee satisfaction based on the Engagement Index at Group level; and Invest further in comprehensive Training Programs at Group level to upgrade people capabilities and Scale-up job rotations programs

Upgrade Human Resources processes, setting short-term targets; Develop a methodology to measure “Equal Pay” across the whole Group; Reduce gender pay-gap; and Provide DE&I Training to all employees



Update and extend Net Zero targets (certified by SBTi) to include SIA and Nets, and implement actions to reduce emissions (Scope 1, 2, 3).

Increasing the use of renewable energy at the Group level.

Launch of carbon calculator functionality on the NexiPay app to raise cardholders’ awareness of carbon emissions (and start activation on Servicing cards where partner banks are interested).

Sustainable products and supply chain

Sustainable products and supply chain

Issue cards using recycled / ocean plastic to reduce emissions, reuse waste materials and fight environmental pollution; and Scale-up dematerialized solutions with lower environmental impact such as Soft POS, Digital Receipt, and Virtual Cards.

Extend the risk assessment process to all potentially critical suppliers (e.g., by product category and/or spend threshold) at the Group level and conduct a third-party assessment of ESG-related risks and define a remediation plan (if needed).