Being a Life Company has increased our sense of responsibility: we are an organisation that must be consistent and attentive in its internal management, in the delivery of services and infrastructure, and in its organisational culture.
- Towards a new way of working
- The social context
- The A2A Plan
- Diversity and inclusion
Towards a new way of working
A work model that puts people at the centre
We are a Life Company first and foremost for our people. We have built an environment where people are the starting point for everything else: how we operate, the communities we serve, and the future we aim to build.
This approach also translates into tangible tools and initiatives designed to support the quality of life of those who contribute every day to our ecological transition journey.
The social context
Social changes and new corporate responsibilities
Ongoing demographic and social transformations have a direct impact on people’s quality of life, communities and working experiences. In Italy, trends such as the gender employment gap and new forms of work–life balance require corporate responses that go beyond traditional benefits. Organisations that aim to create value must act responsibly, placing welfare policies, inclusion, participation and social sustainability at the centre of their approach.
34.6%
Adults aged 18–64 with caregiving responsibilities
35.1%
The employment gap between mothers (55.5% employment rate) and fathers (90.6%) in the 25–54 age group
27.7%
People aged 15–64 with children under 15
Source: ISTAT
The A2A Plan
Our choices for work and quality of life
We have defined a strategic plan that integrates sustainable innovation with people’s wellbeing, both within and outside our Life Company. Overall, we invest €72 million in the wellbeing of our approximately 15,000 people, allocating resources across key areas that go well beyond traditional benefits.
Choice and reward flexibility
A significant share of the investment (around €39 million) is dedicated to performance bonuses. People can choose to allocate all or part of these bonuses to supplementary pension schemes, with an additional company contribution of approximately 15% of the converted amount. In this way, a financial bonus becomes a tool to build long-term security and life planning.
Supplementary healthcare to support access to medical care, specialists and treatments not covered by the National Health Service.
Psychological support and wellbeing programmes to promote mental balance and stress management.
Addiction prevention initiatives, training programmes and support pathways for people facing personal difficulties.
Agreements with partners on personal services, from mobility to education, to ease the daily burden on families.
Support for parenting
We allocate €10 million to measures supporting families and parenting: practical services and tools for those raising children or balancing caregiving responsibilities with work, particularly in the early years of a child’s life.
Continuous learning
We have launched reskilling and upskilling pathways for 100% of employees in thermoelectric plants by 2035, to develop new technical and digital skills in response to the ecological transition. In particular, around 66% of our workforce will be involved in training programmes focused on digital and green technologies, with a specific focus on renewable energy and sustainable resource management skills.
Diversity and inclusion
An environment that values every talent
We have adopted strong policies to promote inclusion, supporting gender and background diversity across our workforce. These objectives form part of a broader commitment to diversity and inclusion, aimed at creating an environment that values every identity and every talent.
40%
Women in management positions by 2035, +11% vs 2025
100%
Gender balance in the Board of Directors by 2035, +25% vs 2025
<1%
Gender pay gap by 2035
Source: Sustainability Plan
Useful resources
Services
A2A S.p.A. - P.I. 11957540153