We seek to be among those who will lead change so as to safeguard the future of new generations since the fundamental elements of our identity – energy, water, the environment – remain at the core of our drive to promote the ecological transition which, as also discussed at the last COP in Glasgow, the world urgently requires.
We have done so by using 11 SDGs of the UN 2030 Agenda as reference for the definition of our strategy. A long-term strategy dedicated to the development of the Circular Economy and the Energy Transition, the two mainstays on which the Group’s entire plan of development is based. Without forgetting the enabling factors of a fair and just environmental transition: Digital, Governance and People Innovation.
We work to decrease the consumption of water in water catchment and distribution processes, to reduce water loss and to improve the quality of the water returned to the environment.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Reduction in pipeline water consumption in electricity distribution – Unareti perimeter – versus 2020 | -0.22 | -0.29 | -0.37 | -0.59 |
| Pipeline water losses (mc/km/day) - average | 23.12 | 21.79 | 19.93 | 18.68 |
| Total inhabitants served (purification) - thousands | 574.26 | 64859 | 998.03 | 1805.12 |
| Reduction in energy consumption of wells (baseyear 2021) A2A Water Cycle – total figure | NEW | -0.04 | -0.08 | -0.12 |
| Number of intelligent sensors installed for water service – total figure | 841.00 | 953.00 | 1123.00 | 1423..00 |
| Percentage of new-generation water meters installed | 0.29 | 0.60 | 0.83 | 0.96 |
| % districtualization of A2A Water Cycle pipeline network | NEW | 0.29 | 0.42 | 0.65 |
Reducing the production of waste with a policy of prevention, reduction, reuse.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Areas in which waste prevention and reduction measures are in place (% out of total inhabitants served) always >85% |
85% | 89% | 91% | 92% |
| Number of partnerships initiated for circular economy projects | 10 | 18 | 26 | 3 |
Improving the process of collected waste recovery (also through use as an energy source) and promoting sorted collection.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Percentage of sorted urban waste (%) | 71% | 72% | 75% | 77% |
| % sorted waste – Milan | 62% | 65% | 70% | 76% |
| % landfilled urban waste | 0% | 0% | 0% | 0% |
| Reduction per capita commingled waste (t/inhabitant)1 | 132.4 | 131.6 | 118.1 | 99.0 |
| Waste used for material recovery (Mt) | 0.9 | 1.3 | 1.7 | 2.2 |
Helping to reduce the environmental impact of towns and cities, with a particular focus on air quality, by means of district heating and district cooling.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Heat storage capacity for DH (cubic metres) | 18,220 | 26,220 | 33,220 | 33,220 |
| Energy from waste / renewable heat for DH (TWht) | 1.5 | 1.7 | 2.4 | 2.9 |
| Share of heat from renewables and waste heat recovery (% out of total) | 50% | 53% | 68% | 73% |
| CO2 emissions avoided thanks to DH (t/y) | -323,029 | -332,263 | -476,725 | -595,359 |
| NOx emissions avoided thanks to DH (t) - total | -275 | -800 | -1,721 | -3,234 |
Ensuring maximum energy efficiency by also using BAT for the Group’s assets.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| New A2A building LEED Certification | - | - | Award (2025) | |
| Energy efficiency projects in Group buildings | - | Porta Vittoria head office (2022) | Torre Faro | |
| Emissions (Scope1+2) from Group buildings (t) | 4,887 | 5,212 | 4,722 | 3,741 |
Taking specifically targeted action to reduce the environmental footprint of direct and indirect emissions of greenhouse gases.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Scope 1 (gCO2eq/kWh) - emission factor – perimeter in line with SBTi-approved target1 | 332 | 292 | 283 | 216 |
| Scope 2 (ktCO2eq) emissions | 21 | 8 | 0 | 0 |
| Total emissions of methane from distribution networks avoided – total figures compared with 2015 (tCO2eq) - Unareti perimeter | -58,611 | -83,899 | -138,156 | -240,964 |
Note:
(1) KPI inserted in A2A Sustainable Finance Framework
Contributing to the reduction in the emissions of end users through the sale of green energy and the furthering of energy efficiency projects involving public and private real estate assets.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Green electricity sold to the market (TWh) | 5.0 | 7.2 | 11.2 | 17.4 |
| CO2 free gas sold (Mm3) | 21 | 98 | 226 | 311 |
| Customers with loyalty-linked energy efficiency services (customers with services/products other than basic commodity) | 1.9% | 4.5% | 11.0% | 20.3% |
| Total emissions avoided – VAS products (HVAC, PV systems) (t) | -575 | -11,329 | -92,833 | -440,130 |
| Total emissions avoided – B2B ESCo energy efficiency (t) | -78,617 | -147,087 | -311,461 | -555,274 |
| Total emissions avoided – apartment building and service sector VAS products (t) | -1,117 | -8,064 | -23,373 | -52,168 |
Developing internal and external mobile sustainability solutions
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| E-moving charging contracts (number) | - | 13,404 | 57,732 | 169,632 |
| Total emissions avoided – E-moving (t) | - | -18,945 | -128,614 | -581,976 |
| Number of charging points – total | 472 | 2,035 | 10,079 | 23,995 |
| Percentage of Group electric vehicles (out of total cars and light commercial vehicles) | 8% | 33% | 42% | 58% |
| Number of waste collection and urban cleaning vehicles with low environmental impact (Euro 6, methane, electric) | 53% | 64% | 78% | 91% |
Increasing the share of energy production from renewable sources
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Total RES installed capacity (GW) Generation and Trading BU | 2.2 | 2.8 | 3.7 | 5.9 |
| Percentage of renewable energy out of total – Generation and Trading BU | 30% | 37% | 38% | 63% |
| Total RES installed capacity (GW) – Market BU | 0,01 | 0.03 | 0.09 | 0.17 |
| Total net solar production (GWh) – Market BU | 15 | 50 | 136 | 269 |
Developing solutions for the purpose of offering better information access infrastructure (smart grid) and improving network resilience, and to contribute to the growing electrification of consumption.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Percentage of users with 2G smart electricity meters (Unareti) | 24% | 73% | 99% | 100% |
| User interruptions in LV - SAIFI (#/year/POD) | 1.61 | 1.36 | 1.04 | 0.97 |
| Eletricity grid installed capacity (MVA) | 4,686 | 5,171 | 5,876 | 6,493 |
| Smart grid investments (mln €) – total figure | 38 | 145 | 290 | 486 |
Transforming data into usable information that enhances the company’s systems, processes and strategies so as to achieve sustainable corporate success.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Advanced Analytics in scale up related to SDGs | 2 | 4 | 5 | 5 |
| AI projects with sustainability outcomes | 10% | 10% | 50% | 100% |
Implementation of protection and defence mechanisms to counter logic, vitral attacks.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Cybersecurity ISO27001 (ICT) certification awards | 2 | 4 | 5 | 5 |
| Percentage of impacts on people, services and assets as a result of critical cyber events and incidents | 3 | 7 | 10 | 10 |
| Cyber security knowledge sharing events | 10% | 10% | 50 | 100% |
| Business Continuity ISO22301 certification | - | Ottenimento | ||
| Inclusion of ESG logic in reputational/due diligence analysis | - | 30% | 90% | 100% |
Projects for improvement of infrastructures and of IT/OT/IoT/IIoT platforms and applications.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| CO2 avoided through digital initiatives (t/y) | -123 | -166 | -217 | -288 |
| Number of digital initiatives with measurable sustainability impact | 11 | 18 | 27 | 35 |
Furthering investments in research and development, increasing the number of partnerships with universities and international research centres. Developing new technologies, technological innovation patents.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Number of innovation projects (or investments) related to SDGs | 80% | 90% | 100% | 100% |
| Investments in start-ups (new investments and follow-on) through Corporate Venture Capital initiatives | 4 | 6 | 6 | 6 |
| Crowdsourcing of ideas and solutions (e.g. scouting, innovation broker,..) in order to direct sustainability goals | 8 | 12 | 15 | 15 |
Maintaining high quality standards in services provided, ensuring high levels of customer satisfaction.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Customer Care digitalization: digital contacts out of total | -123 | -166 | -217 | -288 |
| Work on Group websites designed to increase and improve contact touchpoints – number/year | 11 | 18 | 27 | 35 |
| Call Centre CSI A2A Energy |
> national average for sector |
> national average for sector | > national average for sector | > national average for sector |
| Customer Satisfaction – Aprica | 74.60 | 74.80 | 75.1 | 75.5 |
| Customer Satisfaction – AMSA | 7.67 | 7.71 | 7.77 | 7.85 |
| Number of active bollett@mail supplies (energy sales) – thousand | 1,314 | 2,332 | 3,566 | 4,915 |
Supporting Smart City development in areas where the Group operates by also applying new business models that exploit the technological component (Smart and Big Data networks).
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Gas substations, sectioning boxes, electricity secondary substations, 5G enabling public lighting, FWA and smart sensors | 5 | 45 | 470 | 10.000 |
| Data analytics projects for municipalities and utilities for mobility safety and air quality | 1 | 6 | 20 | 150 |
Taking part in projects for the protection of the land and the safeguarding of protected species by monitoring and defending the areas that we serve.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Facilities monitored for potential interference with biodiversity (protected and Natura 2000 areas, and others) (Maintaining complete coverage of sites and activities in the light of foreseen extension of the corporate perimeter) | 100% | 100% | 100% | 100% |
Implementing all the national and international safeguards and other measures to ensure compliance throughout the Group.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| ISO37001 certification - Anti-bribery management systems | - | - | Award (2024) | |
| Training programmes per year on compliance issues | 2 | 2 | 2 | 2 |
| Employees trained about the Code of Ethics and Group documents relating to ethical/behavioural principles | 82 | >80% | >80% | >80% |
Participation in assessments that enable evaluation of the Group’s ESG performance, and implementation of activities to ensure continuing improvement of ratings.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Improvement of score in at least two sustainability ratings/year | 5 | >2 | >2 | >2 |
Guaranteeing the integration of ESG issues into management models, strategy and corporate purpose.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Number of meetings per year on Induction to the Board/Sustainability and Areas Committee on emerging sustainability issues (t.b.d., e.g. EU taxonomy, human rights, TCFD etc.) | 1 | 1 | 1 | 1 |
Verifying that the system of detection, management and prevention of corporate risks sufficiently covers sustainability risks (especially socio-environmental ones) in organizational terms too.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Detecting ERM risks on total material topics | 100% | 100% | 100% | 100% |
| Detection and assessment of risks related to Green Deal | NEW | >80% of year’s programme | >80% of year’s programmeo | >80% of year’s programme |
| Share of processes and activities covered by Environmental Risk Assessment | 39%1 | 100%1 | 100%2 | 100%2 |
Notes:
(1) As completion of roll-out plan of Environmental Risk Assessments of companies with plan defined at 31/12/2021.
(2) As respect of timescale of Environmental Risk Assessment foreseen by the integration plan for new acquisitions
Inclusion of ESG logics in planning and in the assessment of investment.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Percentage of sustainable debt out of the total | 44% | 50% | >70% | >80% |
| Identification of projects classified as “sustainable” during budget/plan definition, according to logics of SDG/ESG/taxonomy classification with indication of ESG KPIs | 100% | 100% | 100% | 100% |
| Developing accurate analysis of ESG expectations of investors and analysts | definition of an ESG best practices checklist | update/revision of ESG best practices at KPI/KI (2022) level | ||
Consolidating and, where possible, enhancing environmental education programmes and raising public awareness of risks associated to climate change.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Number of accesses to environmental culture initiatives | 5,399 | 7,500 | 10,700 | 15,000 |
| Teachers registered on the A2A education portal | 2,346 | 2,000 | 2,200 | 2,500 |
| Stakeholders involved in environmental education initiatives | 44,000 | 26,000 | 30,000 | 35,000 |
Nota:
(*) Inclusa ACSM-AGAM e AEB dal 2021.
Developing structured systems for listening to employees, promoting projects to foster dialogue and collaboration.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Employees involved in engagement schemes (% out of total) | 100% | 100% | 100% | 100% |
| Action taken on proposals made | 100% | 100% | 100% | 100% |
| Employees involved in pulse surveys (number) | 100% | 100% | 100% | 100% |
Promoting more affordable charges or other solutions for users in difficulty (e.g. Energy Bank)
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Long-term plan for the Energy Bank scheme that develops synergies, with the involvement of associations, other businesses, research agencies and third sector organizations, and aims to extend the scheme nationwide as well as consolidating its presence in the areas historically served by the Group. | Start | Development | ||
Implementation of training programmes to enhance skills and to further professional development (also related to topics such as sustainability, anti-corruption, human rights).
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Employees involved in training on sustainability and SDGs (% employees to whom content is made available) | 60% | 80% | 100% | 100% |
| Density of investment in role training | 57% per 16,4 ore pro-capite | 60% per 10 ore pro-capite | 60% per 10 ore pro-capite | 60% per 10 ore pro-capite |
Insertion of sustainability goals in MbO material (correlation between management pay and sustainability KPIs).
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Employees with formally assigned objectives (% out of total employees) | 12% | 15% | 50% | 100% |
| Extent of continuous feedback process | 29% | 50% | 50% | 100% |
Implementation of the best business organization systems to deliver effective development of all working processes.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Average hierarchy depth | 3.84 | 3.78 | 3.70 | 3.50 |
| Digitalization regulatory documents | 0 | 50% | 100% | 100% |
| Interim positions of over 12 months | 44% | 31% | 13% | 0 |
Developing measures to foster the culture of workplace health and safety among contractors and other suppliers. Developing Green Procurement policies.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Incidence of sustainability criteria in vendor rating process | 17% | >20% | >25% | <30% |
| Orders assigned to certified suppliers | 86% | 85% | 87% | 90% |
| Orders assigned to financially solid suppliers (D&B Rating 1-2) | 77% | >70% | >75% | >85% |
| % of orders to suppliers assessed with ESG indicators (Infoprovider: EcoVadis) | 47% | 65% | 80% | 90% |
| Corrective action taken as a result of checks with negative result | 94% | 89% | 91% | 92% |
| Inspections carried out at roadwork sites (number/year) | 5,522 | 4,920 | 5,910 | 6,900 |
Consolidation of plan of training and prevention to reduce injuries and take more action to guarantee worker health and safety.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Number of accesses to health promotion initiatives | 5,100 | 7,300 | 10,600 | 15,000 |
| Injury frequency rate (IF) with limit based on con cancello su Injury severity rate calculated taking account of only first prognosis | 20.0 | 17.67 | 14.99 | 12.60 |
Developing integrated reporting and a suitable information system for planning and control. Developing external stakeholder engagement activities, strengthening our relations with the areas we serve.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Areas involved in multi-stakeholder engagement initiatives/year | 7 | 5 | 8 | 10 |
| Developing analysis of the assessment of impact on areas served | 1 | 1 | 3 | 5 |
| CO2 free Group events (compensation via credits) | 0 | 30% | 100% | 100% |
| Publication of content for Group growth in ESG brand reputation (reputational return on digital channels) | >90% | >77% | >80% | >85% |
| Sponsorization with SDG-related awareness initiatives | 50% | 50% | 70% | 90% |
| Organization of meetings on innovative regulatory and sustainability issues linked to the Business Plan between A2A senior management and one or more major regulatory stakeholders | >2 | >2 | >2 | >2 |
| Drawing up of at least one innovative regulatory proposal, also with BU involvement, on a development issue covered in the Business Plan. | 1 | 1 | 1 | 1 |
Developing innovative welfare policies, also related to the promotion of gender equality, and fostering skills by means of a generational bridge that allows the transfer of knowledge and experience between more junior and more senior staff.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2021 | 2023 | 2026 | 2030 | |
| Women in positions of responsibility (% out of total such positions)1 | 24% | 25% | 28% | 35% |
| Board of Directors Gender Balance | 43% | 53% | 63% | 90 |
| Gender Pay Gap | Employees: 98% Mid-management: 96% Senior management: 100% |
Employees: 99% Mid-management: 98% Senior management: 100% |
Employees: 100% Mid-management: 100% Senior management: 100% |
Employees: 100% Mid-management: 100% Senior management: 100% |
| Women in succession plans (% out of total)1 | 19% | 20% | 26% | 30% |
| % women among new Group hirings (not including blue-collar workers) | 45% | 47% | 50% | 50% |
| Training on D&I topics (% employees for whom content is available) | 60% | 80% | 100% | 100% |
| Disabled employees involved in specific support/inclusion projects (% out of total employees in protected status category) | 10% | 35% | 80% | 100% |
| Hours worked in remote working (% out of total with reference to pandemic situation) | 21.7% | 11.7% | 13% | 21% |
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A2A S.p.A. - P.I. 11957540153