Sustainability for a Life Company
We take care of people’s quality of life and the future of the Planet
We want to be among those leading the change to protect the future of new generations, since the core elements of our identity - energy, water, environment - remain at the center of the path to drive the ecological transition the world urgently needs.
The five pillars of our Sustainability Plan
Our business model sets out to create, over time, sustainable and shared value for us and for our stakeholders
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.
- Circular economy
- Ecological transition
- Digital
- Governance
- People innovation
Circular economy
We generate new resources in the form of materials and energy, and we reduce wastage in order to preserve the planet and protect the environment
Implement actions to reduce water consumption in capture and distribution processes, decrease water dispersion and improve the quality of water returned to the environment
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Reduction of water consumption from aqueduct in electricity distribution - Unareti perimeter - % reduction vs. 2020 consumption | -32% | -53% | -59% | -59% |
| Linear water loss (mc/km/day) - average | 16.1 | 15.0 | 14.4 | 13.5 |
| Number of smart sensors installed for water service - cumulative figure | 3,500 | 9,000 | 9,500 | 9,850 |
| Percentage of new generation water service meters installed | 56% | 79% | 85% | 89% |
| Percentage of districting of A2A Water Cycle aqueduct network | 52% | 61% | 69% | 83% |
SDG
Reduce waste production through a policy of prevention, reduction, re-use
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Locations where waste prevention and reduction activities are underway (% of total population served) always >85% | 89% | 91% | 92% | - |
| Number of circular economy partnerships started | 32 | 39 | 46 | - |
SDG
Improve the recovery process of collected waste (also through its energy valorisation) and promote waste sorting.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Index of sorted waste collected (% of total collected) | 71% | 72% | 73% | 75% |
| Percentage of sorted waste collected city of Milan | 63.7% | 65.2% | 67% | 69% |
| Percentage of urban waste collected in landfills | 0.4% | <1% | <1% | <1% |
| Per capita reduction of undifferentiated waste (kg/person) | 138.0 | 129.0 | 120.8 | 107.4 |
| Waste sent for material recovery (kt) | 1,141 | 1,363 | 1,741 | 2,045 |
SDG
Help to reduce the environmental impact of cities, paying particular attention to air quality by implementing district heating and cooling
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Thermal storage capacity for district heating (cubic meters) | 31,015 | 32,715 | 34,215 | 34,215 |
| Energy from non-fossil sources for district heating (TWht) | 1.84 | 2.10 | 2.15 | 2.24 |
| Share of heat from non-fossil sources | 63% | 63% | 61% | 60% |
| CO2 emissions avoided through district heating (t/yr) | -312,505 | -348,303 | -385,323 | -399,953 |
| NOx emissions avoided through district heating (t) - cumulative | -1,034 | -1,8655 | -2,776 | -4,388 |
SDG
Ensure maximum energy efficiency through BAT also for group assets
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Develop energy efficiency projects in Group buildings | Brescia Lamarmora | - | - | - |
SDG
Ecological transition
We develop the production and use of green energy, speeding up decarbonization and fostering the electrification of consumption
Developing actions to reduce the environmental footprint such as direct and indirect greenhouse gas emissions.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Scope 1 + Scope 2 emission factor (gCO2eq/kWh) | 258.07 | 245 | 216 | 152 |
| Scope 2 emissions (ktCO2eq) – purchased energy | 16,6 | 0 | 0 | 0 |
| Scope 3 emissions - Upstream energy vectors (Base year 2023) | - | - | -50% | -65% |
| Scope 3 emissions - Sold products (Base year 2023) | - | - | -12% | -26% |
| Total of methane emissions avoided from distribution networks - cumulative values compared to 2015 (tCO2eq) - Unareti perimeter | -108,302 | -368,035 | -453,257 | -466,066 |
SDG
Contribute to the reduction of emissions of end customers through the sale of green energy and the development of energy efficiency measures in public and private real estate.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Green electricity sold to market (TWh) | 8.9 | 12 | 17 | 24 |
| CO2 free gas sold to segment (Mm3) | 132 | 132 | 167 | 201 |
| Loyal customers with energy efficiency services (Customers with a service/product in addition to the commodity) | 15% | 30% | 46% | 85% |
| Cumulative 21-35 emissions avoided - SEA products (HVAC, PV systems) (tCO2eq) | -9,534 | -37,783 | -118,341 | -434,134 |
| Cumulative 21-35 emissions avoided - B2B energy efficiency – ESCo (tCO2eq) | -170,318 | -322,169 | -488,827 | -588,320 |
| Cumulative 21-35 emissions avoided - Condominium and tertiary sector SEA products (tCO2eq) | -6,781 | -11,148 | -19,094 | -34,911 |
SDG
Develop sustainable internal and external mobility solutions
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Emoving recharging service contracts (number) | 43,394 | 91,309 | 236,439 | 973,608 |
| Emissions avoided from A2A charging stations (tCO2eq) | 6,632 | 44,316 | 150,145 | 436,107 |
| Number of electric recharging points - cumulative 21-35 (k) | 1.90 | 9.7 | 15.83 | 25.49 |
| Average specific emissions (kg/y) of service vehicle fleet (excluding special vehicles) calculated with WLTP (Worldwide Harmonized Light Vehicles Test Procedure) criteria | 1,600 | 518 | 0 | 0 |
| Number of environmentally-friendly collection and sweeper vehicles (Euro 6, CNG, electric vehicles) (%) | 76% | 89% | 94% | 98% |
SDG
Increase the share of energy production from renewable sources
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Total installed RES capacity (GW) Generation BU - Italian perimeter | 2.6 | 2.9 | 3.8 | 5.6 |
| Percentage of total renewable energy - Generation BU | 49% | 35% | 45% | 66% |
| Total installed RES capacity (GW) Market BU | 0.02 | 0.04 | 0.07 | 0.11 |
| Total net solar production (GWh) Market BU | 14.4 | 38.4 | 49.7 | 76.9 |
SDG
Develop solutions in order to provide a better information access infrastructure (smart grid) and improve grid resilience, and to contribute to the increasing electrification of consumption.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Percentage of users with 2G smart meter electricity (Unareti) | 88% | 95% | 98% | 98% |
| User outages in BT - SAIFI (#/year/POD) | 1.88 | 1.52 | 1.38 | 1.33 |
| Installed capacity of power grid (GVA) | 5 | 10 | 10 | 11 |
| Number of primary stations installed | 38 | 106 | 111 | 117 |
SDG
Digital
We are investing in digitalization and innovation in order to accelerate achievement of our objectives and to make our contribution to sustainable development even more incisive
Infrastructure improvement projects and improvement of IT/ OT/IoT/IIoT platforms and applications. Adoption of defense mechanisms and protection from logic, viral attacks
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| # Cyber Security Risk Evaluation per year | 2 | 3 | 3 | 4 |
| # Cyber Security by Design engagements | 535 | 550 | 700 | 700 |
| Incident response procedures test frequency per year | 2 | 2 | 2 | 2 |
| # Pen Test or Vulnerability Analysis activities per year | 100 | 150 | 250 | 250 |
| # Cyber Training hours per year | 4,000 | 4,500 | 6,000 | 6,000 |
| # Phishing Campaigns per year | 12 | 24 | 24 | 24 |
| # External Security audits or Vuln Assessment per year | 1 | 1 | 1 | 1 |
| # Internal Security audits or Vuln Assessment per year | 4 | 5 | 5 | 5 |
SDG
Develop investments in R&D, increasing the number of partnerships with universities and international research centers. Develop new technologies, patents of technological innovation
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| R&D research projects and initiatives with ESG goals (%) | 80% | 80% | 80% | 80% |
| Totex in R&D with ESG impact | 6.8 | 35.0 | 83.2 | 163.9 |
| Totex in digital e innovation with ESG impact | 52.1 | 185.7 | 327.9 | 600 |
| Digital and innovation projects and initiatives with ESG goals (%) | 65% | 67% | 68% | 70% |
| Number of experimental projects and PoCs launched by the Group on energy transition and circular economy topics | 81 | 136 | 190 | 280 |
| Initiatives with positive impact on emissions | 14 | 16 | 18 | 20 |
| Investments in digital and innovation initiatives with positive impact on emissions | 10.9 | 30 | 48 | 80 |
| CCUS initiatives vs. total R&D initiatives | 22% | 31% | 34% | 32% |
| Courses delivered in team with A2A and coordinated by R&D (number of teaching hours) | 60 | 40 | 50 | 50 |
| Research assignments with universities commissioned by R&D | 20 | 18 | 18 | 18 |
| Jobs created through investment in early stage startups | 1,785 | 2,641 | 3,699 | 5,958 |
| Investment operations in early-stage startups in line with energy transition and circular economy (new investments and follow ons) | 37 | 75 | 95 | 100 |
| Patents filed pertaining to technologies on energy transition and circular economy | 5 | 8 | 11 | 16 |
SDG
Maintain high quality standards of services provided by maintaining high levels of customer satisfaction
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Customer Care Digitalization: digital contacts out of total | 24% | 30% | 33% | 55% |
| CSI Call Center A2A Energy | 91% (national average 87,7)* | > than the national average for the industry | > than the national average for the industry | > than the national average for the industry |
| Customer satisfaction AMSA (Milan/Urban Areas) | 7.70 | 7.70 | 7.70 | 7.70 |
| Customer satisfaction Aprica | 74.2 | 75.9 | 76.5 | 78.5 |
| Interventions on Group sites for advanced interactivity - number/year | 70 | 100 | 115 | 140 |
| Number of active bollett@mails - Market BU | 2,102,484 | 2,634,807 | 3,265,582 | 4,440,358 |
Note
* The data refers to 2023 as the value for 2024 will be available in the second half of 2025
SDG
Support Smart City development in the locations where the Group also operates through new business models that exploit the technological component (Smart networks and Big Data)
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| 2nd electric cabins and 5G, FWA enabling IP poles (k) | 5.0 | 6.5 | 7.8 | 9.3 |
| Data analytics projects for urban areas and utilities in the area of safety mobility air quality | 6 | 41 | 141 | 166 |
SDG
Governance
We believe that solid leadership, increasingly aware of full integration of business and sustainability is a crucial factor of success in the fulfilment of our plans
Adhere to projects aimed at protecting land and protected species by monitoring and protecting biodiversity in the locations concerned
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Plants monitored for potential interference with biodiversity (protected areas, Natura 2000 and others). This includes new plants acquired during the reference year and whose monitoring is planned within the same year. (Maintaining full coverage of sites and activities, against the planned extension of the company perimeter) | 100% | 100% | 100% | 100% |
| Definition of an Action Plan for Biodiversity | - | Maintenance | Maintenance | Maintenance |
| Start and development of initiatives aimed at the protection/improvement of biodiversity | - | At least 1 initiative per BU | At least 1 initiative per BU | At least 1 initiative per BU |
SDG
Implement all the best national and international safeguards and initiatives for dissemination of compliance within the Group
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Start at least 2 training projects on compliance issues per year | 3 | 2 | 2 | 2 |
| Employees trained on privacy issues in the last two years (reference year and previous year) | 73%** | >80% | >80% | |
| Employees trained on Legislative Decree 231/2001, code of ethics, anti-corruption policy and whistleblowing system in the last two years (reference year and previous year) | 73%*** | >80% | >80% | >80% |
| Employees trained on Human Rights Policy in the last two years (reference year and previous year)* | 95% | >80% | >80% | >80% |
Notes:
* The data refers to non-operational staff only, given that the human rights course for operational staff was launched in December 2024
** If the criterion used up to the previous year were applied (i.e. a reference period of 6 years), the figure would be equal to 85%
***
If the criterion used up to the previous year were applied (i.e. a reference period of 6 years), the figure would be equal to 89%
SDG
Ensure integration of ESG issues into models of management, strategy and corporate purpose
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Number of meetings during Induction to BOD/CESGT per year on emerging Sustainability issues (tbd e.g. EU Taxonomy, Human Rights, TCFD etc. etc.) | 6 | 1 | 1 | 1 |
SDG
Verify that the corporate risk identification, management, and prevention system adequately covers sustainability risks (and particularly socio-environmental risks), and organizational ones
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Analysis of risks along the value chain in the context of CSRD | 100% | 100% | 100% | 100% |
| Reconciling ERM risks with ESRS topics in the context of CSRD | 100% | 100% | 100% | 100% |
| Share of processes and activities covered by Environmental Risk Assessment for the Group's newly acquired companies, based on the relevant rollout plan (defined during the integration phase) and in any case within 3 years after acquisition. | 100% | 100% | 100% | 100% |
| Share of processes and activities covered by Environmental Risk Assessment for companies in the perimeter of the Group as of 03/31/2023. For 2023-2026, considered as the completion of the roll out plan of Environmental Risk Assessments on companies with a plan defined as of 03/31/2023, taking into account new acquisitions and organizational changes in 2022 and 2023. From 2027, considered as maintaining the level of coverage |
74% | 100% | 100% | 100% |
SDG
Inclusion of ESG logic in planning and in investment evaluations
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Percentage of "sustainable debt" out of total | 78% | >85% | 90% | 100% |
SDG
People innovation
We take care of our workforce and the areas that we serve because we want them to play a leading role in the transformation that we are making towards a new and increasingly inclusive development model
Consolidate and, where possible, improve plans for environmental education activities and promote public awareness of the risks associated with climate change
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Teachers registered on the education portal | 3,613 | 3,900 | 4,200 | 4,700 |
| Stakeholders involved in Environmental Education initiatives | 103,775 | 105,000 | 106,500 | 109,000 |
| Number of accesses to environmental culture initiatives, since 2023 calculated as percentage of accesses to environmental culture initiatives in year "n" compared to the number of companies with active service contracts as of December 31 of year "n-2" | 96% | 93% | 100% | 100% |
SDG
Build continuous employee listening strategies, by promoting dialogue and collaboration initiatives
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Employees involved in survey pulse on wellbeing aspects (% of total) | 100% | 100% | 100% | 100% |
SDG
Identify new needs and take action to enable the most inclusive access to energy
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Number of projects started by Banco dell'Energia and Manifesto signatory partners to tackle energy poverty* | 15 | 39 | - | - |
| Funds raised by Banco dell'Energia to fight energy poverty (k€) | 1,850 | 4,200 | - | - |
Note
* Cumulative data starting from 2023
SDG
Hold training courses aimed at skills enhancement and retraining and professional development (also on issues such as sustainability, anti-corruption, human rights).
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Reskilling and upskilling of thermal power plant employees | 89% | 69% | 81% | 100% |
| Digital reskilling and upskilling of employees | 53% | 42% | 51% | 66% |
| Investment density of role training (participants with at least 10 hours) | 86% | 60% employees involved for 10 hours per capita | 60% employees involved for 10 hours per capita | 60% employees involved for 10 hours per capita |
| Investment density of role training (average number of hours) | 26.3 | 10 average hours per capita | 10 average hours per capita | 10 average hours per capita |
SDG
Introduce sustainability targets in MbO boards (correlation between management remuneration and Sustainability KPIs).
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Employees involved in a performance management process including the assignment of goals | 51% | 80% | 100% | 100% |
SDG
Implement the best organisation systems for effective development of all work processes
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Digitalization of regulatory documents | 31% | 54% | 78% | 100% |
| Adoption APP A2A Life | 77% | 81% | 85% | 90% |
SDG
Develop initiatives to disseminate an occupational health and safety culture among contractors and other suppliers. Develop Green Procurement policies
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Incidence of sustainability criteria in the vendor rating process | 30% | 30% | 30% | 30% |
| Average ESG score on orders | 63 | 54 | 60 | 70 |
| Supplier CO2 emissions (Scope 3) | - | -5% | -16% | -30% |
| Orders assigned to suppliers with implemented D&I policies | - | 35% | 42% | 70% |
| Percentage of orders to ESG-rated suppliers (Inforprovider Ecovadis) | 79% | 78% | 90% | 90% |
| Corrective action taken after unsuccessful audits | 97% | 96% | 97% | 97% |
| Inspection visits made to road construction sites (number/year) | 7,544 | 7,160 | 7,440 | 7,780 |
SDG
Consolidate the training and prevention plan to reduce accidents and develop worker health and safety initiatives.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Number of accesses to health promotion initiatives (on the total of employes) | 100% | 92% | 100% | 100% |
| Accident Frequency Rate (If) with gate on Severity Rate (SR) calculated by taking account of only the first prognoses. | 15.90 (0.47) |
14.32 (0.25) |
12.28 (0.25) |
9.91 (0.20) |
SDG
Develop integrated reporting and an appropriate information system planning and control. Develop external stakeholder engagement activities, strengthening the relationship with the territory.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2036 | |
| Group CO2 free events (offset through credits) with economic value >30k | 90% | 100% | 100% | 100% |
| Sponsorships with initiatives to raise awareness of SDG issues | 61% | 66% | 69% | 70% |
| Territories involved in multistakeholder engagement initiatives/year | 16 | 16 | 18 | 20 |
| Impact assessment on the territories of responsibility (cumulative) | 5 | 7 | 8 | 15 |
| Publication of contents for the Group's growth in ESG brand reputation (value of reputational return on digital channels) | 38% | 39% | 40% | 41% |
| Meetings on innovative regulatory and sustainability issues related to the Business Plan between A2A top management and one or more lleading regulatory stakeholders | 2 | >1 | >1 | >1 |
| Development, also in team with the BUs, of at least one proposed innovative regulation on the business plan. | 1 | 1 | 1 | 1 |
SDG
Develop innovative welfare policies, also in relation to gender equality, and enhance skills through a generational bridge that enables the transfer of knowledge and experience between the junior and senior population.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2024 | 2027 | 2030 | 2035 | |
| Women in positions of responsibility (% of total managers) | 27.8% | 30% | 35% | 40% |
| Gender Balance BoD | 67% | 76% | 96% | 100% |
| Gender Pay Gap | 0.69% | <1% | <1% | <1% |
| Women in succession plans (% of total) | 27% | 27% | 30% | 35% |
| Direct hiring | 1,636 | 718 | 628 | 629 |
| Percentage of women among new hires in the Group (excluding blue-collar workers) | 42.9% | 47% | 50% | 50% |
| Disabled employees involved in specific support/inclusion projects (% of total employees. Protected categories) | 76% | 85% | 100% | 100% |
| Hours of remote working | 14.70% | 15.70% | 20.60% | 22.70% |
