Strategic Plan
The acquisition of 2i Rete Gas and the continued digitalisation of the network, supported by the integration of artificial intelligence, mark the beginning of a new phase for the Group. The 2025–2031 Strategic Plan brings together innovation, sustainability and investments to deliver lasting value for local communities.
Shaping a new energy
With the 2025–2031 Strategic Plan, Italgas gives renewed strength and substance to the new chapter in its history of growth and value creation that began with the acquisition of 2i Rete Gas, which significantly expanded the Group’s operating scope. The Plan highlights Italgas’ ability to manage and develop its networks through the most advanced technological solutions and fully digitalised processes.
The Plan is grounded in the recognition that distribution networks are no longer merely physical infrastructure, but continuously evolving digital systems designed to ensure safety, efficiency and sustainability in a rapidly changing energy landscape. Investments in gas networks are also aimed at enabling the distribution of green molecules, including biomethane and green hydrogen.
The integration of 2i Rete Gas into Italgas Reti, completed in just three months, made it possible to unify information systems, optimise territorial structures and define a comprehensive efficiency programme, further strengthening the Group’s industrial profile.
Within this framework, the 2025–2031 Strategic Plan sets out a €16.5 billion investment programme—the most significant in Italgas’ history—focused on growth, sustainability and on consolidating the Group’s role in the Italian and European energy transition.
Reference documents
An investment plan for infrastructure development
The Strategic Plan envisages total investments of €16.5 billion, structured around three main areas of intervention:
-
€14.2 billion for the development of the gas distribution business in Italy and Greece, including network expansion and modernisation, digitalisation and digital upgrades, as well as the investment related to the acquisition of 2i Rete Gas.
-
€1.5 billion for participation in area tenders (ATEM) and for strengthening the Group’s territorial presence.
-
€800 million allocated to the water sector and energy efficiency, with the aim of accelerating infrastructure modernisation and significantly reducing losses.
These investments will support the development of an increasingly resilient and efficient network, capable of integrating growing volumes of biomethane, hydrogen and synthetic methane, thereby contributing to the progressive decarbonisation of end-use energy consumption.
The Group’s digital transformation
Digital transformation is a core pillar of the Strategic Plan. The expansion of monitoring and control platforms, the full remote management of infrastructure and the gradual replacement of existing meters with the new H₂-ready “Nimbus” devices will enable increasingly accurate, secure and efficient network operations. The investment plan also includes the digitalisation of the network acquired with 2i Rete Gas. The Plan identifies €900 million in investment synergies, primarily aimed at improving the efficiency of the acquired assets through digitalisation, while also contributing to the generation of over €100 million in additional revenues. The application of Artificial Intelligence to more than 100 operational and staff processes is expected to deliver a further €70 million in efficiencies, enhancing intervention planning, service quality and the predictive capabilities of the Group’s systems.
Key initiatives in our digital transformation
-
Completing the digitisation of the 2i Rete Gas network to align with our standards
-
Further enhancing the DANA 2.0 system through integration with artificial intelligence
-
Implementation of the massive roll-out of Nimbus, our ‘H2 ready’ smart meter
A model of sustainable growth, some initiatives
-
Gas distribution
IIn Italy, investments will support the repurposing of the network, the expansion of infrastructure and the development of renewable gases. The Hyround plant in Sestu is expected to come on stream in 2026, enabling green hydrogen to be injected into the local network and to supply industrial and mobility applications. In Greece, through Enaon, €1 billion will be allocated to the extension of 2,500 kilometres of network, the digitalisation of infrastructure, and the deployment of LNG storage facilities in remote areas.
-
Water sector
The Group will invest €450 million in the upgrading of water networks, focusing on digitalisation initiatives, the deployment of smart meters and the reduction of water losses through the Dana4Water monitoring and control system.
-
Energy efficiency
Geoside will lead the consolidation of the sector through €340 million in investments, dedicated to high-efficiency digital solutions for residential customers, public administrations and small and medium-sized enterprises.
Economic and financial outlook
Planned investments and the synergies arising from the integration of 2i Rete Gas are expected to drive strong growth across the Group’s key economic and financial indicators. By 2031, Italgas anticipates:
- Revenues of €3.8 billion;
- EBITDA of €3.0 billion di euro;
- EBIT of €2.0 billion di euro;
- Net profit exceeding €1 billion as early as 2029;
- Consolidated RAB of over €20 billion.
The projected financial profile foresees a gradual reduction in leverage, expected to reach 60% by 2031, supported by increased operating cash flow generation.
ESG targets and commitments for 2030
The Strategic Plan fully integrates the Group’s sustainability framework and contributes to the achievement of Net Zero targets by 2050.
By 2030, the Plan sets out the following key objectives:
-
Gas distribution sector
o –35% net energy consumption
o –55% Scope 1 and Scope 2 emissions
o –24% Scope 3 emissions related to the supply chain -
Water sector
o –33% reduction in energy consumption and emissions
o Significant reduction in network water losses
The Group’s commitment to people includes reducing the pay gap to ±3% by 2030, strengthening training programmes and further developing employee engagement initiatives, including the new IGrant employee share ownership plan.
See also
-
Objectives, performance and forecasts
-
Context and growth drivers
-
Our strategic vision