Objectives and results
We are aware that sustainability is an ambitious long-term path that involves the global approach of how to do business and that it is the result of concrete actions and initiatives.
At the end of the first year from when we developed our Sustainability Plan, we reached a progress level of 68% of the objectives we had set for ourselves to achieve in the short- and medium-term.
In line with the individual sustainability pillars, here is a summary of the figures of the main actions and initiatives we have carried out:
01/ Sustainability culture
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GOALS |
ACTION |
PROGRESS STATUS |
| 1/ Increase Italgas visibility on sustainability issues |
Formally adopt Global Compact |
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Consolidated and strengthen participation in the national and international sustainability networks - Target by 2021 |
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Participate in ESG assessments for admission to listing on the sustainability indices - Target by 2021 |
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Consider an institutional communications campaign focusing on sustainability content - Target by 2020 |
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2/ Develop a sustainability culture |
Continue the induction courses on sustainability issues for top management and Board of Directors members |
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Implement internal communications initiatives to disseminate Italgas positioning - Target by 2020 |
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3/ Enhance the sustainability processes |
Implement the sustainability policy and stakeholder engagement - Target by 2019 |
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Develop sustainability requirements for the vendor management processes - Target by 2019 |
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Certify the anti-corruption systems to ISO 37001 standard - Target by 2019 |
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Promote best practices on sustainability and engagement in the supply chain - Target by 2019 |
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What we did in 2018
- We joined the Global Compact
- We were admitted to the DJSI and FTSE4Good sustainability stock indices
- We created a section dedicated to sustainability for the Company Intranet
- We carried out induction activities with the members of the Board of Directors, the Board of Statutory Auditors and company management
- We carried out corporate communication actions on sustainability
- We organized technical/HSEQ visits to our sites
02/ Focus on human resources
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GOALS |
ACTION |
PROGRESS STATUS |
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1/Protect and enhance know-how |
Implement a personal development policy (system) for people - Target by 2019 |
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Implement a program for the development of skills for young and high potential people - Target by 2021 |
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Increase partnerships with leading Italian universities and polytechnics to "engage" students - Target by 2021 |
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Implement an alternating school-work pilot project |
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Redesign the technical training programmes - Target by 2019 |
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Develop assessment and analysis activities (individual and group assessment) - Target by 2021 |
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Implement the Professional Families programme and encourage exchange of knowledge and experience among the various figures and seniorities present in the company, and geographically standardise the practices in place - Target by 2021 |
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Organise a recruitment plan for young engineers - Target by 2021 |
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Define projects and approaches for dissemination of digital culture and know-how - Target by 2019 |
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Implement new collaboration, sharing and know-how dissemination systems - Target by 2019 |
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Develop and consolidate the “Migliora” programme - Target by 2020 |
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2/Value and strengthen company welfare |
Identify gaps in the welfare available through an employee survey |
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Extend the use of smart working |
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Increase new tools and channels to showcase our welfare services to the company’s population - Target by 2020 |
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3/Value company female presence |
Define the value of female presence in the company and promote dedicated initiatives - Target by 2020 |
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Increase female presence in the company on professional profiles of interest- Target by 2021 |
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4/Improve accident indices |
Arrange sensitisation on accident prevention and health protection targeting employees and contractors |
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Implement internal communications initiatives targeting all employees |
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What we did in 2018
- We participated in career days at several universities and organized internal workshops for the development of skills for young people and high-potential people
- We conducted a survey on corporate welfare services
- We reached 365 people doing smart working
- We designed 25 initiatives in collaboration with Valore D
- We developed the "IngegnerE, Feminine Plural" initiative
- We organized 10 engagement initiatives with 1,078 employees and 258 suppliers
- We coordinated four Safety Walks in our regional centres
Proximity to the community
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GOALS |
ACTION |
PROGRESS STATUS |
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1/Strengthen the relationship with local territories |
Establish an engagement process for local stakeholders in the areas in which Italgas operates |
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2/Investing in the community coherently with our business |
Adopt tools to assess the impact of Italgas presence and social initiatives in the area- Target by 2019 |
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Implement scalable and replicable social innovation projects that create an impact in the cities - Target by 2021 |
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What we did in 2018
- We invested € 687 thousand in initiatives dedicated to art, culture and sports
Value for the market and for customers
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GOALS |
ACTION |
PROGRESS STATUS |
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1/Harmonize processes with the sales companies |
Strengthen relations with the sales companies |
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Set up a workshop with the sales companies |
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2/Reappropriate the relationship with final customers |
Start up the contact centre operations |
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Implement the memorandum of understanding with the Consumer Associations - Target by 2021 |
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What we did in 2018
- We organized two workshops with 50 sales companies representing 99% of the national redelivery points
- We signed a Memorandum of Understanding with 19 of the 20 consumer associations recognized by the Italian National Council of Consumers and Users (CNCU)
Energy efficiency and the environment
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GOALS |
ACTION |
PROGRESS STATUS |
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1/Improve energy efficiency and reduce the carbon footprint |
Install efficient systems that reduce energy consumption during the gas preheating stage |
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Assess the opportunity of beginning the installation of LED lighting in buildings and stations - Target by 2019 |
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Replace cast iron pipes with mechanical joints with pipes in PE/steel equivalents - Target by 2020 |
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Upgrade and complete the natural gas-powered service vehicle fleet - Target by 2020 |
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2/Develop gas advocacy activities
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Increase PDRs in areas that still use LPG or other fuels - Target by 2020 |
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Build partnerships to develop new uses for gas - Target by 2021 |
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3/Enable circular economy processes |
Identify the product segments where green procurement approaches can be developed - Target by 2019 |
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Virtuously manage the disposal of mechanical meters - Target by 2020 |
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Develop approaches to end-of-life management of smart meters - Target by 2023 |
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What we did in 2018
- We implemented gas advocacy activities to promote the benefits of gas throughout our service area
- We added 710 methane-powered vehicles to our corporate fleet
- We installed 28 efficient systems to reduce energy consumption in the gas preheating phase
- We replaced 24.5 km of network that had hemp and lead joints. In addition to increasing safety levels, this also helps us reduce the release of gas into the atmosphere.
ultimo aggiornamento 09 August 2019 12:41 UTC