Objectives and results
We are aware that sustainability is an ambitious long-term path that involves the global approach to the way of doing business and that it is the result of concrete actions and initiatives.
At the end of the second year since the structuring of our Sustainability Plan, we have reached a level of progress of 79% with respect to the objectives we had set ourselves in the short and medium term.
In line with the individual pillars of sustainability, here is a summary in numbers of the main actions and initiatives carried out:
01/ Develop a culture of sustainability
|
GOALS |
ACTION |
PROGRESS STATUS |
| 1/ Strengthen and enhance the positioning of sustainability |
Consolidate and strengthen participation in national and international sustainability networks |
2-3 years
|
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Consolidate, optimize and improve the presence in sustainability indices |
2-3 years
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Evaluate an institutional communication campaign focused on sustainability content |
1-2 years
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Prepare a roadshow with SRI investors on sustainability issues |
2 years
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2/ Promote the sustainability culture along the value chain |
Develop sustainability requirements in vendor management processes |
2 years
|
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Promoting good sustainability practices and engagement in the supply chain |
2 years
|
What we did in 2019:
- Filling out 6 ESG rating questionnaires, compared to the 4 planned in the sustainability plan
- Completion of the development of a supplier rating that includes sustainability issues
- Administration of a "pilot" sustainability questionnaire to 120 suppliers
- We have been included in the DJSI and FTSE4Good sustainability stock indices
- We carried out induction activities with members of the Board of Directors, the Board of Statutory Auditors and company management
- We have carried out corporate communication actions on sustainability
- We have organized technical visits/HSEQ at our sites
02/ Putting people at the center
|
GOALS |
ACTION |
PROGRESS STATUS AND TIMING |
|
1/ Protecte and enhance know-how and harmonise operational processes |
Consolidate an external teaching and technical mentorship program |
3 years |
|
Increase partnerships with the main Italian Universities and Polytechnics to "engage" students |
2-3 years |
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To carry out the Professional Families program and encourage the exchange of knowledge and experience between the different figures and seniors present in the company and to harmonize the practices in place in the territory |
2-3 years
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Realize an integration plan for young engineers |
2-3 years
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Adopt new digital tools for technical role training |
2 years
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Improving accessibility to applications used for people with disabilities |
1-2 years
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2/Developing skills |
Implementing a Policy for the professional development of people |
2 years
|
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To implement a programme for the development of skills for young people and high potentials |
2-3 years
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Develop assessment and analysis activities (individual and group assessments) |
2-3 years
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Define projects and paths for the dissemination of culture and knowledge digital |
1-2 years
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Transferring knowledge through the school alternation project -job |
1-2 years
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3/ Involve employees and ensure their well-being |
Carry out a business climate analysis |
1-2 years
|
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Increase the tools and channels to make the welfare services known to the corporate population |
2-3 years
|
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4/ Promoting diversity and equal opportunities |
Defining the value of women's presence in the company and promoting initiatives |
1-2 years
|
|
Increasing the presence of women in the company with regard to profiles and professionalism of "female" interest |
1-2 years
|
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| 5/ Strengthening dialogue and employee involvement |
Reducing the environmental impact in locations |
1 year
|
What we did in 2019:
- Adoption of the Diversity Policy
- Carrying out a business climate analysis, with a response rate of 77%
- Involvement of almost 1,000 students in alternating school-work projects
- We participated in career days in different universities and organized internal workshops for the development of skills for young people and high potential people
- We have reached 493 people working in smart working
- We have designed 25 initiatives in collaboration with Valore D
- We've implemented the Women's Engineering Plural Initiative
Create value for the territory and communities
|
GOALS |
ACTION |
PROGRESS STATUS AND TIMING |
|
1/ Give back to the reference territory
|
Realize social innovation projects scalable and replicable in the territories |
3 years
|
|
Organize Safety walk for schools in the territories |
1-2 years
|
What we did in 2019:
- Organization of 4 safety walks for schools, with the involvement of 400 students
- We have invested 697 thousand euros in initiatives dedicated to the artistic, cultural and sports fields
Create value for customers and the market
|
GOALS |
ACTION |
PROGRESS STATUS AND TIMING |
|
1/ Harmonizing processes with sales companies |
Carry out a customer satisfaction analysis with the sales companies |
3 years
|
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Improve communication channels between Italgas and sales companies |
2 years
|
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2/ Shortening the distance to the end customer |
Create a portal for complaint management |
2 years
|
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Implementing the Memorandum of Understanding with Consumer Associations |
2-3 years
|
What we did in 2019:
- Organization of 2 webinars with the involvement of 64 sales companies
- Carrying out a customer satisfaction pilot project for sales companies
- Creation of a complaints management portal, which will be operational by mid 2020
Contribute to system efficiency and safety
|
GOALS |
ACTION |
PROGRESS STATUS AND TIMING |
|
1/ Improving energy efficiency and reducing carbon footprint |
Complete the methanization of the service car fleet |
1-2 years
|
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Start installation of low energy consumption luminaires (LED) in cabins |
3 years
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Replace cast iron pipes with mechanical joints with equivalent PE/steel pipes |
3years
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Structuring a carbon efficiency and Co2 reduction target |
2 years
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Monitor company cars via black box |
1 year
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Develop a pilot project for the safety of reduction cabins (IRI) |
1 year
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Optimize odorant levels in the network |
2 years
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Optimise the network bottom pressure |
2 years
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Define an energy-saving model for building intervention |
2 years
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Optimize systems and make the public cloud more efficient |
2 years
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2/ Developing gas advocacy
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Increase PDR (redelivery points) in areas that still use LPG or other fuels |
2 years
|
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Promote the connection of biomethane producers |
1 year
|
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Study the pre-feasibility of a positioning on the truck |
1 year
|
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Promoting the transformation of LPG networks into methane gas |
3 years
|
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3/ Enabling circular economy processes |
Identify the product categories where to develop green procurement approaches |
2 years
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Manage the disposal of mechanical meters in a virtuous way |
1-2 years
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Developing approaches for smart meter end-of-life management |
3-5 years
|
What we did in 2019:
- Completion of the methanization of the service car fleet
- Increase in PDR in areas that still use LPG or other fuels, with about 2600 new PDR activated
- Installation of 3 gas chromatographs and 2 experimental pressure regulation systems, further innovative solutions have been identified and their possible implementation will be studied during 2020
- We have implemented gas advocacy activities to promote the benefits of gas on the territory
- We have installed 38 efficient systems to reduce energy consumption in the gas preheating phase
- We have replaced an additional 18.2 km of grid with leaded hemp joints, which in addition to increasing safety levels also helps to reduce gas releases into the atmosphere.
ultimo aggiornamento 08 August 2020 04:30 UTC