Dialogue and priorities

Dialogue and priorities

We dialogue with our stakeholders and actively involve them in order to understand their priorities and identify solutions of long-term value.

Through our daily activities we aim to create shared value for all our stakeholders.

Every day we contribute to the development and economic and social evolution of the country, generating impacts around us. That is why we initiate a transparent and active dialogue with the aim of understand the needs of all our stakeholders and identify solutions of shared value.

It is only through solid and transparent relationships that we can deepen what is really relevant to the people we interact with and capture their valuable insights to improve ourselves and meet their expectations.

We are committed we are committed to growing a culture of sustainability by creating value that, value that, starting from our people, reaches the whole territory.

Paolo Gallo
Managing Director

Who are our stakeholders

Every year we activate a constructive process of listening and dialogue with:

  • External stakeholder i.e., all our stakeholders outside the Group, to identify their priorities and needs and map out suggestions and ambitions;
  • Internal stakeholder i.e., the people of Italgas, to assess our needs, what has the greatest impact on Italgas and on our ability to create long-term value.

We map the main categories of stakeholders with whom we have a relationship of trust and engage in transparent dialogue through stakeholder engagement activities throughout the year.

Communities and local areas


Why it is important
For us, the territory and local communities are the privileged place where the social utility of our business is realised. Maintaining a continuous and active dialogue with communities at all levels is essential to effectively implement our growth and sustainable development plans.

Stakeholder engagement activities 2020
Meetings with representatives meetings with representatives of local communities, associations and organisations; cultural initiatives; completion of questionnaires aimed at assessing sustainability performance.


Customers and sales companies


Why it is important
One of our main objectives is to continuously improve the service we offer to end consumers, with whom we have direct and indirect relationships, working together with sales companies.

Stakeholder engagement activities 2020
Direct, ongoing relations with sales staff through dedicated dialogue channels (e.g. Gas2Be); periodic workshops with sales companies; interactions with end customers through the “MyItalgas” portal; customer satisfaction surveys; filling in questionnaires to assess sustainability performance.




Why it is important
We consider our people to be the strength of Italgas. That’s why we take care of them and encourage them to become the voice and image of the company in their territories, bringing the group’s vision and values to customers and becoming enablers of new innovation processes.

Stakeholder engagement activities 2020
Training events; periodic meetings; annual meetings to discuss career development paths; development workshops, newsletters, company environment analyses; company Intranet; filling in of questionnaires aimed at assessing sustainability-related performance.


Investors and lenders


Why it is important
Comprehensive and timely communication with the financial community, analysts and investors is a strategic lever of value creation.

We regularly communicate our financial and non-financial strategies and activities, focusing on our sustainability or ESG (Environmental, Social, Governance) performance. Such information can be of added value to the financial community and to our shareholders, a significant proportion of whom are SRI (Sustainable and Responsible Investment) investors who base their investment decisions on ethical principles and the analysis of non-financial variables.

Stakeholder engagement activities 2020
Periodical financial reports and related conference calls; presentation of the Industrial Plan; Shareholders’ Meeting; meetings, including virtual meetings and conference calls, with analysts and investors, also specifically dedicated to SRI issues; institutional website; compilation of questionnaires aimed at assessing sustainability performance.




Why it is important
In recent years, we have been committed to strengthening our involvement with our suppliers because we recognise the importance of building lasting and trusting relationships along our supply chain.

Stakeholder engagement activities 2020
Dedicated meetings, annual engagement initiatives; filling in of questionnaires aimed at assessing sustainability-related performance.


Authorities and Institutions


Why it is important
Relations with Public Institutions are essential to keep up to date with the legislative and regulatory developments taking place at national and European level and, consequently, for the correct and efficient conduct and development of business. Given the high complexity of the sector, in addition to ensuring that good institutional relationships are maintained, we cultivate specific skills internally and, with regard to legislative monitoring, we also rely on qualified agencies in the sector, which bring the most significant regulatory changes to the attention of management.

The most important point of reference for us is the Italian Regulatory Authority for Energy, Networks and Environment (ARERA), which is responsible for regulating the entire natural gas distribution sector, from determining and updating tariffs to preparing rules for access to infrastructure and providing related services.

Stakeholder engagement activities 2020
Periodic meetings and ongoing dialogue; filling in of questionnaires aimed at assessing sustainability-related performance.


Ethical and sound relationships

Relations with our stakeholders are carried out in an ethical manner, in accordance with strict policies, a Group code of ethics and a dedicated code of ethics for suppliers.

From listening to stakeholders to material issues

As a result of listening to stakeholders, we analyse their suggestions. This analysis is called ‘materiality analysis’ and allows us to identify the priorities that guide our sustainability strategy.

The materiality matrix

As a result of the stakeholder engagement and listening activities carried out in 2020 were defined 12 material issues, shared by the Sustainability Committee, and included in our materiality matrix.

Development of human resources
A focus on efficiency, service quality, protection of the environment and safety in the workplace represents the values on which Italgas has built its way of doing business. In order to reconfirm these values and objectives, Italgas continues to invest in developing the skills and abilities of collaborators and promotes participation, dialogue and the creation of a positive work environment. The people at Italgas are considered the company’s most valuable asset.

Responsible supply chain management
Responsible supply chain management is of strategic importance in ensuring the high quality of services and helps to safeguard and enhance their reputation.

Corporate identity, responsible governance and risk managementcompliance and transparency and anti-corruption
The phenomenon of corruption, linked to the broader material issue of responsible business management, is of great importance and is being tackled at national and international level. The fight against corruption is aimed at both protecting the company’s reputation and avoiding sanctions and repercussions for its business.

Environmental sustainability and combating climate change
We take a responsible and transparent approach to ensure compatibility between our infrastructure and the land, to manage energy and natural resources efficiently and to limit the environmental impact of our activities. In addition, constant research and technological innovation enables us to develop and adopt the best solutions for interacting with the environment in the least invasive and most sustainable way possible.

Asset quality and safety and customer quality and satisfaction
Our operational excellence corresponds to an assumption of responsibility towards the territory and the end customers. This is why we are committed to guaranteeing the quality of the service, its continuity, safety and accessibility, and to improving it further.

We are continuing our path of innovation and digitalisation, both in terms of our distribution activities and our way of working, in order to seize the opportunities that the challenges of digital transformation present to the Group as a whole.

Commitment to the territory
We increasingly promote the connection between networks, territory and community. An ecosystem in which we recognise the centrality of stakeholders and their needs to create social value as well as economic value.

The 2021-2027 Strategic Plan

We integrate business and sustainability to grow responsibly in the long term.

Objectives and actions

We create value for our stakeholders through sustainability goals and ambitious projects.

Reporting Hub

We communicate our performance and documents transparently.

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