Sustainability for a Life Company
We take care of people’s quality of life and the future of the Planet
We seek to be among those who will lead change so as to safeguard the future of new generations since the fundamental elements of our identity – energy, water, the environment – remain at the core of our drive to promote the ecological transition which, as also discussed at the last COP in Glasgow, the world urgently requires.
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Reduction of water consumption from aqueduct in electricity distribution - Unareti perimeter - % reduction vs. 2020 consumption | -39% | -48% | -60% | -60% |
| Linear water loss (mc/km/day) - average | 16.7 | 15.3 | 14.1 | 12.8 |
| Number of smart sensors installed for water service - cumulative figure | 2,516 | 3,400 | 4,200 | 4,600 |
| Percentage of new generation water service meters installed | 44% | 70% | 81% | 90% |
| % districting of A2A Water Cycle aqueduct network | 43% | 50% | 65% | 80% |
Reduce waste production through a policy of prevention, reduction, re-use
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Locations where waste prevention and reduction activities are underway (% of total population served) always >85% | 85% | 85% | 86% | >85% |
| No. of circular economy partnerships started | 23 | 32 | 35 | - |
Improve the recovery process of collected waste (also through its energy valorisation)
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Index of sorted waste collected (% of total collected) | 71% | 72% | 73% | - |
| % of sorted waste collected city of Milan | 63.8% | 65.3% | 67.3% | - |
| % urban waste collected in landfills | 0.5% | <1% | <1% | - |
| Per capita reduction of undifferentiated waste (kg/person) | 133.8 | 139.9 | 130.4 | - |
| Waste sent for material recovery (kt) | 1,075 | 1,193 | 1,416 | 2,114 |
Help to reduce the environmental impact of cities, paying particular attention to air quality by implementing district heating and cooling
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Thermal storage capacity for district heating (cubic meters) | 30,835 | 35,520 | 38,720 | 38,720 |
| Energy from non-fossil sources for district heating (TWht) | 1.5 | 2.2 | 2.4 | 2.4 |
| Share of heat from non-fossil sources | 55% | 62% | 60% | 55% |
| CO2 emissions avoided through district heating (t/yr) | -297,100 | -338,000 | -405,000 | -440,000 |
| NOx emissions avoided through district heating (t) - cumulative | -786 | -1,300 | -2,500 | -4,300 |
Ensure maximum energy efficiency through BAT also for group assets
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| LEED certification new A2A building by 2025 | Rome Premises | - | - | - |
| Develop energy efficiency projects in Group buildings | Porta Vittoria head office | Torre Faro | - | - |
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Scope 1 + Scope 2 emission factor (gCO2eq/kWh) | 310 | 250 | 226 | 150 |
| Scope 2 emissions (ktCO2eq) – purchased energy | 23,743 | 0 | 0 | 0 |
| Scope 3 emissions - Upstream energy vectors | -50% | -60% | ||
| Scope 3 emissions - Sold products | -11% | -20% | ||
| Total of methane emissions avoided from distribution networks - cumulative values compared to 2015 (tCO2eq) - Unareti perimeter | -101,728 | -163,000 | -303,000 | -510,000 |
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Green electricity sold to market (TWh) | 6.75 | 10.00 | 17.00 | 24.00 |
| CO2 free gas sold to segment (Mm3) | 122 | 90 | 131 | 171 |
| Loyal customers with energy efficiency services (Customers with a service/product in addition to the commodity) | 8% | 23% | 40% | 73% |
| Cumulative 21-30 emissions avoided - SEA products (HVAC, PV systems) (tCO2eq) | -5,504 | -31,000 | -152,000 | -506,000 |
| Cumulative 21-30 emissions avoided - B2B energy efficiency – ESCo (tCO2eq) | -138,690 | -241,000 | -373,000 | -521,000 |
| Cumulative 21-30 emissions avoided - Condominium and tertiary sector SEA products (tCO2eq) | -5,993 | -11,500 | -25,000 | -43,000 |
Develop sustainable internal and external mobility solutions
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Emoving recharging service contracts (number) | 28,400 | 77,000 | 256,000 | 1,000,000 |
| Emissions avoided from A2A columns (tCO2eq) | - | 64,000 | 747,000 | 3,370,000 |
| Number of electric recharging points - cumulative 21-34 | 1,566 | 9,000 | 20,000 | 34,000 |
| Average specific emissions of service vehicle fleet (excluding special vehicles) | 0 | |||
| Number of environmentally-friendly collection and sweeper vehicles (Euro 6, CNG, electric vehicles) | 67% | 82% | 93% | 99% |
Increase the share of energy production from renewable sources
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Total installed RES capacity (GW) Generation BU | 2.53 | 2.74 | 3.71 | 5.55 |
| Percentage of total renewable energy - Generation BU | 33% | 34% | 40% | 62% |
| Total installed RES capacity (GW) MER BU | 0.02 | 0.04 | 0.10 | 0.18 |
| Total net solar production (GWh) MER BU | 8.2 | 32 | 71 | 125 |
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Percentage of users with 2G smart meter electricity (Unareti) | 66% | 96% | 98% | 98% |
| User outages in BT - SAIFI (#/year/POD) | 1.65 | 1.51 | 1.46 | 1.41 |
| Installed capacity of power grid (MVA) | 5,016 | 9,715 | 10,552 | 10,792 |
| Number of primary stations installed | 38 | 104 | 109 | 115 |
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| # Cyber Security Risk Evaluation per year | 2 | 3 | 4 | 4 |
| # Cyber Security by Design engagements | 370 | 550 | 700 | 700 |
| Incident response procedures test frequency per year | 1 | 3 | 4 | 4 |
| # Pen Test or Vulnerability Analysis activities per year | 78 | 150 | 250 | 250 |
| # Cyber Training hours per year | 3,895 | 5,000 | 6,000 | 6,000 |
| # Phishing Campaigns per year | 5 | 12 | 12 | 12 |
| # External Security audits or Vuln Assessment per year | 1 | 1 | 1 | 1 |
| # Internal Security audits or Vuln Assessment per year | 5 | 4 | 4 | 5 |
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| R&D research projects and initiatives with ESG goals | new | 83% | 85% | 85% |
| Digital and innovation projects and initiatives with ESG goals | new | 66% | 70% | 72% |
| Number of experimental projects and PoCs launched by the Group on energy transition and circular economy topics | 62 | 118 | 190 | 280 |
| Initiatives with positive impact on emissions | new | 14 | 18 | 20 |
| Investments in digital and innovation initiatives with positive impact on emissions | new | 18 | 43 | 80 |
| CCUS initiatives vs. total R&D initiatives | new | 31% | 33% | 31% |
| Courses delivered in team with A2A | new | 40 | 50 | 60 |
| Research assignments with universities | new | 15 | 15 | 15 |
| Jobs supported through investment in early stage startups | 1,737 | 2,900 | 4,800 | 6,000 |
| Investment operations in early-stage startups in line with energy transition and circular economy (new investments and follow ons) | 51 | 75 | 95 | 100 |
| Patents filed pertaining to technologies on energy transition and circular economy | 2 | 6 | 10 | 15 |
Maintain high quality standards of services provided by maintaining high levels of customer satisfaction
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Customer Care Digitalization: digital contacts out of total | 20% | 27% | 30% | 48% |
| CSI Call Center A2A Energy | > than the national average for the industry | > 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 | 7.71 | 7.71 |
| Customer satisfaction Aprica | 75.1 | 75.7 | 76.5 | 78.5 |
| Work on Group sites for advanced interactivity - number/year | 48 | 65 | 85 | 110 |
| Number of active bollett@mails - MARKET BU | 1,825,702 | 2,300,000 | 3,000,000 | 4,000,000 |
Support Smart Citydevelopment 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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Cabine 2° ele e pali IP abilitanti 5G, FWA | 261 | 6,000 | 8,000 | 9,900 |
| Data analytics projects for urban areas and utilities in the area of safety mobility air quality | 11 | 20 | 150 | 175 |
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 | ||
|---|---|---|---|---|
| 2023F | 2026 | 2030 | 2035 | |
| Definition of an Action Plan for Biodiversity | Maintenance | Maintenance | Maintenance | |
| Plants monitored for potential interference with biodiversity (protected areas, Natura 2000 and others) - (Maintaining full coverage of sites and activities, against the planned extension of the company perimeter) | 100% | 100% | 100% | 100% |
| 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 | |
Implement all the best national and international safeguards and initiatives for dissemination of compliance within the Group
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023F | 2026 | 2030 | 2035 | |
| Start at least 2 training projects on compliance issues per year | 3 | 2 | 2 | 2 |
| Employees trained on privacy issues | >80% | >80% | >80% | |
| Employees trained on Legislative Decree 231/2001, code of ethics, anti-corruption policy and whistleblowing system | >80% | >80% | >80% | |
| Employees trained on Human Rights Policy | >80% | >80% | >80% | |
Note:
* Since the course started in December, and only for non-operational personnel, as of 12/31/2023 we only have the partial figure for the percentage of trained recipients, which is 16% (purely as an indication, as of 12/31/24 the figure is 53%)
Ensure integration of ESG issues into models of management, strategy and corporate purpose
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023F | 2026 | 2030 | 2035 | |
| Number of meetings during Induction to BOD/CESGT year on emerging Sustainability issues (tbd e.g. EU Taxonomy, Human Rights, TCFD etc. etc.) | 1 | 1 | 1 | 1 |
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 | ||
|---|---|---|---|---|
| 2023F | 2026 | 2030 | 2035 | |
| Identify ERM risks on the totality of material issues | 100% | 100% | 100% | 100% |
| Analysis of risks along the value chain in the context of CSRD. | NEW | 100% in-depth studies planned for the year. | 100% in-depth studies planned for the year. | 100% in-depth studies planned for the year. |
|
Share of processes and activities covered by Environmental Risk Assessment for companies in the perimeter of the Group as of 31/3/2023 For 2023-2026, understood 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. |
57% | 100% | 100% | 100% |
| Proportion 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. | New | 100% | 100% | 100% |
Inclusion of ESG logic in planning and in investment evaluations
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Percentage of "sustainable debt"out of total | 70% | 79% | 90% | 100% |
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Teachers registered on the education portal | 3,200 | 3,500 | 3,900 | 4,400 |
| Stakeholders involved in Environmental Education initiatives | 78,000 | 62,000 | 70,000 | 80,000 |
| Number of accesses to environmental culture initiatives, as of 2023 calculated as a percentage as 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" | 84% | 91% | 100% | 100% |
Build continuous employee listening strategies, by promoting dialogue and collaboration initiatives
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Employees involved in engagement campaigns (% of total) | 100% | 100% | 100% | 100% |
| Actions implemented out of the total number of those proposed | 100% | 100% | 100% | 100% |
| Employees involved in pulse surveys (number) | 13,125 | 14,800 | 15,500 | 15,600 |
Identify new needs and take action to enable the most inclusive access to energy possible
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Number of projects started by Energy Bank and Manifesto signatory partners to tackle energy poverty | 9 | |||
| Funds raised by the Energy Bank to fight energy poverty (k€) | 650 | |||
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Reskilling and upskilling of thermal power plant employees | 65% | 67% | 81% | 100% |
| Digital reskilling and upskilling of employees | 34% | 39% | 51% | 66% |
| Investment density of role training (participants with at least 10 hours) | 82% | 60% employees involved | 60% employees involved | 60% employees involved |
| Investment density of role training (average number of hours) | 18.41 | 10 average hours per capita | 10 average hours per capita | 10 average hours per capita |
Introduce sustainability targets in MbO boards (correlation between management remuneration and Sustainability KPIs).
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Employees involved in a performance management process involving the assignment of goals | 50% | 60% | 100% | 100% |
Implement the best organisation systems for effective development of all work processes
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Digitalization of regulatory documents | 20% | 50% | 100% | 100% |
| Adoption APP A2A Life | 59% | 75% | 85% | 90% |
Develop initiatives to disseminate an occupational health and safety culture among contractors and other suppliers. Develop Green Procurement policies
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Incidence of sustainability criteria in the vendor rating process | 30% | 2030 goal reached | 2030 goal reached | 2030 goal reached |
| Value of orders assigned to certified suppliers | 87% | - | - | - |
| Value of orders assigned to financially sound suppliers (D&B Rating 1-2) | 83% | - | - | - |
| Average ESG score on orders | new | 52 | 60 | 70 |
| Supplier CO2 emissions (Scope 3) | new | -5% | -16% | -30% |
| Orders assigned to suppliers with implemented D&I policies | new | 30% | 42% | 70% |
| % of orders to ESG-rated suppliers (Inforprovider Ecovadis) | 73% | 75% | 90% | 90% |
| Corrective action taken after unsuccessful audits | 100% | 100% | 100% | 100% |
| Inspection visits made to road construction sites (number/year) | 6,952 | 7,010 | 7,460 | 7,800 |
Consolidate the training and prevention plan to reduce accidents and develop worker health and safety initiatives.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Number of accesses to health promotion initiatives | 86% | 89% | 100% | 100% |
| Accident Frequency Rate (If) with cancello on Severity Rate (SR) calculated by taking account of only the first prognoses. | 17.39 (0.49) |
15.08 (0.25) |
12.28 (0.25) |
9.91 (0.20) |
Develop integrated reporting and an appropriate IT planning and control system. Develop external stakeholder engagement activities, strengthening the relationship with the territory.
| KPI | Balance | Plan | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2036 | |
| Group CO2 free events (offset through credits) | 53% | 100% | 100% | 100% |
| Sponsorships with initiatives to raise awareness of SDG issues | 62% | 65% | 69% | 70% |
| Territories involved in multistakeholder engagement initiatives/year | 11 | 15 | 15 | 15 |
| Impact assessment on the territories of responsibility (cumulative) | 2 | 3 | 8 | 15 |
| Publication of contents for the Group's growth in ESG brand reputation (value of reputational return on digital channels) | 63% | 65% | 66% | 67% |
| 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 plant. | 1 | 1 | 1 | 1 |
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 | ||
|---|---|---|---|---|
| 2023 | 2026 | 2030 | 2035 | |
| Women in positions of responsibility (% of total managers) | 26.4% | 28% | 35% | 40% |
| Gender Balance BoD | 60% | 63% | 90% | 95.5% |
| Gender Pay Gap | 0.80% | <1% | <1% | <1% |
| Women in succession plans (% of total) | 27% | 26% | 30% | 35% |
| Direct hiring | 1,515 | 750 | 626 | 508 |
| %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) | 39% | 80% | 100% | 100% |
| Hours of remote working | 14.14% | 15.20% | 20.60% | 22.70% |
