Our commitment
The Group’s sustainable action plan
The infrastructure sector’s contribution to the successful adoption of a sustainable development model based on environmental, social and economic factors is among the most complex but, at the same time, most decisive in terms of its impact on the development of communities and territories.
Autostrade per l’Italia’s long-term strategy focuses on a number of key aspects:
- development of an integrated approach to managing the entire life cycle of infrastructure, further strengthening its resilience and safety, thanks to delivery of our investment plans and the implementation of innovative methods and tools for managing and monitoring infrastructure;
- definition of a new relationship with the customer to make the travel experience safer, more connected and more enjoyable, and to foster "smart" integration between motorways and urban infrastructure;
- reducing the Group's environmental footprint, with the aim of being an example of best practice in comba-ting climate change and getting to Net Zero by 2050;
- strengthening our sustainability governance system and building on our human capital, knowledge and experience, valuing diversity and providing an environment in which everyone can best express their talents.
On this basis, in 2021, the Group defined the goals and initiatives that have reinforced our ambition to become a leading player in the development and management of sustainable mobility systems.
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(1) This does not include emissions from operating vehicles and equipment
(2) This refers to waste produced directly by the Group companies
(3) This refers to bridges, viaducts and tunnels
(4) Fatal accident rate = number of fatal accidents per 100 million km travelled
(5) LTIFR = total number of injuries at work involving at least one day's absence from work, excluding commuting accidents in own vehicles/ hours worked x 1,000,000
(6) Pay gap evaluated with respect to the same organisational role performed
(7) Percentage referring to direct and second-level reports to the Chair and CEO, evaluated using the Hay methodology
(8) A zero pay gap is confirmed, with the exception of the management segment, due to the absence of women in the highest positions (Hay grade scale), and the toll collector and blue-collar worker segments where the female presence is lower, in terms of average age and seniority
(9) Daily transactions related to processes such as purchases and payments
(10) The Sole Project Manager pursuant to Legislative Decree 50/2016, as amended
(11) This refers to the enhancement of advanced cybersecurity systems applied to network assets such as tunnels and toll stations
(12) This means suppliers enrolled in the Register and with which contracts have been entered into. This refers to open invitations to tender for supplies, services and works above the threshold (€200k for supplies and services; €5m for works)
(13) The Boston Consulting Group's Digital Acceleration Index is a survey designed to assess an organisation's digital maturity and ambition by defining an overall score that can be attributed to 4 levels of digital maturity (i.e., quartiles, where 1st quartile is "leader" and 4th quartile is "beginner")
(2) This refers to waste produced directly by the Group companies
(3) This refers to bridges, viaducts and tunnels
(4) Fatal accident rate = number of fatal accidents per 100 million km travelled
(5) LTIFR = total number of injuries at work involving at least one day's absence from work, excluding commuting accidents in own vehicles/ hours worked x 1,000,000
(6) Pay gap evaluated with respect to the same organisational role performed
(7) Percentage referring to direct and second-level reports to the Chair and CEO, evaluated using the Hay methodology
(8) A zero pay gap is confirmed, with the exception of the management segment, due to the absence of women in the highest positions (Hay grade scale), and the toll collector and blue-collar worker segments where the female presence is lower, in terms of average age and seniority
(9) Daily transactions related to processes such as purchases and payments
(10) The Sole Project Manager pursuant to Legislative Decree 50/2016, as amended
(11) This refers to the enhancement of advanced cybersecurity systems applied to network assets such as tunnels and toll stations
(12) This means suppliers enrolled in the Register and with which contracts have been entered into. This refers to open invitations to tender for supplies, services and works above the threshold (€200k for supplies and services; €5m for works)
(13) The Boston Consulting Group's Digital Acceleration Index is a survey designed to assess an organisation's digital maturity and ambition by defining an overall score that can be attributed to 4 levels of digital maturity (i.e., quartiles, where 1st quartile is "leader" and 4th quartile is "beginner")
Materiality analysis
The process led to the definition of the materiality matrix shown below, which represents the 12 material topics identified, of which 2 are environmental, 6 social and 4 governance.
Environment
Respect for the environment, the sustainable use of natural resources and the reduction of greenhouse gas emissions that compromise its balance are now one of the Group's objectives, forming an integral part of our business model and a guiding element in the path of improvement in line with the UN SDGs.
Combating climate change
Highlights 2021
Consumption
1,446 TJoules
Scope 1
44,72614 tCO2
Scope 2
7,617 tCO2
Market based
tCO2
Location based
Self-produced energy
12 GWh
from renewable sources (solar thermal and photovoltaic)
(14) This does not include emissions from operating vehicles and equipment.
Protection of natural resources
Highlights 2021
Environmental monitoring
4,273
Measurements
Waste
670,712 ton
Produced
93%
Of waste recovered
Earth and rocks from excavation
33,750,000 mc
Reused since 2010
tCO
Location based
Water withdrawals
2,007 megalitres
Managing the environmental impact of investment
Objectives and initiatives
Material topic
Protection of natural resources
2023 Target
% of waste sent for(1) recovery/recycling/reuse
>90%
100%
Of major works certified by Envision(2)
SDG
(1) This refers to the waste produced directly by Group companies
(2) The Genoa Interchange and the Bologna Bypass are classed as major works
(2) The Genoa Interchange and the Bologna Bypass are classed as major works
Commitment to Net Zero
Material topic
Combating climate change
2024 Target
Certification of Scope 1, 2 and 3 reduction targets certified by Science Based Target Initiative (SBTi)
SDG
Aware of the importance of playing a leading role in the fight against climate change, the Group is targeting "Net Zero" in line with the objectives aimed at limiting global warming to 1.5° compared with pre-industrial levels by 2050.
The Group has therefore formalised its commitment to a decarbonisation path by adhering to greenhouse gas emission reduction targets, according to the standard set by SBTi (Science Based Target initiative)19. The targets will be subject to certification by SBTi during 2022, and will also be used for the purposes of obtaining the rating issued by "Carbon Disclosure Project" (CDP)20.
(19) SBTi is a joint initiative between the Carbon Disclosure Project (CDP), the United Nations Global Compact, the World Resources Institute (WRI) and the WWF which aims to encourage companies to set targets for reducing CO2emissions consistent with the goal of limiting global warming to 1.5/2° above pre-industrial levels.
(20) CDP (formerly the Carbon Disclosure Project) is the global disclosure system for managing the environmental impacts of the private sector, the most important and widespread reporting system capable of providing environmental information and data to investors and the market.
(20) CDP (formerly the Carbon Disclosure Project) is the global disclosure system for managing the environmental impacts of the private sector, the most important and widespread reporting system capable of providing environmental information and data to investors and the market.
Social
Occupational safety
For the Autostrade Group, the protection of its people is a determining factor that guides every moment of the planning and execution of its activities. This translates in particular into the strategic objective of creating an all-round safe workplace, pursuing the mission "zero accidents”.
Highlights 2021
Injury rate
12.3
Injury rate (direct employees and contractors)(1)
HSE Governance - 2021
Establishment of the Health, Safety and Environment Committee
(1) Total number of injuries per million hours worked
Objectives and initiatives
Material topic
Occupational health and safety
2023 Target
<10 LTIFR(1)
(Lost Time Injury Frequency Rate)
The Group has set a target of further reducing this value in the medium term (by 2030) to below 1
SDG
Harness and develop human capital
Highlights 2021
Turnover
11%
approximately
Total workforce
9,220
Training
25.2
hours on average per employee
Objectives and initiatives
Material topic
Harness and develop human capital
2023 Target
25 hours
Of training a year per employee
SDG
Diversity and inclusion
Highlights 2021
Inclusive leadership
Training programme involving 250 middle managers
%women
13%
of management roles held by women
Women make up
23%
of the workforce
Engagement
Manifesto for the promotion of diversity published June 2021
Objectives and initiatives
Material topic
Diversity and inclusion
2023 Target
30% - 70%
Gender gap (woman - man)(1)
0%
Gender pay gap(2)
SDG
(1) Percentage referring to direct and second-level reports to the Chair and CEO, evaluated using the Hay methodology
(2) Pay gap evaluated with respect to the same organisational role performed
(2) Pay gap evaluated with respect to the same organisational role performed
Road traffic safety
Highlights 2021
Accident rate
+1.8 p.p.
Versus 2020
Fatality rate
0.22
+0.01 p.p. versus 2020
% di km
83.5
Draining pavement
Objectives and initiatives
Material topic
Road traffic safety
Target 2024
0.22
Fatal accident rate
Medium-term target by 2030: 0.20
SDG
Infrastructure safety
Highlights 2021
Progress on Tunnel Assessment Plan
35% - 96 km
of tunnels inspected (in addition to routine inspections)(1)
Progress on Bridge and Viaduct Assessment Plan
9% - 170
assets checked (in addition to routine inspections)(1)
Maintenance - work amount to
817 €m
+14% vs 2020
(1) Inspections of all assets conducted in accordance with the law
Objectives and initiatives
Material topic
Infrastructure safety
2025 Target
100%
of major assets fully assessed(1)
SDG
(1) The term “major assets” refers to viaducts, bridges and tunnels on the motorway network managed by Autostrade per l'Italia
Sustainable infrastructure
Designing, building and managing sustainable infrastructure means managing complex processes that involve numerous internal and external players, with the goal of pursuing a balance between environmental protection and local social and economic development.
Among the different phases of the life cycle of infrastructure, planning and design assume strategic importan-ce, since it is during these phases that the work is "thought out and designed" in all its aspects. Sustainable design, which also includes the choice of including in technical specifications and calls for tenders criteria that reward suppliers capable of meeting certain ESG requirements, also becomes an opportunity to stimulate the search for virtuous and sustainable solutions and construction methods.
As part of this Investment Programme, the Bologna Bypass has been chosen as a pilot project for the appli-cation of new sustainable design criteria, identifying interventions to improve the original project in terms of environmental aspects and integration in the urban context.
During the assessment process, which will conclude with the achievement of certification in the coming mon-ths, its characteristics in terms of quality of life, the natural world and leadership were indicated as strengths of the project.
The Group is committed to following the same procedure also for other works included in the Investment Programme, the most important of which is the Genoa Gronda.
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“Envision” certification of project sustainability
The Envision® protocol was created in 2012 from the collaboration between ISI, Institute for Sustainable Infrastructure and the Zofnass Program for Sustainable Infrastructure at Harvard University. In Italy, ICMQ and Stantec carry out third party assessments, through auditors qualified directly by ISI, assigning the final certification level to the project under evaluation. To date, about 90 certifications have been issued worldwide.
The Envision protocol is based on the assignment of credits grouped into 5 macro-categories, which constitute the macro-areas according to which project sustainability is assessed:
- Quality of life: how the project meets the needs of the community
- Leadership: how stakeholder engagement happened
- Resource allocation: how the use of available resources has been planned Natural world: how to safeguard the existing habitat
- Climate and risk: how the project responds to the resilience challenges posed by climate change
Governance
Sustainability governance
The Autostrade per l'Italia Group's Sustainability Governance Model
Board of Directors
Defines the strategic guideli-nes and policies on ESG issues.
Health, Safety and Environment Committee
A management body chaired by the Chief Executive Officer. The Committee facilitates the dissemination of health and safety culture in line with best practices and supports the achievement of ESG objectives with particular reference to en-vironmental matters.
Sustainability Committee
A Board Committee providing advice and recommendations.
ESG Committee
A management body chaired by the Chief Executive Officer. The Committee proposes the Group's ESG guidelines to the Sustainability Committee, va-lidates the Sustainability Plan and monitors its progress. It also coordinates ESG activities by interfacing with the other management committees and the internal structures that in-tervene on topics and projects related to sustainability (ESG ambassadors and heads of te-ams overseeing projects with ESG impacts).
Sustainability & ESG Reporting
A structure reporting directly to the CFO, which, on the basis of the Group's strategic ESG guidelines, is responsible for disseminating ESG objectives to all corporate structures. The structure defines and monitors the Sustainability Plan and is responsible for the Group's non-financial reporting, also interfacing with the ESG Com-mittee and the internal parties involved in the management of ESG projects.Sustainable supply chain
The Group requires its suppliers to sign up to the ethical and behavioural principles outlined in the Group's Code of Ethics and Conduct and meet environmental and occupational health and safety requirements.
Highlights 2021
ESG
1,618
suppliers assessed on the basis of ESG criteria23
Audit
26
ESG audits conducted via online questionnaires completed by core suppliers24
In 2021, the Group relied predominantly on domestic suppliers, which accounted for 98.7% of expenditure, in line with the figures for 2020.
| Proportion of spending on local suppliers | |||
|---|---|---|---|
| GRI 204-1 | 2021 | 202125 | 2020 |
| Proportion of spending on local suppliers | 98,7% | 98,9% | 98% |
In 2021, Autostrade per l'Italia laid the foundations for a new sustainable supply chain model and decided to adopt a digital platform for selecting suppliers according to ESG criteria.
Implementation of the platform will make it possible to assess, from an ESG point of view, 100% of suppliers26, by 2022, attributing a specific score. The platform will initially be adopted by Autostrade per l'Italia and gradually extended to subsidiaries.
Objectives and initiatives
Material topic
Supply chain
2022 Target
100%
of suppliers assessed on the basis of ESG criteria (excluding open tenders)(27)
SDG
As at 31 December 2021, the percentage of ESG-assessed suppliers is 59% of the total number of suppliers enrolled in the Register and with whom a contract has been formally entered into.
(23) This means suppliers enrolled in the Register and with which contracts have been entered into. This refers to open invitations to tender for supplies, services and works above the threshold (€200k for supplies and services; €5m for works).
(24) Suppliers that are considered difficult to replace.
(25) For the purpose of comparability, the column shows figures as at 31 December 2021 based on the reporting scope in 2020. (26) Open tenders regard supplies, services and works with values above the threshold (€200k for supplies and services; €5m for works). (27) This means suppliers enrolled in the Register and with which contracts have been entered into. This refers to open invitations to tender for supplies, services and works above the threshold (€200k for supplies and services; €5m for works).
(24) Suppliers that are considered difficult to replace.
(25) For the purpose of comparability, the column shows figures as at 31 December 2021 based on the reporting scope in 2020. (26) Open tenders regard supplies, services and works with values above the threshold (€200k for supplies and services; €5m for works). (27) This means suppliers enrolled in the Register and with which contracts have been entered into. This refers to open invitations to tender for supplies, services and works above the threshold (€200k for supplies and services; €5m for works).