Sustainability

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")

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.

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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

sdg_12
(1) This refers to the waste produced directly by Group companies
(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

sdg_13

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.

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

sdg_8
(1)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. The target refers to Autostrade per l'Italia employees, contractors and employees of other Group companies.

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

sdg_8

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

sdg_5
(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

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

sdg_9

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

sdg_9
(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
sostenibilità

Governance

Sustainability governance

The Autostrade per l'Italia Group's Sustainability Governance Model

Consiglio di Amministrazione

Board of Directors

Defines the strategic guideli-nes and policies on ESG issues.
Comitato Salute Sicurezza e Ambiente

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.
Comitato Sostenibilità

Sustainability Committee

A Board Committee providing advice and recommendations.
Comitato ESG

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

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 204-120212021252020
Proportion of spending on local suppliers98,7%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

sdg_8

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).