italy for enterprise 2020 - eticanews€¦ · italy for enterprise 2020 fondazione sodalitas via...

ITALYFORENTERPRISE2020

FONDAZIONE SODALITASVia Pantano 2 - 20122 Milano Tel. +39 02 86460236 www.sodalitas.it [email protected]

Aderiscono a Fondazione Sodalitas

Sodalitas is the leading reference point in Italy for CSR and Sustainability.

Promoted in 1995 by the largest employer association, Assolombarda, Sodalitas founding members are more than 90 large companies engaged in mainstreaming CSR in their strategies and operations, develo-ping innovative solutions and practices in the four dimensions of sustainable competitiveness:workplace, community, environment, marketplace.

Furthermore Sodalitas, by leveraging goodwill and knowledge attained through pro-bono consultancy work to nonprofit organizations and schools conducted by its retired executives volunteers, involves corporate members in innovative social partnerships reinforcing cohesion in the community and helping young students to smooth their transition from school to work.

Since its establishment in 1995 Fondazione Sodalitas is pursuing a forward looking Agenda, collabora-ting closely as a national partner with CSR Europe in a constructive dialogue with EU Institutions and Stakeholders to identify emerging trends and co-build with its committed corporate membes innovative solutions contributing to address effectively crucial societal and environmental challenges.

FONDAZIONE SODALITAS

MILESTONESOF EUROPEAN COLLABORATION

1995: invitation and commitment to promote in Italy the “European Declaration of Business (Manifesto) against Exclusion”.

1996: 10 Italian case studies for the EBNSC publication “Corporate Initiatives: putting into practice the European Declaration of Business against Exclusion”, supported by EU Commission, DGV.

2000: participation in the first “European Business Convention on Corporate Social Re sponsibility”.

2003: organization of the Milano Marathon event of the “European Business Campaign on CSR” supported by EU Commission.

2004–2005: participation in European Multi Stakeholder Forum on CSR.

2005: participation in development and launch of the “Roadmap for a competitive and sustainable enterprise.”

2006: participation in consultation and launch of “CSR Alliance on CSR with EU Commission”.

2008: December – participation in presentation to European Parliament of Laboratories of the Alliance (5 coordinated by Sodalitas).

2010: Participation in development and launch of “Enterprise 2020”.

2012: organization of presentation in Milano/Assolombarda by the EU Commission, DG En terprise, of the III Communication on CSR.

2012: participation in “Enterprise 2020 Summit” with 4 Collaborative Projects.

As main European countries Italy is affected by demographic trends characterized by increasing proportion of elderly people and a continuous reduction of young people among the population. Consequences of this are: financial crisis of welfare system, difficult management of workforce turnover. Reactions to that have been the reform of the retirement policies (shift of the retirement age to 67 years, indexed to the life expectations) and initial interventions on labour regulations towards more flexibility. Italian enterprises, used to an average retirement age near 60 year (often less), are not prepared to manage the new scenario.

The key purpose of this Collaborative Project is to identify innovative solutions in order to increase the employability of the additional elderly workforce to let them “live well” at work, to make good use of their strengths and to look at them as resources and not as costs, preserving the business know-how and the human capital of the company. In order to achieve these goals the project is trying to take advantage from the positive experience made by the leading companies in Italy and abroad.

Define together with the participating companies practical guidelines addressed to SMEs and other stakeholders. Promote a cultural debate sharing ideas, effective practices and testimony between government agencies, enterprises, nonprofit organizations and citizens.

ACCENTURE, AIR LIQUIDE, BANCA POPOLARE DI MILANO, ENI, IBM, OPENJOBMETIS, RANDSTAD ITALIA, SOFIDEL, TELECOM ITALIA, UNICREDIT, VODAFONE ITALIA.

ACTIVE AGEING AND SOLIDARITYAMONG GENERATIONS

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DELIVERABLES /OUTCOMES

PARTICIPANTS

PARTNERSHIP FORSUSTAINABLE MARKETING

Paradigm, methodologies and practices of traditional marketing are no longer suitable to address the complex sustainability challenges. Only a small vanguard of leading companies is pioneering in the development and testing of innovative approaches to Sustainable Consumption, while the vast majority of businesses, practitioners and academics have not yet started the renewal process.Furthermore promoting more sustainable lifestyles cannot be entrusted to business alone, also a strong commitment of stakeholders and institutions is required. The purpose of the Partnership is to take a leadership role in the promotion of the culture of Sustainable Consumption and engage relevant stakeholders in a high level debate on how to create an enabling environment for it and assert sustainability, with innovative marketing approaches, as the distinctive attribute of products and brands.Attain a step improvement in transparency towards customers/consumers, through a deep understanding on how to communicate meaningfully and candidly sustainability and gain their active engagement. Build the Partnership as a solid platform for progress and diffusion of the culture of Sustainable Consumption and a laboratory to test innovative approaches.

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The first deliverable of the Collaborative Project is the publication of the toolkit “Introduction to Sustainable Marketing”, outlining a new integral approach to product innovation incorporating life-cycle analysis and highlighting crucial issues in communicating sustainability. Building on this platform deploy the Partnership for Sustainable Marketing, engaging consumer associations and stakeholders in a constructive dialogue to forge alliances and address critical relationships issues. Develop effective educational programs for marketing professionals, conceiving new curricula in alliance with leading universities, for other enterprise functions in the perspective of a new business model based on Sustainable Consumption and production, for consumer associations to jointly facilitate changes in lifestyles and usage patterns.

ABB, ALTRAN ITALIA, ARNOLDO MONDADORI EDITORE, ARTONI, BANCA POPOLARE DI MILANO,BUREAU VERITAS ITALIA, CERTIQUALITY, DNV BUSINESS ASSURANCE, FILCA COOPERATIVE,

GAM EDIT, HENKEL, HOLCIM ITALIA, LEXMARK, MONNALISA, PIRELLI, SIMPLY SMA, SOFIDEL,SOLVAY, TELECOM ITALIA, UBIBANCA, VODAFONE ITALIA.


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PROMOTING HEALTH AND WELLBEINGAT THE WORKPLACE (WHP)

Italian health promotion policies focus on surveillance and its bureaucratic chores, historically developed for high risk/heavy industry working environments, but leave little scope for voluntary added value and future looking initiatives.

The key purpose of this Collaborative Project is to identify and measure the benefits for employees, business and society of innovative solutions in health and wellbeing promotion for an increasingly ageing workforce.Develop a new model aligning private and public policies for sustainable health on the workplace and rebalance health expenditure for enterprises –especially in the service sector- from surveillance to added value measures. Involve employees in the quest for enhanced health by promoting the culture of health literacy.

Create a pioneering group of businesses with advanced health programs, to jointly identify and test innovative solutions. Draft policy recommendations to optimize overall health expenditures pursuing synergies between private and public WHP plans. Support employees in attaining higher levels of health literacy, empowering them also through advanced ICT tools.

ABB, BRACCO, CMS, FERALPI, IBM, NOVARTIS FARMA,OPENJOBMETIS, RANDSTAD ITALIA, SOFIDEL, STMICROELETRONICS.

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Environmental sustainability is integrated in the business of an increasingly number of large companies but in the current complex scenario there is the need to spread its culture over the territory involving citizens, schools, universities, governments, local administrations and SMEs to make all of them able to put its principles into practice.

The project is an innovative alliance among previously mentioned stakeholders aimed at promoting environmental sustainability. Thanks to CRESCO (Italian acronym for sustainable growth), large companies can export their good practices, contributing to foster more environmentally friendly policies and to share with Smes consumption models in order to measure and benchmark their environmental performance. CRESCO focuses on three main issues: energy and water, recycle and waste treatment and sustainable mobility. Sodalitas’ partners for this collaborative project are: Anci (Italian Association of Municipalities), Politecnico di Milano and 2 civil society organizations: Cittadinanzattiva and Legambiente. The local territories able to develop an alliance with local administrations, companies and citizens in terms of sustainable issues and concerns are credited as being CRESCO Isles. Actually there are 6 CRESCO Isles in Lombardia: Abbiategrasso, Calusco d’Adda, Carugate, Gorgonzola, Morbegno, Saronno. 2013 main goal is the implementation of the project on a large scale, developing initiatives in other Italian regions.

Raising awareness among a variety of stakeholders in reference to the adoption of more responsible behaviours, contributing to the creation of a paradigm change and increasing SMEs attention on environmental sustainable topics. A concrete deliverable of the Collaborative Project is the creation of a web site , that will be online by the end of 2012 where citizens, companies and administrations will find innovative solutions, best practices, suggestions and paths to put into practice sustainable principles.

ABB, ALTRAN ITALIA, AUTOGRILL, BANCA POPOLARE DI MILANO, BRACCO, COCA COLA HBC ITALIA, CONAD CENTRO NORD, DNV BUSINESS ASSURANCE, EDISON, ENEL, ENI, FIAT CENTRO RICERCHE,FILCA COOPERATIVE, FONDAZIONE IBM ITALIA, HENKEL, HOLCIM ITALIA, INDESIT COMPANY, ITALCEMENTI, LEXMARK, MAPEI, NOVAMONT, OSRAM, PIRELLI, ROCHE DIAGNOSTICS, SIEMENS, STMICROELECTRONICS, SYNGENTA, TELECOM ITALIA, VODAFONE ITALIA.

CRESCO & ECO-SUSTAINABILITYKNOWLEDGE SHARING WITH SMES

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BESTPRACTICESSOLUTIONS

A2A

APP “PULiamo”

2012

UTILITIES

EUROPE (Italy)

COMMUNITIES / CIVIL SOCIETY

ENVIRONMENT , COMMUNITY / SOCIETY

To make exploitable, even on mobile devices (tablets and smart phones) services, information, and ap-plications on the web; to make available new information and new services developed ad hoc for the PULiamo application. Meeting situations of civic degradation with the possibility of instant and geolo-calised reporting.

Thanks to PULiamo it is possible:• To report situations of environmental degradation; citizens can communicate the presence of full

rubbish bins, syringes or illegal dumping, simply by photographing them and sending the report to the environmental hygiene company of the Group to enable them to intervene to clean the area. The geolocation of the device using GPS makes it possible to trace immediately where action is required.

• To know by means of a guide for differential collection “where I can throw it away” the correct means of waste disposal. One only needs to type in the name of the object to be thrown away to determine in which bin it should be discarded. It is also possible to report any missing items in the “where I can throw it away” search engine to enable continuous updating.

• To be updated as regards the day of collection and street cleaning• To make a reservation for collection of bulky waste at one’s own residence• To request an inspection for cleaning external surfaces where there is presence of graffiti• To make use of geolocation to determine the presence of bottle banks, bins, recycling and separate

ecological collection.

The app is an innovative means of communication and interaction, which enables citizens to take advantage of information, updated in real time and be able to communicate directly with the A2A Group’s environmental health companies. With the geolocalised reporting system a reduction in the presence of rubbish left in the city area will be sought for, in order to improve the living conditions of citizens and reduce the environmental impact that abandoned waste would make. Moreover, thanks to the guide “where I can throw it away” the quality and quantity of the waste collection can be improved. Thanks to this application there can also be an improvement, from a business point of view, in the organisation of work in environmental sanitation services.

The PULiamo application is a clear example of how technological innovation can support the civic and environmental sense of citizens through the use of familiar and wide spread tools such as smart phones and tablets (25 million users of smart phones in 2011). PULiamo is a strategic tool of communication / service of great benefit to the community. To date, the app has been downloaded by more than 8500 users and about 450 messages have been sent, a demonstration that when innovative, but highly usable tools are made available, user involvement is guaranteed

http://www.a2a.eu/gruppo/cms/a2a/it/clienti/ambiente/puliamo.htmlANNA VILLARI

Web and Social Responsibility Manager - a2a [email protected] - Tel. + 39 02/77204175

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ABB SPA

ABB Corporate Volunteering – The energy of our people

1996

ENERGY

EUROPE (Italy)

EMPLOYEES, COMMUNITIES/CIVIL SOCIETY,OTHER STAKEHOLDERS (NGO, Government, Academia)

COMMUNITY / SOCIETY - LABOR PRACTICES

Improving the culture of social engagement in ABB, helping the nonprofit organizations to achieve their missions

ABB has developed an annual program on corporate volunteering consisting in community activities, a communication plan and a special event (The ABB Corporate Volunteering Day) to communicate ABB social performance, to celebrate the best corporate volunteer and the social partners.

ABB social performance 2011• 8 Volunteering program with AISM, Junior Achievement, Special Olympics, Unicef, Food Bank Foundation, AVSI Foundation, Save the Children, Sodalitas Foundation.• More than 30 fundraising banquets hosted in ABB sites.• 1 Special event “The ABB Corporate Volunteering Day” with around 500 participants.• 1.400 Paid volunteering hours and 110 involved employees.

ABB is working on the top manager involvement in order to have successful stories as examples to emulate.

www.abb.it

FRANCESCA FEDERIGISustainability SpecialistABB [email protected]. +39 02 2414 3983

ALTRAN

ALTRAN FOUNDATION FOR INNOVATION 2012 AWARD IN ITALY

2012

PROFESSIONAL SERVICES

EUROPE (Italy)

EMPLOYEES, COMMUNITY/CIVIL SOCIETY

COMMUNITY / SOCIETY

The Altran Foundation for Innovation in Italy choose the theme “Bio engineering and stemcells: ideas for life” for the 2012 Award, in order to achieve the Foundation mission: “To promote technological innovation for human benefit”. The Altran Foundation in Italy wants to identify and reward an innovative technological project able to solve one of the problems related to the research of stem cells from the perspectives of bio engineering, biotechnologies, medicine development usage. The award is addressed to universities, institutions, associations, students, PhD, researcher as long as they’re not working for Altran. Altran Foundation, to involve employees in the Award organisation, launched the “coaching”: employees can help to promote as ambassadors of the Altran Foundation and to find potential candidates. They can also support candidates in fulfilling they application form, in giving useful tips for a successful project presentations. The support of Altran Italia employees is essential for the success of the Award.

The Altran Foundation for Innovation Team in Italy planned some activities to make Altran Italia employees Ambassadors of 2012 Award in Italy. All Altran Italia employees receive periodically updated information about the activities of Altran Foundation for Innovation In Italy and they have at their disposal promotional tools to spread outside the company the 2012 Award (presentations, copies of call of proposal, the official web site, an email address to ask further information). Those who had wanted voluntarily and for nothing become coaches, demonstrated a strong work ethic and to been keen on working for a project of with a potential big impact on community. Appreciating their attitudes, the Altran Foundation Team gave them a specific training ( “Coach Foundation training”) to learn how to support candidates at best. It was created a community on the Altran Intranet to share experiences and increase “passionate mood” of coaches. More over the Altran Foundation Team gave them the opportunity to attend a training on “Solution Finding” to overcome the possible critical points using creativity, also in daily working routine.

The Altran Foundation Team in Italy received a lot of application to be Coach by enthusiastic employees and a lot of projects applications by the Award 2012 target. Helping winner by Consultants is an important way for engineers of Altran to answer to the question: “With my knowledge, my skills, what can I do for the common good?”. When some of them support technically projects, they are using theyr skills to push Foundation’s projects a step forward.

In a company, it’s essential to count on a motivated an enthusiastic Human Capital also for activities non included in the core business, but with a big impact on society in terms of health and wellbeing.

www. altran.it.altran-foundation.org

TIZIANA SFORZACorporate Service Manager – Communication Office

Altran Italia S.p.A [email protected]. +39 06 916 59 500

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CMS SPA

“Human resources involvement”

2012

INDUSTRIALS

EUROPE

EMPLOYEES, COMMUNITIES / CIVIL SOCIETY

HUMAN RIGHTS, COMMUNITY / SOCIETY, LABOR PRACTICES

Our company pursues the development of human capital and retention of labor relations in the belief that the indoor climate, if it is positive, it helps to live better. The solution implemented aims to put work at the center of sustainable business according to the principles of ethics, law and meritocracy. We want to become a sustainability element cuts across all areas of the business, a way of thinking and acting shared. We have highlighted in our 2011 Sustainability Report all activities implemented by those who work in the company and their possible impact on all stakeholders. The challenge is to get the involvement of employees through numerous communication initiatives, development of the corporate culture and detection of suggestions to continually improve the indoor climate.

At the base of our solutions is the SA8000 certification that demonstrates respect for the rights of those who work in the company, sustainability and social security conditions. Personal training, vocational and technical education are held in high consideration and continuously updated with the goal of developing the potential of human resources. Are favored learning aptitude, motivation and incentive to delegate professional versatility. CMS spa has its own nursery, a summer camp (“Green Summer”) for the children and grandchildren of employees and applies flexible hours to facilitate the reconciliation of home and work. The company implements at least an annual program of attention to health among workers, their awareness on the prevention of major diseases. Employees can report to their managers for every need, idea or suggestion. Responsibility, teamwork and delegation are the property of the company culture. Internal communication, aimed at sharing knowledge and business programs, consists of a house organ paper, electronic newsletters, informations via intranet, daily technical meeting, monthly updates of employees in small groups, plenary meetings and the annual sustainability report that allows evaluation and advices.

The annual corporate climate allows the detection of environment and internal relations. Employ-ee participation is very high, reaching almost all of them and the results are in line with expectations or better. The appreciation of the opportunities is high and sometimes are referred to possible improve-ments: they are examined by the Direction and translated into corrective actions. The impact on the life of the company is positive and favorable indoor climate also allows you to live better personal life, out-side of the workplace. The acceptance in the company for new employees, organized as a real wel-come, information about company direct that the employee receives a quarterly basis through the delivery of a dashboard with indicators, everything is designed for better integration of people. Attractive benefits are available to them: a contribution to the future spouses, contribution to the birth of a child, arrangements for food and for sport, space available for personal recreational activities, special awards for length of service, internal company library, care the financial needs of families.

Without presumption to solve problems bigger than us, we believe that a sustainable company should set the challenge of the work is lacking in the younger generation and contribute to this effect. Another challenge is the fact that sustainability becomes part of the DNA of our company is integrated in it, in every area, in every aspect. Everyone must become to “act sustainable” in a natural way. If are pillars of the company production capacity and financial strength, the same thing has to come to be the commitment to sustainability.

www.gruppocms.com

DANIELA BAZZANICSR Manager - CMS spa - [email protected] - Tel. +39 059 7578911

EDISON

ECO GENERATION- SCHOOL AS CLIMATE FRIEND

2010/2012

ENERGY

EUROPE (Italy)

COMMUNITIES/CIVIL SOCIETY, STUDENTS

ENVIRONMENT - COMMUNITY / SOCIETY

Edison pursues its commitment to fighting climate change in a number of ways: from choosing the best available technologies to build new facilities to investing in renewables, from researching and developing technologies with a low environmental impact to offering energy efficiency services and green energy to its customers, and developing projects to educate students about energy conservation. The development of a culture that fosters awareness and concern for environmental issues is important, particularly during periods when, like in the current economic crisis, the climate emergency tends to be pushed into the background, allowing the use of more polluting technologies.For these reasons, Edison, traditionally committed to creating a widespread culture of concern for climate and energy conservation, has focused for the past two years on reaching young people though the school system. This is because a sustainable future can be assured only if we change our daily habits, a goal that is best accomplished by starting in the classroom, where children are shaped into tomorrow’s citizens.“Eco-Generation – Schools as Climate’s Friend” is the natural evolution of a ten-year collaborative relationship between Edison and Legambiente (the biggest Italian environmental Association) to promote sustainable development.The purpose of this project was to create a series of effective environmental action centers by using a network of pilot schools that can then transfer knowhow about energy conservation, sustainable construction and renewable sources to other schools throughout the territory. The campaign covered a period of three years. The pilot schools were ten (lead schools) in ten cities in Italy (Milan, Monza, Pioltello, Varese, Padua, Verona, Ravenna, Scerni, Foggia and Palermo).

The project detected with a thermographic survey to test the energy efficiency of pilot schools located throughout Italy and detected the presence of any thermal anomalies that could adversely affect the efficiency and comfort of the buildings.The survey, which was conducted in January and February 2010, showed that in all tested buildings appropriate actions could cut energy consumption by 50% to 70% from current levels. In the sample schools, average heat dispersion ranged between 250 and 350 kWh/m2 a year (kilowatt hour per square meters a year), for an average of 290 kWh/m2 a year. In addition, there was an extremely high concentra-tion of CO2 in the classrooms of up to 2,800/3,000 parts per million, equivalent to 50/70 kg of CO2 per m2 a year, for an average of 60 kg of CO2 per m2 a year.The most frequent anomalies included drafts of cold air through windows due to the poor quality of the fixtures, dispersion of heat from the radiators and heating systems, failure to insulate exterior walls and temperature changes caused by poor design. In addition, there were numerous problems invisible to the naked eye but with an impact on insulation, such as heat dispersion through housings of rollup shutters or from improperly insulated window-sills, which provide an easy path for heat dispersion.

In the first phase of the Eco-Generation project, an ad hoc program of activities was organized at each of the pilot schools to promote good sustainability practices. Stage shows, laboratories for budding energy managers, energy conservation cartoons, technical experiments, training for teachers and many other activities characterized the project at the different locations. In addition, the goal of energy conservation was pursued using different educational paths designed to encourage the adoption of virtuous practices,

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structured based on the type and level of the schools involved, local characteristics and the specific competencies of each school. At the end of this path, each school submitted a “Sustainable School’s Handbook” as a tool to upgrade the school’s building.The best handbook was used as the “Charter of Quality Objectives for Sustainable Schools,” which all schools was encouraged to adopt. Specifically, the project calls for the pilot schools to test and actually implement the recommended remedial actions.The final objective of the Eco-Generation project was to provide all schools in the territory with the “Charter of Quality Objectives for Sustainable Schools,” developed through the field work of the pilot schools, and the award of an “Ecoefficient School Stamp.” This project was implemented under the aegis of the Italian Ministry of the Environment and is a partner of the European Union’s Sustainable Energy Europe Campaign.

Edison and Legambiente’s aim is to transform Eco-Generation into a permanent energy efficiency program that can be offered to all schools, local governments and the Ministry of Education.The activities of the Eco-Generation project were planned combining the analysis of scientific data with the needs of local communities and involving all stakeholders through transparent communications that enabled all parties involved to recognize the project’s value added. Such a path is of great interest for a company such as Edison because of its significant impact on empowering and fostering a dialog with local communities.

http://www.edisongeneration.it/progetti/eco-generation/“Eco-Generation – Schools as Climate’s Friend” is also active on the Facebook social network, where for the first time a group is co-managed by a company and an NGO, as evidence of a relationship based on mutual confidence: https://www.facebook.com/events/209009979213151/

BEATRICE COLLARINICR Specialist - [email protected]. +39-02-62227056

ENI

ACCESS TO ENERGY

2007

ENERGY

SUB-SAHARAN AFRICA (Republic of Congo)

CUSTOMERS, NGOs, GOVERNMENTS, ACADEMIA,COMMUNITIES / CIVIL SOCIETY

ENVIRONMENT, COMMUNITY / SOCIETY

Energy poverty represents one of the main obstacles to the social and economic development of a Country. Consequently this has increased the awareness of the role played by energy companies to increase access to energy for large segments of the population.In many Countries where Eni works, access to energy has become a priority in the development promoting strategies also with reference to achieving the Millennium Development Goals promoted by the UN.

In Africa, Eni has a flaring down strategic plan that seeks to address the dual challenge of fighting energy poverty while tackling climate change. Where the associated gas is used to supply the local market and produce electricity, the population gains access to a continuous supply of reliable and safe energy. This, in turn, acts as a catalyst for social and economic development.Eni has been active in hydrocarbon exploration and production in the Republic of the Congo since 1968. In 2007, Eni signed an agreement with the government to develop two electricity power stations and eliminate gas flaring by 2012.The agreement envisages the construction in Djeno of the new Centrale Electrique du Congo power station (300 MW, planned for a future output of 450 MW) and the revamping of the existing 50MW Centrale Electrique de Djeno power station.The agreement also includes the exploitation of gas from the M’Boundi oilfield, which is collected and transported through a 55 km pipeline to Djeno.

In three years, Eni has reduced flaring by over 30% (compared to 2007), and is investing in new energy infrastructure to bring this figure up to 80% by 2014. When fully implemented, the program will recover around 5 billion cubic meters of gas per year.The two new power stations will now provide 60% of the country’s installed capacity and expand access to electricity for approximately 700,000 people.Average per capita electricity consumption in the area serviced by Eni’s investment rose to 350 KWh in 2009 and 462 KWh in 2010, compared with the national average of just 137 KWh per year.

The main challenge is to enhance quality and security of provided energy in developing countries and in the meanwhile ensure affordability of distributed electricity. Work with local communities to promote a better and sustainable use of energy is another important challenge.

http://www.eni.com/en_IT/sustainability/rio20/sustainable-energy/access-energy/access-to-energy.shtmlhttps://www.youtube.com/watch?v=BDvSk_QKIi4&feature=youtu.be

eni S.p.AUnità Sostenibilità

[email protected]

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ERNST & YOUNG

EDUCATION & ENTREPRENEURSHIP ITALIA-HAITI

2010-2013

PROFESSIONAL SERVICES (E.G. CONSULTING FIRMS)

CENTRAL AMERICA (Haiti)

COMMUNITIES/CIVIL SOCIETY

COMMUNITY/SOCIETY: Community Impact/Engagement, EducationLABOR PRACTISES: Training & Education, Diversity & Equal Opportunities

In December 2010 Ernst & Young Italy decided to create a unique opportunity to celebrate the Christmas holidays together in a socially responsible way. The idea was not simply to give a donation but develop an entire project that was consistent with the EY business and CR strategy that, in a nutshell, is focused around three pillars: Education, Entrepreneurship and Environment. Ernst & Young Italy chose to collaborate with the Fondazione Francesca Rava - N.P.H. Italia Onlus because of the excellent work it was carrying out (and still is!) in Haiti. Fondazione Francesca Rava - N.P.H. Italia Onlus was also eager to develop a programme with Ernst & Young, consistent with Ernst & Young’s values. Currently (autumn 2012), Ernst & Young is preparing the third edition of the project• Develop a project. Main challenges are: that allows Ernst & Young to take advantage of the wide

range of competences within the organization to help those talented people, who are already working in Haiti with Father Rick Frechette and Fondazione Francesca Rava - N.P.H. Italia Onlus, to better express their talents in Haiti, and to help them help themselves

• Develop a project that involves as many professionals as possible from within the organization.• Make Ernst & Young people (3000 in Italy) aware of the good results achieved in Haiti thanks to Ernst

& Young’s involvement

• Help young professionals living Haiti’s difficult reality to help them help themselves through education - Training: from June 13 to July 7 2011 seven professionals very close to Father Rick Frechette, priest and doctor director of N.P.H in Haiti, attended a one-month Management and Accounting training course held by Ernst & Young professionals in the Milan offices. Due to the positive outcome of 2011 experience, a new vocational training (one month) was organized in Italy in July 2012 for young professionals working with Father Frechette.

• Support Haiti also through tangible actions and results - building and setting-up of Administrative Offices: in 2011 we contributed to the building and setting-up the Administration offices in Francisville (project conceived by the Fondazione Francesca Rava - N.P.H. Italia Onlus aimed at creating self sustainability) to empower human resources and provide jobs and training opportunities. In Francisville at the moment a pasta factory, a bakery, a brick factory, a tailors’ shop and a restaurant are already in place. Setting up of new administrative offices in the new commercial area in Tabarre.

• Involve the Ernst & Young population - Visit to Haiti: The first year of collaboration was undertaken by a delegation of 6 Ernst & Young professionals who stayed in Haiti from November 15-20, 2011 and had the chance to visit the infrastructures built by the Fondazione, put up the inauguration plaque on the Administration Office and meet again the Haitians that came to Milan during the summer. The 2012 Ernst & Young delegation is preparing the travel to Haiti in November 2012. In both editions we received nearly 90 applications from Ernst & Young professionals who volunteered to be part of our delegations.

During the whole project the Management and Ernst & Young partnership were regularly informed; the Country Managing Partner and People Leader met the professionals from Haiti and joined the final training celebration. Marketing and the People director were also involved.

The strongest impact can be read through the worlds of Father Richard and one of his guys:According to Father Richard Frechette, the Ernst & Young training program is a sort of ‘University of life’ for his people since it is an opportunity for them to open up their minds and live a well-rounded experience in a reality that is extremely different from their day-to-day lives.’ Holson Theodore is one of the students who came to Milan in June 2012 and is Assistant Manager at Francisville, a production and training center based in Port au Prince and managed by Fondazione Francesca Rava - N.P.H. Italia Onlus As Francisville’s Assistant Manager, Holson is in charge of the overall supervision of the project and has accounting and reporting responsibilities as well. He works with the Director of Francisville to develop new commercial partnerships. ‘The Ernst & Young training will make my job more efficient and this will also benefit the colleagues I work with. I will be able to prepare the business plan for the development of new productive units like, for instance, the new resort and commercial area. Due to my background as a trainer, I will also be able to share the knowledge I picked up in Milan and I will be able to develop new and more important relations with institutional targets’.

• CR projects are extremely relevant and powerful to engage the internal audience when they are serious, concrete and credible

• Projects must be communicated in an extremely transparent way• The projects are more efficient if communicated through people histories. The meetings between

people from Haiti and people from Italy were extremely powerful• The biggest challenge is to communicate internally the meaning of projects like this, many people

are enthusiastic but many are also skeptical and need to be involved

http://www.ey.com/IT/it/About-us/Corporate-Responsibility/About-us---Coriporate-responsibility---Education---Entrepreneurship-Italia--Haiti

CRISTINA PAUNAMediterranean Head of Internal Communication

Ernst & [email protected]

Tel. +39 02 7221.2848

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HOLCIM (ITALIA)

COMMUNITY DAY/TOGETHER FOR COMMUNITIES

2007 (launch year)

INDUSTRIALS

EUROPE (Italy)

EMPLOYEES, OTHER STAKEHOLDERS (NGO, Government, Academia), COMMUNITIES/CIVIL SOCIETY

COMMUNITY/SOCIETY: Community impact/engagement, Stakeholder engagementLABOR PRACTICES: Employment

The idea to implement the Community Day was born from the desire to create a tangible CSR project in which employees (even top and senior management) could be testimonials / play an active role in creating value for the local communities around Holcim (Italia) cement plants.The basic concept of the Community Day is that Holcim employees volunteer one day at local NGOs supporting with a number of small activities. The day is regularly paid by Holcim.The Community Day addresses internal as well as external stakeholders and has therefore a great potential to strengthen Holcim reputation of being a social responsible company. The needs of the community can be approached in a proactive way and an open dialogue can be established.Employees have the ability to acquire new skills sharing knowledge and experiences with the employees of the NGOs and their guests and can actively participate in the community.Additionally, team spirit among employees can be fostered and work colleagues get the opportunity to get to know each other aside the familiar work environment.

The Community Day is a corporate volunteering day, regularly paid, aiming to have a positive impact on the local community, also involving the employees, in order to: • Strengthen our reputation of being a social responsible company;• Have a proactive behavior towards the needs of the local community;• Establish an open dialogue with the community;• Offer employees the opportunity to acquire new skills sharing knowledge with non-profit

organizations staff and their guests and to actively participate in the community;• Foster team spirit and allow employees to get to know their colleagues outside the workplace. The programme aims to help local NGOs and their guests (could be disabled people, etc.) by providing them our employee time and finances. The agenda for the Community Day is defined collaboratively by Holcim (Italia) and the participating NGOs. The selection criteria applied since then every year are:• Number of years of presence in our local communities; • Associations’ activity and projects;• Association users’ aptitude to get in touch with guests like could be Holcim employees; • Engagement with the community and with relevant stakeholders.During the Community Day employees are involved in the NGOs daily business like gardening, small works of assembling, paper work, cooking, painting rooms, etc.

We have achieved results in our reputation of socially responsible company, in our employee motivation and in our employee social engagement and satisfaction. Since 2007 we have got an increasing number of participants and a high level of satisfaction: near 430 employees enrolled; 12 different non-profit organiza-tions involved; 4,7 average satisfaction (1-5 scale), all participants will adhere in the next years and ask for 2 per year.Employees have appreciated the opportunity to know the NGOs and to do something useful for them.Besides, most of them have appreciated the team building with colleagues. NGOs have received interesting inputs from Holcim employees (e.g. new ideas for fund raising) and have profited from economic contribu-tions for new projects, e.g. funds for their new sustainable building, new furniture for rooms for disabled children, etc. NGOs discovered that Holcim (Italia) is made by interesting and smart people who want to create value for their community in the community’. Holcim (Italia) has been one of the few operating com-panies of Holcim Group starting earlier with employee volunteering. In 2012, for its 100 years, Holcim has turned this initiative into a global one.The aim is to engage as many of our 80,000 employees as possible to volunteer one day for the community. If enough people participate, Holcim can provide 100 years’ worth of volunteering work to society.This is very much in line with Holcim values and its commitment to sustainable development.

The main challenge we have to address is to keep high both the level of employee engagement and the level of employee satisfaction. Lessons learned:• Employees want to play an active role;• Not all the employees are ready for volunteering programme. This means that the target number will

never be equal to the total number of employees;• Employees prefer to invest their time instead of their money in favour of NGOs.

http://www.holcim.ithttp://www.youtube.com/watch?v=0opaJEXagjE

MANUELA MACCHIHead of Corporate Social Responsibility and Communication

Holcim (Italia)[email protected]

Tel. +39 031 616366

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HOLCIM (ITALIA)

OH&S

SINCE 2002

INDUSTRIALS

EUROPE (ITALY)

OTHER STAKEHOLDERS (NGO, GOVERNMENT, ACADEMIA)COMMUNITIES/CIVIL SOCIETY, OTHER

LABOR PRACTICES: TRAINING & EDUCATION, HEALTH & SAFETY

Health and Safety is our Priority Number 1. We want to provide healthy and safe workplaces by striving for zero risk to our employees, contractors and visitors and we want people working for us are returning home after completing their tasks as safe and healthy as when they came to work. The overall goal of OH&S at Holcim is “Zero Harm to People”. All injuries, incidents and unsafe conditions are investigated to found the root causes, and proper corrective actions are taken. Holcim has developed five Corporate Cardinal Rules aiming to prevent the most critical incidents in our Industry:1. Do not override or interfere with any safety provision nor allow anyone else to override or interfere

with them.2. Personal Protective Equipment (PPE) rules applicable to a given task must be adhered to at all times.3. Isolation and Lock Out Procedures must always be followed.4. No person may work if under the influence of alcohol or drugs.5. All injuries & incidents must be reported.

In 2002 Holcim (Italy) adapted Holcim OH&S Policy to the Italian context. In 2005 Holcim (Italy) intro-duced the OH&S Pyramid, a proprietary management system developed by the Holcim Ltd, that provides a guidance on the key elements involved in the development and implementation of an OH&S Manage-ment System.On top of that since 2006 in Italy we have been implementing in our sites an OH&S Management Sys-tem certificated OHSAS 18001 (at 12/31/2012 we have 21 certified sites). Passion for Safety is a process, developed by the headquarter and implemented in Italy in December 2006-October 2007 with a OH&S Awareness Campaign, to implement a strong and sustainable OH&S culture allowing Holcim to achieve their goal of “Zero Harm to People”.It is based on strong management commitment and well-defined line accountability for OH&S. In 2008 we launched two other projects: Top Safe and OH&S Walking Trophy. The first is a process involving em-ployees and third parties in role-playing for developing leadership behaviours while the latter is a sort of competition among countries for developing and sharing best practices on OH&S.We have a program to manage contractors through a pre-qualification process, specifically worded con-tracts, and adequate induction and training (Top Safe). Holcim will focus its efforts going forward by continuing to embed the Fatality Prevention Elements (FPE) and the Contractor Safety Management Directive (CSMD) throughout the business.In 2012 Holcim Ltd has started assessing the effectiveness of the implementation of these directives across all regions and businesses and Holcim (Italy) has been one of the pilot companies.Holcim will further strengthen the competence of its people in OH&S through intensive training and an improved safety organization.Holcim is fully committed to its vision of “Zero Harm to People” and will also continue to work with oth-ers in the sector through the Cement Sustainability Initiative.

BUSINESS IMPACT: To be fully effective OH&S management must be an integral part of business management. When effectively implemented, OH&S minimizes the risk of diseases, injuries and incidents and provides assurance that Holcim and our people are properly meeting their responsibilities.SOCIAL IMPACT: To implement OH&S projects brings benefits to the community. First, because our employees are part of the local community and, therefore, a lack of injury to one of them means a non-injury to the community. In addition, another social impact is the increased level of OH&S awareness by external stakeholders, first of all along our supply chain. ENVIRONMENTAL IMPACT: We developed a OH&S Pocket Guide focused on AFR (alternative fuels and raw materials) business in order to impact on the thermal energy and reduce environmental impact as well.

• Safety is not the responsibility of any individual or single group within an organization. Effective safety management occurs if persons at all levels within an organization are seen to be responsible for relevant aspects of safety management;

• Irrespective of the quality of design of plant and equipment, satisfactory safety performance will not be achieved unless personnel have been appropriately trained. Training should cover the why (awareness) and the how (procedure);

• Safety Management is not simply a matter of identifying and dealing with specific safety problems at a given time. Good management of OH&S is an essential part of doing business today. Employee, investor and community expectations are high and legislation is becoming more stringent. This necessity is reflected in the Holcim OH&S policy and management system. To be fully effective OH&S management must be an integral part of business management.

http://www.holcim.it



Tel. +39 031 616366

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In 2005 Holcim (Italy) decided to embark on a sus-tainability reporting journey according to the Global Reporting Initiative with the following objectives:• Promoting internal alignment;• Presenting the sustainability issues and perfor-

mance of all our operations (starting from ce-ment and with the second edition extended to the other businesses);

• Building reputation with a wide range of stake-holders as a company which takes sustainability issues management seriously;

• Being engaged in a continuous improvement pro-cess on sustainability with challenging targets.

Audiences of the SD report include the following groups:• Employees;• Regulators;• Customers.

In 2005 Holcim (Italy) decided to embark on a sus-tainability reporting journey according to the Global Reporting Initiative with the following objectives:• Promoting internal alignment;• Presenting the sustainability issues and perfor-

mance of all our operations (starting from ce-ment and with the second edition extended to the other businesses);

• Building reputation with a wide range of stake-holders as a company which takes sustainability issues management seriously;

• Being engaged in a continuous improvement process on sustainability with challenging tar-gets.

Audiences of the SD report include the following groups:• Employees;• Regulators;• Customers;• Suppliers;• Business partners;• Local communities and local institutions;• NGOs;• Academics;• Media.

In 2007 Holcim (Italy) submitted for the first year to an external verification by an independent as-surance provider. In 2008 Holcim (Italy) undertook a SD Materiality Review prior to commencing reporting to confirm that the strategic priorities on sustainable development remain valid and to identify any local issues that should be addressed in the report. This analysis has been reviewed in 2012. The 2011 Sustainability Report is structured by strategic priorities.

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HOLCIM (ITALIA)

SUSTAINABILITY REPORT

2005 (launch year)

INDUSTRIALS

EUROPE (Italy)

CUSTOMERS, EMPLOYEES, SUPPLIERS, SHAREHOLDERS, OTHER STAKEHOLDERS (NGO, Government, Academia), COMMUNITIES/CIVIL SOCIETY

ORGANIZATIONAL ACCOUNTABILITY: (ESG) Reporting and disclosure ENVIRONMENT: Energy & climate change, Environmental protection, BiodiversityCOMMUNITY & SOCIETY: Community impact/engagement, Stakeholder engagementLABOR PRACTISES: Employment, Health & SafetyOTHER: Sustainable Construction

Embarking on a Sustainable Development reporting journey can be extremely beneficial, but it is a journey that should not be taken lightly and should not be stopped. Taking the example of Holcim Ltd and being strongly committed to sustainable development and to the importance of a transparent and accountable sustainability reporting both for the Group and for the local operating company, in 2005 Holcim (Italy) decided to embark on a sustainability reporting journey.

• The golden rule for any sustainability communication, including SD reports, is “once you start communicating, never stop”;

• The quality data check is time consuming but necessary;• Assurance of the report and the involvement of stakeholders in the reporting process leads to

greater credibility;• The structure of your report should facilitate reporting on SD priorities. Undertake a SD materiality

review to confirm your local priorities;• Use case studies to illustrate performance.

http://www.holcim.it



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BUSINESS IMPACTHolcim (Italy) has a relevant business impact to employees, suppliers and local communities.

SOCIAL IMPACTBetter relationship with our stakeholders and increased stakeholder engagementEnhancement of reputation of socially respon-sible companyBetter results:Strong decrease of the Injury Frequency RateThe safety of Holcim employees and the employ-ees of suppliers and subcontractors is critical to the success of the business. Holcim (Italy) has improved the Lost-Time Injury Frequency Rate by 76 percent since 2004, and aims to achieve a further reduction by the end of 2013. Holcim (Italy) has certified 21 sites under OHSAS18001 by the end of 2011. Holcim (Italy) is committed to engaging with all stakehold-ers, including trade unions, to drive safety perfor-mance in the company and sector-wide.

Assume social responsibility Recognizing that building constructive relation-ships based on trust with communities in which Holcim operates is imperative, Holcim (Italy) has community engagement plans in place. Holcim (Italy) is fully involved in stakeholder engagement activities: employee volunteering (community days), open days, multi-stakeholder groups, etc.

ENVIRONMENTAL IMPACT (examples)Better relationship with our stakeholdersEnhancement of reputation of environmentally responsible companyBetter results:Emissions reductionsThe reduction of CO2 emissions and increasing energy efficiency remains an important area of focus. Since 1990, net CO2 emissions per tonne of cement produced have been reduced by 25.5 per-cent, which puts the operating company on track to meet the target set by the Group to reduce specific net CO2 emissions by 2015 by 25 percent below the 1990 benchmark.

Quarry rehabilitation and biodiversityThere is a growing global focus on maintaining biodiversity and handling important water re-sources properly.Due to this, Holcim, in conjunction with Interna-tional Union for Conservation of Nature (IUCN), has developed an innovative Biodiversity Manage-ment System and is working with IUCN on imple-menting the system throughout the Group.A target has been set such that 80 percent of Hol-cim sites situated in high biodiversity value areas must have biodiversity action plans in place by 2013.

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LEROY MERLIN ITALIA SRL

SUSTAINABLE SUPPLY CHAIN

END 2009 - ONGOING

UTILITIES

ITALY

CUSTOMERS – EMPLOYEES – SUPPLIERS – SHAREHOLDERS - OTHER STAKEHOLDERS (NGO, GOVERNMENT, ACADEMIA) - COMMUNITIES/CIVIL SOCIETY

ENVIRONMENT: Waste & pollution, Resource efficiency (e.g minerals, water or agricultural), Energy & climate change, Environmental protection,Biodiversity, Product & services

To optimize the level of service by improving and reducing the impact on the environment by using intermodal logistics. The biggest challenge was the definition and the analyzing of the impact on the whole supply chain process of CO2 and CO2 equivalent (measuring the impact of climate changes of CO2 and other gases - greenhouse effect)

In 2011, LMI’s Supply Chain consolidated the process initiated in 2009: cross-docking a consolidated reality, more than 40% of the store fluxes transits through the main depot through this way.Train continues to replace the trucks on the streets : from the Genoa port to the Rivalta Depot 55% of the containers are transported via train, 100% of the goods from the Anverse Depot to Rivalta are delivered via intermodal (train + truck). Leroy Merlin has decided to remove 3000 trucks from the streets and has started an intermodal service that connects Northern Italy and Center-South Italy.A new intermodal train service has been implemented that connects Logistic Pole to LM Rome on a daily basis. The goods transported by train and directed to the Campania Region reducing 70% kms on the streets. The Puglia Region, the daily train Piacenza – Bari reduces approximately 80% the CO2 impact and reduces approximately 750 transport means on wheels. The measurement of saturation (on surface) of the containers goes from 101% to 106% For more information please refer to our Annual Report on Sustainable Growth, pages 106-107http://www.leroymerlin.it/la-casa-di-domaniPartners: Università Poitecnico di Milano, suppliers, and Italia Logistica (joint-venture Ferrovia Italiane and Poste Italiane) and GTS.

Environmental impact: CO2 per pallet has gone from 9 to 6.5 kgs, equivalent to 2750 tons of CO2 . The business and social impact go along with this CO2 reduction, it ‘s a big saving for all parties concerned.

We, Leroy Merlin, are always aiming to improve our process to help the Environment, our Employees and our Clients. We all gain from this process, we aim for a better eco-nomic, eco-logic eco-working world for our tomorrow.

www.leroymerlin.it - http://www.leroymerlin.it/la-casa-di-domani

LUCA PERENOSustainable Project ManagerLeroy Merlin Italia [email protected]. +39 02 39976792 or mobile +39 348308892

Objectives à extend active ageing with employers and employees vantage;• employees: renew or maintain engagement,

motivation, satisfaction; stimulating exchange and streaming of expertise and best practices among different generations;

• employers: exploit all employees’ potential, spread best practices and implicit knowledge internally, increase productivity.

Stakeholders have been involved in the whole pro-cess: over fifties employees, their responsibles and colleagues and Management Team.HR Dept guided the process.We used focus groups to collect from the stake-holders expectations, fears, needs and possible ac-tions.

We shared the results with Management team first, and then with target group, and decided to act along three axes:- Stay@work: tools and offers to remain healthy

and energetic, like specific gym-pauses, ergo-nomic fornitures, but also a special Qi gong training

- career path: competencies balance for each person, analysis of positions fitting with target-group’s competencies, design of possible job ro-tations or job enlargement in the next years. An important j-enlargement is the role of mentor of young Talents

- continuos learning: learning pills to maintain knowledge and mental agility. This year workshops: - social networks and their use in the organization - mindfulness and mental efficiency - future economic and social scenarios

RANDSTAD ITALIA SPA

“SILVER WINGS” PROJECT

2012

JOB AGENCY

EUROPE (ITALY)


LABOR PRACTICES: Employment, Training & education, Diversity & equal opportunities, Health & safety, Active Ageing

We started from the observation of some phenomena in Europe and in Italy:• increase of population’s age;• increase of poverty and generational conflict;• increase of living expectation and work staying;• debate on labour reform (especially in Italy where retirement age is higher than in other European

countries).We have been inspired by the European Parliament, that entitled 2012 as “European year for Active Ageing and solidarity between generations” and decided to act firstly from inside our organization to maintain engagement and productivity among over fifties employees, a group seen as static, close to change, difficult to motivate and, actually in Italy due to labour reform, worried about its future.At the same time is a strong challenge ask an organization to invest money for this target culturally seen as too expensive and unproductive.

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Activities started last September, so many results are still to be gained. The very first indicator we have is linked to our annual people survey: in a crisis, hard year, the over fifties are the group where we can find more people engaged and eager to grow and develop competencies.That means that the fact itself of dealing with this issue and of doing it involving actively this target has had an impact on internal climate and on business (as engagement is statistically connected with high performance).During the next months we’ll measure other performance indicators, like absenteeism, business results and competencies, to calculate both the individual and business impact of all the activities.

Ageing is sensitive issue: people feel not only personally but also socially threatened, in terms of employ-ability, future possibilities of working, dignity and personal value.Tools intended for engaging people (E.G flexible worktime) may be read as organizations attempts to remove older, expensive and umproductive employees.We wanted our colleagues to feel appreciated, not turned away, and we wanted to offer them something really useful.Ask them how they feel, what they want and need instead of just offer solutions allowed us to dissipate their fears and to know that, differently from stereotypical image, “aged people” want to grow, learn, express themselves in organizations.

BENEDETTA BAZZONILearning and Development managerRandstad Italia [email protected]. +39 0298987608

ROCHE

ALOUD, CANCER IN ITALY

2011/2012

HEALTH CARE

EUROPE (ITALY)

COSTUMERS, EMPLOYEES, OTHER STAKEHOLDER(NGO, GOVERNMENT, ACADEMIA), COMMUNITIES/CIVIL SOCIETY

COMMUNITY/SOCIETY

2,2 millions people live in Italy having experienced cancer: 1,3 million overcome cancer at least since 5 years and 800.000 at least since 8 years.These numbers demonstrate on the one hand that cancer is a mass pathology with a huge impact on patients and their families for a long time, on the other hand there are no data to prove the indirect costs that cancer patients and their families have to face in term of loss of work, out of pocket and more.Patients organizations stress the great value of innovative therapies in improving quality of life, reducing the timing to come back to work and more. They denounce also an unequal access to best therapies in different Regions of the country.Aloud, cancer in Italy” is the first Italian research that reports “aloud” the social burden of cancer in Italy, needs and expectations from patients and families with the engagement of more than 1.000 patients and 700 caregivers.The first Italian report on patients that shows a complete and detailed overview of features, problems and solutions highlighting the social burden of the disease.

“Aloud, Cancer in Italy” is the first Italian research that reports “aloud” the social burden of cancer in Italy, needs and expectations from patients and families with the engagement of more than 1,000 patients and 700 caregivers. The massive data collection was generated thanks to FAVO (Federation of more than 400 patients groups) and elaborated with the support of Censis ( main social research institute in Italy).For this research, more than 1,000 patients and 700 caregiver filled in a structured and exhaustive ques-tionnaire on the basis of their personal experiences facing cancer.Partners of the report: besides FAVO and Censis, also Il Sole 24 Ore (main economic Italian newspaper), AIOM (oncology scientific association) with a wide and cross media activity. «Aloud, cancer in Italy» was presented on November 8th at the Senate during an event organized with “Sole 24 Ore Group”. Thanks to the report, new evidence-based material has been made available for patients, Advocacy groups and all other stakeholders.This report represents a basis to work on and think about in order to satisfy patients and caregivers needs. Besides Censis and Favo that worked on the report, Roche wanted to be personally part of this event together with institutions that everyday discuss these topics.During the meeting, members of institutions, Advocacy Groups, physicians and scientific societies dis-cussed the social impact of the disease on our system.Furthermore the site www.adaltavoce.info was created to show and share the results of the research and the videos of some patients who wanted to tell their stories «aloud».

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Thanks to the scientific value of the analysis and the involvement of more than 1,000 patients and 700 caregivers the report realized with Censis and Favo with Roche support is the basis the «IV Report of welfare conditions of oncologic patients» The important analysis led in 2011 will bring to the presenta-tion of further data which give a complete and detailed analysis of the conditions of patients affected by CRC and breast cancer. Furthermore an in-depth analysis of direct and indirect social costs of cancer will be made available.This activities have caught the attention of main actors and active decision-makers of Health System.The presentation of the report patients voice has generated more than 300 media clippings, television and radio included, with a total readership of more than 60,000,000 of contacts.The recent health decree responds to patients request of equal access to innovative treatment making innovative drugs immediately available after National Health authorities approval

Working all together, patients groups, scientific associations, and institution was strategic for success. We had the possibility to better understand the different point of view of our stakeholder.Solid data represent an important aspect to start discussion and to drive solutions.

www.adaltavoce.com

DARIO FRANCOLINOHead of Communications & PARoche [email protected]. + 039 2471

ROCHE

CLOSE TO PATIENTS

2010/TODAY

HEALTH CARE

EUROPE (ITALY)

EMPLOYEES

ORGANIZATIONAL ACCOUNTABILITY

Headquartered in Basel, Switzerland, Roche is a leader in research-focused healthcare with combined strengths in pharmaceuticals and diagnostics. Roche is the world’s largest biotech company with truly differentiated medicines in oncology, virology, inflammation, and CNS.Roche’s personalized healthcare strategy aims at providing medicines and diagnostic tools that enable tangible improvements in the health, quality of life and survival of patients Roche is also the world leader in in-vitro diagnostics, tissue-based cancer diagnostics. A wide strategic project finalized to build a common vision about the future of Roche Group was implemented worldwide: main topic of this project was the capacity to put patients’ needs at the center of our activities. Motivate employee helping to understand and directly get in touch with the result of our daily way to act. “Close to Patients” is a project thought to concretely respond to the main objective of our vision: patients first.

Close to patients is an innovative project that Roche has implemented starting from the simple consideration that Roche employees not always have the opportunity to see the impact and consequence of their daily job on patients hope and life. Partner: Patients groups, clinicians, caregiver. The project received the sponsorship of our top management , that directly take part to the meetings We organize several conference in the Roche town hall inviting our employees to participate. Our guest share with us their experience, emotions , difficulties, sense of loss and happiness when new therapies overcome the problem, all this in a simple and true conversation. Meetings have faced different area: oncology, virology rheumatology , transplant, central nervous system. messages about importance of early diagnosis and preventions have been transferred to all employees . Patients highlighted how important is the scientific innovation for their expectations giving a great value to each single employee activity.

Close to Patients represent an important occasion in terms of:• Strengthening the relationship with our stakeholder• Implementing a communication campaign finalized to employees engagement• Strengthening engagement, sense of belonging, proudness • Expanding this experience in other Roche affiliatesMore than 100 employees has taken part to each single meeting and more than 80% stated to appreciate the initiative. These event permit us to synergize with external events as “The word arthritis day”: the patients hosted in Roche accepted to tell her experience in the main national newspaper “Corriere della Sera” telling how difficult simple daily gestures could be for a person affected by rheumatoid arthritis, a still not well-known disease.

In general these meetings have strengthened the link between Roche and its employees and give the opportunity to better understand how key it is for each employee to understand the importance of their work and the work of all the teams on patients and their family lives.

DARIO FRANCOLINOHead of Communications & PA - Roche S.p.A

[email protected]. + 039 2471

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SANDVIK ITALIA S.P.A.

RECYCLING: AN OPPORTUNITY FOR ENVIRONMENT AND BUSINESS

SINCE 2009

INDUSTRIALS

GLOBAL (ITALY)

CUSTOMERS/ ENVIRONMENT

ENVIRONMENT

Sandvik is a global industrial group with advanced products and world-leading positions in selected areas – tools for metal cutting, equipment and tools for the mining and construction industries, stainless materials, special alloys, metallic and ceramic resistance materials as well as process systems.The Group has about 50,000 employees and representation in 130 countries, with annual sales of more than 94,000 MSEK. Sandvik has been present in Italy since 1950 with commercial offices and manufac-turing plants, and has operated successfully by maintaining good relationships with the socio-environ-mental context in which it has set its roots.In 2007 Sandvik Italy filed an application to the Italian authorities in order to create a collection center in Milan for cemented carbide worn-out cutting tools, and in 2008 it has started collection activities. In 2009 the company has also obtained the licence for transportation of this type of waste.The business challenge was to buy worn-out cutting tools back from its customers, at a fair price, when such tools can no longer be used in their manufacturing process. Today this is a common practice for us at Sandvik Italy. The Company takes care of packing such waste in appropriate boxes and sending it to the Sandvik European Recycling Centre where the product is brought back to its original form (powder) and used to produce new recycled product.Sandvik Italy’s objective is to decrease the extraction of raw materials from the ground and avoid use of energy to extract and process the rocks that contain the mineral needed to produce the cutting tools. This is an extremely complex and energy-consuming process, which also causes emissions into the envi-ronment, water consumption, and production of more waste. It is important to consider that cemented carbide, for its characteristics, is not compatible in recycling and recovery processes with steel-based products and other metals.

For Sandvik, the cemented carbide waste consists of worn out machining tools, such as drilling tools, threading tools and milling cutters purchased by the customer. The company sees recycling not just as a benefit for the environment, but as an added business opportunity for itself and its customers.The company looks at carbide recycling in the context of the customer’s value chain from R&D through production logistics. The customer can incorporate recycling into various processes from the dispensing of carbide inserts, their use in production, collection, recycling and then use that money to purchase new inserts or to finance new tooling projects.This process involves numerous stakeholders, primarily the Environment Health & Safety (EH&S) function of Sandvik Italy, product marketing department, communications, customer care, salesforce, warehouse personnel. The typical external stakeholder is the third party transporter: in fact for the time being Sand-vik Italy has capacity to take care of only 30% of the transportation.A special ‘separation table’ has been set up in our Milan warehouse where our personnel select the worn out tools by size. Then we proceed by packing such tools (considered waste) into containers and we ship by pallets to the Sandvik Europe collection center.Such practice is promoted by the company’s marketing and sales department, where our salesforce has the task to supply information and data in order to coach the customer into the usefulness of recovery of a product with high technological content, which requires important raw materials, expensive and

rare. The recovery process and renewed product formation using 100% of recovered product needs ap-proximately 50% of the energy compared to a normal production cycle that starts from extraction of such metal.The EH&S service in Sandvik Italy has carried out training and raised awareness in our salesforce, ware-housemen and transporters both regarding Italian legislation on waste management, storage and han-dling. Extensive sessions of training have been devoted to clients regarding legislation on collection, storage and treatment of this type of waste. In addition to training Sandvik provides customers with appropriate containers necessary for the collection and shipping containers that are different from those used for the definitive storage and transportation to its European Recycling Centre.All carbide inserts and round tools are then sent to ISO 14001/OHSAS 18001/ISO 9001-certified plants, to ensure that all carbide is recycled using approved, environmentally friendly methods.

The concept of recycling has moved beyond the obvious environmental benefits and has taken on added dimension in the modern world. Also, such practice results in business opportunities beyond just the environment. Our motto is: Together, we can do our part to promote more sustainable manufacturing processes. Sandvik has created an innovative form of relationship between supplier and customer based on the environmental aspects of the recovery, with the guarantee for the customer of the absolute cer-tainty of total compliance to the legal aspect of the lifecycle of the product.Moreover, this solution results in simplification of work organization by the customer with decrease of time and costs of waste management. Under the social point of view, we do not create depletion of natural resources and truly use less energy and materials for the production cycle (electricity, natural gas, water) resulting in lower CO2 emissions into the environment. All containers necessary for the collection, storage and transport containers are fully recyclable.

Sandvik has long been an advocate of environmental sustainability in the manufacturing industry. The main challenge in proposing a new approach to waste of worn out machining tools was training custom-ers into a cultural change, which we had experienced ourselves in the first place.Our salespeople no longer had the mission of selling a product to the customer, but selling the value of a completely new approach in which Sandvik and the customer would work in collaboration to create a product lifecycle with the least possible impact against the environment and society.Another aspect to be emphasized is also relating to acoustic pollution, ie the noise that the process of extraction and production of this mineral entails. This recycling concept was also “revolutionary” to pass to our salespeople that had to completely change their mindset and see the recycling as part of the sales activity thus working even closer to the customer to make the new process work. We recognize, however, that the company did not struggle to pass this message through: people got the concept immediately. This is a sort of reward, corporate-wise, resulting from a strong company culture and natural responsive-ness to the Company’s Core Values (Open Mind, Team Spirit, Fair Play).Lessons learned for us are the living proof that we can do business even looking at the environment, and the internal cultural set-up based on shared corporate values has a prominent role in all this: taking care and protecting the environment can help you to shape a different and innovative kind of business. Em-ployees are more motivated and loyal to a company active in the adoption of environmentally conscious practices, and we believe that this reflects good results also on the retention rate of the employees and on employer branding as a whole.

www.sandvik.com

ROBERTO PISSETTI (technical contact)EH&S Manager

Sandvik Italia [email protected]

Tel. +39 02 307051

GIULIANA MASSIMINO (corporate contact)Country Communications Manager

Sandvik Italia [email protected]

Tel. +39 02 30705522

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SAP

SAP Sustainability Agreement with Ministry of Environment

2012-2013

INFORMATION TECHNOLOGY

EUROPE (Italy)

CUSTOMERS, EMPLOYEES, SUPPLIERS, OTHER STAKEHOLDERS (NGO, Government, Academia), COMMUNITY/CIVIL SOCIETY

ORGANIZATIONAL ACCOUNTABILITY:(ESG) Reporting & Disclosure, Risk ManagementENVIRONMENT:Waste & Pollution, Resource Efficiency (e.g. Minerals, water or agricultural), Energy & climate change, Environmental protection, Product & servicesCOMMUNITY/SOCIETY:Community impact/engagement, Stakeholder Engagement, Health & wellbeingLABOR PRACTICES:Health & Safety

SAP Italy has been concentrating its efforts and resources on sustainability for several years.An internal employees community of engaged people was created aiming to operate in a more conscious way and help other do the same; this is possible by creating initiatives and projects targeting the com-mon goal of reducing electricity and paper consumption in the offices as well as cut CO2 emissions and work with local institutions to have a positive impact on the local area.On October 18th SAP signed a co-operation agreement on occasion of the 2nd SAP Sustainability Forum in order to promote environmental sustainability actions to reduce and neutralize the impact on the climate of companies in the Information Technology sector. According to this non binding protocol, SAP will reduce its CO2 impact and will commit to create a case study by helping an Italian client to reduce its impact on the environment thanks to SAP solutions.

The Ministry of the Environment partners with SAP to promote the testing and implementation of meth-odologies and experiences that can be reproduced in the sector. The signed protocol provides for de-signing a methodology to calculate the specific environmental impact – the carbon footprint – of the Information Technology sector, and for identifying cost-effective measures to reduce greenhouse gas emission. The agreement further provides for estimating the residual emissions and identifying possible actions for neutralization.SAP also undertakes to collect the relevant data, in co-operation with its customer companies, to draft a case study showing how the implementation of its own solutions for sustainability is functional to the calculation and monitoring of CO2 emissions, and can thus support a strategy for reduction thereof.SAP, in fact, enable companies to respect environment, thanks to its sustainability solutions for Energy and Resource Management (maximize the return on the energy investments by managing energy de-mand and peak loads and improving the procurement of cost-effective energy), Reporting and Analyt-ics (track and communicate the sustainability performance ), Green IT (reduce energy consumption by replacing high-carbon products and activities with low-carbon alternatives, minimizing e-waste through strategic salvaging techniques).Stakeholders involved: cross functional internal team (HR, Marketing, Communication, Sales, Facilities, IT) cooperate with external players such as Ministry of the Environment, Consultant Companies, Customers and Partners, Suppliers.

Aware of the importance to reduce the environmental impact, SAP is the first Italian company in the IT sector which signed this agreement.According the protocol, SAP will work with customers in order to prepare a case study to show how its sustainability solution can help to reduce carbon footprint.The Agreement is, in fact, aimed at disseminating sustainable production and consumption models and at analyzing and reducing greenhouse gas emissions in two respects: on one hand in terms of direct impact on the climate of SAP’s own activities carried out in both its offices; on the other in terms of the indirect benefits generated by the implementation of SAP technological solutions for responsible business man-agement at the premises of the customer companies.The agreement is an important step for SAP, strengthening the progress towards operating in a sustain-able manner and helping customers carry out their business respectfully of environmental issues. This achievement can stimulate other companies that, as well as SAP, invest significantly in view of more sustainable development.

Challenges: coordinate the sign of the Agreement between SAP and the Minister of Environment.Lesson learned: the importance of this voluntary commitment is conveyed by the valuable co-operation between the public and private sector to reduce the environmental impact, which will provide useful outcomes for the institutions, for companies, as well as for the community at large.

Search on Youtube SAP ITALIA CHANNEL:VIDEOMESSAGE ITALIAN MINISTRY OF ENVIRONMENT CORRADO CLINI

TIBERIO TESIHead of HR Emerging Markets EMEA, Human Resources Director & CSO Italy

SAP Italy

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SNAM

SOCIAL IMPACT ASSESSMENT

2011

ENERGY

EUROPE (ITALY)

OTHER STAKEHOLDERS (NGO, GOVERNMENT,ACADEMIA)/ COMMUNITIES/CIVIL SOCIETY

COMMUNITY/SOCIETY Community impact/engagement - Stakeholder engagement

In order to develop new establishments, besides technical and economic criteria, Snam adopts procedures that meet stringent environmental compatibility and safety assessments. Assessments of the effects on the surrounding environment concern all phases of a project’s life cycle: location, design, execution, operation and decommissioning. These assessments are made as part of the Environmental Impact Assessment (EIA), after which the administrations in charge, both centrally and locally, issue the authorizations. The infrastructure sustainability concept that Snam promotes at all levels also includes socio-economic evaluations associated with the execution of new works. In 2011, on an experimental basis, Snam launched the application of “Social Impact Assessment” tools and methods, which are used in other contexts and countries and which make it possible to deal with these issues by specifically evaluating quantitative impacts of an economic, demographic and labour nature. Communicating to relevant stakeholders (such as institutions and local communities) the importance of Snam’s infrastructure and its benefit toward local areas is of paramount importance.

The Social Impact Assessment model foresees several tools one of which was the stakeholder satisfaction survey. At the “Malborghetto-Bordano” methane pipeline, the stakeholder satisfaction detection method was applied for the first time on a experimental basis, which is provided for in the Snam Social Impact Assessment model. The stakeholders affected (local and national institutions and local people affected by infrastructure) underwent a survey on 4 subject areas, evaluating the construction and operation phases separately: environment and landscape, relations with Snam, effects on the local economy and impact on daily life. The questionnaire used the Net Promoter Score method in the first part in order to understand better the real perception of the infrastructure and it used a classic structure with deeper technical questions in the second part. The questionnaire was administered in different ways: performing the interview in person or by phone, and sending it by regular mail, with a response rate of 59.6% in the former case and 21% in the latter.

Questionnaire responses provided precious information for evaluating how Snam operates in local areas and for identifying areas for improvement on which to intervene. By using the NPS (Net Promoter Score) methodology, supported by a section with questions for more specific in-depth technical information, it was also possible to perform international benchmarking in the sectors in which Snam appeared as “best in class” according to different measurements. The results therefore are promising and more of these surveys are in program in the next future.

We learnt that the economic benefits due to an infrastructure realization weren’t well perceived therefore asking for a better communication of them. There were also some critics to specific suppliers executing work for Snam highlighting the fact that suppliers are representing Snam in local areas.

http://www.snam.it/en/Sustainability/Sustainability_report/index.htmlIt can be found more about it in the 2011 Sustainability report

LORENZA BARSANTIStakeholder engagement initiativesSnam - [email protected]

SOFIDEL

CLIMATE SAVERS

2008

TISSUE PAPER

EUROPE

ALL STAKEHOLDERS

ENVIRONMENT: Pollution, Resource efficiency (e.g minerals, water or agricultural), Energy & climate change, Environmental protection

COMMUNITY/SOCIETY: Community impact, Health &Wellbeing, LABOR PRACTISES: Training & Education

Sofidel was the first Italian company to become a member of WWF’s international Climate Sav-ers programme. The programme encourages companies to reduce their greenhouse gasses voluntarily through the adoption of innovative strategies and technologies and to act as leaders in reducing CO2 emissions in a specific sector. Some members of the programme: Coca–Cola, Tetra Pak, Sony, IBM, Na-tional Geographic, Nike, hp…. Sofidel is committed to reducing its CO2 emissions by 11% by 2012, GOAL ACHIEVED, and 26% by 2020 compared to its already excellent level in 2007 (which amounted to 531,315 tonnes). The programme promotes energy efficiency in production processes and in plants/of-fices, the use/production of highly efficient products and the use of renewable sources. Climate Savers is a concrete demonstration of how companies that are acting in harmony with nature can take advantage of good development opportunities. In other words to the company, fighting climate change means competitiveness and using energy efficiently and carefully.

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The Sofidel Group has invested more than Euro 18 million to date to achieve the target set in con-junction with the WWF of reducing the Group’s carbon dioxide emissions by 26% by 2020 com-pared to 2007 levels. The steps taken range from increased use of renewable energy sources to improving the efficiency of plant and equip-ment and investment in co-generation plants. Here are the details:2008: Euro 3mln to install the 300 kWp photo-voltaic array for the Delicarta Paper Mill located in Italy, avoiding 225 tons of carbon dioxide emis-sions per annum. 2009: Euro 1.5 mln for rebuilding work on the hydroelectric power generating plant at the Fibro-cellulosa plant (Italy), avoiding approx. 350 tons of carbon dioxide emissions per annum.2009: Euro 200,000 for repair work on the sup-ply channel for the hydroelectric plant at the Wer-ra Papier plant (Germany), avoiding 150 tons of carbon dioxide emissions per annum.2009/2010: Euro 900,000 for secondary inter-ventions focused on energy & water saving (Deli-papier Fr; Fibrocellulosa; Papyros; Soffass Cartiera;

THP; Werra; Delipapier De; Delicarta Valdottavo; Delicarta Porcari; Cartiera di Monfalcone).2010: Euro 2.5 mln to install a 554 kWp photo-voltaic array integrated into the roof of the Sof-fass Converting Plant, situated in Italy, avoiding 255 tons of carbon dioxide emissions per annum.2010: Euro 2.1 mln to install a 778 kWp photo-voltaic array partially integrated into the roof of the Delicarta Converting Plant in Italy, avoiding 420 tons of carbon dioxide emissions per annum.2010: for a total expenditure of Euro 300,000, during 2010 Sofidel installed 350 LED lamps to re-place old neon or other types of lighting, avoiding 110 tons of carbon dioxide emissions per annum.2010: Euro 7mln to construct a new generation gas turbine at the Delitissue plant (Poland) which will enable carbon dioxide emissions to be reduced by around 16,000 tons per annum. 2011: Euro 1.6 mln for secondary interventions focused on energy & water saving (Comceh; Sof-fass Cartiera; Sofidel UK, Swedish Tissue).Stakeholder involved: shareholders, employees, lo-cal communities, universities and research centers, WWF, authorities.

• Improve business performance: Climate Savers can help to develop business models in line with the future low-carbon economy

placing the company ahead of competition. From climate science, policy developments and supply chain emissions through to logistical strategies credible green power and offsetting options, Climate savers improve the carbon efficiency while cutting energy costs and are often inspired to develop innovative new products and service

• Improve risk management Climate change will cause significant shifts in the markets and sectors where the company operates:

the strategy is about helping the company be better prepared to deal with these changes. Reducing the energy consumption and procuring renewable energy can not only reduce the direct and indirect emissions, it also makes the company less dependent on dwindling energy resources and less susceptible to fluctuating energy prices.

• Increase networking opportunities The opportunity to participate in forums with other companies leaders and see best practice • Reduction of CO2 emissions to protect the environment and the community

First challenge: involvement of all employees of Sofidel group in such project, through training courses aimed at their awareness improvement; the company has included the energy and carbon reduction in its own rewarding system for employees;Second challenge: deep review of our production processes in a energy saving perspective; payback time of the investment longer than in the past; survey of the main technological options and application of new solutions (LED lighting, district heating, other)Third challenge: strong public commitment with a high involvement of the media. The communication profile of the company has dramatically increased in the last 4 years thanks to the project. New people fully dedicated at the public relations.Fourth challenge: involvement of customers and consumers.

www.panda.org/climatesavers or www.sofidel.it - sustainability – climate savers

RICCARDO BALDUCCICorporate environmental [email protected]. +39 0583/2681

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STMICROELECTRONICS SRL

ST AND EDUCATION

2011-2012

MICROELECTRONICS

EUROPE (ITALY)


COMMUNITY/SOCIETY: EDUCATION

This project aims to improve interest of students in Science, favouring their choice to enter scientific paths such as Electronics, Chemistry, Physics and so on and show them the multiplicity and “beautiful-ness” of technical job profiles existing in the industrial world. Project supports also the introduction of new advanced new didactic tools such as robotics and multimedia.

The project is divided into three main sections:1) “One day in ST, one day at school”. a) one-day visit in ST of max 30 students aged 14 to 19 years; a full day immersion with: morning in

room with technical presentations and afternoon tours to labs and manufacturing areab) a half-day visits to schools with ST testimonials presenting lectures. This solution allows to reach up

to 100 students aged 11 to 19 years.2) “RomeCup”. Organized by Mondo Digitale it is a 3 days-exhibition focusing on robotics in didactic. ST

participated actively to such an exhibition in Italy on March with a booth and sponsoring the awards for the National competition.

3) “Mediaexpo”: this is a two days’ didactic exhibition with particular attention to technology and science education which takes place every year at the University of Crema and dedicated to young people aged 3 to 19 years. This year, in addition to the sponsorship, ST was present with two labs: one on robotics and the other on the process of chips manufacturing.

4) More lectures in Universities on various topics ranging from technical subjects, to safety and environment

The program “one day in ST, one day at school” is very much appreciated by schools since it allows students to get in touch with the working reality and to realize what they will find after school. The program reaches more than 300 students per year. Many of them were enthusiastic to discover new frontiers and many pos-sibilities for their future. As regards the RomeCup, it allows students to connect the scientific knowledge and the micro-sciences in a fun manner. It gives them an opportunity to exchange with professional on this highly motivating topic which is for some of them a hobby. It encourages them to get into more complex programming in order to implement more sophisticated things with the robots. Mediaexpo allows raising the awareness of the schools (teachers of students) to an experimental methodology, which focuses on interactivity reaching more than 1000 students.

The biggest challenge for us was to identify a common language and approach between two worlds unfor-tunately very far one from the other. The players of our project learned entering in relation with students stimulating their intelligence but also their empathy. We also learned to undress science from an old-style approach and drop it in the students’ daily life.

No external link to this project, but only news on intranet site

ANTONELLA REDAELLISustainable Excellence coordinator

[email protected] - Tel. +39 039 6035519

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TNT GLOBAL EXPRESS ITALY

CARBON FREE TRICYCLES

2012

LOGISTICS AND TRANSPORTATION

EUROPE (ITALY)

CUSTOMERS, SUPPLIERS, COMMUNITIES/CIVIL SOCIETY

ENVIRONMENT:Waste & pollution, Energy & climate change, Environmental protectionCOMMUNITY/SOCIETY:Community impact/engagement, Stakeholder engagement

Carbon free tricycles represent an answer to energy consumption, noise, pollution, and traffic jams: they are silent, have no emissions, consume much less energy and take much less space in traffic. Actually aware of the impact on environment caused by its business operations, TNT Express Italy wants to play an active role in finding practical solutions focused on the radical reduction of CO2 emissions which is one of our main challenges for the next 8 years.

TNT Express Italy has started using tricycles to deliver light parcels in the centre of Vicenza and Padova. The carbon-free service is initially covering these 2 city centres but in the future we could extend it to many other areas and city centres by 2013. TNT already started in 2010 to make tricycle deliveries in French, Swiss towns and in Brussels and Barcelona.Cargo tricycles have proved reliable, efficient and popular for inner city deliveries. Actually they can help to avoid daily limited traffic zone problems. TNT has developed a business model to insure that they are also economically viable, which is a crucial aspect in this kind of solutions. Initially TNT Express Italy started with only 2 tricycles in Vicenza and 2 tricycles in Padova, while in the whole of Europe there are about 30 carbon free tricycles moving parcels.Depot managers seems enthusiastic of the great CO2 saving impact and business profits that this project can bring at the same time. At the moment a list of other potential Italian cities to be implemented is being set up which will be transformed in a implementation plan by April 2012.At the moment a list of other potential Italian cities to be implemented is being drafted; the objective is to turn it into an implementation plan in 2013. It is foreseen that by the end of 2013 between 5 to 10 cities (among which Torino, Milano and Roma are most likely) will see the introduction of between 20 and 30 tricycles.Moreover in 2012 and 2013 TNT will be investigating new innovative ways to support the use of tricycles in city centres (mobile depot/transhipment areas).

The results are referring to one city and the area of distribution where the tricycles are working:- On average 3 traditional vans are replaced by 1,5 van and 2 tricycles, meaning less traffic congestion

(space occupancy of tricycles is much less than of a van)- Reduction of diesel consumption by ca. 200 liters/year- Reduction of CO2 emissions by ca. 5 Ton/year- Overall cost impact: 0€ (we foresee in bigger cities a cost reduction of about 5-10%). And with a

continuous increase of fuel prices, there will also be a cost reduction in smaller cities.- Impact on customers: we have noticed a small increase in service quality (meaning on time deliveries

in perfect conditions) after introducing tricycles.- Productivity : the productivity per hour of a tricycle is same or in some cases even higher than a

normal van.

The main challenge in Italy is that each city authority organises the city centre viability independently so each city has its own peculiarity and features. As a consequence, each city centre structure has to be analysed thoroughly before a plan is prepared. The other challenges are to prepare a good baseline, build a pilot phase and then be effective in gathering the results from the field to build a successful implementation in terms of feasibility, quality standards and operational costs.

This project aims to involve local and national medias pointing out to its intrinsic originality and innova-tion in energy efficiency and green mobility field. We’ll underline these successful aspects through this main targets:• local newspapers• vertical newsmagazines (transportation sector)• most popular national weekly magazines• website, forum e blogs particularly focused on environmental mattersWe will also post project news on the TNT’s official fan page of Facebook, on the Corporate website in the area dedicated to ‘fast news’.A dedicated event will be organised to present the project to medias and authorities.

PAOLA CHIADÒGreen Programme Manager

TNT Global Express Italy [email protected]. +346 694 3350


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UniCredit believes that financial education is a key component of a sustainable business. That is why we offer free financial education classes with the goal of providing basic financial skills to different segments of population. Thus, UniCredit strengthens the awareness of economic and financial issues and improves the transparency of financial terminology. The goal is to build a society informed and aware, able to use financial products and services in a sus-tainable manner. Currently within UniCredit perim-eter we have different financial education programs activated and customized according to local needs. In Italy in 2011 has been launched In-formati , the Italian structured financial education program acti-vated in 63 cities.Besides other initiatives have also been launched In Austria and Germany, with the following features:- Austria: in cooperation with The Austrian Museum

of Economics a series of workshops on financial education has been developed to primarily provide academic support with the cooperation of Uni-Credit Bank Austria AG employees (target: approxi-mately 10,000 students from 14 to 19 years old)

- Germany: a financial education web portal was created and several initiatives are in the pipeline for 2012, e.g. workshops held within the branches and addressing young professionals, apprentices, families, women, seniors and immigrants.

Focus on Italy (In-formati)In 2011 UniCredit has launched in Italy “In-formati”, the Financial Education Program aiming at support-ing citizens in their choices regarding products and services provided by the banking sector, thus con-tributing to the effort that the banking system is making to strengthen the relationship of trust and transparency between the bank and society. The educational sessions are focused on basic and tech-nical competences of banking and finance. The main topics are the following: • basic competences: inflation, interest rate, debt load; • technical competences: Basel rules, checking ac-

count, mortgage loan, investment products, col-lecting and payments.

To ensure the effectiveness of the courses in accor-dance to the real needs of participants, all initiatives are implemented in collaboration and upon the re-quest of local stakeholders, among others, Consum-er Association groups, industry associations, univer-sities, high schools. In-formati is based on the following pillars:• Cost-free courses for Clients and Non-Clients• Proximity to the Territory and Multi-stakeholder

approach: - external stakeholders: local partner raising train-

ing needs (Consumer Association, Enterprises, Universities, Schools, Non Profit Organizations)

- internal stakeholders: more than 500 UniCredit employees as volunteer educators

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UNICREDIT

FINANCIAL EDUCATION AT UNICREDIT

2011 (ongoing)

FINANCIALS

EUROPE (ITALY, AUSTRIA, GERMANY)

Customers and Non-Customers, Employees, Communities/civil society,Other stakeholders (NGO, Government, Academia)

COMMUNITY/SOCIETY:Community impact/engagement, Stakeholder engagement, EducationLABOR PRACTISES: Training&education

Help citizens (i.e customers and non-customers) enhancing their financial knowledge and make more in-formed financial decisions. UniCredit’s strong European identity and extensive international presence has allowed it to take inspiration from the European Union’s Consumer Policy aimed at increasing consumer awareness with regard to banking products and services when initiating projects on Financial Education. In line with this perspective, UniCredit regards financial education as a key component to sustainable business.

Through the In-formati project more than 500 employees of UniCredit commercial network – by working as volunteers / educators - got in touch in a simple and direct way with 25,000 people. Among those people there are important national stakeholders (people and companies) who restored a relationship of trust with our bank and who expressed appreciation in terms of know-how and skills provision. Wide-spread knowledge is an essential need of people because knowledge is at the base of good behaviors and practices. Well-informed, financially educated consumers are better able to make good decisions for their families and thus are in a position to increase their economic security and well-being. Financially secure families are better able to contribute to vital, thriving communities and therefore this enable UniCredit to further foster community economic development. In this perspective, financial education is important not only to individual households and families but to their communities as well.

UniCredit - 2011 Sustainability Report:www.unicreditgroup.eu - section “sustainability”

www.unicredit.it - section “chi siamo - Unicredit in italia” (available only in Italian)

UNICREDIT - [email protected]

• Multi-target approach: Courses for clients and non-clients belonging to

the following targets: - Young people; - Family; - Senior; - Small and medium enterprises; - Immigrants and cultural mediators; - Members of non-profit organizations • Catalogue Courses and Initiatives “custom-made” - Catalogue Courses to ensure standard quality

and common format in all of cities in Italy - Initiatives “custom-made” on the basis of spe-

cific needs• Monitoring The attendees are required to fill in a questionnaire

to monitor courses effectiveness, customer satis-faction and financial literacy index. The so-called UniCredit Financial Literacy Index is the measure of the participant’s financial knowledge increase after classes, classifies as community benefit.

• Internal community An internal community for In-formati Educators

has been launched to share best practices, case histories, articles and materials on financial edu-cations, thus strengthening UniCredit colleagues engagement. The education sessions are provided by UniCredit employees who are involved in the Program as volunteers educators and also ben-efits of a wide network within all UniCredit func-tions on the Italian territories.

Among the initiatives that recorded the UniCredit participation with the “In-formati” program it is worth to remind the experience on the Ships of Le-gality (Navi della Legalità) an event organized and promoted by the Ministry of Education and the Fal-cone Foundation in 2012. Thanks to In-formati, for the first time a bank has set sail on the ships of Le-gality along with thousands of students and teach-ers, since 2002, in commemoration of the massacre of Capaci and Via D’Amelio, travelled the route that leads to Palermo, the final step of a journey of educa-tion to legality. On the ships “In-formati” points were set up and available to participants and a staff from UniCredit has provided assistance to students and teachers to emphasize the importance of education in banking and financial support of law, an issue that UniCredit has deepened into a debate with students of high schools organized on the ship returning to Civitavecchia. In the event “Ships of Legality”, Uni-Credit has donated 100 computers to the Falcone Foundation and 100 printers to be allocated to dis-advantaged schools in the suburbs of Palermo and the three winning schools of the “Ethics, the role and value of memory.” To help young people in the daily financial management, we have developed the initia-tive for University Genius and we set up a desk to promote a range of products and services available to students at 25 major Italian universities for a to-tal of about 600 days. During these visits UniCredit colleagues have provided over 10,000 guides specific financial training for students.

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Community benefits: From 2011 to date more than 900 classes have been held involving about 25,000 attendees, providing over 94.000 hours of training with a Financial Literacy Index of 21% (it is the in-dex expressing the increase in knowledge after at-tending the UniCredit courses). Customer satisfaction: great interest and satisfaction has been shown by attendees: the attendees expressed a global average satisfaction rate of 3,2 (on a scale from 1 -low interest- to 4 -highest interest/excellence)

Stakeholder engagement:- Strengthening UniCredit community proximity

and partnership with local actors (enterprises, consumer associations, non-profit organization, schools, universities)

- Strengthening corporate identity for the em-ployees involved in the Program as volunteer trainers.

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UNICREDIT

UNIVERSO NON PROFIT

STARTED IN 2009 (ongoing)

FINANCIALS

EUROPE (Italy)

OTHER STAKEHOLDERS(NGO, Government, Academia), Communities/civil society

COMMUNITY/SOCIETY: community impact engagementPRODUCT&SERVICES: services for non profit organizations

The Italian non-profit sector engages nearly 5 million among volunteers, employees and general support-ers while generating an annual turnover of roughly €50 billion.Given the sector’s importance to Italy’s social and economic fabric, we aim to provide its enterprises with concrete answers to their needs and an outstanding banking service

The Universo Non Profit service model offers specialized financial products and services to non-profit organizations, including a special credit rating process.These offerings are available at any UniCredit branch in Italy, including our dedicated branch that opened in Rome in 2011. Specially trained personnel help these organizations to make informed decisions about different financial products for SMEs, providing them with access to customized products.For example, UniCredit has designed a current account package designed for small organizations with limited needs for banking services and a special mortgage - a medium- to long-term loan for those non-profits that experience highly seasonal income flows (due, for example, to their reliance on annual membership drives and other fundraising campaigns). One of the major goals of the Universo Non Profit service model is to help organizations raise funds and conduct management training activities.Thus, we provide them with access to ilMioDono.it, a free web platform that NPOs can use to present their activities and facilitate fundraising.Customers are able to use the platform to make donations without incurring any banking fees.Another product, Conto Donazioni, allows non-profits to collect donations made at UniCredit branches without paying an administrative fee.In addition to our trained non-profit relationship managers, volunteer UniCredit employees – the so-called Non-Profit Friends - serve as internal and external ambassadors for the Universo Non Profit service model.

Through Universo Non Profit we serve roughly 30,000 non-profit clients, of which nearly 4,800 were new in 2011. In 2011, the Universo Non Profit Mortgage program granted roughly €64 million in new loans to Italian non profit organizations.In 2011, the number of non-profits with a presence on the IlMioDono.it website nearly doubled to 234. Roughly €66,000 in donations were processed, 60 percent of which were in support of organizations addressing healthcare and social inclusion.As of December 2011, the 491 Conto Donazioni current account raised roughly €2.5 million. In 2011, UniCredit fielded 2,610 Non-Profit Friends, up from 1,490 in 2010.(Data as of December 31, 2011)

Universo Non Profit is the typical example of business solutions responding also to new social emerging needs and thus enabling UniCredit to support communities everyday by providing competences and skills typical of a sustainable financial player.The last annual customer satisfaction survey regarding Non Profit segment (April 2012) speaks about the perceived efficiency of the Universo Non Profit service model: 89 percent of customers who know and use its product range are satisfied (41% are ‘very satisfied’, 16% ‘completely satisfied’).These results support us in the extension of the model outside Italy in other European countries, e.g. Romania where it will be implemented. Feasibility studies for the application of this Model are currently implemented in Turkey, Germany, Serbia and Slovenia.

UniCredit - 2011 Sustainability Report:www.unicreditgroup.eu - section “sustainability”

Universo Non Profit website:www.unicredit.it - section “chi siamo - per le imprese”

IlMioDono.it website: www.ilmiodono.it

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