New targets for 2017

Objectives Actions
Review of the “integrity checks” planned for business relationships with third parties
  • Check the controls in place with respect to the reliability assessment of parties with which Edison has commercial and professional business relationships.
Check that the 231 Models cover the new crimes-premises and revise the 231 Models of the newly acquired companies
  • Check existing controls for the new 231 crime, “Illegal intermediation and exploitation of labour” and update the 231 Models of the newly acquired companies for alignment with Edison’s framework.
Definition of a new sustainability policy and sustainability targets.
  • Preparation of documents co-planned with the sustainability network and the stakeholder panel.
Creation of an external stakeholder panel
  • Identification of participants and their involvement in the definition of sustainability strategies.
Adjustment to climate change
  • Start of evaluations to prepare a plan to adjust our assets to climate change in accordance with the Group’s national guidelines.
Environmental management systems: update to the new 14001:2015 standard
  • Continuing the updating plan for 14001 certified management systems in accordance with the requirements of the new standard.
  • The management system is expected to receive certification pursuant to the recently issued UNI EN ISO 14001:2015 standard at the Trofarello Research Centre.
Environmental restoration projects at the sites where reclamation work is underway. In particular, the completion of surveying at the Bussi (Pescara) site
  • In 2016, significant environmental surveying projects were planned for the sites affected by the reclamation. In particular, the aim is to complete the surveys at the Bussi site of national interest. Furthermore, in 2016, the current treatment plant for water from the water table at the Melegnano (Milan) site will be integrated.
Energy diagnosis: measuring consumption
  • Update to the changes in ENEA’s proposals for measuring consumption for future energy diagnosis and, if necessary, provide for their application.
Biodiversity: activation of the tool to analyse the vulnerability of the local areas
  • As part of the EDF Group’s project, a tool will be rolled out to evaluate the vulnerability of the area surrounding company sites or sites of interest for the development of new plants, throughout the entire scope of the Edison Group.
Energy efficiency projects
  • Following the energy diagnosis conducted in 2015, plans have been made to continue activities for the energy diagnosis at the Trofarello Research Centre.
Improvement of the HSE impact assessment process for new activities
  • Definition of a check list for the HSE impact assessment of new research activities at the Trofarello Research Centre.
Increase the portfolio of renewables in the increasingly low carbon production mix
  • Contribution to achieving the 40% target for renewable energies in the production mix from the current 17% by 2025 (in line with the EDF Group’s CAP2030).
  • Growth in the hydroelectric and wind power sectors.
Responsible management of assets
  • Continuous improvement of asset management with specific focus on performance.
  • Continuing studies on how to make use of assets/sites not operating.
  • Start-up of accumulation system site for the Altomonte photovoltaic system designed in 2016.
Biodiversity, habitat and landscape protection
  • Start-up of the first stage of the base study of biodiversity on all of Edison’s production sites as part of the larger EDF Group project.
Efficient use of water and minimisation of chemicals, waste/emissions
  • Implementation of projects to recover water from the water table and optimisation of the use of water.
Implementation of safety measures
  • Exchange of inspections between power plant and safety review personnel.
  • Implementation of the management system in accordance with the 18001 and 14001 safety and environmental standards and EMAS for the Cellina and Polo 1 areas.
  • Updating of the management systems in the Thermoelectric Division according to the new organisation.
  • Continuance of reclamation work at the Porto Marghera site.
Safety training
  • Release of the e-learning platform for the Division on the following training subjects:
  • Training on specific technical and legislative issues.
Relationship with the local area and stakeholders
  • New initiatives resulting from listening to feedback from the local area in order to forge a new pact between Edison and the local area.
  • Implementation of the Edison/INBRE agreement.
  • Continuing activities to develop the Tracciolino trail (with schools and local associations).
  • Extending the “Edison, power for the heart” project (defibrillators donated to the municipalities where Edison plants are located) to Valcamonica.
  • Inauguration of Pizzighettone and project to restore the wall and historic mill.
Opening of sites to build the new wind farms
  • Winning auctions for incentives will finalise the opening of certain work sites in 2017.
Implementation of the wind farm renewal charter.
  • Preparation and presentation of the implementation of the wind farm renewal charter.
Monitoring and reduction of environmental impacts
  • Revamping of the RSM A-B-C and Sarago Mare A. rescue boats
  • Extraordinary monitoring campaign for offshore plant lifting equipment.
  • Renewal of the FSO ALBA MARINA class certificate.
  • Implementation of a system for continuous monitoring of the floating beams at the Maria a Mare hydrocarbon power station.
  • Cleaning and monitoring campaigns at the RSM A-B-C sea sump.
  • Replacement of the FSO ALBA MARINA riser.
  • Purchase of equipment to monitor fugitive emissions and process smokestack emissions (A+S) at all sites.
  • Positioning of barriers to protect the docking area for the Sarago Mare sea line platform.
  • Consolidation and finalisation of the project for the monitoring of the state of biodiversity of the underwater species in collaboration with the Animal Health Institute of Termoli, through the assistance of a specialist biologist.
Plant security reinforcement
  • Additional multi-lingual audio-visual security systems were created for the Rospo Mare A-B-C and Sarago Mare (A+S) offshore platforms as well.
  • Revamping of the RSM-B platform dredging system.
  • Meetings with contractors to discuss safety issues.
  • Contractor audit on significant activities (A+S).
  • MAM: plant streamlining projects to improve processes and environmental aspects.
Updating the integrated management system in compliance with the new ISO 14001:2015 and ISO 45000 standards
  • In particular, whether to implement certain changes (such as a context analysis, stakeholders, risk-based thinking, etc.) will be evaluated, on which basis to review in-house documentation and inform workers of the new regulatory and organisational scenario by the end of 2017.
Compliance with applicable legislation
  • At the Cellino and San Potito sites, the “SAP safety management system” will be implemented, with which plant operators, using tablets, may record the routine checks that they perform. The system will also manage deadlines by sending automatic reminders. In addition to helping workers meet deadlines, this system will keep track of historical data on checks and maintenance on plant parts. (On an experimental basis, the system has already been active since March 2016 at the Collalto site, with excellent results).
Digital transformation
  • Completion of the digital transformation with the release of the new site and the post-sales app to manage customer requests completely electronically, thereby reducing the use of paper.
Sophisticated consumption monitoring system
  • Through an online platform and without the need to install any devices, electricity and natural gas consumption can be monitored, even in Euros. Edison customers may check their consumption against prior year data and the most efficient customers will receive invaluable advice on how to minimise their energy spending and the estimated consumption of the devices and electrical appliances they have in their home.
Development of e-commerce
  • Development of the sales channel by including new products and services for customer comfort, safety and wellness, in addition to those for monitoring consumption and controlling appliances remotely.
Grow competencies to serve customers
  • Completing the “My Learning Needs” projects which we will use to map the competencies of the various functions to create targeted courses that fill the gaps in the individual professional competences.
Strengthen the credit management strategy
  • Increase the customer base while keeping the current level of outstanding receivable the same, reducing outstanding amounts due from non-active customers.
  • Consolidate the current level of outstanding receivables as a percentage of turnover.
  • Keep the level of outstanding receivables under control with the rolling factoring of receivables without recourse.
Continue consolidating the structure through internal and external growth
  • To promptly meet market demands and stay ahead of new business/needs, there are plans to acquire companies and develop the in-house sales force, making full use of existing competencies.
Complete the service offer, both in terms of business models and services and new market areas/segments
  • There are plans to consolidate and expand the service offer to industrial segments and SMEs/the service sector and to launch offers/services for the public administration as well.
Develop agreements and activities locally that qualify Edison as an energy partner that can offer global solutions
  • By analysing the context, find partnerships with local stakeholders and define pilot projects that make Edison a partner for the rational use of resources that can offer a new system approach, including through Group synergies.
Maintain certifications
  • Maintain and extend the scope of quality (9001), environment (14001), safety (18001) and energy (50.001) certifications.
  • Maintain certification as an ESCo in accordance with the UNI–CEI 11352:2014 standard.
Maintain the trend of continuous improvement in injury performance indicators (frequency rate)
  • Keep the frequency rate of overall injuries (employees + employees of third party contractors) under 2.0.
Launch a process to integrate Edison’s and Fenice’s operating practices/procedures within the scope of health and safety issues
  • Set up a specific and transversal work group across the two organisations to identify the main tools for managing events and best practices, mapping competencies in this respect, common indicators and the consistency of the relevant policies in connection with the new energy service business model.
Identification of new models to manage HSE aspects related to the Energy Service Division’s new business model
  • Within the scope of the transversal Edison - Fenice work group, the most appropriate tools for managing health and safety aspects will be identified for the design, construction, operation and maintenance of services and plants with customers, with the assistance of our sub-contractors.
Digitalisation process in the scope of health and safety
  • Identify useful tools in managing new company business models: HRSI for the management of training in the operating divisions; integration of e-learning platforms; tools to support activities with customers.
Keeping the absenteeism rate for illness and injuries steadily below the EDF Group’s average
  • Launching specific projects on issues such as posture, indoor noise and the use of video screens; quarterly monitoring of the company population’s absenteeism rate.
Partial extension of the unilateral Exte initiatives to Fenice personnel
  • Partial extension of the unilateral Exte initiatives to Fenice personnel.
Introduction and announcement of the flexible benefit plan for part of contractual remuneration under the previous national labour agreement for both Edison and Fenice
  • Downstream from specific trade union agreements, with the aim of launching the initiative by spring 2017.
Making MyEDF more effective
  • Completing the communication by March 2017.
  • Increasing the effectiveness and perceived impact of the action plans in progress.
Strengthening digital skills
  • Awareness and education project on digital issues with the consequent creation and implementation of a single platform for e-learning.
Contribution to the creation of new skills
  • Reinforcing collaboration with middle schools throughout all of Italy.
Definition of agreements with the trade unions
  • Signing of a specific understanding with the trade unions to make it possible to convert 2016 results/productivity bonuses into welfare services and definitions of how to do this (in 2017).
  • Signing of an agreement with the trade unions to define issues regarding the winding up of Fiprem, identifying the new complementary pension fund for the Edison Group, the conditions for participation and how individual positions will be transferred.
  • Signing of an understanding for the performance bonus covering all three of the Edison Group’s main business areas.
  • Signing of an experimental agreement to introduce smart working practices in certain areas of the Milan office to be defined.
Improvement of the vetting process
  • Updating of the supplier vetting portal to gather data and evaluate their sustainability policies.
Focus on small and medium companies
  • Campaign inviting small and medium company suppliers to use the SME Integrity Kit.
Edison Pulse 2017
  • Roadshows in major Italy cities to support the Edison Pulse contest.
Improve energy efficiency and enhance the local area
  • Hydroelectric operations (Meduno): build a photovoltaic system to serve the multi-functional centre in Tramonti di Mezzo.
Enhance the area by involving communities
  • Hydroelectric operations (Novate Mezzola): involve schools in the local district, which will make signs with information about Tracciolino’s nature and history.
Health of communities
  • After the 11 lifesaving automatic external defibrillators were purchased and donated to the municipalities in Valchiavenna and Valtellina, training will be provided on how to manage first aid outside the hospital.
2017 emergency drill
  • The communication plan rolled out in 2015 to manage communications in the event of an emergency provided for another drill in the second half of the year to evaluate procedures in the light of the lessons learned in the 2015 simulation. The second drill will be more complex, with more complicated issues and the involvement of members of the Crisis Committee and the teams that they head.