Sustainability Report 2016

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Progress of 2016 targets

Completed in 2016Started in 2016, will continue in 2017Postponed to 2017

	Commitments		Actions
CORPORATE GOVERNANCE
Governance	Continuation of the fraud assessment project aimed at defining a fraud prevention and fraud detection model.		The action plans for the risks selected at the end of the previous stage (accounts payable and customer refunds) were prepared. The action plans consist of defining specific risk indicators to be used to support future audits / targeted checks.
	The whistleblowing platform was launched for violations of the 231 Model and other crimes.		The new whistleblowing platform was launched in July 2016. It can be accessed from both the company intranet and the edison.it website. The whistleblowing platform was launched with an information and awareness campaign for both internal users (employees and contractors) and external users (suppliers).
	Implementation of the 231 Model and results of the risk assessment for the new environmental risks.		The new environmental risk assessment was completed with the preparation of the new protocol for the management of environmental risks, which applies to Edison Spa and its subsidiaries. The new protocol for the management of environmental risks was formally adopted by Edison Spa’s Board of Directors on 15 May 2016.

ENVIRONMENTAL
Energy efficiency	Start-up of the business segment for SMEs and the service sector and implementation of the structure for certain regions.		The new division redefined objectives and competencies for SMEs and the service sector, creating a specific department for the market.
	Agreements were reached with technical/commercial partners in different areas, framework agreements were signed with main technology providers and financial partners.		Approximately 20 agreements were signed with technical, financial and commercial partners in the various areas, subject to their assessment within the scope of the definition of the new division’s new strategies.
	Following the energy diagnosis at Edison sites, evaluation of the measures that arose during the various investigations for the implementation of energy improvement projects.		The work and findings of the energy diagnoses were used to further commercial relationships with certain key customers. As planned, the dryer on the site air compressor was replaced at the Trofarello Research Centre.
	Consolidation and development of self-production plants at industrial customers’ sites as an ESCo.		Two self-production plants were commissioned with total capacity of 5.6 MW at the premises of key industrial customers.
	Development of the Energy Control service with new functions.		Design of the new online platform improving the critical aspects found in the original. The system will go live in 2017.
	Development and promotion of new energy efficiency services to help families reduce their energy spending.		Start-up of the project to create a home comfort system to be marketed in 2017.
Integrated management systems	Preparation of updates to the management systems already in place in order to upgrade the systems to the new standards on schedule.		Completion of the training for the specialists who coordinate the environmental management updates to align them with requirements of the new 14001 standards. The updating program was shared with the certification bodies so it can be completed on schedule.
	Update of the environmental risk assessment based on the risk based thinking approach introduced by ISO 14001:2015 and to cover the new environmental crimes introduced by Law no. 68/2015.		A company guideline was issued in 2016 defining the methodology to follow to update the environmental risk assessment, and will be adopted in accordance with the update plan for certified management systems. The risk assessment analysis required by Law no. 68/2015 did not show any needs for action. The context and environmental risk assessment analyses pursuant to UNI EN ISO 14001:2015 were completed at the Research Centre.
	After its scheduled issue in 2016, the new standards will be correctly applied throughout all company organisations and replace current certification under BS OHSAS 18001.		Although no new ISO standard has been issued on health and safety, based on the review drafts, a guideline has been created for the application of expected new requirements for risk assessments based on risk-based thinking.
Biodiversity protection	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.		A preliminary agreement has been signed. Actual activities will begin in 2017.
Reduction of environmental impacts	Environmental restoration activities at sites where reclamation projects are underway. In particular, the bio-remediation project has commenced at the Dogaletto (Venice) site.		The bio-remediation project at the Dogaletto (Venice) site began and was inspected in 2016.
	Environmental restoration at the Maria a Mare hydrocarbon power station.		Postponed to 2017. Plant streamlining projects were scheduled to improve the process and environmental aspects.
	Consolidation and finalisation of the system to reduce odour at the Maria a Mare hydrocarbon power station.		The study is currently underway and the findings do not show that improvement action needs to be taken in this respect.
	Implementation of a system for continuous monitoring of the floating beams at the Maria a Mare hydrocarbon power station.		Postponed to 2017.
	Revamping and restoration of production and safety and environmental improvements with the upgrading of the measurement system at the Garaguso natural gas power station.		This activity was completed in 2016.
	Monitoring of the phyto-purification system installed at the Simeri Crichi thermoelectric power plant to evaluate the environmental benefits of installing the same system at other plants.		The system has begun operating, with a considerable decrease in waste produced.
	Implementation of an IT system through the Epic platform to gather operating data with the aim of optimising the E&P Italian production multi-site environmental and safety system.		This activity was completed in 2016.
	Following the energy diagnosis at Edison sites in 2015, an analysis will be conducted of the measures that arose to evaluate the steps to take.		As a result of the continuously evolving regulatory framework, a company work group was set up and is following the development of ENEA proposals for their application at Edison.

MARKETS
Quality of the offer and relationships with customers	Incentives to use e-billing and to join the loyalty program to encourage customers’ ever greater use of online channels.		The number of customers registered with the loyalty program has reached a total of 150,000 and the percentage of customers with e-billing rose 14% on 2015.
	Increase customer acquisitions using the Edison Best offer.		In 2016, Edison Best was the bestselling offer on Edison’s digital channels.
	Increase in the sale of tools like Energy Control and Netatmo to drive the optimisation of electricity and natural gas consumption.		Edison was one of the first utility companies to sell electricity monitoring and natural gas consumption optimisation systems with satisfactory results, but there is still significant market potential to exploit.
	Development of skills through benchmarking with competitors and the market, definition of training gaps in the various functions and the development of social collaboration with online tools/approaches.		Results in line with the objective set.
	Increase the customer base while keeping the current level of outstanding receivable the same, reducing outstanding amounts due from non-active customers.		Results in line with the objective set.
	Further increase the percentage of customers who pay by interbank direct debit in their current accounts using a credit card.		Results in line with the objective set.
	Consolidate the current level of outstanding receivables as a percentage of turnover.		Results in line with the objective set.
	Keep the level of outstanding receivables under control with the rolling factoring of receivables without recourse.		Results in line with the objective set.
	Development of credit management strategies for the business and public administration segments.		Results in line with the objective set.
	Integration of default indemnity requests with the court and out-of-court credit recovery process.		Results in line with the objective set.
Management of suppliers	Extension of data entry outsourcing to suppliers/contracts and the most significant BUs, in order to make the process more efficient and have service providers perform low-value activities (data entry).		The use of the solution for the units that most benefit from it was intensified, Sales and ICT in particular.
Management of suppliers	Consolidate the vetting process in Egypt and extend it in Norway and in other important areas.		In 2016, analysis activities began with the Egyptian branch and will continue in 2017.
Renewable energy	Awarding of projects in auctions: in 2016, the decree that governs the next renewable source incentive period will be published and the next auctions will be held on that basis for the assignment of incentives.		The auctions ended in late November 2016. e2i won the incentive for eight projects for a total of more than 150 MW: five greenfield projects in Campania, Puglia, Sicily and Basilicata and three complete rebuilding projects on wind farms in Abruzzo and Basilicata.
Renewable energy	Maintenance of the EMAS/ISO/OHSAS integrated management model and its extension to new initiatives.		The IMS model was applied during the authorisation stage. It will also be extended with the construction of new plants, also considering the fact that the results of the GSE auctions to obtain incentives were not announced until the end of December 2016.

PEOPLE
Industrial relations	Monitoring that the entire agreement on the Edison Group’s “Industrial relations system” is effectively implemented, with the roll-out of the national unitary coordination and the work of the new Italian members of EDF’s European Works Council (EWC).		In 2016, work continued to implement the agreement for the new representation system. The new members of the EWC were appointed and the trade unions are currently deciding on the national unitary coordination members of the union representation units.
	Management of employment issues (re-assignment and re-training) relating to thermoelectric plants no longer operating.		The sale of the Piombino site marked the successful completion of the re-employment of workers at power stations where operations were discontinued.
	A long-term understanding was reached concerning the single bonus for the Edison Group’s three main business areas (Electricity, Energy-Oil, Natural gas-Water).		In a single agreement, the performance bonus for the Group’s three main business areas was renewed. The interim solution for 2016 has introduced additional elements unifying the bonus for the different business areas (new profitability indicator, same payment date and welfare options) and is, therefore, another step forward in the definition of a single bonus linked to profitability and productivity for all Group companies.
	Renewal of the main national labour agreements that apply to the Group (Electricity, Energy-Oil, Natural gas-Water) given the persistently critical energy market situation and low inflation trends.		2 of the 3 main national labour agreements that apply to the Group were renewed. These agreements cover over 90% of personnel. The third and final agreement for employees of the natural gas sector is currently being renewed. The national labour agreement for metal workers, which applies to Fenice, is also being renewed.
Employee engagement	A training course on “Human Rights” was designed in collaboration with the Global Compact after having evaluated the applicability and the target out of a sample of the employee population.		This activity was completed in the year.
	Management of communication processes and sharing the results of the 2015 survey with all employees, through internal media and a system of specific meetings involving management and employees in all business areas.		This result was supported by the feedback from 86% of employees.
	Assessment of the impacts of the main improvement actions taken in 2014-2015 and new, resulting action on the critical issues that arose in 2015 and relating to the CAP 2030 strategic redirection.		Only 49% of employees know about or feel involved in the action plans.
	Confirm the depth of overall investments in the current areas where the “Edison for you” program is applied, but reshape the offer.		This activity was completed during the year.
	Flexibly expand the opportunities to choose and use services and receive welfare refunds.		The feasibility study was completed in order to associate with the “Edison for you” unilateral initiatives the possibility of using flexible benefits to convert the contractual performance bonuses provided for by the 2017 Finance Act.
	Effectively announce the new benefits for 2107 and make all types of company services and refunds easy to use and access.		The announcement was postponed to the end of April 2017.
Health and safety	Creation of a specific company academy to develop expertise in this field, conceived as a driver for change and innovation in connection with the CAP 2030 strategy (leadership, digitalisation, analysis of events and external companies).		The first PASQ (Environmental, Safety and Quality Protection) Academy workshop was held to identify context analysis and risk approach guidelines in accordance with the new UNI EN ISO 14001:2015 and UNI EN ISO 9001:2015 standards. Another workshop was commenced to extend the HSE training management application through HRSI to operating divisions.
	A specific training and awareness program on health and safety issues will be prepared and presented to the union representatives for subsequent funding.		The training plan was presented to the union representatives and approved by Fondimpresa for specific funding.
	Additional multi-lingual audio-visual security systems were created for the Rospo Mare A-B-C and Sarago Mare offshore platforms as well.		Activities began but will be completed in 2017 due to the new logo.
	Development of the HRSI management application to manage training plans, mainly for management offices and professional families.		The first “full” version of the HRSI application for the management offices and PASQ (Environmental, Safety and Quality Protection) professional family was released in December 2016.
	Participation in OSHA Week activities on ageing actively and distribution of a handbook to all employees on muscle-skeletal disorders in collaboration with EDF.		The 2016 OSHA Week was held the last week of October with many activities involving employees (e-learning, technical training, annual Edison meeting, new section of the Intranet specifically devoted to health and safety).
	A new community was created for the workers’ representatives for safety and the environment.		The workers’ representatives for safety and the environment, including both the newly appointed representatives and those previously in office, took the standard required courses and met at the end of October for specific training on ageing actively.
	Risk assessment of activities carried out at the Trofarello Research Centre to determine the best ways of managing training, communications, health monitoring, relationships with the relevant bodies, etc., for the best protection possible.		The types of employment were mapped and the HSE management procedure was updated, with specific regard to graduate students preparing their theses, interns, etc.