What we said we would do, What we did, What we will do... Every year, in our Sustainability Report we disclose our goals and report on the results we have achieved, in a transparent manner.
The Sustainability report has three main sections: Sustainable strategy and Shared value - The creation of Shared value – With the drivers of change.
The "Sustainable strategy and Shared value" section contains the Letter to stakeholders, the introduction chapter (About us) and background material on sustainability and shared value management and creation (Sustainability for the Hera Group - Shared value).
The "The creation of Shared value" section contains, for each impact area we have identified, the present and future scenarios (status indicators, policies and targets) and the Group's responses: improvement objectives, performance indicators and case studies.
The "With the drivers of change" section includes all the aspects relevant to the company's social responsibility, but that are not included in the section on shared value (Governance and Value creation - Customers - People - Suppliers).
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OBJECTIVES, PERFORMANCE AND TARGETS
| WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
|---|---|---|---|
| Promoting energy efficiency | |||
|
8.6% reduction in Group energy consumption by 2026 and 10% by 2030, compared to 2013. |
7.6% reduction in energy consumption at the end of 2023, compared to 2013, thanks to the Group’s interventions. |
7, 13 |  |
|
34% of customers by 2026 and 37% by 2030 with at least one energy savings offer for gas and electricity, such as the Consumption Log (27.1% in 2022). |
35.7% of family free-market customers by 2023 with at least one energy savings offer for gas and electricity, such as the Consumption Log. |
7, 13 | |
|
Continue with energy efficiency measures in public lighting, including replacement with LED light (59% 2026) bulbs (59% by 2026) (were 40.8% in 2022). |
Energy efficiency measures in public lighting continued in 2023: 45.3% of light bulbs now LED. |
7, 13 | |
| Energy transition and renewables | |||
|
44% renewable electricity sold on the free market in 2026 and >50% by 2030 (40.5% in 2022). 21% natural gas sold on the free market with CO2 offsetting by 2026 and 27% by 2030 (14.2% in 2022). |
42.8% renewable electricity sold on the free market in in 2023. |
7, 9, 13 | |
Continue work on existing initiatives for developing hydrogen as an energy vector:
|
Initiatives to develop hydrogen as an energy vector continued:
|
7, 9, 11, 13 | |
| 12 million cubic metres of biomethane produced by 2026 and 30 million by 2030, in new anaerobic digestion plants for the organic fraction of sorted waste (7.7 million by 2022). | 8.5 million cubic metres of biomethane produced from organic waste in 2023. | 7, 8, 9, 11, 12, 13 | |
Internal and external development of photovoltaics:
|
Internal and external development of photovoltaics:
|
7, 9, 13 | |
| Develop smart grids to encourage the electrification of consumption, and increase the capacity of Trieste’s electricity grid to receive and manage energy from renewable sources. | Collaboration agreements developed for the digitisation of electricity grids and the development of future smart grids. In Trieste, the design and procurement of preparatory assets to enable increased electrification of consumption continued. |
7, 9 | |
| Climate change mitigation | |||
In brief: -37% reduction in greenhouse gas emissions by 2030 compared to 2019. Launch the Hera Net Zero project in 2023. |
In brief: -13.8% reduction in greenhouse gas emissions by 2030 compared to 2019 (excluding last-resort gas markets). Hera Net Zero project launched: scenarios and decarbonisation levers deepened. |
11, 13 | |
*
| WHAT WE WILL DO | SDGs |
|---|---|
| Promoting energy efficiency | |
| 9% reduction in Group energy consumption by 2027 and 10% by 2030, compared to 2013. | 7, 13 |
| 42% of customers by 2027 and 43% by 2030 with at least one energy savings offer for gas and electricity, such as the Consumption Log. Continue to promote energy efficiency solutions for condominiums, public administrations and industrial customers. |
7, 13 |
| Continue with energy efficiency measures in public lighting, LED light bulbs 61% by 2027. | 7, 13 |
| Energy Transition and Renewables | |
| 56% renewable electricity sold on the free market in in 2027. | 7, 9, 13 |
184 GWh renewable gas produced by 2027 (200 GWh by 2030), through:
|
7, 9, 11, 13 |
Internal and external development of photovoltaics: within 2027
|
7, 9, 13 |
Development of smart grids to support the electrification of consumption, and increase of the capacity of electricity grids to receive and manage energy from renewable sources:
|
7, 9 |
| Climate change mitigation | |
Reduction of the Group’s greenhouse gas emissions to 2030 with SBTi method compared to 2019 emissions:
In brief: -37% reduction in greenhouse gas emissions by 2030 compared to 2019. Define the Net Zero commitment of the Hera Group and the Plan for 1.5° C climate transition. |
11.13 |
OBJECTIVES, PERFORMANCE AND TARGETS
| WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
|---|---|---|---|
| Transition to a circular economy | |||
| 77% sorted waste collection by 2026 (67.8% in 2022) also thanks to a strong investment focused on the engagement of residents and businesses (78% Hera, 68% AcegasApsAmga, 81% Marche Multiservizi). | 72.2% of sorted waste collection in 2023, up on 2022 (74.4% Hera, 57.7% AcegasApsAmga, 72.5% Marche Multiservizi). | 11, 12 | |
| 73% recycling rate of packaging by 2026 and >80% by 2030 (higher than the EU 2030 targets). | 66% packaging recycling rate in 2022. The overall recycling rate was 61% in 2022. The 2023 data will be reported in the “Tracking waste” report. | 11, 12 | |
| Increase in recycled plastic: +102% recycled plastic from Aliplast by 2026 and +150% by 2030 (compared to 2017). Complete an innovative plant by 2024, for the production of high-quality recycled polymers for the IT and electronic sector in Modena. Complete a new plant by 2025, for the recycling of carbon fibre, which is especially reusable in the automotive sector, also thanks to NRRP funds. |
+42% plastic recycled by Aliplast in 2023 (compared to 2017). The innovative plant for the production of high-quality recycled polymers for the IT and electronics sector in Modena will be completed in the first half of 2026, having obtained the environmental authorisation to start construction in late 2023. Construction of the carbon fibre recycling plant began in 2023, and the plant will be fully operational in mid-2024. |
11, 12, 17 | |
| 13% by 2026 and 18% by 2030 reusable wastewater out of total wastewater. | 10.1% by 2023 of reusable wastewater out of the Group’s total wastewater. | 6, 8, 12, 14 | |
| 22% reduction in internal water consumption by 2026 and 25% by 2030 compared to 2017 consumption. Extending the water management project to Herambiente. | 21.5% reduction in household consumption in 2022 compared to 2017 consumption due to specific water-saving activities. The Water management project is also being extended to Herambiente. |
6, 8 | |
| 380,000 customers with a “Water consumption Log” by 2026, equal to 52% of the total (260,000 customers in 2022, equal to 35% of the total). | 325,046 household customers with the “Water Consumption Log” at the end of 2023 (37.5% of resident household customers; they stood at 35% at the end of 2022). | 6, 8, 17 | |
| -6% linear water leakages in 2026 compared to 2021. 27 thousand km of network analysed in 2023-2026 (there were 2.8 thousand in 2020-2021). | Linear water losses to 2021 were stable (8.1 cu m/km/day) compared to 2022 (8.1 cu m/km/day). 27 thousand km of network analysed in a search for leakage. |
6, 8 | |
| Development of paper and plastic sorting/pre-sorting plants (Pesaro, Padua, Vicenza): 60k ton/year of paper and cardboard and 40k ton/year of plastic processed in the new plants. | The paper and plastic sorting/pre-sorting plant in Padua is in the planning stage, the one in Pesaro is in the feasibility study stage while the Vicenza project has not been finalised. | 11, 12 | |
| Sustainable management of water resources. | |||
100% urban agglomerations >2,000 p.e. upgraded by 2025 thanks to the continuation of the modernisation plan of the purification sector. In addition, upgrade all of the 239 agglomerations managed with a size of between 200 and 2,000 p.e. by 2026, of which:
Implementation by 2030 of a further 27 interventions in agglomerations with a size of between 2,000 and 10,000 and more than 10,000 p.e. in relation to the requirements laid down in resolutions 201/2016, 569/2019 and 2153/2021 of the Emilia-Romagna Region regarding the upgrading of urban wastewater discharge treatment. |
99.8% urban agglomerations >2,000 p.e. upgraded by 2023 thanks to the continuation of the modernisation plan of the purification sector (1 agglomerate upgraded in 2023). In addition, 186 upgraded agglomerations out of 229 managed with a size of between 200 and 2,000 p.e. at 2023, of which:
24 interventions carried out in agglomerations of between 2,000 and 10,000 and more than 10,000 p.e. (in Emilia-Romagna) in relation to the requirements laid down in resolutions 201/2016, 569/2019 and 2153/2021 of the Emilia-Romagna Region regarding the upgrading of urban wastewater treatment by 2023. |
6, 14 | |
| Complete by 2025 all 14 interventions envisaged by the Rimini seawater protection plan (10 interventions completed by 2022). | No intervention concluded, as expected. Of the remaining 4 interventions, 3 will be completed in 2025 and 1 in 2026. | 6, 14 | |
| 90% of users served in areas with a Water Safety Plan defined by 2026 and 100% by 2030 (61.9% by 2022). | 65.8% users served in areas covered by a Water Safety Plan. | 6 | |
| Protection of air, ground and biodiversity | |||
| 887,000 square metres of land reused by 2026 in infrastructure constructions (over 80% of the total land involved in constructions completed between 2018 and 2026). | 662 thousand square metres of land reused in the construction of infrastructures from 2018 to 2023 (76% of the total land involved). | 8 | |
|
|
7, 11, 13, 14 | |
| Over 5,000 charging infrastructures (public and private) installed by 2026 for electric mobility (around 1,800 in 2022). | Over 2,100 public and private charging points installed by 2023 for electric mobility. | 11, 17 | |
| Ecotrees Initiative: 10 thousand trees planted and maintained in the three-year period 2022-2024 through customer purchases of sustainable solutions (about 5,700 as of 2022). | Donated additional trees to the area through the initiative, reaching the goal of 10,000 trees planted and maintained a year early. | 7, 11, 12, 17 | |
*
| WHAT WE WILL DO | SDGs |
|---|---|
| Transition to a circular economy | |
| 78% sorted waste collection by 2027 also thanks to a strong investment focused on the engagement of residents and businesses (80% Hera, 68% AcegasApsAmga, 74% Marche Multiservizi). | 11, 12 |
| 72% recycling rate of packaging by 2027 and >80% by 2030 (higher than the EU 2030 targets) (65.7% by 2022). | 11, 12 |
|
Increase in recycled plastic: +122% plastic recycled by Aliplast by 2027 and +150% by 2030 (compared to 60 thousand tonnes in 2017). Start work on an innovative plant in Modena in 2026 to produce high-quality recycled polymers for the IT and electronics industries. Complete by 2024 a new plant for recycling carbon fibre, reusable particularly in the automotive sector. |
11, 12, 17 |
| 13.6% by 2027 and 18% by 2030 reusable wastewater to total wastewater. | 6, 8, 12, 14 |
| 24% reduction in household water consumption to 2027 and 25% to 2030 compared to 2017 consumption. | 6, 8 |
| 560,000 customers with a “Water consumption Log” by 2027, equal to 77% of the total (325,000 customers in 2023, equal to 37,5% of the total). | 6, 8, 17 |
| -8.6% linear water leakages by 2027 compared to 2022. 30 thousand km of aqueduct analysed from with predictive algorithms by 2027. | 6.8 |
| Sustainable management of water resources | |
|
100% urban agglomerations >2,000 p.e. upgraded by 2025 thanks to the continuation of the modernisation plan of the purification sector. In addition, upgrade all of the 226 agglomerations managed with a size of between 200 and 2,000 p.e. by 2027, of which:
|
6.14 |
| Complete by 2026 all 14 interventions envisaged by the Rimini seawater protection plan. | 6.14 |
| 91% of users served in areas with a Water Safety Plan defined by 2027 and 100% by 2030. | 6 |
| Protection of air, ground and biodiversity | |
| 828,000 square metres of land reused by 2027 in constructions of infrastructure (70% of the total land involved in constructions completed between 2018 and 2027). | 8 |
|
7, 11, 13, 14 |
| Over 5.1 thousand charging infrastructures (public and private) installed by 2027 for electric mobility. | 11, 17 |
OBJECTIVES, PERFORMANCE AND TARGETS
| WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
|---|---|---|---|
| Innovation and digitalisation | |||
| IT security: increase the group’s cyber security through the evolution of company processes, instruments, and policies, and through increased monitoring activities and improvements in technological instruments and procedures. | Increased monitoring activities both in terms of extending the coverage of the Security operation centre service and in terms of new areas subjected. The three main cyber security procedures related to systems, networks and users were also updated. | - | |
| 43% of customers using online billing and 41% of customers using online services by 2026, Group-wide (34.5% and 29.4% in 2022, respectively). | 40.2% of customers using online billing and 36.2% of customers using online services by 2023 on a Group level. | 11, 12, 17 | |
| Continue developing initiatives within the two main areas of innovation: environmental transition and digital transformation, thanks to new internal figures (innovation promoters). Define, develop, and report initiatives using the Corporate Digital Responsibility framework, thanks to the continuation of dedicated formation. |
Revised the Group’s innovation management model, launching specific discussion and training courses on strategic innovation for “innovation promoters” in the various business units. Continued the development of initiatives in the areas of environmental transition and digital transformation in 2023, as well as the reporting of the same according to the corporate digital responsibility framework. |
8, 9, 11, 12 | |
| Economic development and social inclusion | |||
| Supplier selection: continue to promote the employment of disadvantaged people in waste management services. | The value of the assignments and partnerships between Hera and social cooperatives is approximately 91 million euro (+12% compared to 2022). | 8 | |
| Continue to provide instalment payment for bills and other voluntary facilities to support customers facing financial hardship. Invite other municipalities to sign a protocol to prevent the suspension of supply. | Almost 736 thousand instalment payments granted in 2023(more than double compared to 2022), for a value of 339.6 million euro. 138 municipalities with active memoranda of understanding (there were 135 in 2022). |
17 | |
| Job creation and development of new skills | |||
|
Continue to apply the social clause to protect employment in contracts for emergency services on networks and services relating to customer management (except for insourcing situations). |
22 tenders, among the most notable, included a social clause to protect employment. | 8 | |
| Direct training interventions towards the development of emerging roles and skills that concern the digital transformation (Corporate digital responsibility, business intelligence, and increased use of Digital Workplace instruments) and the environmental and energy transition. 65% of the population that will achieve digital proficiency (meaning full control of “digital soft skills”) by 2026, 90% by 2030 (54.1% al 2022). >50% of the population achieve circular economy and energy transition proficiency (environmental and energy transition skills) (21% per green transition e 28% per energy transition al 2022). |
Continued the ecoHERA programme with the provision of content on skills related to the and energy and environmental transitions. In 2023, 36.3% and 31.5% of the reference company population have reached the appropriate skills for the energy transition and the environmental transition respectively. The third edition of the Her@futura assessment aimed at further increasing corporate e-skills was launched. In 2023, 56.2% of the target company population has achieved the appropriate competencies for the digital transition. |
4, 8 | |
| Continue to raise awareness on the enhancement of diversity and inclusion through events and initiatives (focus on inclusive language and issues related to the integration of private life and working life). Consolidate the Hera Group’s ranking in leading diversity stock indexes. | Continued the activities to enhance diversity and inclusion though obtaining gender equality certification for the main 11 companies of the Group and continuing the pilot project on inclusive language. Consolidated the Hera Group positioning in the main diversity stock indices. | 5 | |
| Resilience and adjustment | |||
Resilience and adaptation to climate change:
|
Interventions in the area of resilience and adaptation to climate change, including:
|
9, 13 | |
*
| WHAT WE WILL DO | SDGs |
|---|---|
| Innovation and digitalisation | |
| IT security: continue the process of increasing the Group’s cyber security level by increasing the coverage of the Security operation centre monitoring service, introducing advanced technological instruments and evolving company processes and policies. | - |
| 45% of customers using online billing by 2027 group wide. Create a new single App by 2024 by unifying existing ones, implementing new features and services. |
11, 12, 17 |
| Artificial Intelligence: development of solutions capable of generating ever greater value for businesses in achieving their strategic objectives: improving service levels and promoting increasingly innovative services to customers, optimising asset management and making processes increasingly efficient and effective. | 8 |
| Strengthen the collaboration model and promote ways of interacting with external partners with a view to open innovation in the creation of innovative solutions. | 8 |
| Economic growth and social inclusion | |
| Supplier selection: continue to promote the employment of disadvantaged people in waste management services. | 8 |
| Continue to provide instalment payment for bills and other voluntary facilities to support customers facing financial hardship. Propose to other municipalities to sign a protocol to prevent the suspension of supply (138 municipalities in 2023). | 17 |
| Job creation and development of new skills | |
| Continue to apply the social clause to protect employment in contracts for emergency services on networks and services relating to customer management (except for insourcing situations). | 8 |
|
The ‘Learning Plan 2024’ includes projects and training sessions aimed at boosting: managerial skills linked to the new leadership model and the evolution of ways of working; technical-professional skills linked to priority issues in the field of energy and environmental transition and to the evolution of business roles (with a focus on network operator and front office roles); digital/technological skills linked to the Her@futura programme, with a focus on skills linked to the application of generative artificial intelligence on business processes and ways of working. 75% population will attain digital transition skills by 2027, 90% by 2030. 53% population will attain skills for environmental and energy transition by 2027, 60% by 2030. |
4.8 |
| Continue to raise awareness of the use of inclusive language, with dissemination events and moments for divulging through internal communication, creating work-life balance by disseminating good practices. | 5 |
| Resilience and adaptation | |
Resilience and adaptation to climate change:
|
9.13 |
OBJECTIVES, PERFORMANCE AND TARGETS
| WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
|---|---|---|---|
| Sustainability and risk management | |||
|
Organise initiatives to distribute the new purpose-driven Code of Ethics, update and continue training on the Code of Ethics for new recruits. |
Once the informative document for the new purpose-driven Code of Ethics was drawn up and distributed, training for new recruits and new employees who entered the Group after corporate acquisitions was updated and continued, with the participation of 590 workers. |
- | |
| Economic value to stakeholders | |||
|
2.1 billion euro. Added value for stakeholders by 2026 (+25% compared to 2022). |
2,037 million euro: added value for stakeholders by 2023 (+22% compared to 2022). |
8 | |
|
4 billion euro. Investments made between 2022 and 2026. |
815 million euro, gross operating investments made in 2023 (+15%compared to 2023). |
8 |
|
| Shareholders and financial institutions | |||
|
60% of 2022-2026 investments in activities aligned with the EU Taxonomy (54% in 2022). |
55% of 2023 investments in activities aligned with the EU Taxonomy (vs. 54% in 2022). |
8 | |
| Communications with our stakeholders | |||
|
Complete the 4 local HeraLAB initiatives: 2 in the Modena area and 2 in the Forlì-Cesena area. |
Completed one initiative of the last edition |
11, 17 | |
*
| WHAT WE WILL DO | SDGs |
|---|---|
| Sustainability and risk management | |
|
Continuity in training new employees with AlfabEtico, including by involving workers as trainers. |
- |
| Economic value to stakeholders | |
|
2.4 billion euro. Added value for stakeholders by 2027. |
8 |
|
4.4 billion euro. Investments made in the period 2023-2027. |
8 |
| Shareholders and financial institutions | |
|
59% of 2023-2027 investments in activities aligned with the EU Taxonomy. |
- |
| Further increase the share of debt financed with ESG instruments. | All** |
| Communications with our stakeholders | |
|
Continue listening to and involving stakeholders on the topic of carbon neutrality. Launch HeraLABs in two additional areas in 2024. |
11.17 |
**This target cuts across all SDGs to which Hera contributes (4,5,6,7,8,9,11,12,13,14,17)
OBJECTIVES, PERFORMANCE AND TARGETS
| WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* | |||
|---|---|---|---|---|---|---|
| Service quality | ||||||
|
81% smart second-generation electricity meters (6% in 2022), of which 50% made of recycled plastic (4% in 2022), and 86% gas meters installed and remotely read by the end of 2026 (77% in 2022). |
At the end of 2023,
|
9, 12 | |
|||
|
Guarantee compliance with commercial / contractual quality standards in the gas, electricity, water and district heating services, in line with 2022. |
99.6 cases with contractual quality standards respected in 2023, in line with 2022. |
- | ||||
| Safety and continuity of service | ||||||
|
Quick response in gas services: maintain a level significantly above Arera’s requirements for the percentage of calls with arrival within 60 minutes. |
96.5% arrivals on location of the call within 60 minutes (compared to service |
- |
|
|||
| About 300 thousand advanced NexMeter gas meters installed by the end of 2026 (18.3% of total meters), of which 100 thousand made of recycled plastic (180 thousand NexMeters installed in 2022). | At the end of 2023, 250 thousand gas NexMeters were installed (roughly 15% of total meters). Technical trials completed to study the resistance of recycled plastic under various environmental conditions. | 9 | |
|||
| Customer relations | ||||||
|
10 minutes, average waiting time at help desks and 80 seconds, average waiting time at call centres. |
12 minutes, average waiting time at help desks (due to a significant increase in contacts, higher than the number prior to the pandemic) and 59 seconds, average waiting time at call centres in 2023. |
- | |
|||
*
| WHAT WE WILL DO | SDGs | |||||
|---|---|---|---|---|---|---|
| Service quality | ||||||
|
91% smart second-generation electricity meters (about 449 thousand meters), of which 60% made of recycled plastic. |
9, 12 | |||||
|
Improve by 2027 the respect for ARERA’s quality standards in the gas and electricity services, to maximise bonuses and minimize customer reimbursements. |
- | |||||
| Safety and continuity of service | ||||||
|
Quick response in gas services: maintain until 2027 a level significantly higher than ARERA’s requirements in the percentage of calls with arrival within 60 minutes. |
- | |||||
| 310 thousand gas NexMeters installed by the end of 2027 (18% of total meters). | 9 | |||||
| Customer relations | ||||||
|
10 minutes, average waiting time at help desks and 80 seconds, average waiting time at call centres in 2024. |
- | |||||
OBJECTIVES, PERFORMANCE AND TARGETS
| WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
|---|---|---|---|
| Management of skills and training | |||
|
Continue the initiative launched in 2020, which allows all workers to devote a working day (one full or two half days) to their professional development with remote learning courses. |
In 2023, we renewed the initiative that provides the option of devoting one working day to professional development with remote learning courses. Provided 31.5 hours per capita of training in 2023. |
4, 8, 9 | |
| Professional development | |||
|
Continue covering at least 50% of requirements through internal mobility (41% in 2022). |
Covered 41% of requirements through internal mobility. |
8 | |
| Welfare | |||
|
Continue developing a corporate culture aimed at further strengthening the concept of individual well-being (physical, psychological and financial) as an element worth investing in to enable all people to express their full potential across the board and consequently contribute to their professional growth, as well as that of the company. Expand the range of wellness services offered. |
Pursued the commitment towards employee well-being, also with new projects such as “The sense of well-being”, a journey involving various stops through the Group’s various local areas to raise awareness and stimulate action on these issues. |
4 | |
| Launch the fifth edition of HeraSolidale (2023-2025), involving employees in identifying non-profit organisations and supporting the implementation of solidarity projects. | Launched the fifth edition of HeraSolidale in September 2023: 58,000 euro donated in 2023 to the five partner organisations of the project’s fifth edition. | 17 | |
| Health and safety | |||
|
Further reduce the accident frequency rate (10.5 by 2026 and <10 by 2030); (10.5 in 2022). |
The accident frequency rate obtained in 2023 was 10.2 (10.5 in 2022). |
8 | |
*
| WHAT WE WILL DO | SDGs |
|---|---|
| Management of skills and training | |
|
Pursue the ecoHERA change management process on how the network, energy and environmental sectors work and on the impact generated by the energy and environmental transition. |
4, 8, 9 |
| Professional development | |
|
Continue covering at least 40% of requirements through internal mobility. |
8 |
| Welfare | |
|
Develop new welfare initiatives devoted to every aspect of personal well-being (psychological, financial, digital, and family-related matters). |
4 |
|
Continue promoting the fifth edition of HeraSolidale (2023-2026) to achieve the goals of the five partner organisations with donations from employees and the company. |
17 |
| Health and safety | |
|
Further reduce the accident frequency rate (10.4 by 2027 and <10 by 2030). |
8 |
OBJECTIVES, PERFORMANCE AND TARGETS
| WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
|---|---|---|---|
| Qualification, selection and evaluation of suppliers | |||
|
Supplier monitoring with multifunctional teams (corporate social responsibility and safety): in 2023, carry out more than 30 audits at supplier facilities (offices and construction sites) (47 in 2022). |
Monitor suppliers’ corporate social responsibility towards their employees: over 40 evaluation questionnaires collected and 41 supplier audits carried out (offices and work sites) in 2023. |
8 | |
|
Continue assigning a significant score to aspects of environmental and social sustainability in tenders using the criterion of the economically most advantageous bid. |
39/100 average score given to aspects of sustainability in 2023 tenders using the criterion of the economically most advantageous bid. |
8, 12 | |
|
Begin monitoring suppliers’ “ESG maturity” rate, by launching the new eProcurement portal, through a dedicated questionnaire during the phase of supplier qualification. |
Suppliers’ “ESG maturity” rate monitoring begun, including through a dedicated questionnaire during the supplier qualification phase on Hera_Pro. During the second half of the year, a response rate of more than 50% with over 2,000 suppliers mapped: 20% shoved a medium-high rate of maturity (over 40% among main suppliers). |
8, 12 | |
|
More than 10.5% of the value of procurements in 2023 with circularity criteria (10.4% in 2022), through the application of the Guidelines for Circular Procurement and the related Operational Instruction defined in 2020. |
10.5%, the value of procurements in 2023 with circularity criteria. |
8, 12 | |
| Contract management | |||
|
Analyse all accident events reported by service and work providers of the Hera Group and report on the related accident rates. |
All accident events reported by service and work providers analysed: 252 accidents communicated (vs 284 in 2022) and 22.3 frequency rate (vs 22.8 in 2022). |
8 | |
*
| WHAT WE WILL DO | SDGs |
|---|---|
| Qualification, selection and evaluation of suppliers | |
|
Monitor suppliers’ corporate social responsibility towards their employees: in 2024, continue to carry out systematic audits at the supplier facilities (offices and construction sites) held to be most critical. |
12 |
|
Continue assigning a significant score to aspects of environmental and social sustainability in tenders using the criterion of the economically most advantageous bid. |
8 |
|
Launch a “capacity building” programme to incentivise improvement in suppliers’ “ESG maturity” and in technical-implementational and qualitative skills. |
8, 12 |
|
More than 10.5% of the value of procurements in 2024 with circularity criteria, through the application of the Guidelines for Circular Procurement and the related Operational Instruction defined in 2020. |
8, 12 |
| Contract management | |
|
Analyse all accident events reported by service and work providers of the Hera Group and report on the related accident rates. |
8 |