The 2012-2016 sustainability objectives

The Group’s sustainability objectives, for the first time identified for the mid-term 2012-2016, are shown, in summary form, in a layout which shows the challenges, the prospects and the action undertaken during 2012, placing them in relation to the interests of the stakeholders. These objectives, consistent with the matters indicated in the 2012-2016 Strategic Plan16 (see Development and Strategic Plan) were drawn up by the heads of the business segments and the Divisions involved and approved by the Managing Director.The information concerning the action carried out during the year under review, indicated in the table, is more fully described within the sections of the report.

The 2012-2016 sustainability objectives

Challenges Mid-term objectives (2012-2016) Main action in 2012
Shareholders  
Guarantee the remuneration of the capital provided by the shareholders, consolidating the competitive advantage in the reference businesses (regulated and deregulated activities) over the mid-term Waste management:
EBITDA 2016: €112 mil 2012-2013
  • increase the quantity of waste treated in waste-to-energy plants;
  • increase the anaerobic treatment capacity of the organic waste at the Orvieto plant installation;
  • expand the biological mechanical treatment capacity for the production of WDF at Paliano;
  • construct a slag treatment plant at the San Vittore del Lazio plant.
 
the EBITDA of the waste management area amounted to Euro 49.3 million, up 55% with respect to the Euro 37.7 million in 2011
  •   aunch of the first phase of the extension of the Orvieto landfill;  activities continued necessary for the implementation of an anaerobic treatment line for organic waste;
  • conclusion of renovation work on the Terni waste-to-energy plant
  • re-launch of activities at the Paliano WDF production plant.
  • continuation of authorisation course for slag treatment plant at the San Vittore del Lazio plant.
  • continuation of the authorisation course for extension of the Kyklos plant and the new Solemme plant
 
  2015
  • achieve the re-launch into service of line 1 of the San Vittore del Lazio waste-to-energy plant;
  • increase the production of WDF at the Paliano plant.
  • launch the new anaerobic digestion unit of the Kiklos composting plant and launch the new anaerobic digestion and composting plant of Solemme. 
 
  2016
target quantity of waste treated:
  • 320,000 tons per annum (San Vittore)
  • 100,000 tons per annum (Terni)
  • over 50,000 tons per annum (Paliano)


 Energy:
EBITDA 2016: €110 mil
2012-2014
modernise the group of electricity installations and make them efficient 
the EBITDA of the energy area amounted to Euro 61 million, in line with respect to 2011 balances (Euro 61.4 million)
  • improvement action was carried out for the handling of the credit;
  • repowering work was completed on the Salisano and Orte hydroelectric installations and the procedure for the repowering of the Castel Madama plant was started.
    Water:
EBITDA 2016: €396 mil
2012-2015
  •  monitor and compare the performances of Acea Ato 2 with respect to the main comparables so as to gain indications aimed at continual improvement.
the EBITDA of the water area amounted to Euro 349 million, up 7.8% with respect to the Euro 323.7 million in 2011
  • Acea Ato 2 has carried out comparative studies and analysis, with the support of leading research institutions, so as to plan improvement action.
 
  Networks:
EBITDA 2016: €260 mil
2012-2016
  • continue with the renovation of 950 km of MV underground electricity lines - voltage change from 8.4 kV to 20 kV 
  • carry out measures on the HV electricity lines as per the Acea Distribuzione, Terna and Rome City Council Memorandum of Intent.           
  • achieve the LV network voltage change which supplies 60,000 customers from 230 V three-phase to 400 V three-phase.
  • implement the Smart grid pilot project and other smart applications so as to improve the service quality.
the EBITDA of the networks area amounted to Euro 260.7 million, down 3.3% with respect to the Euro 269.6 million in 2011
  • renovation of the underground MV electricity lines continued; reduction of the physical energy losses achieved, estimable at around 8.0 MWh;
  • procedure for obtaining the authorisation necessary for the execution of the work continued;
  • the new “Parchi” primary station in the Castel Romano industrial complex was constructed and started up and work was launched for the creation of the 150kV underground electricity line “Casal Palocco – Vitinia”
  • LV network voltage change carried out for approximately 7,240 customers. Increase in the transportation capacity achieved and physical energy losses reduced.
  • measures envisaged by the Smart grid project carried out

16 Acea SpA’s Board of Directors approved the Group Business Plan for the period 2012-2016 during the meeting held on 22 February 2012.

Challenges
Mid-term objectives (2012-2016) Main action in 2012
shareholders  
Monitor the adequacy and functioning of the internal audit and risk management system and encourage the adoption of audit models in line with the best national and international practices Holding (Audit division)
2012-2016
  • -arrange and propose the Policies of the Internal audit and risk management system;
  • support the appointed director for the adoption of the System;
  • support the Supervisory Body (parent company and subsidiary companies) in the updating of the Organisation and management models and the supervision of the effectiveness and adequacy of the same;
  • support the Ethics Committee in overseeing the implementation and observance of the principles expressed in the Ethical Code.
  • new policies for the adoption of the Code of Best Practice approved by the BoD;
  • the Organisation and Management Models of the subsidiary companies adapted, including environment offences;
  • analysis carried preliminary to the update for fighting against corruption;
  • the new edition of the Ethical Code approved by the BoD, subsequently also disclosed by means of intense training activities which also concerned Italian Legislative Decree No.  231/01;
  • the procedure for the handling of reports (whistleblowing) drawn up, adopted and disclosed.
Support management in the identification and assessment of the risks which may compromise the achievement of the objectives defined by the BoD and encourage the adoption of informed decisions by those responsible Holding (Audit division)
2012-2016
  •  keep the list of the main Acea risks and those of the subsidiary companies up-to-date by means of the “Control Risk Self Assessment” model (CRSA)
  • support the managers in the identification and assessment of the risks and controls; share the risk analysis and support the managers in the identification of improvement action
  • draw up risk reports for the BoD;
  • consolidate the action plans drawn up by the managers further to the audit reports and monitor the implementation thereof
  • draw up a plan of the audit activities to be proposed to the BoD
  • support was provided to the competent divisions for the definition of points of control to be included in the Sponsorship and donations and Company credit card management procedures.
  • reports were drawn up on the main risks shared with senior management, the Audit Committee and the Board of Statutory Auditors
  • polices defined for the preparation of “risk based” reporting to the Audit division
  • “risk based” Audit Plan drawn up and approved
Check, on the basis of the approved Audit plan, the observance of the applicable legislation, the internal policies and procedures, as well as the efficiency and efficacy of the processes analysed Holding (Audit division)
2012-2016
  • monitor observance of the action plans issued further to the audit reports
  • operational audit reports and audit reports for the checks on the basis of Italian Legislative Decree No.  231/01 issued
Maintain the investor relations system at optimum levels of transparency and correctness 
Holding (Investor Relations division)
2012-2016
  • further financial disclosure addressing the market in observance of the principles of correctness, accountability and parity of information between all the parties concerned (general public without distinction, analysts, Italian and foreign investors).
  • retain the loyalty of the body of shareholders, ensuring a continuous, prompt and useful information flow for the correct assessment of the investment. 
  • develop the Group objectives for the purpose of sustainability, with consequent improvement of the corporate image, efficiency in the use of the resources, greater ability to dialogue with the reference area.
  • one-to-one meetings held with Italian and international investors, along with conference calls with the market and presentations extended to Italian and foreign investors/analysts.
  • constant updating of the company website ensured with the economic/financial information relating to the Acea Group.
  • prompt, correct and transparency communication guaranteed to the current and potential shareholders, with divulgation of press releases and promotion of extended encounters, conference calls and meetings.
  • competent divisions collaborated with, strengthening relations with ethical finance analysts.
Challenges
Mid-term objectives (2012-2016) Main action in 2012
Customers and the Community  
Improve relations with the customer by means of the development of advanced management systems and enhancement of the contact channelsHolding company
2012-2016
  • develop a management system for relations with the customer (CRM) which will progressively involve the main operating companies  
                     
  Energy
2012-2016
  •  improve access to the contact channels and progressively reduce the average waiting time at the physical counter
  • number of operators and counters care of the public hall in Piazzale Ostiense increased;
  Water
Acea Ato 2
2012-2016
  • Send 100% of the bills within the scheduled timescales;
  • achieve and maintain the commercial quality parameters envisaged by the Service Charter;
  • Fast Bill Project:  (2012)  issue of bill in real time by meter reader; (2013) experimental launch of first perimeter of customers (approx. 30,000); (2014) further extension of the perimeter  
2012
  • increase the number of counters outside Rome
2013-2014
  • progressively reduce the contacts at the Ostiense physical counter. At least -5%; in 2013
  • Acea Ato 2 has paid particular attention to the aspects linked to billing of the customer (all carried out in the envisaged timescales) and has enhanced the prevention service for the “first-time customers”, managing to deal with all the quotation requests in the timescales envisaged by the Service Charter
  • issue of the bill in real time by the meter reader activated;  

  • two new counters at Fiano and Frattocchie activated
  Acea Ato 5
  • insource the level II contact center for the direct company-customer management of water problems;

  • During the year, Acea Ato 5 activated the level II contact center for the direct management of water problems
  Networks Area
Acea Distribuzione
2012
  • increase the complaint response capacity 
  • Second generation digital meters project (2012); analysis of individual reachability problems and experimentation of solutions (2013-2014)  study, planning and experimentation in the field of second generation digital meters;  (2015-2016) project roll out;
2012-2016
  •  Ultimo Miglio/ network mapping project
  • Increase the number of operators and branches care of the public hall in Piazzale Ostiense
  • the handling of claims has been centralised and enhanced
  • analysis of the individual problems was carried out:












  • the process for the development and test & inspection of automatic detection system was launched.
Simplification of the customer care processes and directing of customer towards the remote channel Acea Energia
2012-2016
  • improve the legibility of the energy bill by means of a new graphic layout for customers of the eligible and protected market (electricity and gas)
  • enhance the web self service for eligible and protected market customers
  • introduce functions on APPs
2013
  •  extend the possibility of communicating the self-readings of the meter 
Acea Ato 2
2012
  • activate transfer, take-over, cancellation requests, personal data changes on-line 
2013
  •  reduce/simplify the documentation to be presented for simple commercial requests (contracts, transfers);
  • active quotation requests, credit card payments on-line
  • introduce the “Virtual Teller “: (2013) 2 terminals at the Ostiense counter; (2014) progressive transfer to the counter «outside Rome».
2014
  • reduce/simplify the documentation to be presented for complex commercial requests (quotations);
  • integrate the web platform with the new Neta H2O system;
  • make the presentation of the readings and the consumption on the bill more rational.
  • activate numerous services on the on-line counter;
  • on-line payment by credit card, display of bill and handling of record file details
      






  • during the year, activate new on-line counter functions














  • analysis was carried out on the process problems and procedural technical solutions were identified.
   
  Acea Distribuzione
2012-2016
  •  improve the process for reading electricity consumption care of customer and data transmission to seller;
2013
  • create a web portal for the monitoring of the Public Lighting contract by Rome City Council and for citizens’ reports
 
Periodically survey customer satisfaction Holding Company (Institutional Affairs Division) 2012-2016
  • periodically sound out the opinion of the customers regarding the quality level perceived for each service provided.
  •  at total of 34,000 interviews were carried out, in two six-monthly cycles (around 15,000 for the services provided in Rome). The surveys also sounded out the customers with regard to their expectations, in order to implement an on-going improvement strategy.
Express the Public Utility mission also by means of involvement in the social context  Holding Company (External relations and communication division)
2012-2016
  • support cultural, artistic and sporting activities benefiting the community and contribute towards supporting non profit associations and ventures.  
2012-2016
  •  raise the awareness of customers and citizens with regard to the correct use of water and energy resources
  • develop targeted disclosure/training projects, in collaboration with public institutions (schools/universities);
  • plan educational and promotional initiatives and events.
  • enhance the company website by means of contents on sustainability
  • improve the promptness and completeness of the on-line contents, facilitating access thereto.
  • adopt the ISO 20121-2012 standard (Sustainable events management system) for the organisation of the events pertaining to Acea.
 
  • there were numerous cultural, artistic and sporting initiatives benefiting the community, and steps were taken to contribute towards supporting non profit ventures of social interest

  • initiatives were put together to raise the awareness of youngsters with regard to the correct use of water and energy resources (for example: Acqua Spreco Zero; Volley scuola; Impariamo dall’acqua; Rinnatural)
  • visibility and frequency of news was increased with regard to sustainability, publishing it on the company website;
  • the web page section dedicated to Group sustainability was renewed and updated, in synergy with the CSR and sustainability unit
  • the on-line version of the Sustainability report was made available on the dedicated website
  • experimentation for the handling of “sustainable events” was included in the “2013 communications plan”.
Challenges
Mid-term objectives (2012-2016) Main action in 2012
Suppliers  
Progressively introduce elements suitable for developing the quality, environmental protection and safety aspects in the supply of goods, services and work, maintaining a good price/quality ratio  Waste management
2013-2016
  • carry out at least 10 audits a year on observance of environmental and safety legislation at the work sites and installations where the suppliers work.
  • computerised monitoring of the compliance of the main suppliers, shared between the various company divisions
Holding Company (Safety and Protection Division)
2012-2016
  • define and implement a “vendor rating” system in an extended manner, on the model currently operative for the work in the energy area, by the end of 2013.
  • extend the inspection activities also care of suppliers of goods and services.
Holding Company (Purchasing and Logistics Division)
2012-2016
  • improve the efficiency of the supply chain                  
  • develop Green Procurement for the supply of the commodities’ categories included in the National Action Plan for the GPP.
  •  audits were carried out care of firms which perform the leachate liquid (landfill) withdrawal, transportation and disposal service and care of a number of work suppliers. No irregularities or non-compliances emerged;
  • a list of qualified suppliers for disposal activities has been drawn up.
  • the rating model was drawn up and inspection activities launched care of the suppliers of electrical and water works (30 inspections) with regard to quality, environment and safety.

















  • the efficiency of the IT systems was increased to raise control and fluidity of the supply chain: in detail, the SAP adaptation continued and the IT platform (Pleiade) for the handling of on-line tenders was improved;
  • new selection criteria has been introduced for entrusting the tender contracts for work, which will have an effect in particular on the assessment of the fairness of the offers;
  • criteria has been defined for monitoring both the stage of progress of the initiatives undertaken by the individual Divisions/Companies, and the overall corporate performance on Green Procurement.
Human Resources  
Focus on efficiency and the professional qualification of the employees Holding Company (Human Resources and Organisation Division)
2012-2016
  • implement a new Human Resource management System based on merit and assessment objectivity (Performance & Leadership System – P&L)
  • (2012-2014) involve all the executive and middle managers; develop targeted training initiatives and implement a disclosure system supporting the P&L process;
  • (2014-2016)  extend to white and blue-collars and expand the collation of curriculum vitae           






(2012-2013)
  • Job Levelling Project
(2012-2014)
  •  launch development projects for individual population clusters
2013-2014
  • launch Talent project 
2013-2016
  • put together Community and professional Networking events
  • dedicated work groups have defined the new Human Resource Management System, which has been agreed on, during an event, with senior management;
  • events were held for sharing/training and experimentation on the new Human Resource Management System addressing all the Group management (463 individuals involved);
  • 500 employees assessed in the P&L system and the management review was carried out on 102 executives;
  • pecific training was provided to develop managerial skills in the valuation of the co-workers and handling of the feedback (4 sessions, 64 hours, 160 individuals involved); a support manual was drawn up and distributed and an information system supporting the P&L process was implemented
  • 428 CVs of Group executives and middle managers were gathered together and input in the centralised databases

  • a Job Levelling Project and, care of Acea Energia, a Team Coaching Project have been launched (40 individuals involved, 173 hours of training provided, including seminars and coaching)
Challenges
Mid-term objectives (2012-2016) Main action in 2012
Human Resources  
Create training courses consistent with the Human Resource Management System adopted, aimed at increasing the human capital skills Holding Company (Human Resources and Organisation Division) and the operating companies of the 4 business segments 2012-2016
  • create training courses for all the Group companies, with a view to synergy, integration, efficiency and economic savings, placing the human capital in a central position also so as to improve the company climate.
  • plan training courses on transversal-type contents (e.g. Ethical Code) and those of importance for the company, in order to encourage the spreading of a specific organisational culture.
  • the training provided during the year envisaged, in total, more than 500 courses, for around 1,000 editions and a total of 94,302 training hours provided. Training involved a total of approximately 14,600 participants; these included around 6,500 employees who followed - via e-learning - training on the new Acea Group Ethical Code, on Italian Legislative Decree No.  231/2001 and on Privacy, launched on the new Pianetacea platform
Ensure a satisfactory internal climate, by means of observance of workers’ rights and feedback in relation to their opinions Holding Company (Human Resources and Organisation Division)
2012-2014
  • carry out internal climate surveys so as to monitor the satisfaction indices of the employees and identify effective improvement action to be implemented subsequently     





2013
  • further and implement the development of company welfare via guidelines agreed at Group level
2013-2016
  • create intergenerational (ageing) projects
  • work on the creation of the Group culture, improving the organisational climate.
  • encourage an industrial relations model based on prevention of conflicts
  • oversee and encourage the spreading of a participative culture also with the involvement of stakeholders at area level
  • agree on negotiation processes with the trade unions in order to encourage the turning to account of the professional skills and experience present within the Group using the instrument of infragroup mobility of the resources
  • ensure the efficacy of the management system for the Workers’ Safety Representatives at Group level,
  • executives and middle management in the Human Resources and Organisation Division have been assigned a 2012 performance target based on the degree of satisfaction detected with regard to the services provided by said Division.
  • a survey was carried out on the satisfaction of the HR services in Acea Distribuzione via questionnaires handed out to all the executives and middle management and to a sample of white and blue-collars.

  • a work process was launched for the recognition of the benefits existing in the Group and the welfare initiatives already outstanding and basic analysis was performed.



  • internal partnerships were launched for the planning of the first initiatives to be undertaken for the effective transmission of the knowledge and skills through the generations.
  • numerous encounters were held for the renewal of the relevant contracts expiring as of 31 December 2012.
  • a protocol regarding apprenticeships was entered into between Acea, Federutility and the national trade unions.
  • a protocol was signed regarding Water tender contracts and the work of the joint Commission was launched for the monitoring of the trend in Acea Ato 5 contracts.
  • agreements were signed with regard to infragroup mobility and the trend in staff secondments which occurred during 2012 was monitored.
  • an agreement was signed for the appointment of the Worker’s Safety Representatives at Group level and the regulations for exercising the authority are being completed.
Improve the health and safety in the work place levels, favouring the diffusion of certified Management Systems Holding Company (Safety and Protection) and the operating companies of the 4 business segments 2012-2016
  • Maintain / extend the OHSAS18001 Management Systems
  • Computerisation of the mandatory fulfilments of the employer

  • - a new strategic document has been issued within Acea which in an integrated manner defines the “Quality, Environment, Safety and Energy Policy” of the Group
  • the activities envisaged within the framework of the Management Systems for maintenance of the OHSAS18001 Certification already present within Acea SpA and the operating companies, have been carried out In December 2012, the Sgsl (work safety management system) was introduced at the San Vittore del Lazio (Waste Management) and certified as per the OHSAS 18001:2007 standard
  •  the system for the computerisation of the mandatory fulfilments of the employer was established
 
 Energy
  • make the company a “non-smoking company”, at the forefront in the policies aimed at furthering the quality and protection of health in the workplace
2013 - 2014
de
velop action for promoting health:
  • create a Campaign against smoking in collaboration with INAIL and LILT
  • create a Campaign concerning healthy eating habits and lifestyle with the support of experts in the field, involving at least 20 individuals in 2014 (10% of the total)
  • 8 encounters were held with groups of employees who voluntarily chose to take part in a “Give up smoking course”, with the assistance of experts from LILT (Italian Association for the Fight against Tumours).
Waste Management  
Reduce the consumption of energy and natural resources. Water
LaboratoRI
2012-2016
reduce electricity and water consumption:
  • 5% less electricity with respect to the 2010-2011 average (equal to 1,150 MWh a year)
  • 5% less water with respect to the 2010-2012 average value (equal to 25,000 m3 a year).
  • reduce the specific production of waste for analysis:
  • 10% less with respect to the 2010-2011 average value (equal to 19.5 g of waste for analytical assessment)
 
  • guidelines have been defined for the monitoring of the consumption of the individual production segments, preparatory to the planning of the energy efficiency and water measures
  • the production cycles have been improved and the analytical instrumentation optimised

 Acea Ato 2 and Acea Ato 5
  • carry out energy efficiency measures care of the two companies for a value equal to at least 1% of annual consumption
  • during 2012, Acea Ato 2 and Acea Ato 5 in total carried out energy efficiency measures on networks and plants for more than 4 million kWh, equivalent to more than 1% of the total of their consumption.
  Waste management
2012-2016
  • carry out energy audits in order to identify the most suitable project solutions for reducing energy consumption;
  • create a new anaerobic treatment line for the organic waste at the Orvieto plant installation; 1MW electricity biogas plant
2014
  • reduce the production of waste liquids   
2015
  • reduce the quantities of waste transported off site
  • certain energy efficiency action was identified, to be implemented at the S Vittore del Lazio plant during 2013
  • the preliminary activities were carried out for the start of work for creating the new waste treatment line, envisaged for the second half of 2013.




  • a study was launched for the creation of a civil and industrial waste water treatment plant at San Vittore del Lazio and the reuse of the treated water.
  • a project was launched for the creation of a treatment plant for the slag from waste-to-energy treatment at San Vittore del Lazio, with a significant reduction in the final disposal in external plants
Reduce technical water losses on the distribution networks. Water
Acea Ato 2
2012-2016
  • reduction in 2016 of the “effective losses” of 1% perimeter being the same
  • a work group was set up comprising specialised staff with the task of maximising the recovery of the water resource in all the stages of the supply chain
Challenges
Mid-term objectives (2012-2016) Main action in 2012
Waste Management  
Govern the environmental impacts, favouring the diffusion of certified Management Systems (ISO14001, EMAS and ISO 50001) Holding Company (Safety and Protection) and the companies of the 4 business segments (Water, Networks, Energy and Environment)
2012-2016
  • Maintain the environmental and energy management systems in existence and extend them to other Group companies as well
2013 (Networks) introduce the ISO 50001 certified energy Management System, within Acea Distribuzione.
2012-2016 (Waste management)  implement the formalised Environmental/Energy Management Systems (ISO 14001, ISO 50001, EMAS registration)
 
  • all the activities envisaged within the framework of the Management Systems existing have been carried out, for maintenance of the Certification already present within Acea SpA and the operating companies of the 4 business segments (Networks, Energy, Water and Environment)
  • in 2012, the Environmental Management System was introduced and certified in accordance with the ISO 140001 standard in Acea Distribuzione (Networks), in the hydroelectric plants Volta (RM) and Ferraris (RM) (Energy), in Acea Gori Services and Sogea (Water);
  • furthermore, during the year, the Energy Management System was introduced and certified in accordance with ISO 50001 in Acea Ato 5 (Water) while Acea Distribuzione and Acea Reti e Servizi Energetici (Networks) launched the activities for obtaining the same certification
Modernise the fleet of vehicles so as to reduce the energy consumption and improve activities Networks
2013
  • Gradual “up-dating” of the company fleet of vehicles used for operations. Replace or in any event dispose of a total of around 660 vehicles, 145 of which by the end of 2013
 
  • 79 vehicles have been removed from service;
  •  during the year, 42 electric vehicles were used and the procedure was launched for the purchase of a further 40 electric vehicles;
  • the procedure was launched for the purchase of 100 conventional vehicles destined to replace the oldest vehicles in use
Adopt new technologies for the reduction of the pollutant emissions typical of the waste-to-energy process Waste management:
2012-2016
  • create specific projects care of the various production sites and plants so as to reduce atmospheric emissions
  • monitor and control CO2 emissions produced by the waste-to-energy process
 
  •  care of the San Vittore del Lazio waste-to-energy plant, instrumentation has been installed for the on-going control of micro-pollutants (dioxins and furans); the air quality in the surrounding areas was monitored, using fixed and mobile control units; a double-stage filtration of the powders was set up along with a catalytic reduction system using ammonia solution for NOX
  • a monitoring campaign was established at the Terni waste-to-management plant, for the pollutants envisaged by emissions. Within the sphere of the European ETS system (emission trading system) relating to CO2 emissions, both plants, Terni and San Vittore del Lazio, presented the preliminary documentation by the legal deadlines, inclusive of their CO2emission monitoring plans, preparatory for the finalisation of the authorisation applications for new entrant plants relating to the period 2013-2020.
Develop advanced methods for handling the environmental variables and contribute towards cutting down CO2 emissions into the atmosphere Energy
2012-2016
  • further the production of electricity by means of the use of renewable energy and technologies featuring low specific CO2 emissions (2016)
  • modernise the Tor di Valle plant with the most efficient technologies
  • complete the district heating network in South Rome

  • the district heating networks in the areas of Torrino and Mezzocammino has been modernised and extended by around 2,650 m.
 
 Water
Acea Ato 2
2012-2016
  • increase the efficiency of the vehicles which use petrol or diesel (5% less consumption through 2016)
  • during the year, Acea Ato 2 launched the process for the renewal of the vehicle fleet, with the purchase of just vehicles which feature efficiency greater than 10% with respect to those currently in use
The Company  
Turn the Group companies into cutting-edge enterprises with regard to technological, process and product innovation Waste management
2012-2016
  •  carry out research and process management and innovative technology experimentation, exploiting best company practices, both national and international
       


  • study into new systems for the handling of the landfills with minor quantities of natural resources (clay and natural shale) and recovery of useful volumes to prolong the operating life thereof.
  • study of new systems for the composting of organic waste and launch of a pilot project care of the City of Mexico
   
  Networks
  • implement the Memorandum of Intent signed in 2012 by Acea, Enel and Rome City Council regarding innovative projects and initiatives for electric mobility in the capital and surrounding area
  • 100 recharge stations have been acquired from Enel, subject to definition of the technical features, including the licences for the centralised management of said stations;
Challenges
Mid-term objectives (2012-2016) Main action in 2012
The Company  
  2013
  • build a network made up of 200 public recharging stations for electric vehicles (100 stations  by Acea and another 100 by Enel)      
  • achieve the technological innovation project “Smart-network Management System”. (Funds for Technological Innovation, Italian Law No. 46 dated 17 February 1982)
  • the territorial distribution of the recharging stations has been arranged with Rome City Council and Enel (municipal premises, schools, shopping centres, etc.) and projects have been drawn up for the installation of stations and for connection to the electricity mains
  2012-2014
  •  arrange the definition of new technical standards for secondary sub-stations for the purpose of minimising the electromagnetic field produced in the environment (stations to be installed in urban areas)
  • optimise the LV network with the improvement of the reliability, increase of the transportation capacity and reduction of energy losses.
  • the modelling of the secondary sub-station plants has been completed.
  • two types of stations have been indentified on which magnetic field measurements have been carried out, compared with values calculated via specific models.
  • software for the reconstruction and calculation of the LV network has been developed and positively tested