Environmental & Social Information • Apr 28, 2022
Environmental & Social Information
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Consolidated Non-Financial Statement pursuant to Legislative Decree 254/2016
| Letter to stakeholders4 |
|---|
| ID card and operating model7 |
| Note on methodology 12 |
| 1. The ENAV Group in 2021 14 |
| 1.1 The impact of the Covid-19 pandemic: our responses to the health emergency 14 |
| 1.2 Factors and exceptional events that can influence the performances of the Company, the business model and the creation of value16 |
| 1.3 Our sustainability strategy16 |
| 1.4 The EU Taxonomy23 |
| 1.5 Performance in 2021 27 |
| 2. Stakeholder Management30 |
| 2.1. Stakeholder engagement30 |
| 2.2 Investor Relations and financial disclosure 38 |
| 2.3 Economic value generated and distributed40 |
| 2.4 Customer relations management41 |
| 2.5 Cooperation with organisations, institutions and industry associations44 |
| 2.6 Our sustainability network 49 |
| 3. Responsible business management 51 |
| 3.1 Sustainability governance51 |
| 3.2 Risk Management and the Enterprise Risk Management System 60 |
| 3.3 Possible impacts of climate change on core business61 |
| 3.4 Protection of legality and anti-corruption67 |
| 3.5 Human Rights70 |
| 3.6 Responsible supply chain management 71 |
| 3.7. Fiscal Management 74 |
| 4. Environment 75 |
| 4.1 ENAV's environmental strategy 75 |
| 4.2 ENAV's carbon footprint and strategy to reduce direct and indirect emissions 77 |
| 4.3 Reducing single-use plastics81 |
| 4.4 Environmental policy and the Environmental Management System 82 |
| 4.5 The reduction of electromagnetic emissions83 |
| 4.6 More efficient and sustainable Airspace Users: Flight Efficiency Plan and Free Route 84 |
| 4.7 Energy consumption90 |
| 4.8 Waste management 95 |
| 5. | The people 97 | |
|---|---|---|
| 5.1 ENAV strategy for developing a new sustainability culture 98 | ||
| 5.2 Protection of worker health and safety 101 | ||
| 5.3 Hiring and development of personnel105 | ||
| 5.4 Diversity, inclusion, and equal opportunities117 | ||
| 5.5 Social policies and corporate welfare 118 | ||
| 5.6 Labour relations 122 | ||
| 5.7 Remuneration policies124 | ||
| 6. Safety, innovation and digitalisation 128 | ||
| 6.1 Technological innovation and digitalisation128 | ||
| 6.2 Safety and Security131 | ||
| 6.3 Investments 141 | ||
| 6.4 The flight inspection service for safety in the sky143 | ||
| 7. A new sustainable challenge: drones145 | ||
| Annex 1 – Non-financial indicators146 | ||
| Annex 2 - Table: GRI Content Index 170 | ||
| Annex 3 – The management systems and certifications of the Group 182 | ||
| AUDIT COMPANY REPORT185 |
Although still characterised by elements of uncertainty due to the continuing Covid-19 pandemic, for the ENAV Group the financial year that has just ended, and which is under review in this non-financial report, was also marked by the achievement of significant milestones in our path towards sustainable development.
With regard to governance, we are aware that sustainability means strategy and adequate monitoring of risk profiles, in the pursuit of the sustainable success of the company and the creation of long-term value for all our stakeholders, both internal and external. This is why sustainability is an integral part of our business strategy and our daily actions, and will remain increasingly central in the future. The full commitment of ENAV's governance, from the Board of Directors to its internal committees, including the Sustainability Committee, in unison with the commitment of Top Management and all the people of the ENAV Group, has in fact made it possible to keep the commitments made in the 2018-2020 Sustainability Plan, and to set new and ambitious ones in the 2021-2023 Sustainability Plan, as well as to put sustainability at the centre of the Group's strategies and to integrate it organically into compensation policies.
From the point of view of the environment, in addition to the initiatives already under way, aimed at reducing the emissions of the carriers (it is enough to think of Free Route, which has enabled a decrease of about 640 million kg of CO₂ from 2016 to today), the continuous commitment to decarbonisation has allowed a reduction of direct emissions of Scope 1 and 2 of more than 24% compared to 2019 and the definition of an abatement strategy of Scope 1, 2 and 3 emissions, resulting in validation by the Science Based Target initiative, the international body of industrial excellence which emerged from the collaboration between the Carbon Disclosure Project, the Global Compact of Nations Unite, the World Resources Institute and the World Wide Fund for Nature. In this regard, it should be noted that ENAV is the first Italian company in the airport sector to obtain this important recognition in the fight against climate change. In addition to the results obtained in the reduction of CO₂ emissions, due also to the further progress in replacing the company car fleet with electric, hybrid and plug-in machines, in 2021 we consolidated our commitment to the elimination of singleuse plastics from all company locations and completed the development of the platform for the management of the sustainable supply chain, in order to raise the level of oversight of the approach of our suppliers to ESG issues.
As part of social initiatives, the achievement of ISO 37001 certification by the Parent Company in the field of anti-corruption management systems and the strengthening of adequate internal anti-corruption safeguards have confirmed the Group's commitment to the highest ethical levels in business management, with a zero tolerance approach to ensure compliance and the continuous monitoring and improvement of the Anti-Corruption Management System. With regard to diversity & inclusion policies, we conducted an in-depth analysis that led us to define a three-year action plan of measures aimed at improving and developing inclusion, personal well-being, motivation and sense of belonging to one's working context. We are continuing to invest in people and the full realisation of their potential as a driver of achievement of industrial objectives. The "Improve yourself" project, launched in 2021, and intended for people with disabilities, goes in this direction with a view to creating a balance of skills aimed at enhancing work. The project also includes a life coaching path to accompany our people in their professional career. The "Regulation for the protection of the dignity of female and male workers against harassment, violence and abuse in the workplace" was also adopted and the role of Confidence Advisor was created: these two important will have an impact over the next few years in continually increasing our focus on inclusion, the well-being of people and the fight against discrimination of any kind.
Our stakeholders have increasingly become strategic partners in ENAV's growth and together we have travelled, in a coherent and significant way, the pathway towards deeper collaboration to achieve new goals in sustainable development and innovation. And it is precisely innovation that today represents for ENAV an inseparable combination with sustainability.
Our Group is a strategic asset for Italy in the management of airspace, an intangible infrastructure that must be continuously innovated to accommodate, for example, the new means of remotely piloted aircraft, indispensable tools to ensure the development of sustainable mobility. ENAV is a key element in this modernisation process, thanks to the professionalism of our people and the push towards new dimensions of cutting-edge technology, such as artificial intelligence or data-driven applications.
Sustainability-centric, attentive to innovation and digital transformation: these are the concepts and key words that will define the ENAV Group's new industrial model focused, as always, on talent, a spirit of service and attention to creating long-term value for our stakeholders and well-being for the community.
Every day on our routes we accompany those who fly with reliability and safety. We design the sky of the future, investing in people and innovation for sustainable air transport and for Italy's economic growth.
ENAV S.p.A. is an Italian joint-stock company that operates as an exclusive supplier of civil airspace management and control services under Italian competence.
The present company has its origins in the Autonomous Company providing Flight Assistance for General Air Traffic (AAAVTAG), established in 1981. The Autonomous Company took over from the commissariat for flight assistance established three years earlier as the GAT (General Air Traffic) Control Company to manage the passage of part of the air traffic controllers and of airports previously run by the Italian Air Force classified in what was then the Flight Telecommunications Inspectorate (ITAV), a military entity reporting to the Air Force General Staff.
Today the company is controlled by the Ministry of Economy and Finance (53.3% of the share capital). It operates in a market regulated at European level and provides its services in Italy under the supervision of the Ministry of Sustainable Infrastructures and Mobility and the National Civil Aviation Authority (ENAC).
ENAV is a fundamental component of the international Air Traffic Management (ATM) system and one of the main players in the realisation of the Single European Sky, the initiative of the European Commission which aims to optimise continental airspace through an increasingly efficient standardisation of traffic flows.
We are the only Italian company authorised to select, train and update the professionals operating in civilian air traffic control services.
Despite the Covid-19 pandemic that has hit the entire world, and in particular the air traffic sector, ENAV has continued to guarantee continuity of service in maximum safety as is stated in its mission: namely, to guarantee safety and punctuality to the millions of passengers that fly in Italian airspace and to contribute to the growth of national and European air transport through ongoing efficiency, innovation and respect for the environment. All of this makes ENAV a company that places sustainability and social awareness at the heart of its business.
In 2021 more than one million planes flew over Italian airspace were and ENAV, with its 4,106 employees, guaranteed 24/24 safety and punctuality hours, providing all air navigation services to aircraft. From its air traffic Control Towers at 45 airports, ENAV manages the take-offs, landings and ground movements of aircraft, and from its 4 Area Control Centres it provides navigation assistance to all en-route traffic, whether for overflight or for landing at one of Italy's airports.
Long considered to be among the "Big Five" in Europe for operational performance and innovation, the ENAV Group is a fundamental component of the international Air Traffic Management system (hereinafter ATM). It participates in research and development in coordination with the national and international supervisory bodies in the industry. It is also one of the main players in the implementation of the Single European Sky programme, the purpose of which is to harmonise air traffic management throughout the European Union with the aim of enhancing the safety and efficiency of continental air transport. For years the ENAV Group has also been committed to protecting the environment thanks to its constant optimisation of routes (that reduces the fuel consumption of aircraft) and the use of innovative technologies that improve the efficiency of its own infrastructures.
In the context of the Group, Techno Sky manages and maintains:
ENAV ensures navigational assistance to all aircraft, whether for overflight or for landing at one of Italy's airports, by means of:
Air traffic control is guaranteed seamlessly, from the moment an aircraft's engines are turned on in the apron of the airport of departure, until they are cut once it arrives at the apron assigned at the airport of destination. The task of the air traffic controller is to guarantee safe and expeditious movement of aircraft by ensuring a minimum separation between aircraft of 5 miles on the horizontal plane (reduced to 3 NM in the vicinity of the airports of Fiumicino, Ciampino, Linate, Malpensa and Bergamo) or 1,000 feet in the vertical plane. Flight efficiency objectives are met through fast movement, assigning the most direct route possible between the airport of departure and the airport of destination and ensuring the ideal climb and descent profile, i.e. the one that facilitates the lowest possible fuel consumption and the consequent reduction of the environmental footprint thanks to the lower CO₂ emissions.
The ENAV Group has prepared the Consolidated Non-Financial Statement (hereinafter also referred to as "Statement", "Sustainability Report" or "Report") in accordance with the provisions of Article 5(3)(b) of Legislative Decree No. 254, dated 30 December 2016 (hereinafter "Decree"), as amended. The document constitutes a separate report from the Report on Operations.
The Statement, prepared pursuant to articles 3 and 4 of the Decree, and in accordance with the Decree, contains information on the Company's impact on five thematic areas, namely the environment, personnel management, social impacts, human rights and the fight against corruption and bribery. The broadness and quality of reporting reflect the principle of relevance (or "materiality"), an element provided for under the reference legislation and which characterises GRI Sustainability Reporting Standards (hereinafter "GRI Standards"). GRI Standards require the Company to carry out an analysis that identifies information relevant to the measures necessary to understand its activities, its performance, its results and the impact it produces, or which is able to substantially influence the assessments and decisions of its stakeholders (see section "2.1 Stakeholder engagement").
The Statement was drawn up in accordance with the GRI Standards published by the Global Reporting Initiatives ("GRI Standards - GRI-core"), the independent authoritative body which defines models for nonfinancial reporting. The disclosures and the indicators contained in the text are given in the "GRI Content Index" (page 169).
It should be noted that where the Group considered it unnecessary to adopt policies related to the areas referred to in Legislative Decree 254/2016, this is linked to the existence of effective corporate practices which do not require it to adopt specific policies on the above-mentioned areas. For this reason it should be noted that the term "Policy" refers to documents that are formalised and approved.
Furthermore, 2020 data for operational training was restated as a result of updated data that became available after closure of the 2020 NFS. For details of the changes, see Tables 36 and 40 of Annex 1.
This non-financial statement responds to the demands of EU Regulation 852/2020 and the Delegated Act relating to Article 8 of the aforementioned Regulation regarding activities, capital expenditures and operating expenses associated with eco-sustainable activities, as reported in the relative paragraph "1.4 The EU Taxonomy".
The present document was approved by ENAV Board of Directors on 21 April 2022.
This Statement, except as noted in paragraph "1.4 The EU taxonomy", has been subject to limited review by EY S.p.A. in accordance with the International Standard on Assurance Engagements (ISAE 3000 Revised).
The 2021 Consolidated Non-Financial Statement, as well as those for 2020, 2019, 2018 and 2017, are available on the Group's website (www.enav.it).
The qualitative and quantitative information contained in the Consolidated Non-Financial Statement refers to the performances of the ENAV Group (hereinafter also referred to as "the Group") for the year ended on 31 December 2021. In addition, to help the reader better compare and contextualise the information herein, the data for the years 2020 and 2019 have been included and appropriately indicated. The quantitative data for the financial years, 2019, 2020 and 2021 are not perfectly comparable due to the changes in the scope of reporting that took place in 2020.
This non-financial statement includes data and information referring to the "the ENAV Group", namely the set of companies composed of the Parent Company, ENAV S.p.A. and its subsidiaries, consolidated on a lineby-line basis: Techno Sky S.r.l., ENAV Asia Pacific Sdn Bhd, ENAV North Atlantic LLC, d-flight and IDS AirNav. It should be noted that the company ENAV España Control Aereo S.L.U, acquired in January 2020 in order to take part in a tender for the provision of terminal air traffic management services, has been excluded from the scope of reporting. Said company is no longer operative and was liquidated in March 2021. In addition, on 9 February 2021, the liquidation proceedings were concluded with regards to the Sicta Consortium, which is included not reported in this NFS.
Please note that the terms "ENAV" and "the Company" refer exclusively to the Parent Company ENAV S.p.A.
Any restrictions to this scope have been appropriately indicated in the table "Scope of the material issues identified" (page 36). In any case, these limitations do not impair the comprehension of the performance and representativeness of the information.
The methods for managing the impacts of the Covid-19 pandemic during 2021 have been stabilised and consolidated as an integral part of the ENAV Group's management processes. After the emergency responses prepared in 2020, the organisational action continued, aimed at identifying the best balance between the containment of health risks and the need to ensure business continuity.
The ENAV Group has pursued this balance by constantly monitoring two central elements in support of the decision-making process: the evolution of regulations according to the national health situation, and the evolution of the virus and the quarantine of our people. The company organisational units involved in various ways, starting from Integrated Compliance and Risk Management and Human Resources and Corporate Services, have constantly updated the measures for safety and prevention of infection from Covid-19, providing adequate information to all staff and constantly monitoring the effective implementation of the procedures. Close coordination with the company appointed to collaborate in risk assessment and health surveillance of workers has made it possible to manage positive cases and quarantine effectively, authorising the return to work on a case by case basis. The involvement of the company doctor has also made it possible to ensure the protection of so-called fragile workers, by providing for the possibility of a different way of performing their duties where the right circumstances are present.
During the year under review, communiqués were distributed to staff with the aim of modifying the extent of their presence in the office according to the evolution of the pandemic, limiting their presence during periods of upsurge of the virus and, conversely, facilitating their return during periods when the spread was contained. However, in-person attendance was constantly monitored in order to prevent figures that exceed those defined as the threshold in the risk assessment. In line with national legislation, all workers concerned were granted extraordinary parental leave.
In April 2021, to ensure the highest possible levels of vaccination, all workers were granted an additional two hours of paid leave, while staff on duty could alter their shift to ensure an adequate rest period after receiving the jab.
Company Regulations for the management of post-emergency agile working were issued in October 2020 and amended in April 2021 by reaching an agreement with employer and worker representatives who endorsed the implementation of several improvement measures. The Regulations, which will come into force at the end of the health emergency, provide for:
1 In compliance with the European common enforcement priorities for 2021 annual financial reports issued by the European Securities and Markets Authority on 29 October 2021..
In May 2021, devices were installed at the entrance to company offices as a further preventive measure, introducing the obligation for anyone wishing to access the Group's premises to undergo body temperature measurement.
In consideration of the epidemiological scenario at the beginning of the summer in 2021, which allowed passage in the so-called white zone of all Italian regions, with the consequent relaxation of restrictive measures and the gradual resumption of economic and social activities, on 6 July 2021 a communication was issued to the staff with which the minimum share of onsite presence was set at 50% of monthly working days, in compliance with the precautionary measures provided for.
Following the entry into force of the Circular of the Ministry of Health of 11 August, company provisions on return to work following quarantine and isolation were updated and communicated to staff on 2 September 2021.
In October 2021, and in compliance with the government Decree, checks were introduced throughout the country on the possession of a valid Green Pass or medical certification exempting an individual from vaccination to access all ENAV Group premises (including company catering services for indoor dining facilities pursuant to Article 3 of Decree Law no. 105 of 23 July 2021). Checks were carried out by specially appointed personnel present at the entrance to the main offices, but also remotely by a team dedicated to control via a video conferencing platform. The process of verifying the possession by ENAV Group personnel of Green Passes is regulated by a specific procedure of the Management System for Occupational Health and Safety - SGSSL-P-15.1 Management of Covid-19 Green Pass Checks. The latest version of this procedure transposes Decree Law 1/2022, the obligation to possess and display an enhanced Green Pass to access workplaces by persons aged 50 or over.
With reference to the first few months of 2022, the ENAV Group has implemented (Communication to personnel Ref. ICRM/18787 of 9 February 2022) the provisions regarding the updating of the isolation, quarantine and self-surveillance measures pursuant to Legislative Decree 05/2022 and Ministry of Health Circular 9498 of 4 February 2022. Finally, following the entry into force from 11 February 2022 of the Ordinance of the Ministry of Health of 8 February, the safety and prevention measures against infection from SARS-CoV-2/Covid-19 have been updated, providing for the obligation to wear face masks made available to the employer on company sites, with the exception of external appurtenances, in the latter case strictly observing the safety distance of at least one metre.
In compliance with the recommendations issued by ESMA in October 2021, which confirms the 2020 recommendations recalled by CONSOB regarding the impacts deriving from the COVID-19 pandemic, this paragraph reports the effects on the Group of the pandemic still in progress including through a comparison with the corresponding period of the previous year.
In 2021, thanks to the positive trend of the vaccination campaign of the population worldwide and the consequent gradual mitigation of travel restrictions, starting from the second half of 2021 there was a recovery in the activities of the air transport sector, which since March 2020 had been significantly affected by the effects the Covid-19 pandemic. Compared to the previous year, there was an increase in revenues from operations of 43.2%, while compared to the pre-pandemic period in 2019 revenues in 2020 were down 63%. While remaining lower than in 2019, these values still show a recovery, considering that, compared with 2019, revenues from operating activities in 2021 were down 47%. The recovery in national and international movements also had a positive effect on third-country market orders, which were up 22.3% in terms of revenues compared to 2020, while the reduction in turnover was partly recovered through the recognition of balance revenues, the determination of which occurred in compliance with EU Regulation 2020/1627, Decision 2021/891 of the European Commission, and taking into account the Performance Plan last presented in November 2021. Although the balances recognised allow for a recovery on the economic side of things, they are deferred in financial terms, since it is estimated that they will be recovered by ENAV in tariffs as from 2023 and in the following five years. In order to support its financial requirements, and considering the Group's good capitalisation, which shows a ratio of net financial indebtedness to consolidated shareholders' equity of 40%, in 2021 the Parent Company subscribed to some new funding lines.
Taking up the challenge laid down by the UN 2030 Agenda for Sustainable Development, and aware of the urgency posed by the climate crises and the social consequences of the Covid-19 pandemic, for the two year period 2018-2020 the ENAV Group embarked upon a path of change management by placing sustainability at the heart of its mission and its relations with its stakeholders.
If in the 2018-2020 Sustainability Plan, indeed, the company had set itself a series of objectives aimed mainly at laying the foundations for creating a new culture of sustainability among people to consolidate sustainability governance and initiate ESG projects that can build the foundations for the future, the 2021- 2023 Sustainability Plan, approved by the ENAV Board of Directors on 1 July 2021, has made it possible to consolidate the Group's sustainability strategy through the definition of a road map which aims to give ENAV a leading role in the sustainable development of the entire air transport sector.
The complete integration of sustainability into business strategies, the consolidation of governance, entry into ESG ratings, projects in diversity and inclusion and the commitment to decarbonisation with the consequent validation of our strategy on CO₂ emissions by the Science Based Target initiative, are just some of the objectives achieved in 2021 which paved the way for an increasingly challenging path rich with objectives that we aim to achieve together with all ENAV people and our stakeholders. The 2021-2023
2 In compliance with the European common enforcement priorities for 2021 annual financial reports issued by the European Securities and Markets Authority on 29 October 2021..
Sustainability Plan is divided into 6 assets: Strategies and governance, Policies, Technological innovation, Reporting and communications, Corporate culture and dedicated projects, and Climate change.
Starting from the SDGs, the sustainability strategy for the three-year period begins with a dialogue with our stakeholders (see the section "Stakeholder engagement") and from analysis of some of the main ESG ratings, and is broken down into a series of objectives monitored by a system of KPIs and targets supported by the balanced scorecard model.
The plan includes 33 objectives to which the company is committed over three years. The 2021 targets have almost all been met.
| Strategy and Governance | ||||
|---|---|---|---|---|
| Objectives | KPI | Target | Year | Target achieved in 2021 |
| Percentage of core suppliers | Platform launch date | 2021 | Sustainable Supply Chain activity launched |
|
| Supplier evaluation against ESG criteria. | evaluated (against ESG criteria) of total ENAV core suppliers |
75% | 2022 | |
| 100% | 2023 | |||
| To define a strategy for initiatives "for social purposes and in particular for corporate volunteering", evaluating for each year the SDGs on which to take action. |
Presentation of strategy and definition of the SDGs to invest in every year |
Presentation date | 2021 | Topic Targets were identified in 2021 and related projects defined |
| To ensure constant stakeholder engagement and attention. |
Number of contacts made with the stakeholders |
At least 3 meetings per year with each individual stakeholder |
2021 | In 2021 ENAV stakeholders were involved in the identification of material issues through surveys, interviews and focus groups. |
| Rating identification | Rating solicited | 2021 | Solicited S&P questionnaire developed in 2021 |
|
| ESG Rating (as per the 2023 LTI Plan). | Assessment on rating (Gap Analysis + Action Plan) |
Assessment | 2022 | |
| Score increase 2023 vs 2021 | +30% on CSA score of S&P 2023 rating |
|||
| Increase in training delivered to ENAV Group employees on issues that include aspects |
Percentage of increase in hours of training delivered to employees |
$+5%$ | 2021 | 5% more training hours provided to employees than in 2020 |
| related to Legislative Decree 231/2001 and Code of Ethics, Anti-Bribery and Anti- |
compared to 2020 (hours delivered by Internal Audit in 2020 = 4 hours |
$+6.5%$ | 2022 | |
| Corruption, Fraud and Whistleblowing | and 50 minutes). | $+7.5%$ | 2023 |
| Policies | ||||
|---|---|---|---|---|
| Objectives | KPI | Target | Year | Target achieved in 2021 |
| Monitoring of standards of occupational health and safety by means of retaining ISO 45001:2018 certification |
Retention of ISO 45001:2018 certification. |
Certificate obtained |
2021 | ISO 45001:2018 certification has been obtained by Enav, TS and IDS AirNay. |
| Anti-Corruption Management Systems (indicator as per the short-term incentive policy and MBO 2021 for the CEO and Managers with Strategic Responsibilities) |
ISO 37001 certification | Certificate obtained |
2021 | ISO 37001 certification obtained in 2021 |
| Publication of the "media" policy | Publication of the policy on the company intranet |
Publication date |
2021 | Social Media Policy published on the company intranet in December 2021 |
| Drafting of the regulations on harassment and abuse in the workplace |
Publication of the regulations on the company intranet |
Publication date |
2021 | The Regulations on harassment and abuse in the workplace was published on the company intranet in December 2021 |
| Objectives | KPI | Target | Year | Target achieved in 2021 |
|---|---|---|---|---|
| Advanced automation of major control towers by means of a new airport ATM platform (Electronic strip) |
Testing of the system at each airport involved as per the yearly schedule |
Testing date |
2023 | |
| Approach sequence optimisation system (Arrival Manager - AMAN) |
Testing of systems applied at Malpensa and Fiumicino airports |
Testing dates |
2022 | |
| TOC-HAL: remotisation project of diagnosis on remote site equipment to enable the centralisation of control and the optimisation of maintenance interventions |
Testing of systems on all 10 islands as planned | Testing dates |
2023 | |
| Implementation of the weather automation project (replacement of current weather observation stations at major airports with weather stations equipped with automated sensors). |
Testing of systems in the weather stations at the 23 airports as planned |
Testing dates |
2023 | |
| Integration of approaches (transfer of approaches, APP, from certain airports to their respective control centres of reference). |
Testing Transfers of Verona to Milan, Trieste to Padua, Bari to Brindisi, Lamezia Terme to Rome |
Testing dates |
2021 | Technical and operational testing was carried out for the transfer of dedicated approaches from Verona to Milan, from Trieste to Padua, from Bari to Brindisi and from Lamezia Terme to Rome. |
| Reporting and Communications |
||||
|---|---|---|---|---|
| Objectives | KPI | Target | Year | Target achieved in 2021 |
| Internal Communication Plan on the development of a sustainability culture |
Number of internal communications projects to be launched over the year |
3 | 2021 | In 2021, a specific sustainability section was created on the company's "FollowMe" portal. A call to action was also launched to recruit new Ambassadors. |
| % growth in hits the FollowMe portal (1,051,578 visits as of December 2020) |
$+20%$ | 2021 | 46% growth in the number of hits on the FollowMe portal for the period January 2021-December 2021, totalling 1,542,337 |
|
| To convey the image of ENAV as an benchmark player in the industry in the fight against climate change (zero impact) and sustainable digital innovation |
Number of followers on the LinkedIn (20,300) followers on LinkedIn ENAV as of March 2021) |
$+10%$ | 2021 | The number of followers on LinkedIn has increased by 20%, with a total of 24,259 followers as of 17 January 2022 |
| Objectives | KPI | Year | Target achieved in 2021 | |
|---|---|---|---|---|
| Definition of the ENAV "Purpose" | Publication of the purpose | Presentation date |
2021 | ENAV's purpose was published online on 13 September 2021 |
| To develop initiatives aimed at promoting the inclusion of all employees, regardless Number of people involved in the pilot project of age, gender, ethnicity, religion, sexual to improve the position of people living with orientation and people living with disabilities disabilities. |
20 | 2021 | On 20 October 2021, the "Improve Yourself" project was launched, targeted at the companies of the group (ENAV, IDS, TSKY). The survey ended with interesting feedback from people with disabilities who participated in the analysis project. |
|
| Engagement in focus on in-country staff | At least 3 focus groups |
2021 | Postponed until 2022 | |
| To develop further the culture of Sustainability by means of increased engagement in the in-country Group structures. |
Number of in-country ambassadors identified | 10 | 2021 | In 2021 a Call for Action was launched for the recruitment of new ENAV Ambassadors, thanks to which 16 new Ambassadors were identified, for a total of 47 Ambassadors distributed across the company's various branches |
| Improving the quality of life of employees by means of targeted welfare initiatives |
Development of platform to convert performance bonus into welfare instruments |
Presentation date |
2021 | Welfare platform activated in June 2021. |
| Measurement of the work-life balance satisfaction index, including by means of new working arrangements (e.g. agile working) |
TBD | 2021 | It was agreed to postpone sending the survey to 2022. |
| Objectives | KPI | Target | Year | Targets achieved by ENAV in 2021 |
|---|---|---|---|---|
| Bringing women closer to the core business professions, with specific reference to air traffic control and maintenance activities, by means of raising women's awareness of operational roles. |
Launch of the outreach project | Launch date | 2022 | |
| In external selections, the proportion of women in operational roles must be at least 25% (comply or explain). |
Minimum participation of the female population |
25% | 2021 | During 2021, selections were made for operational roles but there was a low percentage of female applicants so the target was not met. |
| In internal assessments aimed at filling new operational positions, the proportion of women must be at least 20% (comply or explain). |
Minimum participation of the female population |
20% | 2021 | The target was partially met at 13.1% However, this figure is consistent with the gender distribution of CTA staff, where 13% are women |
| In internal assessments aimed at filling new corporate positions, the proportion of women must be at least 50% (comply or explain). |
Minimum participation of the female population |
50% | 2021 | In 2021, 18 assessments were carried out, 9 of which targeted women. The target was reached: 50%. |
| Assessment on diversity management, related gap analysis and action plan (indicator included in the short-term incentive policy and MBO 2021 for CEO and Managers with Strategic Responsibilities). |
Preparation of assessment, gap analysis and action plan |
Work presentation |
2021 | A survey was launched on the company intranet, focusing on gender, age, ethnicity, religion and disability. The results of the survey, which ended on 7 December, were approved by the Board of Directors. |
| Operational training (objectives that fall within the two ESG Sustainability Linked Term Loans, taken out in |
Hours of operational training | 78,000 | 2021 | The initial estimate for December 2021 is in the order of magnitude of 90kh. |
| October 2020) | (73,000 hours in 2019) | 82,000 | 2022 |
| Objectives | KPI | Target | Year | Targets achieved by ENAV in 2021 |
|---|---|---|---|---|
| $-23\%$ CO 2 | 2021 | $-24.6%$ | ||
| Achievement of Group Carbon Neutrality by reducing emissions and the purchase of carbon credits for the proportion that cannot be reduced (encompassed in the LTI Plan cycle 2020-2022). |
Percentage of reduction of CO 2 emissions per year compared to the total emissions produced in 2019 and purchase of carbon credits |
$-70/80\%$ CO 2 emissions $\ddot{}$ Carbon neutrality |
2022 | |
| Abatement of electromagnetic energy transmitted by means of optimisation on navigation instruments. |
Percentage of NDB decommissioning | 50% | 2023 | |
| Further development of the "Plastic-Free" project aimed at gradual reduction in single- use plastics at all company offices |
Tons of single-use plastics reduced at sites (total ENAV consumption in 2019: 14.2 t |
1.5t | 2021 | 4.6t of single-use plastics reduced at sites, Obtained Plastic Free Certificate on 29 December 2021 from the company Sfridoo. |
| Further development of the project to replace the company car fleet with electric/hybrid/plug-in vehicles. |
Percentage of company car fleet replaced with electric/hybrid/plug-in vehicles |
31% | 2021 | At the end of December 2021, the percentage of hybrid cars was 26%. The target for the end of 2022 is 45%. |
| Objectives | KPI | Target | Year | Targets achieved by ENAV in 2021 |
|---|---|---|---|---|
| Assessment of CO 2 emissions: extension to scope 3 (indicator included in the short- term incentive policy and MBO 2021 for CEO and Managers with Strategic Responsibilities). |
Presentation of the assessment to top management | Presentation date |
2021 | Assessment submitted and approved by the Board in December 2021 |
| Preparation of the Science Based Target (indicator foreseen in the MBO 2021 short- term incentive policy for CEOs and Managers with Strategic Responsibilities) |
Obtained SBTi certification | Certification date |
2021 | The Group's GHG reduction targets are in line with the SBTi Criteria and Recommendations: "ENAV Group commits to reduce absolute Scope 1 and 2 GHG emissions 70% by 2030 from a 2019 base year. ENAV Group commits to reduce absolute scope 3 GHG emissions from capital goods, fuel-and-energy-related activities, and employee commuting 13.5% by 2030 from a 2019 base year". |
| Implementation of energy efficiency projects. |
Start-up of activities (regular certificate of execution of the DL or internal report on system commissioning) • Installation of tri-generation plant, Rome ACC • LED internal lighting system - Padua ACC, Rome ACC and Headquarters • Air conditioning system - Rome ACC • Radar photovoltaic plant - MASSERIA 33 kW, Photovoltaic plants in LAMPEDUSA 37 kW. GENOA 17 kW, CATANIA 20 kW, NAPLES 75 kW. |
100% | 2022 | |
| Start-up of activities (regular certificate of execution of the DL or internal report on system commissioning) • Air conditioning system - Naples BT Photovoltaic plant - Forlì Academy • Photovoltaic plant - Brancasi |
100% | 2023 |
Starting in 2017, ENAV's path towards sustainability, in addition to being in line with what is defined in Legislative Decree 254/2016 has been increasingly transformed into a process of value creation and of the integration of sustainability in business strategies. This is a process which, even in the difficult period of the pandemic, has never ceased, but has been pursued, rather, with renewed vigour.
• Non-Financial Statement 2016, for internal use only
"Electric mobility" project
ESG impact evaluation
The EU Taxonomy Regulation (Regulation EU 852/2020 of 18 June 2020) provides a unified system of classification of economic activities that can be considered eco-sustainable.
3 In compliance with the European common enforcement priorities for 2021 annual financial reports issued by the European Securities and Markets Authority on 29 October 2021.
Specifically, for the purposes of this Regulation, to qualify as environmentally sustainable (or "ecosustainable"), an economic activity must jointly meet a series of conditions:
Pursuant to the regulatory requirements set out in the Delegated Act relating to Article 8 of EU Regulation 2020/852, the ENAV Group is required to include in its Non-Financial Statement information on how and to what extent its activities are associated with eco-sustainable economic activities pursuant to the EU Taxonomy Regulation.
For this first year of application, it is necessary to provide information that includes the economic activities that are "Taxonomy–Eligible" 5 and not eligible in proportion to turnover, capital expenditure and total operating expenses incurred.
The following paragraphs show how the Group assessed compliance with Regulation (EU) 852/2020 and the prospectus with the quantitative KPIs requested.
As this is the first year of application of a new regulation at international level, all the criteria and assumptions made and included in this paragraph are based on the information and requirements currently available, which could be subject to future revisions based on the evolution of current legislation.
With regard to the roadmap set by the European Commission, at the date of publication of this document only the Delegated Acts relating to the first two environmental objectives (climate change mitigation and adaptation to climate change) have been published, providing a description of the economic activities eligible for the EU Taxonomy Regulation and the technical screening criteria related thereto. It should therefore be noted that the scope of analysis and the data included in this disclosure refer only to these two objectives.
To determine the eligibility of economic activities, both the "Statistical classification of economic activities in the European Community" (Nomenclature of Economic Activities - NACE) 6 and the descriptions of the activities reported in Annex I and Annex II of the Climate Delegated Act were analysed.
On the basis of the interpretation of the requirements applicable, the Group has assessed that its main activities are not among those identified to date by the reference legislation for the two environmental
4 a) climate change mitigation; (b) adaptation to climate change; (c) sustainable use and protection of waters and marine resources; (d) transition to a circular economy; (e) prevention and reduction of pollution; (f) prevention and reduction of pollution.
5 The term "Taxonomy–Eligible" denotes an economic activity described in the Delegated Acts (the Climate Delegated Act and the Complementary Climate Delegated Act).
6 The NACE code is a general classification system used to systematise and standardise the definitions of the economic and industrial activities of the Member States of the European Union. The classification was first introduced in 1970 and then revised over the years, until the most recent review with Regulation (EC) 1893/2006. Each national statistics office has formulated a conversion table to which reference is made to translate NACE codes automatically at national level. Italy's national institute of statistics, ISTAT, translates NACE (Nomenclature of Economic Activities) codes with ATECO (ATtività ECOnomiche) classifications.
objectives mentioned above, and consequently are not considered as eligible at the date of drafting of this document.
This assessment focused on issues related to 6.17 "Low carbon airport infrastructure", 9.1. "Close to market research, development and innovation" and 9.2 "Research, development and innovation for direct air capture of CO₂".
In light of these considerations, the KPIs provided for by the EU Taxonomy Regulation were calculated, developing a preliminary analysis that also took into account the investments and operating expenses related to the purchase of outputs from economic activities eligible for the Taxonomy and/or relating to the measures implemented that allow energy efficiency of buildings.
To calculate the KPIs required pursuant to the Taxonomy Regulation and the additional applicable regulatory references7 , as described below, the Group carried out an analysis of turnover, investments and operating expenses for the 2021 financial year.
For the calculation of the turnover indicator, the denominator was consolidated net sales in accordance with IAS 1.82(a). With regard to the numerator, on the basis of the considerations mentioned above and the interpretation of the EU Taxonomy Regulation, no share of turnover obtained from the sale of products or services associated with economic activities considered eligible in relation to the objectives of Climate Change Mitigation and Adaptation to Climate Change has been identified.
7 The analysis and methodology for calculating the KPIs were carried out with particular reference to the interpretation of the information defined in Annex I of the Commission Delegated Regulation (EU) 2021/2178 of 6 July 2021 supplementing Regulation (EU) 2020/852 of the European Parliament of the Council and of the document "Draft Commission notice on the interpretation of certain legal provisions of the Disclosures Delegated Act under Article 8 of the EU Taxonomy Regulation on the reporting of eligible economic activities and assets" published on 2 February 2022.
8 The financial data included in this KPI correspond to the Group's net revenues included in the Annual Report at 31 December 2021: Consolidated financial statements.
9The financial data included in this KPI correspond to the increases in fixed assets included in the 2021 Annual Report: Consolidated financial statements
| RESULT OF THE ANALYSIS CARRIED OUT | |||
|---|---|---|---|
| Taxonomy-Eligible activities | Taxonomy-Not Eligible activities |
|
|---|---|---|
| Turnover portion | 0% | 100% |
| Portion of eligible capital |
1.6% | 98.4% |
| expenditure | ||
| Portion of eligible operational | 0% | 100% |
| expenditure |
Aware of the regulatory evolution on the EU Taxonomy Regulation and the probable development of implementation practices, the Group will evaluate the possibility of further refining the methodology adopted for this first year of reporting.
10 The financial data included in this KPI are comprised in the consolidated operating costs contained in the 2021 Annual Financial Report: Consolidated financial statements
| MATERIAL ISSUES | - CREATION OF ECONOMIC AND FINANCIAL VALUE (NEW) - RELATIONS WITH INDUSTRY ORGANISATIONS, INSTITUTIONS AND ASSOCIATIONS (NEW) |
|||
|---|---|---|---|---|
| SDGS AND TARGETS | 8.5: Achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value. 8.8: Protect labour rights and promote a safe and protected working environment for all workers, including migrant workers, and especially migrant women, and those with precarious jobs. 13.1: Reinforce the resilience and the capacity for adaptation to risks linked to the climate and to natural disasters in all countries. |
|||
| ENAV GROUP | To ensure constant stakeholder engagement and attention. | |||
| TARGETS 2021-2023 | To develop further the culture of sustainability by means of increased engagement in the in-country Group organisational units. |
|||
| ENAV GROUP PERFORMANCE 2021 |
- Engagement of external and internal stakeholders through surveys, interviews and focus groups for the identification of material issues - Promoted the Call to Action of the Ambassadors, recruited 16 new Ambassadors distributed over all Italian premises - Sharing with all stakeholders the results obtained through initiatives and projects aimed at reducing emissions in the sector (Free Route, Airport Collaborative Decision Making (ACDM) etc.) |
With the awareness that relations with stakeholders are fundamental in the process of creating value for the company, in 2021 ENAV set itself the target to strengthen further the engagement process with them, as they are considered an integral part of the responsible and sustainable management of the business.
In line with this commitment, in 2021 the transition from stakeholder engagement to stakeholder management was consolidated, through the expansion of the stakeholder panel with the inclusion of the industry, and with the growth of opportunities for meeting also favoured by the possibility of using virtual rooms efficiently. The new model makes it possible to move from a reactive to a programmatic and proactive approach in the management of stakeholder requests, integrating these into strategic planning, with the aim of:
Involve specific categories of stakeholders on a one-off basis for specific purposes (e.g., updating materiality analysis).
Continuously manage relations with stakeholders through different engagement tools and continuous feedback mechanisms.
In relations with its stakeholders, ENAV pursues 4 fundamental objectives:
In 2021, through interviews and focus groups, ENAV supported its stakeholders in order to gather useful insights on the perceived control by identifying solutions that meet their expectations and create shared value in the long term.
Stakeholder listening initiatives involved all company units, each within the scope of its prerogatives, roles and responsibilities, in order to ensure a homogeneous approach to dialogue.
The stakeholder management process involved the following fundamental procedural phases:
The level of engagement perceived was collected through surveys, interviews or focus groups, from the following categories of stakeholders:
The table below shows the main qualitative findings collected during meetings and in the survey.
| STAKEHOLDERS | |
|---|---|
| Employees | Webinars with the entire company population aimed at sharing projects within ENAV Formalisation of policies on growth paths Periodic evaluation forms and rewards linked to objectives Consolidation of personnel assessment activities aimed at mapping the skills and potential of the company population Consolidation of personnel assessment activities aimed at mapping the skills and potential of the company population Foster greater exchange between needs expressed locally and decisions made at headquarters |
| The financial community | Sharing more strategic information and ongoing initiatives More details on initiatives carried out Updating the website with the addition of policies that can be made public Increase in the number of ESG-themed communications, including through dedicated newsletters |
| Airport operators | Six-monthly one-to-one meetings with individual EMSs Annual multi-stakeholder forums Collaborations on the theme of noise pollution and on issues arising from interaction with local representatives Sharing of initiatives carried out |
| Carriers | Greater involvement in the creation of economic and financial value Half-yearly focus groups and annual event with the sharing of the main initiatives in progress Working tables to discuss projects related to sustainability and innovation Sharing of initiatives carried out |
|---|---|
| Suppliers and Industry | The industries in the sector consider ENAV to be at the forefront of technological innovation and digitalisation Six-monthly one-to-one interviews with strategic suppliers Annual meetings for the sharing of the main initiatives in progress Working tables to discuss projects on issues of environmental sustainability, safety and Urban Air Mobility Initiate projects with schools in collaboration with local authorities Sharing of initiatives carried out |
| Opinion leaders | Six-monthly focus groups and participation in events with the aim of giving greater visibility to activities in place Enrichment of environmental management and communication of social and governance issues Establishment of the Aviation network Sharing of initiatives carried out |
| Institutions | Six-monthly one-to-one interview with key institutions Sharing of initiatives carried out |
Through the stakeholder management activities carried out during the year, ENAV updated its materiality analysis in order to identify the most relevant issues (material issues) that significantly reflect the economic, environmental and social impacts of the organisation or that influence stakeholder decisions. In 2021, the materiality analysis was updated in continuity with the path undertaken in 2020.
Materiality analysis is a business tool that is useful for identifying the issues with the greatest impact for the company and its stakeholders. In particular, within the Sustainability Report, the materiality analysis is used to identify the issues to be reported and those on which the company must focus with a view to future commitments, namely those that:
In line with the provisions of Legislative Decree 254/2016 and with the methodologies and principles reported by the GRI standards defined by the Global Reporting Initiative, ENAV conducted the materiality analysis by updating the list of potentially relevant issues and submitting them to stakeholders by means of surveys.
Indeed, in order to define ENAV's strategic priorities and the relevance of material issues, a questionnaire was prepared and targeted first at Top Management and then at the main categories of internal and external stakeholders, in order to obtain a shared vision of the company's priorities. By combining the results that emerged, it was possible to develop the 2021 materiality matrix containing the main material issues around which the topics and contents of this Report unfold.
Analysis of reporting standards • Desk analysis
MATRIX DEFINITION AND CREATION
Below is the materiality matrix, obtained by crossing the scores of each issue both with regard to the Company's ESG impact, assessed by ENAV's top management and reported on the x-axis, and with regard to the influence they have on stakeholders, assessed by stakeholders and reported on the y-axis.
The Health and Safety theme is confirmed as the one with the greatest relevance both for ENAV and its stakeholders. This is followed by the theme of technological innovation and digitalisation, which shows a clear increase for ENAV compared to 2020.
With regard to the less relevant issues, it should be noted that the importance of responsible management of the supply chain has been reduced, both according to the assessment of the Top Management and according to the evaluation of stakeholders.
With the aim of highlighting its commitment to achieving the Sustainable Development Goals (SDGs) defined by the United Nations in 2015, ENAV has reconciled its material issues with the above-mentioned SDGs. Hence, at the beginning of each chapter there is a link between the material issues identified, the SDGs linked to them, ENAV's targets and the performance in 2021.e
| Domain of Legislative Decree 254/2016 |
No. | Material issues | Scope | GRI aspect |
|---|---|---|---|---|
| 1 | Quality of service | ENAV Group | ||
| 2 | Responsible supply chain management |
ENAV Group | GRI 412: Human Rights Assessment |
|
| Company | 3 | Relations with industry organisations, institutions and associations |
ENAV Group | GRI 413: Local communities |
| 4 | Safety | ENAV S.p.A. Techno Sky |
GRI 416: Customer Health and Safety | |
| 5 | Security | ENAV Group | ||
| 6 | Technological innovation and digitalisation |
ENAV S.p.A. d-flight |
||
| 7 | Quality of human capital | ENAV Group | GRI 404: Training and education | |
| Personnel11 | 8 | Diversity, inclusion and equal opportunities |
ENAV Group | GRI 405: Diversity and equal opportunity GRI 401: Employment GRI 406: Non-discrimination |
| 9 | Protection and well-being of employees |
ENAV Group | GRI 401: Employment GRI 402: Labour/management relations |
|
| 10 | Health and safety of employees | ENAV Group | GRI 403: Occupational Health and Safety | |
| 11 | Anti-corruption and corporate integrity |
ENAV Group | GRI 205: Anti-corruption GRI 307: Environmental compliance GRI 419: Socio-economic compliance |
|
| Anti Corruption |
12 | Economic and financial value creation |
ENAV Group | GRI 201: Economic performance GRI 207: Tax |
| 13 | Sound governance | ENAV Group | ||
| Environment 12 |
14 | Energy consumption and climate change |
ENAV Group | GRI 302: Energy GRI 305: Emissions |
| 15 | Electromagnetic emissions | ENAV S.p.A. Techno Sky |
GRI 413: Local communities |
11 With regard to "Personnel", it should be noted that the d-flight data are not detailed separately in as much as the Company has 8 seconded workers employed by ENAV, Techno Sky and IDS AirNav, to whom can be added another 3 employed by Telespazio S.p.A./Leonardo S.p.A.
12 With regard to the "Environment" aspect, in view of the characteristics of the Company (1 employee and 1 office), ENAV Asia Pacific is not considered material with regard to environmental impacts. It should be noted that d-flight workers on secondment operate in the head office of Techno Sky.
| Domain of Legislative Decree 254/2016 |
No. | Material issues | Scope | GRI aspect |
|---|---|---|---|---|
| 16 | Waste management | ENAV Group | GRI 306: Waste | |
| Human | Responsible supply chain management |
ENAV Group | GRI 412: Human Rights Assessment |
|
| rights13 | Diversity, inclusion and equal opportunities |
ENAV Group | GRI 406: Non-discrimination |
ENAV has always placed a great deal of attention on its relations with investors, financial analysts and the financial community in general, establishing the Investor Relations unit in order to manage these relations in a continuous and effective way. The opportunities for dialogue are many: conference calls, in-person and virtual meetings, financial conferences, site visits and roadshows. In these events, the management team, typically the CEO (Chief Executive Officer) or the CFO (Chief Financial Officer), together with the head of Investor Relations, disclose to the financial community the main results for the period (quarterly, half-yearly, annual), business trends and strategy guidelines, and the team is available to answer any questions received from individual participants. All the economic and financial information related to the Company, as well as the main share performance indicators and the analysts' opinions can be found in the Investor Relations section on ENAV's website.
A dedicated mailing list is also available to the financial community, which the Company uses to periodically communicate information concerning ENAV, as well as an e-mail address through which Investor Relations answers questions from investors or financial analysts in the event of new business activities or particular market trends. In the period from January to December 2021, ENAV had approximately 220 interactions with institutional investors, mostly during conference calls and participation in sector conferences, almost all held remotely due to the restrictions imposed to contain the effects of the Covid-19 pandemic, which severely limited people's movements and consequently in-person meetings.
In addition to investor relations, ENAV maintains frequent contacts with financial analysts covering the stock (so-called "sell-side"). The 10 analysts who covered ENAV stock in 2021 come from major Italian and foreign brokerage firms, some of whom specialise in infrastructure firms, and periodically publish reports and updated analysis of ENAV's activities, performance and financial position. Of these ten analysts, at the end of 2021 seven had a "BUY" rating on the ENAV stock and three a "HOLD" rating.
Finally, it is important to underline that during the year the interest of the main institutional investors in Corporate Social Responsibility (CSR) issues and in the activities undertaken by ENAV on this front further increased. In order to ensure sustainability in the company's long-term business, ENAV has included a specific section on sustainability in its institutional presentations to investors, with a view to increasing transparency
13 As concerns the "Human rights" aspect, the topic is covered transversally within the scope of other material issues
on its activities, involving investors in its Stakeholder Management initiatives and participating in financial conferences and events on the theme Environmental, Social and Corporate Governance (ESG).
For 2022, ENAV aims to further expand opportunities for interaction and meeting with the financial community, exploiting occasions such as roadshows, financial conferences and conference calls, both faceto-face and virtual. For 2022, the Company also aims to broaden its investor base by focusing on investors located in geographical areas not reached during the IPO as well as on investors with a medium/long-term investment perspective, focusing on SRI funds, broadening its own disclosures on ESG issues and on specialised funds in the infrastructure sector.
ENAV operates in a regulated sector and is the sole operator in Italy for civilian air traffic control. On 26 July 2016, ENAV was listed on the Borsa (Italian stock exchange), and was no longer, therefore, a company with a sole shareholder but rather an investee company. The MEF (Italian Ministry of Economy and Finance) holds a 53.3% stake in ENAV while the remaining 46.7% is floated on the Italian stock exchange. Below is given the detail of ENAV's shareholding base resulting from shareholder identification conducted in March 2022, divided by type and geographical area.
Through its activities, the Group generates benefits for its stakeholders.
In 2021, it generated 886.6 million euros in economic value, an increase of 9.3% compared to 2020, due to the resumption of activities in the air transport sector, after a 2020 significantly impacted by the Covid-19 pandemic.
82.6% of the economic value generated was distributed and 17.4% was retained.
With regard to the economic value distributed, it should be noted that:
| Economic value directly generated and distributed (in €/thousands) | |||
|---|---|---|---|
| 2019 | 2020 | 2021 | |
| Economic value generated | 948,894 | 811,060 | 886,633 |
| Economic value distributed | (799, 100) | (607, 979) | (732, 262) |
| Operating costs | (131, 911) | (124, 887) | (140, 203) |
| Value distributed to employees | (497, 118) | (460, 957) | (499, 241) |
| Value distributed to capital providers | (120,017) | (7,943) | (65,297)* |
|---|---|---|---|
| Value distributed to government authorities |
(49,371) | (13,254) | (26,829) |
| Value distributed to the community | (683) | (938) | (692) |
| Economic value retained | 149,794 | 203,081 | 154,371 |
* The figure includes dividends proposed to the Board of Directors (amounting to €58,506) and subject to approval by the Shareholders' Meeting of 3 June 2022.
Among the stakeholders with whom the ENAV Group maintains relations, customers play a vital role. ENAV has in fact developed an efficient customer relationship management system (supported by an internal procedure) for airlines, aimed at involving customers themselves and measuring their level of satisfaction with respect to the provision of Air Traffic Services (ATS) through a Customer Survey dedicated specifically to them. In 2021, satisfaction with the services provided to airlines (CNA) scored 4 on a scale of 5, slightly down with respect to what was obtained in 2020 (4.1).
The survey completion rate was 66%, in line with 2020 (68%).
CRM activities are not limited to the customer satisfaction survey but are divided into a set of initiatives targeted at stakeholder involvement and active participation in the evolution of the various processes (often associated with the implementation of new operational processes). In 2021, CRM activity, although conditioned by the continuing situation of uncertainty linked to the Covid-19 pandemic, registered a significant increase in relations and discussions with airlines. In particular, the programme for the resumption of operations, called "Back to Normal", was disseminated and discussed through dedicated one-on-one and plenary sessions. As a rule, in carrying out its CRM activities, ENAV encourages one-on-one meetings, plenary sessions, open days, thematic workshops and webinars related to the activities of the Operations area.
Specifically, IDS AirNav has activated its own support services for all customers, by means of a team dedicated Customer Care Team, which is part of the Services area of IDS AirNav and which performs the analysis of the requests for technical support made by users of the IDS AirNav SW system. This support phase can end with instructions (or a procedure) for the removal of the problem presented and/or in direct support in the use of the system/SW, or with a workaround that can be defined as temporary of permanent.
When managing IDS AirNav customer satisfaction, the Freshdesk tool generates a series of different types of indicators that make it possible to monitor:
the average resolution time (distinguishing between solutions reached in the first phase and those following timeframes linked to developments on the system/SW code);
the reasons for requests that can be solved during the initial support phase;
the definition/adaptation/launching of actions and/or commercial strategies; the solicitation of greater attention and/or support in the technical management of the customer; the direction of energies/means of the PDM/DV&V area towards those areas (or sub-areas) of the system/SW that present problems more frequently; the extrapolation of common elements for the medium-long term evolution plans of the system/SW.
| Future goals | Deadline |
|---|---|
| Improve response times for support tasks that do not require development (TR/CR) or hot-fixes. |
Q4 2022/Q1 2023 |
| Standardise the generation of reports on the status of customer service activities both for internal purposes (e.g. product management area, project management area, commercial area) and for customers (who do not require contractually agreed special customised reports). |
Q4 2022/Q1 2023 |
| Carry out a "Customer Satisfaction" survey of the customer service provided. | Q4 2022/Q1 2023 |
Once the existing contract with the supplier Telespazio SpA had terminated in April 2021, following a "beauty contest" the company d-flight entrusted management of its external user support services to the Mediatica SpA. The service supports external users using staff with many years of experience, offering assistance according to a defined calendar and schedule. By analysing and aggregating the requests for support and assistance received, Mediatica SpA has undertaken to activate, if necessary, an escalation procedure for all the times that it is not possible to resolve the support service ticket, providing for its assignment to the support groups of competence (Level 2 (TPZ), Level 3 (Leonardo)). It also guarantees the priority of the interventions according to the type of account (pro subscriber customer, basic, accredited user, unaccredited user) and a privileged access channel if the contact comes from institutional customers or large users (e.g. based on the number of registered Unmanned Air Systems).
Mediatica SpA also has the task of feeding the knowledge base (inherited from TPZ) with the new frequent cases and to provide elements for improvement of the platform, where suitable, to reduce the number of tickets opened by a given category of user.
| Future goals | Deadline |
|---|---|
| Even before the termination of the service provided by Mediatica SpA, d-flight is already preparing a new call for tender for the provision of a Level 1 (L1) help desk service through which it intends to evaluate a number of needs that have emerged during the current year: |
07/06/2022 |
| 1) | increase the duration of the service to at least three years to ensure continuity and therefore stability; |
|
|---|---|---|
| 2) | insert as an option the possibility of combining the service of a classic help desk (such as the previous ones with Telespazio and Mediatica) with telephone operator; |
|
| 3) | update the ranges of expected annual inbound volumes (e-mails and calls) against estimated future traffic forecasts; |
|
| 4) | update the minimum contacts per month values guaranteed by the service provider for both e-mail and call services. |
ENAV's attention to the civil aviation community not only takes the form of the air traffic control services it offers, but also through collaboration and participation in the activities of national and international bodies.
In Europe, ENAV has an active role by being party to a number of cooperation agreements, and is actively involved in partnerships and multilateral programmes; it also plays a key role in the initiatives directed towards the establishing of the Single European Sky promoted by the European Commission, through EASA, EUROCONTROL and other EU and organisations.
EUROCONTROL is an intergovernmental organisation, of which Italy is a member country, the main purpose of which is to support the development and maintenance of an efficient air traffic control system at European level. To achieve this, it supports the national civil aviation authorities, the ANSPs and civilian and military airspace users, the industrial sector, professional organisations and the relevant European institutions. It holds the important role of Network Manager, assigned to it by the European Commission for the first time in 2011 and renewed also for 2020 – 2029. ENAV participates actively and directly in technical groups as well as in the organisation's governance groups (including to support State representatives), and is also chair of some of these groups, operating with a particular focus on activities relating to topics of corporate interest in the fields of legislation, operations, safety and security, the environment, the CNS and ATM technical systems and procedures.
EUROCAE is responsible for the standardisation of highly advanced technological systems. ENAV is a member and participates in its governance through the annual general meeting as well as in technical activities. ENAV is very active in the thematic working groups that are of particular interest to the Company, such as those related to new technologies, including remote towers, drones, and airport and satellite surveillance.
In view of the objectives set by the EU for the creation of the Single European Sky and the need to achieve a common vision for the modernisation of the European air traffic management system, ENAV has assumed a strategic role in the main initiatives created in Europe, such as the Functional Airspace Block BLUE MED (whose members include Cyprus, Greece and Malta, in addition to Italy), the activities of the European Network Manager as well as direct participation, as a full member, in the new SESAR 3 Joint Undertaking (formerly SESAR Joint Undertaking) and the SESAR Deployment Alliance.
SESAR 3 Joint Undertaking (S3JU)
The S3JU is the public-private partnership established in 2008, renewed in 2016 and expanded in 2021 with the objective of conducting the SESAR European Research and Development Programme (Single European Sky ATM Research) with an activity time horizon of 2031. The entire aviation community is represented in the S3JU partnership, confirming the significant modernisation process that is under way: EUROCONTROL and the European Commission as founding members and 50 organisations (including ENAV) representing the entire European ATM industry involved in SESAR projects. ENAV has been a SESAR JU member since August 2009 and has played a leading role in all design and governance activities, contributing with its own resources to driving the change and modernisation processes of the European ATM system. For ENAV, membership in the S3JU represents a pillar for the company's strategic positioning in the European ATM field, allowing it to participate directly in the orientation of strategic choices related to the design, development and management of new-generation ATM systems, enhancing the strategic choices and investments to guarantee a cuttingedge service for users. The active role of ENAV has allowed the company to participate in about 320 R&D projects related to the European Master Plan. S3JU will publish its first call in April 2022. Participation in the S3JU also contributes to the achievement of the objectives of the European Green Deal by supporting the European ATM in the digital transition.
The SESAR Deployment Alliance (SDA) consists of the main stakeholders in the sector (airlines, ANSPs, airports) and was set up to meet the European Commission's need to standardise and synchronise the implementation of systems and procedures in the field of ATM. To achieve this objective, and following a specific public selection procedure, the European Commission has given the SDA the task of coordinating the deployment of SESAR.
ENAV also plays a leading role in the A6 Alliance. The A6 Alliance partners, united by a Memorandum of Cooperation, represent the interests of the ATM industry and play a major role in the development and implementation of technologies and concepts defined within SESAR. With its experts, ENAV participates in the activities of the A6 Alliance partners in the governance groups and the technical working groups.
During the year under review, the A6 Alliance has started, together with the other partners of the SDA, all the activities necessary for the establishment of the new SESAR Deployment Manager by participating in the "Call for Proposal for the selection of the SESAR Deployment Manager and the awarding of a framework partnership agreement and the specific grant agreement". In the event of an award, this will be the new entity responsible for the coordination activities of the Deployment Programme which will include the main European ANSPs, airlines and airports together with the European Network Manager. The activities are expected to commence on 1 June 2022.
The A6 Alliance has coordinated the activities of the main European ANSPs on the key topics involving the European traffic management system. In particular, the A6 Alliance has started the revision of the SES II+ legislative proposal, in order to ensure that the text develops in line with the needs of the ANSP. The Alliance has also addressed the issue of technological innovation as well as the new challenges related
SESAR Deployment
Alliance (SDA)
to the development of regulation and services for drones (the so-called U-Space services).
The project activities envisaged in the European deployment programme have been initiated and are under way. At present SDM coordinates 343 projects, of which more than 200 were completed, substantially benefiting performance. It is estimated that the 343 projects, once completed, will result in more than 7 million tonnes less CO₂ thanks to more efficient flights, and an improvement in network capacity with over 300 million fewer minutes of ATFM delay. In particular, ENAV is carrying out a series of implementation projects that have recently been put into operation, bringing significant benefits to the civil aviation community, in terms of punctuality, improvement of airline performance, as well as important improvements for passengers, in terms of cost reduction, environmental sustainability and safety.
FAB BLUE MED ENAV coordinates the FAB BLUE MED project, aimed at creating a Functional Airspace Block in the centre/south-east of the Mediterranean, with the primary involvement of EU States (Cyprus, Greece and Malta as well as Italy) and non-EU countries (Israel and North Macedonia).
SESAR DM
As highlighted, ENAV plays a fundamental role in the governance of some of the most important international organisations and initiatives. Indeed, the opportunity to take part in many important decision-making bodies and working groups (especially in the context of A6, ICAO (International Civil Aviation Organisation), EUROCONTROL (European Organisation for the Safety of Air Navigation), EUROCAE (European Organisation for Civil Aviation Equipment) and CANSO (Civil Air Navigation Services Organisation)) on matters of direct interest for air traffic control, allows ENAV to pursue those company values which, as mentioned, tend first and foremost to protect the interests of the civil aviation community.
With regard to 2021, due to continuing travel restrictions imposed as a result of the COVID-19 pandemic, most national and international activities took place remotely (teleconferences).
47
At international level, meaning both globally and regionally, ENAV is also engaged in a number of important activities within the ICAO and CANSO.
ENAV actively and directly participates (in many cases representing the Italian State and even acting on its behalf) in groups of a technical nature both at global and regional level (even holding the chair of some of these groups), operating with a particular focus on activities related to issues of corporate interest in compliance with legislation, operations, safety and security, the environment, CNS (Communication, Navigation and Surveillance) and ATM (Air Traffic Management) technical systems, as well as licensing and staff training.
ESSP (European Satellite Service Provider): ENAV is a shareholder of ESSP, the company that manages EGNOS (European Geostationary Navigation Overlay Service) signals for satellite navigation purposes. During 2021, activities continued, in conjunction with the EUSPA (European Union Space Programme Agency), for the future contract for the provision of EGNOS services for the period 2022-2030. The contract should be awarded during 2022.
AIREON: Aireon is the provider of global satellite surveillance services, based on the Iridium constellation, of which ENAV is a shareholder. Aireon has received EASA certification in Europe and provides a global portfolio of services that includes satellite surveillance for the benefit of ANSPs, as well as numerous other services in the field of Air Traffic Flow Management, data analytics, and so forth.
Sustainability Makers
Active participation in a series of networks focused on sustainability is a commitment that the company has made and continues to make with determination, in the knowledge that engaging with the policies and projects developed by other companies, regardless of sector, is a valuable element of learning and growth.
Sustainability Makers is a reference association for professionals dealing with sustainability and corporate social responsibility in their capacity as company managers, consultants and researchers, one with over one hundred managers and professionals dedicated to issues of Corporate Social Responsibility. ENAV's commitment is also substantiated by the participation of its head of Sustainability and CSR on the Board of Directors of Sustainability Makers.
Since January 2021, ENAV has been part of the Global Compact Network Italy Foundation, which makes the Network's its own and undertakes to spread knowledge of the United Nations Global Compact (UNGC) by favouring an increase in membership in Italy and by promoting a commitment to encourage corporate sustainability on the part of participating Italian companies and organisations.
Since 2019 ENAV has taken part in the Salone della CSR e dell'Innovazione Sociale, the most eagerly awaited event for those who believe in sustainability. Recognised as the main event in Italy dedicated to CSR, the Salone has contributed to the spreading of a culture of social responsibility, provided opportunities for updating attendees and facilitated networking among the various social players.
ENAV is a member of the Italian Alliance for Sustainable Development (ASviS - Alleanza italiana per lo Sviluppo Sostenibile), an association founded on 3 February 2016 on the initiative of the Fondazione Unipolis and the University of Rome "Tor Vergata". The aim is to increase knowledge in Italian society, in businesses and in institutions of the importance of Agenda 2030 for sustainable development and to drive them into achieving the Sustainable Development Goals (SDG) through:
ENAV is part of the ET.group, a project developed around ETicaNews, devised by a group of journalists and professionals. The publication was founded along three guidelines:
CEO for life awards is an initiative founded by HR Community, which brings together the CEOs of the most important companies in Italy committed to sustainable development and to which ENAV has been signed up since 2021.
| MATERIAL ISSUES | - ANTI-CORRUPTION AND CORPORATE INTEGRITY - SOLID GOVERNANCE (NEW) - RESPONSIBLE SUPPLY CHAIN MANAGEMENT - ENERGY CONSUMPTION AND CLIMATE CHANGE |
|---|---|
| - SDGS AND TARGETS | 8.5: Achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value. 8.7: Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms. |
| 8.8: Protect labour rights and promote a safe and protected working environment for all workers, including migrant workers, and especially migrant women, and those with precarious jobs. |
|
| 11.2: Provide access to safe, affordable, accessible and sustainable transport systems for all. |
|
| 11.6: Reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management. |
|
| ENAV GROUP TARGETS | - Supplier evaluation against ESG criteria. |
| 2021-2023 | - ESG Rating |
| - Anti-Corruption Management Systems | |
| - Assessment of CO₂ emissions: extension to Scope 3 | |
| ENAV GROUP PERFORMANCE 2021 |
- Risks associated with human rights were assessed in the context of a management of risks in 100% of processes |
| - In 2021 launch of the platform for the supplier assessment against ESG | |
| criteria | |
| - Rating identification - Acquisition by ENAV S.p.A. of ISO 37001 certification |
|
| - 100% investment agreements and significant contracts that include human | |
| rights clauses in 2021 for ENAV and Techno Sky | |
| - Assessment of Scope 3 emissions completed |
Sustainability permeates all of ENAV's strategic management activities with a view to integrating ESG issues into the business, as expressly enshrined in the Corporate Governance Code, which gives the Board of Directors the role of guiding the company's sustainable success.
The Board of Directors approves the Sustainability Plan, which includes the relevant projects in light of the Group's industrial strategy, together with this document, which includes, inter alia, the contents required for the Consolidated Non-Financial Statement pursuant to Legislative Decree 254/2016. In carrying out these tasks, the Board of Directors is supported by the Sustainability Committee, which covers relevant advisory duties on sustainability issues as well as monitoring functions both on ESG reporting and related strategies. In particular, in addition to expressing opinions on specific sustainability issues, the Sustainability Committee examines the general approach of this document, proposed by the Chief Executive Officer, and the structure of its contents, as well as the completeness and transparency of the information provided through it, issuing a prior opinion to the Board of Directors.
This vision, as indicated by best practices, is obviously extended to topics of compensation. The variable compensation, for the Chief Executive Officer and management, consolidates an integration vision where business is compensated by the progressive perfection of actions that are important from a non-financial point of view. The variable incentive system, approved by the Board of Directors on the proposal of the Remuneration and Appointments Committee, is approved or rejected by a binding vote of the Shareholders, contemplating long-term objectives together with projects of more immediate relevance.
Company governance ensures that the integration of relevant ESG issues into the business is constantly monitored also from a risk perspective, thanks to the Internal Control and Risk Management System (ICRMS) and the oversight that the Control, Risks and Related Parties Committee ensures in this area in supporting the activities of the Board of Directors. In accordance with the Corporate Governance Code, this latter Committee is in fact responsible for assessing the suitability of periodic financial and non-financial information to represent correctly the Company's business model, strategies, the impact of its activities and the performance achieved, as well as examining the content of periodic non-financial information relevant to the ICRMS. Finally, in addition to the entire ICRMS, the Board of Statutory Auditors also has the task of overseeing the non-financial disclosure.
In addition to the core business of air traffic management under the responsibility of its Parent Company, the ENAV Group also guarantees the installation, maintenance and monitoring of all hardware and software systems for air navigation.
Taking into account the social relevance of the business, ENAV's corporate governance is oriented towards the pursuit of the priority objective of creating value for shareholders in the medium-long term, the sustainable success of the company and the appropriate balancing and enhancement of all the interests involved.
ENAV's governance system is divided into a series of bodies, principles, rules and procedures, in line with the Corporate Governance Code, to which the Company adheres, with regulatory indications and best practices.
Full information on the development of ENAV's Corporate Governance practices is included in the Report on Corporate Governance and Ownership Structure, published annually along with the financial statements.
ENAV adopts and keeps constantly updated the Group's Code of Ethics, which regulates the set of rights, duties and responsibilities that Group companies assume towards their stakeholders and applies to corporate bodies, management, employees, external collaborators, business partners, suppliers and all those who have relations with the Company.
The adoption of principles of conduct and ethical standards to be observed in relations with third parties is proof of the Company's commitment also in relation to the prevention of the offences referred to in Legislative Decree 231/2001, as well as the prevention of corruption and fraud, and in this sense the Group's Code of Ethics forms an integral part of the Organisational Model pursuant to Legislative Decree 231/2001.
As the central body of ENAV's Corporate Governance system, the Board of Directors is vested with the widest powers for the ordinary and extraordinary management of the company in its role of guiding the pursuit of the sustainable success of ENAV and the Group it heads.
The ENAV Board of Directors is:
The Board of Directors has set up Board Committees with advisory functions to assist it in its activities.
The Board of Directors is entrusted with the definition of strategies and the monitoring of their implementation, as well as the definition of the most functional corporate governance system to carry out the company's business and pursue its strategies, taking into account the scope for autonomy offered by the law. On the basis of the policy on dialogue with the Company's shareholders at large, the Board directs, supervises and monitors dialogue with the most significant ones, verifying its occurrence on the basis of adequate information flows.
Pursuant to Article 11-(2)(3) of the Articles of Association, the Board of Directors is appointed by the Shareholders' Meeting based on slates presented by the shareholders in which the candidates are listed using consecutive numbers. ENAV's directors were selected according to specific criteria of professionalism and competence, with particular concern for experience of at least three years in activities involving administration or control or management within companies, professional activities or the teaching of legal, economic, financial or technical-scientific subjects at university level, or other subjects that are relevant or in any case functional to the operations of the Company, or managerial functions in public entities or public administrations, operating in sectors which are related to the Company's sector, or entities or public administrations that are not related to the aforementioned sectors provided the functions involve the management of economic and financial resources. At the time of accepting their nomination, as well as periodically during their mandate, ENAV's Directors, in addition to declaring that they possess all the requirements of integrity, professionalism and independence, as well as the non-existence of causes of ineligibility, incompatibility and incompatibility, are required to verify whether they have sufficient time to dedicate to the diligent performance of their office. This assessment is carried out on the basis of the Guidelines of the Board of Directors regarding the maximum number of offices that the Directors of ENAV S.p.A. may hold, which can be consulted in the "Governance" section of the Company's website.
ENAV's Board of Directors has an appropriate number of independent Directors, with seven out of nine meeting the independence requirement. In this regard, the Board periodically verifies the independence of its own members using suitable formal procedures and under the supervision of the Board of Statutory Auditors. The qualitative/quantitative methods and criteria for verifying the independence of ENAV's Directors are contained in the Policy regarding the criteria and procedure for the assessment of the independence of ENAV's Directors adopted by the Board of Directors in accordance with the recommendations of the Corporate Governance Code.
As regards gender diversity and balance in the composition of the Board of Directors, the Articles of Association provide for observance thereof in line with current legislation. The substitution and integration mechanisms of the Board of Directors are consistent with such criteria. Similar safeguards are in place for the composition of the corporate bodies of the Group's Italian subsidiaries, in accordance with the provisions of their respective Articles of Association.
The Company adopts a policy for diversity in management and control bodies, which is published in the "Governance" section of www.enav.it(https://www.enav.it/governance/documenti-societari). In accordance with the provisions of applicable legislation and the Articles of Association on the diversity and professional qualifications of ENAV's directors, this policy offers shareholders and the Board of Directors, each within its own sphere of responsibility, a number of guidelines to ensure the broadest and most appropriate diversity of viewpoints within the governing body, especially with regard to the training and professional development of the directors, proposing processes for monitoring that development.
Further details on the composition and appointment of the Board of Directors can be found in the Report on Corporate Governance and Ownership Structure available on the Company's website.
The ENAV Group has long adopted an Enterprise Risk Management (ERM) process aimed at identifying, assessing and monitoring risks at Group level and defining and managing mitigation actions to contain the level of risks within the propensity thresholds approved by the Board of Directors (Risk Appetite).
During 2021, the Corporate Risk Profile, the Risk Appetite Statement, the Risk Treatment Plan and the Key Risk Indicators system were updated, and risk monitoring was carried out in October. These activities have made it possible to update the analysis of the impact of the Covid-19 pandemic, with particular reference to non-financial issues, mainly Occupational Health and Safety.
Enterprise Risk Management operates in accordance with the Guidelines of the internal Control and Risk Management System (ICRMS) and to support the Control and Risks and Related Parties Committee.
The various organisational, operational and internal standard safeguards are accompanied by a constant commitment to spreading the culture of risk and risk-based management at the various levels of the Company.
The manner in which they are managed will be discussed in more detail in the sections addressing those specific risks.
The following table shows, for each aspect of Legislative Decree 254/2016, the connected risk events, the impact for ENAV and for the involved categories of stakeholders and the main methods for managing the risks managed and incurred.
The classification of impacts for ENAV follows the categories used in the company's application of the ERM model.
| TOPIC OF LEGISLATIVE DECREE 254/2016 |
RISK EVENTS | POTENTIAL IMPACT OF THE ENAV GROUP |
STAKEHOLDERS IMPACTED |
POTENTIAL IMPACT ON STAKEHOLDERS |
MAIN MANAGEMENT METHODS |
|---|---|---|---|---|---|
| Governance & Compliance and fight against corruption |
- Market abuse - Failure to comply with national cyber security legislation (Legislative Decree 105/2019) - Compliance of systems and infrastructure with reference legislation - Management of institutional relations - Changes to the organisational structure - Failure to comply with regulations for certification as a Provider of air traffic management services and air navigation services (ATM/ANS) - Failure to comply with environment legislation - Failure to comply with EU Regulation 679/2016 on privacy - Inadequate positioning of the Group in the international context - Occupational Health and |
- Strategic - Operational - Compliance - Reputational |
- Carriers - Operators - Suppliers - Employees - Shareholders |
Carriers: - Economic damage Operators: - Economic damage Suppliers: - Economic damage - Occupational Health and Safety Employees: - Occupational Health and Safety Shareholders: - Economic damage |
- Management system for preventing and combating corruption - Occupational quality, health and safety management systems - Company policies - System for the delegation of functions - Dedicated organisational structures - Specific mitigation measures of a design nature |
| Safety (ordinary activities) - Fraud and corruption - Failure to comply with Legislative Decree 50/2016 on the public contracts code - Failure to comply with Legislative Decree 254/2016 regarding non financial reporting - Uncertain legal classification of the company (Public Contracts Code) - Failure to comply with applicable regulations for the certification of Training Organisations |
|||||
|---|---|---|---|---|---|
| Environment | - Compliance of systems and infrastructures with reference legislation - Failure to respect the reference legislation concerning the environment - Human rights and the environment in the supply chain |
- Operational - Compliance - Reputational |
- Operators - Suppliers - Employees - Shareholders |
Operators: - Economic damage Suppliers: - Occupational Health and Safety Employees: - Occupational Health and Safety Shareholders: - Economic damage |
- Environmental management system compliant with ISO 14001 - Occupational quality, health and safety management systems - Company policies - System for the delegation of functions - Dedicated organisational structures - Specific mitigation |
| measures of a design nature |
|||||
|---|---|---|---|---|---|
| Respect for human rights |
- Failure to respect Reg. EU 679/2016 General Data Protection Regulation (GDPR) - Human rights and the environment in the supply chain - Diversity and Welfare |
- Compliance - Reputational |
- Suppliers - Employees - Shareholders |
Suppliers: - Occupational Health and Safety Employees: - Occupational Health and Safety Shareholders: - Economic damage |
- Quality management systems - Company policies - Dedicated organisational structures - Specific mitigation measures of a design nature |
| Pertinent to personnel |
- Risk of disputes - Safety of personnel working in Countries at risk (travel security) - Occupational Heath and Safety for contract work - Suitability of human capital - Staff turnover - Occupational safety (H&S) for ordinary activities - Disagreement |
- Operational - Compliance - Reputational |
- Carriers - Operators - Suppliers - Employees - Shareholders |
Carriers: - Economic damage Operators: - Economic damage Suppliers: - Economic damage - Occupational Health and Safety Employees: - Occupational Health and Safety Shareholders: - Economic damage |
- Occupational quality, health and safety management systems - Company policies - System for the delegation of functions - Dedicated organisational structures - Specific mitigation measures of a design nature |
| Social | - Aeronautical accident in relation to ATM contribution - Group reputation - Continuity of core services - Information security - Physical safety - Aeronautical accident of the air fleet owned by ENAV - Discontinuity of the administrative managerial services |
- Operational - Reputational - Compliance |
- Carriers - Operators - Institutions - Employees - Shareholders |
Carriers: - Economic damage Operators: - Economic damage Institutions: - Reputational damage Employees: - Occupational Health and Safety Shareholders: - Economic damage |
- Occupational quality, health and safety management systems - Company policies - Dedicated organisational structures - Specific mitigation measures of a design nature |
|---|---|---|---|---|---|
| Climate change |
- Climate change (emerging risk) |
- Operational - Strategic |
- Carriers - Operators - Shareholders |
Carriers: - Economic damage Operators: - Economic damage Shareholders: - Economic damage |
- Specific mitigation measures of a design nature - Operating procedures |
| TYPES OF RISK | The impacts of the phenomena determined by climate change on air traffic stakeholders have been identified and studied over the years on an international level. In particular, the document EUROCONTROL "European Aviation in 2040 - Challenges of growth - Adapting aviation to a changing climate" (June 2018) identifies five main types of weather phenomena that could potentially have an impact on the aviation industry: |
|---|---|
| 1. Precipitation (e.g. rain, snow, hail); | |
| 2. Temperature (e.g. average increase); | |
| 3. Rising sea levels (e.g. submergence and flooding of coastal land); | |
| 4. Wind (e.g. changes in direction and intensity); | |
| 5. Extreme events (e.g. storms, hurricanes). | |
| DESCRIPTION OF RISKS |
The assessments related to these phenomena are listed below, referring to the aspects of greatest significance for providers of air navigation services and therefore for ENAV. |
| 1. Precipitation. Within the scope of air transport, and more in particular in the air navigation services field, the events connected to intense precipitation can require greater separation distances between aircraft, resulting in a direct impact on airport capacity. In fact, the drainage capacity of the airport surface may not be sufficient for facing more frequent and/or intense situations of precipitation, resulting in the increased risk of flooding of runways and taxiways. Furthermore, airport infrastructures, as well as electrical equipment, can be exposed to a risk of flooding. |
|
| 2. Temperature. Increasing temperatures can cause an impact on infrastructures. For example, high temperatures may make it necessary to increase the cooling in airport buildings, in particular for the more exposed ones such as control towers, which have large glass surfaces, resulting in increased costs. |
|
| 3. Rising sea levels and bursting river banks. The progressive melting of the ice caps following the increase in the earth's temperature could generate a rising sea level that would have serious impacts on national coastal areas. In particular, for air transport, airports located in the coastal zone could be at risk, as they are exposed to the risk of flooding and, similarly, there can also airports located near rivers could be at risk. |
|
| 4. Wind. Changes in wind characteristics could cause considerable problems. For airports, as runways are built along the direction of the prevailing wind on a local level, there may be events connected to the presence of strong transverse components, with impacts on the safety of flight behaviour. This could make it necessary to change the flight procedures and redesign the air space, with the possible additional environmental risk due to the redistribution of the acoustic impact around airports. |
14In compliance with the European common enforcement priorities for 2021 annual financial reports issued by the European Securities and Markets Authority on 29 October 2021.
| 5. Extreme events. Convective weather phenomenon (e.g. storms, hurricanes) can have strong impacts on flight delays, in particular during periods with high levels of seasonal traffic. Furthermore, European continental areas could experience larger convective systems that could potentially involve multiple major airports in the same region. This could reduce the selection of alternative airports if the airport of destination is not accessible, and the available airports may not have sufficient capacity to satisfy the traffic demand. Consequently, dynamic planning of the flight based on capacity may be necessary in order to avoid possible impacts on safety in the event of an emergency. |
|
|---|---|
| IMPACTS | All the possible direct effects for ENAV connected to the effects of climate change are ultimately translated into possible lost revenues and/or increase in operating costs, and in particular this refers to: interruptions in the supply of services due to damage to infrastructure or technological assets, reduction in traffic flow and/or airport capacity. |
| ADAPTATION AND MANAGEMENT METHOD |
ENAV is constantly engaged in guaranteeing the safety and punctuality of millions of passengers who fly in Italian airspace, ensuring the continuous provision of air navigation services. The operational safety level of the air navigation services is in fact an essential priority for ENAV that, in pursuing its institutional and strategic objectives, favours the achievement of the paramount objectives of safety. ENAV has defined specific Business Continuity plans, defining the appropriate procedures to apply in the case of events involving a deterioration or interruption in services, in order to preserve continuity in various possible emergency scenarios. ENAV guarantees the necessary levels of the continuous availability of operational personnel. Personnel periodically receive training and instruction to maintain their required professional qualifications. The necessary levels of availability of the technological component are also guaranteed through specific functional redundancies and by means of an extended maintenance plan to which all the systems and equipment that support the air navigation services are subjected. The service level of the technological component is also supported by specific investment plans that aim to increase the performance of systems and equipment in terms of reliability, availability, safety and efficiency. Therefore, by the end of 2022, ENAV intends to prepare a detailed assessment of the impacts on its business deriving from climate change, analysing the effects on the management of airspace and on the supply of services at the airports where it operates. However, it needs to be stressed that ENAV's ability to guarantee the pursuit of its business objectives, primarily by ensuring the continuity of the provision of its services, is strongly interdependent in the medium/long term on the resilience of the entire air transport industry to the effects of climate change. In particular, the airport |
| system involves complex interaction between the various actors (airport operators, carriers, ground transport and road infrastructure operators, utilities, etc.), therefore long-term mitigation could is some cases require a coordinated and shared approach among all the involved actors in order to reduce the overall impact on sector business activities. |
In compliance with the principle of the Global Compact, according to which "companies undertake to combat corruption in all its forms, including extortion and bribery", the ENAV Group pursues its commitment to fight corruption, in all its forms, direct and indirect, applying the principles set out in the pillars of its Anti-Corruption Management System.
Therefore, in countering and not tolerating in any way acts of corruption, fraudulent behavior and more generally unlawful or irregular conduct, committed in any form, either active or passive, by its own employees or by third parties, beyond the obligation referred to in national legislation, since 2018 the ENAV Group has been implementing a management system for the prevention of corruption which draws inspiration from the parameters indicated in the international standard ISO 37001.
It is therefore of vital importance to point out how, thanks to the implementation of the measures indicated below, on 10 December 2021 ENAV, with the participation of the Internal Audit, Integrated Compliance and Risk Management, and Compliance and Corruption Prevention Functions, together with all the corporate structures acting as process owners of sensitive processes from a corruption perspective which actively collaborated in carrying out numerous interviews to identify risks of corruption, reached the important goal of attaining ISO 37001:2016 certification for its Anti-Corruption Management System. The certificate was issued at the end of an independent audit process carried out by a leading accredited certification body. It took place in two distinct phases, with the aim of ascertaining, firstly, the adequacy of the design of ENAV's Anti-Corruption Management System in terms of governance, roles and responsibilities, control procedures, etc., and, secondly, to evaluate the degree of concrete application and effectiveness.
The establishment of the Management System for preventing and combating bribery is the result of a combination of elements such as:
The ENAV Group's Anti-Corruption Management System is composed of a structured body of regulations divided into rules, procedures, policies, organisational provisions, proxies, the Code of Ethics and the Organisation, Management and Control Model pursuant to Legislative Decree 231/2001.
The risks related to corruption were assessed in the context of the risk assessment process in 100% of processes.
The elements listed above, together with the formalisation of the additional documentation indicated below, allowed ENAV in 2021 to define a valid and effective Anti-Corruption Management System through:
In order to ensure maximum transparency of its business processes and reduce as much as possible the risk of corruption, during 2021 ENAV set up the Compliance and Corruption Prevention Function.
The Compliance and Corruption Prevention Function manager has the responsibility and authority to:
supervise the design and implementation by the organisation of the Anti-Corruption Management System;
provide advice and become a focal point for staff regarding the Anti-Corruption Management System as well as for all issues related to corrupt conduct;
ensure the Anti-Corruption Management System adopted by ENAV is compliant with the UNI ISO 37001 standard;
report on the performance of the Anti-Corruption Management System to the Board of Directors, the Control, Risks and Related Parties Committee and the Supervisory Body;
assess continuously and verify that the Anti-Corruption Management System is implemented effectively and is up to the task of preventing and addressing the risks of corruption to which the Company may be subject.
The owners of the processes at risk of corruption were identified in advance, and due diligence was carried out on them to ascertain the regularity of their ethical aspects.
With reference to the process of reporting alleged wrongdoing suitable for guaranteeing the protection of the whistleblower, pursuant to the reference legislation of Law 179/2017, it should be noted that the ENAV
15 The only company that falls within the perimeter of ISO37001:2016 certification is ENAV S.p.A. It should be noted, however, that both the assessment of the risk of corruption and the system of controls refer to the broader perimeter of the ENAV Group.
Group's Whistleblowing System ensures that analysis of the facts reported is conducted in compliance with the principles on confidentiality and anonymity prescribed by the above legislation and within a reasonable time frame.
All reports received through the various channels available (IT platform, certified e-mail, e-mail, oral reports) were evaluated by the competent structure, established for this purpose within Internal Audit and, if deemed relevant, were the subject matter of further examination through the initiation of an investigation coordinated by Internal Audit, possibly in collaboration with the competent organisational units.
The Group has issued and made public on its website, in both Italian and English, the "Whistleblowing Regulation", which identifies:
In addition, in the last months of 2021, Internal Audit and its internal Whistleblowing Focal Point put forward a project for the establishment of a Whistleblowing Collegial Committee.
Specific periodic information flows to the Board of Directors, the Control, Risks and Related Parties Committee and the Board of Statutory Auditors are also in place, integrated with the safeguards guaranteed by the Supervisory Body and Internal Audit. These flows, defined on a periodic basis, include the work plans of the Supervisory Body and Internal Audit, as well as a summary of the results of the activities carried out, and a detailed summary of the reports received and the remedial actions undertaken.
Precisely at the behest of the Board of Directors, in April 2021 Transparency International Italia accepted ENAV's application to join the Business Integrity Forum.
Adequate control of the prevention of corruption and the fight against fraud was also guaranteed by the activities of Internal Audit, which carried out specific audits scheduled in its own plan approved annually by the Board of Directors of ENAV, as well as through the monitoring of the reports received and verification of the facts contained therein.
Furthermore, Internal Audit carried out the second-level checks referred to in the plans of the Supervisory Bodies of ENAV, Techno Sky, IDS AirNav and d-flight).
In terms of training and information, in 2021 the following was made available to the company population:
• induction on anti-corruption issues to all the members of the ENAV Board of Directors;
During 2021, Internal Audit detected no cases of fraud or corruption in the Group.
From the analyses and investigations conducted, no acts of corruption (active or passive) were discovered during the 2019-2021 period.
| Future goals | Deadline | |
|---|---|---|
| • | Update of the Risk Assessment on the theme of anti-corruption, with a further definition of processes and sub-processes. |
Second half year 2022 |
| • | Risk Assessment on anti-corruption, including for the purpose of alignment with best practices and international standards. |
Second half year 2022 |
| • | Commencement of the activities of sharing with internal stakeholders the results of the anti-corruption Risk Assessment and the risk and gap analysis (also concerning topics related to the predicate offence of corruption). |
Second half year 2022 |
| • identification of: • a list of offences • a process list • a list of sub-processes • • measuring elements • measurements of inherent risks • controls already in place • residual risk measurements |
Initiation of activities for a Risk Assessment related to corporate fraud with reference to asset misappropriation and financial statements with the the integration between processes/sub-processes and offences |
Second half year 2022 |
| • | Establishment of a Whistleblowing Collegial Committee | Second half year 2022 |
| • 7.5%). |
The ENAV Group has planned to continue and increase the information and training campaign provided to its employees on issues related to Legislative Decree 231/2001 and the Code of Ethics, Anti-Bribery and Anti-Corruption, Fraud and Whistleblowing (with an increase in 2022 of 6.5% and in 2023 of |
Throughout 2022 |
The ENAV Group focuses constantly on respect for human rights. The Company also pursues its objective through the Internal Audit department, which, in coordination with the Supervisory Bodies, carries out checks and other activities on the Enav Group relating to respect for human rights in the performance of its mandate and assigned activities, and/or on the basis of any reports received, overseeing, within its remit, the correct application of internal procedures as well as compliance with the Group's Code of Ethics and Organisational, Management and Control Models pursuant to Legislative Decree 231/2001. This also serves the purpose to detect and report any infringements of protected human rights by the various means envisaged and implementing any corrective measures.
Risks associated with human rights were assessed in the context of risk management in 100% of processes.
The new Human Rights policy, as set forth in the 2018-2020 Sustainability Plan, was approved in 2020. With this policy, the company aims to protect and promote human rights in the performance of its business and in every context in which it operates, through strict compliance with the law in all countries of operations and also by adopting and applying its own internal codes of conduct. The policy sets out the principles contained in the Universal Declaration of the United Nations, in the United Nations Guiding Principles on Business and Human Rights, in the Conventions of the International Labour Organisation, in the OCSE Guidelines, in the Charter of Fundamental Rights of the European Union and in the Group's Code of Ethics. The main principles of the policy concern:
rejection of forced or obligatory labour or child labour;
freedom of association and collective bargaining;
relationships with local communities.
Precisely in order to also take into account the new policy on human rights, in December 2020 ENAV supplemented the new Group Code of Ethics by including human rights issues. Subsequently, in May 2021, inter alia and specifically on the protection of human rights, the document was supplemented to specify more clearly the protection of the whistleblower as well as the confidentiality of the contents of whistleblower reports, so as to define in an even more precise way the commitment of the ENAV Group on these objectives, which are part of the ENAV Sustainability Report. During the first half of 2021, an awareness-raising initiative was commenced for all ENAV Group employees concerning the changes and additions made, an activity which is also an integral part of ENAV's Sustainability Report.
For the ENAV Group, sustainability also means creating a relationship with its suppliers based on collaboration and complete transparency of information and also due to the fact that a company's relationship is also linked to all its collaborations along the value chain.
For these reasons, considering that ENAV and Techno Sky's procedures for awarding are subjected to the Public Contracts Code16, over the past two-year period, in compliance with the regulatory requirements of Legislative Decree no. 50 of 18 April 2016, the companies have initiated a process of analysis of their core suppliers in order to assess their social, environmental and governance performance.
For this purpose, an IT platform dedicated to collecting qualitative and quantitative data and information on sustainability in order to obtain an ESG evaluation.
By using this platform, ENAV and Techno Sky are able to analyse a series of ESG information concerning some core suppliers, i.e. suppliers that constitute the Group's strategic supply line, and those that may be deemed as most at risk, identified according to their own ATECO (ATtività ECOnomiche - economic activity) category.
Following the processing of the data for this assessment, the core suppliers belonging to the SME category can receive an analytical report that also includes a notification of any problems that came to light as well as proposals for improvement as regards possible corrective actions. Every six months, a reassessment campaign will be started to check the effective improvements achieved by the suppliers.
This campaign was launched in December 2021. It should be noted that participation in the project is entirely voluntary and does not involve any charge or cost for suppliers.
16 It should be noted that for the subsidiary d-flight, the Public Contracts Code is applied to the contract awarding procedures
In the first months of 2022 there was good feedback from the identified sample of core suppliers, and the overall results will be processed.
ENAV's ERP Oracle Application system also includes a supplier assessment process, which is regulated by a procedure17. The supplier is evaluated based on the following criteria:
The individual performance indicators of the supplier make it possible to obtain, using the ERP system, an overall vendor rating index (VRI). The problems identified and serious breaches (including violation by the contractor concerning the fight against Mafia-type crime, regulations on occupational health and safety pursuant to Legislative Decree 81/2008 or environmental regulations pursuant to Legislative Decree 152/06) must be communicated by sending the "Critical/Blocking Events Sheet" to the Enterprise Resource Planning (ERP)18 .
The procedure19 for the assessment of Techno Sky suppliers (SAP System) requires, in line with ENAV's process, a supplier rating that, if negative after the detection of critical issues, is communicated to ENAV in order to adopt the measures described in the above procedure.
Parallel to the development of these assessment systems, a "Code of Conduct for Suppliers" has been drafted, acceptance of which is mandatory for all ENAV and Techno Sky suppliers. This document will be subject to the authorisation process in accordance with the provisions of 37001 certification obtained by ENAV during 2021.
17 QMS-P-PROC.2.1 ENAV supplier assessment, emissions associated with business travel
18QM-P-PROC.2.1/D02 Critical_Blocking__Events_Sheet.
19 QMS-P-PROC.2.2 Techno Sky supplier assessment
It is important to note that in 2021 the "Procurement"20 procedure was issued, which concerns both ENAV and the subsidiaries Techno SKY and D-Flight, thus streamlining the procurement procedures for the Group.
Following the introduction of clauses into ENAV and Techno Sky's procurement contracts to encourage suppliers to comply with the principles and values contained in the Code of Ethics and the provisions of the Organisation, Management and Control Model adopted by the Companies, suppliers are also required to consent to being audited, in part to verify, where necessary, compliance with the environmental and social requirements associated with the specific performance obligations under each contract. In addition to requiring that suppliers comply with the principles and values contained in the Code of Ethics and in the code of conduct for combating corruption, and that they act in accordance with the Organisation, Management and Control Model, 100% of contracts contain an additional clause to ensure the respect for human rights. Moreover, depending on the type of contract, references have been prepared for some tender documents, for example in the Specifications and in the Declaration of participation in the procedure, which refer to specific regulations concerning the observance of Human Rights, with particular reference to the prohibition of exploiting child labour and the respect for every other similar applicable regulation.
In line with what has been implemented by the Parent Company, in the majority of its orders and contracts with Italian suppliers IDS AirNav includes clauses regarding the principles contained in the Code of Ethics and in Legislative Decree 231/2001. The company is also implementing procedures regarding the Parent Company's Procurement policy.
During 2022, some clauses relating to compliance with the principles of the Code of Ethics will be inserted in orders from foreign suppliers, consistent with the regulations in force in the geographical area of reference.
In the Framework Agreements with Italian suppliers, these clauses have already been implemented and this has led to a significant increase in the percentage, compared to 2020, of contracts that include clauses on compliance with the Code of Ethics and Model 231 (from 40 to 60%)
It should be noted that the company D-flight uses the ENAV contract formats containing a specific clause that refers to respect for human rights in addition to the principles of the Group's Code of Ethics and Legislative Decree 231/2001.
As regards the scope of supply, over recent years ENAV has paid increasing attention to the environmental sustainability of provisioning through the implementation of actions focused on ESG sustainability. This choice was made based on the desire of ENAV to reduce the environmental impact of the goods and services that its purchases and of the works that are carried out in accordance with Article 34 of Legislative Decree 18 April 2016 no. 50, as amended by Legislative Decree 19 April 2017 no. 56.
| Future goals | Deadline |
|---|---|
| In December 2021, the first ESG evaluation of a sample of core suppliers was | 2022 |
| launched. The results will be analysed progressively over the course of 2022. | |
| Code of Conduct for Suppliers (in the authorisation process downstream of | 2022 |
| actions relating to ISO 37001 certification). | |
| IDS: During 2022, a note will be included in orders and contracts with foreign | 2022 |
| suppliers referring to the Group policy - Code of Ethics - on the corporate | |
| website. |
.
20 QMS-P-PROC.1.1 vers.8.0 Procurement
In the ENAV Group, fiscal governance is based on the principles contained in the Code of Ethics. Even if it has not formalised its strategic fiscal policy in a document, the ENAV Group, whose activities are mainly based in Italy, correctly fulfils its tax obligations also through a well-defined organisation and procedures that define activities, roles and responsibilities.
The Group is committed to complying with tax regulations by means of:
The tax returns are controlled by tax consultants and external auditors. The Financial Reporting Officer in charge of preparing the Company's documents participates in tax-related decisions both on a strategic level as well as on an operational level, and is responsible for monitoring the tax risk management activities and assesses the suitability of the organisational structure dedicated to tax issues.
| MATERIAL ISSUES | - ENERGY CONSUMPTION AND CLIMATE CHANGE | |
|---|---|---|
| - WASTE MANAGEMENT | ||
| -ELECTROMAGNETIC EMISSIONS | ||
| SDGS AND TARGETS | 7.2: Increase substantially the share of renewable energy in the global energy mix. 7.3: Double the global rate of improvement in energy efficiency. 11.2: Provide access to safe, affordable, accessible and sustainable transport systems for all. 11.6: Reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management |
|
| 12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse |
||
| 13.1: Strengthen resilience and adaptive capacity to climate related hazards and natural disasters in all countries |
||
| ENAV GROUP TARGETS | Convey the image of ENAV as a benchmark player in the industry in the fight | |
| 2021-2023 | against climate change (zero impact) and sustainable digital innovation. | |
| Achieve Group Carbon Neutrality by reducing emissions and the purchase of carbon credits for the proportion that cannot be reduced. (Encompassed in the LTI plan cycle 2020-2022) |
||
| Further develop the "Plastic-Free" project aimed at gradual reduction in single-use plastics at all company offices |
||
| Further develop the project to replace the company car fleet with electric/hybrid/plug-in vehicles. |
||
| Assess CO₂ emissions: extension to Scope 3 (indicator included in the short term incentive policy and MBO 2021 for CEO and Managers with Strategic Responsibilities). |
||
| Prepare the Science Based Target initiative (indicator encompassed in the MBO 2021 short-term incentive policy for CEOs and Managers with Strategic Responsibilities). |
||
| ENAV GROUP | - | |
| PERFORMANCE 2021 | - 24.6% reduction of CO₂ emissions per year compared to the total emissions produced in 2019 (38,816.33 t – market-based) and purchase of carbon credits - Reduction of 4.6 tonnes of single-use plastics at sites (total ENAV consumption in 2019: 14.2 t). - Plastic Free Certificate received on 29 December by Sfridoo. |
|
| - 26% of cars now hybrid. | ||
| - Presentation of the CO₂ emissions assessment to Top Management. - Obtained SBTi certification |
ENAV's commitment to the environment and to combat climate change is based on a strategy aimed not only at reducing its direct and indirect CO₂ emissions, but at analysing and intervening in all those areas of the business that can generate a negative impact on the environment and on people's lives.
* For the calculation of Scope 2, emissions from the use of electricity generated from renewable sources with a Guarantee of Origin (GO), amounting to 0.03732 CO₂/kWh, were also taken into account. Energy from renewable sources with a GO was purchased only in 2021.
As required by GRI Sustainability Reporting Standards, Scope 2 emissions shall be calculated according to two distinct methodologies: the "location-based method" and the "market-based method". The location-based method is based on the average emission factors related to regional, sub-national or national power generation. The market-based method, on the other hand, is based on the CO₂ emitted by the energy suppliers from whom the organisation purchases electricity under contract or on factors relating to the relevant market. The graph below shows the total Scope 1 and 2 emissions according to the two calculation methods.
The road map defined by ENAV for reducing emissions is substantiated through the achievement of two ambitious objectives:
The achievement of carbon neutrality by 2022 passes through the reduction of Scope 1 and 2 emissions by 70%-80% and the offsetting, through the use of carbon credits, of emissions not currently reducible.
The reduction of Scope 1 and 2 emissions, already 24.6% in 2021 compared to 2019, will take place along a path already laid in previous years and which consists in the replacement of the car fleet with electric-hybridplug-in vehicles, in the self-production of energy from renewable sources and in the purchase of green energy with guarantees of origin (GO).
The carbon credits already purchased by the company will be used to offset the percentage of emissions not currently reducible and consist of two environmental protection projects: the "Renewable energy hydro India" project and the "Efficiency improved cookstoves" project.
The project involves the construction of a 300 MW flowing water hydroelectric power plant.
The main objective of the project is to provide renewable and sustainable energy to the local communities of Kuppa, in Kinnaur District Himachal Pradesh, India. The project generates important environmental benefits thanks to the reduction of emissions and a reduction of about 1 million tonnes of CO₂ per year is estimated. The project contributes concretely to the sustainable development of the region through social and economic benefits in addition to environmental ones.
Project figures:
The project was developed in the districts of Chamanculo C and Xipamamine in Maputo, Mozambique. The districts are made up of rural and extremely poor settlements where, thanks to the project, new stoves will be
provided, replacing the traditional polluting ones, thus improving energy efficiency, reducing the use of fossil fuels and improving the living conditions of the local population. Project figures:
In 2021, ENAV defined a strategy for its direct and indirect emissions by 2030 in which, alongside the reduction of at least 70% of direct Scope 1 and indirect Scope 2 emissions, it undertook to reduce its own Scope 3 indirect emissions by at least 13.5%. The Scope 3 emissions on which ENAV has made the 13.5% reduction commitment belong to the following categories: Capital Goods, Fuel and Energy Related Activities and Employee Commuting which, on the 2019 baseline, represent 68% of the total Scope 3 emissions.
The strategy has been validated by the Science Based Target initiative (SBTi), which aims to guide the private sector to act against climate change through science-based emission reduction targets. SBTi emerged from a partnership between CDP (ex-Carbon Disclosure Project), the United Nations Global Compact, WRI (World Resources Institute) and the WWF. The objectives validated by SBTi define the commitments of those companies that are in line with the level of decarbonisation necessary to contain the increase in global temperature below 1.5°C compared to pre-industrial temperatures.
By virtue of the improvement in the data collection and calculation process, in 2021 all Scope 3 categories falling within the ENAV Group's activities are reported for the first time (for which see Table 24 of Annex 1).
Plastic pollution, which consists of the dispersion and accumulation of plastics in the environment, is causing problems for the habitat of wild fauna and flora, as well as for humans. It is a type of pollution that can affect the air, soil, rivers, lakes and oceans. Although ENAV has a negligible consumption and impact with regard to single-use plastics, it has decided to initiate a project to eliminate them completely from its sites. Through the "plastic free reduction" project, water dispensers have been installed in many Enav offices, and at the end of 2021 a contract for the supply of water in non-disposable bottles - replacing plastic bottle dispensers - was activated in all remaining premises. In addition, replacements have been made of plastic materials connected with the use of automatic dispensers nationwide, leading to a reduction in plastic consumption of about 4.6 tonnes21 in 2021 compared to estimated 2019 consumption against a target of 1.5 tonnes.
| 14.2 t | 1.703 t | 4.6 t |
|---|---|---|
| Estimated annual consumption | Reduction of plastic consumption | Reduction of plastic consumption |
| for 2019 | for 2020 | for 2021 |
21Target linked to the Sustainability Loan
We have prepared an Environmental Policy for Group Companies, available on the corporate website, in line with the corporate aims and designed to consider the environmental risks and opportunities connected to our operating activities, in compliance with international, Community, and national legislation, in order to pursue our primary objective of creating sustainable value while respecting our stakeholders. In particular, the Policy's main strategic objectives include: CO₂ emissions reduction, rational use of energy, correct management of waste, monitoring of wastewater discharges.
To analyse, monitor and improve the environmental performance of its activities and services, the ENAV Group 22 has implemented and adopted an Environmental Management System that meets ISO14001 standards23 .
The decision to adopt an Environmental Management System reflects the Group's commitment to guaranteeing environmental protection beyond mere compliance with regulations, in a framework of transparency with regard to the Group's stakeholders.
| Initial Environmental Analysis |
The aim of this process is to perform overall assessment of environmental issues, their effects, and the environmental performances related to the activities and services carried out in the sites where Group companies conduct their operations. The process is designed to assist the definition of the characteristics of the environmental management system. |
|
|---|---|---|
| Identification and Assessment of Environmental Aspects |
The aim of this process is to identify the environmental aspects and impacts associated with Group companies' activities and services, that the companies themselves can control (direct aspects) or merely influence (indirect aspects), in order to evaluate their significance in normal, abnormal, and emergency operating conditions. Environmental aspects can result in risks and opportunities associated with negative or positive environmental impacts. |
|
| Management of Conformity Obligations |
The process defines the methods to be used by Group companies in relation to: identification, access, applicability verification, preservation, and updating - of conformity obligations; the diffusion of environmental conformity obligations applicable to all the - activities carried out by the Group companies. |
There follows a brief description of the main processes that make up the Environmental Management System:
22 With the exclusion of ENAV Asia Pacific
23The Group Environmental Management System is based on ISO 14001 but is not currently certified. Only the IDS has an ISO 14001 certified Environmental Management System.
| Training and skills management |
The process is aimed at establishing training requirements in relation to the environmental aspects associated with the activities/services provided by Group companies and at guaranteeing adequate skills of the people responsible for work activities that can affect environmental performance, and the ability to comply with the applicable conformity obligations. |
|
|---|---|---|
| Monitoring of environmental performance and reporting to senior management |
The process defines the methods adopted by the Group to manage the following activities: monitoring of environmental performance and the state of conformity in - context of the EMS; communication, reporting to senior management and Governing Bodies. - |
|
| Management of discharges and wastewater storage tanks |
The process is aimed at managing environmental compliance in the planning and operational phases, in relation to the wastewater and stormwater discharges, including the related purification treatments, and plants with "sealed collection tanks", associated with ENAV's own infrastructure or third party infrastructure leased by ENAV, and also wastewater discharges to third party sewer networks and the associated purification treatments. |
|
| Special Waste Management |
The process is aimed at managing hazardous and non-hazardous special waste produced by ENAV Group companies in all their facilities and sites; specifically, waste produced: - in the context of their operating activities or provision of services; - by equipment/systems installation activities, or by works or services outsourced to third parties - in the context of maintenance and/or installation of systems/equipment by Techno Sky, e.g. for the air traffic control service |
|
| Management of fluorinated greenhouse gas emissions |
The process of identifying compliance and the necessary prescriptions in order to reduce fluorinated greenhouse gas emissions, in the context of activities of installation, operation and maintenance, dismantling, etc. carried out by Techno Sky, either directly or using technical personnel of external companies, on equipment containing fluorinated greenhouse gases (F-gas) |
The provision of Navigation, Communications and Surveillance services by ENAV is based on the use of systems that generate electromagnetic fields of different magnitudes. The Group's Environmental Policy establishes the principle of ensuring compliance with the emission limits envisaged for non-ionizing radiation through the conduct of appropriate electromagnetic impact assessments. ENAV guarantees the achievement of this objective, both in the design phase and in the installation phase, through the assessment of the electromagnetic field values of new systems.
ENAV's commitment, however, is not only to ensure compliance with the limits set, but also to endeavour to reduce electromagnetic emissions where possible, in compliance with the highest levels of safety and quality of service. In this context, in line with the objective stated in the 2021-2023 Sustainability Plan to reduce electromagnetic emissions generated by NDB (Non Directional Beacon) radio assistance systems by 50% by 2023, in 2021 16 NDBs and 2 VORs (Very High Frequency Omnidirectional Range) were already switched off, with the result of reducing not only the electromagnetic impact generated by decommissioned radio
equipment but also the consumption involved in its ordinary and extraordinary maintenance, including the costs and fuel consumption of the vehicles used to reach the remote sites where the equipment was located.
As part of the initiatives aimed at developing a sustainable business, the ENAV Group aims to reduce and improve efficiency in the consumption associated with the provision of its operational services and to contribute to the reduction of the environmental impact deriving from air operations.
For these reasons, the Group aims both to reduce emissions related to its production activities and to modernise and optimise the infrastructure and network of air traffic services (ATS) so as to contribute to the reduction of carbon dioxide (CO₂) associated with the activities of Airspace Users (AU).
In order to promote the sustainable development of air transport, the Parent Company provides for the continuous review and constant modernisation of the infrastructures and the ATS network, optimising the performance of services and, last but not least, by making available instrumental procedures and flight routes that are increasingly efficient and useful as a contribution to the reduction of fuel consumption and, consequently, to the reduction of the related impact on the environment. Guaranteeing at all times the highest levels of operational safety, ENAV plans and implements the upgrading of its assets which, including through cooperation and synchronisation of collaborative initiatives with stakeholders, aim to achieve the continuous improvement of the ATS network, making available to Air Operators increasingly environmentally friendly flight trajectories characterised by shorter travel times and reduced constraints on flight planning and operations.
All actions planned and implemented to provide air navigation services in a manner that contributes to the reduction of fuel consumption and, consequently, reduces the related impact on the environment of Airspace Users, are catalogued and monitored periodically in the Flight Efficiency Plan (FEP).
The state of progress and effectiveness of the actions implemented and useful for the achievement of the objectives and performance required of Air Navigation Service Providers (ANSP) in the environmental sector (Environmental Key Performance Area/Indicators) and subject to verification and control by ENAC are reported and optimised in the FEP.
In the annual update of the FEP, the implementation of operational efficiency measures carried out by the Parent Company in the reporting period and in the different business segments are reported and assessed:
Since 2012, the results of the actions reported in the FEP have also been considered and enhanced in the national plan for the reduction of carbon dioxide emissions, the Action Plan on CO₂ Emissions Reduction which Italy has committed to implement as a contribution to the broader programme for combating climate change adopted in the aviation sector within ECAC (European Civil Aviation Conference)/ICAO (International Civil Aviation Organisation).
The extraordinary situation caused by the Covid-19 pandemic resulted in a global contraction in air connections that was significant in 2020 and, albeit with a less marked incidence from the second half of the year, also characterised 2021. After the reduction in traffic volumes recorded in the first half of 2021 (estimated at around 60-70% of the air traffic recorded in 2019 in national airspace), in fact, thanks to the easing of national and international restrictions on the mobility of people and goods, made possible by the vaccination campaign, since July 2021 there has been a significant recovery in overflights, but also in air traffic arriving and departing from/to the main European countries and national airports, bringing the final balance for 2021 to 60.3% of en route service units managed compared to the volumes recorded pre-pandemic (i.e. in 2019).
In 2021, for the benefit of the reduced number of movements operated and, in perspective, to support the planning of Airspace Users, the European Air Navigation Service Providers, in coordination with the Network Manager, have maintained the vast majority of flight efficiency measures introduced in 2020, confirming the suspension of many of the planning constraints.
Also in 2021, the level of traffic managed in Italy made it possible to maintain and activate ad hoc operational measures that further optimised the planning of flight routes, eliminating or reducing restrictions on the use of the ATS Network, suspending constraints on horizontal trajectories, removing level capping for vertical flight profiles (normally introduced so as to order and maintain a fluid management of traffic flows en-route, in terminal areas and near airports of departure and/or destination), rather than reducing restrictions on the permeability of military areas.
In continuity with what has been implemented in previous years and in addition to what has been achieved with the implementation of the Free Route Airspace Italy (FRAIT) (with free planning of trajectories in the airspace above 30,500 ft/approximately 9,000 meters), in 2021, thanks to coordination with the Italian Air Force, the Parent Company maximised airspace availability, further optimising and modernising the ATS Network of the airspace below the FRAIT and in the terminal areas and carried out interventions that have made it possible to achieve improvements in the performance related to operations in ground movement areas.
In particular, with regard to the FRAIT airspace alone, it should be noted that almost 45% of the assisted air traffic in 2021 was able to benefit from a reduction in the total distance (from the airport of departure to the airport of destination), with an overall gate-to-gate reduction estimated at about 10.8 million planned kilometres (31.0 km per assisted aircraft), and a consequent reduction in CO₂ emissions of about 152 million kg, with fuel savings for the en route phase estimated at around 48.2 million kg overall.
If in the FRAIT Airspace the constraints that characterised the previous ATS Network had already been completely removed, allowing airspace users to plan/fly direct trajectories from a defined entry point to an exit point from the national airspace, in 2021 additional measures were implemented to ensure further standardisation of flight profiles of national and international air traffic flows involving military areas. In close collaboration with the Italian Air Force, and in application of the Flexible Use of Airspace (FUA) concept, the measures implemented made possible a further reduction in planned/flown distances, with results that can be quantified as follows:
reduction of about 0.85 million kg of fuel
consequent reduction of CO₂ emissions into the atmosphere estimated at about 2.68 million kg
Also in 2021, with reference to terminal areas, the Parent Company continued to implement two multi-year programmes:
The two programmes make it possible to optimise the ATS network in the terminal and the related air traffic management, which, by balancing flight efficiency and capacity and predictability performance, should lead to further reductions estimated at about 3.7 million kg in fuel consumption and 11.6 million kg in CO₂ emissions.
Finally, follow-up and improvement activities continued on the Airport Collaborative Decision Making (A-CDM) processes, an operating procedure developed and implemented with airport managers aimed at reducing aircraft taxiing times before the flight take-off phase as well as congestion of aprons and taxiways at the airports of Rome Fiumicino, Milan Malpensa, Milan Linate, Venice Tessera, Naples Capodichino and Bergamo Orio al Serio.
The future of sustainable mobility also passes through the development of Advanced Air Mobility and its urban component.
In accordance with the "National Plan for Advanced Air Mobility", prepared by ENAC, the Group and, in particular, the Parent Company are collaborating with government and private Stakeholders in defining the proposed regulatory framework that will enable the development of Advanced Air Mobility in Italy.
Following Memorandums of Understanding and Cooperation Agreements with ENAC and other Stakeholders in the sector, on the strength of the experience gained in the realisation of the ATS network, ENAV is proactively contributing to defining the development of a network of air connections between nodes of a future general mobility system (airports, stations, ports, interchange centres and nodes, logistics hubs, etc.) that can support the effective use of innovative electrically-powered aircraft (drones, but also electric vertical take-off and landing - eVTOLs), thus helping to create the conditions to replace or at least reduce the use of less environmentally friendly modes of transport.
Under the stimulus of ENAC and in synergy with the other players in the sector, the Group Companies are providing their technical and operational contribution to define:
The development of new operating concepts, new infrastructures and networks, new services and air operations will increase the range of services available to citizens and businesses and will make it possible, albeit gradually, to develop a new segment of air transport that will make it possible to reduce and, in some cases, replace modes of air transport that produce harmful atmospheric emissions with innovative, electrically-powered and therefore environmentally friendly means.
| Future goals | Deadline |
|---|---|
| The measures collected in the Flight Efficiency Plan 2021 in the process of completion. | 2022-2024 |
| Projects | Description |
|---|---|
| ENAV's PBN Transition Plan |
The Instrumental Flight Procedures (IFP) of the Performance Based Navigation (PBN) type are a priority for ENAV since, on the one hand, they make possible more efficient design and utilisation in the terminal area, enabling the rationalisation of airspace use and, on the other, they reduce environmental pollution and energy and maintenance costs connected to conventional ground navigation infrastructures. The design of PBN-type IFPs makes it possible to create a terminal ATS network that is more functional to flight operations and flight control, and facilitates enhancement of the |
| balance between performance levels of flight efficiency, capacity and predictability, with |
the consequent possibility of optimising airspace user planning and potential improvements in planning/fuel consumption and related CO₂ emissions. In 2020, by way of application of EU regulation 2018/1048 (PBN IR), following the highlevel principles developed by the Italian government and in coordination with the stakeholders involved, ENAV developed its own transition plan, from a conventional ground-based navigation network to the innovative PBN network (ENAV's PBN Transition Plan) which, as an improvement, and in conjunction with Italy's PBN Implementation Plan (adopted jointly with ENAC in 2012 in implementing ICAO Assembly Resolution A37-11), constitute an element in support of the National Airspace Strategy and a useful way to achieve the objectives defined therein. The first edition of ENAV's PBN Transition Plan focuses on the measures to be carried out in the short to medium term (2020-2024), such as the implementation of RNP-type instrument approach flight procedures and the gradual and incremental decommissioning of ground-based navigation infrastructures based on the now obsolete NDB (Non Directional Beacon) radio assistance. The plan encompasses a periodic update in order to consider the evolution of the Global Navigation Satellite System (GNSS), the performance level of the system itself, the rate of implementation of on-board avionics and the progress of programmes to rationalise conventional radio navigation aids (Navaids) (NDB and VOR). Periodic monitoring of the interventions set out in ENAV's PBN Transition Plan, as well as those in Italy's PBN Implementation Plan, are included in ENAV's FEP.
The ENAV Group is a service provider with no particular direct impact on the environment. However, it has launched several initiatives aimed at reducing consumption levels with the subsequent impact in terms of greenhouse gas emissions in order to contribute to Sustainable Development Goals No. 7 (Ensure access to affordable, reliable, sustainable and modern energy for all) and No. 13 (Take urgent action to combat climate change and its impacts).
However, apart from actions aimed at consumption reduction, the governance initiatives are particularly significant because they make it possible to develop behaviours, strategies and monitoring systems that define the framework within which the Company must move.
For example, the aim of the Environmental Policy is to establish an approach that considers all forms of pollution that directly or indirectly concern the Company, in order to develop an overall action strategy documented also by a system of quantitative and qualitative indicators to measure its performance.
In addition, the Code of Ethics explicitly states that the Group, in full compliance with the current environmental regulations, must pay careful attention promoting the most environmentally-friendly activities and processes, through the use of advanced criteria and technologies concerning environmental protection and the sustainable use of resources".
The Group thus undertakes, within the scope of operations and business initiatives, to consider essential environmental needs and to minimise any potential negative environmental impact associated with its operating activities.
Finally, in order to guarantee increasingly precise and efficient control over energy consumption and its impact on the environment, the company's Energy Manager is in charge of identifying the actions, interventions and procedures necessary to promote the rational use of energy and fuels.
| ENAV GROUP CONSUMPTI ON IN 2021 |
FUEL FOR OFFICES AND FACILITIES: 30,184.18 GIGAJOULES (UP 23% COMPARED WITH 2020) |
|---|---|
| ELECTRICITY FOR OFFICES AND UNITS: 243,865.66 GIGAJOULES (UP 1.13% COMPARED WITH 2020) |
|
| AIR FLEET FUEL: 20,579 GIGAJOULES (UP 4.5% COMPARED WITH 2020) |
|
| TOTAL CAR FLEET FUEL: 8,238.58 GIGAJOULES (UP 7.91% COMPARED WITH 2020) |
| ENAV GROUP EMISSIONS IN 2021 |
RELATED TO FUEL FOR OFFICES AND FACILITIES: 1,621.95 tCO₂e (UP 24% COMPARED WITH 2020) |
|---|---|
| RELATED TO ELECTRICITY FOR OFFICES AND OTHER FACILITIES: 17,572 tCO₂ (DOWN -4.62% COMPARED WITH 2020) |
|
| RELATED TO AIR FLEET FUEL: 1,416.65 tCO₂ (UP 4.5% COMPARED WITH 2020) |
|
| RELATED TO TOTAL CAR FLEET FUEL: 537.83 tCO₂ (UP 6.81% COMPARED WITH 2020) |
It must be remembered that ENAV Group sites, the Control Towers (TWR) and Area Control Centres (ACC), the radar sites, the TBT radio centres, the runway lighting systems (Aeronautical Ground Lighting), the radionavigation aids, Techno Sky and IDS are all powered by primary energy with a total annual consumption (by PODs and third parties) of approximately 67,740,460 kWh/year in 2021.
To meet any blackouts in the aforementioned primary power supply, diesel-fuelled backup generators have been installed at these sites. Because the thermal generation capacity at nearly all ENAV facilities is below 1 MW, they fall within the scope of assets of insignificant pollution (Annex I of Presidential Decree 25/07/91). During 2021, ENAV, following the results of the II Energy Audit (pursuant to Article 8 of Legislative Decree 102/2014), planned new projects and interventions to improve energy efficiency with the consequent reduction of CO₂ emissions at the airports of Bari, Brindisi, Catania, Lampedusa, Milan Malpensa, Venice, Naples and Genoa, the Rome headquarters, the four ACCs of Rome, Milan, Padua and Brindisi, the Radar/TBT Centre of Masseria Orimini and TBT Brancasi.
In 2021 the 2020-2030 consumption efficiency plan was updated, defining two macro-areas of intervention:
Interventions to improve consumption
These initiatives form part of the ENAV strategy as a direct contribution to SDG 7, and to increase the percentage of renewable energy in the global energy mix (target 7.2), and to increase the global rate of improvement in energy efficiency (target 7.3), with the aim of achieving a reduction of primary energy consumption of around 30% by 2030 compared to 2019.
In 2021, ENAV moved ahead with the design for the modernisation of the now obsolete air conditioning systems of the Bari, Albenga, Malpensa and Olbia ACs and the Rome and Padua ACCs, and will replace the refrigerant gas R410A with R32 for all air conditioning systems. This gas has a 75% lower impact on global warming, bringing emissions of fluorinated gases from the 3,000 air conditioning systems in its operational sites and offices to almost zero (0.25%). Moreover, new primary air treatment plants are planned for all these sites, with free-cooling air handling units that make direct use of suitably filtered ambient air to regulate the interior temperature of building spaces.
In addition, experimentation has begun at the VOR centre in Campagnano for power supply, replacing ENAV's automatic intervention generator sets with hydrogen combustion cells which will serve both to transform ENAV's peripheral facilities into near-zero electricity consumption sites and reduce CO₂ emissions.
In addition, after the installation of electric vehicle charging points at the Rome ACC, other points were installed in 2021 at ENAV headquarters, at the airports of Bari, Naples, Fiumicino, Palermo, Catania and Alghero, at the Brindisi ACC, the Padua ACC and the Techno Sky headquarters in Via dei Cavallari. New charging points are planned for the next few years at other ENAV centres.
Also of note was the start of the programme to construct the 500 kWp trigeneration combined cooling, heat and power (CCHP) plant for the climate-control systems at the Rome ACC, which, once operational (in 2022), will reduce primary energy drawn from the grid by about 34% compared with current consumption levels at the ACC, equal to a reduction of 577 tonnes of CO₂ per year.
Although a snapshot of all fuel consumption is provided below by means of a list of the GRI Standard indicators, the policies and initiatives concerning the impact of the ENAV Group's air fleet deserve special attention here. In recent years in fact, a major process of fleet renewal and an adjustment of operating procedures were completed with an investment of approximately EUR 35 million.
Finally, it should be pointed out that, in October 2021 the ENAV Group signed a contract with Consip for the purchase of all the primary electricity of its PODs from renewable and certified sources (90% of the total electricity consumed by ENAV).
The additional 10% of non-green electricity is consumed on the islands of Lampedusa, Pantelleria and Ustica, and the power supplied by third parties (AMI and airport companies), the origin of which is unknown.
However, ENAV has planned to build photovoltaic plants also in Ustica and Pantelleria (Lampedusa has already been completed) and, through the construction of new power plants, to free itself from third-party power supply.
| Future goals | Deadline |
|---|---|
| In order to reduce electricity consumption, new photovoltaic plants will be built on some radar/TBT and RRAA sites over the next few years. On these sites, in central and southern Italy, areas are available for the construction of plants with a capacity of around 100 KWp. |
From 2024 to 2030 |
| Feasibility study for a wind farm at the Monte Codi radar site in Sardinia | 2024 |
The ENAV Group's Environmental Policy defines as one of its strategic objectives the guarantee of compliance with the regulations in force concerning waste management, as well as the management of waste disposal activities through the traceability of the entire process, giving the maximum possible implementation to the hierarchical criterion of prevention, reuse, recycling, recovery and disposal, also in order to mitigate the environmental impact on the cities and communities in which ENAV operates.
The Environmental Management System of the ENAV Group includes procedures for the management of environmental aspects of interest in compliance with the relevant legislation. In particular, specific procedures and operating instructions have been drawn up for the management of waste produced by Group companies.
The set of documents was supplemented with guidelines for the compilation and presentation of the Modello Unico di Dichiarazione ambientale (MUD) (environmental declaration form) using the waste management software application PrometeoRifiuti.
ENAV and its subsidiaries Techno Sky and IDS AirNav use the aforementioned software application for the management of special waste. It provides support both for the registration of special waste generation and disposal and for the implementation of regulatory requirements, making possible the precise tracking of the waste cycle and the drawing up of the relative reports.
This application therefore allows the companies of the ENAV Group to collect, manage and monitor the data relating to waste produced.
The main types of waste produced during 2021 were as follows:
The potential impacts related to the waste produced by the ENAV Group concern the risk of spillage or dispersion of waste into the environment with a consequent risk of soil, subsoil and/or aquifer contamination.
The documentation for the tender for the assignment of the service for the collection and disposal of waste produced by the ENAV Group companies has also been fully defined. For the purpose of selecting the best bid, the commitment by the supplier to maximise the percentage of waste sent for recovery compared to the
With regard to waste generated by the activities of the companies of the ENAV Group and managed by third parties, a process of monitoring the correct fulfilment of regulatory and contractual obligations is carried out, generally through the provision of documentation for waste disposal carried (fourth copy of the form). During 2021, moreover, specific training courses were prepared and delivered on several environmental issues of interest to the ENAV Group, including the management of waste through the software application in use, while and specific training courses for environmental auditors have been launched.
We continued to support the various Group organisational units concerning all problems connected with the management of special, hazardous and non-hazardous waste.
| Future goals | Deadline |
|---|---|
| The European tender for the management of hazardous waste (collection-transport, recovery/disposal and acquisition of specific containers) will be published in the first months of 2022. The award of this tender, divided into 8 lots relating to adjacent geographical areas, will allow even more precise control over the companies providing the services and the achievement of a greater percentage of waste destined for recovery compared to the current level. |
2022 |
| The awarding of the tender will also make it possible to use means of transporting waste that are less polluting in terms of emissions into the atmosphere and to coordinate the collection of special waste by the companies in the Enav Group, leading to economic savings in terms of fewer trips to be made. |
| MATERIAL ISSUES | - PROTECTION AND WELL-BEING OF EMPLOYEES - HEALTH AND SAFETY OF EMPLOYEES - QUALITY OF HUMAN CAPITAL - DIVERSITY, INCLUSION AND EQUAL OPPORTUNITIES - SAFETY - SECURITY - QUALITY OF SERVICE - TECHNOLOGICAL INNOVATION AND DIGITALISATION |
|---|---|
| SDGS AND TARGETS | 5.5: Ensure that women enjoy full and effective participation as well as equal leadership opportunities at all levels of the decision-making process. 8.2 Reach higher levels of economic productivity through diversification, technological updating and innovation, also by focusing on sectors with high added value as well as sectors with high labour intensity. 8.5: Achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value. 8.7: Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms. 8.8: Protect labour rights and promote a safe and protected working environment for all workers, including migrant workers, and especially migrant women, and those with precarious jobs. |
| 9.1: Develop quality, reliable, sustainable and resilient infrastructures, including regional and cross-border infrastructures, to sustain economic development and human wellbeing, with a special focus on the possibility of equitable access for everyone. 10.3: Ensure equal opportunities for all and reduce inequalities in outcomes, including through the elimination of discriminatory laws, policies and practices, and the promotion of suitable laws, policies and actions in this sense. |
|
| ENAV GROUP TARGETS | Recognition of parental leave. |
| 2021-2023 | Increase in training delivered to ENAV Group employees on issues that include aspects related to Legislative Decree 231/01 and Code Increase in operational training delivered to employees of the ENAV Group Monitoring of standards regarding health and safety in the workplace by means of retaining ISO 45001:2018 certifications Drafting of the regulations on harassment and abuse in the workplace Integration of approaches (transfer of approaches, APP, from certain airports to their respective control centres of reference) Internal Communication Plan on the development of sustainability culture Develop initiatives aimed at promoting the inclusion of all employees, regardless of age, gender, ethnicity, religion, sexual orientation and people living with disabilities. |
| Improving the quality of life of employees by means of targeted welfare initiatives |
|
|---|---|
| Bringing women closer to the core business professions, with specific reference to air traffic control and maintenance activities, by means of raising women's awareness of operational roles |
|
| In internal assessments aimed at filling new corporate positions, the proportion of women must be at least 50% (comply or explain) |
|
| Assessment on diversity management, gap analysis and action plan | |
| ENAV GROUP PERFORMANCE 2021 |
- Maternity-paternity leave: ENAV gives full pay to its new parent employees; - Parental leave: ENAV also allows employees to take up to 6 months of additional leave for children up to the age of three, receiving 80% of their salary for the first two months and 40% for the remaining four months. - ENAV offers 50% paid leave for the illness of a child or for specialist medical examinations. |
| - Increase in hours of training delivered to employees compared to 2020 (hours delivered by Internal Audit in 2020 equal to 4 hours 50 minutes). |
|
| -78,000 hours of technical-operational training | |
| - Retention of ISO 45001:2018 certification | |
| - Publication on the company internet of the regulations on harassment and abuse in the workplace |
|
| - Testing Transfers of Verona to Milan, Trieste to Padua, Bari to Brindisi, Lamezia Terme to Rome |
|
| -3 internal communication projects started in 2021 | |
| - Involvement of personnel in the pilot project to improve the position of people living with disabilities |
|
| - Welfare platform activated in June 2021. The Welfare platform will be activated for Enav until November and for IDS until May of 2022. |
|
| - Start of the awareness project concerning bringing women closer to the core business professions |
|
| - In 2021, 18 assessments were carried out, 9 of which were directed towards women |
|
| - A questionnaire published on the company intranet with a focus on social topics such as racism and the gender gap |
Ever since the Company decided to invest heavily in sustainable development, one aspect became immediately clear above all others: to reach any goal we needed to start from people.
It seems obvious, but especially in a company like ENAV, where the human factor is always decisive and where people are at the centre of the business model, all goals to be reached must necessarily be shared at all levels.
In the case of sustainability however, there is an additional difficulty because it is not merely a project to be developed or a simple goal to reach, but a full scale cultural change. In a company like ENAV, this process may appear even more complex than elsewhere, both because the business is spread across 52 sites, and also because air traffic controllers and administrative personnel have very different aptitudes, skills, and work hours.
By virtue of these aspects, ENAV's strategy for developing a "sustainability culture" is developed with 3 directives: inspire, inform, involve.
| MOTIVATION | ABILITIES | ACTION |
|---|---|---|
| To motivate change, we leverage positive examples (internal ambassadors and external guests) |
To help people along their path, we offer practical information and resources that remove the obstacles. |
We help people act by means of simple activities, which are possible for everyone. |
Sustainability ambassadors are ENAV people coming from different Company functions and offices and act as a "megaphone" for all the activities connected to ESG topics; they are people with considerable interest in the topic who are assigned to spreading the culture of sustainability within the Group. In 2021, the group of ambassadors has expanded and is now comprised of more than 50 people.
The initiative, called "Portale Sustainability", is included within a wider initiative called "JO.DI.E. – JOurney for DIgital Enav", which has the objective of the digitalization of the majority of company processes and opening of new digital channels and modern and innovative technologies. The new sustainability area dedicated to ENAV people is updated continuously and organised in 4 areas: the Sustainability ENAV News, the Sustainability World News and the Library of sustainability documents
In order to involve employees also in the phase of defining and planning new initiatives, focus groups are created in order to present the training requirements and define with them the most suitable initiatives for creating a new sustainability culture. The purpose of all of this is to promote the sharing of and engagement in the new sustainability initiatives.
AWorld is the app for living sustainably in the modern world. Created to support ActNow, the United Nations campaign for promoting individual actions on climate change, the Aworld app was customised for ENAV and made available to all people of the Group in order to create, through educational games and pills greater awareness of the ability of every one of us, in our small and simple gestures, to save the planet.
The AWorld APP was launched in ENAV with 3 videos by the comedian Claudio Morici.
In 2022, in line with the Sustainability culture development plan approved by the Board of Directors of ENAV, additional initiatives will be launched, such as:
| Future projects | Deadline |
|---|---|
| The training course on sustainability and SDGs of ASVIS | 2022 |
| Stories and testimony on sustainability through podcasts | 2022 |
| Live sustainability events: virtual events that involve people from the | 2022 |
| world of culture, sports, etc., through which we will discuss topics of | |
| sustainability from a different point of view |
As outlined in the Code of Ethics, the ENAV Group awards a high level of importance to the physical and moral integrity of its employees and collaborators, to the diffusion of working conditions that are respectful of individual dignity, and to the provision of safe and healthy workplaces. The companies take care, therefore, to disseminate and consolidate a culture of health and safety in the workplace, while developing risk awareness and promoting responsible conduct by all personnel.
Group companies have adopted the ENAV Occupational Health and Safety Management System (OHSMS) in compliance with widely recognised international standards. All the Company activities are covered by the OHSMS, which are extended to include not just employees but also seconded workers and the personnel of contractor companies.
In 2021, the DNV GL – Business Assurance certification organisation carried out a series of formal audits nationwide in Italy, aimed at:
The Group24 implemented an internal procedure (OHSMS-P3.1 Hazardous events management), forming part of the procedural body of the Health and Safety Management System. The new procedure describes the process of reporting, recording and analysis of hazardous events in order to check for possible areas of improvement in relation to occupational health and safety, identify the need for corrective actions or opportunities for preventive actions, communicate the results of surveys, and prevent undesirable events, in the drive to ensure ongoing improvement.
In addition, in relation to the many activities and works it carries out as a contractor, in consideration of the specific matters linked to tenders within the sphere of application of Title IV of Legislative Decree 81/08 as amended, Techno Sky draws up Operational Safety Plans (OSPs) and carries out accurate monitoring of the documentation produced by contractor companies in order to assess compliance with the applicable on workplace health and safety legislation (WHS).
Health surveillance service is guaranteed within the Group25 as required by Legislative Decree 81/08, as amended. The health surveillance activity in ENAV and Techno Sky, considering the nationwide distribution of the sites where our people are employed, is performed by a staff of medical officers (MO), under the direction of a health coordinator (HC).
In October 2021, ENAV Asia Pacific, in collaboration with a local consultant, updated its hazard identification and risk assessment process (Hazard Identification, Risk Assessment and Risk Control – HIRARC). Risks directly connected to the operating activities were found to be minimal.
A section dedicated to "OCCUPATIONAL HEALTH AND SAFETY" is available on the in-house portal FollowMe in order to provide access and communicate information related to occupational health and safety to Group personnel.
In the context of ISO 45001:2018 certification, which calls for greater engagement of workers above the level already constantly provided by the health and safety representatives (HSR), the Group has implemented the following actions: extension of the debriefing already in place at the end of emergency drills to include the
24With the exclusion of ENAV Asia Pacific
25With the exclusion of ENAV Asia Pacific
workers who took part in the drill; interviews during internal audits, with several of the workers present (not in HSR positions) in relation to the OHSMS.
In their commercial relations the ENAV Group's Italian companies assure health and safety impact prevention and mitigation through the consistent application of their Health and Safety Management Systems. The Group has also set up the Group Travel Security procedure, which is to be applied when travelling abroad.
In organisational terms, the Group Prevention and Protection Service performs a monitoring, guidance, and coordination role for all the Italian Group Companies, coordinated by HSE. There is a system of responsibilities and delegations for the employer regarding WHS.
As regards training, ENAV manages the provision of WHS training courses for all employees of the Group's Italian companies, via classroom/video conference sessions, especially with regard to people acting as emergency management officers, elected/appointed worker safety representatives and people identified as Managers, Supervisors and Workers.
The courses provided via the TOTARA e-learning platform concern:
The first two e-learning courses concerned all newly hired non-management personnel at ENAV and IDS AirNav, while for Techno Sky, the specific risk course (12 hours) is held in person/via video conference. Also, worker training update courses are held at the frequencies prescribed by law (five yearly). The "Travel safety" course is given to all Group employees who work outside Italy, regardless of their contractual position.
In addition to the aforementioned training, also the following courses can be given to Techno Sky employees in compliance with needs:
In compliance with statutory legislation, the ENAV Group pursues the key objective of ensuring continuous improvement of its performance in relation to occupational health and safety and the elimination or reduction of risks affecting all Group personnel and any other stakeholders who may be exposed to occupational health and safety hazards associated with their work activities. During 2021, a Group Workplace Health and Safety Policy was defined and communicated to all company levels by means of publication on the corporate website.
The ENAV Group's26 Workplace Health And Safety Management System complies with the requirements of ISO 45001:2018 and it sets out the general guidelines, prescriptions and reference documentation required to assure the ongoing improvement of performance and improved protection of the needs and expectations of stakeholders in relation to occupational health and safety. The main processes that make up the Workplace Health and Safety Management System can be briefly described as follows:
| Risk management | The process is aimed at the continuous identification of occupational health and safety hazards, assessment of the level of the related risks, definition of the control measures needed to reduce the risks and update the risk level assessment further to the implementation of control measures. |
|---|---|
| Hazardous events management |
The process is intended to describe the methods of reporting, managing and analysing accidents, near misses, and situations of danger in relation to the WHS context and in the context of work activities performed by Group personnel and third parties (suppliers, visitors). Near miss reports can be made by any member of staff. |
| Emergency management |
The process is designed to regulate the identification of possible emergency situations, define emergency management rules and responsibilities and describe the methods adopted for periodic auditing of emergency preparedness in order to improve response actions, by drafting and updating emergency plans and by performing the associated periodic tests (fire drills). |
| Health surveillance management |
The purpose of the process is to define the planning, programming, and execution of health surveillance activities and the associated monitoring in order to issue a certificate of fitness of workers performing the duties set down in the health protocol (art. 41 Legislative Decree 81/08, as amended). |
| Training management |
The aim of the process is to regulate management of training, information, and coaching of workers and health and safety officers and to perform the associated monitoring (articles 36 and 37 of Legislative Decree 81/08, as amended). |
| Communication, participation and consultation |
The aim of the activity is to describe communication, participation and consultation processes in the WHS context through the definition of methods of external communication (with customers, Supervisory Authorities, visitors, and any other stakeholders), in compliance with the roles and responsibilities involved. |
| Management of legal prescriptions |
The purpose of the process is the identification, selection, collection, preservation, and updating of the legal prescriptions and any other prescriptions concerning workplace health and safety (WHS) of relevance for any Group activity, and the methods of monitoring compliance with the applicable regulations. |
| Performance measurement |
The process is aimed at describing the methods adopted by the Group to manage OHSMS performance measurement and monitoring activities and reporting to senior management. |
26With the exclusion of ENAV Asia Pacific
ISO 45001:2018 certification calls for greater engagement of employees above the level already constantly provided by the health and safety representatives (HSR). Therefore, the Group has implemented the following actions: extension of the debriefing already in place at the end of emergency drills to include the workers who took part in the drill; interviews during internal audits, with several of the workers present (not in HSR positions) in relation to the OHSMS.
Following the pandemic emergency (COVID-19), in 2021 the Group Prevention and Protection Service continued its proactive participation in managing the contingent issues as they occurred.
The main activities concerned:
| Future goals | Deadline |
|---|---|
| Start of the process for assessing the risk of work-related stress following the update of the preliminary in-depth assessment related to ENAV, IDS AirNav and Techno Sky |
2022 |
| Maintenance of OHSMS certification pursuant to standard ISO 45001:2018 for the companies in the Enav Group (ENAV, IDS AirNav, Techno Sky) |
2022 |
| Organisational integration in reference to the SPPG structure of personnel working in territorial structures and attribution of responsibilities regarding WHS for the subsidiary Techno Sky as well as for environmental topics |
2022 |
27 Health Coordinator for ENAV and Techno Sky
The Enav Group has defined a structured process for personnel selection based on the principles of transparency and equal opportunity. This makes it possible to fully appreciate, without any discrimination, the skills and values of every candidate, and identify those who fully satisfy the needs expressed by the various corporate structures to face the Group's present and future challenges.
In particular, the selection process is governed by an ISO 9001 certified Quality Procedure, which ensures candidates are treated with maximum transparency, equal opportunity, uniformity and objectivity in the assessment criteria, and confidentiality in any personal information provided to the Company.
The ENAV Group also uses an internal selection process whereby employees can apply for positions that are more in line with their areas of expertise and experience.
In order to ensure that the hiring process is impartial and objective, both in-house audits and audits by the certification company DNV are periodically conducted, and actions for improvement in the management and execution of the process are taken based on the results of these audits.
The Recruiting and Assessment Centre uses a dedicated e-mail address ([email protected]) to manage requests for more information and feedback from in-house and external individuals interested in joining the Group.
The purpose of the selection activities is for the ENAV Group and potential new resources get to know each other. This knowledge makes it possible to understand in advance the type of integration or fit there can be between the candidate and the company.
Our selection process is divided into various steps that include the assessment of the application as well as psycho-behavioural and technical-professional activities and meetings. The process can be divided into additional steps depending on the transversal skills required for the job.
Initiatives aimed at supporting the employee attraction strategy included:
The LinkedIn Talent Solutions platform was used for external selections and helped recruiters reach a larger pool of candidates.
| Future goals | Deadline |
|---|---|
| Identification of 250 resources to integrate within Group companies. | 2022 |
| Activation of the LinkedIn "Job slot" function in order to widen the search for personnel among users with specific expertise of interest for the Group. |
2022 |
| Participation in recruiting events: | |
|---|---|
| ➢ 17 February 2022, Inclusion Job Day; |
2022 |
| ➢ 28 April 2022, Job Meeting Rome: an in-person event targeted towards students and graduates of all universities in the region of Lazio; |
|
| ➢ 15 September 2022, Virtual Job Meeting STEM Girls: opportunity for meeting young female graduates and professionals with an education in STEM courses (Science, Technology, Engineering and Mathematics); |
|
| 17 November 2022, Virtual Job Meeting Engineering: virtual event dedicated to young talented engineers. |
|
| Creation of the "2022 Recruiting Events" page on the corporate website in order to inform candidates about opportunities for meeting with the Group and learn about its values, vision and hiring opportunities. |
2022 |
| Activation of additional internships and partnerships. | 2022 |
| Projects | Description |
|---|---|
| Video "Women in ENAV" | Creation of a video that depicts female professionals in Enav, engaged in STEM activities, who talk about their work experiences to promote the company culture, inclusion and the role of women in non-traditional areas. |
| Interscholastic project for spreading the STEM culture in middle schools |
A project for involving schools in the Lazio region in a virtual event in order to meet Enav women who work in technological areas to help change cultural stereotypes and learn about the area in which the sciences are applied. |
| University of Cambridge Digital Twin Bootcamp project |
Project in support of a scholarship for young engineering graduates. |
In a context of constant change and evolution prompted by technological innovations, it is of fundamental importance to offer our people updated growth and development paths that are coherent with their needs.
To pursue this aim, every year the Group defines a Training Plan, which is designed to start with input such as:
• requirements expressed by the single Group units based on needs for development, know-how, and skills of specialised domains of assigned personnel.
In defining the annual training plan we therefore paid special attention not merely to strategic drivers and the needs emerging from the organizational units, but also to the integration of training plans with the wider human resources management system, pursuing a consistent approach to managing the professional cycle of people in the Company, especially in relation to career development needs.
Managerial and specialist training activities are run by the Career, Learning and Development unit, which is an organisational choice that ensures a more solid link between training and development, within the wider perimeter of activities carried out to enhance human capital and manage change processes.
Training activities are conducted in accordance with the procedure defined in the corporate Quality Management System, which describes the process and also provides for specific checks to assess the quality of the initiatives in terms of the level of satisfaction and effectiveness of the training process. All outsourced activities are carried out in compliance with the standards set down in the procurement procedures.
starting in 2020, training activities were impacted by the health emergency, which led to the need to rethink projects in order to assure ongoing training while also guaranteeing compliance with the social distancing measures imposed by the pandemic. Hence in 2021, training was again largely configured in remote mode, and despite the constraints dictated by the health emergency, around 35,000 hours of training were provided to the Group's people during the year (about 28,000 in 2020 and 30,000 in 2019).
*The total hours of training provided include specialist management, legal and language training (environmental, WHS and operational training hours are excluded)
The training activities are divided into 5 areas.
| MANDATORY indispensable for working |
17,887 hours 3,923 people |
|
|---|---|---|
| •mandatory training courses that fulfil regulatory obligations, in areas such as occupational health and safety, Legislative Decree 231/01, GDPR 679/2016, Information Security, Airport Security and asynchronously via the Learning registration processes or defined by procedures, in order to reach all those concerned in the company |
c Travel Security. They were held Management System with automatic |
|
| •Updates related to Legislative Decree 231/01 •General and specific training dedicated to Occupational Health and Safety and as updated •Security Awareness and Airport Security |
||
| STAY ON BUSINESS | 2,208 hours | |
| efficiency prerequisites | 194 people | |
| •projects directed towards the development and consolidation of fundamental work skills, such as IT and language skills. They are carried out synchronously and asynchronously and, as regards language training, differentiated courses are offered based on individual needs: from e-learning to one-to-one and thematic workshops in the foreign language |
||
| •Synchronous and asynchronous training on the Office suite •Language training in e-learning mode, mixed (e-learning and live conversations), one-to-one and thematic workshops in English |
||
| STAY UP TO DATE | 13,605 hours 1,169 people |
|
| continuation training of individual roles | ||
| •these courses provide the answer to specific individual needs with the goal of keeping professional skills aligned with the evolution of the organisation and the context. They are held synchronously and asynchronously, with the use of external suppliers or expertise available within the Enav Group. |
||
| •Corporate Storytelling, directed towards the structures engaged in updating the enav.it website and the corporate intranet |
||
| •Community PM, an initiative dedicated to Group Project Managers within the scope of an professional online community |
||
| •eProcurement, a professional update for colleagues involved in procurement activities |
||
| •Data Driven Organization, a cycle of seminars to spread the culture of data in the ENAV Group |
||
| •Learning Square, initiatives created by the HRCommunity for the professional update on topics relevant for the organisations |
||
| •Courses on Audit techniques directed organisational structures, in order to uniform the methods for managing the quality processes |
towards personnel in various |
|
| •HAL training, an asynchronous training path developed in-house to guarantee the updating of all TechnoSky personnel involved in the introduction of the new |
method of managing maintenance operations (TOC)
| SUPPORT CHANGE 738 hours |
|---|
| a plethora of opportunities for individuals and groups 179 people |
| •projects and paths developed with the aim of accompanying the processes of organisational change that range from self-education through paths of "training pills" targeted towards the creation and consolidation of work groups, to individual and Group coaching |
| •A cycle of seminars regarding the management of the "new normal", directed towards middle managers •The continuation of the "training pills" being renewed for 2022 •Individual coaching for high potential staff, resources on growth paths and those facing particular professional challenges •Start of specific training for the use of the SharePoint application, for the purpose of preventing IT security incidents. |
| GROWTH 861 hours 87 people strategic training |
| •programmes and initiatives dedicated to groups of people – such as new hires and newly promoted managers - in order to promote individual and organisational development. |
| •The course for Newly promoted managers, which is a path that alternates classroom instruction with individual coaching, has the goal of developing the leadership skills of middle management in the Group |
| •The induction path dedicated to new hires in the Group offers: a cycle of meetings with company top management to learn about the Group's main strategic lines; the "A noi la cuffia!" path, which provides information about the |
| Future goals | Deadline |
|---|---|
| Integrate the training activities with what is specified in the three-year action plan defined as a result of the Diversity and Inclusion survey |
2022 |
| Increase the use of framework agreements with suppliers of specific training activities (e.g. Project Management, Team Building and experiential training) in order to acquire greater flexibility in the design and provision of managerial and specialist training initiatives |
2022 |
| Projects | Description |
|---|---|
| Diversity and Inclusion |
In 2021, two activities were started, which are directed towards enhancing human capital and the inclusion of everyone. In particular: |
| - "ImproveYourself" directed towards colleagues with disabilities who can, on a voluntary basis, participate in a path to have a skill assessment carried out in order to orient their professional path towards the recognition and enhancement of their skills and personal aspirations. After the skill assessment, it is possible to start a life coaching pathway with a certified coach. - "Diversity Assessment for Inclusion", a survey carried out in collaboration with the La Sapienza University of Rome which investigates the perceptions of all people in the Group regarding topics such as gender, generation, sexual orientation as well as disabilities/ableism, ethnic origin, religion, level of education, geographical origin, gender identity. The results of the survey were used to create an action plan that aims to develop an inclusive culture oriented towards enhancing diversity. |
Air traffic controller (ATC) is not a typical job: it calls for a highly developed sense of responsibility, the ability to keep a cool head in stressful situations, and a strong aptitude for teamwork. Whether seated in front of a monitor crammed with indicator lights or in an airport control tower, air traffic controllers must in fact constantly show their skills in guiding and managing the many pilots with whom they are in constant radio contact.
The air traffic controller performs a series of on-the-spot assessments related to the safety and efficiency of the assisted aircraft to ensure the continuous maintenance of separation (minimum vertical and horizontal distances) between aircraft in flight.
For these reasons, ENAV pays special attention to the development of skills through classroom and on-thejob training, which are decisive factors for reaching the goals and carrying out the delicate role that the Company is called to play.
The preparation of air traffic controllers is guaranteed by the ENAV Operational & Technical Training unit, whose mission is to oversee the training needed for Company and Group staff, as well as those of external customers, to enable them to provide air navigation services. The training programmes are modulated in response to the educational standards required by national and international industry regulations, especially those relating to the Single European Sky. Because of this, certified and uncertified training design activities must meet certain general requirements in order to achieve the highest quality levels. ENAV therefore defines specific targets to achieve in developing its training, such as:
• to define the process conditions and the teaching methods necessary to conduct the training and the system of verification of the objectives.
Each training programme must therefore always provide information on the structure and duration of the training, the methods of delivery, the characteristics and needs of the target population, the teaching objectives and the applicable reference legislation.
During 2021, in the months not affected by the lockdown measures from March to May, initial training was characterised by the provision of four ATCO-integrated courses, three ACS courses (Area Control Surveillance), one APS course (Approach Control Surveillance), and one TCL course (Terminal Control), characterised by their extended duration and large number of hours/student. Certain activities, following procedures shared with the Regulator and in compliance with the Alternative Means of Compliance (AMC) applicable on the Community level, were conducted remotely; others, however, in which physical presence was essential, were organised as soon as it was possible to restart physical courses, always acting in compliance with the rules imposed to prevent the spread of COVID-19.
During the year, the training provided by the ENAV Training Centre covered various environments, managed by the following structures:
During the year, the training provided by the ENAV Training Centre covered various environments, managed by the following structures:
The activities carried out reflect an unfailing commitment to pursue the highest quality training output, and meticulous alignment with the reference national and international legislation.
| Ab initio | Advanced | Continuation | External | Human Factor |
|---|---|---|---|---|
| training | training | training | projects | |
| plans and manages the provision of the basic ANS training courses for operational personnel |
plans and manages the provision of the advanced ANS training courses for operational personnel; |
guarantees the professional updating of tutors, instructors and evaluators. Provides support for the local structures to align on-the-job training activities (UTP) with the programmes and courses provided by the Training Centre. Coordinates the verification of proficiency in English for aviation |
arranges, in collaboration with the Strategic Marketing structure, the training programme projects for third parties, contributing to the needs analysis and planning of courses, guaranteeing that they are carried out |
arranges the integration and standardisation of the human factor principles relating to non-technical skills in the training processes (Training Plan and UTP) |
HOURS OF IN-HOUSE OPERATIONAL TRAINING28
Techno Sky also provides technical operational training through specific courses for air traffic safety engineering personnel (ATSEP) responsible for operating, servicing and installing communications, navigation, surveillance, and air traffic control systems.
In 2021 Techno Sky carried out the following training activities:
• ATSEP Type Rating Training, to develop and maintain the skills needed to operate the systems used by ENAV for air traffic control
• Training courses for technical and engineering staff in order to develop the skills of personnel working in Operations and Technology units.
• ATSEP qualification training, to understand the various domains in the CNS/ATM environment;
In relation to the COVID-19 pandemic emergency, for the entire twelve months of 2021 operational training was conducted in online mode, providing the practical component of courses directly on the Site concerned and ensuring participants were equipped with the necessary PPE.
The 2021 training programme for Engineering was targeted towards increasing the methodological and technological skills used for improving operational efficiency and the quality of the developed products and systems. A part of the programme was dedicated to language training, which is an important aspect for improving and acquiring mastery of the languages used when interacting with foreign customers. More specifically, the goals of the training projects were:
28 The data concerning ENAV operational training in 2020 changed as compared to the data reported in the 2020 financial statements.
The following groups were involved in this training programme:
| Future goals of IDS-AirNav | Deadline |
|---|---|
| Continue strengthening the skills related to cyber-security and start a continuation training path in this area |
Q4 2022 and continuous updates in following years |
| Continue updating skills related to new technologies | Q4 2022 and continuous updates in following years |
| Continue language training, to enlarge the base of people able to interact with customers, for various reasons |
Q4 2022 and following |
The training delivered to third parties is targeted towards professional positions closely related to air traffic control and people working in various areas of the aviation sector who require special training courses in flight navigation (e.g. airlines, airport operators, air traffic management services, aeronautical industries, and government bodies in the air transport sector).
Thanks to its ability to develop scenarios and operational specifications that are adaptable according to the course objectives, even building airport scenarios and personalised service areas, the ENAV Operational and Technical Training unit can tailor training courses to match the customer's specific logistical and organisational needs.
In developing training programmes for third parties, the unit has the same objectives of excellence that characterise internal training for Group staff, with the addition of the great care taken in handling the relationship with the customer.
2021 figures indicate a recovery in comparison to the negative peak of 2020, but have not yet reached 2019 levels (6,664 hours in 2021 compared to 4,380 in 2020 and 19,040 in 2019). The effects of the pandemic considerably limited activities targeting third parties. From this point of view, 2022 is presenting itself as the year of return to normal.
The ENAV Training Centre works with local institutions, particularly with those engaged in the training system: the Francesco Baracca Aviation School, the Faculty of Engineering of the University of Bologna, and ISAERS (a consortium that promotes and develops training and research activities in aeronautics and aerospace within the Forlì Aviation Technology Hub).
The presence of the Training Centre has had a significant impact on local development over the years, also through:
Specific programmes were defined in the year for the training activities delivered, which respond to a broad range of needs, namely:
In addition, despite the critical context of the SARS-COV2 pandemic, collaboration proceeded with the University of Bologna for the 2020/2021 academic year, with Training Centre personnel providing air traffic control instruction, two training modules included in the Study Programme of students attending the Aerospace Engineering faculty and with the award of 6 university credits on passing the exam.
Lastly, it should be noted that the ENAV Training Centre's actions in relation to the Forlì area do not end with its contribution to the world of education. In terms of relations with institutional stakeholders, the Training Centre cooperates with the Unindustria association and Fondazione Cassa di Risparmio di Forlì.
The Training Centre will also provide support in the area of sales activities, both with national aeronautical stakeholders (airport operators, airlines, etc.) as well as international parties who provide support for air navigation.
| Future goals | Deadline |
|---|---|
| Operational training of ATCO personnel | 12-2022 |
| Operational training of ATSEP personnel | 12-2022 |
| Operational training of Meteo personnel | 12-2022 |
Even though the pandemic period has not yet loosened its grip, activities and projects continued in 2021 in areas that have become even more important in terms of inclusion and the protection of more fragile individuals. In line with these topics, ENAV has implemented the following regulation and protection tools.
These represent important pillars that allow the entire Group to grow together with its human resources and have a positive impact in the national and international context.
Pursuing these goals requires training and information activities that can increase awareness of all regarding these topics, as these tools are targeted towards reinforcing change in social-cultural behaviours, both in men and women, in order to eliminate prejudices, customs and practices based on stereotypical models of gender, orientation, age, disability and cultural condition.
In December 2021, the Regulations on abuse and harassment at the workplace was published and the trusted advisor was appointed, which is a protective tool for the Group's human resources which serves the purpose of uncovering harassment or discriminatory behaviours targeted towards women and men in a work context. To manage these reports, the Regulation specifies the support of a trusted figure, external of the company and independent of the company dynamics (trusted advisor) who is assigned to receive and listen to everyone's problems from the point of view of support, and to possibly find a solution for the tranquillity of people and their work environment, which are elements that have an impact also on personal life, which will therefore also be improved.
To be able to report episodes of harassment also indirectly and also for those who are afraid of exposing themselves, the Whistleblowing platform and the relative Regulation are provided in order to receive also these types of reports that will be managed with absolute confidentiality and when justified, can permit the company, through the HR structure, to acquire information about the various working contexts.
The need to feel supported by the company during difficult moments and to share experiences with the company context was also indicated by the survey connected to the "Diversity Assessment for Inclusion" project, which was given to the entire Group in order to receive information for the implementation of guidelines and good practices for improving and developing not only the inclusion of all employees, but also their personal well-being, motivation and the sense of belonging to their work context. The survey also made it possible to identify the percentage of persons belonging to minority identity areas and thus potentially more exposed to episodes of discrimination.
Additional useful elements were taken from the assessment carried out with the foundation Sodalitas, D&ISelf Assessment, carried out in collaboration with Bureau Veritas Italia using an online tool that permits
signature organisations to assess their current D&I activities and therefore define their internal priorities, as well as to provide benchmarking with similar organisations.
In June 2021, always from the point of view of inclusion, the "kids at work" initiative was offered again in an agile version as for their parents. Specific activities were created for the kids according to their age group on the Group's training platform, Totara, with the possibility to do them together with their parents at any time. The activity involved completing a final questionnaire with the possibility to make suggestions.
| Future goals | Deadline |
|---|---|
| Specific training activities whose detailed elements derive from real company needs (survey) |
2022 |
| Counselling service | 2022 |
| Communication strategy | 2022 |
| Group Equal Opportunities Committee | 2023 |
| Gender certification for the company | 2024 |
| Projects | Description |
|---|---|
| ISO 30415:2021 | The standard issued in May 2021 by the International Standard Organization (ISO) |
| certification: | makes it possible for companies, by means of concrete tools, to demonstrate their |
| dedicated to | commitment to the enhancement of diversity in the work environment, |
| "H man Reso rce | promoting inclusion and a welcoming corporate culture. Furthermore, it has the |
| Management, | goal of monitoring and encouraging companies with a continuous improvement |
| Diversity and | plan. The project was not yet submitted for a feasibility study. |
| Inclusion | |
Welfare, in its meaning as the continuous improvement of organisational well-being and engagement, is one of the pillars of corporate social responsibility at ENAV, based on which the unit known as Welfare and People
Care was created. This unit is dedicated to the design and planning of projects aimed at improving the worklife balance, also through a careful policy of listening to internal stakeholders by way of targeted surveys.
| AREA | PROJECT | ACTIVITIES |
|---|---|---|
| Social policies | Prevaer Supplemental Pension Fund |
This fund provides for a company contribution equal to 3% of the salary of participating employees (in addition to the 2% paid by the employee). |
| Insurance policies |
Supplementary Health Insurance |
This policy insures the employee and their nuclear family in case of illness or accident and covers medical and health-care expenses both for hospitalisation as well as non-hospital expenses (specialist examinations and diagnostic exams), with a premium paid fully by the company. The employee is only responsible for paying the premium of non-dependent family members. |
| Preventive care packages |
Medical and dentist checks are also provided for employees, with general and specific packages depending on gender and age. |
|
| Policy for problems in the nuclear family |
This includes expenses paid by employees for therapies for children with learning disabilities, behavioural problems, development issues and autistic spectrum disorders (e.g. speech therapy, neurological and psychomotor therapies). Furthermore, as this policy does not exclude the pandemic, also provides coverage in the case of illness due to Covid-19. |
|
| Accident insurance | Compensates employees in the case of permanent invalidity caused by accidents that occurred during work or non-work activities. |
|
| Health | Project Yes We Care | With this project, which was launched in 2019, ENAV is seeking to increase awareness among Group employees of the importance of prevention and a healthy lifestyle by organising health-related events with physicians and other experts. For this purpose, in 2021, an initiative was launched that is aimed at increasing the awareness of Group personnel regarding the importance of the Covid-19 vaccination, which was carried out in collaboration with the Red Cross, Aifa and the Ministry of Health, who made their experts available for a webinar that was attended by approx. 200 people. Also the collaboration with the Onda Foundation - National observatory for women and gender's health – promoter of the project HFC (Health Friendly Company), placed greater attention on employee health through quality information tools targeted towards acquiring greater awareness about the main |
| gender-specific diseases, mental health and the importance of prevention and the adoption of correct life styles. |
||
|---|---|---|
| HealthyFood@desk | In addition, employees of the Rome office were also given the opportunity to order fresh, local Km0 produce and have it delivered to them at work. |
|
| Family | Parental leave | ENAV gives its new parent employees their fully pay (as compared with 80% from INPS) as well as the possibility to stay at home for 6 months up to the third birthday of the child, receiving 80 % of their salary for the first two months and 40% for the remaining four months (current legislation provides for 30% of one's salary for the entire period of additional parental leave). Important support mechanisms for parents also concern paid leave in the event of illness of their children (specifically, the company pays 50% of salary for the first 30 days, as compared with no salary from INPS) and for the performance of specialist medical services. |
| Work-life balance |
"Solidarity olidays" | All employees can assign a portion of their holidays to the benefit of co-workers experiencing particularly challenging family situations. ENAV has also extended this in favour of those employees who, within their own families, need to assist a parent, spouse, companion or adult child. During 2021 requests for a total of 30 days of solidarity holidays were received, for which 124 co workers provided 177 days of holidays and RFS. During 2021, in order to promote the participation of employees in the vaccination campaign, 2 additional hours of leave were granted for specialised services. |
| Money savings, target: supporting the purchasing power of salaries |
Platform for the provision of corporate welfare services |
This allows ENAV employees to convert PdR into benefits through the purchase of goods in kind (food, shopping, fuel, etc.) and services (sports & wellness, travel, education, etc.). 14.4% of ENAV employees selected welfare. This platform was also activated for IDS AirNav employees for the use of the corporate welfare bonus provided by the CCNL Metalworking contract. |
| "Corporate enefit" discount portal |
This provides ENAV employees with a range of discounts for banking services, insurance, recreation, culture, mobility and fitness. Moreover, other agreements have been entered into directly with companies and organisations that offer particularly favourable discounts for ENAV Group Personnel, with a special focus on those offering products and services with an ethical environmental vocation (e.g. purchase of electric vehicles, sales of products to reduce food waste). |
|
| Combating food waste |
Agreement with ThinkAbout |
An innovative socially oriented start-up whose NO.W© (NO Waste) project is designed to assist the drive to reduce food waste, allowing consumers to take advantage of discounted prices to purchase very high quality products that would otherwise be destined for disposal since they are not marketable. |
| Support for education |
Project Open | The children of employees of the Enav Group who are in their final year of secondary school are given the opportunity to be assisted in the delicate process of choosing a university or beginning their careers in the workforce. An initial phase aimed at exploring and measuring the student's potential, interests and other personal characteristics is followed by an individual meeting with an expert (psychologist), who provides the student with an orientation report based on the information gathered. |
|---|---|---|
| Project Intercultura | This is a project provided in collaboration with the Intercultura Foundation for the children of ENAV and Techno Sky employees, giving them the opportunity to receive scholarships for studies abroad with a duration of one year, three months or two months. The Intercultura project and the project for didactic visits to ENAV plants were temporarily suspended during the health emergency. Only the activities connected to didactic visits to the plants were restarted at the end of 2021. |
|
| Welfare | Shuttle service and parking |
Synergies were forged with nearby companies. Notably, the provision of shared services with Istituto Poligrafico and Zecca dello Stato, including parking, and shuttle services, has been particularly well received by the employees of both organisations. Also, an agreement is currently being planned for the use of a company shuttle service (organised and managed by IPZS) providing links to the main Local Public Transport hubs. |
| Improvement of the Company's carbon footprint |
Project SustainMobility |
It is designed to develop electric mobility in the Company by means of the progressive installation of charging infrastructure and electric vehicles nationwide, with rentals available of 10 electric cars in the Company fleet (in addition to 10 in 2020) for a total of 20. |
In 2021, discussions with trade unions were substantially focused on topics regarding the possible use by the Company of FIS (Supplementary Wage Fund) in order to mitigate the economic effects deriving from the substantial decrease in assisted traffic as a result of the pandemic crisis. On the same topic, an agreement was signed with trade unions on 10 February that explicitly defines that ENAV may not make use of welfare tools for all of 2021, with instead a substantial use of residual holidays and RFS as well as the calanderised and certain scheduling of 2021 holidays and RFS.
Discussions with trade unions continued on topics concerning COVID-19 and agile working.
For the period under examination, numerous meetings were held with Trade Unions on various operating topics, such as the transfer of APP (transfer of approaches) from radar towers to Area Control Centres (ACC), the possible cases of implementing digital towers in addition to the numerous investigations in various areas following the temporary secondment of CED-ENAV personnel at the Techno Sky subsidiary. With regard to the latter topic, the Trade Unions held three strikes.
As regards strikes, in 2021 Enav Trade Unions held five on a national level with an average participation rate of 20.84% and seven local strikes with an average participation rate of 71.18%.
In August 2021, a memorandum of understanding was signed in order to define a shared path on the methods of managing the social repercussions resulting from the Industrial Plan, with particular reference to the geographic mobility of operative personnel and course scheduling.
Additional topics addressed with the trade unions during the period under consideration led to the signing of three important agreements regarding the distribution of 2020 PdR (payment in 2021), corporate welfare and agile work, which extends the validity of the Agile Work Regulation to the duration of the current contract.
66 meetings were held with trade unions nationwide and 100 meetings on the local level.
The total number of union members was 2,370 employees, representing 72.92% of the total workforce. The number of registered employees is determined on 31 December each year. Employee requests to join or leave the union, which are made in writing, are collected monthly then processed and transmitted to the competent office that records the request. The data are stored in digital format.
It should also be noted that the collective bargaining agreement applies to 100% of ENAV employees.
With regard to Techno Sky, the general goals pursued refer mainly to maintenance of a positive company climate by means of dialogue and meetings with the trade unions and improvement of management and productivity of the workforce, especially during 2021, which had a gradual, although very slow, recovery of gross passenger revenue and as a result of the entire air transport sector.
The actions put in place to achieve these goals were achieved by developing collaborative and ongoing relationships, composed mainly of meetings that were almost entirely held online.
As a result of the continuous, factual and constructive conversation with the trade unions, in 2021, optimal results were achieved regarding trade union and industrial relations, which led to the signing of various trade union agreements aimed both at containing corporate costs, such as the agreement on the use of holidays, PAR (annual paid leave) and time bank as well as improving safety conditions at work, such as the agreement on work carried out alone at unmanned sites and the geolocalisation of operating personnel.
Particular attention was also paid to the area of technology, monitoring it and informing, in coordination with the company's Technical line, the national and regional trade unions regarding the experimental phase of the new model of technical equipment maintenance (Technical Operation Centre).
The basis was also created for the future project on the harmonisation of the work schedule between Techno Sky and Enav, with the signature of a memorandum of understanding that defines the objective, times and main operating methods of the trade union council, which will be launched during 2022.
In 2021, there were a total of 313 Techno Sky employees registered with the union, equal to 47.5% of the workforce, in line with the figure for 2020. The number of registered employees is determined on 31 December each year.
In 2021, there was an increase in the number of national strikes concerning the entire air transport industry, for a total of 11 days of strikes, compared with 5 in 2020. As a result, during the year the number of hours of strike came to 192, for a worker participation level of 2.4%, up compared with 2020.
The number of employees covered by collective bargaining agreements of various levels is 658, equal to 100% of non-executive employees.
For Techno Sky, significant organisational changes are notified with appropriate notice, as provided for in the national collective bargaining agreement.
Concerning IDS AirNav, the general objectives pursued refer mainly to the continued integration of the company in the Group's Industrial Relations system, with IDS AirNav now becoming part of the ENAV Group. Integration is pursued by maintaining a positive climate in the company, with open dialogue and discussions with the Unitary Representative Body for the Trade Unions present (Metalworking and Mechanical Engineering Sector), aimed at improving the management and productivity of the workforce. The actions taken to reach these objectives consist in the development of continuous and collaborative relations, which resulted in agreements that led to signing various agreements, such as the significant use of 2021 holidays and PAR (annual paid leave) and all the residual days from previous years, the extension over the health care coverage already present in other Group companies and finally a supplementary agreement that provides rules for improving the work-life balance as already defined in the Group Regulations on agile work.
In 2021, IDS AirNav had 43 union member employees, equal to 28.3% of the workforce, in line with the figure for 2020. The number of registered employees is determined on 31 December each year.
No strikes were called in 2021.
The number of employees covered by collective bargaining agreements of various levels is 152, equal to 100% of non-executive employees.
For IDS AirNav, significant organisational changes are notified with appropriate notice, as provided for in the national collective bargaining agreement.
| Future goals | Deadline |
|---|---|
| (TS) Creation of a trade union council for the harmonisation of the work schedule between Techno Sky and Enav. |
30/04/2022 |
| (TS) Creation of a work group for the update of second level legislation | 31/12/2022 |
| (IDS AirNav) Adjustment of Group policies | 31/12/2022 |
The variable incentive remuneration policy of the ENAV Group differs based on the position held in the organisation, without any discrimination on the grounds of age, gender, disability, race, ethnicity, origin, religion or other.
In relation to the Chief Executive Officer and Managers with Strategic Responsibilities the variable remuneration policy, as defined in the Report on the remuneration policy and on the compensation paid (approved with the binding vote of the Shareholders' Meeting on 28 March 2021), envisages recognition of both a short-term variable remuneration components and a long-term component, both tied to economicfinancial goals and ESG related goals, in the drive to assist the achievement of the results of the corporate strategy and pursue long-term interests in a logic of corporate sustainability.
The long-term variable incentives system is based on a Performance Share Plan approved by the 2020 Shareholders' Meeting, based on three cycles of rolling assignment with a three-year vesting period and annual assignment.
| For 2021 the following Group objectives were assigned to the CEO and Managers with Strategic | |||
|---|---|---|---|
| Responsibilities: | |||
| SHORT-TERM: | LONG-TERM; | ||
| Weighting | Weighting | ||
| EBITDA | 35% | EBIT | 30% |
| Net profit | 15% | FCF | 30% |
| Operating performance | 20% | Relative TSR | 40% |
| Revenue from non-regulated activities | 15% | ||
| Sustainability indicator* | 15% | ||
| * Consisting of 4 independent project objectives | A sustainability objective with negative/positive | ||
| with on/off type achievement criterion. | corrective effects and with a maximum impact of | ||
| 10% on the bonus: For the 2021-2023 vesting | |||
| period, this objective is related to obtaining the | |||
| "solicited" ESG rating by 31 December 2023 and the | |||
| methods for measuring performance will depend on | |||
| the deviation of the rating scope during the last | |||
| three-year period |
With regard to the sustainability indicator used for the short-term variable incentives system, the individual project objectives with their respective targets and performance achieved are shown below:
| PROJECT OBJECTIVES | TARGET 2021 | 2021 RESULT |
|---|---|---|
| Presentation of an assessment of the Group's current positioning in terms of diversity and inclusion, both in terms of gender diversity and other forms of diversity, including a gap analysis and action plan to bridge any gaps |
Date of presentation of document to the Board of Directors: by 31/12/2021 |
Document presented to the Board of Directors on 21 December 2021 |
| Extension of the assessment (currently carried out for Scope 1 and 2 emissions) to Scope 3 emissions (indirect emissions along the value chain), by identifying and quantifying the relevant indirect emission categories |
Date of presentation of document to the Board of Directors: by 31/12/2021 |
Document presented to the Board of Directors on 21 December 2021 |
| Participation in the "Science-based target initiative" by requesting validation from the SBTi organisation of the emission reduction target29 |
Date of presentation of document to the Board of Directors: by 31/12/2021 |
Document presented to the Board of Directors on 21 December 2021 |
29 The reduction target approved by SBTi is related to: -70% Scope 1 and 2 emissions, -13.5% Scope 3 emissions
| Date of |
presentation | of | Document presented to the | |
|---|---|---|---|---|
| Obtain the ISO 37001 certification | document to the Board of | Board of Directors on 21 | ||
| Directors: by 31/12/2021 | December 2021 |
In relation to Group management and supervisory personnel, the remuneration policy, which has been consolidated over the years, provides for payment of a short-term variable component anchored to a topdown Management By Objectives (MBO) system: objectives are established in accordance with the strategic guidelines and expressed in terms of activities/pillars based on the various responsibility levels, according to a cascade approach from senior management down to the lower hierarchical levels. The individual objectives are connected to economic factors and specific project areas for the individual positions in the organisation.
A selected number of management roles, chosen by the CEO, are also assigned long-term targets in line with the Share Performance Plan created for top management.
In relation to Middle managers, the variable remuneration policy provides for the allocation of individual targets only to a small sample of the population in accordance with the position held and the responsibilities assigned, these objectives are connected to the projects assigned to the responsible management population, with the indicated top-down logic.
The related awards are correlated with the reference organisational cluster, with a logic of increasing complexity of the office held.
With regard to "non-executive" personnel, the performance assessment process is launched annually in order to acquire information concerning the performance and competences of the personnel who have worked with the Company for more than 6 months in the year.
The process involves the definition, by the Compensation and Performance Management unit, in collaboration with the Labour Cost, Labour Law and Payroll and People Business Partners units, with lists of all the Group resources (ENAV, Techno Sky and IDS), that offer the necessary requirements to enter and become part of the scope of people to be assessed. The employees concerned and their evaluators are selected in accordance with their possession of specific individual qualities.
Subsequently, the technical skills and performance evaluation and validation process is launched and managed by means of a specific tool. Following the evaluation process, the Compensation & Performance Management and Careers, Learning & Development units, with the support of the HR managers, promote "calibration" sessions with the first and second-level supervisors in order to make the evaluation metrics as consistent and objective as possible and to identify potential areas of action for individual employees in terms of management (e.g. training, job rotation, or assessment) or salary.
Chief Executive Officer
The ENAV Group is a strategic resource for Italy, one in which innovation, technological development and professional growth are the drivers used to make the most out of all assets.
The development of the operating model, the digitalisation of the Company, the development of new abilities and new business lines, such as drones and new services for the foreign market, create the conditions for relaunching the Group towards increasingly ambitious results compared to those achieved thus far.
The most important projects related to the topic of environment, and above all the Free Route 30 (a flight infrastructure digital innovation project that allows airlines to select the shortest flight trajectory and that has produced and produces every day significant advantages for the airlines and the environment), the implementation of the systems for Satellite Navigation and ACDM (for the reduction in harmful emissions when taxiing aircraft on the ground) are the result of investments that have made ENAV a leader in the international field.
30 The Free Route project is described in detail in the paragraph "We support our customers in becoming more efficient and sustainable: Flight Efficiency Plan and Free Route" in this document.
In particular, these investments were dedicated to:
Participation in experimental programmes for the implementation of new Satellite Navigation systems, which are programmes that permit free route navigation and that together with new operating procedure design techniques (PBN), are already making it possible for ENAV to decommission obsolete ground infrastructures whose performance has been widely surpassed by the resulting innovations.
Replacement of printed communications between controllers who work in the same control tower with information displayed in real time on the radar screen in their work station (EFS – Electronic Flight Strips).
With the new Datalink system, the digital and traditional communication ground-air-ground radio - are integrated, which makes it possible to reduce the risk of misunderstanding radio communications between controllers and pilots.
The management of air traffic needs to be fluid and efficient, also on a supranational level. For this reason, different entities (service providers, airlines, airports, military) must be able to coordinate their data in real time in order to easily cooperate for flight management.
COFLIGHT: a system developed with the French DSNA that makes it possible to further improve the system for the automation of operations, and can be virtualised to provide the service remotely.
Thanks to the innovation and constant professionalisation of resources, the ENAV Group, the first among European Service Providers, has revolutionised the methods for crossing Italy's air space.
In addition to the described activities (in particular, the Free Route), the ENAV Group is working on other innovative projects that will revolutionise our sector.
Air traffic at low density airports will be managed by remote control towers that will be concentrated in two control centres at a national level. In this way, the airports will be able to operate 24/7, with a lower use of resources and energy, opening up to the needs of the airlines for flexibility, thereby making Italy's national economic system more attractive.
AIREON, of which ENAV is a shareholder, provides satellite surveillance services that make it possible for airlines to optimise their flight profiles in areas that are not covered by traditional surveillance, enabling an optimisation of consumptions
This system will indicate to the controller the optimum sequence calculated for separating incoming aircraft at congested airports, thus enabling an important recovery of consumption and a further reduction in delays.
The consolidation of the approaches into Area Control Centres will optimise the approach procedures
From the point of view of technologies, the ENAV Group is concentrating its efforts on the use of the most advanced techniques for the analysis and management of flight data, to examine the possible passage from the level of predictive capacity to the higher prescriptive one. An example of this is the CORA project (Conflict Resolution Advisory) project, which is one of the cutting edge functionalities of en route air traffic control systems. With the present-day capability to report possible conflicts in the trajectories indicated by the aircraft, this system will add the level of "suggestion" with respect to the better and more efficient trajectory to follow in order to avoid conflict.
Speaking of innovation and a sustainable future for the Aviation sector, the development of drones is the last frontier in the development of air traffic.
These vehicles will be increasingly used for the transport and delivery of goods, emergency medical assistance, environmental monitoring, mapping of territory, precision agriculture, inspection of critical infrastructures, and much more still, and all will have to be managed in maximum safety conditions.
For these reasons, in partnership with Leonardo S.p.A. and Telespazio S.p.A., ENAV has launched D-flight, the only platform in Italy and one of the first in Europe for the provision of services to remotely piloted aircraft and to all other types of aircraft that fall into the category of unmanned aerial vehicles (UAV).
Considering the importance of these instruments and considering the amount ENAV is investing, the chapter "A new sustainable challenge: drones" is dedicated to this argument.
Innovation, digitalisation and technological evolution are therefore the means that ENAV has to create an infrastructure that generates safe, sustainable and high-quality solutions in the area of UAVs. This is the objective: to enable the use of drones for business and socially relevant activities, ensuring the integration and coexistence of this new form of transport with the needs and safety of traditional air traffic.
Safety and Security play a strategic role for the company, not only as cornerstones of the core business of ENAV, but also for the stakeholders with which it interfaces. The continuous control of both aspects is guaranteed thanks to the constant commitment of professionals who keep safety and security levels high. It is our people, in fact, who make the difference, working towards a common goal: the safety and security of passengers, infrastructures, information and all company employees. The concept of protection is applied, in all of its facets, both inside as well as outside the company and is an intrinsic value of our strategies and reflects the modus operandi of the organisation Continuous investment in skills, innovation and emerging technologies makes it possible for us to understand and respond to the complexity of the context in which we operate and to engage with our stakeholders in a structured and constant manner.
There is a strong interdependence between the concepts of Safety and Security relating to the risk of an aeronautical accident and aspects of continuity.
In the traditional conceptual model, Safety deals with the measures to be taken to mitigate the risk of an aeronautical accident due to unintentional acts, while Security deals with the measures to be taken to mitigate the risk of an aeronautical accident due to intentional acts.
This model is progressively evolving with the recognition that user's unintentional negligence, imprudence (such as an involuntary failure to implement a precautionary Security measure) or inexperience (incorrect configuration of systems, a deficiency in the Security measures) are elements that fall under Security, as they can result in vulnerabilities in the ATM system that can be exploited by third parties, generating a potential impact on Safety.
Fundamental attention to people and the service of public value are essential terms of reference for Group Security, which is focused on the duty of care from an ethical point of view, more so than regulatory, as its aspiration From this point of view, respect for human rights, the promotion of the value of service and protection of operational continuity are the drivers of our security initiatives for the management of potential risks regarding physical safety, personality of individuals and their basic freedoms, as well as the protection of information linked to Company operations.
The above is part of the Group's sustainable development strategy. In order to contribute even more effectively to the targets of the 2030 Agenda, the ENAV Group has declared the priority of the goals of protection of personnel, infrastructures and information from acts or events that risk being adverse for:
thereby contributing towards the defence of public safety and security of civil aviation.
This policy expresses the Group's commitment to ensure the security of the Group's systems, personnel and systems, as well as the data and information they contain
Its objective is to prevent any undue interference in the provision of air navigation services, and, the violation of the availability, integrity and confidentiality of corporate information
The Security Policy recognises the central value of the duty to protect as a reflection of the corporate social function (art. 41 of the Italian Constitution) and to enhance the human factor and the protection of labour and of workers.
In 2021, activities continued for the supervision of security, which the development of logic that is strongly anchored in the duty of care, not only internally – towards personnel, infrastructures, information, network systems - but also externally to protect the public interest as assigned by law to the Group and, in particular, to ENAV S.p.A.
Security management is in fact based on risk management, which is carried out by means of an iterative process that is defined methodologically through the implementation of international standards, and which involves the entire organisation, as well as the entire supply chain, through the implementation of a principle of partnership and the sharing of objectives also with suppliers. Suppliers are therefore required to comply with the security measures that distinguish the "duty of protection" that has been entrusted to ENAV.
31 Legislative Decree No. 61 dated 11 April 2011, "Implementation of Directive 2008/114/EC on the identification and designation of critical European infrastructures and the assessment of the need to improve their protection"
32 Legislative Decree No. 65 dated 18 May 2018 "Implementation of Directive (EU) 2016/1148 of the European Parliament and of the Council of 6 July 2016 concerning measures for a high common level of security of network and information systems across the Union", including with reference to art. 4 of law No. 242 dated 23 May 1980.
Security activity is based on a risk management analysis process built using the ISO 31000 standard that, on an annual basis, covers the three security domains (physical, personnel and information) from a Group perspective, using a process inspired by the principle of continuous improvement.
The Group Security Management System which, as regards the security of the information and data of ENAV and IDS AirNav, is certified by a Certification Body pursuant to UNI ISO/IEC 27001:2014 standard, was developed further.
The Group's Security Management System confirms, in general, the goals of:
The operative component is supported further by the two Security Operation Centres – for the security of information and physical security - which were enriched further by functions to better express the potentials in the entire life cycle of the security process.
| RISK MANAGEMENT | This is a process that identifies risks i) for the Security of the ENAV Group, ii) for |
|---|---|
| the security of the systems, personnel and information that the Company | |
| receives, produces and uses. The process plans and implements the | |
| countermeasures for reducing Group risks to an acceptable level. | |
| INFORMATION CLASSIFICATION | It supports the correct application, within the context of the business as a whole, |
| of the rules and principles pertaining to the confidentiality of information by | |
| means of defining the confidentiality classification level and determining the | |
| persons authorised to process information, both within the organisation and on | |
| the outside. | |
| PHYSICAL SECURITY |
This process aims at avoiding unauthorised access, damage and interference to |
| MANAGEMENT | Group's staff, technological infrastructures and property by means of protective |
| measures that are commensurate with the nature of the structures, the type of | |
| services performed, its personnel and, more generally, the risk analyses carried | |
| out on the specific installation. | |
| MANAGEMENT OF LOGICAL |
The purpose of the management of logical accesses is to prevent unauthorised |
| ACCESSES AND DATA BACKUP |
accesses to the IT resources of the ENAV Group. The backup and restore activities |
| AND RECOVERY | – operational continuity measures – guarantee the availability and integrity of the |
| information for the pursuit of the Group's mission. | |
| SECURITY EVENT MONITORING |
The activities for monitoring the level of security of the ICT infrastructures aim to |
| AND ICT SECURITY AUDITS | identify any abnormal behaviour and, in the event of an attack or threat, to |
| activate the security incident management process. Conversely, the ICT security | |
| audits verify whether ICT assets comply with the mandatory rules, the "ICT | |
| Security Policy", the Rules of the Security Management System and the applicable | |
| security standards. | |
| REPORTING AND MANAGING |
The main objectives of the incident reporting and handling process, which are |
| SECURITY INCIDENTS | common to the entire Group, are the timely identification of security incidents, |
| the provision of what is necessary to prevent Security-related incidents from | |
| causing greater effects in terms of extent and/or intensity of damage, the | |
| elimination of the causes of the original incident. The Security Operation Centre | |
| is responsible for this. | |
| THREAT INTELLIGENCE | This activity seeks to identify potential threat vectors in advance and to adopt |
| technical, organisational and process countermeasures in real time. | |
| MANAGEMENT OF THE SECURITY | A process has been defined and formalised that, during the activities carried out |
| OF PERSONNEL WORKING |
by the Group abroad, accounts for the short-term and environmental condition |
| ABROAD | in which work will be carried out, preparing specific protective measures and |
| planning of emergency and crisis measures | |
| SECURITY CENTRE |
OPERATION | • The functions of the ENAV Group's Security Operation Centre were extended and integrated with whose of the Computer Emergency Response Team (CERT), thereby increasing the capacity for anticipated detection of monitoring and response. The choral effort of the technological and supervisory components of the Group have facilitated the ability to meet the Security challenges set by the massive recourse to agile working, by developing strong initiatives in terms of growth in awareness and in the Group community culture, and by carrying out strong supervisory action, in particular in the context of the ongoing pandemic. • In this context, specific initiatives were launched, including ones with a non-conventional nature – such as surprise drills and on the job training – with the declared objective of enhancing the critical spirit of the users, soliciting their attention and stimulating the processing of reporting security events, with very satisfactory results indeed. • The Security Operation Centre for physical security and the Information Security Operation Centre cooperate actively to be able to effectively understand the overall situation by collecting and analysing the "faint signals", indicators of potential attack vectors, which are fully integrated into the national security strategy, and which has been recently reinforced by the creation of the National Agency for Cybersecurity • The protection of employees is also expressed by protecting them actively when working abroad, with monitoring and response activities as well as specific training and information activities, which also cover the aspects of understanding cultural diversity and imprinting with respect to the host territories and populations. |
|---|---|---|
| -------------------- | ----------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |
By protecting its personnel, infrastructures and enabling technologies, the ENAV Group defines the clear objectives of prevention, containment and response to those events that could negatively impact the physical persons as well as the continuity of the service provided. This remains an expression of the public value entrusted by the national and European legislator, working for the purpose of responding to the legitimate expectation of the service community, citizens and companies for the prevention of security risks and the effective containment of any negative consequences, with the responsible awareness that it is not possible to obtain 100% security.
The process of creating investment plans and the annual budget fully takes into account the needs for security. Furthermore participation in relevant security processes and the concrete expression of risk management is present transversally and involves every organisational component of the Group.
The Security management system is periodically reviewed by high management, who directly participate in supporting the operative initiatives, and is subjected to periodic, independent examination by certifying bodies and public authorities, who are required by law to use factual elements to measure the effective and efficacy of the management system.
Today, security represent a domain of advanced maturity and actively cooperates with the other areas of risk - in particular with Safety - to reach the objectives of overall security, in the provision of services provided by the Group and for the protection of people and assets, both tangible and intangible, which make up overall the Company's assets.
Due to the effect of the Security Policy and the body of rules and procedures, but especially due to the effect of the greater awareness of the organisation, Security is decisively integrated in all corporate processes, and by design is included in all investment actions, including the provision phases as well as company and institutional relations
The indicators of efficacy of the security management system in place also guarantee the possibility to measure this involvement, which today is also part of a specific regulatory obligation.
| Future goals | Deadline |
|---|---|
| Reinforcement of the security culture, as a constant, iterative process | Annual measure on 31.12 |
| Integrated management of supply chain security processes, which particular concern for critical suppliers or supplies with an impact on the objectives of security and operational continuity |
31.12.2022 |
| Implementation of the technological and process security measures defined in the national cyber security safety strategy |
31.12.2023 |
| Review of the operating model for the travel security processes | 31.12.2022 |
ENAV considers the operational safety level of air traffic control and air navigation services an essential priority. The same applies to operating efficiency and the seamless availability of installations, systems and software used to that end.
Through specific processes, ENAV prevents air accidents and incidents in relation to direct/indirect ATM, correcting and controlling the conditions and precursor behaviours, assessing risks and possible mitigation interventions so that an acceptable level of exposure is achieved and maintained. ENAV also monitors its own performances, verifying the efficiency of Safety processes adopted and ensuring, together with specific activities, the maintenance of personnel skills and the sharing of information relevant to Safety inside and outside the organisation, at the same time reconciling the interdependence of the various performance areas with as many specific performance targets identified at European level for each ANSP/Member State.
The Safety Policy is the formal statement in which the Company ensures the clear definition of the responsibilities of Safety and makes sure that the personnel involved in carrying out Safety-related activities have the necessary skills, the required training and a full awareness of their role.
JUST CULTURE POLICY The Just Culture Policy is a vital and enabling element of the Safety occurrence reporting system: by adopting a "No blame" approach, i.e. by accepting the honest mistake without in any way sanctioning it, ENAV ensures that human resources can work in a climate of trust and free circulation of information useful for the prevention of air incidents and accidents.
In compliance with the requirements of Regulation (EU) No. 373/2017, ENAV has adopted a Safety Management System (SMS) with which it ensures a formal, explicit and proactive approach in the systematic management of Safety organised on the basis of the following main processes:
| Planning of Safety improvement This is an activity through which management sets targets and monitors the process of continuous improvement of Safety. |
Safety training With this process, the training needs of Safety actors (the people that have a role in the management of Safety activities) are defined and the training is provided. |
|---|---|
| Verification in the context of the Safety Management System This is an internal verification system for monitoring the level of application of SMS procedures in the various Company structures. The objective of this activity is also to verify the suitability of the processes established and propose changes, where deemed necessary. |
Safety monitoring With this activity, the indicators and targets needed to measure the organisation's Safety performance are defined. Said parameters are monitored during the year through the production of a report for management. |
| Reporting and analysis of Safety-related events This is an activity through which the reporting and investigation of Safety-related events is implemented. The investigation must be completed within 90 days with the issuing, where necessary, of Safety recommendations for the competent organisational units. |
Safety assessments of the changes to the ATM functional system This process assigns the task of carrying out a preventive analysis of the risks connected with the introduction of changes in the ATM system. Each proposal for change is analysed to evaluate the impact of Safety and to define possible mitigations. |
| Safety assessments of the changes to the ATM functional system This process assigns the task of carrying out a preventive analysis of the risks connected with the introduction of changes in the ATM system. Each proposal for change is analysed to evaluate the impact of Safety and to define possible mitigations. |
Safety promotion Continuous improvement in Safety is not possible if a suitable Safety culture is not present in the organisation. This process assesses, also with periodical surveys, the level of Safety culture at organisational level and proposes initiatives to reinforce it. |
ENAV's Safety Management System is constantly updated and practised by each Company component with the purpose of:
Safety monitoring occurs by measuring specific indicators and makes it possible to have updated information on the status of safety and to identify promptly any measures that might be needed to ensure the Safety of services supplied.
As regards the third Reference Period RP3 (2020–2024), Reg. EU 317/2019 has defined as the single Safety Key Performance Indicator (S-KPI) the '"EoSM: Effectiveness of Safety Management, that is the level of effectiveness of the Safety Management System.
It is divided into the following 5 Management Objectives, which in turn are measured on an increasing scale from A to D:
the EoSM score must reach the following minimum targets to be considered suitable for the requirements of Reg. EU 317/2019 by 2024:
| level D for "Safety Risk Management" |
level C for all the others |
|---|---|
| 77,430.00 | Ongoing operating unit training hours |
|---|---|
| 59,744.00 | Hours of ongoing training |
The restructuring that ENAV has implemented regarding its services in order to face the slow, but gradual increase in air traffic in 2021, was evaluated and updated over time based on the connected change in the associated Safety risks.
Actions involving the ATM functional system (people, procedure and equipment), specific risk assessment activities that are closely correlated to the performance areas of Capacity, Environment and Cost Efficiency, guaranteed the anticipated and expected positive results for the Safety performance area.
Other specific activities made it possible to:
• start, in December 2021, the second phase of the NOSS project - Normal Operations Safety Survey at the Padua area control centre. The NOSS is a methodology that analyses performance in terms of Safety, using observations in "normal operations" mode to identify the strengths and weaknesses of the air traffic management system. Specifically, the programme involves the performance of approx. 120 observations that each last an hour on average in all operating sectors of the Centre;
• prepare the new ENAV Safety Plan for 2022 – 2026. The document indicates the strategic objectives the ENAV Group must pursue to ensure reaching the Safety performance levels set forth in Reporting Period 3 (RP3).
| Future goals | Deadline |
|---|---|
| Realisation of a new Safety Culture Survey. | 2022 |
| Extension of the NOSS process to other Organisational Units | 2022 |
| Implementation of a Safety Dashboard, which allows the operating managers to monitor the Safety performance in real time and not by means of periodic reports. |
2022 |
Safety is completely integrated in corporate processes.
As regards proactive Safety, for example, ENAV started using a quantitative risk assessment system in 2020. This approach, which complies with the new regulation on the certification of ATM/ANS services (Regulation EU 2017/373), is based on the definition of risk models (prepared with the contribution of Eurcontrol and the FAA) that make it possible to not only evaluate the impact of the changes, but also to identify and monitor the risks of each individual Territorial Unit. This latter activity is carried out through the definition of appropriate Unit Safety Cases. Each of them includes the analysis of around 120 elements that constitute the ATM Functional System, which integrates the Human, Equipment and Procedure components, the analysis of ATC barriers that conserve the Safety of the services provided and the analysis of the residual risk with the possible identification of additional mitigation measures, where relevant.
As regards reactive Safety, each occurrence reported in accordance with Reg. EU 276/2014 is properly investigated and all safety recommendations are addressed to the pertinent ENAV organisational structures. The monitoring of Safety performance and the planning of the actions necessary to strengthen it is carried out, on a strategic level, by the Safety Review Board comprised of top management and chaired by the Chief Operating Officer.
ENAV invests heavily to ensure that assets supporting air traffic management services in Italy are consistent with the objectives of technical, financial and performance requirements, and that they comply with quality and performance standards established at national and international levels.
In line with technological changes that are occurring internationally in the sector, ENAV has crafted a technical operations development plan with the aim of remaining competitive on an international stage and maintaining its leadership in technological innovation, in keeping with the Single European Sky requirements. The Business Plan envisages investment in innovative technological platforms and systems for air traffic control for the 2020-2024 period in order to maintain high levels of performance and to ensure maximum safety.
The international situation ensuing from the pandemic has conditioned the plan, diluting its effects for 2020 and 2021, yet maintaining important objectives for some initiatives, including:
On the basis of the development strategies, having as their primary objective the support of air traffic management services in the national territory, in 2021 the ENAV Group invested overall approx. € 76 million through implementation and maintenance projects for operational technological infrastructures, evolution of the ATM technology platform with new operational concepts, infrastructure, equipment and management information systems, with total investments that amount to approximately € 85.6 million.
During the year investments were made to carry out numerous projects, including:
Activation of the new MFU room
Upgrading of weather observation systems with alignment of the SW version with regulation 373, with the possibility of issuing METAR Auto weather reports in 10 airports.
| Main projects realised divided by objective: | Business | Safety | Security | Quality of service |
|---|---|---|---|---|
| Consolidation of APPs (Approaches) into ACCs33: • Implementation of the SW infrastructure and of the communications components for the absorption of the APPs of Ronchi dei Legionari, Lamezia Terme, Verona and Bari into the ACCs of Padua, Rome, Milan and Brindisi respectively. |
X | X | ||
| 4-Flight system34: • Progress in the development of the new ATM (4-Flight) platform, with testing of version B2*; |
X | |||
| Upgrading of airport weather observation systems35: • Upgrading of weather observation systems with alignment of the SW version with regulation 373, with the possibility of issuing METAR Auto weather reports in 10 airports. |
X |
33 a project that entails a shift in the management of approach procedures in several airports towards the competent ACCs, thus obtaining an optimisation of resources.
34 A new-generation operational platform that will be implemented following a new approach to development and maintenance 35 The goal is to align the airport weather system to the new regulations and gradually implement the automation of producing weather reports
| Realisation of the Technical Operation Centre (TOC)36: | X | X | X | |
|---|---|---|---|---|
| • Activation of the first islands of the Technical |
||||
| Operation Centre (TOC): ticketing island, ATM island, | ||||
| Datalink island, ENET island (HAL). | ||||
| Realisation of remote towers37: | X | X | ||
| • Testing of the Local Digital Tower system at |
||||
| the airport of Brindisi, with identification of the | ||||
| requirements for operations; | ||||
| Activation of the virtualised DataCenters of SIO and | X | X | X | |
| DC-OPS638 | ||||
| Implementation of new management systems for the | X | X | X | |
| Airport Towers of strategic airports: | ||||
| • Progress in the development of the AMAN |
||||
| system(Arrivals sequencer) for the ACCs of Rome; | ||||
| Implementation of the current air traffic management | X | X | X | |
| system (SATCAS) for interventions to improve | ||||
| performances and safety. | ||||
| Activation of new routing equipment and | X | X | ||
| multifrequency sites of the Datalink network; |
In line with the objective of putting airlines in the condition of flying in compliance with the highest levels of safety, ENAV, through its own fleet of aircraft, carries out a detailed check of the quality and accuracy of radio-electric radio aid signals both at national and international level (Radar, VOR, DME, VDF, ILS, GNSS, etc.). It also validates flight instrument procedures, thus providing pilots with the assurance of having safe and efficient navigation thanks to ENAV's Flight Inspection and Validation Service.
The mission of the Flight Inspection and Validation unit is to ensure the maximum reliability of air navigation aids and enable carriers to operate safely and efficiently.
General objectives:
The control activity is carried out by 14 pilots and 7 technicians on board (FIO) through a fleet of 4 Piaggio Aero P180 Avanti II aircraft owned by ENAV. The crew is usually composed of 2 pilots and 1 FIO, averaging more than 1,300 flight hours per year. These specially equipped aircraft can perform in-flight checks without
36The goal is also to support changes to ENAV's maintenance processes, which goes beyond the current peripheral maintenance model in favour of a new centralised model that fully exploits all the new virtualisation, remotisation and communication technologies through the complete integration of information, resources and processes
37 This goal will also make it possible to manage the traffic of a certain airport from a remote management centre and will also have long-term environmental impacts, with a reduction in consumption and as a result in emissions
38 This goal is part of the upgrading of the basic infrastructures in order to improve business continuity
the need for ground-based apparatus, obtaining results in real time and at all times in observance of international regulations.
ENAV's Flight Inspection and Validation Service is also involved in research: the aircraft in the fleet are used as technologically innovative laboratories where tests are carried out for the experimentation and validation of new ATM projects.
The high level of performance achieved by the Flight Inspection and Validation unit is also testimony to the fact that, in 2021, a year still characterised by the health care crisis deriving from COVID-19, flight activity produced increased 8.4% on a national level and 6.5% overall compared to the previous year, of which approximately 35% was sold to external clients and of this approximately 85% to foreign clients, thus managing to ensure the provision of the service for all of our clients abroad.
Climate change, pollution and the intensive exploitation of natural resources are threatening the health of the planet. Given this situation, an increasing amount of attention is being placed on the impact that human activities have on the environment and the territory and, as a result, the requirement for innovative systems is being increasingly urgent in order to limit waste, reduce pollution, avoid diseconomies connected to rapid and disorderly growth, create new sustainable development models to the benefit of today's generations and, above all, future generations.
This is where the development of drones comes in, considering that various services can be created, modulated or redesigned through the use of remotely piloted aircraft. Applications are possible in numerous sectors and areas of action: the management of public order, urban safety, logistics activities, agricultural innovation, monitoring of weather conditions, infrastructures, networks and all those territories that are very large or complex to reach.
All these applications make it possible to save a considerable amount of time and resources, and will provide various advantages in the transport sector, which is very carbon-intensive.
For all these reasons, ENAV has decided to invest in the creation of a new group company, D-flight S.p.A., which pursues the development and provision of services for air traffic management for low-flying remotely piloted aircraft (RPA), for all the other types of aircraft that are considered unmanned aerial vehicles (UAV) and all the actives connected with them. Through the development of the U-space platform, which allows for drones to be safely integrated into the civil air space, and based on the provision of various services dedicated to its operators, such as the registration, authentication, identification and management of flight applications and support for mission planning, flight monitoring, emergency management and the recording of flight data, ENAV intends to provide its essential contribution to the development of this innovative form of mobility, guaranteeing above all, as it is in its DNA, the safety of flight operations.
U-Space is the air space below 150 metres, considered as the key element for the safe use of drones in every context and for all types of missions. U-space services evolve in parallel to the level of drone automation and guarantee advanced forms of interaction with the environment (including aircraft with and without a crew), through the exchange of information and digital data.
A continuously increasing number of drones are expected to be used (by 2050 it is expected that about 7.4 million drones will fly in the European skies) in a growing number of industrial and civil areas.
The objective of D-flight is therefore to integrate and make these new needs coexist with traditional aircraft, while keeping the entire air space safe. Our Vision is a world in which drones are common objects that are fully accepted in the daily life of all citizens, which are safely used in urban environments and offer services that are increasingly efficient, innovative, economic and above all sustainable.
For these reasons, we are working with national authorities to accelerate the development and implementation of technologies, infrastructures and services able to make the autonomous flight of drones possible in any permitted operational scenario, with complete safety and efficiency.
Therefore, D-flight wants to actively contribute to the realisation of this vision by supplying enabling technologies that permit the progressive performance of the operations in increasingly complex and challenging operational scenarios.
Table 1. Group size. [GRI 102-7]
| Organisation size | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Reclassified Group revenues | 836,579 | 771,295 | 902,891 | |
| Total liabilities and equity | 2,356,115 | 2,191,412 | 2,111,129 | |
| Liabilities | €000 | 1,193,034 | 1,105,945 | 955,086 |
| Equity | 1,163,081 | 1,085,467 | 1,156,043 |
Table 2. Total number of individuals within the governing bodies39 of the companies by age group and gender. [GRI 405-1]
| 2021 | 2020 | 2019 | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Member s of the governi ng |
Male | Female | Total | Male | Female | Total | Male | Female | Total | |||||||||
| bodies (headco unt) |
no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % |
| less than 30 years old |
0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | - | 0 | - | 0 | - |
| between 30 and 50 |
5 | 25 | 3 | 15 | 8 | 40 | 3 | 15 | 5 | 25 | 8 | 40 | 4 | 33.3 | 0 | - | 4 | 33.3 |
| over 50 | 8 | 40 | 4 | 20 | 12 | 60 | 9 | 45 | 3 | 15 | 12 | 60 | 4 | 33.3 | 4 | 33.3 | 8 | 66.7 |
| Total | 13 | 65 | 7 | 35 | 20 | 100 | 12 | 60 | 8 | 40 | 20 | 100 | 8 | 66.7 | 4 | 33.3 | 12 | 100 |
NOTE: The subsidiary D-Flight SpA was managed by a Sole Director since its establishment until the acquisition of a minority share of the company on 28 February 2019. There were then some changes to the Board first in 2020 and then during 2021.
39 Board of Directors as at 31.12.2021 of ENAV, Techno Sky, IDS AirNav and D-Flight.
| 2021 | 2020 | 2019 | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Members of the governing bodies (headcount ) |
Male | Female | Total | Male | Female | Total | Male | Female | Total | |||||||||
| no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | |
| less than 30 years old |
0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | - | 0 | - | 0 | - |
| between 30 and 50 |
0 | 0 | 2 | 16.5 | 2 | 16.7 | 0 | 0 | 3 | 25 | 3 | 25 | - | 0 | 2 | 33.3 | 2 | 33.3 |
| over 50 | 8 | 67 | 2 | 16.5 | 10 | 83.3 | 8 | 67 | 1 | 8 | 9 | 75 | 4 | 66.7 | 0 | - | 4 | 66.7 |
| Total | 8 | 67 | 4 | 33 | 12 | 100 | 8 | 67 | 4 | 33 | 12 | 100 | 4 | 66.7 | 2 | 33.3 | 6 | 100 |
Table 3. Total number of individuals within the governing bodies40 of the companies by age group and gender. [GRI 405-1]
Table 4. Sanctions assessed for the violation of laws and regulations regarding environmental, social and economic issues and personnel management. [GRI 307-1 and 419-1]
In 2019, 2020 and 2021 there were not any significant monetary or non-monetary sanctions received due to the violation of laws and regulations regarding environmental issues.
In 2019, 2020 there were not any significant monetary or non-monetary sanctions received due to the violation of laws and regulations regarding social and economic issues, whereas in 2021 there was a monetary sanction for a labour law aspect equal to € 146,095.00.
Note: Significant monetary sanction means a sanction of more than €20,000.
40 Board of Statutory Auditors as at 31.12.2021 of ENAV, Techno Sky, IDS AirNav and D-Flight.
Table 5. Number of flight hours carried out by the air fleet broken down by domestic and foreign contracts.
| Flight hours | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Domestic hours | 1,048.93 | 967.30 | 1,014.64 | |
| Abroad | 321.60 | 368.84 | 766.18 | |
| Saudi Arabia | 0 | 0 | 75.67 | |
| Kenya | 0 | 0 | 0 | |
| Eritrea | 0 | 0 | 0 | |
| Uganda | 14.58 | 28.75 | 30.50 | |
| BLUE GNSS | 0 | 0 | 0 | |
| Albania | 13.67 | 4.58 | 17.33 | |
| Lithuania | Hours | 20.75 | 9.17 | 22.41 |
| United Arab Emirates | 0 | 0 | 36.17 | |
| ONDA (Morocco) | 0 | 0 | 160.50 | |
| Qatar | 33.25 | |||
| Phoenic (Romania) | 157.34 | 216.50 | 212.84 | |
| INEA | 0 | 0 | 0 | |
| Cyprus | 0 | 0 | 0 | |
| Croatia | 115.26 | 110.84 | 210.76 | |
| Total | 1,370.53 | 1,337.14 | 1,780.82 |
Table 6. Average response time for extraordinary interventions thanks to the Flight Inspection and Validation service.
| Average response time for extraordinary interventions |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Average response time | Hours | 24 | 24 | 24 |
Table 7. Number of hours of outside training in the classroom by category of recipient.
| Training hours by category | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Private Customer | 6,664 | 4,380 | 5,040 | |
| Business Customer | Hours | 0 | 0 | 14,000 |
| Total | 6,664 | 4,380 | 19,040 |
Table 8. Number of external participants involved in external classroom training by category of recipient.
| Number of third parties involved by category | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Private Customer | 145 | 55 | 14 | |
| Business Customer | No. | 0 | 0 | 277 |
| Total | 145 | 55 | 291 |
Table 9. Results of training carried out in 2021 to promote local development.
| 2021 | 2020 | 2019 | |||||
|---|---|---|---|---|---|---|---|
| Activities carried out | Days | Attendees | Days | Attendees | Days | Attendees | |
| Flight simulation for students of the University of Bologna |
- | - | 2 | 36 | |||
| Instruction at the University of Bologna in the field of Air Traffic Control |
24 | 40 | 24 | 36 | |||
| Total | 24 | 40 | 26 | 72 |
Note: the experience using flight simulators for the students of the University of Bologna has been temporarily suspended due to the health emergency
Table 10. Results of training for local development carried out in 2021.
| 2021 | 2020 | 2019 | |||||
|---|---|---|---|---|---|---|---|
| Activities carried out | Days attended |
Attendees | Days attended |
Attendees | Days attended |
Attendees | |
| Apprenticeship Training | 1,818 | 25 | 171 | 42 | 1,181 | 122 | |
| Teaching visits | - | - | - | - | 984 | 984 | |
| Intercultura (initiative for the benefit of the children of employees) |
- | - | - | - | 2,940 | 12 | |
| Total | 1,818 | 25 | 171 | 42 | 5,105 | 1,118 |
Note: The teaching visits and the intercultura project have been temporarily suspended due to the health emergency.
Table 11. Internal cost to conduct the training for local development.
| Training costs | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Cost for apprenticeship training | 0 | 0 | 340 | |
| Cost for teaching visits | €000 | - | - | 36 |
| Intercultural | - | - | 98 | |
| Total | 0 | 0 | 474 |
Note: The teaching visits and the intercultural project have been temporarily suspended due to the health emergency. Furthermore, the cost for carrying out the apprenticeship training was 0, as this activity was provided by internal staff.
| Investment | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Infrastructures | 76,068 | 77,493 | 109,700 | |
| a) Implementation and maintenance of operational technology infrastructures |
€000 | 44,418 | 39,760 | 71,700 |
| b) Upgrading the ATM platform with new operational concepts |
14,075 | 24,566 | 23,300 |
|---|---|---|---|
| c) Infrastructures and systems | 12,333 | 7,639 | 8,400 |
| d) Management information systems | 5,242 | 5,528 | 6,300 |
Note: 2020 CAPEX of € 91.5 million
Table 13. Customer relations: Average system availability. (Scope: Techno Sky)
| Average system availability | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Percentage of average system availability |
% | 99.98 | 99.97 | 99.98 |
Table 14. Customer relations: Percentage of anomaly resolution on first attempt. (Scope: Techno Sky)
| Resolution of anomalies on first attempt |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Percentage of anomaly resolution on first attempt |
% | 90.00 | 91.00 | 92.00 |
Table 15. Customer relations: Hours for repair and restoration. (Scope: Techno Sky)
| Repair and restoration | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Average repair and restoration times | Minutes | 33.20 | 33.57 | 34.60 |
Table 16. Processing days for measurement confirmation. (Scope: Techno Sky)
| Processing for measurement confirmation |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Average processing time for measurement confirmation of weather sensors |
Days | 14.58 | 14.87 | 12.54 |
| Degree of stakeholder involvement | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Stakeholder Engagement initiatives | no. | 12 meetings (10 web and 2 in person) for the updates. |
Web meeting for updates. Cooperation agreements for structure in relationships and advanced involvement |
14 meetings with CNA (external customer) + 5 internal conferences to improve service quality involving the heads of the local operational units |
| Number of stakeholders involved | A variable number depending on the initiatives. In the case of ramp-up meetings, numerous groups of pilots and airlines |
A variable number depending on the initiative with information forwarded to the majority of the AUs |
More than 40 contacted through various types of communication |
|
| Other | All the activities specified in the cooperation agreements for relations with customers of ATS services. Direct dialogue with the operational line in the case of ramp ups. |
Participation in the initiatives defined in the cooperation agreements. Sharing of feedback to improve the service. |
Information and prior involvement in certain activities and operational projects: PRNAV, restructuring of Milan TMA, CARA procedure, familiarisation of flight crews and ATC teams with their respective environments |
| Number of days for payment of suppliers (ENAV) |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Average payment period for suppliers | 84.47 | 70.7 | 19.7 | |
| Average advance (delay) in relation to contractual conditions |
Days | -93.73 | 51.6 | 20.6 |
| Number of days for payment of suppliers (Techno Sky) |
u.m. | 2021 | 2020 | 2019 |
| Average payment period for suppliers | 40 | 40 | 45 | |
| Average advance (delay) in relation to contractual conditions |
Days | 40.44 | 23.4 | 33 |
| Number of days for payment of suppliers (ENAV Asia Pacific) |
u.m. | 2021 | 2020 | 2019 |
| Average payment period for suppliers | Days | 5 | 5 | 5 |
| Average advance (delay) in relation to contractual conditions |
0 | 0 | 0 | |
|---|---|---|---|---|
| Number of days for payment of suppliers (IDS AirNav) |
u.m. | 2020 | 2019 | |
| Average payment period for suppliers | 23.6 | 27.3 | - | |
| Average advance (delay) in relation to contractual conditions |
Days | - 22 | 34.9 | - |
| Number of days for payment of suppliers (D Flight) |
u.m. | 2021 | 2020 | 2019 |
| Average payment period for suppliers | 60 | 60 | - | |
| Average advance (delay) in relation to | Days | - |
Note: in 2019 IDS AirNav and D-flight were not part of the scope of reporting
Table 19. Investment agreements and significant contracts that include clauses regarding human rights and that were subjected to an assessment regarding human rights. [GRI 412-3]
| Investment agreements and significant contracts that include clauses regarding human rights and that were subjected to an assessment regarding human rights (ENAV) |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of investment agreements and significant contracts |
no. | 1,172 | 1,117 | 1,142 |
| Percentage of investment agreements and significant contracts |
% | 100 | 100 | 100 |
| Investment agreements and significant contracts that include clauses regarding human rights and that were subjected to an assessment regarding human rights (Techno Sky) |
u.m. | 2021 | 2020 | 2019 |
| Number of investment agreements and significant contracts |
no. | 39 | 50 | 25 |
| Percentage of investment agreements and significant contracts |
% | 100 | 100 | 100 |
| Investment agreements and significant contracts that include clauses regarding human rights and that were subjected to an assessment regarding human rights (ENAV Asia Pacific) |
u.m. | 2021 | 2020 | 2019 |
| Number of investment agreements and significant contracts |
no. | 9 | 14 | 10 |
| Percentage of investment agreements and significant contracts |
% | 0 | 0 | 0 |
| Investment agreements and significant contracts that include clauses regarding human rights and that were subjected to an assessment regarding human rights (IDS AirNav) |
u.m. | 2021 | 2020 | 2019 |
| Number of investment agreements and significant contracts |
no. | 213 | 155 | - |
| Percentage of investment agreements and significant contracts |
% | 60 | 44 | - |
|---|---|---|---|---|
| Investment agreements and significant contracts that include clauses regarding human rights and that were subjected to an assessment regarding human rights (d flight) |
u.m. | 2021 | 2020 | 2019 |
| Number of investment agreements and significant contracts |
no. | 6 | 5 | - |
| Percentage of investment agreements and significant contracts |
% | 100 | 100 | - |
Notes:
Investment agreements and significant contracts are understood as supply contracts:
Table 20. Reporting of tax information [GRI 207-4]
Tax jurisdiction Italy, with data relative to the following ENAV S.p.A. entities - Techno Sky S.r.l. - IDS AirNav S.r.l. and D-Flight S.r.l. whose main activities concern "Air traffic control/regulated market, ATC system maintenance, sale on non-regulated markets and UAV traffic control"
| Dimensions | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of employees | N | 4,105 | 4,145 | 4,193 |
| Tax-related data | u.m. | 2020 | 2019 | |
| revenue from sales to third parties | 844,051,944 | 778,224,700 | 908,920,254 | |
| revenue from inter-company transactions with other tax jurisdictions |
306,418 | 459,163 | 647,972 | |
| Profit/loss before taxes | € | 104,697,323 | 79,011,601 | 175,885,214 |
| tangible assets other than liquid assets and cash equivalents |
2,306,012,830 | 2,031,761,584 | 1,804,797,653 | |
| income tax defined based on a cash basis |
15,253,362 | 37,195,978 | 35,159,491 | |
| income tax for companies accrued on profits/losses |
29,130,169 | 22,226,547 | 47,754,169 |
Tax jurisdiction Malaysia, with data related to the following entity ENAV Asia Pacific Sdn Bhd, whose main activities concern "sale on non-regulated markets"
| Dimensions | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of employees | N | 1 | 2 | 2 |
| Tax-related data | u.m. | 2021 | 2020 | 2019 |
| revenue from sales to third parties | 1,071,745 | 2,690,778 | 2,992,354 | |
| revenue from inter-company transactions with other tax jurisdictions |
0 | 0 | 0 | |
| Profit/loss before taxes | € | 198,662 | 991,945 | 1,205,386 |
| tangible assets other than liquid assets and cash equivalents |
685,409 | 890,751 | 1,054,258 | |
| income tax defined based on a cash basis |
97,616 | 192,542 | 332,949 | |
| income tax for companies accrued on profits/losses |
58,880 | 275,906 | 299,215 |
Tax jurisdiction USA, with data related to the following entity ENAV North Atlantic LLC, whose main activities concern "holding"
| Dimensions | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of employees | N | 0 | 0 | 0 |
| Tax-related data | u.m. | 2021 | 2020 | 2019 | |
|---|---|---|---|---|---|
| revenue from sales to third parties | 0 | 845 | 0 | ||
| revenue from inter-company transactions with other tax jurisdictions |
0 | 0 | 0 | ||
| Profit/loss before taxes | € | -56,006 | -78,788 | -80,316 | |
| tangible assets other than liquid assets and cash equivalents |
61,856,054 | 54,623,408 | 54,976,379 | ||
| income tax defined based on a cash basis |
0 | 0 | 0 | ||
| income tax for companies accrued on profits/losses |
0 | 0 | -31,247 |
The following tables show the main non-financial data relating to Chapter 4:
Table 21. Consumption of electricity and fuels for the operation of offices and other facilities (e.g. control towers) and of the car and aircraft fleets (by renewable/non-renewable). [GRI 302-1]
| Supplies | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Electricity | GJ | 243,865.66 | 241,131.29 | 258,057.98 |
| from renewable sources | 1,031.71 | 1,095.28 | 1,067.00 | |
| from non-renewable sources | 242,833.95 | 240,036.00 | 256,990.98 | |
| Of which from non-renewable sources | 187,557.92 | |||
| Of which from GO sources | 55,276.93 | |||
| Fuels for offices and other facilities | 30,184.18 | 24,509.94 | 27,896.58 | |
| Diesel | 5,751.02 | 3,787.48 | 4,117.51 | |
| Natural gas | 24,433.16 | 20,722.46 | 23,779.07 | |
| Fuels for car fleet – company cars | 4,119.33 | 3,743.45 | 4,673.57 | |
| Diesel | 3,019.84 | 3,046.88 | 3,668.50 | |
| Petrol | 1,099.49 | 696.57 | 808.22 | |
| CNG | - | - | 172.28 | |
| LPG | - | - | 24.56 | |
| Fuels for car fleet – mixed-use cars* | 4,119.25 | 3,891.36 | 3,920.34 | |
| Diesel | 3,136.96 | 2,842.35 | 2,747.94 | |
| Petrol | 971.42 | 954.70 | 1,166.03 | |
| CNG | 10.87 | 90.36 | - | |
| LPG | - | 3.94 | 6.36 | |
| Fuels for air fleet | 20,578.98 | 19,691.80 | 26,146.78 | |
| Jet fuel | 20,578.98 | 19,691.80 | 26,146.78 | |
| Total | 302,867.40 | 292,967.84 | 320,695.24 |
*In accordance with the provisions of Article 51, paragraph 4(a), of the Consolidated Income Tax Law, fuel consumption relating to company cars for mixed business and personal use is measured at 70% of the total.
Furthermore, please note that 2019 data were subject to a restatement as a result of updated data that became available after closure of the 2019 non-financial statement. This restatement also has an impact on the total values of energy consumed in 2019 and on the CO₂ emissions reported in the table for GRI 305-1 and 305-2. The items impacted by this adjustment concern, specifically, the consumption of electricity from renewable sources and those of diesel and petrol by the car fleet.
Table 22. Emissions from the consumption of electricity, fuel for the operation of offices and facilities (e.g. control towers), the car and aircraft fleet and emissions from the use of refrigerant gases. [GRI 305-1 and 305-2]
| Emissions | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Location based electricity* | 17,572 | 18,422 | 25,699 | |
| Market based electricity* | 24,464 | 31,064 | 34,500 | |
| Fuel for offices and other facilities | 1,621.95 | 1,309.52 | 1,492.55 | |
| Diesel | 378.38 | 253.10 | 280.02 | |
| Natural gas | 1,243.56 | 1,056.42 | 1,212.54 | |
| Fuel for car fleet – company cars | 268.87 | 247.96 | 312.3 | |
| Diesel | 198.69 | 203.61 | 249.48 | |
| Petrol | 70.19 | 44.35 | 52.56 | |
| CNG | - | - | 8.80 | |
| LPG | t CO₂e | - | - | 1.46 |
| Fuels for car fleet – mixed-use cars** | 268.96 | 255.57 | 263.09 | |
| Diesel | 206.39 | 189.94 | 186.88 | |
| Petrol | 62.01 | 60.78 | 75.83 | |
| CNG | 0.55 | 4.62 | - | |
| LPG | - | 0.23 | 0.38 | |
| Fuels for air fleet | 1,416.65 | 1,355.57 | 1,799.44 | |
| Jet fuel | 1,416.65 | 1,355.57 | 1,799.44 | |
| Total emissions (location based) | 21,148.13 | 21,591.39 | 29,566.47 | |
| Total emissions (market based) | 28,040.43 | 34,232.62 | 38,367.38 | |
| Refrigerant gases | 1,204.89 | 368.56 | 448.96 | |
| Total emissions (location based) | 22,353.02 | 21,959.95 | 30,015.43 | |
| Total emissions (market based) | 29,245.32 | 34,601.18 | 38,816.33 |
*In 2020 and 2021 the Scope 2 emissions inherent to the consumption of electricity are calculated according to the Location Based methodology, using the emission factors published by Ispra and according to the market-based approach using the emission factors published in 2020 by AIB – European Residual Mixes. The Scope 2 Location Based emissions for 2019 inherent to the consumption of electricity were calculating using the emission factors published by Terna. **In accordance with the provisions of Article 51, paragraph 4(a), of the Consolidated Income Tax Law, emissions relating to company cars for mixed business and personal use is measured at 70% of the total. The method used to calculate emissions from fuels uses the emission factors published in 2021 by the Department for Environment Food & Rural Affairs. ***In 2021, for the market-based methodology, the emissions factor published by AIB 2020 -European Residual Mixes was used for energy from the grid, whereas for the electric energy covered by a guarantee of origin (GO), a specific factor modelled in Ecoinvent 3.7.1 was used, (amounting to 0.03732 kg CO2/kWh) was adopted, taking into account 33.3% of electricity generation from photovoltaics, 33.3% from hydroelectric power and the remaining 33.3% from wind farms.**** Refrigerant gas data are reported for the first time in this NFS. In 2019-2020 this calculation was based on an estimate of gas leakages (assumed fixed leakages 2%). In 2021, however, actual data were used due to refinements in the data collection and calculation process. For 2019, 2020 and 2021, 100% of the perimeter was covered.
Table 23. Emissions avoided thanks to the production of electricity by current photovoltaic systems. [GRI 305-5]
.
| Reduction of emissions | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Reduction of Co₂e (Scope2) | t CO₂e | 93.74 | 113 | 141 |
In 2021 approximately 74.66 tCO₂ₑ were avoided thanks to the consumption of self-produced energy from renewable sources (in 2020 they equalled 84.06 tCO₂ₑ, in 2019 106.70 tCO₂ₑ). In the 2022 Sustainability Report, the calculation of the reduction of emissions deriving from improvements in energy efficiency also includes the projects for the installation of LEDs and the improvement in climate control systems
| Emissions | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Fuel and Energy | 6,994.05 | 4,483.57 | 6,748.00 | |
| Employee commuting |
7,086.22 | 6,489.77 | 6,290.00 | |
| Capital goods | 28,601.97 | 29,601.13 | 31,446.00 | |
| Purchased goods and services |
T CO2e | 12,134.49 | 10,665.64 | 18,928.00 |
| Others | 161.39 | 116.73 | 408.00 | |
| Business Travel | 443.19 | 332.57 | 1260.00 | |
| Scope 3 total | 55,421.30 | 51,689.42 | 65,080.00 |
Note: For the calculation of the Group's Scope 3 emissions for 2020 and 2021, emissions factors became available that are considered to be more representative for the reported categories as compared to the calculation made for 2019. This change concerns the specific emission factors and therefore is not a methodological change, as the approach used for the entire three-year period remains "spend-based" (emissions factors based on economical expense) for the "Capital Goods" and "Purchased goods and services" categories, and "physical-based" for the remaining categories. The updating of the emissions factors made it possible to better represent the specific characteristics of the reference sector, including greater geographic detail relating to Group expense and more precise product details, based on the purchases in the sector in which the company operates.
It is also worth mentioning that the "Waste" and "Upstream transportation and distribution" categories falling under the item "Others" have been merged, as they each account for 0.1% of total Scope 3 emissions.
In particular, as concerns "Business Travel", the only Scope 3 category reported in the previous editions of the NFS, the new emission factors used (source: Defra), and applied also to 2020, do not distinguish between short-haul and long-haul flights. The values reported in the previous NFS in reference to this category are a total of 265 tCO₂e for 2020, of which referring to air travel equal to 264 tCO₂e (data calculated using the emission factors of both short and long-haul flights)
The Others category also includes data related to the "Waste" and "Upstream transportation and distribution" category.
Table 25. Reductions in routes and related impact the Italian Flight Efficiency Plan (FEP) project, highlighting the result since the beginning of the FEP project.
| Main results achieved | u.m. | 2021 | 2020 | 2019 | Total 2016-2020 | ||
|---|---|---|---|---|---|---|---|
| Reduction of routes | km | -12,710,000 | -7,237,000 | -14,888,188 | - 56,116,835 | ||
| Reduction of fuel used |
kg | -52,789,000 | -29,623,000 | -54,669,000 | -215,468,500 | ||
| Reduction of CO₂ emissions |
kg CO₂ |
-166,285,350 | -93,312,450 | -172,207,350 | -678,725,775 |
Table 26 Waste generated [GRI 306-3];
| Type of hazardous waste | u.m. | Waste recycled 2021 |
Waste disposed of 2021 | Total waste 2021 |
|---|---|---|---|---|
| Batteries from accumulators |
52.35 | 0 | 52.35 | |
| Waste engine oil, gear oil and lubricating oils |
t. | 5.00 | 0 | 5.00 |
| Waste from electrical and electronic equipment |
7.10 | 0 | 7.10 | |
| Other waste | 4.82 | 1.65 | 6.47 | |
| Total | 69.27 | 1.65 | 70.92 |
41 Emissions associated with business travel
| Type of non-hazardous waste |
u.m. | Waste recycled 2021 |
Waste disposed of 2021 | Waste generated 2021 |
|
|---|---|---|---|---|---|
| Other municipal waste (septic tank sludge, bulky waste) |
18.77 | 111.11 | 129.88 | ||
| Packaging (including separately collected municipal packaging waste) |
29.20 | 0 | 29.20 | ||
| Metals (including their alloys) |
t. | 24.26 | 0 | 24.26 | |
| Waste from electrical and electronic equipment |
96.68 | 0 | 96.68 | ||
| Other waste | 16.21 | 1.29 | 17.50 | ||
| Total | 185.12 | 112.40 | 297.52 |
Table 27 Total weight of waste diverted from disposal and waste directed to disposal. [GRI 306-4; 306-5]
| Hazardous waste | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Total hazardous waste | 70.92 | 55.64 | 96.59 | |
| Landfill disposal | t | 1.65 | 1.17 | 4.43 |
| Sent for recycling | 69.27 | 54.47 | 92.16 |
| Non-hazardous waste | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Total | 297.52 | 196.55 | 219.21 | |
| Landfill disposal | t | 112.40 | 66.61 | 106.72 |
| Sent for recycling | 185.12 | 129.94 | 112.49 |
Note: All waste is managed at external sites
The following tables show the main non-financial data relating to Chapter 7:
Table 28. Total number of employees by Group company. [GRI 102-8]
| Total number of employees in the Group | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| ENAV | 3,295 | 3,330 | 3,317 | |
| Techno SKY | no. | 658 665 |
730 | |
| IDS AirNav | 152 | 150 | - | |
| ENAV Asia Pacific | 1 | 2 | 2 | |
| ENAV North Atlantic | - | - | - | |
| Total | 4,106 | 4,147 | 4,049 |
Note: please note that d-flight has 7 seconded employees (of which 5 ENAV, 1 IDS AirNav and 1 Techno Sky), and 4 seconded from Leonardo and Telespazio.
| 2021 | 2020 2019 |
|||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Employees (headcount) |
Male | Female | Total | Male | Female | Total | Male | Female | Total | |||||||||
| no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | no. | % | |
| Senior management |
46 | 1.1 | 4 | 0.1 | 50 | 1.2 | 51 | 1.2 | 5 | 0.1 | 56 | 1.4 | 48 | 1.2 | 4 | 0.1 | 52 | 1.3 |
| less than 30 years old |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - |
| between 30 and 50 |
7 | 0.2 | 1.0 | 0.0 | 8 | 0.2 | 9 | 0.2 | 4 | 0.1 | 13 | 0.3 | 10 | 0.2 | 3 | 0.1 | 13 | 0.3 |
| over 50 | 39 | 0.9 | 3.0 | 0.1 | 42 | 1.0 | 42 | 1.0 | 1 | 0.0 | 43 | 1.0 | 38 | 0.9 | 1 | 0.1 | 39 | 1.0 |
| Middle management |
351 | 8.5 | 61 | 1.5 | 412 | 10.0 | 355 | 8.6 | 62 | 1.5 | 417 | 10.1 | 343 | 8.5 | 55 | 1.4 | 398 | 9.8 |
| less than 30 years old |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - |
| between 30 and 50 |
99 | 2.4 | 25 | 0.6 | 124 | 3.0 | 109 | 2.6 | 26 | 0.6 | 135 | 3.3 | 104 | 2.6 | 22 | 0.5 | 126 | 3.1 |
| over 50 | 252 | 6.1 | 36 | 0.9 | 288 | 7.0 | 246 | 5.9 | 36 | 0.9 | 282 | 6.8 | 239 | 5.9 | 33 | 0.8 | 272 | 6.7 |
| Office staff | 2,84 2 |
69.2 | 767 | 18.7 | 3,60 9 |
87.9 | 2,853 | 68.8 | 780 | 18.8 | 3,633 | 87.6 | 2,789 | 68.9 | 769 | 19.0 | 3,558 | 87.9 |
| less than 30 years old |
162 | 3.9 | 23 | 0.6 | 185 | 4.5 | 165 | 4.0 | 28 | 0,7 | 193 | 4.7 | 148 | 3,7 | 30 | 0,7 | 178 | 4.4 |
| between 30 and 50 |
1,63 1 |
39.7 | 433 | 10,5 | 2,06 4 |
50,3 | 1,667 | 40,2 | 446 | 10,8 | 2,113 | 51.0 | 1,693 | 41,8 | 440 | 10,9 | 2,133 | 52.7 |
| over 50 | 1,04 9 |
25.5 | 311 | 7,6 | 1,36 0 |
33,1 | 1,021 | 24,6 | 306 | 7,4 | 1,327 | 32.0 | 948 | 23,4 | 299 | 7,4 | 1,247 | 30.8 |
| Blue collar | 35 | 0.9 | - | - | 35 | 0,9 | 41 | 1,0 | - | 41 | 1,0 | 41 | 1.0 | - | - | 41 | 1,0 | |
| less than 30 years old |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - |
| between 30 and 50 |
18 | 0,4 | - | - | 18 | 0,4 | 23 | 0.6 | - | - | 23 | 0.6 | 24 | 0.6 | - | - | 24 | 0.6 |
| over 50 | 17 | 0,4 | - | - | 17 | 0,4 | 18 | 0.4 | - | - | 18 | 0.4 | 17 | 0.4 | - | - | 17 | 0.4 |
| Total | 3,27 4 |
79.7 | 832 | 20.3 | 4,10 6 |
100 | 3,300 | 79.6 | 847 | 20.4 | 4,147 | 100 | 3,221 | 79.6 | 828 | 20.4 | 4,049 | 100 |
| Employees | 2021 | 2020 | 2019 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| (headcount) | u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total |
| Fixed-term contract |
1 | - | 1 | - | - | - | - | - | - | |
| Italy | 1 | - | 1 | - | - | - | - | - | - | |
| Americas | - | - | - | - | - | - | - | - | - | |
| Asia | - | - | - | - | - | - | - | - | - | |
| Other - Europe | - | - | - | - | - | - | - | - | - | |
| Open-ended contract |
no. | 3,273 | 832 | 4,105 | 3,300 | 847 | 4,147 | 3,221 | 828 | 4,049 |
| Italy | 3.273 | 831 | 4,104 | 3,300 | 845 | 4,145 | 3,221 | 826 | 4,047 | |
| Americas | 0 | 0 | 0 | - | - | - | - | - | - | |
| Asia | 0 | 1 | 1 | - | 2 | 2 | - | 2 | 2 | |
| Other - Europe | 0 | 0 | 0 | - | - | - | - | - | - | |
| Total | 3,274 | 832 | 4,106 | 3,300 | 847 | 4,147 | 3,221 | 828 | 4,049 |
Table 30. Total number of employees by contract type, geographical area (where they are employed), and gender. [GRI 102-8]
| Table 31. Total number of employees by type of employment and gender. [GRI 102-8] | |||||||
|---|---|---|---|---|---|---|---|
| ----------------------------------------------------------------------------------- | -- | -- | -- | -- | -- | -- | -- |
| Employees | u.m. | 2021 | 2020 | 2019 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| (headcount) | Male | Female | Total | Male | Female | Total | Male | Female | Total | |
| Full-time employees |
3,264 | 807 | 4,071 | 3,282 | 814 | 4,096 | 3,211 | 803 | 4,014 | |
| Part-time employees |
no. | 10 | 25 | 35 | 18 | 33 | 51 | 10 | 25 | 35 |
| Total | 3,274 | 832 | 4,106 | 3,300 | 847 | 4,147 | 3,221 | 828 | 4,049 |
| 2021 | 2020 | 2019 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Number of new hires | u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total |
| Italy | 226 | 20 | 246 | 138 | 11 | 149 | 154 | 19 | 173 | |
| less than 30 years old | 176 | 16 | 192 | 116 | 8 | 124 | 141 | 18 | 159 | |
| between 30 and 50 | 48 | 4 | 52 | 21 | 2 | 23 | 12 | 1 | 13 | |
| over 50 | 2 | - | 2 | 1 | 1 | 2 | 1 | - | 1 | |
| Americas | - | - | - | - | - | - | - | - | - | |
| less than 30 years old | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| between 30 and 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| over 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| Asia | - | - | - | - | - | - | - | - | - | |
| less than 30 years old | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| between 30 and 50 | no. | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - |
| over 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| Other - Europe | - | - | - | - | - | - | - | - | - | |
| less than 30 years old | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| between 30 and 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| over 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| Total | 226 | 20 | 246 | 138 | 11 | 149 | 154 | 19 | 173 | |
| less than 30 years old | 176 | 16 | 192 | 116 | 8 | 124 | 141 | 18 | 159 | |
| between 30 and 50 | 48 | 4 | 52 | 21 | 2 | 23 | 12 | 1 | 13 | |
| over 50 | 2 | 0 | 2 | 1 | 1 | 2 | 1 | - | 1 |
Table 32. Number of new hires by age group, gender, and geographical area. [GRI 401-1]
Note: the calculation of the number of new hires also includes employees with a fixed-term pseudo pilot contract (167 for 2021, 97 for 2020; 105 for 2019)
Inter-company transfers for 2021 included:
ENAV hired 8 IDS employees, comprising: 1 woman between the ages of 30 and 50, and 7 men, of which 3 between the ages of 30 and 50 and 4 above the age of 50.
ENAV hired 1 employee from Techno Sky: 1 man above the age of 50.
Finally, among the new hires and employees who left the Group, there were no employees who changed their professional category.
As can be seen in the tables below, the increase in the number of hire is mainly due to fixed-term recruitments. In 2021, 167 technical operators (pseudo pilots) were hired, which are used in training activities for air traffic controllers. Specifically, in comparison to the previous year, the training calendar was intensified due to needs resulting from the back to normal state following the pandemic emergency. These contracts were concluded during the same year.
| 2021 | 2020 | 2019 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Employees who left the Group |
u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total |
| Italy | 252 | 34 | 286 | 172 | 25 | 197 | 215 | 26 | 241 | |
| less than 30 years old | 155 | 13 | 168 | 93 | 8 | 101 | 99 | 9 | 108 | |
| between 30 and 50 | 15 | 0 | 15 | 12 | 1 | 13 | 26 | 1 | 27 | |
| over 50 | 82 | 21 | 103 | 67 | 16 | 83 | 90 | 16 | 106 | |
| Americas | - | - | - | - | - | - | - | - | - | |
| less than 30 years old | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| between 30 and 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| over 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| Asia | 0 | 1 | 1 | - | - | - | - | - | - | |
| less than 30 years old | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| between 30 and 50 | no. | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - |
| over 50 | 0 | 1 | 1 | 0 | 0 | - | 0 | 0 | - | |
| Other - Europe | 0 | 0 | 0 | - | - | - | - | - | - | |
| less than 30 years old | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| between 30 and 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| over 50 | 0 | 0 | - | 0 | 0 | - | 0 | 0 | - | |
| Total | 252 | 35 | 287 | 172 | 25 | 197 | 215 | 26 | 241 | |
| less than 30 years old | 155 | 13 | 168 | 93 | 8 | 101 | 99 | 9 | 108 | |
| between 30 and 50 | 15 | 0 | 15 | 12 | 1 | 13 | 26 | 1 | 27 | |
| over 50 | 82 | 22 | 104 | 67 | 16 | 83 | 90 | 16 | 106 |
Table 33. Number of employees who left the Group, by age, gender, and geographical area. [GRI 401-1]
Note: the calculation of the number of employees who left the Group also includes employees with a fixed-term pseudo pilot contract (167 for 2021, 97 for 2020, 105 for 2019; 126 for 2018). The number of employees who left the group includes an employee who ended the work relationship on 31.12.2019 (last day of work). The number of employees who left the group does not include those who ended the work relationship on 31.12.2020.
. Furthermore, during 2020, 70 inter-group transfers were recorded, as follows:
for Techno Sky, 69 employees left to be hired by ENAV, comprising:
28 women, of whom: 0 employees <30 years old; 5 employees between 30 and 50; 23 employees >50.
41 men, of whom: 0 employees <30 years old; 10 employees between 30 and 50 years old; 31 employees >50.
For IDS AirNav, 1 employee left to be hired by ENAV, specifically:
| Table 34. Turnover rate. [GRI 401-1] | ||
|---|---|---|
| -- | -------------------------------------- | -- |
| u.m. | 2021 | 2020 | 2019 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Turnover rate | Male | Female | Total | Male | Female | Total | Male | Female | Total | ||
| Italy | 7.7 | 4.09 | 6.97 | 5.2 | 3.0 | 4.8 | 6.7 | 3.1 | 6 | ||
| Americas | % | - | - | - | - | - | - | - | - | - | |
| Asia | - | 100 | 100 | - | - | - | - | - | - |
| Other - Europe | - | - | - | - | - | - | - | - | - |
|---|---|---|---|---|---|---|---|---|---|
| Total | 7.7 | 4.21 | 6,99 | 5.2 | 3.0 | 4.8 | 6.7 | 3.1 | 6 |
Table 35. Rate of new hires. [GRI 401-1]
| Rate of new | 2021 | 2020 | 2019 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| hires | u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total | |
| Italy | 6.9 | 2.41 | 5.99 | 4.2 | 1.3 | 3.6 | 4.8 | 2.3 | 4.3 | ||
| Americas | - | - | - | - | - | - | - | - | - | ||
| Asia | % | - | - | - | - | - | - | - | - | - | |
| Other - Europe |
- | - | - | - | - | - | - | - | - | ||
| Total | 6.9 | 2.4 | 5.99 | 4.2 | 1.3 | 3.6 | 4.8 | 2.3 | 4.3 |
Table 36. Number of hours of classroom and e-learning training in operational issues by gender and category.
| Training | 2021 | 2020 | 2019 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| hours by gender and level |
u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total | |
| Senior manageme nt |
3 | 0 | 3 | 0 | 0 | 0 | 26 | - | 26 | ||
| Middle manageme nt |
Hours | 354 | 0 | 354 | 112 | 32 | 144 | 426 | 85 | 511 | |
| Office staff | 105,577 | 8,224 | 113,801 | 96,586 | 3,092 | 99,678 | 83,690 | 8,054 | 91,744 | ||
| Blue collar | 200 | 0 | 200 | 363 | 0 | 363 | 32 | - | 32 | ||
| Total | 106,134 | 8,224 | 114,358 | 97,061 | 3,124 | 100,185 | 84,174 | 8,139 | 99,313 |
Note: Furthermore, 2020 data for operational training was restated as a result of updated data that became available after closure of the 2020 NFS.
Table 37. Number of hours of classroom and e-learning training by gender and category, including anti-corruption training.
| Training | 2021 | 2020 | 2019 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| hours by gender and level |
u.m. | Male | Women | Total | Male | Female | Total | Male | Female | Total |
| Senior management |
772 | 16 | 788 | 995 | 38 | 1,033 | 1,564.5 | 59 | 1,623 | |
| Middle management |
3,941 | 1,080 | 5,021 | 4,465 | 1,190 | 5,655 | 3,639 | 989,5 | 4,682.5 | |
| Office staff | Hours | 22,522 | 5,888 | 28,410 | 15.306 | 6,231 | 21,537 | 17,244 | 6,599 | 23,843 |
| Blue collar | 299 | 0 | 299 | 146 | - | 146 | 283 | - | 283 | |
| Total | 27,534 | 6,984 | 34,518 | 20,912 | 7,459 | 28,371 | 22,730.5 | 7,647. 5 |
30,378 |
Note: training refers to specialist managerial, legal and language training
Table 38. Number of hours of classroom and e-learning training on occupational health and safety issues by gender and category.
| Training hours by |
2021 | 2020 | 2019 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| gender and level |
u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total | |
| Senior management |
132 | - | 132 | 32 | 0 | 32 | 68 | - | 68 | ||
| Middle management |
670 | 46 | 716 | 448 | 52 | 500 | 761 | 47 | 808 | ||
| Office staff | Hours | 7,587 | 574 | 8,161 | 7,256 | 493 | 7,749 | 12,892 | 1,543 | 14,537 | |
| Blue collar | 96 | 0 | 96 | 356 | - | 356 | 736 | - | 736 | ||
| Total | 8,485 | 620 | 9,105 | 8,092 | 545 | 8,637 | 14,457 | 1,590 | 16,047 |
Table 39. Number of hours of classroom and e-learning training on environmental issues.
| Training hours | u.m. | 2021 | 2020 | 2019 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| by gender and level |
Male | Female | Total | Male | Female | Total | Male | Female | Total | |
| Senior management |
1- | 1- | 2- | 45 | 8 | 53 | - | - | - | |
| Middle management |
364 | 49 | 85 | 186 | 30 | 216 | - | - | - | |
| Office staff | Hours | 160 | 27 | 187 | 928 | 108 | 1,036 | - | - | - |
| Blue collar | - | - | - | 10 | - | 10 | - | - | - | |
| Total | 197 | 77 | 274 | 1,169 | 146 | 1,315 | - | - | - |
Note: no courses in this area were held in 2019.
| Hours of training | 2021 | 2020 | 2019 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| (classroom and e learning) |
u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total |
| Total number of training hours provided to employees |
Hours | 142,35 1 |
15,904 | 158,25 5 |
127,23 4 |
11,274 | 138,50 8 |
121,362 | 17,376 | 138,738 |
| Total number of employees |
No. | 3,274 | 832 | 4,106 | 3,300 | 847 | 4,147 | 3,221 | 828 | 4,049 |
| Average employee training hours |
Hours /no. |
43 | 19 | 39 | 39 | 13 | 33 | 38 | 21 | 34 |
| Total number of training hours provided to senior management |
Hours | 908 | 17 | 925 | 1,072 | 46 | 1,118 | 1,659 | 59 | 1,718 |
| Total number of senior managers |
No. | 46 | 4 | 50 | 51 | 5 | 56 | 48 | 4 | 52 |
| Average training hours provided to senior management |
Hours /no. |
20 | 4 | 19 | 21 | 9 | 20 | 35 | 15 | 33 |
| Total number of training hours provided to middle management |
Hours | 5,001 | 1,175 | 6,176 | 5,211 | 1,304 | 6,515 | 4,826 | 1,121 | 5,947 |
| Total number of middle managers |
No. | 351 | 61 | 412 | 355 | 62 | 417 | 343 | 55 | 398 |
| Average training hours provided to |
Hours /no. |
14 | 19 | 15 | 15 | 21 | 16 | 14 | 20 | 15 |
| middle | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| management | ||||||||||
| Total number of training hours provided to office staff |
Hours | 135,84 7 |
14,712 | 150,55 9 |
120,07 6 |
9,924 | 130,00 0 |
113,826 | 16,196 | 130,022 |
| Total number of office workers |
No. | 2,842 | 767 | 3,609 | 2,853 | 780 | 3,633 | 2,789 | 769 | 3,558 |
| Average training hours provided to office staff |
Hours /no. |
48 | 19 | 42 | 42 | 13 | 36 | 41 | 21 | 37 |
| Total number of training hours provided to blue collar workers |
Hours | 595 | 0 | 595 | 875 | 0 | 875 | 1,051 | 0 | 1,051 |
| Total number of blue collar workers |
No. | 35 | - | 35 | 41 | - | 41 | 41 | - | 41 |
| Average training hours provided to blue collar workers |
Hours /no. |
17 | - | 17 | 21 | - | 21 | 26 | - | 26 |
Note: Refer to the note in table 36
Table 41. Number of ongoing training hours by gender.
| Ongoing training | 2021 | 2020 | 2019 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| hours by gender and category |
u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total |
| Employees | Hours | 53,172 | 6,572 | 59,744 | 67,618 | 8,358 | 75,976 | 56,208 | 6,310 | 62,518 |
Table 42. Number of employees involved in ongoing training by gender.
| Number of employees involved by gender |
2021 | 2020 | 2019 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total | |
| Employees | No. | 1,769 | 241 | 2,010 | 1,854 | 261 | 2,115 | 1,828 | 203 | 2,031 |
Table 43. Number of ongoing operating unit training hours by gender.
| Ongoing operating unit | 2021 | 2020 | 2019 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| training hours by u.m. gender and category |
Male | Femal e |
Total | Male | Female | Total | Male | Female | Total | |
| Employees | Hours | 65,041 | 12,389 | 77,430 | 19,591 | 3,621 | 23,212 | 43,729 | 2,300 | 46,029 |
Table 44. Number of employees involved in ongoing operating unit training by gender.
| Number of employees | 2021 | 2020 | 2019 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| involved by gender and category |
u.m. | Male | Female | Total | Male | Female | Total | Male | Female | Total |
| Employees | No. | 440 | 65 | 505 | 307 | 48 | 355 | 335 | 18 | 353 |
Table 45. Number of incidents of discrimination and actions taken. [GRI 406-1]
| Incidents of discrimination | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of incidents of discrimination re-ported | 0 | 0 | 0 | |
| Number of incidents examined by the company | no. | 0 | 0 | 0 |
| Number of remediation plans defined | 0 | 0 | 0 |
| Number of remediation plans implemented | 0 | 0 | 0 |
|---|---|---|---|
| Number of incidents no longer subject to remediation |
0 | 0 | 0 |
Table 46. Number of new grievances with employees.
| Number of pending grievances with employees |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of new grievances with employees |
no. | 48 | 51 | 43 |
Table 47. Number of new grievances with employees.
| Number of new grievances with employees |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of new grievances with employees |
no. | 11 | 13 | 26 |
Table 48. Percentage of employees covered by collective bargaining agreements. [GRI 102-41]
| Percentage of employees covered by collective bargaining agreements |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Percentage of employees covered by collective bargaining agreements |
% | 100 | 99.95 | 100 |
Note: Senior management is excluded from the calculation.
Table 49. Percentage of employees registered with a union.
| Percentage of employees registered with a union |
u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Percentage of employees registered with a union |
% | 67 | 68 | 66 |
Note: senior management is excluded from the calculation
Table 50. Number of strikes.
| Number of strikes | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of strikes | no. | 16 | 6 | 9 |
Table 51. Number of strike hours.
| Number of strike hours | u.m. | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of strike hours | No. | 240 | 84 | 116 |
Table 52. Number of recordable work injuries, injury rate and number of hours worked by employees. [GRI 403-9]
| Employees | u.m. | 2021 | 2020 | 2019 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Male | Female | Total | Male | Female | Total | Male | Female | Total | ||
| Total recordable injuries at work |
6 | 1 | 7 | 10 | 2 | 12 | 11 | 2 | 13 | |
| Recordable injuries at work (with the exclusion of injuries with serious consequences) |
no. | 6 | 1 | 7 | 8 | 2 | 10 | 11 | 2 | 13 |
| Number of injuries at work with serious consequences (with the exclusion of deaths) |
0 | 0 | 0 | 2 | 0 | 2 | 0 | 0 | 0 | |
| Deaths following injuries at work |
0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| Number of hours worked42 |
4,752,198 | 1,158,156 | 5,910,354 | 4,321,669 | 1,091,212 | 5,412,881 | 4,613,816 | 1,082,311 | 5,696,127 | |
| death rate resulting from injuries at work |
0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| death rate at work with serious consequences |
no. | 0 | 0 | 0 | 0.46 | 0 | 0.37 | 0 | 0 | 0 |
| rate of recordable injuries at work |
1.26 | 0.86 | 1.18 | 2.31 | 1.83 | 2.22 | 2.38 | 1.85 | 2.28 |
Note: The indices are calculated as follows: Death rate resulting from injuries at work (no. deaths/no. of hours worked) x 1,000,000; Injury rate at work with serious consequences: (No. of injuries with serious consequences/no. of hours worked) x 1,000,000; Rate of recordable injuries at work: (No. of recordable injuries at work/No. of hours worked) x 1,000,000. Commuting accidents are included among recordable and reported workplace accidents only if the transport was organised by the company.
The total number of hours worked by non-employees of the ENAV Group in 2021 was estimated at 208,970 hours. The categories taken into consideration for the calculation of the estimated hours were as follows: maintenance and certification services, cleaning services and the canteen service, postal services and transport services, as they are considered significant based on the exposure to risk of injury at work and the categories included consistently every year. . Currently, data for hours worked by non-employees broken down by gender and type of accident are not available. The ENAV Group undertakes to collect such data for all of Italy starting from the 2022 financial year.
It should be noted that in February 2021, the Group's Prevention and Protection unit recorded an accident involving a non-employee blue collar worker, who was engaged in a worksite activity for the supply and installation of the new TWR cabin for the Alghero airport. The rate of recordable injuries at work is equal to 4.8.
| 2021 | 2020 | 2019 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Injury by type | u.m. | Male | Femal e |
Total | Male | Femal e |
Total | Male | Femal e |
Total |
| Injury with a company vehicle |
1 | 0 | 1 | 0 | 0 | 0 | 1 | 0 | 0 | |
| Struck by a car | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| Injury with a private vehicle |
0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| Fall and/or unsuitable movement |
no. | 1 | 1 | 2 | 6 | 1 | 7 | 5 | 2 | 7 |
| Manual handling of loads |
1 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | |
| Crushing and/or contusion |
1 | 0 | 1 | 2 | 0 | 2 | 0 | 0 | 0 | |
| Other causes of injury | 2 | 0 | 1 | 2 | 1 | 2 | 5 | 0 | 5 | |
| Total | 6 | 1 | 7 | 10 | 2 | 12 | 11 | 2 | 13 |
| GRI STANDARDS | Disclosure | Reference page | Omission |
|---|---|---|---|
| General Disclosure | |||
| 102-1 Name of the organisation | 12-13 | ||
| 102-2 Activities, brands, products and services |
7-11 | ||
| 102-3 Location of the main office | ENAV's registered office is in Rome, in Via Salaria 716 |
||
| 102-4 Location of the activities | 7-11 | ||
| 102-5 Ownership and legal status | 12-13; 38-39; 51-60 | ||
| 102-6 Markets served | 7-11 | ||
| 102-7 Dimension of the organisation | 7-11; 147-148; 161 | ||
| GRI 102: General Disclosures 2016 |
102-8 Information about employees and other workers |
106-108; 147-148; 160-161 |
|
| 102-9 Supply chain | 72-74 | ||
| 102-10 Significant changes to the organisation and its supply chain |
7-11; 72-74 | ||
| 102-11 Principle of precaution | 60-64 | ||
| 102-12 External initiatives | 44-50 | ||
| 102-13 Membership in associations | 44-50 | ||
| 102-14 Declaration of a top manager | 4-5 | ||
| 102-15 Key impacts, risks and opportunities |
59-64 | ||
| 102-16 Values, principles, standards and code of conduct |
7-11; 51-72 | ||
| 102-18 Governance structure | Report on corporate governance and ownership structure; 51-59; 148 |
||
| 102-24 Appointment and selection of the highest governing body |
Report on corporate governance and ownership structure; 51-59 |
| 102-40 List of stakeholder groups | 30-34 | ||
|---|---|---|---|
| 102-41 Collective bargaining agreement |
123-124; 168 | ||
| 102-42 Identification and getting to know the stakeholders |
30-34 | ||
| 102-43 Method of stakeholder involvement |
30-34; 152 | ||
| 102-44 Issues and key critical aspects raised |
14-17; 30-34 | ||
| 102-45 Parties involved in the consolidated financial statements |
12-13 | ||
| 102-46 Definition of the content of the report and the scope of the issues |
12-13; 30-34 | ||
| 102-47 List of material issues | 30-34 | ||
| 102-48 Revision of information | 12-13 | ||
| 102-49 Changes to reporting | 12-13 | ||
| 102-50 Reporting period | 12-13 | ||
| 102-51 Date of the most recent report |
12-13 | ||
| 102-52 Frequency of reporting | Reporting is annual | ||
| 102-53 Contacts for requesting information concerning the report |
For information or comments on this document, submit a request to [email protected] |
||
| 102-54 Declaration on reporting in compliance with GRI Standards |
12-13 | ||
| 102-55 Index of GRI contents | 171-182 | ||
| 102-56 External assurance | 186 | ||
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Economic performance | |||
| GRI 103: Management |
103-1 Explanation of the material issues and the relative scope |
35-38 | |
| method 2016 | 103-2 The management method and its components |
38-41 |
| 103-3 Assessment of management methods |
38-41 | ||
|---|---|---|---|
| GRI 201: Economic performance 2016 |
201-1 Directly generated and distributed economic value |
38-41 |
| GRI STANDARDS | Disclosure | Reference page | Omission |
|---|---|---|---|
| Anti-corruption | |||
| GRI 103: Management method 2016 |
103-1 Explanation of the material issues and the relative scope |
35-38 | |
| 103-2 The management method and its components |
60-64; 68-71 | ||
| 103-3 Assessment of management methods |
60-64; 68-71 | ||
| 205-1 Options evaluated for risks related to corruption |
68-71 | ||
| GRI 205: Anti corruption 2016 |
205-3 Verified episodes of corruption and actions taken |
From the analyses and investigations conducted, no acts of corruption (active or passive) were discovered during the 2019-2021 period. |
|
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Taxes | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 75 | |
| 103-3 Assessment of management methods |
60-64; 75 | ||
| 207-1 Approach to taxes | 75 | ||
| 207-2 Fiscal governance, control and risk management |
60-64; 75 | ||
| GRI 207: Taxes 2019 | 207-3 Involvement of the stakeholders and management of tax concerns |
75 |
| GRI STANDARDS | Disclosure | Reference page | Omission |
|---|---|---|---|
| Energy | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 76-77;91-95 | |
| 103-3 Assessment of management methods |
60-64; 76-77; 91-95 | ||
| GRI 302: Energy 2016 |
302-1 Energy consumed in the organisation |
91-95; 157 | |
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Emissions | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-67; 76-77; 91-94 | |
| 103-3 Assessment of management methods |
60-67; 76-77; 91-94 | ||
| 305-1 Direct emissions of GHG (Scope 1) | 91-94; 158 | ||
| GRI 305: 2016 | 305-2 Indirect emissions of GHG from energy consumption (Scope 2) |
91-94; 158 | |
| Emissions | 305-3 Other indirect emissions of GHG (Scope 1) |
158 | |
| 305-5 Reduction of GHG emissions | 158 | ||
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Waste discharge | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 76-77; 96-97 | |
| 103-3 Assessment of management methods |
60-64; 76-77; 96-97 | ||
| 306-1 Waste generation and significant waste-related impacts |
97-97; 159-160 | ||
| GRI 306: 2020 waste |
306-2 Management of significant waste related impacts |
96-97; 159-160 | |
| 306-3 Waste generated | 159-160 |
| 306-4 Waste diverted from disposal | 160 |
|---|---|
| 306-5 Waste directed to disposal | 160 |
| GRI STANDARDS | Disclosure | Reference page | Omission |
|---|---|---|---|
| Environmental compliance | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
51; 60-65; 76-77 | |
| 103-3 Assessment of management methods |
51; 60-65; 76-77 | ||
| GRI 307: Environmental compliance 2016 |
307-1 Non-compliance with environmental laws and regulations |
51; 148 | |
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Employment | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 98-99; 106-108 | |
| 103-3 Assessment of management methods |
60-64; 98-99; 106-108 | ||
| GRI 401 Employment 2016 |
401-1 New hires and turnover | 163-165 | |
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Relationships between workers and management | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 98-99; 120-125 | |
| 103-3 Assessment of management methods |
60-64; 98-99; 120-125 |
| GRI STANDARDS | Disclosure | Reference page | Omission | ||
|---|---|---|---|---|---|
| Relationships between workers and management | |||||
| GRI 402: Relationships between workers and management 2016 |
402-1 Minimum notice period for operating changes |
With reference to organisational changes and the relative minimum notification period, each country of the Group respects the local regulations of reference in that area. More specifically: - for ENAV, the significant organisational changes are notified in compliance with the autonomy and liability of the Company as disciplined by art.7 "rights to information" of CCNL. These notifications are made with appropriate notice; - for Techno Sky and IDS, notifications regarding organisational changes are made according to provisions of law and/or collective contracts and/or union agreements. The notice period for the notifications are specified according to provisions of law and/or collective contracts and/or union agreements. |
| GRI STANDARDS | Disclosure | Reference page | Omission | |
|---|---|---|---|---|
| Occupational health and safety | ||||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | |||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 98-99; 102-105 | ||
| 103-3 Assessment of management methods |
60-64; 98-99; 102-105 | |||
| 403-1 Health and safety at work management system |
102-105 | |||
| 102-105 | ||||
| GRI 403: Occupational health and safety 2018 |
403-2 Identification of hazards, risk assessment and surveys on incidents |
Group personnel is exposed to the occupational health and safety risks that are reported in the section "ESG risk management and the Enterprise Risk Management system". There are, however, no work activities which expose the worker to risks for specific diseases, or which have a high incidence of exposure to risk. |
||
| 403-3 Occupational medicine services | 102-105 | |||
| 403-4 Participation and consultation of workers and notification concerning occupational health and safety |
102-105 | |||
| 403-5 Worker training concerning occupational health and safety |
102-105 | |||
| 403-6 Promotion of worker health | 102-105; 120-122 | |||
| 403-7 Prevention and mitigation of the impacts in terms of occupational health and safety in business relationship |
102-105 | |||
| 403-9 Injuries at work | 169-170 |
| GRI STANDARDS | Disclosure | Reference page | Omission |
|---|---|---|---|
| Training and instruction | |||
| GRI 103: Management method 2016 |
103-1 Explanation of the material issues and the relative scope |
35-38 | |
| 103-2 The management method and its components |
60-64; 98-99; 108-117 | ||
| 103-3 Assessment of management methods |
60-64; 98-99; 108-117 | ||
| GRI 404: Training | 404-1 Average hours of annual training per employee |
165-167 | |
| and instruction 2016 | 404-2 Employee skill update programs and transition assistance programs |
108-117 | |
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Diversity and equal opportunities | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 98-99; 118-119 | |
| 103-3 Assessment of management methods |
60-64; 98-99; 118-119 | ||
| GRI 405: Diversity and equal opportunities 2016 |
405-1 Diversity in governing bodies and between employees |
147-148; 161 | |
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Non-discrimination | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 98-99; 118-119 | |
| 103-3 Assessment of management methods |
60-64; 98-99; 118-119 | ||
| GRI 406: Non discrimination 2016 |
406-1 Episodes of discrimination and corrective measures adopted |
167-168 |
| GRI STANDARDS | Disclosure | Reference page | Omission | ||
|---|---|---|---|---|---|
| Assessment of the respect for human rights | |||||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 71-74 | |||
| 103-3 Assessment of management methods |
60-64; 71-74 | ||||
| 412-1 Activities that were subject to checks regarding respect for human rights or impact assessments |
71-74 | ||||
| GRI 412: Assessment of the respect for human rights 2016 |
412-3 Investment agreements and significant contracts that include clauses regarding human rights and that were subjected to an assessment regarding human rights |
153-154 | |||
| GRI STANDARDS | Disclosure | Reference page | Omission | ||
| Local communities | |||||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 84-85 | |||
| 103-3 Assessment of management methods |
60-64; 84-85 | ||||
| GRI 413: Local communities 2016 |
413-2 Activities with significant negative impacts, potential and current, on local communities |
84-85 |
| GRI STANDARDS | Disclosure | Reference page | Omission |
|---|---|---|---|
| Health and safety of customers | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 134-140 | |
| 103-3 Assessment of management methods |
60-64; 134-140 | ||
| GRI 416: Health and safety of customers 2016 |
416-1 Assessment of the impacts on the health and safety by product and service categories |
All activities of ENAV and Techno Sky. This indicator does not apply to IDS AirNav and D-Flight as the characteristics of the product and services offered by nature do not have an impact on the Health and Safety of customers. |
|
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Socioeconomic compliance | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
51; 60-64; 148 | |
| 103-3 Assessment of management methods |
51; 60-64; 148 | ||
| GRI 419: Socioeconomic compliance 2016 |
419-1 Non-compliance with social and economic laws and regulations |
51; 148 | |
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Sound governance | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management |
103-2 The management method and its components |
51-61 | |
| method 2016 | 103-3 Assessment of management methods |
51-61 |
| GRI STANDARDS | Disclosure | Reference page | Omission |
|---|---|---|---|
| Security | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
60-64; 132-137 | |
| 103-3 Assessment of management methods |
60-64; 132-137 | ||
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Technological innovation | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
129-131; 146 | |
| 103-3 Assessment of management methods |
129-131; 146 | ||
| GRI STANDARDS | Disclosure | Reference page | Omission |
| Quality of service | |||
| 103-1 Explanation of the material issues and the relative scope |
35-38 | ||
| GRI 103: Management method 2016 |
103-2 The management method and its components |
129-131; 146 | |
| 103-3 Assessment of management methods |
129-131; 146 |
Below is a list of the management systems adopted by the Group in 2021:
Certification as a training organisation for personnel providing meteorological services for air navigation, issued by ENAC under ENAC Regulation "Requirements for personnel in the provision of meteorological services for air navigation"
Certification as an organisation for the planning of instrumental flight procedures, issued by the General Civil Aviation Authority (GCAA) of the United Arab Emirates (UAE) pursuant to Civil Aviation Advisory Publication CAAP 68 Instrument Flight Procedure Design Requirements
Certification in Capability Maturity Model Integration for Development (CMMI-DEV) for the development of products and services that certifies the degree of maturity reached in software development (maturity level 3)
Certification of IDS AirNav as an organisation for the planning of instrumental flight procedures, issued by the General Civil Aviation Authority (GCAA) of the United Arab Emirates (UAE) pursuant to Civil Aviation Advisory Publication CAAP 68 Instrument Flight Procedure Design Requirements
| Future goals | Deadline |
|---|---|
| Implementation of a Quality Management System for D-Flight in compliance with ISO 9001 and issue of certification by an accredited certification body |
End of 2022 |
| Extension of the ENAV Security Management System to D-Flight and certification of D Flight in compliance with ISO 27001 by an accredited certification body |
End of 2022 |
| Extension of the ENAV Security Management System to Techno Sky and certification of Techno Sky in compliance with ISO 27001 by an accredited certification body |
End of 2022 |
AUDIT COMPANY REPORT
EY S.p.A. Via Lombardia, 31 00187 Roma
Tel: +39 06 324751 Fax: +39 06 324755504 ey.com
Independent auditor's report on the consolidated disclosure of non- financial information in accordance with article 3, par. 10, of Legislative Decree December 30, 2016 n. 254 and with article 5 of Consob Regulation adopted with Resolution n. 20267 of January 18, 2018
EY S.p.A. Sede Legale: Via Meravigli, 12 – 20123 Milano Sede Secondaria: Via Lombardia, 31 – 00187 Roma Capitale Sociale Euro 2.525.000,00 i.v. Iscritta alla S.O. del Registro delle Imprese presso la CCIAA di Milano Monza Brianza Lodi Codice fiscale e numero di iscrizione 00434000584 - numero R.E.A. di Milano 606158 - P.IVA 00891231003 Iscritta al Registro Revisori Legali al n. 70945 Pubblicato sulla G.U. Suppl. 13 - IV Serie Speciale del 17/2/1998 Iscritta all'Albo Speciale delle società di revisione Consob al progressivo n. 2 delibera n.10831 del 16/7/1997
A member firm of Ernst & Young Global Limited
EY S.p.A. Via Lombardia, 31 00187 Roma
Tel: +39 06 324751 Fax: +39 06 324755504 ey.com
Independent auditor's report on the consolidated disclosure of nonfinancial information in accordance with article 3, par. 10, of Legislative Decree December 30, 2016, n. 254 and with article 5 of ConsobRegulation adopted with Resolution n. 20267 of January 18, 2018
(Translation from the original Italian text)
To the Board of Directors of Enav S.p.A.
We have been appointed to perform a limited assurance engagement pursuant to article 3, paragraph 10, of Legislative Decree December 30, 2016, n. 254 (hereinafter "Decree") and article 5 of Consob Regulation adopted with Resolution n. 20267 of January 18, 2018, on the consolidated disclosure of non-financial information of Enav S.p.A. and its subsidiaries (hereinafter "Enav Group" or "Group") for the year ended on December 31, 2021 in accordance with article 4 of the Decree and approved by the Board of Directors on April 21, 2022 (hereinafter "DNF"). Our limited assurance engagement does not cover the information included in the paragraph "The EU Taxonomy" of the DNF, that are required by art.8 of the European Regulation 2020/852.
The Directors are responsible for the preparation of the DNF in accordance with the requirements of articles 3 and 4 of the Decree and the "Global Reporting Initiative Sustainability Reporting Standards" defined by GRI – Global Reporting Initiative (hereinafter "GRI Standards"), identified by them as a reporting standard.
The Directors are also responsible, within the terms provided by law, for that part of internal control that they consider necessary in order to allow the preparation of the DNF that is free from material misstatements caused by fraud or not intentional behaviors or events.
The Directors are also responsible for identifying the contents of the DNF within the matters mentioned in article 3, par. 1, of the Decree, considering the business and the characteristics of the Group and to the extent deemed necessary to ensure the understanding of the Group's business, its performance, its results and its impact.
The Directors are also responsible for defining the Group's management and organization business model, as well as with reference to the matters identified and reported in the DNF, for the policies applied by the Group and for identifying and managing the risks generated or incurred by the Group.
The Board of Statutory Auditors is responsible, within the terms provided by the law, for overseeing the compliance with the requirements of the Decree.
EY S.p.A. Sede Legale: Via Meravigli, 12 – 20123 Milano Sede Secondaria: Via Lombardia, 31 – 00187 Roma Capitale Sociale Euro 2.525.000,00 i.v. Iscritta alla S.O. del Registro delle Imprese presso la CCIAA di Milano Monza Brianza Lodi Codice fiscale e numero di iscrizione 00434000584 - numero R.E.A. di Milano 606158 - P.IVA 00891231003 Iscritta al Registro Revisori Legali al n. 70945 Pubblicato sulla G.U. Suppl. 13 - IV Serie Speciale del 17/2/1998 Iscritta all'Albo Speciale delle società di revisione Consob al progressivo n. 2 delibera n.10831 del 16/7/1997
A member firm of Ernst & Young Global Limited
We are independent in accordance with the ethics and independence principles of the International Code of Ethics for Professional Accountants (including International Independence Standards) (IESBA Code) issued by the International Ethics Standards Board for Accountants, based on fundamental principles of integrity, objectivity, professional competence and diligence, confidentiality and professional behavior. Our audit firm applies the International Standard on Quality Control 1 (ISQC Italia 1) and, as a result, maintains a quality control system that includes documented policies and procedures regarding compliance with ethical requirements, professional standards and applicable laws and regulations.
It is our responsibility to express, on the basis of the procedures performed, a conclusion about the compliance of the DNF with the requirements of the Decree and of the GRI Standards. Our work has been performed in accordance with the principle of "International Standard on Assurance Engagements ISAE 3000 (Revised) - Assurance Engagements Other than Audits or Reviews of Historical Financial Information" (hereinafter "ISAE 3000 Revised"), issued by the International Auditing and Assurance Standards Board (IAASB) for limited assurance engagements. This principle requires the planning and execution of work in order to obtain a limited assurance that the DNF is free from material misstatements. Therefore, the extent of work performed in our examination was lower than that required for a full examination according to the ISAE 3000 Revised ("reasonable assurance engagement") and, hence, it does not provide assurance that we have become aware of all significant matters and events that would be identified during a reasonable assurance engagement.
The procedures performed on the DNF were based on our professional judgment and included inquiries, primarily with company's personnel responsible for the preparation of the information included in the DNF, documents analysis, recalculations and other procedures in order to obtain evidences considered appropriate.
In particular, we have performed the following procedures:
With regard to these aspects, we obtained the documentation supporting the information contained in the DNF and performed the procedures described in item 5. a) below
Furthermore, for significant information, considering the Group activities and characteristics:
Based on the procedures performed, nothing has come to our attention that causes us to believe that the DNF of the Enav Group for the year ended on December 31, 2021 has not been prepared, in all material aspects, in accordance with the requirements of articles 3 and 4 of the Decree and the GRI Standards.
Our conclusions on the DNF of the Group do not refer to the information included in the paragraph "The EU Taxonomy" of the DNF itself, that are required by art.8 of the European Regulation 2020/852.
Rome, April 28, 2022
EY S.p.A.
Riccardo Rossi (Auditor)
This report has been translated into the English language solely for the convenience of international readers.
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