Drivers of the 10-Year Business Plan
A new vision of the world, led by the commitment of the new generations, has laid before everyone the need to plan a future that reconciles the individual and the collective, economy and ecology, local and global.
At A2A, we embrace this vision of the world and commit ourselves to leading change, placing all of our know-how and cutting-edge technologies at the service of people’s quality of life and the planet.
It will be a ten-year transformation, from multi-utility to Life Company: from multi-service company to a company at the service of the well-being of people and of the planet. Because energy, water and a cleaner environment are, thanks to the circular use of natural resources, the conditions necessary for life and its quality.
We undertake to deliver ambitious growth; ambitious because it is characterized by great discontinuity and digital and technological innovation in order to put A2A at the forefront of the nation’s sustainable growth.
By 2030, thanks to our new strategy, we want to make a significant contribution in the achievement of 11 of the 17 goals of the UN 2030 Agenda for Sustainable Development. In fact, 90% of investments will fall within the framework of the SDGs.
A long-term strategy, with €16 billion of investment specifically for development of the circular economy and the energy transition: businesses which, more than others, are vital in safeguarding the future of us all.
Substantial long-term investments in infrastructures of strategic importance for Italy and a rebalancing of our portfolio will enable us to guarantee the solidity and flexibility needed in the process of acceleration of this sustainable transition in Italy and in Europe.
Long-term strategy for long-term investments
Rebalancing of the portfolio of environment and generation of energy from renewable sources
Innovation and digitalization as leverage for acceleration
European domestic market
Our commitment to the Circular Economy
Follow our progress in its key stages through updates on activities, projects and stories.
Our commitment to the Energy Transition
Follow our progress in its key stages through updates on activities, projects and stories.
Strategic Factors
Attainment of the challenging objectives set out by the 2021-30 Plan will be made possible thanks to these key factors:
Data-Driven Company
Our transformation is characterized by a thorough data- and innovation-driven approach designed to guide the evolution of assets, to optimize operations, to automate manual activities, to enhance the digital channel experience, to accelerate the sale of services and to carry forward the digitization of our workforce activities in terms of new skills. The most innovative challenges will relate to generation technologies (storage and hydrogen), to energy and material recovery solutions, but also to experimentation activities through corporate venture capital projects and start-ups.
Operational Excellence
The group is intensifying its efforts in operational excellence which, by 2030, will contribute in achieving savings of €200 million, about 8% of EBITDA. The main initiatives include the large-scale adoption of digital solutions in all company processes, the optimization of the supply chain as a competitive advantage, the simplification of the operational model, the optimization of the shared Service Centre from a cost-saving perspective, and the full development of subsidiaries in order to achieve their full potential.
Business Resilience
We are increasing business resilience by reducing the level of risk through synergies between the various activities of the Group and diversification of the energy production mix. In the environment, the closure of the waste cycle, thanks to close attention to the entire chain from collection to treatment, reduces the risk of price fluctuations. The integrated management of purification and sludge treatment brings waste treatment know-how into the water cycle. As regards heat recovery, an important contribution in the district heating network comes from both Waste To Energy (WTE) plants and CCGTs. In conclusion, geographical diversification within the European market makes it possible to reduce risks related to national and regulatory issues.
Operational model, People and Territory
We are rolling out a new operational model and new initiatives for people, all set out in five key spheres: simplification, a lighter corporate, decentralization, skills development and digitalization. The main change is the reduction of the Business Units from five to three, which will make it possible, on the one hand, to focus the business areas towards a European domestic market and, on the other, with the creation of the Energy BU, to better face the challenges posed by energy transition, characterized by distributed generation and consumers who actively participate in energy markets. In this context, the development of no longer incentivized RES requires close coordination with the growth of a long-term stable customer base, natural cover to guarantee the return on investment. A new Digital Plan is also envisaged, which will allow digital to “permeate" into all A2A activities, the shortening of the decision-making chain with greater responsibility given to the Business Units and the streamlining of procedures to speed up activities while guaranteeing high quality standar.Over the duration of the Plan, 6,000 new direct hire positions will be created.
Data-Driven Company
Our transformation is characterized by a thorough data- and innovation-driven approach designed to guide the evolution of assets, to optimize operations, to automate manual activities, to enhance the digital channel experience, to accelerate the sale of services and to carry forward the digitization of our workforce activities in terms of new skills. The most innovative challenges will relate to generation technologies (storage and hydrogen), to energy and material recovery solutions, but also to experimentation activities through corporate venture capital projects and start-ups.
Operational Excellence
The group is intensifying its efforts in operational excellence which, by 2030, will contribute in achieving savings of €200 million, about 8% of EBITDA. The main initiatives include the large-scale adoption of digital solutions in all company processes, the optimization of the supply chain as a competitive advantage, the simplification of the operational model, the optimization of the shared Service Centre from a cost-saving perspective, and the full development of subsidiaries in order to achieve their full potential.
Business Resilience
We are increasing business resilience by reducing the level of risk through synergies between the various activities of the Group and diversification of the energy production mix. In the environment, the closure of the waste cycle, thanks to close attention to the entire chain from collection to treatment, reduces the risk of price fluctuations. The integrated management of purification and sludge treatment brings waste treatment know-how into the water cycle. As regards heat recovery, an important contribution in the district heating network comes from both Waste To Energy (WTE) plants and CCGTs. In conclusion, geographical diversification within the European market makes it possible to reduce risks related to national and regulatory issues.
Operational model, People and Territory
We are rolling out a new operational model and new initiatives for people, all set out in five key spheres: simplification, a lighter corporate, decentralization, skills development and digitalization. The main change is the reduction of the Business Units from five to three, which will make it possible, on the one hand, to focus the business areas towards a European domestic market and, on the other, with the creation of the Energy BU, to better face the challenges posed by energy transition, characterized by distributed generation and consumers who actively participate in energy markets. In this context, the development of no longer incentivized RES requires close coordination with the growth of a long-term stable customer base, natural cover to guarantee the return on investment. A new Digital Plan is also envisaged, which will allow digital to “permeate" into all A2A activities, the shortening of the decision-making chain with greater responsibility given to the Business Units and the streamlining of procedures to speed up activities while guaranteeing high quality standar.Over the duration of the Plan, 6,000 new direct hire positions will be created.