Stakeholder Engagement

Stakeholder Engagement

The CEO Umberto Tosoni comments the main results for 2020

Dear Stakeholders,

it’s not easy to start the ASTM Group’s 2020 Sustainability Document without taking into account the exceptional and extraordinary events which affected the entire world during the last year.

2020 can only be defined as an “annus horribilis”: the year of the Covid-19 epidemiological emergency that overturned our habits, the way we organise our life and work, all way heavily impacting the world economy and that of our country.

We learned a new way to of working, physically more distant, but virtually connected learning how upheaval can give rise to an opportunity.

Despite the difficulties, we demonstrated truly extraordinary resilience, achieving important results in all the sectors in which we work and finalising operations of great import and significance, which will change the face of our Group in coming years, as we become ever more a global player in the motorway infrastructure sector.

All of this was the result of the efforts of our unique team, combining the skills and know-how of the people on it.

I cannot help but highlight how, in the face of the emergency we all lived through, we demonstrated the strength and structure of our organisation, adopting prevention and containment measures in line with directives issued by national and local authorities to mitigate the impacts of the pandemic on the health of our employees and collaborators, as well as on business operations.

Aware of our mission, as we managed the motorway network under concessions we guaranteed all user services in terms of the road network, while continuing maintenance projects and investment activities which could be postponed as they served to raise the safety and quality levels of infrastructure.

We are an important part of the communities in which we work and live and we’re proud that we contributed to dealing with the Covid-19 emergency, allocating specific funds for the Piedmont Region as well as donating equipped ambulances to the Italian Red Cross.

We also are a community based on respect for people, for safety and on constant attention to our clients. Because we want all of us to grow together. We’re proud of the work we have completed up to now but we want to do more and are also proud of the significant recognition which came our way during the year.

The independent Standard Ethics raised the ASTM rating to “EE” (strong), considering the Group’s responsible and sustainable behaviour, fully investment grade, and confirmed an “EE+” positive outlook (very strong).

We found ourselves on the Carbon Disclosure Project (CDP) A List for the first time, thanks to our commitment to fighting climate change, one of the Group’s primary objectives, integrated into our risk management model and medium/long-term strategies.

We were included on the Bloomberg 2021 Gender Equality Index, for our commitment to implementing gender parity policies and to promoting an ever more inclusive and equitable working environment, where diversity is considered important for success and growth.

We also further demonstrated our commitment and determination in protecting human rights throughout the world by signing the “Human Rights Guide” published by the World Business Council for Sustainable Development.

The pandemic accelerated a profound rethinking of the paradigms behind the industrial and financial system, further centring social and environmental issues. This is a strategic change that must push us even further towards understanding the centrality of these issues, which are a true intrinsic value for our Group.

In a national and international scenario that increasingly focusses on objectives linked to the issues of the ecological and energy transition, social inclusion and digitalisation/technology, the ASTM Group intends to accelerate its pursuit of the Sustainable Development Goals (SDSs), established through the UN’s Agenda 2030. We will continue to do our part, investing in technology, safety and the environment, to build the motorways of the future.

The challenges that await us require a clear vision of the future.

A future that we want to image will be increasingly green, without inequality, more sustainable, more modern and more people centred.

Umberto Tosoni
Chief Executive Officer

Transparent and active Stakeholder engagement

The Group undertakes to identify and establish open and transparent dialogue with all its Stakeholders, i.e. all parties of any kind that contribute to the company’s activities or are influenced by them.
Establishing and maintaining constant dialogue with Stakeholders over time allows the Group to identify the most important sustainability issues and evaluate how to best integrate them into industrial and management activities.

Stakeholder Map

Stakeholder-ASTM-en

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Customers and consumer associations

Expectations

  • Road and infrastructure safety
  • Quality and continuity of the motorway infrastructure management service
  • Quality, safety and impacts of constructions

Ways of involvement

  • Customer experience
  • Organization of joint projects
  • Involvement in identifying material ESG issues

Suppliers, contractors and business partners

Expectations

  • Meritocratic and transparent selection process
  • Compliance with all competition and antitrust laws
  • Sharing of values in the development of corporate strategy and management
  • Protection of health and safety in the workplace
  • Creation of shared value

Ways of involvement

  • Definition and sharing of standards
  • Involvement of contractors and subcontractors in HSE initiatives
  • Dedicated meetings
  • Involvement in identifying material ESG issues

Regulatory bodies, institutions and the P.A.

Expectations

  • Compliance with legislation in all countries where the Group operates
  • Collaboration, technical support and information sharing
  • Participation in the territorial planning of activities

Ways of involvement

  • Dedicated institutional meetings
  • Work tables and conferences
  • Cooperation with local authorities and governments for health and safety prevention campaigns
  • Involvement in identifying material ESG issues

Employees and trade union organisations

Expectations

  • Health and safety in the workplace
  • Diversity, inclusion and equal opportunities
  • Meritocratic professional development
  • Participation in company life
  • Work-life balance
  • Stability

Ways of involvement

  • Internal communication activities also through the company intranet
  • Training courses
  • Institutional channels of communication, including social media
  • Engagement Survey on specific issues
  • Meetings with trade union representatives
  • Involvement in identifying material ESG issues

Universities and Research Centers

Expectations

  • Research support

Ways of involvement

  • Partnership and sponsorship for research
  • Partnership for internship activities
  • Involvement in identifying material ESG issues

Local community

Expectations

  • Creation of shared value
  • Listening to requests and local representatives
  • Contribution and support to local initiatives
  • Access to information and intervention planning
  • Protection of cultural heritage and the environment
  • Protection of health and safety

Ways of involvement

  • Constant dialogue
  • Support for local initiatives
  • Involvement in identifying material ESG issues

The Media

Expectations

  • Completeness, transparency and timeliness of information
  • Accessibility and usability of information
  • Possibility of dialogue with the top management

Ways of involvement

  • Institutional communication channels
  • Press releases
  • Events
  • Constant dialogue
  • Interactions with top management
  • Involvement in identifying material ESG issues

Shareholders and lenders

Expectations

  • Creation of shared and sustainable value in the medium to long term
  • Corporate Governance and risk management
  • Transparency and timeliness in the information on company performance
  • Compliance with contractual targets (“covenants”)

Ways of involvement

  • Dialogue through the Investor Relations function
  • Press releases
  • Institutional communication channels
  • Shareholders’ Meeting
  • Dialogue with financial and ESG rating agencies
  • Involvement in identifying material ESG issues

The ASTM Group’s materiality matrix

The ASTM Group’s materiality matrix

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In accordance with GRI Standards and international best practices, ASTM has defined its materiality analysis in order to identify, consistently with its strategic priorities and the United Nations’ Sustainable Development Goals, the most relevant sustainability issues. Using this process, the Group has considered aspects that have a significant impact on the economic, social and environmental performance and that could substantially influence the ratings and Stakeholders’ decisions as material.

This year road safety, motorway infrastructure safety, occupational health and safety and anti-corruption are once again some of the most important sustainability issues for the Group.

Following the health emergency faced during the year, a new them was introduced – business continuity – meaning an organisation’s ability to guarantee operations at pre-established acceptable levels following external events and/or factors which affect the Company. This issue was particularly relevant, as was economic/financial sustainability.

Some of our projects

Roadmap SDGs

Impact measurement

Customer satisfaction