DOCSLIB.ORG

Trenitalia S.P.A

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Trenitalia S.P.A (Translation from the Italian original which remains the definitive version) Trenitalia S.p.A. Financial statements as at and for the year ended 31 December 2017 (with report of the auditors thereon) KPMG S.p.A. 19 March 2018 ANNUAL REPORT (Translation from the Italian original which remains the definitive version) TRENITALIA S.p.A. Trenitalia S.p.A. Company with sole shareholder, managed and coordinated by Ferrovie dello Stato Italiane S.p.A. Registered office: Piazza della Croce Rossa 1, 00161 Rome Fully paid-up share capital: €1,417,782,000.00 Rome R.E.A. no. 0883047 Tax code and VAT no. 05403151003 Telephone: 06 44101 Website: www.trenitalia.com 2017 annual report 1 TRENITALIA S.p.A. COMPANY MISSION Trenitalia provides passenger transport services domestically and internationally. Trenitalia’s mission revolves around certain essential conditions, which consist in the safety of its services, the quality and the health of its workers and protecting the environment. Trenitalia believes that putting its relationship with customers first is the way to gain a long-term competitive advantage and create value for shareholders. Trenitalia’s entire organisation is committed to meeting customers’ needs and market demands. It always guarantees high safety standards and implements development and modernisation plans in accordance with economic, social and environmental sustainability standards. To achieve its mission, the company has created an organisational structure divided into divisions, and it has assigned each of these the monitoring of the relevant business according to the particular characteristics of the market in which the division operates. 2017 annual report 2 TRENITALIA S.p.A. COMPANY OFFICERS AND INDEPENDENT AUDITORS Board of directors in office since 16 September 2017: Chairman Tiziano ONESTI CEO and General Manager Orazio IACONO Directors Daniela CAROSIO (*) Antonella D’ANDREA (**) Maria Rosaria MAUGERI Paolo COLOMBO (*) in office since 25 January 2018 (**) in office until 15 January 2018 Board of directors in office until 15 September 2017: Chairman Tiziano ONESTI CEO and General Manager Barbara MORGANTE Directors Marco GOSSO Maria Rosaria MAUGERI Paolo COLOMBO 2017 annual report 3 TRENITALIA S.p.A. Board of statutory auditors in office since 3 May 2017: Chairwoman Maria Laura PRISLEI Standing statutory auditors Fabio MASTRANGELO Davide FRANCO Alternate statutory auditors Guglielmo MARENGO Monica PETRELLA Board of statutory auditors in office until 2 May 2017: Chairwoman Maria Laura PRISLEI Standing statutory auditors Alessandro ALESSANDRINI Gianfranco ZANDA Alternate statutory auditors Margherita BONITATIBUS Gianpaolo Davide ROSSETTI Independent auditors: KPMG S.p.A. Manager in charge of financial reporting: Francesca SERRA 2017 annual report 4 TRENITALIA S.p.A. CONTENTS Chairman’s letter Management report Glossary ................................................................................................................................. 8 Main indicators ..................................................................................................................... 12 Main events of the year ......................................................................................................... 13 Macroeconomic enviroment ................................................................................................... 17 Market performance .............................................................................................................. 20 Relationships with customers ................................................................................................. 21 Economic performance and financial position .......................................................................... 26 Human resources .................................................................................................................. 41 Environmental and safety policy ............................................................................................. 46 Investments ......................................................................................................................... 54 Risk factors .......................................................................................................................... 60 Related party transactions ..................................................................................................... 62 The trenitalia group .............................................................................................................. 63 Treasury shares .................................................................................................................... 66 Other information ................................................................................................................. 67 Management foreseeable development ................................................................................... 71 Financial statements Statement of financial position ............................................................................................... 73 Income statement ............................................................................................................... 74 Statement of comprehensive income ...................................................................................... 75 Statement of changes in equity .............................................................................................. 76 Statement of cash flows ........................................................................................................ 77 Notes to the financial statements Introduction ......................................................................................................................... 78 Accounting policies ............................................................................................................... 78 Accounting standards applied ................................................................................................ 79 Financial risk management .................................................................................................... 96 Statement of financial position disclosure .............................................................................. 105 2017 annual report 5 TRENITALIA S.p.A. Income statement disclosure ............................................................................................... 125 Contingent assets and contingent liabilities ........................................................................... 131 Directors’ and statutory auditors’ fees ................................................................................... 134 Audit fees .......................................................................................................................... 135 Management and coordiation ............................................................................................... 135 Related parties ................................................................................................................... 136 Guarantees ........................................................................................................................ 141 Events after the reporting date ............................................................................................ 141 Allocation of profit for the year ............................................................................................ 142 2017 annual report 6 TRENITALIA S.p.A. Chairman’s letter Dear Shareholder, 2017 was marked by a moderate, but widespread global recovery. Against this background, Trenitalia’s performance improved with revenue up by 4.72% to above €5.3 billion. This led to a gross operating profit of €1.585 billion (+13.71%) and a profit for the year twice that of 2016. Excellent results were achieved in both the long haul segment (+6.1%) – where competition is always fiercer, especially in terms of prices – and the regional traffic segment (+8.7%), in which management renewed the main service contracts in place, while pursuing major investment programmes to improve the efficiency of rolling stock. Indeed, in 2017, the first electric “Jazz” and diesel “Swing” trains and the “Vivalto” double-decker carriages were delivered and the contracts to purchase new “Rock” and “Pop” trains also began. These trains are designed and built in Italy and their construction will benefit Italy’s entire economic system. Their roll-out is expected to begin in 2019. The aim of this innovation process – which has resulted in investments exceeding €7 billion over the past six years – is to ensure increasingly better comfort for our passengers – who are always our main focus – by improving service quality, punctuality, safety and, last but not least, the economic, social and environmental sustainability of Trenitalia’s fleet, in line with its mission. We believe that the quality of the services provided, the protection of the environment, the safeguarding of our workers’ health and safety and energy efficiency are strategic elements in the development of our business. This scenario includes the purchase of the Britain-based NXET (now Trenitalia c2c) to seize growth opportunities on an international scale and Trenitalia’s partial demerger, which entailed the transfer of its Cargo division to Mercitalia Rail S.r.l. as of January 2017. This transaction is part of FSI group’s 2017-2026 business plan to relaunch the Cargo business via a specific
Load more

Recommended publications
  • Mezinárodní Komparace Vysokorychlostních Tratí
    Masarykova univerzita Ekonomicko-správní fakulta Studijní obor: Hospodářská politika MEZINÁRODNÍ KOMPARACE VYSOKORYCHLOSTNÍCH TRATÍ International comparison of high-speed rails Diplomová práce Vedoucí diplomové práce: Autor: doc. Ing. Martin Kvizda, Ph.D. Bc. Barbora KUKLOVÁ Brno, 2018 MASARYKOVA UNIVERZITA Ekonomicko-správní fakulta ZADÁNÍ DIPLOMOVÉ PRÁCE Akademický rok: 2017/2018 Studentka: Bc. Barbora Kuklová Obor: Hospodářská politika Název práce: Mezinárodní komparace vysokorychlostích tratí Název práce anglicky: International comparison of high-speed rails Cíl práce, postup a použité metody: Cíl práce: Cílem práce je komparace systémů vysokorychlostní železniční dopravy ve vybra- ných zemích, následné určení, který z modelů se nejvíce blíží zamýšlené vysoko- rychlostní dopravě v České republice, a ze srovnání plynoucí soupis doporučení pro ČR. Pracovní postup: Předmětem práce bude vymezení, kategorizace a rozčlenění vysokorychlostních tratí dle jednotlivých zemí, ze kterých budou dle zadaných kritérií vybrány ty státy, kde model vysokorychlostních tratí alespoň částečně odpovídá zamýšlenému sys- tému v ČR. Následovat bude vlastní komparace vysokorychlostních tratí v těchto vybraných státech a aplikace na český dopravní systém. Struktura práce: 1. Úvod 2. Kategorizace a členění vysokorychlostních tratí a stanovení hodnotících kritérií 3. Výběr relevantních zemí 4. Komparace systémů ve vybraných zemích 5. Vyhodnocení výsledků a aplikace na Českou republiku 6. Závěr Rozsah grafických prací: Podle pokynů vedoucího práce Rozsah práce bez příloh: 60 – 80 stran Literatura: A handbook of transport economics / edited by André de Palma ... [et al.]. Edited by André De Palma. Cheltenham, UK: Edward Elgar, 2011. xviii, 904. ISBN 9781847202031. Analytical studies in transport economics. Edited by Andrew F. Daughety. 1st ed. Cambridge: Cambridge University Press, 1985. ix, 253. ISBN 9780521268103.
    [Show full text]
  • Malpensa Airport North Railway Link: Impact of Expected Traffic Onto the Existing Network
    Malpensa Airport North Railway Link: impact of expected traffic onto the existing network Faculty of Civil and Industrial Engineering Department of Civil Constructional and Environmental Engineering Master Degree in Transport Systems Engineering Candidate: Filippo Zanzarin - 1746819 Supervisor Co-supervisor Prof. Stefano Ricci Ing. Emmanuele Vaghi A.A. 2017-2018 ABSTRACT This work presents an analysis about the performances of the lines and the nodes involved in the upgrade process of Malpensa International Airport accessibility. This study is developed throughout a new complete analysis model consisting of the rational integration of existing methods. The methodology proposed and applied for the evaluation of the railway infrastructural upgrade solutions for the development of the connections between Milan and its airport is conveniently developed and improved according to the study requirements. The evaluation of line and node capacity is carried out considering the actual and future layouts of the railway network at a regional level and the actual and planned services offered by the railway supplier. The results obtained recommend infrastructural upgrades in order to make available the matching network capacity. The analysis of the lines and the nodes involved in this process, as well as the effectiveness of the proposed infrastructural improvements, is strengthened by a scheduling analysis and the application of a simulation method. i TABLE OF CONTENTS Abstract ..............................................................................................................................................
    [Show full text]
  • 37685 70 1.Pdf
    IT DECISIONE DELLA COMMISSIONE del 27.08.2003 in un procedimento ai sensi dell'articolo 82 del trattato CE (COMP/ 37.685 GVG/FS) LA COMMISSIONE DELLE COMUNITÀ EUROPEE, visto il trattato che istituisce la Comunità europea, visto il regolamento (CEE) n. 17 del Consiglio, del 6 febbraio 1962, primo regolamento di applicazione degli articoli 85 ed 86 del trattato1, modificato da ultimo dal regolamento (CE) n. 1216/992, in particolare l'articolo 3 e l'articolo 15, paragrafo 2, visto il regolamento (CEE) n. 1017/68 del Consiglio, del 19 luglio 1968, relativo all'applicazione di regole di concorrenza ai settori dei trasporti ferroviari, su strada e per vie navigabili3 vista la domanda con la quale la società a responsabilità limitata Georg Verkehrsorganisation GmbH, a norma dell'articolo 10 del regolamento (CEE) n. 1017/68 in data 25 ottobre 1999 ha denunciato, in data 25 ottobre 1999, un'infrazione all'articolo 82 del trattato CE, vista la decisione della Commissione del 21 giugno 2001 di avviare il procedimento nel caso di specie, dopo aver dato alle imprese interessate l'occasione di manifestare il proprio punto di vista circa gli addebiti comunicati dalla Commissione, a norma dell'articolo 19, paragrafo 1 del regolamento n. 17 e dell'articolo 26 del regolamento (CEE) 1017/68, in combinato disposto con il regolamento (CE) n. 2842/98 della Commissione, del 22 dicembre 1998, relativo alle audizioni in taluni procedimenti a norma dell'articolo 85 e dell'articolo 86 del trattato CE4, sentiti il Comitato consultivo in materia di intese e di posizioni dominanti ed il Comitato consultivo in materia di intese e di monopoli nel settore dei trasporti, 1 GU 13 del 31.3.1962, pag.
    [Show full text]
  • FNM Group Corporate Presentation
    FNM Group Corporate Presentation Mid & Small Conference April 2020 The FNM Group B Overview B The Core Business B The reference context FY 2019 Financial Results 2020 Outlook The FNM Group | Overview The Group in short Shareholders • FNM S.p.A. ("FNM"orthe“Group") was established in 1879 with the Free Float objective of building and managing the railway infrastructure of the Lombardy Region. Today, FNM is one of the main transport and mobility operators in Northern Italy, operating in 5 regions (Piedmont, Lombardy, 57.6% 14.7% 27.7% Emilia Romagna, Veneto, Friuli Venezia Giulia), in the sector of passenger and freight transport, or more in general within the field of sustainable mobility according to an integrated model. The Group is the foremost non‐ Integrated leading player governmental Italian investor in the sector in transports and mobility in Lombardy • The Group operates in different segments: Local railway Public Transport through FNM, Ferrovienord, Nord Ing The stock price ‐ 2019 and Trenord Local road Public Transport through bus services with FNM Autoservizi, ATV and La Linea and electric car‐sharing service with E‐ Most recent Vai price* €0.46 Railway Cargo Transport with Malpensa Intermodale, Malpensa Mkt Cap Distripark and DB Cargo Italia €200 mln • FNM is listed on the Mercato Telematico Azionario of Borsa Italiana • As at 31 December 2019, the Group had an average headcount of 2,268 employees Key Figures Key Financials € M 2014 2015 2016 2017 2018 2019 > 70 owned > 900 trains per day REVENUES 190,7 197,5 195,4 198,3 296,3 300,6 trains on the network EBITDA ADJ44,651,755,754,767,869,6 (200,000 passengers) % on revenues 23,4% 26,2% 28,5% 27,6% 22,9% 23,2% EBIT 19,324,224,827,731,430,3 > 330 km Fleet % on revenues 10,1% 12,2% 12,7% 14,0% 10,6% 10,1% network managed NET RESULT 21,1 20,1 26,3 35,0 28,5 30,3 > 700 busses owned by the Group NFP (Cash) (8,4) (27,5) (28,8) 40,2 22,5 (107,4) in Lombardy Adj.
    [Show full text]
  • Annexe 6.8 Tonnages Des Materiels Roulants Voyageurs Pris En Compte
    ANNEXE 6.8 TONNAGES DES MATERIELS ROULANTS VOYAGEURS PRIS EN COMPTE POUR L'ELABORATION DE LA TARIFICATION DES PRESTATIONS MINIMALES Document de référence du réseau annexe 6.8 Horaire de service 2020 (version 3-1 du 13 décembre 2019) 1/11 Matériel roulant utilisé pour les trafics voyageurs conventionnés Cette table a été utilisée par SNCF Réseau afin de recomposer le tonnage par type de matériel. Dans un souci de cohérence entre la méthode de calcul des tarifs 2019 et la méthode de facturation, il est demandé aux entreprises ferroviaires de déclarer : - la masse totale à charge de leurs circulations commerciales à l'aide de la masse à charge par type de matériel (colonne C) - la masse à vide de leurs circulations non commerciales à l'aide de la masse à vide par type de matériel (colonne B) SNCF Réseau se réserve le droit de modifier et compléter cette liste le cas échéant. Série Masse à vide (t) Masse à charge (t) BB 7200 PV 84 84 BB 7200 GV 84 84 BB 7600 84 84 BB 8100 92 92 BB 80000 92 92 BB 8500 80 80 BB 88500 79 79 BB 9200 82 82 BB 9300 84 84 BB 9600 67 67 BB 15000 90 90 BB 16000 88 88 BB 16100 90 90 BB 16500 75 75 BB 17000 78 78 BB 22200 90 90 BB 25100 87 87 BB 25200 PV 84 84 BB 25200 GV 87 87 BB 25500 80 80 BB 26000 90 90 BB 27000 90 90 BB 27300 90 90 BB 36000 89 89 BB 36300 89 89 BB 37000 90 90 CC 92000 126 126 BB 185000 DB BR 185 85 85 BB 4000 CFL 85 85 BB 3000 CFL 90 90 BB 1300 SNCB série 13 90 90 BB 37500 Veolia 90 90 BB 60000 76 76 BB 61000 87 87 BB 63000 68 68 BB 63500 68 68 Document de référence du réseau annexe 6.8 Horaire
    [Show full text]
  • 25Th INTERNATIONAL FEDERATION of HOSPITAL ENGINEERING CONGRESS
    25th INTERNATIONAL FEDERATION OF HOSPITAL ENGINEERING CONGRESS IFHE MAY 27-31 2018 RIETI INVITATION Bologna June 10 2018 Dear International Federation of Hospital Engineering, The SIAIS (Italian Society for Architecture and Engineer for Healthcare) would be honoured to host in 2018, the IFHE 25th Congress, in Italy . The SIAIS believes that the opportunity to have in Italy the 25th edition of the IFHE Congress should not be missed for the following reasons: first of all, Italy is absent from the international scene for a long time, second is that the recurrence of twenty-five years cannot fail to see Italy, which in 1970 hosted the 1st IFHE Congress, as the organizer of this important moment in science. The proposed conference location is Rieti the centre of Italy. The proposed dates in 2018, are : from Sunday, May 27 to Thursday, May 31. The official languages of the congress will be English and Italian, therefore simultaneous translation from Italian to English and vice versa will be guaranteed. Should a large group of delegates of a particular language be present it will be possible to arrange a specific simultaneous translation. May is a very pleasant month in Rieti with nice weather, still long sunny days and warm temperatures. Rieti is an Italian town of 47 927 inhabitants of Latium, capital of the Province of Rieti. Traditionally considered to be the geographical center of Italy, and this referred to as "Umbilicus Italiae", is situated in a fertile plain down the slopes of Mount Terminillo, on the banks of the river Velino. Founded at the beginning of the Iron Age, became the most important city of the Sabine people.
    [Show full text]
  • FS Italiane Group and Key Facts 5 - 8 03 My Work Experience 9 04 the Future of Employement 10 - 11 05 10 Top Soft Skills for 2020 12 - 14
    The (rail) road to the future Mauro Ghilardi 4th May 2018 INDICEINDEX 01 FS Italiane strategic plan 3 - 4 02 FS Italiane Group and key facts 5 - 8 03 My work experience 9 04 The future of employement 10 - 11 05 10 top soft skills for 2020 12 - 14 2 FS Italiane strategic plan: our vision is based on 5 strategic pillars STRATEGIC PILLARS Integrated mobile solutions mainly through: Modal integration • Growth in the rail and road Local Public Transport sector for passengers • Entry into new market segments (e.g. Long Distance road transport) • Integration of rail and road transport services of the local railways Development of integrated logistical services through (i) more efficient traction (cost optimisation/km) Integrated and service quality with the creation of the MERCITALIA hub, (ii). Entry into new segments to offer an logistics end – to – end service Creation of an integrated infrastructure hub to ensure better effectiveness in the programming, InfrastrutturaIntegrated integrata planning and management of transport infrastructures through (i) integration with ANAS, (ii) infrastructures consolidation of railway network under concession • Participation in international infrastructural projects as a General Contractor and/or O&M services International • Growth in international rail transport services development • Growth in international LPT Digital & • Development of an Extended Customer Experience to integrate mobility and ancillary services Customer • Continuation of the FS Group’S transformation into a Data Driven Company and Digital distruptor Centricity 05/04/2018 Rail (road) to the future I Mauro Ghilardi 3 Industrial plan 2016/2026 Strategic pillars Already done • Renovation of service contract and Renovation of regional fleet: signed contract for 9 years in Sardinia and Trento and Bolzano, Integrated Liguria, Veneto (14 years); Negotiation in Abruzzo, Marche, Toscana, Umbria, Lazio, Puglia, Calabria.
    [Show full text]
  • Télécharger La Grande Vitesse Dans Le Monde
    la grande vitesse dans le monde « l'Union Internationale des Chemins aller vite de Fer représente plus de 90 pays » une question de principes mondiale représentant le secteur ferroviaire. Elle compte 200 membres, dans plus de 90 pays répartis sur les 1er principe 2e principe 3e principe cinq continents. Sa mission est de promouvoir la croissance du transport La grande vitesse ferroviaire Un système différent Un système qui signifie ferroviaire à l’échelle mondiale ainsi que se conçoit comme un système d'un pays à l'autre accroissement de la capacité d’encourager et d’organiser la coopéra- tion internationale entre ses membres. Les systèmes ferroviaires à grande Le système à grande vitesse se Conformément à la principale Jean-Pierre Loubinoux L’UIC développe des liens de coopéra- vitesse sont complexes car ils font définit par la manière dont l'ensemble caractéristique du mode ferroviaire, Directeur Général UIC tion étroits avec plus de 50 organisations appel aux techniques les plus de ses composantes sont conçues et le rail à grande vitesse est synonyme internationales et professionnelles, et a avancées dans différents domaines. interagissent entre elles. Le résultat de capacité et de mobilité durable. le statut de consultant auprès des D'abord au niveau de l'infrastructure obtenu en termes de coûts et de Il trouvera encore plus de pertinence « La ligne à grande vitesse Paris-Rennes l’une des pionnières dans le monde dès Nations unies. y compris les ouvrages d’art, la voie, performances peut varier lorsqu’il suscite un accroissement permettra de relier les deux villes en 1H25.
    [Show full text]
  • 2015 Annual Report
    (Translation from the Italian original which remains the definitive version) 2015 ANNUAL REPORT CONTENTS 2015 ANNUAL REPORT 1 Chairman’s letter 3 GROUP HIGHLIGHTS 6 Disclaimer 7 Key and glossary 8 The future is founded on history 11 Consolidated highlights 12 DIRECTORS’ REPORT 13 Corporate governance and ownership structure report 14 The group’s performance 29 Transport 37 Infrastructure 42 Real Estate Services 45 Other Services 48 Ferrovie dello Stato Italiane S.p.A.’s performance 52 Macroeconomic context 55 Customers 59 Performance of markets and domestic railway traffic 63 Traffic figures of major European railway companies 67 Safety in railway operations 68 Sustainability 69 Human resources 70 The environment 75 Risk factors 77 Investments 81 Research and development 90 Main events of the year 92 Other information 101 Parent’s treasury shares 113 Related party transactions 114 Events after the reporting date 115 Outlook for the group 116 Proposed allocation of the profit for the year of Ferrovie dello Stato Italiane S.p.A. 118 CONSOLIDATED FINANCIAL STATEMENTS OF FERROVIE DELLO STATO ITALIANE GROUP AS AT AND FOR THE YEAR ENDED 31 DECEMBER 2015 119 Consolidated financial statements 120 Notes to the consolidated financial statements 126 Annexes 210 SEPARATE FINANCIAL STATEMENTS OF FERROVIE DELLO STATO ITALIANE S.P.A. AS AT AND FOR THE YEAR ENDED 31 DECEMBER 2015 221 Financial statements 222 Notes to the separate financial statements 228 Ferrovie dello Stato Italiane group 2 Chairman’s letter Dear Shareholder, 2015 brought a host of new developments for Ferrovie dello Stato Italiane group and its stakeholders. In many ways, it was a year of transition as the Italian macroeconomic context stabilised, public investments in the country’s strategic infrastructure resumed (with a total of €17 billion allocated to FS group for investments in railway transport over the next few years) and the tax burden was cut substantially.
    [Show full text]
  • Vehicle Authorisation After Political Investigation & Safe Integration in the Netherlands
    Vehicle Authorisation after political investigation & safe integration in the Netherlands Conference /Training Budapest 28th June 2017 ing. Krijn van Herwaarden NSA NL (National Safety Authority) Vehicle Authorisation -NSA NL APS (Authorisation of Placing into Service) by NSA in the Netherlands: - Pre-engagement (one meeting free of charge); - Application form available on our (ILT)-website; All possible products (derogations / APS / addition APS) on the form; - National law/policy document to determine which modifications the NSA needs to know about (and which we do not want to know about); - Confirmation of completeness to the applicant; - Decision on the application within 8 weeks; - Assessment follows EU and National laws and guidelines. (Interop Directive / DV29bis / Safety Directive / CSMs / etc.); - Only type-authorisations plus direct registration of vehicles in NVR with declarations ‘conformity to an authorised type’ (EU 2011/201). Inspectie Leefomgeving en Transport DV29 bis (recommendation ‘2014/897/EU’) 117 recommendations. Different titles and subjects: 2 ‘Authorisation for the placing in service of subsystems’. 15 ‘Type Authorisation’. 25 ‘Essential requirements, technical specifications for interoperability (TSI) and national rules’. 38 ‘Use of the common safety methods for risk evaluation and assessment (CSM RA) and the safety management system (SMS)’ 52 ‘Mutual recognition of rules and verifications on vehicles’ 55 ‘Roles and responsibilities’ 60 ‘National safety authorities should not repeat any of the checks carried
    [Show full text]
  • Ciampino Indice Index
    CARTA DEI SERVIZI 2021 AEROPORTO SERVICE CHARTER GIOVAN BATTISTA GUIDA ALL’AEROPORTO PASTINE AIRPORT GUIDE CIAMPINO INDICE INDEX Le attività aeroportuali gestite e controllate da ADR Airport activities managed and controlled by ADR 6 Il bilancio 2020 di ADR 2020 ADR Financial Statements 9 Il sistema di gestione integrato ADR The ADR integrated management system 10 L’impegno di ADR per l’ambiente ADR commitment to the environment 21 Maggio 2021 Misure protettive per la salute e la sicurezza May 2021 Health and safety protection measures 28 A cura di Aeroporti di Roma Edited by Aeroporti di Roma In collaborazione con In collaboration with Guida all’aeroporto Airport guide 43 Gentile Cliente, Aeroporti di Roma (ADR) ha il piacere di presentare la Carta dei Servizi 2021 dei servizi erogati ai passeggeri, la funzionalità delle infrastrutture, l’innovazione corredata dalla Guida all’aeroporto, un vademecum che offre le informazioni utili ai tecnologica, aspetti volti a migliorare in maniera permanente la customer passeggeri dello scalo romano di Ciampino. experience dei propri passeggeri. Nel 2020, ADR, nonostante la gravità della situazione determinata dalla diffusione ADR è stato il primo gestore dell’Unione Europea e terzo nel mondo a ottenere dell’epidemia da Covid-19, ha continuato a portare avanti la propria politica di la certificazione “Airport Health Accreditation-AHA” da parte di Airports Council miglioramento continuo dei livelli di servizio offerti, ponendosi come obiettivo International (ACI) World. Un riconoscimento che dimostra come i protocolli primario quello di rendere gli aeroporti sicuri, lavorando per garantire la massima e le misure adottate al Leonardo da Vinci e al Giovan Battista Pastine siano tutela per la salute dei passeggeri e del personale.
    [Show full text]
  • Railway Stations Adapting to Future Society Railway Stations Adapting to Future Society
    Railway Stations ADAPTING TO FUTURE SOCIETY Railway Stations ADAPTING TO FUTURE SOCIETY CONTENTS 3 FOREWORD BY UIC DIRECTOR-GENERAL 5 UIC STATION MANAGERS GLOBAL GROUP 7 HISTORY OF STATIONS: EVOLUTION OF THE CONCEPT 03 MODEL OF STATION CONCEPT 11 OPERATION faCELIFT: MAJOR PROJECTS STATION RENOvaTION POLICIES, TRENDS AND CHALLENGES 60 A QUICK LOOK AT SOME STATIONS AROUND THE WORLD... 70 BIBLIOGRAPHY Railway Stations ADAPTING TO FUTURE SOCIETY FOREWORD BY UIC DIRECTOR-GENERAL JEAN-PIERRE LOUBINOUX tations emerged alongside railways, as the Stations have gradually become organised, transfor- In the visual representations you will see the chan- staging-posts of this new industrial era. med and developed to host all those passing through ging relationships between station stakeholders. They increased in number as railways deve- – whether travellers or not – and to offer board, lod- As well as a depiction of how the concept of a “sta- loped into networks that, in turn, could only ging, or other everyday services. And since we must tion” has changed over time and the interaction Sdevelop alongside stations. From the outset, stations always go via somewhere in order to go anywhere, between stations and their urban environment, two 3 have been essential to the departure, the passage stations have become an interface between all the slides explain complex phenomena which vary ac- and the arrival of trains, and to the ebb and flow of various modes of mobility – trains, metro, buses, cars cording to the context and reality of each country all the travellers they carry. A railway network can and bicycles. They have thus become mediators and and even each station, all focusing on a complex web be seen as lines irrigating a geographical area in the organisers of daily mobility.
    [Show full text]