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2016 Sustainability Report(.Pdf — 8149 SUSTAINA BILITY REPORT 2 The Group’s profile GROUP SUSTAINABILITY CORPORATE GOVERNANCE BUSINESS SUSTAINABILITY OUR ROLE IN THE COMMUNITY OUR PEOPLE RESPECTING AND PROTECTING ADDITIONAL 3 THE ENVIRONMENT INFORMATION FerroVIE Dello Stato Italiane SPA COMPANY OFFICERS Board of Directors Chairwoman Gioia Maria Ghezzi CEO Renato Mazzoncini and General Manager Directors Daniela Carosio Giuliano Frosini Simonetta Giordani Federico Lovadina Vanda Ternau Board of Statutory Auditors In office until 4 July 2016 Appointed on 4 July 20161 Chairwoman Alessandra dal Verme Carmine di Nuzzo Standing statutory auditors Roberto Ascoli2 Susanna Masi Claudia Cattani3 Roberto Ascoli4 Alternate statutory auditors Paolo Castaldi5 Paolo Castaldi6 Cinzia Simeone Cinzia Simeone COURT OF AUDITORS’ MAGISTRATE APPOINTED TO AUDIT FERROVIE DELLO STATO ITALIANE S.p.A. Angelo Canale MANAGER IN CHARGE OF FINANCIAL REPORTING Roberto Mannozzi INDEPENDENT AUDITORS KPMG SpA (2014-2022) 1 Following the shareholder’s resolution on the same date. 2 Appointed standing statutory auditor in place of Paolo Castaldi on 11 March 2016, when the latter returned to the position of alternate statutory auditor on the same date. 3 Resigned on 17 May 2016. 4 Appointed standing statutory auditor on 29 July 2016 in place of Paolo Castaldi. 5 Standing statutory auditor from 21 December 2015 to 11 March 2016 replacing Tiziano Onesti and from 17 May 2016 replacing Claudia Cattani. 6 Standing statutory auditor until 28 July 2016 replacing Francesco Notari, who did not accept the position. Reappointed alternate statutory auditor on 29 July 2016. Ferrovie dello Stato Italiane Group 2016 Sustainability Report 4 The Group’s profile GROUP SUSTAINABILITY CORPORATE GOVERNANCE BUSINESS SUSTAINABILITY OUR ROLE IN THE COMMUNITY OUR PEOPLE RESPECTING AND PROTECTING ADDITIONAL 5 THE ENVIRONMENT INFORMATION CONTENTS Letter to stakeholders 6 Our people 130 Highlights 132 The Group’s sustainability in short 10 Workforce breakdown 134 Human capital 138 Methodology 14 Remuneration and pensions 141 People care 144 The Group’s profile 18 Health and safety 148 Our history 20 Trade unions 150 The business model 24 Disputes with employees 152 The transport segment and the reference market 26 Strategy and objectives 32 Respecting and protecting the environment 154 Our approach 157 Group sustainability 34 Environmental performance 158 Our approach to sustainability 37 Stakeholders 44 Additional information 184 Management systems 47 Methodology 187 Group sustainability 190 Corporate governance 48 Business sustainability 197 The governance system 50 Our role in the community 211 The internal control and risk management system 52 Our people 215 Compliance 54 Content index 221 Business sustainability 56 Results of operations 59 Independent auditors’ report 242 Customers 64 Suppliers 112 Assessment questionnaire 246 Our role in the community 116 Attachments: Company information 247 Highlights 118 Solidarity initiatives 121 Social and cultural activities 127 Media relations 128 Ferrovie dello Stato Italiane Group 2016 Sustainability Report 6 The Group’s profile GROUP SUSTAINABILITY CORPORATE GOVERNANCE BUSINESS SUSTAINABILITY OUR ROLE IN THE COMMUNITY OUR PEOPLE RESPECTING AND PROTECTING ADDITIONAL 7 THE ENVIRONMENT INFORMATION LETTER TO staKEHolDers G4-1 G4-2 2016 marked a turning point for Ferrovie dello icantly to €2.3 billion (+€318 million), with a as another 23 new trains were delivered in the year. The HS line also boasts connections with Stato Italiane Group as the parent presented its gross operating profit margin of 25.7%. The op- year (for a total of 41 at the end of 2016), oper- Siena, Perugia, L’Aquila, Matera and Potenza new 2017-2026 business plan on 28 Septem- erating profit rose from €644 million in 2015 ating alongside the ETR 500 trains, adding new thanks to the new integrated Frecce+bus Frec- ber, announcing highly innovative projects that to €892 million in 2016, up €248 million connections on the main line (94 Frecciarossa ciaLink service bringing passengers to the clos- will tangibly improve the lives of Italians (and (+38.5%) while the operating profit margin in- connections between Rome and Milan), on routes est HS stations. not only those who take the train) over the next creased 10%. The operating profit was impact- to and from Venice and the launch of the Freccia- The regional transport fleet was updated with the ten years. The Group is expanding its strategic ed by amortisation and depreciation, which, in rossa service between Milan and Taranto. roll-out of 23 new Jazz trains, six Swing trains, horizons beyond railway transport to operate in line with forecasts, increased €78 million, with The high-speed/high-capacity (HS/HC) Milan 133 Vivalto carriages and three Flirt trains, en- public transport in general. The data in the 2016 investments up to nearly €6 billion in 2016 -Treviglio - Brescia line that connects Milan to tailing an investment of €455 million. Regional Sustainability report demonstrate that it has laid (+8.2% on 2015). These results put the Group Brescia in just 36 minutes was opened in the train passengers reported customer satisfaction of 81.2% in January 2017, with an improvement in all indicators (punctuality, information, cleanli- ness, comfort and safety) compared to the same period one year earlier, with constant customer satisfaction rates in the months that followed. In the groundwork to become a leading integrated above European railway companies in the December 2016, customer satisfaction was up mobility player, both in Italy and abroad, pro- ranking by profitability, with higher gross op- 3.5% year-on-year. viding a key contribution to the country’s eco- erating profit margin and operating profit mar- The profit for the year of the Group’s transport nomic growth. gin than France’s SNCF (gross operating profit segment came to €164 million. The leading com- In 2016, the Group reported a record-breaking margin of 12.8%; operating profit margin of pany in this business segment is Trenitalia, with profit of €772 million (+66.4%) and a gross op- 6.6%) and Germany’s Deutsche Bahn (gross the Group companies Mercitalia and Busitalia erating profit of €2.3 billion (+16.1%). operating profit margin of 10.3%; operating operating in the cargo and road transport busi- Group revenue rose by a total of €343 million profit margin of 3.4%). nesses, respectively, and Netinera Deutschland to €8.93 billion (+4%) and included proceeds Revenue from transport services rose to €6.38 operating in the German transport segment. on the sale of assets in 2016, e.g., the transfer billion (with total growth in industrial margins - The infrastructure segment also performed ex- of a portion of the non-core commercial space broken down by the various business segments: ceedingly well (profit for the year of €174 management business through the sale of Grandi short and long haul up €29 million on 2015). million). Rete Ferroviaria Italiana (“RFI”) is the Stazioni Retail. Operating costs are in line with 2015 (+0.4%). Group’s top company in this segment, followed The Group’s gross operating profit grew signif- Frecciarossa 1000 routes expanded in 2016, by Italferr for engineering. Revenue from sales Ferrovie dello Stato Italiane Group 2016 Sustainability Report 8 The Group’s profile GROUP SUSTAINABILITY CORPORATE GOVERNANCE BUSINESS SUSTAINABILITY OUR ROLE IN THE COMMUNITY OUR PEOPLE RESPECTING AND PROTECTING ADDITIONAL 9 THE ENVIRONMENT INFORMATION and services grew in the year (+5% approxi- managers from the main Group companies, formed to give the country a solid industrial company time, proudly transforming the challenges of inter- mately) as RFI saw a spike in demand for track to integrate social and environmental aspects into capable of offering Italians increasingly efficient, national markets into opportunities. volumes from railway companies (operating train economic-financial strategies, promote the values safe and sustainable services while, at the same km +2.7%, with a 12.8% increase in the HS/ and principles of sustainable development and HC network) and a rise in the average unit toll meet stakeholders’ needs and expectations. charge (due to a different mix of track sold). The Group has matured further with respect to The Chairwoman The CEO Economic value distributed, i.e., the economic sustainability: in 2016, it began a new process Gioia Maria Ghezzi Renato Mazzoncini value generated mainly through the purchase of that will transform the current corporate govern- goods and services and the remuneration of per- ance model applied to environmental manage- sonnel, amounted to €6.83 billion (equal to 76% ment systems (EMS) into a business model that of the economic value generated) is a significant balances the economic, social and environmen- driver for the country’s economic development. tal aspects of the Group’s activities. The total number of employees went from 69,002 In partnership with Legambiente, the Group to 70,180, partly due to new hires and corpo- held the 28th annual edition of the Green rate acquisitions, with the acquisition of Ferrovie Train event. The four main themes of 2016 Sud Est bringing in 1,200 new employees. were smart cities, eco-neighbourhoods, new With investments of €5.95 billion, FS Italiane mobility and sustainable lifestyles. The event remains the country’s largest industrial investor. attracted over 35,000 visitors, including stu- It shows a constant growth curve (+8.2%) de- dents and residents. spite the already significant investment volumes In terms of social sustainability, in 2016 addi- of 2015 (€5.5 billion). Investments are in line tional Help Centers were opened in Brescia - with the ambitious objectives of the 2017-2026 inaugurated in 2016 - and in Trieste - with the business plan and focus on new business oppor- definitive opening in the year after the trial phase tunities on the market at home and abroad. began in December 2015. Together, the 2016 targets are aimed at increas- There are currently Help Centers located in 17 ing business performance, not only in terms of railway stations, extending from northern to results, but also with respect to train traffic safety southern Italy.
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