12664923.Pdf

Total Page:16

File Type:pdf, Size:1020Kb

12664923.Pdf 1 Contents A year of sustainability .............................................................................................. 4 Strategy, sustainability and value ................................................................................. 7 About us ............................................................................................................ 7 Sustainability for the Hera Group ............................................................................. 10 Sustainability and risk management .......................................................................... 19 Dialogue with our stakeholders ................................................................................ 34 The economic value for our stakeholders .................................................................... 38 Customers ............................................................................................................ 47 Objectives and performance ................................................................................... 47 Our customers .................................................................................................... 49 The cost of our services ........................................................................................ 53 Service quality ................................................................................................... 71 Quality of drinking water ....................................................................................... 74 Service safety and continuity .................................................................................. 78 Customer relations .............................................................................................. 85 Customer satisfaction survey and other dialogue initiatives ............................................. 93 Case studies for our customers ................................................................................ 96 Workforce .......................................................................................................... 103 Objectives and performance ................................................................................. 103 Workforce ....................................................................................................... 104 Diversity and equal opportunities ........................................................................... 111 Training and professional development .................................................................... 115 Health and safety .............................................................................................. 121 Remuneration and incentives ................................................................................ 126 Industrial relations ............................................................................................ 129 The internal climate survey and other dialogue initiatives ............................................. 134 Case studies for employees .................................................................................. 141 Shareholders and Financial Institutions ....................................................................... 146 Hera’s commitment toward the investors ................................................................. 146 Complete transparency with the shareholders and the financial market on the creation of value148 The commitment to reduce the investment risk ......................................................... 149 Corporate Governance and safeguards for shareholders ................................................ 151 The composition of the shareholding structure ........................................................... 152 Financial structure ............................................................................................ 154 The Green Bond ................................................................................................ 155 The Environment and Future Generations .................................................................... 157 Objectives and results ........................................................................................ 157 Energy production ............................................................................................. 159 Energy efficiency .............................................................................................. 167 Production and distribution of water ....................................................................... 173 Wastewater treatment quality .............................................................................. 176 Atmospheric emissions ........................................................................................ 180 Greenhouse gas emissions .................................................................................... 189 Waste collected ................................................................................................ 191 Separate waste collection .................................................................................... 197 Waste disposed of ............................................................................................. 204 Waste produced by Hera ..................................................................................... 213 Biodiversity ..................................................................................................... 214 The initiatives for the local community .................................................................... 216 Public Administration ......................................................................................... 230 Case Studies for the Environment and Future Generations ............................................. 236 Suppliers ............................................................................................................ 260 Objectives and performance ................................................................................. 260 Our suppliers ................................................................................................... 261 2 Operations within local communities ....................................................................... 263 Qualification and selection of suppliers .................................................................... 265 Contract management ........................................................................................ 274 Supplier relations .............................................................................................. 278 Case studies for suppliers .................................................................................... 279 Methodological guide to the Report ............................................................................ 282 Drawing up this report ........................................................................................ 282 Annexes ............................................................................................................. 287 3 A year of sustainability Letter to stakeholders Our 2015 Sustainability Report... a value for us and for our stakeholders Once again in this Report, our economic, social and environmental sustainability results are highly positive, within an evolutionary perspective of shared value. Completely renewed last year, it reflects our commitment to make our objectives and results accessible to stakeholders every year, in full transparency and with the aim of building the trust we need. We have written it again this year keeping in mind the people who will read it and we have further developed its communication structure, in a search for constant improvement just like our way of doing business. And with the aim of meeting the knowledge expectations of all our stakeholders. Our business strategy embraces sustainability: this is our approach Our business plan is divided into four strategic lines - growth, excellence, efficiency and innovation. Sustainability, in its various spheres, is cross-cutting through the four lines and has been a key priority for the Group ever since its establishment. Its integration in our business activities is implemented through: • strong attention to systems of values, at the basis of our activities, which was the topic in 2015 of a training course delivered to AcegasApsAmga employees and which we are about to update, as we do every three years, with involvement of the workforce; • continuous improvement of the Group’s accountability profile, as witnessed by the report and by the vertical theme reports which explain in detail what we do and how we do it with regard to particularly sensitive issues (further expanded and improved in 2015); • a balanced scorecard system associated with a bonus system involving all management and in which sustainability objectives account averagely for 20% of variable remuneration in 2015; • strengthening of the governance system and management of business risks, according to a renewed integrated system for enterprise risk management, managed with a view to maintaining operations and to ensuring safety. Our priorities are service quality and staying close to customers, which we do by listening to them We listen to our customers so that we can improve: the survey carried out in 2015 on the quality of the services provided by the Group (around 5,300 interviews) reported a high satisfaction index (70/100), on the rise compared to the previous year. The results will be used to define
Recommended publications
  • DEMIFER Demographic and Migratory Flows Affecting European Regions and Cities
    September 2010 The ESPON 2013 Programme DEMIFER Demographic and migratory flows affecting European regions and cities Applied Research Project 2013/1/3 Deliverable 12/08 DEMIFER Case Studies Molise (Italy) Prepared by Massimiliano Crisci CNR-IRPPS – Italian National Research Council Institute of Research on Population and Social Policies Roma, Italy EUROPEAN UNION Part-financed by the European Regional Development Fund INVESTING IN YOUR FUTURE This report presents results of an Applied Research Project conducted within the framework of the ESPON 2013 Programme, partly financed by the European Regional Development Fund. The partnership behind the ESPON Programme consists of the EU Commission and the Member States of the EU27, plus Iceland, Liechtenstein, Norway and Switzerland. Each partner is represented in the ESPON Monitoring Committee. This report does not necessarily reflect the opinion of the members of the Monitoring Committee. Information on the ESPON Programme and projects can be found on www.espon.eu The web site provides the possibility to download and examine the most recent documents produced by finalised and ongoing ESPON projects. This basic report exists only in an electronic version. © ESPON & CNR-IRPPS, 2010. Printing, reproduction or quotation is authorised provided the source is acknowledged and a copy is forwarded to the ESPON Coordination Unit in Luxembourg. Table of contents Key findings……………………………………………………………………… 5 1. Introduction…………………………………………………………………. 6 1.1. Specification of the research questions and the aims……………………. 7 1.2. Historical and economic background………………………………………………. 8 1.3. Regional morphology, connections and human settlement………….. 9 1.4. Outline of the case study report…………………………………………………….. 10 2. Demographic and migratory flows in Molise: a short overview………………………………………………………………………….
    [Show full text]
  • Molisans Between Transoceanic Vocations and the Lure of the Continent
    / 4 / 2011 / Migrations Molisans between transoceanic vocations and the lure of the Continent by Norberto Lombardi 1. The opening up of hyper-rural Molise After the armies had passed through Molise, on the morrow of the end of World War II, Molisans’ main preoccupation was not leaving their land and looking for better job and life prospects abroad. There were more immediate concerns, such as the return of prisoners, the high cost of living, rebuilding bombed towns, restoring roads and railways, restoring the water and electricity supply, and finding raw materials for artisanal activities. The recovery of the area was thus seen in a rather narrow perspective, as the healing of the wounds inflicted by the war to local society and the productive infrastructure, or, at most, as a reinforcement and development of traditional activities. The only sector where this perspective broadened was that of interregional transportation. The hope was to overcome the isolation of the region, although as a long-term project. When one peruses the local pages of the more or less politically engaged newspapers and journals that appeared with the return of democracy, and when one looks at institutional activities, especially those of the Consiglio provinciale di Campobasso, one is even surprised by the paucity and belatedness of references to the theme of emigration, deeply rooted as it is in the social conditions and culture of the Molisans.1 For example, one has to wait until 1949 for a report from Agnone, one of the historical epicenters of Molisan migration, to appear in the newspaper Il Messaggero.2 The report 1 For an overview of the phenomenon of migration in the history of the region, see Ricciarda Simoncelli, Il Molise.
    [Show full text]
  • Risultati 2013 E Business Plan 2014-2018
    ACEA GROUP 2013 Results Business Plan 2014-2018 Agenda Acea Group description 3 2014-2018 Business Plan highlights • Environment 5 • Energy 10 • Water 15 • Grids 22 • Corporate 29 • Acea Group 31 Business Plan Key Takeaways 35 Closing remarks 37 APPENDIX 2013 Results 40 9M2013 Results 50 1H2013 Results 52 2012 Results 54 Acea Group description: an Integrated Multi-Utility ACEA Group Acea is one of the leading Italian multi-utilities. The company engages in the development of grids and services in the water, energy and environmental sectors. Founded in 1909, ACEA has been listed on the Italian Stock Exchange since 1999. The City of Rome is the largest shareholder. Group Structure Shareholder Structure ENVIRONMENT ENERGY WATER 18.15% 100% Acea Risorse e 100% Acea Energia Holding 96% Acea Ato2 Impianti per 100% Acea Energia l’Ambiente 100% Acea Produzione 94% Acea Ato5 2.02% 99% Sarnese Vesuviano 37% Gori 88% Acquaser 100% Crea Gestioni 51.00% 100% Acea8cento 50% Ecomed 40% Umbra Acque 16.35% 85% Ombrone 40% Acquedotto del Fiora GRIDS OTHER SERVICES 69% Acque Blu Arno Basso 100% Acea Reti e Servizi 45% Acque 12.48% Energetici 100% Laboratori 69% Acque Blu Fiorentine 50% Acea Distribuzione 40% Publiacqua City of Rome 51% Ecogena 49% Acea illuminazione Suez Environnement Company SA (held through Ondeo Italia) Pubblica 35% Intesa Aretina Caltagirone Group 46% Nuove Acque 50% Acea Illuminazione Norges Bank Pubblica 1% Ingegnerie Toscane Other 50% Acea Distribuzione 25% Consorcio Agua Azul Source: CONSOB (March 2014) 51% Aguazul Bogotà 100% Acea Domenicana 3 Acea Group description: Main Business Units ACEA Group A leading player in the Italian market ENVIRONMENT Acea ranks fifth in Italy for waste treated, with over 700,000 tons in 2013.
    [Show full text]
  • Italian Competition Law Newsletter, October 2019
    October 2019 Italian Competition Law Newsletter — Highlights — The TAR Lazio rules on Enel’s and Acea’s appeals against ICA decisions that the incumbents abused their dominant position in local markets for retail electricity supply. — The Court of Salerno rules on the invalidity of a guarantee agreement containing clauses from an anticompetitive form. The TAR Lazio reviews ICA decisions on alleged abuses of dominant position in the retail supply of electricity On October 17, 2019, the Regional Administrative on procedural reasons, such as the fact that both Tribunal for Latium (the “TAR Lazio”) ruled decisions were adopted by a board composed of on appeals by companies belonging to the Enel only two members (which did not include the and Acea groups, two major energy firms active, President of the ICA). among others, in the distribution and sale of electricity in Italy, against Italian Competition Background Authority (“ICA”)’s decisions finding that the two On December 20, 2018, in parallel proceedings incumbents had abused their dominant position in against Enel and Acea, the ICA found that the local markets for retail electricity supply.1 two incumbents had infringed Article 102 TFEU The TAR Lazio upheld Acea’s appeals and annulled by carrying out an abusive strategy based on their the Acea Decision.2 Conversely, Enel’s appeals position as companies active in both the enhanced against the Enel Decision were upheld only with protection service (“EPS”) and the retail supply of respect to the fine calculation.3 As a consequence, electricity at market prices. the TAR Lazio ordered the ICA to recalculate The EPS is a regulated regime, reserved to domestic the fine imposed on Enel on the basis of the clients and small businesses that do not opt for parameters indicated in the TAR Lazio’s Enel offers at market prices.
    [Show full text]
  • 2I RETE GAS S.P.A
    2i RETE GAS S.p.A. (incorporated in the Republic of Italy as a joint stock company) €3,500,000,000 Euro Medium Term Note Programme Under this €3,500,000,000 Euro Medium Term Note Programme (the “Programme”), 2i Rete Gas S.p.A. (the “Issuer” or “2iRG”) may from time to time issue notes (the “Notes”) denominated in any currency agreed between the Issuer and the relevant Dealer (as defined below). The maximum aggregate nominal amount of all Notes from time to time outstanding under the Programme will not exceed €3,500,000,000 (or its equivalent in other currencies calculated as described in the Dealer Agreement described herein), subject to increase as described herein. The Notes may be issued on a continuing basis to one or more of the Dealers specified under “Overview of the Programme” and any additional Dealer appointed under the Programme from time to time by the Issuer (each a “Dealer” and together the “Dealers”), which appointment may be for a specific issue or on an ongoing basis. References in this Base Prospectus to the “relevant Dealer” shall, in the case of an issue of Notes being (or intended to be) subscribed by more than one Dealer, be to all Dealers agreeing to subscribe such Notes. An investment in Notes issued under the Programme involves certain risks. For a discussion of these risks see “Risk Factors”. This Base Prospectus has been approved by the Central Bank of Ireland (the “Central Bank”) as competent authority under Directive 2003/71/EC, as amended (including by Directive 2010/73/EU) (the “Prospectus Directive”).
    [Show full text]
  • 1. Early Years: Maria Before La Callas 2. Metamorphosis
    ! 1. EARLY YEARS: MARIA BEFORE LA CALLAS Maria Callas was born in New York on 2nd December 1923, the daughter of Greek parents. Her name at birth was Maria Kalogeropoulou. When she was 13 years old, her parents separated. Her mother, who was ambitious for her daughter’s musical talent, took Maria and her elder sister to live in Athens. There Maria made her operatic debut at the age of just 15 and studied with Elvira de Hidalgo, a Spanish soprano who had sung with Enrico Caruso. Maria, an intensely dedicated student, began to develop her extraordinary potential. During the War years in Athens the young soprano sang such demanding operatic roles as Tosca and Leonore in Beethoven’s Fidelio. In 1945, Maria returned to the USA. She was chosen to sing Turandot for the inauguration of a prestigious new opera company in Chicago, but it went bankrupt before the opening night. Yet fate turned out to be on Maria’s side: she had been spotted by the veteran Italian tenor, Giovanni Zenatello, a talent scout for the opera festival at the Verona Arena. Callas made her Italian debut there in 1947, starring in La Gioconda by Ponchielli. Her conductor, Tullio Serafin, was to become a decisive force in her career. 2. METAMORPHOSIS After Callas’ debut at the Verona Arena, she settled in Italy and married a wealthy businessman, Giovanni Battista Meneghini. Her influential conductor from Verona, Tullio Serafin, became her musical mentor. She began to make her name in grand roles such as Turandot, Aida, Norma – and even Wagner’s Isolde and Brünnhilde – but new doors opened for her in 1949 when, at La Fenice opera house in Venice, she replaced a famous soprano in the delicate, florid role of Elvira in Bellini’s I puritani.
    [Show full text]
  • Fondazione ARENA Di VERONA 
    Fondazione ARENA di VERONA Bilancio di Esercizio 2015 1 Fondazione ARENA di VERONA Via Roma, 7/D – 37121 VERONA Numero R.E.A. 301845 Codice Fiscale e Registro Imprese di Verona n. 00231130238 Registro delle Persone Giuridiche n. 5P del 18/04/2002 2 3 4 Fondazione ARENA di VERONA RELAZIONE SULLA GESTIONE 5 RELAZIONE SULLA GESTIONE Il bilancio consuntivo 2015 chiude con una perdita pari a euro 1.390.125. Nonostante il risultato negativo, la situazione di Fondazione Arena di Verona appare in netto miglioramento rispetto al precedente esercizio, come meglio successivamente evidenziato nella sezione della presente relazione in c ui si illustrano i principali dati economici. Il margine operativo lordo risulta infatti nettamente positivo per Euro 3.285 migliaia rispetto all’equivalente dato 2014, pari a – Euro 2.663 migliaia, così come il margine operativo risulta solo leggermente n egativo ( - Euro 60 migliaia). Perdura, come nei due esercizi precedenti, la sofferenza legata alla flessione costante dei contributi pubblici. A fronte del venir meno degli apporti da parte dei tradizionali Enti che a veva no in passato sostenuto Fondazione Arena di Verona , tuttavia, altri Enti, sia pubblici che privati e operanti nel territorio veronese, hanno deliberato importanti contributi a favore della Fondazione, incentivati, questi ultimi, dalla rilevanza dei benefici fiscali previsti dal cosiddetto “Art bonus” del quale hanno potuto usufruire. Le vendite di biglietteria, dopo un notevole calo registrato nel 2014, nel 2015 sono rimaste sostanzialmente invariate. Purtroppo permane, dall’anno 2008, un contesto socio - economico sempre caratterizzato dalla crisi finanziaria internazionale e in particolare, da quella italiana che penalizza i consumi in tutti i settori, senza ovviamente escludere l’assistere ad uno spettacolo dal vivo, la cui fruizione viene considerata voluttuaria rispetto all’acquisto di be ni di primaria necessità.
    [Show full text]
  • Acea Spa Financial Statements
    2016 ACEA SPA FINANCIAL STATEMENTS CONSOLIDATED FINANCIAL STATEMENTS ACEA GROUP ACEA SPPA FINANCIAL STTATEMENTS CONSOLIDAATED FINANCIAL STTATEMENTS ACEA GROUP CONTENTS 6 ACEA AT A GLANCE 17 REPORT ON OPERATIONS 18 Corporate bodies 19 Summary of results 21 Summary of operations and income, equity and financial performance of the Group 28 Reference context 43 Trends of operating segments 43 Economic results by segments 46 Environment Operating Segment 49 Energy Operating Segment 49 Water Operating Segment 55 Networks Operating Segment 58 Corporate 59 Significant events during and after the period 61 Main risks and uncertainties 65 Operating outlook 66 Resolutions on profit for the year and distribution to Shareholders 69 ACEA S.P.A. FINANCIAL STATEMENTS 70 Form and structure 71 Measurement criteria and accounting standards 76 Accounting standards, amendments, interpretations and improvements applied from 1 January 2016 78 Accounting standards, amendments and interpretations applicable after the end of the year and not adopted in advance 81 Income Statement 81 Statement of Comprehensive Income 82 Statement of Financial Position 83 Statement of changes in shareholders’ equity at 31 December 2015 83 Statement of changes in shareholders’ equity at 31 December 2016 84 Statement of Cash Flows 85 Notes to the Income Statement 91 Notes to the Statement of Financial Position - Assets 99 Notes to the Statement of Financial Position - Liabilities 106 Related Party Transactions 109 List of related party transactions 110 Updates on major disputes and litigation 113 Additional disclosures on financial instruments and risk management policies 116 Commitments and contingencies 117 Annexes 4 ACEA GROUP • 2016 FINANCIAL STATEMENTS 124 Report of the board of the statutory auditors 135 Independent auditors’ report 138 Certification of separate financial statements in accordance with art.
    [Show full text]
  • Elenco)Principali)Attività)Svolte)In)Qualità)Di)Coordinatori)Per)La)Sicurezza)) In)Cantieri)Del)Pubblico)Spettacolo)E)Dell'intrattenimento)In)Genere)
    SICUREZZA & AMBIENTE Engineering SRL & S AE ! ) Elenco)principali)attività)svolte)in)qualità)di)coordinatori)per)la)sicurezza)) in)cantieri)del)pubblico)spettacolo)e)dell'intrattenimento)in)genere) anno 2007 RENATO)ZERO) Milano)Stadio)Meazza) ZUCCHERO) Milano)Arena)Civica) Biagio)ANTONACCI) Milano)Stadio)Meazza) Giovanni)ALLEVI) Milano)P.zza)DuoMo) CocaColaLive@MTV) RiMini)Parco)Marecchia) CocaColaLive@MTV) Bari)ColMata)di)Marisabella) MTV)Day)2007) Milano)P.zza)DuoMo) MTV)Day)2007) Roma)P.zza)S.Giovanni)in)Laterano) THE)POLICE) Torino)5)Stadio)Delle)Alpi) anno 2008 VASCO)ROSSI) Genova)area)Mare)porto)GE NEGRAMARO) Milano)Stadio)Meazza VASCO)ROSSI) Milano)Stadio)Meazza ZUCCHERO) Milano)Stadio)Meazza RADIOHEAD) Milano)Arena)Civica Bruce)SPRINGSTEEN) Milano)Stadio)Meazza LIGABUE) Milano)Stadio)Meazza Scuderia)FERRARI) Monza)AutodroMo INDEPEENDENCE)Day) Milano)Arena)Civica Vasco)ROSSI) Torino)Stadio)Delle)Alpi Ornella)VANONI) Milano)P.zza)DuoMo anno 2009 WrooM)2009) Madonna)di)CaMpiglio evento)Cioccolatò) Torino)P.zza)Vittorio)Emanuele evento)RAY)BAN)ReMaster) Milano)Padiglione)Ansaldo TIZIANO)FERRO) Milano)MediolanuM)ForuM Convention)Banco)Desio) Milano)MediolanuM)ForuM MTV)Mobile)Tour) Napoli)Piazza)del)Plebiscito DEPECHE)MODE) Milano)Stadio)Meazza PAUSINI)&)Co.)x)l'Abruzzo) Milano)Stadio)Meazza U2) Milano)Stadio)Meazza MADONNA) Milano)Stadio)Meazza MTV)Mobile)Tour) BARI))Largo)Santa)Chiara SICUREZZA)&)AMBIENTE)Engineering)SRL)5))©)2011)Copyright)5)tutti)i)diritti)riservati)5)è)vietata)la)riproduzione)totale)o)parziale)senza)specifica)autorizzazione)scritta)
    [Show full text]
  • Acea Spa Financial Statements Acea Group Spa Consolidated Financial Statements
    Acea SpA fi nancial statements Acea Group SpA consolidated fi nancial statements 2008 Acea SpA financial statements Acea Group SpA consolidated financial statements 2008 2008 Acea SpA financial statements Acea Group SpA consolidated financial statements Acea SpA Registered office Piazzale Ostiense 2 – 00154 Rome Share capital 1,098,898,884 euros, fully paid-up Tax code, VAT number and Rome Companies’ Register no. 05394801004 Registered in Rome at REA no. 882486 Prepared by Planning and Finance Editorial coordination External Relations and Communication Graphic design, editing and copyediting Message Photographs Acea archives Fabio Anghelone Printed by Primaprint Printed in April 2009 Contents Management report on operations The Acea Group 12 Other information 63 Acea SpA share price Management performance 63 Shareholdings of directors Medium/long-term incentive and statutory auditors 14 schemes 65 Corporate Governance 16 Executive Responsible for Financial Reporting 65 Powers of the Board of Directors, Third tariff cycle 66 the Chairman and Chief Executive Antitrust Authority investigation Officer of Acea SpA and the of the acquisition of Publiacqua 67 Executive Responsible for Financial Reporting 17 Events after 31 December 2008 68 Chairman’s statement 19 Risks and uncertainties 69 Acea Group financial highlights Regulatory risk 69 for 2008 23 Legislative risk 72 Strategic risk 73 Group operating review 23 Operational risk 75 Energy networks 23 Litigation risk 76 Electricity transmission 24 Service quality 25 Outlook 80 Energy services,
    [Show full text]
  • Istock - Getty Images LATIUM
    82 Rome, Colosseum, © belenox - iStock - Getty Images LATIUM Latium is an area worth getting to know, beaches, the lovely cli's, all along the a land rich in blends of art, culture and coastline, from Tarquinia beach to the nature, the crossroads of Mediterranean white sand of Sabaudia with its famous civilization and of Etruscan, Sabine, Sam- dunes, to the clear waters of San Felice al nite, Campanian and Latin peoples. The Circeo and Sperlonga, an authentic region probably got its name from the Tyrrhenian fishing village, down to Gae- Latins, whose most recent history min- ta, with its split mountain overhanging gles with that of Rome and the Pontifical the sea. There are very charming under- State, the Terra del Lavoro and the King- water itineraries along the lovely seabeds dom of the Two Sicilies. A compound of the Pontine islands, to underwater memory that only a few dozen years ago caves, fields of posidonia, lobsters and recovered its role as a unique tourist at- even submerged shipwrecks. traction, together with that of the capital The counterpoint to the sea are the city. Nowadays the region stands out beautiful mountains, rich in avifauna and with its many charms, from spas to spec- biodiversity, which mark out the region’s tacular lakes, from gentle hilly scenery to ridge and follow its outline from the bor- charming beaches, from archaeology ders of Tuscany to Campania, from the and art to the great wealth of traditions. Rieti salt road to the Abruzzo National Latium is a wonderland, the essence of Park. Then there are the Monti della Laga natural beauty, historic remains and a and della Duchessa, the magical Simbru- variety of food and wine related to the ini mountains, the heart of Latium, the soil and the simplicity and wholesome- Ausoni mountains and the Aurunci, ness of the crops.
    [Show full text]
  • MOLISE Shorter Travelling Time to Rome the New Railway Lines
    MOLISE Shorter travelling time to Rome The new railway lines passing through the Molise region will be faster and, above all, safer. The new line, 49 km long, currently under construction between the stations of Rocca d’Evandro and Vairano, could reduce travelling time between Rome and Campobasso by about 20 minutes. Passengers arriving from Termoli on the Adriatic line could go through Venafro to reach the high-speed Rome-Naples line, which is also under construction, more quickly. The Venafro-Vairano stretch, on the other hand, is in need of technological upgrading. Centralised traffic control (CTC) is being installed on the Molise part of the Adriatic line. This is indispensable for railway safety given that double tracking on parts of the line will increase train speeds. Cleaner water A number of schemes have been promoted in an effort to improve water and sewage networks and upgrade the water purification system. As regards water networks, new equipment has been installed and some existing plant improved. This involved 109 projects spread over 136 municipalities in the region. In addition, 108 km of sewer trunk lines and collectors were laid and 74 new sewage plants put into operation, serving a population of 250,000 out of a total of about 330,000. The Pompei of the Dark Ages In the province of Isernia, major rehabilitation has been carried out in the San Vincenzo al Volturno area, an abbatial settlement founded in the Dark Ages and one of the most important monastic institutions of the Carolingian period, described by some as the Pompei of the Dark Ages.
    [Show full text]