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Stakeholder engagement
The FS Italiane Group strives to maintain a transparent and collaborative relationship with its stakeholders56 via active involvement and ongoing dialogue, as it firmly believes that by understanding their expectations and reconciling interests, it guarantees the effective creation of value. .
56) The criteria used to identify stakeholders are as follows: responsibility, dependence, materiality, influence, degree of interest/impact/knowledge.
MAIN CHANNELS OF COMMUNICATION WITH STAKEHOLDERS
FS PEOPLE AND TRADE UNIONS
* Group intranet portal – WE * Events/webinars * Assessment interviews * Comment cards * Trade union panels and meetings
FINANCIAL COMMUNITY
* Regular presentations * Individual and group meetings * Roadshows * ESG rating surveys BODIES AND INSTITUTIONS
* Specific meetings * Corporate communications * Surveys * Protocols of understanding * Stakeholder panels
SUPPLIERS AND BUSINESS PARTNERS
* Work groups/meetings * Conferences * Audits * Questionnaires * Stakeholder panels
CUSTOMERS AND PASSENGERS
* Special investigations * Market research * Workshops, seminars * Special communication channels * Social networks * Stakeholder panels
SHAREHOLDERS
* Regular presentations * Individual and group meetings * Shareholders’ meeting CIVIL SOCIETY AND LOCAL COMMUNITIES
* Specific meetings * Work groups * Press releases * Social networks * Interviews * Stakeholder panels
MEDIA
* Press releases * Social networks * Events * Interviews
Creating value for the Group and its stakeholders is a priority for the sustainability of the business in the medium to long-term. Based on the reclassification of the consolidated income statement, the table below illustrates the impacts of the Group’s activities on its stakeholders. Specifically: * economic value generated is an indicator of measurable wealth generated by the Group in the
year. The analysis of value added provides an objective evaluation of the Group’s economic/social impact by measuring the wealth it has created for stakeholders; * economic value distributed is a qualitative/quantitative indicator of the Group’s social impact and the distribution of value to the various stakeholder categories. The value not distributed by the Group (€1.8 billion) consisted substantially of self-financed investments and accruals to reserves, to be reinvested and thereby ensure the continuity of the business over the medium to long term and, therefore, indirectly benefit the FS Italiane Group’s stakeholders (such as employees and the community through, for example, improvements in service quality).
GENERATION AND DISTRIBUTION OF ECONOMIC VALUE 2021 2020 2019
Economic value generated directly 12,328 10,941 12,524
Revenue from sales and services
Other sundry income
Economic value distributed
Operating costs for materials and services
Personnel expense
Payments to financial backers
Payments to public bodies
Economic value withheld 11,747 10,482 12,011
581 459 513
10,444 9,621 10,190
5,336 4,661 4,801
4,764 4,432 4,945
160 387 286
184 141 158
1,884 1,320 2,334
In millions of Euros
| THE STAKEHOLDER PANEL
The stakeholder panel is an important opportunity for direct exchange between the Group and its main stakeholders, including in the definition of long-term goals. Indeed, the fifth stakeholder panel helped understand the stakeholders’ expectations about three key topics: energy and emissions, safety and sustainable mobility. In line with the Group’s priorities, this means of stakeholder engagement will continue with other relevant topics, in line with the business plan. Moreover, the proposals gathered during the first four stakeholder panels are published on the Dialogue with stakeholders page of the company website, detailing the measures carried out and any reasons why the Group has decided not to implement them.
® Trenitalia archive
| SUSTAINABILITY POLICY
To make sustainability a guiding principle in the definition of strategic and operating choices and to ensure sustainable growth in the medium and long term, the FS Italiane Group has identified the principles at the heart of its operations in the sustainability policy. This document, which was approved on 16 April 2019 by the board of directors and is inspired by the Sustainable Development Goals and the UN Global Compact principles, is based on seven principles. SHARED VALUE CREATION
Balance economic targets with social and environmental goals, creating value for the business, stakeholders and all the areas in which the Group operates
COMMUNITY AND STAKEHOLDER ENGAGEMENT Initiate systematic stakeholder engagement processes
PASSENGER AND EMPLOYEE SAFETY Ensure an increasingly higher level of health and safety and consolidate a risk management and prevention culture
SERVICE QUALITY Improve the customer experience, with a close focus on delivered and perceived quality
EMPLOYEE VALUE Actively contribute to caring for and nurturing people, preventing any form of discrimination
EFFICIENT USE OF RESOURCES AND ENVIRONMENTAL PROTECTION Promote the efficient use of energy resources and encourage an LCA approach in all processes
RESPECT FOR HUMAN RIGHTS Protect human rights in its operations and with suppliers and business partners, helping to create a responsible value chain
| OTHER FORMS OF
DIALOGUE
The Group has many other forms of dialogue with its stakeholders, including institutionalised feedback collection (e.g., customer satisfaction surveys), relationships with the consumer and environmental associations and the trade unions. Each year, the Group promotes a number of initiatives to inform, advise, discuss and partner with the various stakeholders. The Ferrovie dello Stato Italiane Group also takes part in activities with the following associations: Confindustria and its local branches, Agens/Federtrasporto, Federturismo, Assonime and Accredia. At European level, it collaborates with CER57 (Community of European Railway and Infrastructure Companies) which acts as the sector’s voice with the main European institutions (Commission, Parliament, Council) and promotes dialogue between companies and decision-making bodies. The Group also participates in specific working groups at the UIC and the ERA (European Railway Agency). Furthermore, the FS Italiane Group collaborates with the followig organisations: Asvis, United Nation Global Compact, Global Reporting Initiative, the Foundation for Sustainable Development, Green Building Council Italy, Railsponsible, the Kyoto Club and the Italian Association for Sustainable Infrastructure. There were no non-conformities in advertising in 2021. No form of financial assistance and no benefits are granted to the aforementioned associations other than the membership fees. The Group does not pay any direct or indirect contributions to political parties, movements, committees or organisations or trade unions.
| MEDIA RELATIONS,
PUBLISHING AND MULTI-
MEDIA MATERIAL
In 2021, the Group was active with the national, regional, local and international media (press agencies and national, local and international newspapers, the free press, general and trade magazines, radio, television and photographic, radio and television agencies) as well as online publications, websites and blogs. Its media work included external communications, such as: * the online newspaper fsnews.it; * the Group’s website fsitaliane.it; * La Freccia magazines; * the radio station FSNews Radio; * social media; * the Telegram channel of FSNews. In 2021, FSNews.it published nearly 1,500 articles, along with multimedia content including over 116 podcasts and 109 videos presented on the Group’s YouTube channel.
FSNEWS RADIO The FSNews Radio editorial department produced 528 podcasts, 117 on-air events including live, streaming, photo, video and web events. It provided 3,021 updates on train circulation on the radio and app. LA FRECCIA 40% less paper was used in 2021 than in 2020 to print the La Freccia magazine, the FS Italiane Group’s general-interest monthly publication (12 issues). It is printed on Forest Stewardship Council® certified paper and using recycled materials.
| WEB STRATEGY
In December 2021, FS Italiane’s blog #RailPost – un viaggio da raccontare, which tells the direct stories of employees and passengers about issues ranging from innovation to sustainability, slow tourism and proximity, moved to a web content platform managed by FSTechnology for security reasons. In 2021, FS Italiane changed the layout of the Sustainability section of its website (fsitaliane.it) according to three main areas: Environmental Commitment, People and Sustainability Governance. A new Welcome Page was then created for each area. Specifically, the People welcome page was revisited in order to present the Group’s social activities, directing users towards activities related to external stakeholders (Social commitment section), internal stakeholders (Corporate welfare section) and topics related to Diversity&Inclusion. Some of the most important initiatives of 2021 were the social awareness campaigns, such as: #ilmioviaggiosostenibile, #fsgreen, Fund raising campaign per Fondazione Bambino Gesù, the International Day for the Elimination of Violence against Women, the RAILWAY heART photography feature, Frecciarosa2021, 4W4Inclusion, promoting Giro d’Italia, presenting the ONDS report, and #facciamosquadra. For its internal stakeholders, the Group: * launched the “Restarting Italy together” communication plan, to recount FS’ central role in the process to restart the country, contributing to innovation and digitalisation, fostering international integration and people transformation, supporting the core business of subsidiaries, and corporate communication plans on sustainability, welfare, innovation, training and the digital workplace; * expanded the internal communication channels by designing mywe, the first app dedicated to all FS Group people, amplifying the videowall network and the
Group’s new system to receive
push messages wespeak; * launched the new #100AmbassadorxFS project to create a network of internal “influencers” to promote messages and initiatives on internal and external communication channels; * continued to promote and spread professional communities throughout the Group with over 2,500 registrations and the internal change management plan: continuing on from the “we are digital” plan, training for
Group employees to inform them about the new digital workspace tools and encourage them to access and use them.
THE GROUP CAN ALSO BE FOUND ON:
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For more than a hundred years, the FS Group has been the means of connecting of our country, thanks to constant attention and protection of the people, companies and associations with which we work with, with the aim of generating shared value for the community.
We care for almost 82,000 people, committed every day to ensure that the offer provided to travellers and industrial customers, in terms of sustainable services, quality, safety and relationships, is the best in the transport sector. These professionals are crucial for the growth of our Group, and need protection, care and continuous training.
FS ITALIANE GROUP FOR THE PEOPLE
102-15
HIGHLIGHTS
PUTTING THE NEEDS OF PEOPLE AND CUSTOMERS FIRST
WHAT WE HAVE ACCOMPLISHED
1
SEM (Smart Equipment Management)
Completion of work at approximately 30 stations designed in 2020 and executive design process completed at 32 network stations to remotely control and manage civil station systems and lighting; conclusion of the final design of a central SEM command and control post for remotely managing civil station systems at the RFI headquarters
Easy and smart stations
Continue works to make sure the busiest stations of the network are accessible and can be used under the “Integrated stations plan” (including raising platforms to height of 55cm, installing new lifts, installing tactile walkways, reflooring platforms and halls and replacing lighting systems with LED lights)
WHAT WE AIM TO DO
PUTTING THE NEEDS OF PEOPLE AND CUSTOMERS FIRST
WHAT WE HAVE ACCOMPLISHED
ASSISTANCE FOR PASSENGERS WITH REDUCED MOBILITY (PRM)
Continued expansion of the PRM circuit (332 stations) against unchanged needs from previous years and provision of approximately 220,000 assistance services (+28% compared to 2020) WHAT WE AIM TO DO
PRM SERVICE
Presentation of mobile kerb ramps as a new station asset for providing the PRM service
PUTTING THE NEEDS OF PEOPLE AND CUSTOMERS FIRST
WHAT WE HAVE ACCOMPLISHED
3
Upgrade of sections to southern Italy
Completing Frecciabianca to Frecciargento upgrade on the Rome-Reggio Calabria line Creating a couple of Frecciarossa Fast links between Milan and Reggio Calabria, cutting the journey time by over an hour, by smartly choosing the stops along the way Creating a couple of Frecciarossa night links between Milan and Reggio Calabria to support summer traffic peaks Extending Frecciarossa services to Puglia
4
Upgrade of the regional services fleet
Roll-out of over 100 new Pop and Rock trains to boost the plan to upgrade the fleet used for regional transport WHAT WE AIM TO DO
Upgrade of sections to southern Italy
Further increases in the number of trains running on the Rome-Puglia line
Upgrade of the regional services fleet
Introduce new Blues trains with two possible formats: bimodal (Diesel-Electric) or hybrid (Diesel-Electric-Battery)
PUTTING THE NEEDS OF PEOPLE AND CUSTOMERS FIRST
WHAT WE HAVE ACCOMPLISHED
QuiBus Campania app
Roll-out of the new Busitalia Campania app which provides passenger with information on lines, timetables, routes and the new on-call service
Upgrade of the Padua and Rovigo fleet for urban and suburban transport
In 2021, 120 new buses joined the fleet, including 109 for the Padua suburban service and 11 for the Rovigo suburban service. They are all Euro 6 diesel vehicles with the exception of one electric bus
Remote working – cyber security
Design Virtual Desktop Infrastructure (VDI) to provide virtual desktops to all employees that can be safely accessed from any device
Cyber security
Increase security over access to digital workspace systems by introducing multifactor authentication systems
WHAT WE AIM TO DO
“EMW” project (Europay, Mastercard, Visa)
Continue on with the project that will allow passengers buy tickets by credit card
Upgrade of the bus fleet
Replace 11 buses for the Padua suburban service and 6 buses for the Rovigo suburban service
OUR PEOPLE AND THEIR VALUE
1
WHAT WE HAVE ACCOMPLISHED
Continued strict implementation of measures to curb and fight the spread of Covid-19 in the workplace
2
Maintained Biosafety Trust Certification, a model of how to prevent and control the spread of viral infections on public transport
3
Begun large-scale recruitment of new graduates - holding recruiting days, with 26 special events by cluster/professional area
4
First place in the ranking of Most attractive employers Italy 2021 by young business students
5
First place in the Online Talent Communication ranking prepared by Potential Park to rate companies with the best experience in online recruitment WHAT WE AIM TO DO
Continue reducing injuries and the frequency rate
Finalise the succession plans (for staff departments with managers and senior management) and issue guidelines for managing the process
Certification by a third party of actions and programmes rolled out by the Group with regard to gender equality
Analytical survey (of conditions and welfare) of employees to hear their expectations and structure improvement actions
OUR PEOPLE AND THEIR VALUE
WHAT WE HAVE ACCOMPLISHED
Wecare - a new online space for employees offering services and webinars on personal well-being, healthy relationships and inclusion: over 1,200 participations in webinars and 12 short video capsules made
Launch of the first edition of FS Learning Week: the first forum of training schools and academies with over 1,330 participants
Completed the Innovation Skill Hub programme aimed at creating an innovative mindset among Group employees WHAT WE AIM TO DO
Build and roll out a company mentor system
Continue developing the end-to-end training process via digitalisation and creating an ecosystem
Build, spread and refresh skills that will be required by the new business plan
