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1.1 IMPLEMENTING OUR SUSTAINABILITY STRATEGY
1.1 IMPLEMENTING
OUR SUSTAINABILITY STRATEGY
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In 2021 we launched our sustainability strategy and set up multiple workshops to develop lines of action, projects and initiatives designed to achieve our Key Priority Goals and, more specifically, the objectives set out in our ESG agenda.
The Maire Tecnimont Group’s sustainability strategy extends across four clusters: the first is related to the climate, the circular economy and the environment; the second is related to our human capital; the third is related to innovation, and the fourth to the value we bring to the communities and territories where we operate in the world.
O V E G
RNANCE GOVERN A N C E
OUR STRATEGY HAS BEEN DEVELOPED IN LINE WITH OUR STRATEGIC INDUSTRIAL PLAN, WHICH HAS FOUR CLUSTERS AND AN IMPORTANT ROLE FOR GOVERNANCE, ACROSS ALL AREAS OF THE BUSINESS.
OUR PEOPLE AND THE VALUE OF H&S AND DIVERSITY VALUE FOR TERRITORIES AND COMMUNITIES
E C
GOVERN A N CREATION OF INNOVATION THAT BRINGS WELL-BEING G O V E RNANCE
We have made progress across all four areas, taking concrete action on projects and ramping up our people’s involvement so that sustainability genuinely becomes a goal of the whole company. In the section dedicated to our ESG agenda we outlined the results we have achieved and set out (seeking to introduce increasingly quantitative indicators) our goals over the course of the plan. In 2022 we will continue in the same direction, bolstered by the increasing knowledge of sustainability issues in the organization and by management commitments related to remuneration incentives.
In the environment-related cluster, we focused particularly on combating climate change, an area where we can contribute in three ways: by reducing our emissions; by ensuring that the plants we design and build for our clients (or those already operational that require revamping) produce progressively fewer emissions; by developing and rolling out new technological solutions that are inherently low or zero carbon and facilitate achieving carbon neutrality objectives faster. In 2021 we created the Technical Task Force dedicated to CO2 and initiated vertical working groups aimed at reducing our Group scope 1, 2 and 3 emissions; and to achieve our carbon neutrality objectives, we are developing action plans to make inroads on the various clusters of emission sources and launching many initiatives. There are several projects already underway to boost the energy efficiency of plants we design and build and solutions to significantly reduce the environmental impact of our traditional technologies. At the same time, we are working on technological solutions and partnerships and on the engineering of industrial initiatives related to the circular economy, green chemistry, zero or low-emission hydrogen and decarbonization. We are doing this by creating synergies between Group companies, structuring consolidated knowledge and skills arising from the traditional business alongside new skills linked to the green and low-carbon economy. We have taken our technological proposals for the energy transition to Europe, the Americas, India and the Middle East and, despite the continued difficulties around mobility and restarting the economy, have signed several agreements for the engineering of plants that, once operational, will actively contribute to the reduction of greenhouse gas emissions. We have noted our clients’ growing interest in possible forms of mitigating impacts via process implementations and in individual plant components. We are capitalising on the efforts made in the area of digitalization in order to reap all its benefits, also in terms of reducing the carbon footprint of our activities.
For the people-related cluster, we maintain constant excellence that differentiates us on training and our contribution to employment growth and have created a system that guarantees the safety and well-being of our people at all times and in all locations; we are also building a strong focus on multiculturalism and inclusion into the fabric of our Group. These trends increasingly encompass many of our activities, including those regarding safety (for example, in relation to the Stop and Coach project, where the effectiveness of messages have been tested against the multicultural diversity of the target audience); well-being on construction sites (for example by integrating into our Green Village project solutions in the camps’ common areas that facilitate cultural integration between people of different religions); or diversity management policies (with the involvement of female employees to jointly develop ideas and initiatives on the issue of gender equality and the establishment of the
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Working Group on Diversity, Equality and Inclusion). Of all the initiatives, however, one in particular stands out: the Flourishing Program helps young talents grow more quickly, giving the future of the Group a new direction.
In the innovation-related cluster, there has been a huge digitalization effort, which has permeated all our activity and involved organization, engineering and also construction, with advantages in many areas, including efficiency, the improvement of predictive and control phases and the reduction of emission sources. We have also expanded and strengthened our partnerships with universities and the open innovation projects we participate in; we have also developed our own highly visible initiatives (such as the creation of the first sailboat with a 3D printed recycled plastic hull, helping us in the development of product solutions that are increasingly closer to the demands of the final markets). We have continued or set up multi-stakeholder initiatives where we act as promoters or participants (such as the Observatory on biolubricants or the research project on electrolysers).
In the cluster related to the communities and territories we operate in and the value we create, we have a growing number of In Country Value indicators and are increasing our commitment to CSR. Alongside the help we have given to a number of organizations during the pandemic, the projects we are developing in India stand out: here, we are actively collaborating on transferring our knowledge, helping to create the future enablers of tomorrow’s energy transition. We are doing this through the Research Centre on the Circular Economy and Recycling created in conjunction with NITK, where we will train professionals to contribute to implementing the ambitious plans of the Indian government in the decades to follow.
Looking forward to 2026, our priority goals remain those set out last year. We continue our work along these macro lines and towards the goals outlined in detail in our ESG agenda.
BE ENABLER OF THE ENERGY TRANSITION
BE ENABLER OF A SUSTAINABLE SOCIAL PROGRESS
Contribute to a SUSTAINABLE MOBILITY through a wide range of technological solutions for green, low carbon and bio fuels Enable CIRCULARITY
OF PLASTICS
through recycling technologies that improve quality and address the nonrecyclable fractions Enable the transition to a HYDROGEN ECONOMY through a wide mix of technological solutions
Contribuite to a LOWER CARBON ECONOMY through solutions for a more sustainable use of gas and for lower carbon intensity processes
Promote OPEN INNOVATION AND DIGITALIZATION as a lever for a sustainable progress
Be sector champion for HSE PERFORMANCES
Promote a real MULTI-CULTURAL AND INCLUSIVE company environment
Be a VALUE MULTIPLIER in the countries where we operate
