SUSTAINABILITY Our shared value | 2019 - Falck Renewables
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2019 | Sustainability Report
SUSTAINABILITY
AT THE
Our shared value | 2019
1
COVID-19 EMERGENCY: OUR COMMITMENT The pandemic caused by the COVID-19 virus has become a global health, economic and social emergency in recent months. The questions we asked ourselves are how to address it and, above all, how to help relieve the burden on the company and all of our stakeholders. This has led us to take action on several fronts. We have worked to ensure the safety and continuity of our business, providing clean energy from our plants and ensuring service for our customers. We have extended our smart working capability to more than 90% of staff and have reviewed our employee insurance packages in all countries, introducing additional COVID-19 insurance for employees and their families where necessary and feasible. We have supported two medical research studies linked to the Sacco Hospital (Milan), aimed at identifying new treatments against infection, and the San Matteo Hospital in Pavia, working on the front-line in the fight against the virus, by means of a donation. Finally, we have launched an international program to support the local communities surrounding our wind and solar plants in Italy, the UK, France, Spain and the USA, making additional funds available to help them cope with the health and social difficulties caused by the pandemic. Our long-established links with communities and organizations in those areas have enabled us to intervene to support targeted needs: from purchasing health protection equipment to supporting social services for the most vulnerable population groups. We have a long industrial tradition and we have made our way in the renewable energy sector by always being careful to support the communities that host us. Change and innovation are in our DNA; the creation of shared value is our most fundamental goal. We are – and will always be – at the side of our stakeholders.
01 02 09
LETTER FROM
THE CHAIRMAN
AND THE
MANAGING
DIRECTOR
2019
HIGHLIGHTS
04
SUSTAINABILITY
AS A GUIDE
SOCIAL AND HUMAN CAPITAL
APPENDIX
/ pag.37
Sustainability
Framework
Performance and
/ pag.14 RELATIONAL impact data and
/ pag.6 / pag.7 CAPITAL / pag.32 indicators
Integration with
THE FALCK the strategy and ECONOMIC AND / pag.22 ENVIRONMENTAL Methodological
RENEWABLES corporate risk PRODUCTIVE AND CLIMATE The people make note
GROUP analysis CAPITAL Local community CAPITAL a difference
engagement GRI correlation
/ pag.8 / pag.18 / pag.28 The growth
model table and
of human application level
A sustainable A shared growth Environmental
Rasing awareness resources
business protection
of the Acronyms
Operational entrepreneurial Health, safety, and units of
The new excellence and system around us inclusion and measurement
strategic plan: innovation in well-being of
Roadmap 2025 asset management A success to export employees
Shareholders and
investor relations
Governance
system and
business integrity
SUMMARY
Sustainability Report | 2019 2019 | Sustainability Report
L E T T ER FROM T HE 2019 HIGHLIGHTS
CH A IR M A N A ND T HE
€374.5 M €173.5 M 1,086.3MW*
M A N AG ING DIREC TOR REVENUE ADDED VALUE DISTRIBUTED TOTAL INSTALLED
T
TO ALL STAKEHOLDERS CAPACITY
{
he landscape in which we are opera- We are accustomed to looking ahead, to thinking
ting places the energy transition and about the future, with the ambition to bring about a
decarbonization of the economic sy-
stem at the core. Renewable energy
sources play a key role in a time of
significant change in the economic sectors in which
we operate. On this basis, in 2019, we made our
commitment to sustainability and social responsi-
+153MW 56MW ACQUIRED
IN FRANCE 2GW 1.57GW
profound change. Falck Renewables aims to seize all bility becoming structural, by working on multiple NEW WIND BUILT IN SCANDINAVIA, PIPELINE OF MANAGED
the opportunities that this landscape offers. We are
and will be able to do this through the effectiveness
fronts. Firstly, with the help of our stakeholders, we
refined our materiality matrix. We then adopted an
CAPACITY 97MW WITH THE HENNØY (N)
AND ÅLIDEN (SE)
PROJECTS
UNDER
CAPACITY OF
THIRD-PARTY
WIND FARMS
of our resilient business model. Our growth strategy integrated management of the risk framework and DEVELOPMENT PLANTS
aims to double installed capacity by 2025, taking on sustainability framework. This enabled us to define
board the principles of sustainable development – the space within which we can develop a sustai-
now considered essential by international companies nable strategy.
and institutions.
Indeed, sustainability naturally drives every sector
of our business. The industrial uniqueness of Falck
This process is now at the core of the new industrial
strategic plan, which indicates four sustainability
targets by 2025, one for each of the four capitals
2,390.8GHw
TOTAL ENERGY
{ 621 thousand TONNES 300
CO2 EMISSIONS AVOIDED** THANKS ENERGY AUDITS
Renewables is to be an enabler of the production mentioned. The added value distributed to our sta- PRODUCTION TO WIND AND PV GENERATION CARRIED OUT BY
and use of renewable energy. The approach we take keholders, the quality of engagement of local com- ENERGY TEAM
in the areas in which we operate has the clear goal munities in our plants, the avoidance of greenhouse
01
IDENTIFIED A
of creating value and sharing it locally. More gene-
rally, in the value generation process, it is essential
that the interests of the ownership intersect with
gas emissions by producing green energy from the
wind and sun and, lastly, the ongoing training of our
employees. In line with these goals, our remunera-
ENTRY INTO SERVICE
OF THE FIRST 21.2MW PARTNERSHIP
SIGNED WITH
POTENTIAL OF
ENERGY SAVINGS OF
6.6 MWH BATTERY MANAGEMENT OF ENI FOR THE
those of the other stakeholders. More generally, in
the value generation process, it is essential that the
tion policy is also evolving.
STORAGE SYSTEM
INTEGRATED WITH
ELECTRICAL DEMAND
FLEXIBILITY (UVAM
DEVELOPMENT 70 thousand
interests of the ownership align with the interests
of other stakeholders. This creates the long-term
Last year, we were committed to taking our com-
munity engagement approach outside the United THE MIDDLETON (US) - MIXED ENABLED
OF NEW PROJECTS
IN THE US
TOE***
conditions for improving sustainability performance, Kingdom. We have taken the first step in this di- PHOTOVOLTAIC PLANT VIRTUAL UNITS)
while strengthening the integrity and robustness of rection and have established a community benefit
the business. scheme in Trehörningsjö (Sweden) where, with part
of the profits generated by our new Åliden wind
Sustainability naturally drives every sector of
farm, the local community is currently assessing the
first project proposals.In 2019, we also joined the 2 NEW LOCAL
COOPERATIVE 41% €1.3 M €1.1 M
our business. The industrial uniqueness of Falck International Renewable Energy Agency (IRENA) Co- SCHEMES IN THE UK THE SHARE OF PLANTS THE VALUE OF INTEREST PAID
Renewables is to be an enabler of the production alition for Action, making available our shared value WITH A SIGNIFICANT COMMUNITY TO THE 3,634
and use of renewable energy. creation experience with local communities.
We intend to continue, with every effort possible,
1 NEW COMMUNITY
BENEFIT SCHEME IN
COMMUNITY
ENGAGEMENT
BENEFIT
SCHEMES
PARTICIPANTS IN THE
7 COOPERATIVES AND
SWEDEN PROGRAM**** IN THE UK OWNERSHIP SCHEME
To describe how we interpret sustainability, we refer our mission as green growth enablers for partners,
02
to capital theory. With our business, we use and customers and other stakeholders, thanks to a uni-
IN THE UK
ADOPTION OF SUSTAINABILITY CRITERIA IN SUPPLIER QUALIFICATION
transform different types of capital, the combination que business model, which revolves around the
of which is essential to the development of a sustai- three fundamental values of innovation, competen-
nable industrial performance. ce and care for our planet. It is on these bases –
10,349
Economic and productive capital includes the tech-
nology and technique of our production processes,
plant management, development and engineering
industrial, ethical and social – that we are ready to
make a tangible contribution to global sustainable
development. This publication describes the results
DIVERSITY AND
INCLUSION POLICY
42% TOTAL HOURS OF TRAINING
CORRESPONDING TO
ISSUED PROPORTION OF
21
activities, and financial management. It is of fun- achieved to date.
WOMEN IN THE BOD HOURS
damental importance, given that only solid and ef-
PER PERSON/YEAR
ficient generation of value makes its redistribution
possible. Relational social capital expresses our ap-
proach to the communities and territories in which
* According to IFRS reclassification.
we operate. Environmental and climate capital il-
** References for the emission factors applied: US: “Avoided Emission Factors Generated from AVERT” (US EPA, 2019); EU:
lustrates our commitment to reducing environmen- “Fattori di emissione atmosferica di gas a effetto serra nel settore elettrico nazionale e nei principali Paesi Europei” [Atmosphe-
tal impact and our contribution to fighting climate ric emission factors of greenhouse gases and other pollutants from the power sector] (ISPRA, 2018); Norway: “Electricity
change. Human capital is based on the ability to disclosure 2017” (NVE-RME, 2019).
attract the best talent, organized around a strong *** Tonne of Oil Equivalent.
**** To be understood as the engagement of the local community through cooperative schemes, ownership schemes, be-
system of ethics and values, building, on these pre- Enrico Falck Toni Volpe nefit schemes or with the local enabling of sustainable energy consumption services (i.e. community energy PPA, access to
mises, paths of professional growth. CHAIRMAN MANAGING DIRECTOR net metering credit schemes, etc.).
6 7
03 | The Falck Renewables Group
THE FALCK
OUR BUSINESS MODEL
RENEWABLES JDAs like: ASSET
DEVELOPMENT
GROUP ENGINEERING & DIGITAL ENERGY SOLUTIONS
CONSTRUCTION FACTORY
SMART ENERGY
ASSET MANAGEMENT TECHNOLOGIES
& TECHNICAL ADVISORY DIGITAL & ADVISORY
SERVICES
ACTIVITIES
Designed by for FALCK RENEWABLES
MARKET ACCESS
A SUSTAINABLE BUSINESS
PPA dispatching hedging balancing aggregation
We believe that one of our greatest strengths Is our ability to evolve, anticipa-
ting changes in the landscape that are currently causing energy companies and
users to introduce new models of production and consumption.
INVESTORS IN NEW LARGE RENEWABLES CAPACITY
Our approach is to seize the opportunities generated by energy transition. The-
Falck Renewables, ENI and others
CLIENTS
se opportunities happen at the intersection of renewable generation, electri-
fication, reduction and flexibility of consumption, all of which are necessary
to achieve carbon and climate neutrality. In this sense, we see ourselves as
enablers of sustainable energy solutions, placing our transversal skills at the
service of our customers, also improved by the day-to-day management of our
generation assets.
WE ARE ENABLERS ENERGY INTENSIVE
COMMERCIALS & INDUSTRIES
OF DECARBONIZATION
On the one hand, we are partners of those who want to invest in renewable
capacity, who, like us, have an interest in green assets. To them, we offer
development opportunities – implemented partly through major industrial par-
tnerships – strengthened by a know-how that integrates the engineering, fi-
nance, construction and technical and commercial management of said assets,
OUR BUSINESS AREAS
including the conclusion of long-term agreements for the purchase of energy
and the management of the energy produced.
On the other hand, we are supporting industrial & commercial energy consu-
mers, who we assist in the supply of clean energy and energy-efficient so- DEVELOPMENT
lutions, making them more flexible from an energy standpoint, helping them
to optimize their consumption and to reduce their carbon footprint. In other
words, we provide them with the skills and tools to enable decarbonization and
cost containment goals.
We put professionalism and quality in every activity we do. To fuel our invest-
ments and those of our partners, from the development of new plants, to asset SERVICES Designed by for FALCK RENEWABLES
{
management, as well as to technical and engineering advisory. Since 2019,
energy management, which is central and strategic in our business activities,
has also opened up to external customers, providing a market access service,
i.e. energy supply chain management, from where it is generated to where it
is consumed. Lastly, the world of industrial & commercial services is dedicated
entirely to external customers.
ASSET MANAGEMENT
& TECHNICAL Designed by for FALCK RENEWABLES
{
BRAND IDENTITY GUIDELINES
A company of
Release | 3 APRILE 2020
We are a company with a capacity for innovation. Firstly, in digitization, due ADVISORY
to our digital factory – which guides us through the process of evolution 4.0
– and to the use of technologies aimed at operational excellence in renewable
generation. But also in the development of new hardware, software and IoT
solutions for smart energy management and energy efficiency. Lastly, in ener-
gy technologies, with the increasing use of electrochemical storage integrated DIGITAL ASSET
MANAGEMENT
Designed by for FALCK RENEWABLES
into our generation plants, as well as those of our customers, but above all
integrated with our energy management operations and energy management
solutions.
8 9
Sustainability Report | 2019 03 | The Falck Renewables Group
ACTIVITIES IN NUMBERS AND OUR GEOGRAPHICAL PRESENCE THE NEW STRATEGIC PLAN: ROADMAP 2025
In 2019, we have drawn up the Group’s new strategic industrial plan, for the first time taken to a 5-year horizon to allow for
GROUP-OWNED POWER PLANTS AND DEVELOPMENT PIPELINES longer-term visibility in this dynamic phase of the energy industry. Our Roadmap 2025 is based on:
1,086.3MW
{ 2GW
922.7MW 15MW a sustainable strategy a focus on electrical storage, both the creation of partnerships with other
wind biomass in terms of utility-scale (associated players, to extract more value from each
NEW PLANT involving investments to
TOTAL INSTALLED
CAPACITY 128.6MW 20MW DEVELOPMENT PIPELINE double wind and solar with large-scale renewable phase of the life cycle of the new plants:
According to IFRS reclassification solar waste to energy generating capacity generation) and in terms of development, design, engineering,
industrial & commercial solutions construction and management
FKR plants
markets where we operate the strengthening of energy management and energy
a strong push toward digital innovation
efficiency services, with innovative technological solutions
VC offices to drive more efficient asset management,
for measuring and controlling energy and upgrading our
while offering new products based on the
headquarters/FKR offices customers’ energy infrastructures, to give them access to the
latest IoT technologies
energy markets and their ancillary services
SHAREHOLDERS AND INVESTOR RELATIONS
INSTALLED We are listed in the STAR segment of the Italian SHAREHOLDERS AS AT 12.31.2019
Stock Exchange and included in the FTSE Italia
CAPACITY PLANTS Mid Cap Index. We are committed to maintaining
ITALY 342.7 291.6 16.1 35 13 a high degree of credibility with our investors,
the market, and the financial community by con- 60% FALCK SPA
UK 413 413 12 solidating existing relationships and establishing 23.04% OTHER SHAREHOLDERS/MARKET
new relationships based on the utmost transpa- 16.2% INSTITUTIONAL INVESTORS
USA 112.5 46.8 112.5 5 rency. 0.76% TREASURY SHARES
Our Investor Relations function maintains a con-
FRANCE 98 98 9 tinuous and productive dialog with institutional
NORWAY 50 50 1 investors, shareholders and other players in the 85%
financial world, in which the sustainability of our
SWEDEN 46.8 46.8 1 business is increasingly important. 291,413,891
In 2019, doubling our effort compared to the RATIO BETWEEN
SPAIN 23.3 23.3 1 previous year, we held 221 meetings with po-
TOTAL NUMBER OF SHARES (UNCHANGED)
NUMBER OF
SHARES TRADED
TOTAL 1086.3 922.7 128.6 35 42 tential investors, which rises to 233 if we include
meetings with analysts and brokers. We publish
€1,387.1M IN THE YEAR AND
TOTAL NUMBER OF
the interim management reports on the dedica- MARKET CAP SHARES
ted page of our official website on a quarterly
basis.
ASSET MANAGEMENT AND TECHNICAL ADVISORY
STOCK TREND
FINANCIAL EVENTS WE For the period 01.01.2017 – 12.31.2019
2.5GW 53GW 4.6GW
€
4.76
ATTENDED IN 2019
ASSETS UNDER MANAGEMENT TECHNICAL ADVISORY TRANSACTIONAL ADVISORY • Quarterly conference calls with
management of SPVs and engineering consultancy on all on renewable projects: investment and analysts
optimization of plant performance technical aspects during project financial model analysis, legal support • Events organized by financial
development and commissioning for investments, due diligence brokers (Frankfurt, Milan, London, Paris,
Copenhagen and Amsterdam)
• Borsa Italiana STAR Conference €
0.964
ENERGY MANAGEMENT AND ENERGY EFFICIENCY (Milan and London)
• Infrastructure Day, Borsa Italiana
(Milan)
1TWh
ENERGY MANAGEMENT
1,500 • Italian Investment Conference,
Kepler Cheuvreux/UniCredit (Milan)
• Italian Sustainability Day, Borsa
The main equity research companies that follow
CUSTOMERS our stock:
Italiana (Milan)
dispatching energy produced by metering services, management of BANCA AKROS, EQUITA, FIDENTIIS, INTERMONTE, KEPLER
renewable assets demand response services CHEUVREUX
10 11
Sustainability Report | 2019 03 | The Falck Renewables Group
The Whistleblowing Portal, which has been active since 2017 and which can be accessed via the Internet and the company
Intranet, enables anonymous and non-anonymous reports to be made and provides updates on the progress of the verification
process. The Global Head of Internal Audit is responsible for managing the reports submitted due to breaches of laws, regu-
lations, internal procedures, principles and ethical standards. In 2019, 2 reports were received regarding alleged breaches of
the principles of the Code of Ethics. The appropriate checks were carried out and the measures provided for in the reference
procedures were implemented, where necessary.
THE PRINCIPLES OF THE FALCK RENEWABLES CODE OF ETHICS
GOVERNANCE SYSTEM AND BUSINESS INTEGRITY
The integrity of the corporate governance system is the cornerstone for the proper and profitable conduct of our business, in A focus on people Human resources Efficient and effective
line with the strategic guidelines, as reported by the Corporate Governance Procedure available on the website. The system is
structured according to the provisions of law and the articles of association, and voluntarily adopts the recommendations con-
development management
respect for fundamental rights,
tained in best practice principles and in the implementation criteria of the Corporate Governance Code for Listed Companies.
protection of moral integrity through the development of every also pursued through adequate
The Code of Ethics and the Organization and Management Model pursuant to Legislative Decree 231/2001 are tools used by the
and guarantee of equal employee’s skills, abilities and control processes, through
Board of Directors in order to perform its functions to ensure the conduct and integrity of the business.
opportunities, both within and talents, according to a policy of certification of companies,
outside the Group merit and equal opportunities, assurance and maintenance of
The BOARD OF DIRECTORS (BoD) consists
in an environment that strongly environmental parameters and
of 12 members, of which 6 are indepen-
BoD INFORMATION fosters communication and reliable performance over time
dent.
cooperation at all levels
The Board of Directors is supported by the 2 EXECUTIVE DIRECTORS
12
ADVISORY BOARD, tasked with the role of
advising on emerging issues or matters re- 4 NON-EXECUTIVE DIRECTORS BoD
levant to the Falck Renewables strategy. It 6 INDEPENDENT MEMBERS MEETINGS
consists of 5 internal members: the Chair- PER YEAR
man, the Managing Director and 3 inde-
pendent directors with competence in the
sector. WOMEN
The CONTROL, RISKS AND SUSTAINABILI-
6/5 INDEPENDENT
57 Integrity, honesty, Commitment to operate Commitment to
MEMBERS
TY COMMITTEE (established in 2019 with AVERAGE fairness, transparency in compliance with guarantee maximum
advisory and proactive functions) and the AGE
current regulations market competitiveness
HUMAN RESOURCES AND APPOINTMENTS in order to consolidate, with
COMMITTEE, through independent mem- BoD responsibilities all stakeholders, the Group’s applying available technologies while complying with
bers with specific expertise, also have advi- 5 30-51 YEARS reputation as a serious, reliable
sory functions with respect to the BoD. 1 HR MANAGEMENT and preserving the environment competition rules
7 OVER 50 YEARS and professional partner for future generations
2 VARIOUS RESPONSIBILITIES
The BOARD OF STATUTORY AUDITORS 4 ENERGY MARKET
AND THE SUPERVISORY BOARD complete
2 INSTITUTIONAL AND ACADEMIC SECTOR
the governance system, carrying out the
duties prescribed by law. 2 INDUSTRIAL SECTOR
1 CORPORATE CONTROL AND GOVERNANCE SYSTEMS
Sustainability-related issues are integrated
into the tasks of the most senior corporate
governance bodies.
Protection of Permanent Open dialog
environmental innovation
with all local stakeholders
Business management, strategy and mission are firmly based on principles of ethics and fairness. These guidelines are extended heritage
to all the people of the Group and to their staff throughout the territory. They are formally compiled in restrictive voluntary namely investment in research (population, institutions and
instruments in the form of commitments, responsibilities and principles and serve as a reference in terms of conduct to ensure as the underlying principle of aimed at developing safe, reliable entities)
compliance with the regulations in force in business management. Specifically, the Group’s Italian companies and associated the Group’s mission and effective technologies
companies refer to the Code of Ethics, which is an integral part of the Organization and Management Model. The Manual De
Prevención Y Detección De Delitos De Conformidad with Establecido en El Código Penal governs the activities of Spanish companies,
while the Compliance Program is the reference tool for foreign companies in relation to anti-corruption legislation. The Group
companies operating in the UK are committed to the Modern Slavery and Human Trafficking Statement, which governs respect for
human rights throughout the supply chain.
12 13
04 | Sustainability as a guide
SUSTAINABILITY
AS A GUIDE
For us, sustainability is an identity issue, strongly integrated into our plans and
processes. This is what defines the space within which our strategic guidelines
are drawn up and our activities are implemented. We can say that we are gui-
ded by a sustainable strategy.
SUSTAINABILITY FRAMEWORK (SUF)
RISK APPETITE FRAMEWORK (RAF)
ROADMAP 2025 MATERIALITY MATRIX
GENERATION
RELATIONSHIPS WITH THE LOCAL OF LONG-TERM
COMMUNITY AND LOCAL DEVELOPMENT ECONOMIC VALUE
MATERIALITY ANALYSIS AND THE
SUSTAINABILITY FRAMEWORK RELATIONSHIP WITH REGULATORY CLIMATE
AUTHORITIES CHANGE
04
During the year, we updated the materiality analysis. We involved 13 key
stakeholders via an online survey designed to explore the quality of the re-
SUSTAINABILITY RISK ENVIRONMENTAL MANAGEMENT
lationship that links them with us, to find out which sustainability issues are FRAMEWORK AND PROTECTION
relevant to them, and to know how they see us working in regard to these
Relevance for stakeholders
issues. The analysis has enabled us to establish the relative importance of the HEALTH AND SAFETY BUSINESS INTEGRITY AND
main topics of sustainability (material aspects), represented in the materiality OF WORKERS CORPORATE GOVERNANCE
matrix, which sets out the priorities of our commitment.
SUPPLY CHAIN HUMAN RESOURCES
FALCK RENEWABLES STAKEHOLDERS MANAGEMENT DEVELOPMENT
WELFARE AND EQUAL
OPPORTUNITIES
COLLABORATORS
FINANCIAL Relevance for Falck Renewables
COMMUNITY CLIENTS
With this in mind, we have conceived the Su- THE SDGs WE CONTRIBUTE TO
stainability Framework (SUF)1, developing the 11
material aspects into specific goals of our sustai-
nability actions, both in the short and medium
INSTITUTIONS LOCAL
term. Moreover, the SUF enables us to link our
COMMUNITIES activities to the Sustainable Development Goals
(SDGs) of the 2030 Agenda, highlighting those
which we agree to implement. We have measu-
red our contribution – which focuses specifical-
ly on 9 out of the 17 UN goals – through both
COMPANIES performance and impact indicators, which are
AND TRADE SUPPLIERS explained later in this report.
ASSOCIATIONS
1
Falck Renewables Sustainability Framework can be
found in the Appendix.
14 15
Sustainability Report | 2019
4 STRATEGIC
SUSTAINABILITY GOALS
CARING
INNOVATIVE, COMPETENT,
INTEGRATION WITH THE STRATEGY AND CORPORATE RISK
ANALYSIS
Our strategic planning process is integrated with the identification of sustainability priorities and risk analysis.
ECONOMIC AND
PRODUCTIVE HUMAN
CAPITAL CAPITAL
MARKET MEGA TRENDS IMPLEMENTING SHARED VALUE SOCIAL AND HR DEVELOPMENT
MONITORING CREATION RELATIONAL ENVIRONMENTAL
ORGANIZATION RISK ATTITUDE REPORTING ASSET OPERATIONAL CAPITAL AND CLIMATE DIVERSITY &
EFFICIENCY CAPITAL WORK-LIFE
BALANCE
SUSTAINABLE ASSET LOCAL COMMUNITIES
MATERIALITY SUSTAINABILITY ENVIRONMENTALLY
FRAMEWORK DEVELOPMENT SUPPORT
ANALYSIS SUSTAINABLE
(SUF) SUSTAINABLE LOCAL
INTEGRATED STRATEGY
RESPONSIBLE CLIENTS
PROCUREMENT &
MANAGEMENT
RISK APPETITE
SUF - RAF (ROADMAP 2025)
FINANCIALLY EMPLOYMENT
PRACTICES
BUSINESS SUSTAINABLE
PILLARS FRAMEWORK GREENHOUSE
GROWTH
(RAF) EMISSIONS REDUCTION
The process of identifying, measuring and monitoring risks is set out
DISTRIBUTED
ADDED VALUE
PROJECTS
WITH A
AVOIDED CO2
EMISSIONS
HOURS OF
UPSKILLING
KPI
in the Internal Control and Risk Management System, which defines
(M€)* SIGNIFICANT (MTCO2)*** AND RESKILLING
the relevant rules, procedures and organizational structures. The as-
COMMUNITY PER EMPLOYEE
sessment and management processes, in addition to the analysis of
the energy market’s megatrends, are supported by data analytics, ENGAGEMENT (HRS/Y)
which improve the accuracy of the analysis by means of constant PROGRAM (%)**
alignment with the company’s performance.
In 2019, by making the risk analysis and management model more
2019
innovative, we integrated the Risk Appetite Framework (RAF), which
sets the maximum acceptable thresholds for each type of risk, with
€174 M 41% OF 0.62 MtCO2 21 hrs
the SUF. The RAF has therefore been updated to support the elemen- PROJECTS
ts of sustainability with the typical business pillars, in order to provide
more effective support for business decisions.
2025
From now on, updates to the risk matrix will be based on this new
integrated framework, within which the Group’s strategic planning,
€255 M 55% OF 1.36 MtCO2 40 hrs
now more specifically presented as a sustainable strategy, is prepared PROJECTS
(Roadmap 2025).
2020-2025
CUMULATIVE
€1,300 M 5.99 MtCO2
In defining the broader scope
for creating our new Roadmap In the Roadmap 2025, we wanted to make sustainability commitments that could be
2025 strategic plan, the SUF has measured over the plan period, verifying progress with Key Performance Indicators (KPIs).
enabled us to identify 4 strategic
sustainability goals that best * To stakeholders such as staff, shareholders, creditors, central & local administrations, and local communities.
summarize the 4 areas described by ** To be understood as the engagement of the local community through cooperative schemes, ownership schemes, benefit schemes or with
the local enabling of sustainable energy consumption services (i.e. community energy PPA, access to net metering credit schemes, etc.).
our capital representation. *** References for the emission factors applied: US: “Avoided Emission Factors Generated from AVERT” (US EPA, 2019); EU: “Fattori di emissione
atmosferica di gas a effetto serra nel settore elettrico nazionale e nei principali Paesi Europei” [Atmospheric emission factors of greenhouse gases
and other pollutants from the power sector] (ISPRA, 2018); Norway: “Electricity disclosure 2017” (NVE-RME, 2019).
16 17
05 | Economic and productive capital
ECONOMIC AND
We have grown in the long-term Power Purchase Agreement nership and exchange. In Italy, we actively participate in the
(PPA) market, which, through its direct relationship with the following electrical associations: ANIE (National Federation of
distributor/user, enables the energy price to be stabilized in Electrotechnical and Electronics Companies), ANEV (Italian
the medium and long term by releasing it from variables such Wind Energy Association), Italia Solare [Solar Italy] and Elet-
PRODUCTIVE as commodity prices. This allows for accurate expenditure
planning, reducing the risks of electricity market fluctuations
for producers and offtakers. In 2019, we signed PPAs with
tricità Futura [Future Electricity]. Since 2016, we have parti-
cipated in the Tavolo Autoconsumo ed Efficienza Energetica
[Self-Consumption and Energy Efficiency Table], a regulatory
CAPITAL energy distributors in Spain, Sweden, Norway and the UK.
In carrying out our activities, we are dealing with the insti-
tutions and regulatory authorities in a spirit of mutual part-
and communication consultancy project promoted by Elemens
and by Public Affairs Advisors. In Europe, we contribute to the
work of the WindEurope association and in the UK we are
active members of the trade association RenewableUK.
OPERATIONAL EXCELLENCE AND INNOVATION IN ASSET
We operate under the conviction MANAGEMENT
that there is a strong connection
between our growth and that of We are directly responsible for the management of our plants, but we also pro-
our stakeholders. Our business vide our specific internal expertise for the management of third-party assets.
model enables the steady and We facilitate a systematic approach of preventive and non-preventive mainte-
nance that relies on technological innovation to analyze the state of the plant
lasting generation of economic
value over time.
components, and to predict any faults or malfunctions. This is to minimize NUO: OUR DIGITAL
machine downtime and to reinstate maximum production efficiency.
PLATFORM FOR
ASSET MANAGEMENT
A NEW PREDICTIVE
A SHARED GROWTH MAINTENANCE SYSTEM
While the term economic tangibly quantifies our results by characterizing solid We have launched a project to test the system that monitors the
and lasting creation and distribution of value for all of our stakeholders, the temperatures and vibrations of our turbines, known as the Condi-
term productive, on the other hand, represents, the software (skills and expe- tion Management System (CMaS). CMaS processes the collected data
rience) and the hardware (assets and tools) that we have at our disposal and and, by analyzing the archive of information and the association of
that allow us to achieve the highest levels of productive performance. All of parameters with specific thresholds, carries out an analysis of all
mechanical elements. The system creates conditions for anticipating To address the need to standardize
which enables us to involve a growing pool of investors ready to appreciate
component failures, signaling the need for maintenance, thus helping management processes, facilitate the
our ethical values and the efficiency of the modus operandi that defines us.
to increase the efficiency of the plant, and the service life of the monitoring process and create repor-
turbines. The project has been tested at the Minervino Murge wind ting indexes, we have developed the
In order to pursue the goal of shared growth, we distribute part of the genera-
farm in Apulia, Italy. virtual asset manager, NUO.
ted value locally, which we measure through the distributed added value to our
Created as a pilot project, NUO is cur-
stakeholders: shareholders, staff, central and local public administrations, fi-
rently sold in the renewable energy
nancial institutions, and the communities in which we operate and with which
production market. NUO is an inno-
we launch shared pathways. In 2019, the distributed added value was €173.5
vative digital platform for wind and
million (+5% in comparison with 2018). Designed by for FALCK RENEWABLES solar plant management, which auto-
matically collects, processes and inter-
prets different kinds of real-time data
DISTRIBUTED ADDED (operational, administrative-financial,
VALUE TO STAKEHOLDERS A STUDY TO CALCULATE THE MAXIMUM HSE, engineering), and enables better
organization of predictive maintenance
LIFESPAN OF A WIND TURBINE operations. The tool can also be ap-
plied within the Energy Management
In 2019 we carried out the Full Life-Time Extension Study, to esti- sector by providing metering services,
23.8% STAFF mate the maximum operating lifespan of a wind turbine starting electricity production forecasts and
36.4% SHAREHOLDERS from two fundamental variables: preventive maintenance and tur- corresponding market values with fi-
bine management in periods of greatest stress, that are responsible
€ 173.5 21.9% CREDITORS nancial forecasts.
for failure of the main components of wind turbines. The study,
8.5% CENTRAL PUBLIC based on digital modelling of the turbines, statistical analysis and
MILLION ADMINISTRATION empirical tests on the Cefn Croes (UK) wind farm, confirmed that
7.9% LOCAL PUBLIC proper management of the turbine enables its useful life to be
ADMINISTRATION extended by 10 years, beyond the expected 20 years of operation.
1.5% LOCAL COMMUNITIES
18 19Sustainability Report | 2019 2019 | Sustainability Report
2019 FLASH DATA
THE MIDDLETON (USA) BATTERY STORAGE THE CAPACITY GREATER GEOGRAPHICAL DIVERSIFICATION
WITH €204 M
SYSTEM MARKET IN ITALY EBITDA VALUE
As intermittent renewable generation becomes more widespread, there is
With a view to contributing to grid
optimization services, in 2019,
2 NEW WIND FARMS
IN NORWAY AND SWEDEN
+6.5 COMPARED
TO 2018
also a growing need to equip the electricity grid with solutions to fulfill re- we took part in the first capaci-
quirements in programmability, balancing and network services. To actively ty market auction in Italy open
help meet this need, we installed our first battery storage system – con- to the participation of renewable
nected to our solar plant in Middleton (US) – in partnership with the pu-
€374.5 M 6
electricity generators. We have
blic power utility Middleton Electric Light Department (MELD). The battery, been awarded the allocation of 9 MARKETED THE
capable of delivering 6.6 MWh, uses 100% photovoltaic energy from the MW with two photovoltaic projects VIRTUAL ASSET
plant, providing MELD with sustainable and flexible on-demand services. coupled with storage systems. By MANAGER REVENUE PPA CONTRACTS SIGNED
MELD has signed a long-term capacity agreement with us, thereby redu-
cing system burdens and generating benefits for the entire Middleton com-
completing the authorization pro-
cess by the end of 2020, we will
nuo IN SPAIN, SWEDEN,
NORWAY AND THE UK
munity, which can therefore benefit from lower system operating costs. be able to benefit from a 15-year
We have set ourselves the goal of equipping all our new solar systems with capacity agreement for the period
storage systems as of 2023. 2023-2037.
9MW 2GW €173.5 M TWO DIGITIZATION
PROJECTS LAUNCHED TO
ALLOCATED WITH PIPELINE OF ADDED VALUE OPTIMIZE WIND TURBINE
PHOTOVOLTAIC PROJECTS UNDER DISTRIBUTED TO ALL MAINTENANCE
6.6 MWh PHOTOVOLTAIC 100% PROJECTS COUPLED
DEVELOPMENT STAKEHOLDERS
DELIVERED ENERGY WITH STORAGE
{
SYSTEMS
+153MW
ENTRY INTO SERVICE OF THE FIRST
56MW ACQUIRED
IN FRANCE
6,6MWh BATTERY STORAGE
BUILT IN SCANDINAVIA, SYSTEM INTEGRATED WITH
OF NEW WIND
OUR COMMITMENT FOR 2020
CAPACITY 97MW WITH THE HENNØY (N)
AND ÅLIDEN (SE) WIND
THE MIDDLETON (US)
FARMS PHOTOVOLTAIC PLANT
Economic and
{
productive capital:
material aspects
and actions 2,390.8GWh 300 70 thousand
LONG-TERM
ECONOMIC
TOTAL ENERGY
PRODUCTION
ENERGY AUDITS CARRIED OUT BY
ENERGY TEAM IDENTIFIED A POTENTIAL TOE* OF ENERGY
SAVINGS
VALUE SUSTAINABILITY
GENERATION RISK
FRAMEWORK
RELATIONSHIPS
To manage our
assets (and deliver
services) with
WITH
REGULATORY
To be included
in at least one
21.2MW 1.57GW 9MW
TO ACHIEVE ELECTRICAL DEMAND FLEXIBILITY MANAGED CAPACITY FROM PV+STORAGE AWARDED
AN ADDED world-class AUTHORITIES international (MIXED ENABLED VIRTUAL UNITS OF THIRD-PARTY IN THE ITALIAN CAPACITY
quality/efficiency sustainability - UVAM) MANAGED MARKET 2023-37
VALUE To oversee the
PLANTS
DISTRIBUTION index or other
To ensure that all development ESG rating
OF greenfield solar
SPECIFIC COMMITMENTS
of the national system
projects under and international
development and regulatory
1,086.3MW** PARTNERSHIP €174 M
€177 expected to be debate on energy SIGNED WITH ENI FOR
STRATEGIC GOAL
operational by sustainability, TOTAL INSTALLED THE DEVELOPMENT THE SOCIAL COSTS OF BLACKOUTS
million 2023 integrate
storage devices
contributing CAPACITY OF NEW PROJECTS
IN THE US
AVOIDED BY THE ELECTRICITY SYSTEM
THANKS TO INTERRUPTIBILITY
with innovative
proposals SERVICES
Continuous
development and
implementation of
the NUO digital * Tonne of Oil Equivalent.
** According to IFRS reclassification.
platform
20 21Sustainability Report | 2019 06 | Social and relational capital
SOCIAL AND
As a basis for our commitment THE SUSTAINABILITY
to local communities, we have CHARTER
developed the Sustainability
RELATIONAL Charter, a decalogue that
demonstrates, to stakeholders
and local communities, our desire
CAPITAL to create a positive local impact
through the implementation of a
series of initiatives.
Community development
We promote the use of the local labor force
and a local supply chain
We promote the economic participation of
local communities in our plants, providing,
where possible, the option to finance them
(through local cooperative schemes)
We support local community social,
educational, environmental and infrastructure
Community development initiatives (through community benefit
We create pathways and projects schemes) and encourage best practice sharing
with local communities and As far as possible in our activities, we seek to promote the use of among communities
local labor; both on a temporary basis, such as construction wor-
share the value we generate with kers, and a permanent basis, such as for the guarding and surveil-
them. We also want to involve lance of plants. We also support the development of new skills,
our partners and suppliers in this helping those who want to develop technical skills in the field of
virtuous approach. renewable energy.
Training and education
We opt for a short supply chain, whenever our technical, quality We support the creation of skills, competence
and safety requirements can be met by local businesses. With
and knowledge-sharing in relation to ener-
this in mind, when preparing for the construction of a new plant,
gy sustainability, including through training
we organize a Contractors’ Open Day, an event to demonstrate
to local companies the opportunities and standards we require in projects
the procurement of goods and services. Using a short supply chain
brings many benefits, to us and also to the local community itself:
LOCAL COMMUNITY ENGAGEMENT reduced supply costs, better integration in the local community,
MODEL reduction of our environmental impact, as well as enabling us to
Environmental protection
redistribute in the area a greater share of the economic value ge-
nerated by our presence. For the community, this approach tran- We work to ensure that our activities have
The local area, which provides us with the resources, physical space and the slates into commercial, industrial and skills development. the least impact on the environment
relationships we need to conduct our activities, is, for us, an indispensable
and strategic partner. For this reason, we are committed to ensuring that local We then use different methods of collective redistribution of the
communities benefit from our presence. By pursuing common goals with local economic value generated by our plants:
stakeholders, we succeed in transferring part of the created value to the very
places in which it is generated, paying attention on environmental protection
throughout the entire life cycle of our plants.
Local cooperative
scheme
Co-ownership
scheme Community benefit
We propose local partnerships for
the financing of wind farms in the
scheme
THE CONSTRUCTION LIAISON GROUP UK, encouraging the establishment We offer the local community, for-
of cooperatives reserved for the pe- med as a social enterprise, the op- Often, where one of our plants is
ople living in the areas in which we portunity to buy a wind turbine at located, we support the implemen-
Interaction with local stakeholders starts in the early planning sta- operate. By purchasing a share of our plant. This community then be- tation of initiatives designed by
ges of plant construction. Each step is agreed with local authorities funding, they are remunerated an- comes the owner of the turbine ope- the local community, through the
and the project is designed to minimize the impact both on the nually - and for the entire duration rated by us, and they will receive the establishment of trust funds or as-
environment and on local residents. of the plant’s active life - with in- proceeds from the sale of the electri- sociations managed independently
terests composed of a fixed agreed city produced. The scheme was im- by local residents. In 2019, we sup-
During the construction phase, a permanent communication chan- rate (floor), higher than market va- plemented at the Earlsburn wind ported the implementation of more
nel is opened with local residents, a Construction Liaison Group, lues, and a floating rate linked to the farm in Scotland where, since 2007, than 150 bottom-up projects in the
which aims to offer ongoing, transparent updates on the progress plant’s productivity. In addition to the Fintry Renewable Energy Enter- UK in a number of thematic areas,
of the work, and to provide a prompt response to any issues re- the redistribution of financial value, prise (FREE) – owned by the village including education, culture, lei-
ported during the construction process. cooperative schemes ultimately help of Fintry (700 residents) – signed an sure, social impact, environmental
to create a more direct link between agreement with us to purchase a tur- protection, sustainable energy and
the local population and the plant. bine. FREE, by statute, reinvests its infrastructure. Again, our support is
This is a model that we pioneered profits in favor of sustainable energy guaranteed for the entire life of the
internationally, over 15 years ago. projects in its own community. plant.
22 23Sustainability Report | 2019 06 | Social and relational capital
THE FALCK RENEWABLES
SUSTAINABLE COMMUNITIES
NETWORK
An important part of our shared value creation
activity is the Falck Renewables Sustainable
Community network, which has been active
since 2018. It enables people who live near our
plants to exchange ideas and good practices on
sustainable development and renewable energy.
It is a community of communities to which we
have dedicated an exclusive program of additio-
nal activities.
In 2019, we carried out the following initiatives:
A CALL FOR PROPOSALS AMONG LOCAL
COMMUNITIES
which awarded funding to the best decarboniza-
tion project proposals (described in more detail
in the following section).
A FUND TO SUPPORT STUDENTS
intending to undertake technical studies in the
field of renewable energy and energy efficiency.
THE TWO-YEAR LITTLE LIGHTHOUSE EDU-
CATIONAL PROGRAM
launched with the Scottish Council for Develop-
ment & Industry, for the study of STEM (Scien- Training and education, and ENHANCEMENT OF
ce, Technology, Engineering and Mathematics) THE CILL CHUIMEIN MEDICAL environmental protection COGOTAS PREHISTORIC
subjects in primary schools. CENTER, A PROJECT BY FORT
SETTLEMENTS
AUGUSTUS (UK) We are committed to promoting and disseminating knowledge related to the
Once a year, delegates from local communities
renewable energy sector, working with schools and universities, opening up SURROUNDING
meet at the Falck Renewables Sustainable
Community Forum, a gathering hosted by In April, the new Cill Chuimein Medical Center, a sta- our plants to student visits, but also supporting young people in the develop- CARRECASTRO (E)
different communities on a rotating basis, aimed te-of-the-art medical facility, was inaugurated in Fort ment of professional skills in our field. WIND FARM
at stimulating empathy, mutualism and exchange Augustus (UK) and reopened to the local community
between communities, by promoting a discussion after a fire destroyed it in 2015. The medical center Lastly, we are conscious of the quality of the environment in which we ope-
When we started to build the Car-
regarding the importance of renewable energy in comprises 4 consulting rooms and 2 outpatient clinics. rate, committed to minimizing the impact of all our activities, as detailed in
recastro wind farm, near Tordesillas
the local economy. The facility is part of an innovative project, known as Chapter 7.
(Spain), we financed an archaeologi-
Near Me, to enable patients in rural areas to speak, cal campaign at a site of the Cogotas
via videoconference, with specialists at the Raigmore civilization, dated between the end
We have also provided the
Hospital in Inverness. The center is of absolute impor-
tance to the local community: without it, residents
RASING AWARENESS OF THE of the Bronze Age and the begin-
ning of the Iron Age (2,000 - 1,000
Sustainable Community would need to travel close to 100 km to access stan- ENTREPRENEURIAL SYSTEM B.C.), employing 20 local workers.
dard medical care. Some 25% of the total cost of the
network with an online project was financed by the community benefit fund AROUND US The excavations have brought to li-
ght numerous findings that helped
portal where local linked to our Millennium Wind Farm. to provide greater knowledge of the
representatives can We are interested in ensuring that the principles outlined in the Sustainability social and economic aspects of this
highlight their projects, Charter are also shared by our suppliers and by the various partners who work prehistoric culture. Studies and fin-
share best practices, seek 25% with us, in many ways, to build and manage our plants. dings will help to increase the cultu-
advice and promote new OF THE TOTAL Our agreements contain specific clauses for compliance with our sustainability ral heritage of the area for the be-
initiatives together 4 CONSULTING
ROOMS COST OF THE
principles. We specifically encourage counterparties to make use, when te-
chnically feasible, of local contractors and short supply chain. We also make
nefit of both the resident community
and local tourism.
(www.community.
falckrenewables.eu). OUTPATIENT
PROJECT WAS ourselves available to assess joint community engagement initiatives.
In 2019, we updated our supplier qualification questionnaire with a specific 20
2 CLINICS
FINANCES BY
THE COMMUNITY
section on the sustainability issues that are most relevant to us: from di-
sclosure on certain environmental impacts (including carbon footprint, water
LOCAL WORKERS
EMPLOYED IN THE
BENEFIT FUND consumption, polluting emissions, biosphere protection and recycled material
usage) to respect for the rights and safety of workers in second-level supplies, ARCHEOLOGICAL CAMPAIGN
from activities supporting local communities to the adoption of diversity and
inclusion policies.
24 25Sustainability Report | 2019 2019 | Sustainability Report
2019 FLASH DATA
A SUCCESS TO EXPORT
Our community engagement approach is our
way of dealing responsibly with the communi-
OUR COMMUNITY ENGAGEMENT
41%
ties in which we operate, providing innovative THE SHARE OF PLANTS WITH A SIGNIFICANT
opportunities for engagement. In light of the MODEL ON INTERNATIONAL PANELS COMMUNITY ENGAGEMENT PROGRAM*
success we have seen in the UK, we have set
ourselves the goal of replicating this creation of
shared value in the other countries in which our In 2019, we joined the International Renewable Energy Agency
plants are located. (IRENA) Coalition for Action, in which we contribute to the deba-
te to define actions and exchange best practices to support the
In 2019, in Sweden, part of the profits of the energy transition to renewable energy, sharing also our experien-
new Åliden wind farm were used to fund a com- ce of creating local shared value. Other international panels on
€1.3 M 1 155
munity benefit scheme in Trehörningsjö. The lo- which we are present, in order to remain up to date and contri-
cal community is now engaged in selecting the bute to the generation of ideas and policies, are the European
first projects to be implemented. association Wind Europe, the Global Reporting Initiative (GRI),
the CEO Call to Action (Sodalitas Foundation) and the Aspen VALUE OF COMMUNITY NEW COMMUNITY PROJECTS
We expect to disseminate the Sustainability Institute. BENEFIT SCHEMES BENEFIT SCHEME IN SUPPORTED BY
Charter to other countries, starting with Norway, IN THE UK SWEDEN COMMUNITY BENEFIT
and continuing with Spain and Italy. SCHEMES IN UK
OUR COMMITMENT FOR 2020 €1.1 M INTEREST PAID TO THE €131 thousand
3,634 PARTICIPANTS IN THE WORTH OF INVESTMENTS
FOR LOCAL COMMUNITIES
Social and relational 7 COOPERATIVES AND IN ITALY
capital: OWNERSHIP SCHEME IN THE UK
material aspects
and actions
RELATIONSHIPS
WITH LOCAL
COMMUNITIES
AND LOCAL ABOUT 500 SECOND ANNUAL FALCK RENEWABLES
SUPPLY DEVELOPMENT STUDENTS HAVE PARTICIPATED IN SUSTAINABLE COMMUNITY FORUM
CHAIN TRAINING ACTIVITIES IN ITALY AND THE UK AND AWARDS DINNER IN THE UK
MANAGEMENT Creation of new
TO INCREASE community benefit
TO Inclusion of schemes in Norway
specific clauses
to promote local Organization of
45%* supply chain and
local employment
the 3rd Falck
Renewables * To be understood
SUSTAINABILITY CRITERIA ADOPTED
75%
SPECIFIC COMMITMENTS
as the engage-
in technical Sustainability ment of the local IN THE QUALIFICATION OF ITALIAN
THE SHARE OF LOCAL SUPPLIES
supply contracts Communities community through SUPPLIERS
OF WIND/PV Forum cooperative sche-
PLANTS THAT Monitoring the mes, ownership
STRATEGIC GOAL
implementation Development schemes, benefit
ENABLE A schemes or with
of sustainability of a program to
SIGNIFICANT support the effects
the local enabling
guidelines of sustainable
COMMUNITY of the COVID-19
in Group energy consump-
ENGAGEMENT procurement epidemic for local tion services (i.e.
PROGRAM* communities in the community energy
PPA, access to net
areas where we metering credit * To be understood as the engagement of the local community through cooperative schemes, ownership schemes, benefit schemes or with
operate schemes, etc.). the local enabling of sustainable energy consumption services (i.e. community energy PPA, access to net metering credit schemes, etc.).
26 27Sustainability Report | 2019 07 | Environmental and climate capital
The QHSE Policy, together with the continuous updating and monitoring of
ENVIRONMENTAL quality, environmental and safety management systems, ensures that the acti-
vities are monitored at every stage and helps to create and promote a culture
of respect for the environment within the Group.
AND CLIMATE All projects for the construction of new plants are preceded by environmental
impact studies and, if required by law, subject to the Environmental Impact As-
REDUCING THE
ENVIRONMENTAL
CAPITAL IMPACT OF OUR
sessment procedure. Plants already in operation, however, are covered by ma-
nagement systems that require context analysis: this allows us to identify risks
and opportunities related to environmental aspects in areas close to the plants. ASSETS IN ITALY
Our commitment to reducing the en-
vironment impact of our activities has
led us, throughout the year, to take a
ENVIRONMENTAL PROTECTION number of steps to contain electricity
PRACTICES IN THE CONSTRUCTION OF consumption, reduce the consump-
THE HENNØY (NORWAY) WIND FARM tion of natural resources, control pol-
luting emissions, reduce and recycle
waste, and protect flora and fauna.
To build and operate the new wind farm in Hennøy, we used a
The fight against climate very small percentage of land, less than 1% per square kilome- Some initiatives specifically involved:
change drives our activities. tre, taking into account access roads, crane hardstandings and the
We intend to be energy ground projection of the turbine. Nevertheless, we did not want MONITORING BIRD LIFE
transition enablers and a to ignore this 1%. The layout and arrangement of the turbines in order to verify the possible impact
benchmark for conducting our were designed to accommodate the characteristics of the existing of the wind farm on the local popula-
habitats, monitored throughout the construction site and, now, tion of birds and bats and monitoring
activities while respecting the the efficiency of the water collection
also in the operational phase. Our contractors have been selected
environment and biodiversity. and coordinated in order to ensure the best protection of the en- and wastewater analysis systems at
vironment by adopting smart waste management techniques and the Minervino Murge (Apulia) wind
using local resources and materials as much as possible. The ac- farm.
cess roads and the crane pads were made with rock extracted and
processed within the site perimeter. This borrow-pit practice has REPLACING LIGHTING WITH LED
helped to reduce the carbon footprint of the entire operation. TECHNOLOGY AND UPGRADING
FTIR SYSTEMS
ENVIRONMENTAL PROTECTION for monitoring emissions at the Trez-
zo sull’Adda (Lombardy) waste-to-e-
We combine the benefits of the energy industry decarbonization process with
BORROW-PIT PRACTICE nergy plant.
an approach to asset management that integrates a strong focus on eco-effi- THAT HAS HELPED TO REDUCE
REPLACING LIGHTING WITH LED
ciency of operations and the protection of habitats and biodiversity. THE CARBON FOOTPRINT TECHNOLOGY
OF THE ENTIRE OPERATION improving the nebulizing system and
We have calculated that the renewable energy production of our wind and a second-party audit of waste dispo-
photovoltaic plants contributed, in 2019, to avoid the emissions of more than sal service providers at the Rende
620,000 tonnes of CO2 into the atmosphere2. An amount equal to the emis- (Calabria) biomass plant.
sions generated by more than 218,000 individual round-trip flights between
Milan and New York3. COLLABORATING WITH THE
STATE FORESTRY BODY ON FIRE
We also promote an environmental protection approach throughout the value SURVEILLANCE
In order to further reduce the impact of our presence on the natural envi-
chain, with a business partner selection process that integrates sustainability during the summer period, providing
ronment, we have developed initiatives to protect biodiversity and enhance
criteria and practices into different plant phases: design, construction, and a fire-fighting vehicle for first respon-
natural heritage, including planting trees and regenerating habitats in the areas
management. se, as well as a control team of the
surrounding the plants. We have also undertaken a pilot study to calculate
the carbon footprint of the construction of the Hennøy (N) wind farm, which wooded area surrounding the Buddu-
results are expected in 2020. sò (Sardinia) wind farm.
Finally, in order to integrate our photovoltaic systems more closely into the
ecosystems that host them, we are focusing on the study of agriphotovoltaic
2
This is calculated from new emission factors available (as per the first footnote on solutions – e.g. the creation of habitats for pollinating insects – to be imple-
pag. 31). By applying these same co-efficients, the avoided emissions that we have mented within the solar plants, which we will develop in the coming years.
shown in the 2018 Sustainability Report – amounting to 867,000 tons of CO2 equiva-
lent, as estimated on 2013 emission factors – amount to approximately 600,000 tons
of CO2 equivalent.
3
Calculation based on using the emission factors used by the international non-go-
vernmental organization Atmosfair, April 2020 (https://www.atmosfair.de/en/offset/
flight/).
28 29Sustainability Report | 2019 2019 | Sustainability Report
2019 FLASH DATA
PROTECTION AND 621 thousand CORRESPONDING TO
PROMOTION OF
BIODIVERSITY AT THE
TONNES 218 thousand
A CALL TO REWARD THE BEST CO2 EMISSIONS AVOIDED* THANKS TO INDIVIDUAL ROUND-TRIP FLIGHTS
AUCHROBERT (UK) WIND DECARBONIZATION PROJECTS WIND AND PV GENERATION ON THE MILAN-NEW YORK ROUTE
FARM
During the year, we launched a project call on decar-
The Auchrobert wind farm is located in a partial-
bonization to local communities. The initiative, open to
ly wooded hillside area of South Lanarkshire, 25
projects in the sectors of clean energy, energy efficiency,
km south of Glasgow. According to the Habitat
sustainable mobility and education, has seen us awarding
Management Plan of the area, we embarked on
two projects. The first prize was awarded to the Thornton A CALL FOR BEST LOCAL
an initiative to recreate a diverse forest habitat
over 10 hectares of land, planting numerous spe-
cies of trees, shrubs and other vegetation of local
Road Community Center, which proposed the installation
of 30 solar photovoltaic panels and a charging point for €427 thousand DECARBONIZATION PROJECT
IMPLEMENTED IN THE UK
electric cars, in order to halve the use of energy from
origin. In order to replicate the characteristics of VALUE OF THE TEE**
non-renewable sources.
a natural environment, trees were positioned ir- MANAGED*** AWARDED THE BEST DECARBONIZATION
The second prize was awarded to the Valley Renewables
regularly, and the space between each plant was PROJECT BY AN ITALIAN
Group, which proposed the purchase of a small fleet of
calculated to allow the natural species a better MUNICIPALITY****
e-bikes, encouraging a healthy lifestyle, and achieving a
development. Finally, we carried out interven-
positive impact on the environment.
tions to protect the nesting sites of native bird
species.
LAUNCHED A PILOT PROJECT FOR BORROW-PIT PRACTICES ADOPTED
THE CALCULATION OF THE CARBON IN THE CONSTRUCTION OF THE
OUR COMMITMENT FOR 2020 FOOTPRINT OF THE CONSTRUCTION OF HENNØY (N) WIND FARM
THE HENNØY (N) WIND FARM
Environmental
and climate capital:
material aspects
and actions
ENVIRONMENTAL
MANAGEMENT
AND
PROTECTION
{ 474.82 tNOx
TO CONTRIBUTE
CLIMATE
To further develop
ISO and EMAS
* References for
the emission fac-
AIR POLLUTION AVOIDED
THANKS TO TOTAL WIND 126.98 tSOx
WITH CLEAN
ENERGY
CHANGE
certification within
our wind and
tors applied: US:
“Avoided Emission
Factors Generated
AND PHOTOVOLTAIC POWER
PRODUCTION***** 203.03 tCO
GENERATION
TO AVOID THE
To improve the
CO2 footprint
photovoltaic plants
To participate in
from AVERT” (US
EPA, 2019); EU:
“Fattori di emissione
6.33 tPM10
EMISSION OF calculation of our atmosferica di gas
SPECIFIC COMMITMENTS
the international
activities (scope a effetto serra nel
debate on sustai-
1-2-3) settore elettrico
0.675 nability practices in
the green energy
nazionale e nei
principali Paesi Euro-
million
STRATEGIC GOAL
sector pei” [Atmospheric
tonnes To develop a pro-
emission factors of
greenhouse gases
and other pollutan-
* References for the emission factors applied: US: “Avoided Emission Factors Generated from AVERT” (US EPA, 2019); EU: “Fattori di emissione
atmosferica di gas a effetto serra nel settore elettrico nazionale e nei principali Paesi Europei” [Atmospheric emission factors of greenhouse gases
gram of 3R (redu- ts from the power and other pollutants from the power sector] (ISPRA, 2018); Norway: “Electricity disclosure 2017” (NVE-RME, 2019).
ce, recycle, reuse) sector] (ISPRA, ** Energy Efficiency Certificates.
OF CO2* IN THE 2018); Norway: *** Both Energy Team and customers on the TEE market.
ATHMOSPHERE initiatives at the “Electricity disclosure **** As part of the 2019 Cresco Awards, organized by Sodalitas Foundation.
Sesto San Giovanni 2017” (NVE-RME, ***** References of factors applied: “Emission factors for electricity production and consumption in Italy”, published by ISPRA on TERNA data.
(I) headquarters. 2019).
30 31You can also read
