SUSTAINABILITY REPORT

INTRODUCTION
Letter to stakeholders 
2
2021 in a nutshell 
4
Our Saipem 
6
Saipem at a glance 
8
 ≥
ESG excellence and the courage to transform 
10
A new strategy 
10
 ≥
2021 targeted disclosures for our stakeholders 
12
 ≥
Stakeholder engagement and materiality analysis
 ≥
 
13
Our commitment to the Sustainable Development Goals and the UN Global Compact 
17
 ≥
Results and objectives 
18
 ≥
How to navigate this report 
20
TRANSITIONING TOWARD NET-ZERO
Green House Gas reductions and energy efficiency improvements 
24
The way we are decarbonising the Oil&Gas business 
31
Digital transformation 
33
Renewables  
38
FULFILLING OUR VISION OF DECARBONISATION
Renewables and Green Hydrogen 
42
The CO2 value chain 
46
Biomass conversion and the circular economy 
48
ADDED VALUE AT OUR CORE
People 
52
Connections 
68
Reliability 
83
APPENDICES
Methodology and reporting criteria 
86
Assurance statement 
89

2
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
Francesco Caio, 
Chief Executive Officer and Managing Director
Silvia Merlo, 
Chairman

3
ADDed VALUE AT OUR CORE
APPENDICES
Dear Stakeholders,
With the presentation of its 16th Sustainability Report, 
Saipem confirms its strategic choice to continue with 
determination on the virtuous path that combines 
creating economic value with environmental, economic, 
social and governance sustainability issues, perfecting 
and implementing its consistent commitment to the 
sustainable development of its business activities and all 
company processes.
As came to light during the two recent international 
meetings of the G20 summit in Rome and the COP26 
conference in Glasgow that testify to the firm will to 
continue discussions on climate change, the energy 
transition will determine the historic changeover to using 
renewable energy sources as one of the main objectives 
in winning the fight against climate change by achieving 
carbon neutrality goals.
In this context, energy infrastructures unequivocally 
become the most important driver of sustainable 
development and Saipem reaffirms its ambition to be 
among the central figures and enablers of this era of 
transition. The company is, in fact, continuing to invest 
in technologies and know-how in order to enable, on the 
one hand, the evolution of the energy mix – from natural 
gas, just included in the EU legislation on taxonomy, to 
renewables – and on the other hand in designing and 
supplying solutions to reduce CO2 emissions in industrial 
sectors with a high carbon impact as preparation also for 
serving clients in sectors other than the energy supply 
chain.
At the same time, Saipem intends to contribute – right 
from the start – to energy decarbonisation along its 
value chain. In this way, the company will achieve the dual 
effect of reducing its carbon footprint and also that of its 
clients, towards whom it increasingly places itself as a 
technological ally on their path towards net-zero.
The company has adopted a two-fold strategy to 
achieve these objectives: on the one hand it proposes 
itself as a technology partner of energy companies for 
complex projects in order to implement them on the 
path to Net-Zero, and on the other hand as a supplier of 
modular/scalable systems and solutions for the types of 
applications that capture CO2, recycle plastics or produce 
biofuels that are becoming relevant for a growing number 
of industries.
In pursuing its objective as an enabler for the energy and 
ecological transition, Saipem also infuses its work with a 
complex of ESG factors, starting with its commitment to 
the environment, which is also reflected in the Net-Zero 
programme launched by Saipem to reduce greenhouse 
gases with reference to Scope 1, 2 and 3 activities. 
Equally central to Saipem’s work are health and workplace 
safety, where protecting our workers is the primary asset, 
defending Human Rights and business ethics, where 
attention to anti-corruption was validated in 2021 by the 
renewal of ISO 37001:2016 certification. Saipem is also 
committed to its mission and to the international profile 
of its business to promote the inclusion and appreciation 
for diversity and inclusion at all levels, both in terms of 
multiculturalism, represented in Saipem’s population, and in 
fostering gender equality, as well as integrity as a qualifying 
transversal factor of corporate culture, and, last but not 
least, attention to local communities where the company 
operates, supporting socio-economic development.
As an Italian company, Saipem feels even more 
accountable as a result of the recent introduction of the 
principle of protecting the environment, biodiversity and 
ecosystems into the Italian Constitutional Charter, also in 
the interest of future generations. Likewise, the rules and 
principles that derive from European Union law and from 
the main international events constitute a fundamental 
reference point for defining future strategies and 
developments.
Both participation in important international initiatives 
such as the United Nations Global Compact, which 
Saipem joined in 2016, and the important recognition 
by ESG analysts who designated Saipem at an industry 
benchmark, substantiate the Company’s commitment. 
Furthermore, the company ranked first place in the Energy 
Equipment Services sector in the Dow Jones Sustainability 
Index in 2021.
Saipem’s sixteenth Sustainability Report describes 
in detail the company’s commitment by outlining the 
strategies, objectives and actions implemented, to allow 
all stakeholders to promptly assess their work based on 
a responsible approach and sustainability, extended to all 
company activities with the ultimate goal of generating 
ever greater shared value.
Silvia Merlo, 
Chairman
Francesco Caio, 
Chief Executive Officer and Managing Director

4
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
CONTRACT AWARD
STRATEGIC MoU AND PARTNERSHIP
SIGNIFICANT EVENTS
ACKNOWLEDGEMENTS
JAN
JUL
SEP
FEB
MAR
Awarded FEED contract for 
Virginia Gas Project in South 
Africa to develop an LNG plant 
with the production of liquefied 
Helium
Saipem launches SUISO, a 
technological solution for the 
offshore production of green 
hydrogen and the conversion of 
Oil&Gas facilities
Saipem and Alboran collaborate 
alongside Edison and Snam 
on the Green Hydrogen Valley 
Project in the Puglia region 
(Italy)
Saipem and Saudi Aramco 
sign an MoU for the potential 
creation of a new entity in Saudi 
Arabia capable of executing 
EPC project activities
First Italian company in the ENR 
Top 250 ranking International 
Contractors for 2021 where 
Saipem ranked 14th
Participation in Gastech 2021
Participation in OMC Med 
Energy Conference & Exhibition 
2021 edition
Participation in the 7th edition of 
Seafuture
Top-ranked on ESG among 
sector companies in the 
Refinitiv assessment with an 
ESG score of 91 out of 100
Received the Gold Award in 
the S&P Global Sustainability 
Yearbook
Won IMCA award for CO2 
estimation tool
Awarded a new contract 
by Eoliennes Offshore du 
Calvados SAS (EODC) for the 
Courseulles-sur-Mer Offshore 
Wind Farm in Normandy, France
Presented an installation at 
Expo 2020 Dubai inspired by 
renewable energy, signing 
a partnership between 
the Company and the 
Commissariato Italiano
Saipem, Danieli and Leonardo 
collaborate for the green 
conversion of steel
Awarded a contract by Qatargas 
for the offshore development 
of the North Field Production 
Sustainability Project
Saipem and Elkem sign a 
feasibility study agreement for 
the decarbonisation business
Awarded a contract by Eni 
for the construction of 3 
photovoltaic plants in Italy
Saipem and Hyperion Systems 
Engineering launch the NewCo 
Saipem-Hyperion Eastmed 
Engineering Ltd 
Saipem and Alboran Hydrogen 
join together for green 
hydrogen production in Italy and 
in the Mediterranean

5
ADDed VALUE AT OUR CORE
APPENDICES
Reconfirmed by Vigeo Eiris as 
a leader in sustainability in its 
sector
Included in EticaNews’ Top 
10 for Integrated Governance 
Index (IGI) 2021
Awarded a new offshore drilling 
contract by Wintershall Dea 
Norge in the North Sea
Saipem and Naval Energies 
sign an agreement for the 
acquisition of Naval Energies’ 
floating wind business
Awarded a contract in JV with 
DSME by Petrobras for a new 
FPSO in the Búzios offshore 
field in Brazil
Awarded a new contract by 
the Abu Dhabi National Oil Co 
(ADNOC) for the Shah Gas plant 
in the United Arab Emirates
Saipem and Versalis produce 
sustainable bioethanol and 
signed an agreement for 
the promotion of Versalis’ 
technology PROESA®
APR
OCT
NOV
DEC
MAY
JUN
Technical Partner for the Expo 
2020 Italian Pavilion, opening 
the area dedicated to innovation 
with an installation symbolising 
ingenuity, sustainability, and 
creative propulsion
Saipem and WSENSE sign 
a cooperation agreement 
to develop complex 
communications networks for 
subsea drones with applications 
spanning over different 
industries
Awarded two new onshore 
drilling contracts in the Middle 
East and in South America
Saipem and Honewell team up 
to implement digital solutions 
for urea production technology
Announcement of the 
2022-2025 four-year strategic 
plan “Towards a new Saipem”
Saipem and TechnipFMC 
announce a commercial 
agreement for SURF aimed at 
creating new opportunities
Confirmed in the DJSI as a 
leader in the Energy Equipment 
Services sector
Awarded two new offshore 
transportation and installation 
(T&I) contracts by Chevron 
Australia Pty Ltd for the 
Jansz-lo Compression Project
Participation in ADIPEC
Participation in the EMC 2021 - 
Eastern Mediterranean Energy 
Conference & Exhibition in 
Nicosia, Cyprus
Saipem and Novozymes to 
work together to create a more 
sustainable CO2 capture 
Saipem and Siram Veolia sign a 
Memorandum of Understanding 
to collaborate on energy 
transition projects in Italy
Saipem, NnG and InfraStrata 
announce a major contract for 
Harland & Wolff creating around 
290 jobs
The Annual General 
Shareholders’ Meeting appoints 
the new Board of Directors
Awarded three new Onshore 
Drilling contracts (extension of 
two contracts in Saudi Arabia, 
and a new contract in Colombia)
Saipem and Politecnico di 
Milano collaborate in Open 
Innovation. Saipem participates 
in the Startup Intelligence 
Observatory S08 for the third 
consecutive year
Hydrone-R winner of Spotlight 
on New Technology® Award 
by Offshore Technology 
Conference (OTC) for its 
Hydrone-R Underwater 
Intervention Drone (UID)

6
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
Saipem is an advanced technological and engineering 
platform for the design, construction and operation 
of complex, safe and sustainable infrastructures and 
plants. We are active in the new low-carbon energy 
and industrial ecosystem, both in Italy and around the 
world.
We have always cultivated technological innovation and 
now we find ourselves on the frontlines of the energy 
transition alongside our clients with increasingly digitalised 
tools, technologies and processes that we have devised 
from the outset with environmental sustainability in mind. 
Today we want to build a bridge to the future generating 
sustainable value over time for all with low-carbon 
energies, infrastructures and services.
We operate in more than 70 countries with
around 39,000 employees of 130 nationalities.
With a presence in more than 
70 countries and 60 years of 
history, we bring the Italian 
ingenuity of our talents and 
our partners to the world, 
fostering the development 
of the communities in which 
we operate and contributing 
to the growth of our Country 
System.
Thanks to our engineering skills, 
technological innovation, strong 
problem-solving orientation and 
ability to work as a team, we can 
take on the most extraordinary 
challenges.
We are a deep-rooted Italian 
company with an open 
and inclusive multicultural 
perspective. We are innovative, 
competent, reliable, resilient.

7
ADDed VALUE AT OUR CORE
APPENDICES
We are committed to 
working alongside our 
customers, transformin g 
their strategies and 
projects into competitive 
and sustainable 
infrastructures, plants and 
processes, accompanying 
them on the path to energy 
transition. 
We want to be the key 
ingredient in companies’ 
energy transition, their 
bridge to a sustainable 
future.
CREATIVE 
INTELLIGENCE
Ingenuity, intelligent flexibility 
and innovative approach: our 
keys to anticipating climate 
change, overcoming every 
challenge.
CARE FOR PEOPLE 
AND PLANET
A sincere commitment to 
protecting the health and 
safety of our employees and 
our natural habitat.
STRIVING FOR TRUST
A total dedication to reliability 
towards our clients and 
partners.
ENHANCEMENT 
OF CULTURAL 
IDENTITIES
Diversity is our unique value. 
Cross-fertilization nurtures 
our corporate growth.
We are engineers for a 
sustainable future. We 
have always promoted 
innovation and, today, we 
are already committed 
to building a sustainable 
future. 
Thanks to our engineering 
skills, technological 
innovation capacity, strong 
problem-solving orientation 
and consolidated 
experience in project 
management, we face 
the most extraordinary 
challenges. We work as a 
team, bringing to the world 
the Italian ingenuity of our 
talents and our partners.

more than 60 YEARS 
OF HISTORY AND LEADERSHIP IN ENERGY 
AND INFRASTRUCTURE 
130
NATIONALITIES
73 
COUNTRIES
38,806 
EMPLOYEES
3,937
 WOMEN
79% 
LOCAL PERSONNEL
23,585 
ACTIVE VENDORS
199.7 mln
WORKED MAN-HOURS
9.6 € bln
TOTAL GOODS AND SERVICES ORDERED
68% 
OF GOODS AND SERVICES ORDERED LOCALLY
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
8

1,054.1 kt CO2 eq
SCOPE 1 GHG EMISSIONS
156.8 t CO2 eq/€ mln
GHG INTENSITY*
15%
OF ELECTRICITY CONSUMPTION 
FROM RENEWABLE ENERGY
60 € mln
OVERALL INNOVATION SPENDING
6,875 € mln 
REVENUES
8.9 € bln 
ECONOMIC VALUE DISTRIBUTED BY SAIPEM
298 € mln
INVESTMENTS
76%
BACKLOG E&C NON OIL PROJECTS
9.3%
SHARE REVENUE FROM EU TAXONOMY-ELIGIBLE 
ACTIVITIES (INCL. 91% ALIGNED)
56%
SHARE REVENUE FROM GAS RELATED E&C 
PROJECTS, POTENTIALLY EU TAXONOMY-ELIGIBLE**
(*) The value is calculated considering the Scope 1 and location-based Scope 2 emissions in relation to revenue in million euro.
(**) According to Complementary Climate Delegated Act approved in principle on February 2, 2022.
ADDed VALUE AT OUR CORE
APPENDICES
9

10
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
A NEW STRATEGY
The scenario
The reference context is currently characterised 
by a significant recovery, both in terms of the main 
macroeconomic indicators and the level of demand for 
oil and gas products; the latter supported by a marked 
increase in prices on the main markets.
More specifically, various regions in the world recorded a 
slow return to normality during 2021. The distribution and 
effectiveness of vaccines, and the fiscal and monetary 
support provided by certain advanced economies 
have contributed to a significant economic recovery. 
Recent estimates forecast growth in world GDP for 2021 
(around 5.9%) and for 2022 (around +4.9% compared to 
the previous year). However, economic recovery is not 
consistent where the possibilities of accessing vaccines 
and economic support mechanisms were not available on 
an equal basis in different areas of the world.
In this context, the energy sector, which had been among 
the most impacted by the 2020 crisis, began to show signs 
of recovery in 2021 with the recovery in demand for energy 
and, in particular, oil and gas. The progressive rebalancing of 
market fundamentals has resulted in a significant increase 
in oil and gas prices, which have moved beyond precrisis 
levels. The return to production has gradually evolved in the 
main geographical areas, with a widespread recovery both in 
North America and in the Middle East.
The expectations for the Oil&Gas sector in coming years are 
positive in different regions (for example, Latin America, Africa 
and the Middle East, areas where Saipem has a historical 
presence), and across the different reference markets of 
Saipem, starting from the most reactive to the oil and gas 
price trend, such as Offshore E&C, Offshore Drilling and 
Onshore Drilling, diversified between upstream, midstream 
and downstream activities. A growing focus will be given to 
traditional, historically more attractive Offshore Construction 
markets for which Saipem has unique assets in the industry, 
while in the Offshore Wind market a multi-stage strategy will 
be pursued, starting from an initial repositioning towards lower 
risk initiatives in order to consolidate Saipem’s presence 
apace with the full development of the market in the coming 
years. A more selective commercial strategy will be pursued 
instead in the Onshore Construction sector than previously, 
both in terms of geographies and segments, while an offer 
will be progressively structured in modular solutions and 
sustainable infrastructures, through two new dedicated 
business lines.
An analysis of the market context shows a gradually 
changing world over the longer term. Global energy 
demand will continue to grow over the next twenty 
years, albeit with a different mix from the current one. 
The commitment by governments in the main countries 
to progressively reduce climate-altering emissions is 
expected to support a gradual shift in the use of energy 
sources, favouring renewables and low-carbon sources. 
These commitments, which are also supported by the 
ESG choices of financial investors and pressure from 
public opinion, have led to the announcement of several 
emission reduction initiatives by countries and companies 
in different areas of the planet. The achievement of these 
objectives is mainly based on the development and use of 
a range of new technologies in areas such as renewable 
energy, the decarbonisation of various industrial sectors 
(e.g. agriculture, steel and cement production, transport), 
energy efficiency and the circular economy. The use 
of these innovative solutions in building new energy 
infrastructures and reducing carbon emissions is expected 
to create a significant market that is of particular interest to 
Saipem, which already has the skills and experience in this 
context, representing a competitive advantage in the new 
energy transition areas. In particular, Saipem has focused 
its efforts on certain key areas, such as:
technology partnerships, patents and pilot plants on 
 ≥
various green plant technologies (e.g. CO2 capture);
innovative robotic solutions (e.g. drones), to offer low 
 ≥
carbon footprint monitoring and maintenance services;
experience and a track record with plants and 
 ≥
technologies that will be of primary importance in 
hybridisation strategies for energy sources;
a solid reputation on the part of the main Oil&Gas 
 ≥
operators that are playing a key role today in the 
implementation of the energy transition.
Saipem response
In the outlined context, the main focus of Saipem’s energy 
transition strategy is divided into four main reference 
markets:
LNG and Gas monetisation (e.g. Blue Ammonia), as 
 ≥
transitional energy carriers;
carbon dioxide capture and sequestration, with 
 ≥
long-term growth expectations and a number of 
initiatives already at an advanced stage in several 
countries, such as the UK, the USA and China. 
The market is also expected to open up in sectors other 
than oil and gas, such as electricity, steel and cement 
production;
hydrogen and new energy carriers, primarily if produced 
 ≥
from zero-impact energy sources. This market is also 
expected to grow strongly over the coming decades;
the so-called Bio-X market, which includes several 
 ≥
sectors that exploit organic raw materials, such as 
biofuels and bioplastics;
offshore wind power, where significant investments are 
 ≥
expected from operators mostly concentrated in Europe 
and, towards the second half of the Plan period, in North 
America, as well as in China (a less accessible market for 
foreign contractors).
In order to better seize the opportunities of the energy 
transition, it is a priority for Saipem to adopt a dual

11
ADDed VALUE AT OUR CORE
APPENDICES
commercial and executive approach:
1) confirm the role of reference partner for Energy 
Companies in the development of complex projects 
on green or transition energy carriers (e.g. LNG, Gas 
Monetisation, Biorefineries, etc.);
2) develop and market standard and modular solutions 
with a high digital and technological content in order to 
respond to distributed energy generation trends, as well 
as the needs of new players in the energy ecosystem.
Finally, particular attention has also focused on the 
infrastructure market, in particular those with a high 
technological and sustainable content associated with 
the Italian Recovery and Resilience Plan (PNRR). Saipem 
has consolidated experience in the sector on several 
significant projects both in Italy and abroad, and all the 
credentials in place to take up interesting business 
opportunities over the coming years.
Net-Zero Programme
In addition to providing our clients with solutions for 
decarbonisation and lower climate impacts, we are 
committed to working on our own GHG emissions to 
reduce our direct impact.
Based upon our long-standing commitment to the global 
decarbonisation trend, in February 2021 we set our 
medium and long-term objectives for decarbonisation, 
which became the milestones of our Net-Zero Programme. 
Since our Net-Zero Programme covers all of Saipem’s 
emissions, both direct and indirect, we are now acting on 
all three emission scopes to reach our goals and to set 
new and bolder ones:
we are exploring and applying several measures to tackle 
 ≥
Scope 1 and 2 emissions, such as retrofitting and asset 
renewal, electrification, use of renewable energy and 
alternative fuels;
for Scope 3 emissions, which are also “shared” with 
 ≥
other companies, we want to play an active role in 
supporting and encouraging all the players in the 
value chain to reduce our footprint together. It is only 
the first step to improving monitoring of this area and 
to exploring areas of action, with the aim of setting 
reduction targets as soon as possible in suitable areas of 
the Scope 3, like for Mobility and the Supply Chain.
We planned a set of actions within our Net-Zero 
Programme to reduce our emissions and meet targets set 
in 2021.
The 3 Rs of Saipem: 
how to reduce our Scope 1 direct emissions
The reduction of Saipem’s direct emissions will hinge 
on the three “R”s: Retrofit, Renewal and Renewables. 
The primary goal of these phases is to reduce the carbon 
footprint of all of Saipem’s directly emitting assets, such as 
vessels, rigs and temporary construction facilities.
1. Retrofit: the first phase foresees an efficiency boost 
in Saipem’s operations through the extensive use of 
available technologies. Applying these technologies to 
current assets will make energy usage more efficient, 
leading to a reduction in emissions.
2. Renewal: this phase consists in asset substitution. 
Today, a new generation of assets under development 
will replace older ones in the future. This new generation 
of assets is expected to be more energy efficient and 
emit less GHGs, along with digitalisation and increased 
deployment of unmanned operations.
3. Renewables: the last phase is characterised by a massive 
implementation of renewable energy and technologies 
in Saipem’s assets and operations. The technologies 
foreseen in this phase will include not only traditional 
technologies, but also advanced renewable energy 
technologies, some of which are currently under study, 
such as floating wind and floating solar. These renewables 
could be applied to Saipem’s operations (for example 
to power vessels), as well as an integral part of the final 
product, powering our clients’ operations.
We will follow two main streams of action alongside these 
phases:
Electrification
 ≥
: a switch where possible (e.g., in ports) 
from electricity generation with fuel-powered generators 
to grid power.
Alternative fuels
 ≥
: application of new and existing 
low carbon fuels to replace fossil fuels for the same 
operations.
Carbon neutrality by 2025: 
how it is possible with Scope 2 indirect emissions
To meet the ambitious target of Carbon neutrality indirect 
emissions from purchased energy (Scope 2) by 2025, 
our actions will prioritise the following criteria in order of 
importance:
1. Energy saving and efficiency
2. Renewable energy from the grid or self-produced 
renewable sources
3. Offsetting as a last chance only for residual emissions, 
to be applied only after considering all the measures 
above.
Energy flows and consumption will also be constantly 
monitored.
The major challenge for Scope 2 Carbon neutrality is 
that, in order to reduce Scope 1 direct emissions, we will 
implement a significant electrification of assets, starting 
in 2022, shifting Scope 1 emissions to Scope 2, with the 
subsequent need to increase our commitment in curbing 
those emissions with the aforementioned criteria.
Working with our supply chain 
to reduce our Scope 3 emissions
One of the biggest challenges in reducing our carbon 
footprint relates to indirect emissions, of which the largest 
share is a consequence of the company’s supply chain 
(part of our Scope 3). To tackle this aspect, we have formed 
a Green Procurement Workstream in the context of the 
Net-Zero Programme.
See page 69 for further information on Green Procurement.
Carbon 
neutrality
in indirect emissions 
from purchased energy 
(Scope 2) 
by 2025 
50%
reduction in direct emissions 
from our own assets 
(Scope 1) 
and indirect emissions 
from purchased energy 
(Scope 2) 
by 2035 based on 2018 
GHG emissions

12
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
2021 TARGETED DISCLOSURES FOR OUR STAKEHOLDERS
• Clients • Trade associations and international organisations • Authorities and local governments • Employees 
• Future generations • Financial stakeholders • Local communities • Local organisations and NGOs • Vendors
2021 Sustainability Report
Targets: • • • • • • • • •
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ]jjq]hnalknp
2021 
2021 Annual Report
Targets: • • • • •
consolidated non-financial
statement
in accordance with Italian Legislative Decree No. 254 of December 30, 2016
Extract of the Directors’ Report
of the Annual Report 2021
2021 Consolidated Non-Financial Statement
Targets: • • • • •
Saipem Modern Slavery 
Statement
2021
2021 Saipem Modern Slavery Statement
(the document will be published in June 2022)
Targets: • • • •
OQOP=EJ=>EHEPULANBKNI=J?AEJ@E?=PKNO
2021 Sustainability Performance Indicators
Targets: • • •
REPORT on saipem’s
REMUNERATION POLICY
AND COMPENSATION PAID
2021
APPROVED BY THE BOARD
OF DIRECTORS
ON MARCH 12, 2021
2021 Report on Saipem’s Remuneration Policy 
and Compensation Paid
Targets: • •
2021 Shaping a Net-Zero Future
(based on the recommendations of TCFD)
Targets: • • • • • •
2021 Corporate Governance 
and Shareholding Structure Report
Targets: • •

13
ADDed VALUE AT OUR CORE
APPENDICES
Operating in more than 70 countries with different social, 
economic and cultural contexts, we strongly believe that 
engagement and cooperation with our stakeholders play 
a fundamental role in creating value with our business. 
For this reason, we are committed to maintaining a 
constant and transparent dialogue with our stakeholders, 
by proactively engaging with all the people and entities we 
have an impact on. Our goal is to understand their priorities 
and expectations and to contribute to the delivery of 
sustainable value in the countries where we operate.
We are constantly investing in the stakeholder 
engagement process, with the aim of building successful 
relationships based on mutual dialogue, which represents 
a fundamental part of our sustainability strategy. We always 
accurately engage our stakeholders, listening carefully to 
better understand their specific needs and expectations, 
so we can integrate them into our strategies and decisions. 
Constant dialogue allows us to build stable relationships, 
promote positive and mutually beneficial interactions, and 
create a positive impact in the areas where we operate.
All core principles for the engagement process are set 
out in our Management System Guidelines (MSG) on 
Stakeholder Engagement.
STAKEHOLDER ENGAGEMENT AND MATERIALITY ANALYSIS
We will only present a very basic description of our 
stakeholder approach in this report. For a complete 
and detailed treatment of this topic please refer to our 
Consolidated Non-Financial Statement (NFS) on page 107.
Stakeholders can have very different needs, sensibilities, 
resources, interests and ways of operating, so each of them 
requires a distinctive approach that we always strive to apply 
and refine, aiming for the best possible mutual outcomes 
from our relationships. But even if stakeholders are all 
unique, there are a few basic principles that are constant 
and translate into similar types of initiatives.
Here is a brief sample of such approaches and initiatives 
that in a broad sense tend to recur in our stakeholder 
engagement process.
STAKEHOLDER ENGAGEMENT APPROACH
APPROACHES 
Open and continuous dialogue 
to understand expectations
Transparency
Long-term relations 
Commitment to guaranteeing 
equal treatment and inclusion 
Contribution to the progress 
of local communities 
Regular publication of information 
Periodic meetings
Commitment to fostering skill 
development
Commitment to guaranteeing 
a safe and healthy work 
environment
Support for emergencies or crisis
Active participation and support
 
INITIATIVES 
Roadshows 
Conferences 
Webcasts 
Online surveys 
Partnerships and agreements 
for technology innovation, 
environmental, social issues
In-depth interviews 
Educational and training initiatives
Engagement in initiatives on ESG topics
Satisfaction survey
Initiatives to disseminate 
business knowledge
Engagement in volunteering initiatives
Local development initiatives
Participation in conferences, events 
to contribute to best practice sharing
Clients
Financial 
stakeholders
Employees
Authorities and 
local governments
Local organisations
and NGOs
Local communities
Vendors
Trade associations 
and international organisations
STAKEHOLDERS
Future generations

INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
IDENTIFICATION OF STAKEHOLDER 
EXPECTATIONS:
MATERIALITY ASSESSMENT
In 2021, we conducted the 11th edition of our materiality 
assessment process to identify our material topics, i.e., 
matters that are meaningful for our capacity to integrate 
ESG topics into the Company’s strategy and in line with 
stakeholder interests.
The materiality assessment provides inputs for the 
definition of the Company Strategy, the annual objectives 
and the 2022 Sustainability Plan, which contains material 
issues representing priority areas to be addressed, as well 
as the structure and contents of the 2021 Sustainability 
Report.
You can find further information on the Saipem materiality
assessment process on page 86 of this document and on
page 90 of the Consolidated Non-Financial Statement.
11th
edition 
of our 
materiality 
assessment 
process
15
material
topics
identified
≥ 4,500
stakeholders 
involved
247
external 
stakeholders
100
targeted 
university 
students
3,915
employees 
involved
269
senior 
managers
9
members of 
the board of 
directors
THE PROCESS IS DIVIDED INTO 4 PHASES
1. FRAMING
Identification and 
framing 
of all possible material 
issues and stakeholders
2. INVOLVEMENT
Involvement of all 
internal and external 
stakeholders through 
online surveys
3. ANALYSIS
Analysis of the priorities 
identified 
by all stakeholders
4. VALIDATION
Validation of the 15 
material topics included 
in the materiality matrix 
represented in this 
document
Materiality is a guiding principle defining why certain 
issues are important for a company, from a financial, 
economic, reputational, environmental, climatic, social and 
legal point of view. The materiality assessment reflects the 
needs and expectations of our stakeholders, the key ESG 
elements of our business model and more general societal 
interests. The process allows us to prioritise ESG topics, 
include them in our company strategy and objectives and 
report them to stakeholders.
This year’s analysis was characterised by a novel 
approach, consisting of the so-called “double materiality” 
that, in a proactive and anticipatory way on national and 
European regulations, takes into account both impact 
materiality and financial materiality and their interactions:
Impact materiality identifies sustainability matters that 
 ≥
are material/relevant in terms of all non-financial impacts 
of company operations and along the value chain.
Financial materiality identifies sustainability matters 
 ≥
that are financially material for the company based on 
evidence that such matters are reasonably likely to 
affect its value beyond what is already recognised in 
financial reporting*.
(*) Source: European Financial Reporting Advisory Group. (2021). 
Proposal for a Relevant and Dynamic EU Sustainability Reporting 
Standard-Setting. Brussels: European Reporting Lab @ European 
Financial Reporting Advisory Group.
14

15
ADDed VALUE AT OUR CORE
APPENDICES
MATERIAL TOPICS
CLIMATE CHANGE TRANSITION TO LOW-CARBON 
TECHNOLOGIES AND ENERGY USE
Climate change adaptation and mitigation
Energy use and effi  ciency
GHG emissions control & reduction
Renewables
Use of alternative fuels
GOVERNANCE AND BUSINESS ETHICS
Anti-corruption & bribery
Partnerships, stakeholder engagement and satisfaction
HUMAN CAPITAL
Diversity and inclusion
Employee attraction, talent management & retention
NATURAL CAPITAL MANAGEMENT AND ENVIRONMENTAL 
PRESERVATION (NON-CLIMATE-RELATED)
Air emissions control & reduction (non-GHG)
RESEARCH AND INNOVATION
Digital transformation
SAFE OPERATIONS
Cybersecurity
Safety along the supply chain
Safety leadership and culture
SOCIETAL ISSUES AND LOCAL PRESENCE
Human and labour rights along the supply chain
Based on widespread interest expressed by our stakeholders 
on further topics, the Report will also address:
Advanced technologies & innovations
Biodiversity preservation and remediation
Company labour rights commitment
Innovation for a circular economy
Innovation management
MANAGERIAL VIEW
HOW TO READ IT
IMPACT MATERIALITY  RELEVANCE >
IMPACT MATERIALITY  RELEVANCE >
DATA-DRIVEN STAKEHOLDER VIEW
Anti-corruption 
& bribery
ESG Governance 
model and ESG objectives
Business 
diversification
GHG emissions control 
& reduction (ex. CCUS)
Cybersecurity
Digital transformation
Use 
of alternative 
fuels
Partnership, stakeholder 
engagement and satisfaction
Employee development,
incentives & benefits
Disaster management, 
recovery & relief
Employee 
engagement 
& satisfaction
Advanced 
technologies 
& innovations
Board 
effectiveness
Operational 
process safety
Safety along 
the supply chain
Spill prevention 
and response
Safety leadership
and culture
Innovation 
for a circular 
economy
Employee attraction, 
talent management 
& retention
Diversity 
and inclusion
Recycling 
Air emissions control 
& reduction (non GHG)
Geopolitical risk & security
Changing consumption 
patterns
Long-term value creation
Artificial Intelligence
Fair 
competition
Intellectual 
property
Compliance 
management 
& Grievance 
mechanisms
Local 
community 
engagement 
& development
Certification, labeling 
& information transparency
Local economy 
development
Human and labour rights 
along the supply chain
Employee 
wellbeing
Eco-efficient mobility 
and transportation
Materials 
management
Workforce & organisation 
change management
Water management 
and pollution
Data privacy 
management
Public health risks
Biodiversity preservation 
and remediation
Company labour 
rights commitment
Innovation management
Harmful substances 
management
Conflict minerals
Climate change adaptation 
and mitigation
Responsible tax practices
Energy use 
and efficiency
Renewables
Topics Saipem has an impact on its stakeholders or the 
ecosystem (Impact materiality).
Look at the bubble positioning.
The positioning of the bubbles (topics) is the result of the 
intersection of:
the scores given by all the stakeholders involved in the analysis 
 ≥
(external stakeholders and employees);
the scores given by Saipem’s management.
 ≥
Topics that have an impact on Saipem’s business, positioning 
and performance (Financial materiality).
Look at the bubble size.
The size of the bubbles (topics) is determined by the average score 
given by financial stakeholders and Saipem’s management (for a 
total of 310 individuals) involved in the analysis with an additional 
section dedicated to the financial materiality perspective.
Look at the bubble slices.
Furthermore, each bubble (topic) is made up of two slices where:
the dark slice: represents the external view (financial community);
 ≥
the light slice: represents the internal view (Saipem management).
 ≥
A key aspect of the process is that for the first time in Saipem’s materiality assessment history, 
we decided not to include “Occupational Health & Safety” in the 2021 list of possible ESG material topics. 
Safety and health are indeed much more than a priority, they are a prerequisite, 
a foundation of the sustainable development we have embarked on. Safety first is our core business.

INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
FOCUS ON
Non-financial information is increasingly analysed by 
investors and the financial market, who look more analytically 
at the ability of a company to develop sustainable business 
strategies and plans over time, with measurable objectives 
and concrete actions that demonstrate the company’s 
ability to manage risks and exploit the opportunities of 
changing markets and scenarios.
ESG ratings and indices
ESG analysts monitor Saipem’s sustainability 
performance constantly. Through the application 
of different methodologies, the Group performance 
is assessed in relation to environmental, social and 
governance topics that may be of significance for 
the financial community. The resulting ESG ratings 
and the inclusion in the sustainability indexes are 
therefore deemed to be a strategic tool to support 
investors in identifying risks and opportunities linked to 
sustainability in their investment portfolio, supporting 
the development of active and passive sustainable 
investment strategies. In recent years and also during 
2021, we maintained or improved our positioning in 
ESG ratings and indices, reaching a sector leadership 
position in most of them, as a result of our plan to 
improve disclosure on ESG matters, including actions 
aimed at defining and making specific ESG targets 
public and improving performance in the main ESG 
issues assessed.
Main ESG ratings at December 31, 2021
Main ESG rating agencies 
Rating (Scale) Sector Ranking* Sector Average Rating** 
Saipem trend vs. 2020
S&P (DJSI) 
78 (0<100) 
1st  
35 
Positive
CDP 
B (D<A) 
- 
C 
Positive
Refinitiv 
89 (0<100) 
1st 
71 
Positive
FTSE Russell 
4.2 (0<5) 
1st 
2.3 
Positive 
Bloomberg (Disclosure Score) 
67.8 (0<100) 
1st 
48.6 
Positive
Vigeo Eiris 
62 (0<100) 
1st 
- 
Positive
Sustainalytics 
19.8 (100<0) 
5th  
24  
Positive
MSCI 
BBB (CCC<AAA)  
- 
- 
Stable
ISS ESG  
C+ (D-<A+) 
- 
- 
Stable
Ecovadis 
71 (0<100) 
- 
45.6 
Positive
(*) Sector Ranking is communicated officially to Saipem by ESG rating agencies; peer groups defined by agencies.
(**) Sector Average Rating is defined by ESG agency or, in case of Refinitiv, Bloomberg and Sustainalytics, calculated considering the 
following peers group: TechnipFMC, Subsea 7, Petrofac, Tecnicas Reunidas, Maire Tecnimont, Aker Solutions.
ESG indices and other distinctions
16

ADDed VALUE AT OUR CORE
APPENDICES
The UN Global Compact is the world’s largest strategic 
corporate sustainability initiative. Since 2000, it has 
required its more than 16,000 signatories in 170 countries 
to align with the ten Universal Principles in the areas of 
human rights, labour, environment and anti-corruption, 
as well as to take strategic actions to advance 
broader societal goals, such as the 17 UN Sustainable 
Development Goals (SDGs), with an emphasis on 
cooperation and innovation.
We officially became a Global Compact signatory in 2016 
and obtained participant status in 2018. To integrate 
the ten principles of the Global Compact into our core 
values, business strategy and all operational activities, we 
have incorporated them into our strategies, policies and 
procedures.
We protect and promote human and labour rights, we are 
committed to continuously cooperating with our suppliers 
to ensure an ethical and reliable supply chain. We focus 
on technological innovation to minimise environmental 
impacts and we have advanced governance structures to 
actively prevent any form of corruption. With our human 
rights policy, we recognise and promote respect for human 
rights both in our own activities and in those carried out with 
partners. We signed the Women’s Empowerment Principles 
at the end of 2020 to reaffirm our commitment to diversity, 
including gender diversity, which represents a key resource 
for innovation, productivity and long-term growth.
We strive every day to be an exemplary leader who 
continuously raises awareness on environmental 
issues, promoting an environmental protection culture 
that safeguards local communities. Moreover, we are 
committed to developing technologies that minimise our 
environmental impact and overall footprint.
By implementing an advanced “Anti-corruption 
Compliance Programme” in line with international best 
practices and the “zero tolerance” principle expressed 
in our Code of Ethics, we are committed to fighting 
corruption every day.
Renewing our commitment to support the UNGC 
every year is a concrete proof of our willingness to 
always run our business making this initiative and its 
principles part of our business strategy, day-to-day 
operations and organisational culture.
Our contribution to 
Sustainable Development Goals
In addition to the UNGC Ten Principles, we are actively 
contributing to the realisation of the 2030 Agenda for 
Sustainable Development of the planet, and in particular 
to the attainment of the Sustainable Development Goals 
(SDGs) applicable to our business and operations.
Thanks to our global presence, we can pursue 
different goals in different countries where we operate, 
concentrating particularly on those directly linked to our 
business activity, and creating real value in each area.
Among all the SDGs, our commitment to fight climate 
change (SDG 13) certainly stands out. We pursue this 
goal at the global level through our continuous investment 
in expertise, innovation and environmentally friendly 
technologies.
For further information on SDG-driven initiatives 
undertaken at local level see page 71.
OUR COMMITMENT 
TO THE SUSTAINABLE DEVELOPMENT GOALS 
AND THE UN GLOBAL COMPACT
FOCUS ON
THE TEN PRINCIPLES OF THE UN GLOBAL COMPACT
Human Rights
[Principle 1] businesses should support and respect 
 ≥
the protection of internationally proclaimed human 
rights; and
[Principle 2] make sure that businesses are not 
 ≥
complicit in human rights abuses.
Labour
[Principle 3] businesses should uphold the freedom of 
 ≥
association and the effective recognition of the right 
to collective bargaining;
[Principle 4] the elimination of all forms of forced and 
 ≥
compulsory labour;
[Principle 5] the effective abolition of child labour; and
 ≥
[Principle 6] the elimination of discrimination in 
 ≥
respect of employment and occupation.
Environment
[Principle 7] businesses should support a 
 ≥
precautionary approach to environmental challenges;
[Principle 8] undertake initiatives to promote greater 
 ≥
environmental responsibility; and
[Principle 9] encourage the development and 
 ≥
diffusion of environmentally friendly technologies.
Anti-corruption
[Principle 10] businesses should work against corruption 
 ≥
in all its forms, including extortion and bribery.
17

18
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
Reached 
Ongoing
RESULTS AND OBJECTIVES
MATERIAL TOPICS
2021 OBJECTIVES AND RESULTS
2022 OBJECTIVES
AIR EMISSIONS 
CONTROL & REDUCTION 
(NON GHG)
CLIMATE CHANGE 
ADAPTATION 
AND MITIGATION 
ENERGY USE
AND EFFICIENCY 
GHG EMISSIONS 
CONTROL & REDUCTION
RENEWABLES
USE OF ALTERNATIVE 
FUELS
ANTI-CORRUPTION 
& BRIBERY
PARTNERSHIP, 
STAKEHOLDER 
ENGAGEMENT 
AND SATISFACTION
DIVERSITY & INCLUSION
EMPLOYEE ATTRACTION, 
TALENT MANAGEMENT 
& RETENTION
Group Target for Scope 1 
 ≥
and 2 GHG emissions: 50% 
reduction in 2035 compared 
to the 2018 emissions 
baseline.
Achieve 2020-2024 strategic 
 ≥
plan objectives for 2021 in 
terms of savings on emissions 
(36,500 t of CO2 eq).
Assess all assets connected 
 ≥
to the electricity grid to 
explore the possibility of 
obtaining 100% electricity 
certificated from renewable 
sources.
Define a set of asset specific 
 ≥
KPIs for the assessment of 
GHG reduction initiatives and 
the implementation of the 
associated reporting.
Assess the possibility of using 
 ≥
SAF (Sustainable Aviation 
Fuel) for a share of flights 
purchased before the end of 
2021.
Maintain the suitability of 
 ≥
Model 231 and the respective 
procedures.
Continue to maintain a 
 ≥
suitable internal control and 
risk management system.
100% coverage of the 
 ≥
countries envisaged by the 
training plan for Anti-Corruption 
and 231 Compliance.
Continue to attract talents, 
 ≥
with a specific focus on 
women and young people.
Launch of a Mentoring 
 ≥
programme with the aim of 
promoting the Diversity and 
Inclusion processes.
Manifesto and strategic lines defined 
 ≥
and approved.
Implementation plans defined and 
 ≥
approved.
Third-party certification achieved.
 ≥
Savings achieved 36,976 t of CO
 ≥
2 eq.
All worksites connected with 
 ≥
electricity (54 in total) have been 
assessed. 38 worksites do not have 
the possibility to guarantee the 
100% renewables. 11 worksites are 
powered with 100% renewables 
sourced electricity (20% of the total) 
for a total of 10,874 MWh electricity.
A number of KPIs have been 
 ≥
developed for specific assets and 
operations to measure GHG intensity 
(e.g. tonnes of GHG/Rig operating 
day).
Several contacts with airlines to 
 ≥
evaluate the possible use of SAF 
and analysis of related Scope 3 GHG 
emissions reduction and costs. 
Design of a pilot project with an 
identified airline.
Saipem’s Model 231 was updated 
 ≥
on December 23, 2021 in order 
to incorporate the regulatory and 
organisational updates that took 
place during 2021. On January 14, 
2022 a further update was necessary 
in relation to the new composition of 
the Compliance Committee.
The internal control and risk 
 ≥
management system is integrated 
into the organisational and corporate 
governance structures at group level.
100% coverage of identified 
 ≥
countries for training activities on 
Anti-Corruption and 231 Compliance.
+4,500 people engaged in the  
 ≥
materiality assessment process.
18 partnerships/collaboration 
 ≥
agreements signed for innovation with 
start-ups, universities, and other partners.
Saipem reputation assessment 
 ≥
carried out involving 22 key people 
among our global clients.
Saipem reputation assessment carried 
 ≥
out in Italy, among informed Italian 
general public via 2,000 surveys.
Saipem engagement in World 
 ≥
Economic Forum initiatives.
Employer Branding and attraction 
 ≥
activities dedicated to young talents 
involving internal Role Models.
A mentoring programme dedicated 
 ≥
to female empowerment was created, 
Employer Branding activities were 
carried out to promote Saipem as an 
employer for equal opportunities.
A training activity dedicated to 
 ≥
overcoming unconscious bias was 
launched involving 80 employees.
Implementation of a monitoring system to 
 ≥
improve information concerning Scope 3 
emissions from supply chain and market 
survey to set Scope 3 objectives.
Science Based Target integration 
 ≥
evaluation.
Internal Carbon Pricing adoption.
 ≥
Exploration of offsetting and insetting 
 ≥
initiatives.
Savings of cumulated GHG emissions 
 ≥
associated with energy efficiency initiatives 
during the 2022-2024 period. 
TARGET: 153,120 t of CO2 eq.
Increase the number of worksites 
 ≥
connected to the electricity grid using 
100% renewable energy. 
TARGET: 6 new worksites in 2022.
Finalise the list of intensity KPIs for each 
 ≥
business line.
Using SAF for a pilot project with an 
 ≥
identified airline during 2022.
100% coverage of the countries envisaged 
 ≥
by the training plan for Anti-Corruption and 
231 Compliance.
Continue the engagement with 
 ≥
stakeholders for the materiality 
assessment.
Maintain the number of active partnerships 
 ≥
and collaborations in place for innovation.
Continuous monitoring of Saipem’s 
 ≥
reputation.
Keep on engaging in current and new World 
 ≥
Economic Forum initiatives.
 
Continue to foster an inclusive culture 
 ≥
through specific initiatives to enhance skills 
and competences of our employees and 
attract candidates with diverse skills.
Continue to promote an inclusive culture 
 ≥
through specific initiatives that enhance 
diversity and ensure equal opportunities.

19
ADDed VALUE AT OUR CORE
APPENDICES
MATERIAL TOPICS
2021 OBJECTIVES AND RESULTS
2022 OBJECTIVES
cont.ed
DIVERSITY & INCLUSION
EMPLOYEE ATTRACTION,
TALENT MANAGEMENT 
& RETENTION
DIGITAL 
TRANSFORMATION
CYBERSECURITY
 
OCCUPATIONAL HEALTH 
& SAFETY
SAFETY LEADERSHIP 
& CULTURE
HUMAN AND LABOUR 
RIGHTS ALONG 
THE SUPPLY CHAIN
SAFETY ALONG 
THE SUPPLY CHAIN
Implement 6 new digital 
 ≥
solutions in the EPCI area and 
5 in the asset management 
area.
Scale 4 industrialised digital 
 ≥
solutions on EPCI projects.
Extend the scope of 
 ≥
application of new work 
methodologies (e.g. Agile 
Methodology, Design 
Thinking, Data Science).
Confirm the renewal of the 
 ≥
Group’s ISO 14001 and ISO 
45001 certifications.
Achieve an HLFR of at least 1.07
 ≥
Achieve a TRIFR of at least 0.45
 ≥
Ensure the safety of personnel 
 ≥
by continued monitoring of the 
TRIFR and the introduction of 
an additional metric, the HLFR 
(High Level Frequency Rate).
Aside from the measures for 
 ≥
containing the pandemic that 
have been tried and tested, 
encourage Sars-CoV-2 
COVID-19 vaccinations 
among Saipem people.
Continue to support the 
 ≥
improvement of the supply 
chain in terms of HSE 
standards and human and 
labour rights, including 
through partnerships with 
local business associations 
and institutions in the areas we 
operate in.
Identify further 
 ≥
areas/assets 
where a green procurement 
approach can be 
implemented.
Monitoring of the voluntary turnover 
 ≥
rates of women.
Implementation of 6 new digital 
 ≥
solutions in EPCI and 7 in asset 
management.
7 industrialised digital solutions 
 ≥
scaled.
Agile extended on multiple initiatives 
 ≥
on different areas of business and 
staff.
Saipem SpA has achieved a 
 ≥
certification for its Information 
Security Management System 
compliant with ISO/IEC 27001.
ISO 14001 and 45001 certifications 
 ≥
renewal has been obtained.
HLFR = 0.76
 ≥
TRIFR = 0.37
 ≥
Saipem is continuously monitoring 
 ≥
the performance indicators in 
order to promptly identify possible 
criticalities, their underlying causes 
and intervene with corrective actions. 
A total of 224 epidemiological 
 ≥
bulletins have been issued since 
the beginning of the pandemic.
Continuous update of the Health 
Risk assessment, of the COVID-19 
Management internal procedures 
and implementation of the most 
appropriate preventive measures.
9 communications issued by the 
Health and Medical Taskforce on 
actual and emerging issues related to 
the disease prevention.
Monitoring of the COVID-19 
Vaccination coverage in 2021:18,630 
fully vaccinated employees; 3,280 
employees with first dose.
Confirm our commitment to the UN 
 ≥
Global Compact.
Join the Building Responsibly 
 ≥
initiative.
Implementation of the Human Rights 
 ≥
Risks assessment in 23 countries.
About 600 vendors analysed during 
 ≥
qualification on Human Rights and 
595 on HSE aspects.
5 Subcontractor Safety Forums in 
 ≥
Thailand and Nigeria.
As part of the Net-Zero programme, a 
 ≥
Green Procurement Roadmap was set  
up and a Green Procurement Stream 
was created to achieve its objectives.
       
Continue to develop, industrialise and adopt 
 ≥
digital solutions in the areas of business 
and staff.
 
Continue integrating systems; i
 ≥
mplement 
a Breach Attack Simulation; select and 
implement a Network Behaviour Analysis 
solution on vessels; integrate a Hardware 
Security Module; reinforce cybersecurity 
requirements on our Supply Chain and 
verify the compliance of our suppliers 
through dedicated audits; simulate phishing 
campaigns; maintain the “Detection 
and Response” process in compliance 
with ISO/IEC 27001 standard.
Launch of a new initiative focused on 
 ≥
Mental Health. 
Achieve a HLFR of 0.97
 ≥
Achieve a TRIFR of 0.42
 ≥
Continue weekly Information campaigns 
 ≥
throughout the year until the pandemic is 
over. 
Update the management guidelines and 
 ≥
informative material whenever necessary to 
assure updated management of COVID-19.
Estimated coverage of COVID-19 
 ≥
Vaccinations in the Saipem population with 
a target of 20,000 employees.
Implementation of a Supplier Code of 
 ≥
Conduct and its application to all new 
vendors qualified after publication.
Certification of Saipem SpA’s social 
 ≥
accountability system in accordance with 
SA8000 standard.
Improve monitoring of emissions related 
 ≥
to vendors for specific Commodity Codes, 
and in order to evaluate the possible impact 
of ESG requirements on vendors.
You can find further information on Saipem’s commitment, results and objectives on page 117 of the Consolidated Non-Financial Statement.

20
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION
This report has adopted a chronological structure, 
describing three different phases of Saipem’s planned 
journey toward decarbonisation.
The chronological structure takes the shape of a circular 
three-leg tour, which will start with a look at the transition 
Saipem will undergo in the near future, progressing to 
our long-term vision of net-zero before finally coming 
back home to describe those traits of ours that are core 
today and will remain core during and after the energy 
transition.
Our chronological approach means that the usual ESG 
thematic division among environmental, social and 
governance aspects takes a secondary role, with each 
theme being weaved in and out throughout the main 
circular, chronological trajectory of the report.
Our aim is to provide something more similar to a 
travel journal than a company report, reflecting more 
closely Saipem’s own development within the energy 
transition and contribution towards decarbonisation.
HOW TO NAVIGATE
THIS REPORT

21
ADDed VALUE AT OUR CORE
APPENDICES
VISION 
pagee 40
As enablers of low-carbon strategies, we can promote 
sustainability by helping draw the map of decarbonisation 
in all its dimensions, from green electrons to green 
molecules, through our problem-solving capabilities. 
Connecting the dots of today’s technological research 
with tomorrow’s applications, we can contribute to 
decarbonisation efforts in all their phases.
TRANSITION 
pagee 22
Moving to a new energy paradigm is a more complex, 
ongoing transformation than just switching off the 
old model and switching on a new model. It’s a work in 
progress. It’s an unprecedented trajectory through many 
phases of a long and complex journey. And the first phase, 
the one covering the next few years, with the gas as driver 
and our Net-Zero programme, is the most crucial one, as 
it sets the tone and direction for the entire journey.
CORE 
pagee 50
We are engineers at our core, and that’s not going 
to change, today, tomorrow or in the distant future. 
While many things around us will be different, our 
engineering roots will keep us firmly planted in whatever 
new development model emerges in the next few 
decades.

22
INTRODUCTION
TRANSITIONING TOWARD NET-ZERO
FULFILLING OUR VISION OF DECARBONISATION

23
ADDed VALUE AT OUR CORE
APPENDICES
TRANSITIONING 
TOWARD NET-ZERO

24
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
In this first leg of our decarbonisation journey, we look towards the near future and the leading role of gas in this journey. 
As mentioned in the introduction, our starting point is the transition we are experiencing as a company. In this section one 
can get a sense of what we are doing and how we are getting ready to address the challenges of decarbonisation in the 
next few years.
Our first stop is probably the most crucial one, as it sets the direction we are taking, providing the basic 
coordinates that will guide us through our entire journey. It traces our own Net-Zero emissions route on the 
decarbonisation map. It also outlines how we intend to help our clients decarbonise their own businesses in our role as an 
advanced technology platform.
We will illustrate these points describing a series of projects and initiatives having to do with the reduction of greenhouse 
gas (GHG) emissions, energy efficiency improvements and many other aspects. They have all been selected among many 
to give a sense of how we are changing to address the challenges and seize the opportunities for decarbonisation.
36,976 t CO2 eq
EMISSION SAVINGS ACHIEVED IN 2021
THIRD PARTY VALIDATION OF THE DOCUMENTATION PRODUCED FOR CARBON NEUTRALITY (NET-ZERO PROGRAMME).
GREENHOUSE GAS REDUCTIONS 
AND ENERGY EFFICIENCY IMPROVEMENTS
Two sides of the same coin: we do not need to decarbonise what we do not emit. Consuming less, 
consuming smartly.
In this transition phase, we have planned specific initiatives 
to cut both Saipem’s direct and indirect GHG emissions.
Concerning the first scope, Retrofit and Renewal initiatives 
are key to reducing the carbon footprint of all our direct 
emitting assets, such as vessels, rigs and Temporary 
Construction Facilities (TCFs).
In the first phase (Retrofit), we boost the energy efficiency 
of our operations with the extensive use of available 
technologies, leading to a reduction in emissions.
Preparatory energy studies assess the energy 
consumption of assets to identify improvement areas.
Examples of Retrofit initiatives implemented across our 
Company are:
hybridisation;
 ≥
LED replacement;
 ≥
heat recovery systems;
 ≥
shore power connection for vessels;
 ≥
freshwater makers;
 ≥
hull cleanings.
 ≥
In the second phase (Renewal), we see the Renewal of our 
assets, as we replace old assets with new ones. This new 
generation of assets is expected to be more energy 
efficient and emit fewer GHGs, along with digitalisation and 
increased deployment of unmanned operations.
We will also begin sowing the seeds for future 
developments, laying the ground for and introducing 
some elements of the next “R”s, with the first examples 
of “Renewables”. The technologies applied in this phase 
will not only be the “traditional” ones that we know today, 
but they will hopefully be more advanced renewable 
energy technologies, some of which are currently 
under study, such as marine energy and floating solar. 
These renewables could be applied to Saipem’s operations 
as an integral part of the final product, powering client 
operations.
As far as the cut in our indirect emission is concerned, as 
mentioned in the Introduction on page 11, our actions in 
reducing Scope 2 emissions are framed within a specific 
hierarchical order:
1. Energy saving (electrification) and efficiency shall be 
the most important and widespread methods for GHG 
reduction.
2. Renewable energy from the grid should be used where 
grid connection is available.
3. Where the grid is not available, energy should come 
from self-produced renewable sources directly on site, 
with proprietary or controlled assets.
4. The residual, hard-to-abate emissions can be offset 
through the purchase of carbon credits.
One of the biggest challenges in reducing our carbon 
footprint is related to indirect (Scope 3) emissions, whose 
largest share comes from the company’s supply chain.

25
ADDed VALUE AT OUR CORE
APPENDICES
To tackle this aspect, we formed a Green Procurement 
Workstream, about which further information can be found 
in the “Added value at our core” chapter on page 69.
A few examples of initiatives within this framework are 
listed below.
1. REDUCING GHG EMISSIONS 
IN OUR ONSHORE E&C PROJECTS 
AND BASES 
The logistics base of the Hamriyah free zone in the United 
Arab Emirates implemented a series of initiatives to reduce 
the GHG emissions of its electricity supply. With the 
need to be self-sufficient as the base is not connected 
to the public grid, we intervened directly on its electricity 
generation system.
To reduce reliance on diesel generators, we installed a 
photovoltaic plant equipped with Li-ion battery storage: the 
outcome is a hybrid power generation system that, thanks 
to its batteries, can store renewable electricity during the 
day and release it at night, potentially keeping the diesel 
generator off for the whole night.
To reduce the base carbon intensity also in daytime, we 
replaced the main diesel generator with a newer, smaller 
one, which can meet the base electricity demand more 
efficiently. This way, the generation system could better fit 
the base electricity needs during work hours.
The combination of these interventions led to a savings of 
about 73 t CO2 eq in 2021, and the expected savings for 
the next years will be around 187 t CO2 eq/year.
In 2021, project temporary construction facilities (TCF) 
were the focus of multiple initiatives aimed at improving 
their energy performance.
Projects took into account all aspects of a TCF’s 
energy balance, such as lighting, air conditioning, 
electric appliances, metering devices and market-ready 
technologies that can reduce its energy consumption. 
Clean energy, in the form of photovoltaic and solar heating 
technologies, is key to a TCF’s energy performance, 
allowing their deeper decarbonisation.
Building on last year’s efforts, we continued with our plan to 
install indoor LED lights in new and old project TCFs, with 
the installation of new LED light poles and external lights, 
motion sensors to reduce unnecessary electricity use, and 
new, much more efficient electric appliances like washing 
machines and dryers. Some projects also equipped new 
TCFs with improved thermal insulation, a key intervention 
to reduce the need for climatisation. Regarding renewable 
■ Hamriyah logistic base.

26
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
energy, in the Saudi region in particular, we are installing 
a photovoltaic system to power the TCF of one of our 
accommodation camps. We are also placing several sets 
of solar water heaters in the main camp facilities to reduce 
the electricity consumption.
New projects incorporated energy performance guidelines 
starting from the bid phase, involving subcontractors in 
the process, as they represent a large share of total energy 
use in projects. The guidelines will be shared with our main 
subcontractors to directly involve them in the development 
of our future energy requirements, aiming to further 
advance our projects’ decarbonisation.
2. ENERGY EFFICIENCY AND TECHNOLOGY 
INITIATIVES ONBOARD OUR E&C FLEET 
Onboard our E&C fleet our goal is to both implement 
energy efficiency initiatives and provide technology 
solutions to address Net-Zero challenges.
In the framework of energy efficiency initiatives, we have 
set up a monitoring system for the entire offshore E&C 
fleet: these are defined in each vessel’s Ship Energy 
Efficiency Management Plan (SEEMP) in accordance with 
MARPOL (International Convention for the Prevention of 
Pollution from Ships) Annex VI and are calculated monthly 
from their daily energy use. 
On board each vessel, the Chief Engineer is responsible 
for recording fuel consumption, as well as the type of 
activity carried out daily. This makes it possible to evaluate 
each vessel’s energy performance split in different KPIs, 
one for each activity/operation mode, e.g., in port stay, 
transit, dynamic positioning, etc. This way, we can provide 
an accurate benchmark for comparing vessel GHG 
performances over the years, even when their operating 
profile, i.e., the amount of time spent in each activity 
changes from year to year.
A second initiative concerns biofuel trials. In the context 
of our short and medium/long-term strategy to reach 
Net-Zero, as alternative fuels face technical challenges 
and barriers, while renovating the fleet of offshore E&C 
vessels, we are also focusing on finding practical solutions 
to adopting low-carbon fuels for our existing units. 
For this purpose, a test-run with biofuel will be arranged 
for one of the main vessels of the fleet, Saipem 
7000, during its winter maintenance period in 2022. 
The running-test procedure and the monitoring protocol 
were set up in close cooperation between Saipem, the 
biofuel supplier and the manufacturer of the engines and 
the fuel treatment system. Upon successful completion 
of these tests, operating Saipem 7000 and other 
vessels with 100% renewable biodiesel will allow Saipem 
to strongly reduce the CO2 eq footprint of its offshore 
operations, representing a tangible step towards 
reaching our clients’ and our own decarbonisation 
targets.
Another initiative aimed at monitoring and mitigating 
CO2 emissions is the Fuel Consumption monitoring tool. 
This tool, based on the Asset and Operations IoT platform, 
monitors fuel consumption and CO2 emissions of vessels 
based on data acquired on board in different operational 
conditions (Transit/DP/Idle). It also builds characteristic 
curves and dashboards supporting analysis, helping define 
best practices and reducing the consumption of fuel and 
CO2 emissions. The tool has passed its prototype phase 
and its deployment on the fleet will start in 2022.
Saipem’s eco-Operations (SeO) campaign was launched 
in 2018 to monitor and bring to light all the best practices 
to reduce fuel consumption and GHG emissions on every 
vessel. After accurately assessing areas of improvement 
through energy assessments carried out by third party 
experts, we identified the main energy flows from 
the sources to the end-users and, consequently, the 
management and technological improvements needed to 
reduce consumption and increase the overall efficiency 
of the vessel while maintaining the highest standards 
of operational safety. Management improvements are 
the basis for the SeO programme. Through the energy 
assessment study, each vessel involved now has a list of 
managerial actions that can be taken when it comes to the 
hourly saving of fuel consumption and GHG emissions. 
This allows us to track the number of hours saved for each 
Saipem eco Operation in order to quantify the reduction 
of GHG emissions as a direct outcome. Saipem eco 
Operations have been launched and implemented on the 
main vessels of the fleet since March 2019: Castorone, 
Constellation, Saipem FDS, FDS 2 and Saipem 7000. 
Over 2021, the systematic tracking of best practices 
within SeO documented about 5,100 tonnes of avoided 
fuel consumption, equivalent to 16,300 tonnes of avoided 
CO2 emissions and other pollutants in the atmosphere. 
These are gross avoided consumptions, kept monitored 
on a monthly basis to ensure commitment by the crew 
on the continuous implementation of energy saving best 
practices: the effective net impact in terms of saving is 
then quantified separately based on vessel GHG KPIs 
calculated from their recorded fuel consumptions. The net 
saving quantified by means of such KPIs for 2021 amounts 
to 12,000 tonnes of CO2.
Route Optimisation is an additional service that we 
activated to reduce a vessel’s footprint during navigation

27
ADDed VALUE AT OUR CORE
APPENDICES
based on marine weather forecasts, by allowing ships to 
take advantage of favourable winds and currents in order 
to reduce fuel consumption. To clearly identify when to 
activate this service, we issued a Route Optimisation policy 
that is used by all masters to consistently advise which 
routes can be most beneficial, based on the distance to be 
covered and on average marine weather. Following these 
routes also facilitates the vessels in implementing eco 
speed, i.e. the optimal transit speed that minimises fuel 
consumption within the limits set by weather constraints. 
To promote the adoption of these initiatives by vessels and 
projects, specific KPIs and targets have been set. This will 
help track over time, for example the percent of total 
annual navigation days in speed mode and check how the 
trend improves throughout the years. On the other hand, 
to encourage the activation of the Route Optimisation 
service, at the sites level the vessels were assigned 
individual targets based on intensive KPIs in tons of CO2 
emitted per hour. These were defined in each vessel’s 
SEEMP, split for each activity of operation mode, including 
navigation/transit. The Route Optimisation service has 
been activated since 2019 on 23 routes for different main 
vessels. The service has delivered a savings of around 720 
tonnes of fuel, that corresponds to 2,300 tonnes of CO2: 
out of these, 190 tonnes of CO2 saving was achieved in 
2021 with its implementation on 5 routes.
3. ENERGY EFFICIENCY IN DRILLING 
OPERATIONS
As part of our wider commitment to reduce the impact of 
onshore drilling rigs and their logistic bases, in 2021 we 
implemented numerous initiatives to increase their energy 
efficiency. Initiatives range from replacing old generators 
with new, more efficient models to implementing a pilot 
monitoring system that automatically starts and stops 
engines based on the power needed. The following is a 
summary of the initiatives we put in place.
First, one of the main focuses was to lower the emissions 
of drilling equipment by increasing the level of detail of 
fuel-use monitoring and linking it to operational data. 
The initiative implemented a comprehensive GHG 
Dashboard improving the monitoring and traceability 
of fuel consumption and GHG emissions of drilling rigs. 
Its aim is to better manage the electricity produced by 
their diesel generators and increase efficiency by powering 
higher loads. Currently, about 40% of all operating drilling 
rigs have been integrated into the dashboard, but our goal 
is to gradually extend coverage to the whole fleet.
As an additional initiative to extending the level of detail of 
data monitoring, 3 drilling rigs in Kuwait and in Colombia 
installed a system to remotely collect the fuel consumption 
and load data of each engine in real time. 
Linked to this monitoring system, we have also 
implemented a dedicated tool that automatically switches 
engines on and off depending on their load in a pilot 
rig in Kuwait, aimed at reaching maximum efficiency 
for each engine. This initiative has brought a significant 
improvement in terms of fuel consumption and GHG 
emissions, consisting of 150 tonnes of diesel saved 
compared to the performance of a rig operating without 
this automatic system, equivalent to 476 t CO2 eq.
Diesel consumption in drilling rigs is not only dependent on 
their use but also on the overall performance of the electrical 
power generation. In 2021, we chose to purchase new and 
more efficient diesel engines in Saudi Arabia, as they allow 
us to generate more power with less fuel, reducing the 
environmental impact of drilling. This initiative was implemented 
in Saudi Arabia for rig 5898 and the Dammam base, where 
it brought a savings of about 369 and 188 tonnes of diesel 
respectively, equivalent to around 1,173 and 725 t CO2 eq.
Lastly, to increase awareness of technological, operational 
and management measures aimed at reducing GHG 
emissions of drilling assets, we published the “Energy 
Efficiency and GHG Reduction Best Practices,” an overview 
of the commitment to the energy transition and our 
strategies for GHG reduction. It includes our short-term 
plans to improve the efficiency of operations and drilling 
assets, with a brief presentation of the GHG reduction 
initiatives and other best practices in the onshore drilling 
area. It also includes a new section dedicated to innovative 
solutions that are undergoing an in-depth analysis, in the 
context of our long-term strategies to achieve the ambitious 
targets set by the company towards Net-Zero emissions.
■ Fuel Consumption monitoring tool.

28
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Our decarbonisation journey
The decarbonisation objectives we set in February 2021 are the results of a journey we embarked upon years 
before:
In 2018, we began improving the efficiency of our most energy-intensive assets (vessels, rigs and yards), starting 
 ≥
with energy diagnoses and concluding the process with the publication of our first Four-year Reduction Plan 
for GHG, which is now revised and updated annually. The objective of the plan is to identify specific areas of 
improvement and short-term targets for reducing Saipem’s overall GHG emissions, which also represent part of 
our clients’ indirect (upstream) emissions. Furthermore, from 2018, the GHG-reduction target contained in the 
GHG Reduction Plans has become part of the company’s short-term variable incentive plan, and, from 2021 the 
plans are incorporated in the Net-Zero Programme.
The company has also been producing an Implementation Plan to identify key actions aimed at reducing GHG 
 ≥
emissions in a long-term scenario in the context of the Net-Zero Programme. The Plan will be revised periodically, 
following a “plan, do, check, act” (PDCA) approach.
The combination of the two plans reports the Saipem roadmap to the Net-Zero emissions, while the fi rst one 
focuses on the next 4 years’ timeframe and has a strong connection with Saipem global Strategy and Industrial Plan, 
the second one paves the way for the next decades.
We aim to implement new policies and procedures throughout our business to help us meet our targets. 
The challenge we face is tracking all energy scenarios, technology developments and political initiatives around 
the world in a constantly shifting landscape, and that’s why we are implementing several tools to help us raise 
awareness and keep our focus. Awareness and behavioural change programmes will be integrated as part of our 
decarbonisation plans.
This continuous change will be concretely supported from 2022 with the adoption of an Internal Carbon Price 
impacting every activity with GHG emissions, with the aim of fi nancing climate-related projects. This amount will 
stimulate a future reduction in such emissions with the simple equation, less GHG emitted less amount to pay.
In March, we adopted a structured method, with the offi  cial creation of the Net-Zero Programme workgroup, a 
multidisciplinary team made up of more than 200 people in our company. This allowed the programme to be 
included and integrated within all business lines.
The team is chaired by a Steering Committee responsible for promoting and overseeing activities and for approving 
strategies and plans. A Programme Management Team directs the development of the project and monitors the 
fulfi lment of objectives.
The reliability of the Programme is assured by a validation performed by an independent third-part company, 
with the aim of verifying if it is suitable both in technical and technological terms, also with a view to the main 
stakeholders’ expectations, as well as of highlighting any ideas for improvement.
GHG ESTIMATION TOOLS
You can’t change what you don’t measure, so we have 
developed various tools for GHG estimation both for 
internal Saipem purposes and to support our clients in 
their decarbonisation efforts.
For this second purpose, the Carbon Footprint of 
projects is the very first step towards the definition of a 
proper business decarbonisation strategy aiming for a 
net-zero/carbon neutral industry. Estimating emissions 
from a project’s early phase using internationally 
recognised standards is the key to proper accounting, 
making present-day Carbon Footprints the steppingstone 
for the subsequent decision-making process.
A first certified tool to enable sustainable investment 
decisions is the so-called “EmiRed™”, the Emission 
Reduction solution, which aims for Carbon Reduction 
from the concept phase, through design, cost estimate 
& comparison.
EmiRed™ (formerly “Design for Low Carbon” when 
conceived in the “Innovation Factory” Incubator), is a 
unique decarbonisation solutions service, integrating the 
best available technologies engineered by Saipem, with 
the purpose of supporting our clients’ net-zero goals. 
These are the key distinctive features of EmiRed™: 
applicable to brownfield and greenfield developments;
 ≥
certified by Bureau Veritas and based on international 
 ≥
standards (ISO, IPCC, GHG Protocol, API);
propriety tool based on extensive engineering 
 ≥
experience allowing customisation for client project 
needs;

29
ADDed VALUE AT OUR CORE
APPENDICES
TOTAL GHG EMISSIONS
 
GHG  Scope 1 emissions 
Scope 2 emissions 
Scope 3 emissions
 
emissions/revenues 
 (kt CO2 eq) 
 (kt CO2 eq) 
 (kt CO2 eq)
2019 
158.0 
1,405.8 
31.6 
1,532.5
2020 
155.5 
1,123.0 
19.2 
1,264.9
2021 
156.8 
1,054.1 
23.8 
1,586.7
SCOPE 1, 2 AND 3 DEFINITIONS
Scope 1 includes direct emissions from the use of 
 ≥
fuels in our main assets (e.g. vessels, rigs, yards, 
accommodation camps).
Scope 2 includes indirect emissions produced by 
 ≥
purchased electricity*. Scope 2 emissions physically 
occur at the facility where electricity is generated. 
They can be calculated using a location-based 
approach (reflecting the average emissions intensity 
of grids on which energy consumption occurs) or with 
a market-based approach (reflecting emissions from 
electricity that companies have purposefully chosen).
Scope 3 includes emissions that are the indirect 
 ≥
emissions associated with Saipem’s activities in its 
value chain, excluding the purchase of electricity (in 
particular, the purchase of raw materials, extraction 
and transport of fuels, waste disposal, flights, hotel 
stays, shipments, water supply and treatment).
models the full life cycle costs including emissions;
 ≥
covers Scope 1 & 2 emissions (Scope 3 in progress).
 ≥
The GHG Estimation module aims to create the 
Reference Case based on client requirements and 
original configuration. This initial baseline is compared 
with internationally recognised benchmarks and used to 
measure the effectiveness of any proposed optimisation.
It is a flexible and reliable tool, applicable to any project 
phase and any product.
As part of the digitalisation process, EmiRed™ moved to 
an integrated and collaborative web platform, providing 
a central and robust database to allow knowledge 
enhancing, powerful benchmarking and data analytics.
The GHG Minimisation module is based on an applicability 
analysis and an assessment. Firstly, the Applicability 
Analysis allows to easily identify Decarbonisation Solutions 
that are feasible in accordance with project requirements 
and site specificity. The Decarbonisation Solutions are 
the main best practices, such as: Energy Efficiency, 
Carbon Capture, Renewables, Fuel Switching and Methane 
Emission Reduction.
Afterwards, by integrating the best available technologies 
engineered by Saipem, the achievable low carbon 
scenarios are easily assessed through an equipment 
library-approach, which is based on extensive experience 
as an EPC contractor and integrator. The configuration 
sizing allows for quantifying the decarbonisation achieved 
and the additional cost as a variation from the Reference 
Case.
Lastly, the comparison module provides insights on the 
results through specific KPIs and sensitivity graphs, 
highlighting the pros and cons and supporting the 
decision-making process, to meet client targets on both 
economics and decarbonisation.
A second tool is the Offshore Carbon Estimation (SOCE) 
Process, which aims to quantify the carbon footprint of any 
offshore EPCI (Engineering, Procurement, Construction 
and Installation) project executed by Saipem.
It allows for the overall Carbon Footprint of a project to be 
quantified, providing details on each phase and specific 
assets in the chain of emissions. When studying a project, 
it produces an estimate of emissions pertaining to our 
scope of work to be included in tender proposals. It also 
allows for comparison of different scenarios/solutions 
when considering the project at the conceptual 
stage. This information helps our own and the client’s 
(*) Completion of the accounting of Scope 2 expected for 2022 with the reporting of emissions deriving from the purchase of heat.

30
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
decision-making process, facilitating the identification of 
activities with the largest impacts in terms of emissions.
The estimation is carried out taking into consideration 
emissions embedded in the input resources and in the 
activities related to the construction of the plant (oil 
or gas field development, gas pipeline, windfarm, etc.). 
The structure of the tool allows for the inclusion of both the 
operation and end-of-life phases, although these activities 
are generally beyond our scope of work. Thus, the tool 
offers an innovative and customised solution for our 
clients, providing them with a bird’s eye view of their plant’s 
overall CO2 eq footprint.
Each EPCI project phase is modelled using various data 
sources with emission factors representing the average 
tonnes of CO2 eq emitted using the appropriate unit 
of measurement (day, hour, distance, etc.) per type of 
activity. For activities under our control, the environmental 
reporting system provides data on our direct fuel and 
electricity consumption. This provides added value to 
the tool since the output is based as much as possible 
on the actual performance of our assets (engineering 
offices, vessels and fabrication yards). Figures are based 
on our emission estimation methodology, calculating 
direct and indirect emissions from our activities and 
assets. This methodology meets the most updated 
international standards, audited and certified by a 
third party in accordance with ISO 14064-3:2019. 
For activities not under our direct control and reporting 
(e.g. chartered transport/spread vessels, procurement 
phase), data sources for each activity include both average 
benchmarks and information gathered from internal 
experience in previous projects.
What’s happening around us?
1. Context Analysis: most businesses have committed to achieving Net-Zero carbon emissions. Several factors 
are driving this transformation. Primarily, after signing the Paris Agreement, governments started to defi ne 
challenging targets in order to achieve Net-Zero. Financial stakeholders are also increasingly focused on 
understanding the impact of their investments on climate and using active ownership to orient company 
decisions. The new EU strategy on Sustainable Finance will reinforce this direction.
2. Energy Scenarios: post-pandemic scenarios make the long-term reduction of global CO2 emissions a priority, 
focusing the international community’s attention on fi nding diff erent ways to harness energy. During this 
transition, electrifi cation, the production of biofuels and other elements contained in the Saipem Net-Zero 
Programme will become more important as the cost of emissions rises.
3. Sustainable Finance: the quest for more sustainable economic development and the need to accelerate 
the energy transition are increasingly aff ecting the investment decisions of individuals and capital markets. 
The long-term prospects of companies committed to sustainable business practices tend to be considered less 
risky and more profi table. Banks and capital markets are therefore developing new fi nancial instruments, such 
as green bonds and sustainability-linked bonds, reserved for companies that are setting specifi c targets and 
ambitious timelines for decarbonisation or other ESG goals. Failure to achieve targets would result in increased 
fi nance costs. This market trend is expected to continue and to put increased pressure on borrowers in all 
industries.

31
ADDed VALUE AT OUR CORE
APPENDICES
LOW CARBON LNG
By leveraging our complementary capabilities, together 
with an original equipment manufacturer we collaborated 
on a low carbon LNG conceptual project to reduce 
greenhouse gas emissions from LNG trains.
Detailed assessments of carbon footprints for the 
reference case and the new liquefaction facilities 
confirmed the large emitters of CO2 and identified the 
steps needed to minimise emissions under normal 
operations and during start-up and shut down.
The project investigated an existing design using large, 
heavy-duty gas turbine compressor drivers and C3MR 
liquefaction technology.
Alternative configurations included multiple, medium-sized 
electric motors for the same C3MR train size and midscale 
trains.
To further decarbonise the facility, renewable power has 
been contemplated to directly feed the plant grid to reduce 
the load on power generation and reduce the CO2 intensity 
of the produced LNG.
The study for the integration of Blue H2 production facilities 
into the LNG complex is ongoing to demonstrate the 
feasibility of operating gas turbines, to target fuel gas 
blending and achieving >90% carbon capture efficiency 
from the hydrogen manufacturing unit, as well as to select 
the optimum H2 production technology.
WIND2SUB
Providing green power to offshore facilities
In the framework of our decarbonisation technology 
initiatives, Wind2Sub is our in-house technology 
(patent-pending) providing local green power and other 
necessary services to offshore bottom-fixed or floating 
platforms, subsea production systems or subsea 
processing stations from an adapted floating wind 
platform.
To reduce CO2 emissions from Oil&Gas surface treatment 
facilities, we are working on the design of topside process 
modules to capture and export CO2 from process 
equipment exhausts and flue gas. These facilities can 
potentially incorporate Saipem’s proprietary CO2 carbon 
capture technology to allow export of CO2 for reinjection.
THE WAY WE ARE DECARBONISING THE OIL&GAS BUSINESS
The global challenge posed by the need for a sustainable future and the energy transition calls for a 
massive effort and a comprehensive strategy. While many efforts aim to power production with green 
energy only, increasing the energy efficiency of existing processes is the first step toward making 
gains in sustainability. At the same time gas will play a key role as a source that will be able to drive the 
transition towards a more sustainable energy mix.
■ Wind2Sub.

32
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
SUPERCUPS
Green and profitable urea today. 
A Saipem proprietary technology 
for energy efficiency in urea plants
Our SuperCups proprietary technology is an optimal 
solution for immediate results in energy efficiency and 
sustainable operations in the fertiliser sector.
Let’s see why.
Fertilisers are vital for growing the crops needed to feed 
billions of people. Fertilisers also play a crucial role in the 
decarbonisation and sustainability of the agricultural sector.
Urea is one of the most widespread fertilisers in the world. 
It allows farmers to utilise a product rich in nitrogen for 
the low-cost improvement of agricultural crops while 
supporting the growth of all developing countries.
The element linking fertilisers and decarbonisation is 
hydrogen, from which fertilisers are ultimately derived. 
The current methods to produce hydrogen are based 
on carbon-intensive processes such as steam methane 
reforming of natural gas or coal gasification. It is then 
converted into ammonia and ultimately in derivatives 
such as urea. In this case, a good portion of the carbon 
dioxide created as a by-product of hydrogen generation is 
recycled to make urea; however, the residual CO2 emitted 
into the atmosphere is still very large.
While many efforts are currently under way to find the most 
convenient combination of technologies to make green 
products, a number of proven solutions are available today 
to improve the sustainability of urea production.
In this context, the SuperCups technology represents a 
high-end solution to improve the urea process at its core 
by enhancing the performance of the urea synthesis 
reactor. SuperCups represents a direct response to 
the demand for increasingly performing processes, 
aiming to optimise capital investments for high-pressure 
equipment, decrease energy consumption and reduce the 
environmental footprint of urea production.
SuperCups increases the conversion efficiency of urea 
reactors, boosting production without any changes to 
the facility or the reduction of energy consumption for 
the same production capacity. Fuel savings mean fewer 
CO2 emissions without the need for any carbon capture 
system thus avoiding any issues related to the storage and 
utilisation of captured CO2.
The innovation of SuperCups lies in the creation of a 
confined reaction space within the reactor tray geometry, 
namely the cups.
SuperCups was first tested in 2016 in cooperation with 
the Austrian company Borealis and the Pakistani company 
FFC and is now commercialised by Saipem as proprietary 
equipment for urea units. The technology has been 
effectively applied to design a new generation of urea 
reactors and to enhance the performance of existing units 
through design retrofits.
The Supercups innovation has been implemented in several 
projects contributing to environmental benefits such as 
the reduction of carbon intensity of urea plants and the 
reduction of CO2 equivalent emissions. The results include:
a 6-8% estimated reduction in hourly emissions of CO
 ≥
2 
eq (in t CO2 eq/h);
>5-10% estimated reduction of carbon intensity (in t CO
 ≥
2 
eq/t prod).
The case study is relevant to the modernisation of a urea 
reactor for an Indian client operating a medium-small size 
plant.
To give a simple but effective idea of the importance of 
such contributions, suffice it to say that the mentioned 
reduction of carbon intensity of urea production is 
estimated to be equivalent to the greenhouse gas 
emissions of about 3,000 cars.
3,000 cars out of circulation in one single shot!
UREA GOES DIGITAL
Virtual reality 
to optimise real-world urea production
A further effort in this context is represented by the 
agreement signed with Honeywell for the product 
development and commercialisation of a “Digital Twin” 
as part of Saipem’s SnamprogettiTM Urea technology. 
The solution will be developed on Honeywell Forge, 
Honeywell’s enterprise performance management 
solution, to enable clients to improve the production of 
urea through virtual simulation of key processes.
The new service will be commercialised with our brand and 
powered by Honeywell Forge. We will be responsible for 
the management and technical support of the digital tool, 
involving Honeywell on a demand basis. Honeywell’s digital 
twin solution will also be used as a virtual model to 
guide engineers with actionable insights into machine 
performance and maintenance needs in order to optimise 
plant production of urea.
The Honeywell Forge solution, deployed in more than 60 
process units worldwide, will enable us to provide real-time 
response on plant operational management, collect data 
for monitoring and predictive maintenance, contribute to 
the optimisation of our clients’ operations and deliver more 
value to stakeholders. The solution will allow us to remain 
in close contact with our clients even after plant delivery, 
modernise the offering as a licensor and collect feedback 
regarding plant performance.

33
ADDed VALUE AT OUR CORE
APPENDICES
We contribute to the production process with our in-house 
technology, a specific proprietary solution that allows the 
crystallisation of liquid urea to form spherical grains (“prills”) 
for direct use in agricultural fertilisation.
DRILLING
Exploring unconventional angles
Innovation in this field focuses on assets and processes, 
including the exploration of new business models in the 
geothermal market and the automation of certain activities 
by introducing the latest generation of technologies. 
Technological innovation related to condition-based 
maintenance is aimed at improving the performance 
of equipment and reducing maintenance costs and 
non-productive time.
Our goal is to operate Green Rigs through technological 
innovations such as:
power optimisation, managing plant generators to 
 ≥
reduce emissions and increase efficiency;
storage systems and battery systems, optimising power 
 ≥
management when using generators;
renewables (used to meet the energy needs of certain 
 ≥
functions);
GHG monitoring to detect the rig’s CO
 ≥
2 emissions value 
in real time and intervening where there are inefficiencies 
or waste.
DIGITAL TRANSFORMATION
Managing core activities in the era of big data for better efficiency and safety
In addition to the competitive advantages of shortening 
lead times and virtually cancelling distances, digital 
transformation is a strategic lever for switching energy 
effi  ciency eff orts into concrete results. Acting as an 
Energy Effi  ciency enabler for work processes, digitalisation 
often helps signifi cantly reduce CO2 emissions. This is 
particularly true in the industry in which we operate: 
fast-track digital technologies can transform what we 
do today and the way our industry will work in the future, 
increasing productivity, lowering costs and expanding 
our off erings to clients, in addition to minimising our 
personnel’s exposure to hazardous conditions.
In 2021, we kept our focus on:
the EPC Integration initiative, aiming at a transversal 
 ≥
integration of EPC (Engineering, Procurement and 
Construction) processes, and addressing areas 
such as the integration and standardisation of the 
engineering and procurement processes, remote control 
of inspection and expediting activities, creation of a 
dedicated portal for interaction with our clients, etc.;
continuing to develop and industrialize the technological 
 ≥
components to support the digital transformation of 
our assets, such as the design and implementation of 
our IoT and Data Platform to obtain a greater level of 
centricity and control of data coming from our assets, or 
the industrialization of digital solutions such as Extended 
and Predictive Maintenance and Fuel Consumption 
Monitoring, etc.;
developing and putting into production various digital 
 ≥
solutions to support staff functions and enabling the 
transition to our new headquarter and working remotely.
Some examples of initiatives within this framework and 
across our business areas are listed below.
Off shore operations, for instance, are complex and 
potentially dangerous. Being able to simulate and operate 
off shore equipment remotely allows better monitoring of 
live operations and makes communications easier with 
offi  ce-based engineering teams. That can help identify 
and solve technical issues more quickly, preventing 
operational risks and minimising emissions associated 
with sending numerous personnel off shore. In this respect, 
we are working on crane simulation and remote-control 
operations based on virtual reality.
We are also pursuing the digitalisation of pipelaying 
equipment onboard our vessels. Following non-destructive 
testing, fi eld joint coating operations are now being 
digitalised through the introduction of robotic stations 
and multiple sensors, allowing real-time cycle time 
management monitoring.
In addition, we are testing onboard some of our off shore 
assets, software and hardware solutions so that experts 
located anywhere in the world can assist on board 
personnel perform highly specialised or critical tasks 
without leaving their desks. Technicians and engineers will 
be able to see in real time through the eyes of off shore 
operators and interact with them with diff erent aids (audio, 
graphic, documents). These solutions are expected 
to increase the expertise, safety and support of our 
colleagues off shore while reducing the number of people 
on board, along with costs and exposure to hazards. 
The testing phase will move to the adoption phase in 2022 
with the dispatch of kits to most of our fl eet vessels.

34
Drilling activities are part of Saipem’s history. Over the 
years, we have gone on to hone our skills and 
technologies, off ering high standards of reliability, fl exibility 
and safety, focusing on the importance of innovation.
We have started the digital transformation of several 
processes to improve the overall performance of our 
drilling fl eet, always tackling new market and technological 
evolution challenges.
Here are some of the challenges we met in 2021:
a) Saipem 12000, one of the most complex vessels 
within our drilling fl eet, was chosen as a pilot for the 
fi rst digitalisation project of the Permit to Work 
system (PTW). The benefi ts of this new electronic 
system are a clearer collection of data, faster and more 
eff ective communications among personnel and more 
reliable control of all the steps of the PTW process. 
Operationally, the system can be accessed everywhere 
FOCUS ON
work-class ROV, will be equipped with a revolutionary 
powertrain and power management system, that 
minimises the energy consumption during operations. It 
is designed to operate also from unmanned platforms, 
controlled from land.
FlatFish is Saipem’s underwater drone, conceived 
to accomplish complex, autonomous subsea asset 
inspections without vessel support. This subsea robot 
can be launched by a topside facility or could reside 
on the seabed inside a subsea garage. The drone 
is fully remotely operated: a mission is downloaded 
by a remotely controlled unit inside the vehicle, 
instructing the vehicle to perform a complex survey 
and automatically come back to the launching point 
to upload inspection data. This operative paradigm 
represents an effective alternative to conventional 
offshore inspection campaigns carried out by vessels 
fitted with ROV: FlatFish will reduce the CO2 footprint of 
this type of operation by +90% and decrease manning 
requirements by approximately 70% offering clients a 
more cost-effective solution.
FlatFish will operate in a total darkness scenario, i.e., 
with poor/no communication link, facing conditions 
and challenges similar to the ones space rovers 
encounter. Drones will be able to accomplish complex 
navigation tasks, automatically adapting their mission 
to environmental conditions and newly acquired 
inspection data. All these capabilities require advanced 
control and communications techniques informed by 
artificial intelligence (AI).
FlatFish has been designed, manufactured and tested 
in Italy leveraging our Subsea Robotics know-how, in 
close collaboration with Italian research and academic 
centres, with the steering and contribution of Shell, and 
more recently TotalEnergies and Petrobras. The system 
is now completing an endurance testing campaign at 
Saipem’s naval base in Trieste where we have set up a 
dedicated subsea robotics testing facility.
The FlatFish testing programme followed a structured 
validation plan in line with the API and DNV-GL 
standards for Oil&Gas new technology qualification; we 
should fully achieve Technology Readiness Level (TRL) 5 
by early 2022, enabling deployment of FlatFish in a real 
operative scenario. The first FlatFish project is planned 
for mid-2022 in the deep water of the Brazilian Oil&Gas 
field.
Similar to FlatFish, Remote ROV Technologies represent 
our answer to the increasing need to efficiently support 
the installation and construction offshore projects. 
The idea is to upgrade ROVs so they can be operated 
from an onshore, remote-control unit. Benefits consist 
The market is seeing an increasing introduction 
of innovative digital and automation technologies. 
Solutions that until only a few years ago were 
considered in the research stage are now mature 
enough for industrial deployment, enabling a deep 
transformation of our industry.
It is critical for the energy sector and offshore projects 
to fully benefit from this technology trend to optimise 
costs, safety and environmental impacts. In this 
context, unmanning underwater interventions through 
advanced, underwater robotics solutions, capable of 
automatically executing complex inspection tasks, 
represents an exciting technology frontier. With some 
of the more disruptive subsea robotics of the offshore 
energy market, Saipem wants to play an active role in 
this deep technology transformation.
In this framework, the development and industrialisation 
programmes of our Hydrone subsea robotic platform 
is continuing with the new Hydrone-R, Hydrone-W and 
FlatFish.
On the one hand, the Hydrone-R won the Spotlight on 
New Technology award at the Offshore Technology 
Conference in May 2021, recognising the latest and 
most innovative technologies that are advancing and 
revolutionizing the future of offshore energy.
On the other hand, Hydrone-W, a fully electric 
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO

35
onboard the vessel. Overall activities and the PTW process 
are always under control as the information can be 
viewed by everyone onboard, making the crew aware of 
ongoing operations, avoiding issues due to simultaneous 
operations and reducing risks. The new digital system 
avoids printing more than 300 pages per day on Saipem 
12000. The pilot reported very positive results so we 
decided to implement the same digital strategy for our 
whole drilling fl eet, continuing with the Santorini drilling 
ships in 2021 and planning the digital transformation of 
Saipem 10000 for 2022.
b) The Digital Twin is a platform that allows the integration 
of all data related to our assets and operations, bringing 
us into the future of the drilling business where asset 
management can be better planned and operations can be 
scheduled in advance thus reducing onboard personnel, 
increasing safety and reducing our carbon footprint.
of de-manning and de-risking offshore operations; 
additionally, the overall CO2 footprint will be significantly 
improved.
Remote ROV Technologies are tested in Italy and 
developed with the steering of Equinor and some other 
Offshore Energy Companies. The technology is now 
fully mature, field-proven and it is already being used 
in several offshore projects. In 2022, we will set-up 
a remote-control centre in either the Middle East or 
Norway to support ROV operations worldwide. In these 
control centres the use of different robots will be 
centralised further reducing project costs and risks.
The Hydrone subsea robotic platform is developed 
in Trieste, where Saipem’s centre of excellence for 
submarine technology innovation is located. In August 
2021, during the G20 Digital Ministers’ Meeting, an 
institutional visit was organised to present to the Italian 
institutional delegation the logistical and operational 
headquarters of Saipem’s main technological 
development activities in Italy.
The use of drones in biodiversity monitoring
Over the years monitoring has gone from hand-drawn 
paper charts to high-resolution aerial photography.
The systems that capture and process environmental 
monitoring data continued to evolve, providing more 
accurate and precise data.
With the using of drone technology, it is now possible to 
map and survey a variety of environmental factors such 
as land erosion, wildfire risk, invasive species growth, 
endangered species populations, and more.
In other words, drone technology creates digital 
environments to help better understand natural 
environments and gather accurate, actionable 
environmental information, combining aerial images 
with geolocation data. 
For example, drone technology can help with coastal 
erosion monitoring or studying endangered species 
conservation and with ecosystem health assessments 
in general. 
Drone technology also allows for gathering 
environmental information without putting humans (or 
the environment itself) in harm’s way:
in fragile ecosystems, human disturbance can do 
 ≥
unintentional damage. Drones avoid this potential 
damage by putting distance between humans and the 
environment being examined;
without drones, humans often have to navigate 
 ≥
dangerous terrain to gather data. Some areas are 
virtually impossible to reach on foot, and drones 
offer an alternative way to study them without putting 
people in danger.
At Saipem drones have been used to monitor 
biodiversity by specific environmental engineering 
departments that have been committed to this field for 
many years, but the most recent topographic surveys 
carried out using drone technology for specific projects 
are:
“SGO Project (Spence Growth Option)” in Chile - The 
 ≥
topographic survey of the RoW of the aqueduct, 
about 150 km-long (October 2017-April 2020);
“Livorno Piombino methane pipeline reconstruction” 
 ≥
project - The topographic survey of the RoW of the 
methane pipeline, for a stretch of about 30 km (March 
2021-March 2022);
“Baleine phase-1” project - pre-engineering for EPC 
 ≥
in Ivory Coast - The topographic survey of the RoW of 
the pipeline, for a stretch of about 10 km (the survey 
will be carried out starting in early March 2022).
Moreover, we have recently developed a study related 
to the use and application of drones in biodiversity 
surveys as a starting point for future application and 
field development. 
Furthermore, the study also highlights the use of 
drone technology related to all the phases of a 
project Life Cycle Assessment, becoming a sort of 
Life Site Management tool, enabling the control and 
verification of any phase of construction of a site, from 
characterisation to construction and management, up 
to restoration.
Finally, it is worth mentioning an activity carried out in 
2017 for the Val d’Agri Strengthening and Development 
Project of Eni showing how drone technology can 
contribute to monitoring specific KPIs related to 
biodiversity in the area object of the survey, obtaining 
for this specific project a mosaic of vegetation index 
values of the areas of study.
ADDed VALUE AT OUR CORE
APPENDICES

36
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Along the same lines, we developed our Virtual Rig to 
improve management, familiarisation with realistic virtual 
scenes for training, and the presentation of our plants to 
stakeholders. In 2021, we started to integrate the Virtual 
Rig with our IoT data platform, which will allow the real-time 
visualisation of operational performance parameters of 
plants and equipment.
c) Remote Collaboration & Extended Maintenance 
projects are important to support our personnel and better 
manage the operations on our assets (drilling rigs and 
vessels). Our projects are comprised of diff erent streams:
hardware: devices (i.e. headsets, smart glasses) to be 
 ≥
used onboard vessels and on rigs will be as unobtrusive 
as possible, to reduce the non-productive time;
infrastructure: satellite connection and wireless network 
 ≥
on assets will be adjusted for the task thanks to the 
utilization of new technologies. We are improving our 
edge computing thanks to creation of new data rooms 
on our assets;
software: our new platform will guarantee 
 ≥
interconnection with the equipment and bandwidth 
minimisation while providing all relevant tools for 
collaboration and to the digitalisation of the operation 
process. We can be closer to our colleagues on the 
assets and we can perform inspections, audits or 
remotely help out without moving personnel.
d) Red zone monitoring aims to monitor hazardous areas 
and prevent unauthorised access to them. The system 
checks in real time the position of the moving equipment 
on the drilling surface and in the dynamic red zone defi ned 
by the supervisors, preventing dangerous situations.
e) Smart Warehouse introduces a completely digital 
system that, thanks to the Artifi cial Intelligence, allows 
the complete traceability of spares, the optimisation of 
purchases and the reduction of warehouse stock.
f) The use of technology contributes to monitoring and 
processing plant operations, as well as the detailed 
analysis and comparison of all operations on each rig. 
The system is composed of sensors installed on the 
rig and control rooms where all data are displayed and 
analysed. The goal is to optimise both the safety and 
operational performance of the rigs.
INNOVATION FACTORY
Back in 2016, we launched Saipem’s Innovation Factory 
as an experiment to kick-off  the digital innovation in our 
company. 
In the following 5 years, it has turned into Saipem’s “hub 
of intrapreneurial talent development and new value 
origination”. Let us elaborate on this journey.
Smart warehouse: our successful collaboration with an Italian start-up
As a platform, we live for and create business connections with diff erent ecosystems and stakeholders, making 
innovation, and therefore sustainability, one of our foundations, projecting ourselves over wide territorial horizons, 
from the shorter to the longer term. One of these connections led to MYPart Meccanica, an Italian innovative 
start-up that deals with production effi  ciency through rapid manufacturing. This consists of industrial 3D printing 
and its services that integrate additive and subtractive manufacturing technologies to minimise waste. We found a 
meeting point with MYPart Meccanica for applying digital manufacturing to digital inventory. This can help make our, 
and potentially our client’s, warehouses more effi  cient, combining it with just-in-time production, whereby what is 
needed is produced where it is needed, reducing the carbon footprint.
In this ongoing transformation, we need our larger partners to lever their strength and experience and we need 
our smaller partners to benefi t from their innovativeness and advanced technologies. We also benefi t from small 
companies, in cultural terms and in terms of accelerating our transformation process, from them being natively 
sustainable and already projected into the future. By putting ourselves in the shoes of a start-up, we can off er 
opportunities for validation, integration, amplifi cation, concreteness and scalability to their value propositions and 
innovativeness, helping them open new markets and create new business connections.

37
ADDed VALUE AT OUR CORE
APPENDICES
Some of the top rising talents and most experienced 
colleagues were put at the centre of the process and 
empowered to apply their innovative thinking to carefully 
selected strategic challenges and opportunities. Thus, a 
new culture started to emerge, based on agility and 
smart risk-taking, working across organisational silos, 
ultimately focusing on value before any specifi c solution. 
Working backwards from the value and discussing 
proof-of-concept projects in an open dialogue with the 
company’s top management allowed us to design many 
new products, services or even business models. Let us 
share some examples.
The early initiatives were predominantly digital. 
For instance, the intuition of creating an integrated digital 
platform for the lifecycle management of EPC projects 
has produced fundamental internal competencies and 
external partnerships, contributing signifi cantly to the 
launch of a full-scale digital transformation programme. 
A broad investigation of augmented and virtual reality 
(AR/VR) technology potential has led to the creation 
of virtual replicas of Saipem’s assets, which have been 
extensively used for remote training and familiarisation 
of personnel, and even formed the foundation on 
which comprehensive digital twins are built today. 
Other successful examples include enhanced digital 
track & tracing of bulk construction materials, application 
of artifi cial intelligence for improving effi  ciency of the 
tendering process, or machine learning algorithms for 
value-optimisation of the stocks in our warehouses. 
These projects demonstrated signifi cant cost reduction 
opportunities in their pilot applications and have moved to 
the scaling up phase.
Starting from 2018, innovators from our foreign offi  ces 
in France, UK, Norway, India and Indonesia participated 
in the programme. In addition, a structured approach 
to open innovation was deployed, with the support of 
trusted external partners: AsterFab, Mind The Bridge 
and Politecnico di Milano. Many hundreds of start-ups 
have been scouted since. Examples of early success 
cases include collaboration with additive manufacturing 
start-up My Part Meccanica (see the “Smart warehouse: 
our successful collaboration with an Italian start-up” 
box on page 36) or AI start-up Arundo, which deploys 
computer vision for more effi  cient interpretation of 
process & instrumentation diagrams. We also implemented 
a rather new approach for Saipem, validation of new ideas 
with clients at the early stages of the proof-of-concept 
development. Despite a fair number of challenges and 
failures, typical and essential for innovation, some great 
ideas were conceived and made ready for scaling up. 
Examples include: a “design for a low carbon” digital tool to 
estimate and optimise GHG emissions from clients’ assets 
at the feasibility and feed stage (now EmiRed™, see page 
28); “XH2UB” concept of a fl oating facility to produce, store 
and distribute green hydrogen; the application of additive 
manufacturing for time and cost-eff ective production of 
special equipment and spare parts.
The advancing energy transition is presenting multiple 
challenges and opportunities for our industry. In these 
times of rapid change, the Innovation Factory is 
undoubtedly contributing to shaping Saipem’s new vision, 
culture and capabilities by having formed nearly 300 
“innovators” so far by constantly testing and applying the 
best-in-class innovation frameworks and methodologies, 
by making thousands of new connections, and by fusing 
economic, social and environmental sustainability in each 
of our initiatives.
Main Open Innovation activities 
within the Innovation Factory
Through 2020 and fi rst half of 2021 the fourth round 
of PoC was launched, concerning key issues such as 
artifi cial intelligence, data transmission from remote sites, 
future world’s infrastructures, plastic recycling, green 
hydrogen, collaborative contracting, construction progress 
management and additive manufacturing.
Since June 2021, a new wave of PoC has been 
developed: addressing topics such as off shore electricity 
transmission networks, long-distance transportation 
of new energy carriers, biorefi ning. In addition, two 
promising technological areas of CO2 utilisation and 
large-scale energy storage were addressed with startups 
scouting vertical and internal observatories respectively. 
Water neutrality was selected as a “moon-shot” – a wide 
theme with the longer-term horizon. Finally, since we have 
embarked on a strategic transformation, it will be essential 
to have the right talent. To help the company envision 
how our workforce may look like in ten years from now, 
a dedicated transversal project called “Saipem Future 
Talents” was launched.
In the open innovation domain, we continue our 
collaboration with AsterFab and Politecnico di Milano. 
Finally, two collaboration channels have been opened 
with the Embassies of Canada and Israel in Italy, who 
proactively cooperate with the Factory in the scouting 
and introductions to the most promising startups in their 
respective countries, both well-known for innovation.

38
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Renewable energy will be treated more in detail in the 
next stage of our decarbonisation journey, in the Vision 
section of this report, starting on page 40. But we want to 
include in this section a few examples of renewable energy 
projects we have already started. We will show some of 
the seeds we are planting now for the next few years and 
that will come to fruition more fully in the coming decades, 
as we update our engineering and adapt our assets to the 
energy transition and the need for renewable energies.
WIND ENERGY
Wind energy plays a key role in the Energy Transition 
because it’s renewable, clean and available worldwide. 
The estimation of wind energy production has become a 
crucial aspect for energy producers concerning financial 
matters. We have the expertise to develop Wind energy 
projects at every stage, from the early assessment and 
engagement phase to its final take-over.
One example is the development of the HexaFloatTM 
floating pendulum concept for offshore wind turbine 
installations, allowing the installation of floating wind 
turbines in those marine areas where the wind is usually 
stronger, but the water is too deep for a traditional fixed 
foundation.
Complementary to HexaFloatTM, we are developing two 
other distinct semi-submersible floater design concepts 
to address all the different market conditions: the X-Base 
off-centred design, and the centred STAR-1 design.
X-Base addresses offshore wind project requirements 
at water depths greater than 50 m, uniquely offering a 
4,000 m2 deck space for ancillary utilisation (solar panels 
or electrolysers ideal for green hydrogen production 
integration).
Meanwhile, in June 2021, we acquired Naval Energies’ 
activities in the floating wind energy sector, namely the 
engineering know-how for floating wind-unit design with 
its intellectual property rights, specifically the STAR-1 
semi-submersible floating foundation technology. We have 
also integrated a specialised team of Naval Energies with 
expertise in modelling and simulation. STAR-1 still displays 
a 3-column generic semi-submersible foundation but 
with the turbine centred. The solution is technologically 
mature and has already qualified for a commercial project 
in France.
Unlike wind turbines installed on pylons a few miles from 
the coast where the seabed is shallower, floating platforms 
can be anchored further offshore, where the wind is 
stronger. This technology opens new opportunities in the 
Mediterranean, where winds near the shores do not have the 
same average intensity as in the North Sea or the Atlantic.
A Saipem EU Taxonomy eligible project
The EU taxonomy for sustainable activities is a 
classification system established by the European 
Union to identify which activities and investments 
are environmentally sustainable, and 18 activities are 
considered eligible as part of Saipem’s portfolio of 
activities (actual and potential).
For further information on the Taxonomy implementation 
project in Saipem and on Saipem taxonomy eligible 
projects, please refer to the 2021 Consolidated 
Non-Financial Statement, page 95.
Among the main Taxonomy eligible projects, it is worth 
mentioning the Fécamp Offshore Wind Farm Foundations 
Project.
Fécamp wind farm is a 500 MW offshore wind farm being 
developed off the coast of Fécamp in the Normandy region 
of northwest France. 71 wind turbines will be located 
between 13 km and 22 km off the coast of Fécamp. 
The site has strong and regular wind and a shallow depth 
of 30 m. The project partners are EDF Renewables and 
Enbridge who own 35% each through Éolien Maritime 
France, while wpd offshore owns the remaining 30%.
In Consortium partnership with Bouygues Travaux 
Publics and Boskalis, we are executing the Engineering, 
Procurement, Construction and offshore Installation of the 
71 Gravity-Based Structure (GBS) foundations.
Each of the GBS foundations weighs up to 5,000 tonnes 
and they are necessary to stabilise the 7 MW wind turbines. 
BS Consortium’s joint venture with Boskalis is tasked with the 
design and preparation of the seabed rock foundation prior 
to GBS installation, the scour protection and ballasting of the 
GBS after installation on the seabed.
At present, the GBS foundations are under construction 
in the Bougainville maritime works yard in the Grand Port 
Maritime of Le Havre and will be transported by barge to 
the offshore wind farm site where they will be installed 
using the S7000 vessel. The works are expected to be 
completed by the end of 2022. The commissioning and 
operational start-up of the wind farm are planned for 2023.
With a total power output of some 500 MW, the Fécamp 
offshore wind farm should produce the equivalent of 
the domestic electricity consumption of approximately 
770,000 people, representing more than 60% of the 
inhabitants of the Seine-Maritime department in France.
RENEWABLES
Building on present technologies, planting the seeds for future solutions

FOCUS ON
Anchoring offshore wind turbines
This new proprietary technology allows the installation of 
wind turbines in marine areas where the wind is usually 
stronger but the water is too deep for a traditional fixed 
foundation.
This solution consists of a floater stabilised by a 
counterweight thanks to tendons connecting the two.
The HexaFloatTM substructure aims to be a 
one-size-fits-all foundation for a range of turbine sizes 
thanks to a hanging counterweight that can be lowered to 
stabilise heavier loads. To accomodate different turbine 
sizes, the diameter of the tubular structure can be slightly 
adapted and the ballast depth adjusted.
The structure will be attached to the seabed via mooring 
lines with drag anchors and export cables will be 
attached in a lazy-wave configuration, minimising the 
need for seabed preparation.
The HexaFloatTM journey
In November 2020, Saipem and Italy’s National Research 
Council (CNR) signed a cooperation agreement to 
develop HexaFloatTM.
In July 2021, we installed a 1/6.8 scale prototype in the 
MaRELAB test site, in the open see off the Bay of Naples, 
in Italy (9.9 kW WTG, water depth: 26 m).
This achievement is advancing the Technology 
Readiness Level (TRL) of floating foundations, helping 
to improve design criteria and accelerating the cost 
reduction curve of floating wind technology.
This first open-sea demonstration will be followed by the 
development of the HexaFloatTM full scale demonstrator 
in the French Mediterranean Sea at the Mistral test site
as part of the AFLOWT (Accelerating market uptake of 
Floating Offshore Wind Technology) project in 2024. 
The European Marine Energy Centre (EMEC) is the 
project’s lead and it is supported by Interreg North West 
Europe.
The deployment of this 3 MW demonstrator will be 
carried out thanks to a partnership between Saipem (as 
technology owner and EPCI contractor), Valeco/EnBW 
(a German energy utility developer) and École Centrale 
de Nantes (as future site owner through the OpenSea 
foundation).
In addition to the Interreg NorthWest Europe funding, the 
deployment of the HexaFloat demonstrator will benefit 
from national and regional support through ADEME 
(Agence de l’environnement et de la maîtrise de l’énergie 
- the French Environment and Energy Management 
Agency). The detailed engineering of the floater will start 
in 2022.
This demonstrator project is fundamental for 
accelerating the industrialisation of floating offshore 
wind energy, not only at the prototype level but on a 
large scale, with the potential for leaner manufacturing, 
assembly and installation processes. 
ADDed VALUE AT OUR CORE
APPENDICES
■ HexaFloatTM in the Bay of Naples.
39
TM

FULFILLING 
OUR VISION OF 
DECARBONISATION

42
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Our investments in renewables and the development 
of technologies to produce renewable energy show our 
commitment for the future. Worldwide, renewable energy 
production is expected to grow by about 2.3% each year 
through 2040, and we want to play our part in this trend. 
Renewables are the most relevant transition drivers for 
our business model, and to this end we are working to 
develop new innovative projects through collaborations 
with players in diff erent corners of the world, focusing 
especially on wind energy, as well as solar and marine 
technologies.
SOLAR ENERGY
Photovoltaic (PV) solar energy is the most aff ordable and 
abundant renewable energy source available worldwide 
and can be easily implemented. We carry out complex 
projects, with the full integration of traditional technologies 
and PV power plants, contributing to the decarbonisation 
of the manufacturing sector.
Leveraging the expertise of our Norwegian company 
Moss Maritime, we have the skills to develop fl oating 
photovoltaic plants in onshore, nearshore and off shore 
environments. We have also signed a collaboration 
agreement with Equinor to develop a fl oating PV system 
for harsh off shore environments.
Our patented solution allows:
modular design that facilitates construction and repair;
 ≥
customisation to fit various locations and power 
 ≥
demands;
operation among waves without damage to solar panels.
 ≥
MARINE ENERGY
We have been dedicated for quite some time to studying 
the tides and sea waves. Such research has allowed 
Sabella, our group company, to develop and promote 
initiatives in the marine energy sector with the aim of 
testing innovative technologies and helping them grow.
We have various partnerships with third-party technology 
providers; furthermore, we are jointly developing an 
innovative prototype with KiteGen Research that generates 
electricity from high altitude winds by using special “kites” 
that will also have off shore applications.
HYDROGEN
Hydrogen has caught the attention of public opinion as a 
possible “guiding star” that will progressively free the world 
from fossil fuels and the “carbon” economy.
Decarbonising hydrogen production is necessary if 
hydrogen is to remain in business in the energy transition 
as an energy carrier and a chemical reagent. We are 
considering both Blue Hydrogen (hydrogen from fossil fuel 
Continuing with our ideal travel journal, in the second part of this report we will share our “Vision” of where we would like to 
be by 2050 and how we are planning to get there.
The map of the future we are envisioning for ourselves and our stakeholders has four main areas of development 
and innovation: Renewables, Hydrogen, the CO2 value chain and the Circular Economy.
The first three areas will cover the spectrum of decarbonisation solutions for many different needs, ranging from 
easier-to-electrify projects to harder-to-abate activities. The fourth will provide the economic, environmental and 
climate-sustainability framework within which we will carry out our activities, with the aim of reducing, reusing, recycling 
and reintroducing as many resources as possible in the production cycle.
 
RENEWABLES AND GREEN HYDROGEN
Connecting the dots of today’s solutions with tomorrow’s applications
€22 Mln
AMOUNT SPENT ON DECARBONISATION R&D 
AND TECHNOLOGY APPLICATIONS
2,827
PATENTS AND PATENT APPLICATIONS 
IN FORCE 
18
SIGNED COOPERATION/LICENCE 
AGREEMENTS, OF WHICH
16
NEW PATENT APPLICATIONS, 
OF WHICH 3 FILED FOR ENERGY 
DECARBONISATION TECHNOLOGIES 
15
ENERGY DECARBONISATION PROJECTS AND 
2 DIVERSIFICATION PROJECTS
32 
PARENT PATENTS (ABOUT 70 PATENT 
TITLES) ACHIEVED THROUGH 
THE ACQUISITION OF NAVAL ENERGIES

43
ADDed VALUE AT OUR CORE
APPENDICES
with carbon capture) and Green Hydrogen (hydrogen from 
water electrolysis with renewable power). Green Hydrogen 
is the fi nal goal, but Blue Hydrogen might be a compatible 
opportunity for providing this option to the market more 
quickly in the next two decades.
Our experience in hydrogen production plants, the 
syngas-based industry and onshore and off shore 
renewable technologies allows us to use renewables for 
green hydrogen production, integrating off shore wind with 
solar plants and electrolysers.
GREEN HYDROGEN VALLEY
The Italian energy companies, Edison and Snam, signed 
a Memorandum of Understanding (MoU) with Saipem and 
Alboran Hydrogen for the joint development of the Puglia 
Green Hydrogen Valley project, one of the fi rst initiatives 
for the production and large-scale transport of green 
hydrogen in Italy.
The project endeavours to accelerate the adoption of 
green hydrogen, one of the protagonists of the European 
decarbonisation strategy, helping both Italy and the European 
Union reach their climate neutrality targets by 2050.
The Puglia Green Hydrogen Valley intends to build three 
green hydrogen production plants in Brindisi, Taranto and 
Cerignola (Foggia) for a total capacity of 220 MW, powered 
by a 380 MW solar PV park.
Once fully operational, we estimate the three plants will be 
able to produce up to about 300 million cubic metres of 
renewable hydrogen per year.
Green hydrogen will be used mainly by industries in the 
areas, including the injection – or blending – of hydrogen 
into Snam’s local gas network and/or used for sustainable 
mobility.
The Brindisi project has already started the authorisation 
process for a 60 MW green hydrogen production plant.
The entire Puglia Green Hydrogen Valley project will include 
such important regional entities as the Apulian Aqueduct, 
the Appulo Lucane Railways, the Apulian technological and 
production districts, Politecnico of Bari, the University of 
Bari, Foggia and Salento.
In addition, investments in research and development 
will favour the local development of skills and create a 
production chain for the hydrogen industry in Puglia.
ELEMANTA
A hydrogen-based, cutting-edge solution 
to reduce carbon emissions in ports
Elemanta is a cutting-edge solution capable of reducing 
carbon footprints in ports, a technological platform to be 
implemented in ports or remote locations that provides an 
extensive range of services: electricity for ships at berth, 
heating and cooling, drinking water, hot water, plastic 
collection and recycling solutions, as well as storage 
and use of hydrogen. Built as a fl oating barge and easily 
transportable, this system makes it possible to signifi cantly 
reduce electrical infrastructures. Elemanta can also be 
sent to supply energy and treated water to specifi c areas in 
the event of natural disasters.
The emissions from ships are designed and regulated 
for navigation conditions, hence their emission level is 
much higher than what is typically permitted in proximity 
of heavily inhabited areas. Cold ironing provides shoreside 
electrical power to emergency equipment, refrigeration, 
cooling, heating, lighting and other equipment while the 
ship loads or unloads its cargo.
Shutting down the main engines while in port is a 
widespread practice. However, auxiliary diesel generators 
that power cargo handling equipment and other ship 
services while in port are the primary source of emissions 
from ships in ports today, as auxiliaries run on heavy fuel 
oil or bunkers. The EU now requires the use of cold ironing. 
However, this can cause a huge peak in power demand, 
which is not normally supported by the existing electricity 
grid and vast changes should be anticipated to comply 
with the latest regulations.
Elemanta was originally developed to run on Liquefi ed Natural 
Gas (LNG). The concept has now evolved with the goal of 
changing the energy vector from LNG to Green Hydrogen and 
the power system from Turbogenerators to Fuel Cells.
Its plug-and-play design allows for fl exible sizing and 
functionalities, which can help to:
meet variable demand dependent on the number of 
 ≥
ships in the port;
satisfy the occasional need of ships when located by the 
 ≥
banks of a river, or in other remote areas far from the grid;
adapt to the specifics of each infrastructure;
 ≥
facilitate the decarbonation of harbours.
 ≥
■ Hydrogen station.

INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
FOCUS ON
THE AGNES PROJECT - A NEW ENERGY HUB IN THE ADRIATIC SEA: 
RENEWABLES AND GREEN HYDROGEN FROM OFFSHORE WIND 
AND FLOATING SOLAR PV 
The AGNES project is an integrated marine district in 
the renewable energy sector off the coast of Ravenna, 
Italy, converting parts of the Oil&Gas infrastructure and 
creating synergies between natural green sources of 
energy, such as sun and wind, with an innovative energy 
vector and chemical reagent such as hydrogen (H2).
The project stems from the fact that many Oil&Gas 
platforms have reached the end of their lifespan and 
need to be decommissioned just as numerous gas 
pipelines as well.
These infrastructures could have a second life before 
being permanently disposed of, hosting offshore 
renewable energy plants and exploiting marine 
aquaculture thanks to the lattice structure of the 
platforms that can host an abundance of marine life.
AGNES is an innovative company that was created 
in 2019 to develop renewable energy projects in 
the Italian Adriatic Sea. The company is the result of 
Qint’X‘s twenty year’s experience in the renewable 
energy sector. In 2020, Saipem and Qint’X signed a 
memorandum of understanding (MOU) with the aim of 
developing and building the Agnes Project.
Additionally, green hydrogen production facilities 
may extend the life of installations, deferring 
decommissioning costs. These platforms commonly 
have pipelines providing a tie-in point to the gas market, 
and, provided they are suitable for hydrogen service, 
they may be re-purposed to transport hydrogen, either 
blended with natural gas or as a pure component.
To this end, we developed a technology for H2 
generation and utilisation, namely SUISO, a modular 
electrolyser concept for repurposing disused offshore 
assets, which will find its first application in the AGNES 
project.
SUISO combines various renewable energy sources 
such as floating wind, floating solar and marine energy 
into a single system. The aim is to power electrolysers 
44
■ Suiso technology.
750 MW
INSTALLED CAPACITY BETWEEN WIND AND SOLAR
75 WIND TURBINES, 1 FLOATING SOLAR FARM, BATTERY STORAGE
1.6 TWh 
ELECTRICITY PRODUCED YEARLY BY WIND AND SOLAR POWER
ENOUGH PLANTS TO AVOID UP TO 680,000 TONNE/Y OF CO2
Up to 16 tonnes 
HYDROGEN PRODUCED DAILY CONSIDERING 
50 MW 
OF ELECTROLYSERS

ADDed VALUE AT OUR CORE
APPENDICES
installed on existing offshore platforms to produce 
green hydrogen. This technology responds to the 
growing demand for green hydrogen production, and, 
at the same time, it allows the conversion of Oil&Gas 
offshore facilities that have reached the end of their life 
cycle. The oxygen resulting from this process can be 
used in various areas such as aquaculture or seaweed 
production.
SUISO in a nutshell:
Creates modular and replicable H
 ≥
2 and O2 hubs
Avoids platform decommissioning costs and 
 ≥
enhances green footprints
Represents a second life for Oil&Gas platforms
 ≥
Is Carbon neutral
 ≥
Promotes the circular economy (ex. Fish farms, 
 ≥
aquaculture, seaweed) 
45
The AGNES project will receive Italian state support 
thanks to a decree which provides for a series of 
complementary measures and investments to those 
already outlined in the Piano di Ripresa e Resilienza 
(PNRR - the Italian Recovery and Resilience Plan). In fact, 
a loan of 70 million has been established to support a 
concept design for an offshore renewable energy hub 
with attached production of green hydrogen off the 
coast of Ravenna that also involves AGNES.
The project, unique in the Italian and international 
energy landscape, met with a favourable response 
from both Italian institutions and civil society for its 
strategic nature, non-invasiveness on the surrounding 
environment, and alignment with European, national and 
regional decarbonisation objectives.
It’s the first energy hub 
in the world where the 
integration of offshore wind 
and floating photovoltaics 
will generate electricity 
used also to power 
the production of green 
hydrogen.

46
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Carbon capture, use and storage can provide a key 
contribution to tackling emissions in the “hard-to-abate” 
sector.
In the European framework, the CCS Directive (Directive 
2009/31/EC of the European Parliament and of the 
Council on the geological storage of carbon dioxide) has 
established a legal framework for the environmentally 
safe geological storage of CO2 since 2009 to contribute 
to the fight against climate change. It covers all 
CO2 storage in geological formations in the EU and 
the entire lifetime of storage sites, and provisions 
on the capture and transport components of CCS. 
On December 15, 2021, the EU Commission published 
the “Sustainable Carbon Cycles” Communication, which 
sets the long-term objective to restore sustainable and 
climate-resilient carbon cycles.
We can master the whole Carbon Capture, Utilisation 
& Storage (CCUS) chain thanks to a solid background in 
pipeline fluid transportation over long distances, onshore 
and offshore, and drilling for CO2 injection. We have 
executed EPC projects involving not only CO2 removal 
and Acid Gas Reinjection, but also CO2 pipelines.
ENZYMATIC CARBON CAPTURE
We own the proprietary “CO2 Solutions by Saipem” 
technology, based on an innovative enzymatic process 
to capture CO2. The technology has been tested in a 
small-capacity commercial plant in operation at the 
Resolute Forest Products pulp paper mill in St. Félicien 
(Québec, Canada). The recovered CO2 is purified and used 
in the greenhouses of a near-by farm.
Enzymatic carbon capture is more environmentally 
sustainable and cost-effective than traditional CO2 capture 
processes. It’s based on enzymes that require lower 
heat and fewer chemicals and energy, cutting down on 
harmful waste. Furthermore, this process is more reliable, 
as carbonates and enzymes are low corrosion materials, 
minimising equipment deterioration.
In this respect, Saipem and Novozymes, the world leader 
in biological solutions, have signed a collaboration 
agreement for the development of innovative solutions for 
enzymatic carbon capture.
As part of the agreement, we will be responsible for 
providing process, mechanical and equipment design, 
while Novozymes will provide enzymes and further 
optimise the process through enzyme innovation.
This agreement constitutes an important step towards 
finding innovative solutions that reduce greenhouse gas 
emissions. Thanks to our expertise in CO2 capture and 
storage technologies and Novozymes’ cutting-edge 
enzyme solutions, together we can make the enzymatic 
carbon capture process highly competitive on the market 
of traditional amine processes.
ACCSESS PROJECT
Technology to capture CO2 
from industry is supposed to be widely 
deployed across Europe
The innovative ACCSESS project, being carried out by 18 
European partners, will demonstrate CO2 capture from flue 
gases coming from several hard-to-abate industries with 
an environmentally benign solvent technology. 
The project will use a modified, portable, small capacity 
CO2 capture plant (2 tpd) already in existence.
Hard-to-Abate industries are responsible for a significant 
amount of total CO2 emissions. When applied to flue gases 
from biomasses, CCUS provides a way not only to cut 
emissions but also to pursue negative CO2 emissions. 
This is feasible in several industry sectors including pulp 
and paper, biomass-fuelled cement production and 
waste-to-energy applications.
A pilot plant, currently designed to be operated with 
amine solvent, will be modified with the environmentally 
benign “CO2 Solutions by Saipem” capture technology. 
The modification includes the installation of an innovative 
solution, called Rotating Packing Bed, replacing existing 
traditional columns.
Following these modifications and using this Saipem 
technology, the pilot plant will be tested first at a 
waste-to-energy plant. Subsequently, test campaigns will 
be carried out at a paper mill and then at a cement kiln.
Another goal of the ACCSESS project is the study 
and development of CCUS chains, starting from the 
integration of Carbon Capture plants into hard-to-abate 
activities in Europe, involving the transport and storage 
infrastructures being developed in the North Sea 
(Northern Lights project).
The project also aims to develop viable industrial CCUS 
business models. ACCSESS will engage with cities 
and citizens, explaining how CCUS can contribute to 
the production of climate neutral or climate positive 
end-products in the context of sustainable cities.
THE CO2 VALUE CHAIN
Capturing, storing and utilising carbon dioxide from Oil&Gas operations

47
ADDed VALUE AT OUR CORE
APPENDICES
ABATING EMISSIONS 
FROM STEEL PRODUCTION
Saipem and the Italian companies Danieli and Leonardo 
are collaborating to supply technologies and services 
aimed at reducing carbon dioxide emissions in steel 
production. The process they propose seeks to create 
an innovative and sustainable steel manufacturing model, 
respectful of the most stringent environmental regulations 
on CO2 emissions, as set by the COP participants in the 
Paris Agreement.
The three companies have signed a framework agreement 
to work together on projects both in Italy – particularly in 
the South – and abroad, for the sustainable conversion 
of energy-intensive primary plants in the steel sector. 
The consortium aims to create a world-class, Italy-based, 
technological and production chain in the steel sector.
Their new technological solution replaces conventional 
steel production methods based on blast furnaces with 
a new process. This will use hybrid electric-powered 
furnaces within direct iron ore reduction plants by applying 
a methane and hydrogen mixture to obtain green steel with 
limited Green House Gas emissions.
A proprietary technology jointly developed by Danieli and 
Tenova, an Italian company specialising in sustainable 
metals and mining, will also be integrated into the new 
solution. Their technology is called Energiron and is based 
on the direct reduction of iron ore using natural gas on its 
own or enriched with hydrogen.
We will manage plant construction, integrating 
technologies and competences required for the natural 
gas, hydrogen and CO2 capture chains.

INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Biofuel production processes and technologies, with 
a focus on second generation bioethanol, have been 
extensively investigated. In this frame we have signed an 
agreement with Versalis to promote PROESA® technology 
used to produce sustainable bioethanol and chemicals 
from lignocellulosic biomass.
Saipem and Versalis will provide integrated and 
technologically advanced solutions for the sustainable 
production of bioethanol. The PROESA® process does 
not use crops intended for human consumption as 
raw materials, but rather produces second generation 
bioethanol through a process of hydrolysis and 
subsequent fermentation of agricultural biomasses 
available in abundance, such as agricultural waste, wood 
chips and energy crops.
In addition, we are also active in the bioplastic technologies 
where it is pursuing partnerships and business opportunities 
for PLA (PolyLactic Acid). An in-depth investigation has been 
also developed in the biodegradable and biobased Plastic 
technologies and we are currently developing a feasibility 
study in order to realise a 30 ktA PLA plant in the North of 
Italy.
PLA is a thermoplastic polyester not derived from 
petroleum but rather from organic raw materials through 
sugar fermentation.
BIOMASS CONVERSION AND THE CIRCULAR ECONOMY
FOCUS ON
FROM OXYGEN TO FOOD: 
OCEAN-BASED 
AQUACULTURE
Pure oxygen for the world’s food needs
Following a circular-economy approach, the oxygen 
resulting from the green hydrogen production process 
can be used in various areas such as aquaculture or 
seaweed production.
Aquaculture has enormous potential for solving many 
global sustainability problems, for example the ocean 
has great potential to help feed the world’s population  
with a much lower environmental footprint than any 
other food source.
Globally, there are considerable opportunities within 
aquaculture, especially in countries with a long fishing 
and salmon tradition like Norway, where we have started 
developing a farming project.
Spidercage
Ensuring a sustainable supply of food for the world’s 
fast-growing population is a major challenge and 
food production is a key area of action. As a result, in 
cooperation with the Norwegian company Viewpoint, 
Moss Maritime (Saipem’s Norwegian company) has 
developed the Spidercage fish-farm concept, focusing 
on circular economy principles and reducing the carbon 
footprint through solar and wind energy systems, which 
will power part of the operations.
Traditional aquaculture near the coast and in fjords has 
limited growth potential and faces several problems 
such as disease, build-up of waste and faeces on the 
seabed, as well as conflicting interests with ship traffic, 
fisheries, tourism, local populations, etc.
As the open ocean offers more space, deeper waters 
and stronger currents, offshore solutions will help 
solve some of these problems by minimising the 
environmental footprint, improving the welfare of fish 
and avoiding space constraints.
The Spidercage concept provides an outer barrier 
protecting an inner ring, which supports the fish cage 
and provides suitable conditions for fish farming even 
in extreme weather conditions. A heave-compensation 
system connects the inner net cage to the barrier. 
Moving relative to each other they create kinetic energy 
which can be used to generate electricity for energy 
consumption on board the facility. Together with wind 
turbines and solar panels, the facility can be energy-neutral 
and produce seafood with low CO2 emissions.
48

ADDed VALUE AT OUR CORE
APPENDICES
As regards the Circular Economy, the capacity to develop 
innovative solutions to sustainably treat waste (including 
plastics waste) with its consequent valorisation into 
energy and/or valuable products is becoming an important 
asset. In this regard, we promote circular economy 
models for plastic waste seeking possible partnerships 
with collectors (waste sorting companies), technology 
providers (in particular in the field of plastics pyrolysis 
and depolymerisation) and final offtakers in order to build 
holistic chemical recycling plants enhancing Saipem’s 
value proposition.
Among the biopolymers, PLA shows performances 
comparable to fossil-based fibres but offers a wide 
range of end-of-life options related to its inherent 
biodegradability. Its end-of-life options contribute to 
circularity through carbon and mineral nutrient recycling, 
by the application of compost in agriculture soils. 
In particular it can be used individually or mixed with other 
materials such as cotton, wool and others.
Despite that biobased polymers have been developed 
only recently and are still making use of less mature 
technologies, the PLA lifecycle shows a significant 
reduction in CO2 emissions if compared to fossil-based 
plastics lifecycles. 
Seafarm offshore fish-farming 
The Seafarm concept is an offshore aquaculture solution 
based on a proven semi-submersible technology suitable 
for operations in the harshest environmental conditions. 
The main objectives are to apply the principles of the 
circular economy and reduce CO2 emissions from 
aquaculture to their lowest possible level.
This solution repurposes existing drilling or 
accommodation units that are no longer used for 
their original function. The large deck space available 
in these units is ideal to host other parts of the 
aquaculture value chain, further improving its CO2 
footprint. In addition, it can accommodate wind turbines 
and solar panels, making the facility energy-neutral or 
supporting other loads.
In addition to Norway, we have already identified several 
similar project opportunities in Iceland, Holland and 
Canada.
49

ADDED VALUE
AT OUR CORE

52
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
PEOPLE
A human dimension permeates 
all our activities.
The anthropogenic era we live in, by definition, places 
human beings at the crossroad of environmental, climatic 
and economic sustainability. That’s why taking care of 
the environment, climate and the economy necessarily 
involves taking care of people.
People who feel part of a community, valued in their 
diversity, respected in their rights, included in the 
innermost fabric of social relationships and work 
environments is what we strive for. Safe, content, educated, 
healthy, gratified and energized people are key in this long 
journey, both for us as a company and the good outcome 
of the energy transition as a historic endeavour.
Taking care of people is both a daily practice and an 
ongoing aspiration, and these are some of the ways we do 
it, starting from initiatives related to Saipem employees.
+11%
EMPLOYEES IN 2021 COMPARED TO 2020
776,113
TRAINING MAN-HOURS DELIVERED TO SAIPEM PEOPLE
20
AVERAGE TRAINING MAN-HOURS ATTENDED BY EACH EMPLOYEE
Digital Academy
Digital competencies are becoming more and more critical 
for the achievement of our new business objectives. 
The goal of the Academy is to develop a comprehensive 
training offer to improve both technical competencies 
and soft skills required for a digital mindset. To this end we 
have mapped the relevant competencies to be developed 
during an ad hoc skill assessment.
The Digital assessment campaign involved about 14,000 
employees and highlighted the need to better develop 
competencies in the areas of Cybersecurity and ICT 
security, Digital Technologies and Methodologies and ICT 
application & infrastructure, while other competencies 
such as Demand & Project Portfolio Management, ICT 
Digital strategy & management and Project information 
management were already well developed. The training 
paths will start in 2022. The Digital Academy is designed 
to become a continuous updating experience and to 
accompany the digital transformation, the Academy 
is going to create a Digital Community with the aim of 
knowledge sharing and network creation.
Internal Saipem Academy
Our Internal Academy was launched in 2020 with the 
aim of promoting and enhancing internal know how. 
The training catalogues were greatly expanded in 2021 
and a growing number of employees are involved in these 
kinds of initiatives to further consolidate transversal 
technical skills and to stimulate skills and knowledge 
sharing. The initiatives focused on several topics such as: 
Procurement process, Financial Risk, Intellectual property, 
SAP tool, Recruiting process, Virtual facilitation skills.
19,704
TRAINING HOURS DELIVERED IN 2020-2021
Deep in Saipem
Deep in Saipem is a historic initiative of seminars 
launched in 2014, initially addressed just to the Saipem 
SpA population; since April 2020, we have promoted 
online seminars addressed for the worldwide population. 
These seminars focus on developing a broader vision and 
knowledge of our company. Most of the time topics revolve 
around a particular project or technology, thus allowing 
people from different functions to acquire a general 
understanding of different issues and subject matters.
In 2021, we delivered 15 Deep Ins involving more 
than 5,000 employees and showcased the KPIC 
project (Kuwait), Offshore Engineering technologies, 
Artificial Intelligence and business transformation, and 
Saipem Innovation Factory activities. The last 2021 Deep 
In was organised in collaboration with Valore D, the first 
Time to come home.
As mentioned in the introduction of this ideal travel journal about our sustainability voyage, the final chapter is where we 
come full circle, back to our engineering roots.
Back to our “Core” business and especially those attitudes, soft skills and highly specialised engineering 
know-how that are our added value for managing complex projects. 
These technical and human dimensions are crucial today and will remain a constant throughout the energy transition, as 
well as in a fully decarbonised world.
We have grouped our core values in three thematic areas: People, Connections and Reliability.

53
ADDed VALUE AT OUR CORE
APPENDICES
Italian business association committed to gender equality, 
on the topic of unconscious biases, the stereotypes and 
prejudices to which we are all unconsciously subject, 
with the ultimate objective of enhancing diversity within 
companies.
Focus on Project Management
Project Management skills are crucial for the achievement 
of our business objectives: for this reason, in 2021 we 
implemented a series of internal initiatives.
In the Spring we launched the PM Academy developed 
with MIP-Politecnico di Milano and Animp (Associazione 
Italiana di Impiantistica Industriale), in collaboration with an 
internal technical committee representing Saipem’s main 
businesses.
Despite the constraints imposed by the COVID-19 
pandemic, we launched the programme with 47 employees 
involved, 20 of whom are about to achieve their official PMI 
certification in 2022.
A second programme carried out with MIP-Politecnico di 
Milano was an Intercultural Project Management course 
with 27 employees. It was created to foster interaction 
among people with different cultural and personal 
backgrounds, both in the commercial and in the Project 
Management phases.
Striving to offer our people the best opportunities to learn, 
both in a classroom setting and on-the-job, in 2022 we will 
carry out an important training initiative called PM Leading 
in Action.
PM Leading in Action is an excellent example of a training 
initiative based on action learning methods, immersing 
participants in role-playing situations based on business 
case studies to improve the leadership, managerial and 
technical skills of our Project Managers. To strengthen 
and consolidate the company’s ability to lead Offshore 
Projects safely and effectively, we offer trainees involved in 
real projects the possibility to experience different types 
of problems and approaches related to a project, receiving 
structured feedback, as well as the opportunity to assess 
and improve their capabilities.
The course will be conducted at our Schiedam Training 
Centre in 15 sessions.
Saipem Training Centres
In order to achieve the highest level of safety and 
competency among our people and those working 
with us, we can count on 3 training centres all over the 
world. We do that by constantly looking for innovative 
methodologies and tools that can maximise the learning 
process, making it an experience that is enjoyable, 
meaningful and easy to be translated into behaviours.
The Schiedam Training Centre is the competence and 
training hub located in Schiedam, in the Netherlands. 
Its portfolio includes HSE, technical, operational and 
soft-skill courses which follow internationally accredited 
training standards, and are designed and customised for 
our stakeholders’ needs. Courses can be delivered either 
by mobilising trainers to the work sites or at the Training 
Centre facilities which are equipped with both virtual (DNV 
Certified Offshore Crane) and real simulators (working at 
height and confined spaces). The centre can count on its 
ability to design and develop new training initiatives using 
the latest innovate methodology.
In the spirit of continuous improvement and to elevate the 
effectiveness of the transfer and assessment of critical 
skills, the centre is in the process of acquiring a new virtual 
reality offshore simulator for crane and deck operations. 
Based on the digital twin vessel of the Saipem 7000, the 
new simulator will be the first VR simulator for cranes in the 
industry to be certified by DNV, and its use will not be limited 
only to crane operators as it will allow projects to perform 
complex lifting simulations, even remotely. The potentialities 
of this tool are diverse and include vessel familiarisation, 
emergency evacuation and several HSE Scenarios that can 
be practiced in an authentic vessel replica.
2,017
EMPLOYEES AND SUBCONTRACTORS TRAINED ONBOARD 
15 VESSELS AND AT 5 ONSHORE SITES
21,326
TRAINING HOURS DELIVERED
In Saudi Arabia, employees can rely on the Saudi Arabian 
Saipem Training Centre established in 2002. Its training 
offer has been expanded and upgraded to internationally 
accredited training standards. Today the centre provides 
multiple HSE and technical training courses strengthening 
the safety and efficiency of our personnel and business 
operations. The Training Centre recently obtained the IADC 
Rig Pass HSE Accreditation Certificate, IADC Wellsharp 
Accreditation Certificate and IWCF Membership and 
Accreditation.
3,326 
EMPLOYEES TRAINED
58,010 
TRAINING HOURS DELIVERED
To boost skills and competencies across the workforce, 
the Training Centre can also count on the Drilling Simulator.

54
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Thanks to its 3D graphics and modelling software, it can 
be programmed to simulate operative conditions and 
specific scenarios that create an immersive learning 
environment where employees can practice advanced 
drilling operations. In 2021, 384 employees trained with 
this technological tool, achieving 14,879 training hours.
The Pipeline Technologies Academy is Saipem’s 
permanent training centre specialised in pipeline 
production, inspection and NDT (non-destructive testing) 
technologies. It is located in Ploiesti, Romania, and it has 
offered both basic and advanced classroom training and 
practical demonstrations since 2019.
The training offer focuses on improving personnel skills, 
vessel efficiency and work quality, creating a place for 
information exchange and familiarisation with technologies.
The Academy portfolio covers topics such as welding, 
field joint coating, non-destructive testing, materials, 
coating, cathodic protection, equipment automation and 
maintenance, and inspection and testing. Additionally, if 
need be, we can offer courses for clients on project 
demands. HSE courses dedicated to the above-mentioned 
technologies are delivered together with technical courses 
to prevent any risks that may occur.
Because of the pandemic situation, in 2021 the Academy 
suspended its activities. The renovated facility will be ready 
for its training courses to start up in 2022.
Focus on Saudi Arabia
Due to the growth of the local market in Saudi Arabia, we 
have implemented a series of initiatives to improve the 
competencies and know-how of employees, contribute to 
the employment and development of local people, ensure 
operational performance standards are maintained and 
guarantee a high level of safety.
In 2021, we decided to launch a challenging pilot project 
focused on the recruitment process in the framework 
of the Competence Assessment and Assurance 
Programme. The new recruiting methodology, based on 
International Association of Drilling Contractors (IADC) 
guidelines, consists of the submission of written multiple 
choices questionnaires as an assessment method to 
evaluate candidates’ skills allowing to more precisely and 
systematically screen candidates, selecting only those 
that fit our standards. The goal for the next year is to 
implement the programme for the competence assessment 
of employees, investing in the growth of local people and 
aiming to develop their skills through training initiatives.
The Rising Talent Programme was launched this year to 
motivate local employees to think about their careers and 
prepare them to make the next step in their professional 
growth.
13
CANDIDATES INVOLVED
EMPOWERING FUTURE GENERATIONS
At Saipem, we know how important it is to nurture 
tomorrow’s talent. The development of specific skills and 
an innovative mindset is key to addressing the challenges 
of the energy transition and is an essential lever in creating 
value for clients and future generations.
Partnering with universities
One example is our collaboration with Politecnico di Milano 
(PoliMi) and the MIP (its Graduate School of Business): 
for years we have established partnerships divided into 
different areas of collaboration ranging from attraction to 
training, learning and research paths. Politecnico di Milano 
represents for Saipem a strategic pool of talents and 
the collaborations in place are proof of our commitment 
to supporting teaching paths and carrying out ad-hoc 
initiatives to nurture soft and hard skills for the future of 
young talent. Some of the initiatives developed for PoliMI 
students include:
Data Scientist Academy - An innovative teaching path 
where 30 students can tackle Data Science issues with 
business managers showing them real-life applications in 
the corporate world. Among the themes we presented, the 
most appreciated by the students was the presentation of 
our Hydrone-R technology.
The goal of the Academy is to address digital issues, 
attract young talent and promote our journey along digital 
innovation.
Guess my task: women in technical roles - This event 
started at the end of April 2021 and involved about 100 
participants. It was an excellent opportunity to focus on 
the skills of specific roles and assess differences among 
companies on issues of gender equality and diversity.
The aim was to support the development of technical and 
soft skills to facilitate the professional journey of young 
talent, especially among women engineering graduates.
Round table with companies on winning skills in 
the energy world - This initiative was carried out in 
mid-September and involved 78 participants. Key issues 
such as the energy transition, sustainability, planning and 
flexibility were addressed during this event where we took 
part in a round table with companies on winning skills (hard 
and soft) in the energy world.
The aim was to support the development of technical and 
soft skills to facilitate the professional journey of young 
talents through the energy transition.

55
ADDed VALUE AT OUR CORE
APPENDICES
FOCUS ON
OUR COMPETENCE FOR SUSTAINABLE INFRASTRUCTURES:
environmental protection requirements while also 
optimising operations and adapting to the geotechnical 
and hydrogeological complexities of the southern Garda 
area.
To conduct the eco-toxicological analyses, we contacted 
the Mario Negri Institute that, in compliance with 
international regulations, indications, and standards, 
analysed the mix and the added products to determine 
their degree of toxicity and the environmental impact 
on organisms living in water, soil and the interstitial 
environment, both in the area involved in the excavation 
and in other contexts.
At the end of the analysis, it was confirmed that 
the excavated material can be reused in the same 
infrastructure or in another production cycle, as per 
circular-economy principles.
EFFECTIVE ENGAGEMENT 
OF LOCAL STAKEHOLDERS
The year 2021 marked the full start of construction 
activities along the 48 km of the entire section of the 
AV/AC Brescia-Verona link, with progress also in the 
construction of embankments, tunnels, viaducts and 
road and cycle/pedestrian paths connected to the HS/HC 
link. Information-sharing initiatives with national and local 
stakeholders, including municipal, provincial and regional 
authorities, trade associations and the press, continued 
throughout the year.
Among the various initiatives it is worth mentioning a 
meeting organised with the management of Autostrada 
A4 Brescia-Verona-Vicenza-Padova. The meeting 
addressed the main stakeholders of the Lombardy and 
Veneto regions, aiming to illustrate the organisation 
and coordination between CEPAV Due and A4 for the 
management of interfering activities related to the 
construction of the railway line. The ultimate goal was 
minimising inconveniences to road and freeway traffic.
It is worth mentioning the particular attention paid by 
Consorzio CEPAV to ensure the maximum protection of 
the surrounding environment. In addition to the constant 
dialogue with the Environmental Observatory, CEPAV 
raised awareness of the entire supply chain with seminars 
and newsletters dedicated to environmental issues, such 
as respect for water, the quest for sustainable mobility 
and waste reduction.
Site visits for groups of students, associations, trade 
associations and institutions were also organised.
Constant communications were also maintained with the 
national and local trade unions of Brescia and Verona 
to define and guarantee aspects such as the logistical 
profiles of the sites, relations with the sector’s joint 
bodies, the labour market, safety, etc.
Competence in the realisation of infrastructures has 
always been part of our DNA. Ranked first among 
Italian companies in the Engineering News-Record (Enr) 
rankings, we boast completed projects worth about 10 
billion dollars with the construction of 450 km of roads, 
over 40 km of viaducts and bridges and more than 1,000 
km of tracks, both in the High Speed/High-Capacity 
segment (AS/AC) and servicing energy plants.
In Italy, we can boast the completion of both the 
Milan-Bologna high-speed/high-capacity rail link, 
built through the CEPAV Uno consortium and the 
Treviglio-consortium. Moreover, the AS/AC Brescia Est - 
Verona railway link is currently under construction, again 
through the “CEPAV Due” consortium. The consortium is 
composed of Saipem (59%), Impresa Pizzarotti (around 
27%) and Gruppo ICM (around 14%). The work was 
commissioned by Rete Ferroviaria Italiana, while the High 
Surveillance and Works Management were entrusted to 
Italferr.
Completion of the railway line will make it possible to 
reduce interference between different transport flows, 
making circulation more fluid and increasing traffic 
capacity at the Milan, Brescia and Verona railway junctions, 
with benefits for the regularity and punctuality of both 
long-distance and regional services, as well as freight 
transport.
The new HS/HC Brescia East - Verona railway line runs 
for about 48 km, starting its route in the municipality 
of Mazzano, in the province of Brescia, reaching the 
municipality of Verona on the western side with new HS 
tracks and the new interconnection of Verona Merci. 
The railway route crosses 2 Regions, 3 Provinces, 
11 Municipalities and runs mostly alongside existing 
infrastructures, for about 30 km parallel to the A4 freeway 
and about 8 km along the railway line. The Milan-Verona 
HS/HC line has a total length of 150 km and the section 
between Milan and Brescia is already in operation, while 
the railway lot between Brescia and Verona has been 
under construction since 2018.
The railway line passes through the Lonato tunnel 
under the A4 Milan-Venice motorway, whose excavation 
produced approximately 800,000 m3 of waste 
material. The project received the approval of the 
eco-toxicological study on the additives used for the 
excavation of the Lonato del Garda tunnel. The tunnel is in 
the western portion of the Garda morainic Amphitheatre, 
whose soils are mainly coarse-grained with a reduced 
presence of fine material, such as silt and clay, and have 
medium-high permeability levels.
During excavation, the project will use specific 
additives (foaming agents and bentonite fillers) to meet

56
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Another initiative is the Barcolana Job fair, aimed at high 
school and university students, graduates and teachers, 
organised by the Autonomous Region of Friuli Venezia 
Giulia (Italy) and that takes place in conjunction with the 
Barcolana sailing race, offering a wide range of activities in 
the world of education, training and employment. The 2021 
programme included several events focused on job 
searching, such as educational and interactive workshops 
for career guidance, talks on youth entrepreneurship and 
freelancing, as well as international job opportunities. 
We contributed to the initiative by conducting two days 
of educational interactive workshops, during which we 
presented submarine robotics technologies with their 
relevant professions at the Science Centre Immaginario 
Scientifico Museum.
The workshop was divided into two parts. The first 
consisted of a presentation on our world and our 
cutting-edge technologies in the field of robotics and 
renewable energy. The second part was more hands-on 
and gave participants the opportunity to try their hand at 
replicating the 3 experiments showcased in our area of the 
museum’s exhibits.
The workshop saw the participation of 10 classes from 
various secondary schools, involving a total of about 90 
students. 
Sinergia Project
Since 2011, the Sinergia project has been a bridge 
between us and four technical institutes in different 
regions of Italy through training programmes: it fosters 
the encounter between the world of work and the world of 
school through an orientation path aimed at the acquisition 
of knowledge and skills that can be useful for subsequent 
studies and professional advancement.
The project combines training with experience in the 
field, creating an important opportunity for growth and 
development in our areas of operation. In 2021, we 
updated the Sinergia Programme to a virtual format to 
meet school needs and overcome limits imposed by 
the pandemic. All training courses were delivered on an 
intuitive digital platform, which allowed students to attend 
real-time online lessons and complete e-learning courses 
in an asynchronous mode.
Each institute is teamed up with a specific business line, 
thus contributing to the development of specific training 
modules to expand the school curriculum and better 
explain our business.
338 
STUDENTS 
4
 INSTITUTES 
309 
TRAINING HOURS DELIVERED BY SAIPEM TRAINERS
Scholarship “E. Palliotto”
Our colleague, Egidio Palliotto, died prematurely at the 
age of 55 and our Management remembers him as an 
extraordinary professional who, with his strength, managed 
to soften the most critical situations. To keep the memory 
of this man and highly skilled professional alive, in 2020 we 
created a scholarship named after him at the University 
of Trieste, where he had graduated in Mining Engineering. 
Starting with the academic year 2020-2021 and for the 
two following years we aim to award scholarships to 14 
brilliant engineering students to support them on their 
academic path, creating an opportunity for growth in the 
areas in which we operate and in our country.
Focus on the Middle East
To develop local resources and further increase 
local employment in Saudi Arabia, in March 2021, we 
signed a cooperation agreement with Saudi Petroleum 
Services Polytechnic (SPSP) for their “24 Month Diploma 
Programme Intake” programme, attended by 15 Saudi 
Technical Workforce members, 3 of whom were women, 
who graduated and who will work for the Petroleum 
Services Companies operating in the country. SPSP 
provides 12 to 15 months of Academic & Technical training 
depending on the trainee’s progress. The remaining 8 
to 12 months consist of on-the-job training at Saipem’s 
premises in the country. Students specialise in areas 
such as welding, electrical, pipefitting, scaffolding, crane 
operation, etc. After completion of the programme, we 
will consider employing the best graduates using various 
internship modules already implemented at other projects 
around the world.
In terms of competence in drilling activities, we 
collaborated in the following programmes:
Saudi Arabian Drilling Academy
 ≥
 is a joint venture 
between all major Drilling & Service providers in the 
country. The SADA training programme is designed 
to develop leadership roles in drilling for high school 
graduates. The first enrolment of Saudi trainees started 
in 2016 and since then the Saudi Arabian Drilling 
Academy has produced 31 graduates. In 2021, there 
were 29 participants.

57
ADDed VALUE AT OUR CORE
APPENDICES
Hands-on-Training
 ≥
 is a one-year competence training 
programme implemented in partnership with Aramco 
for young Saudis to develop their skills and obtain 
experience on our rigs. In 2021, the HOT Programme 
involved 19 trainees on various onshore rigs.
To contribute to local employment in Qatar, we kicked off, 
together with QATARGAS, the Training and Development 
Programme for QATARGAS Engineers in September.
8 Engineers spent six months training at NFPS (North 
Field Production Sustainability) Project offices, sites and 
Saipem’s strategic vendor facilities before continuing their 
training and development at the client’s facilities.
 
Training is in-house and to implement the programme 
we prepared individual training and development plans 
for each Qatari National engineer on NFPS Projects. 
Dedicated Saipem mentors were closely engaged in daily 
training, working and following up with each engineer.
DIVERSITY AND INCLUSION
We are committed to supporting people’s diversity and 
inclusion. Actions aimed at promoting the principles of 
fairness, which are an integral part of the corporate culture, 
are a priority for the Company and a duty towards the 
community: as proof of this, gender equality has become 
part of the company’s short-term variable incentive plan.
Diversity refers to all our differences, acknowledging 
a plurality of distinct identities; equity represents the 
guarantee that all Saipem people are given equal access 
to opportunities, through the elimination of structural 
prejudices and barriers, while inclusion means valuing 
diversity and creating a fair and welcoming environment.
We are committed to offering all our people the same 
job opportunities, making sure everyone can enjoy fair 
treatment based exclusively on merit and competence 
criteria, without discrimination.
20%
OF WOMEN COVERS MANAGERIAL POSITIONS
+18%
OF WOMEN IN MANAGERIAL POSITIONS 
IN 2021 COMPARED TO 2019
195
EMPLOYEES WITH DISABILITIES
Policies supporting and developing 
female talent
Our Code of Ethics includes principles of equal 
opportunities and non-discrimination, which, with health 
and safety and business innovation, are among the core 
values of our company. In order to give substance to 
our principles, we constantly translate objectives and 
strategies into targeted initiatives, the impact of which is 
assessed through a timely monitoring of a set of strategic 
indicators for our attraction, development and retention 
activities.
We strongly believe that the key to an inclusive leadership 
is to value and develop all of our differences: to this end, it 
is essential to look both at policies and practices relating 
to diversity and inclusion. We made it our priority to put 
in place specific initiatives to retain, develop and support 
female talent within the company.
Our commitment to promoting a culture that is increasingly 
inclusive and attentive to Diversity & Inclusion issues 
is also expressed through training initiatives that raise 
awareness among its people and feed awareness and 
knowledge to foster a truly inclusive work environment and 
break down unconscious prejudices. During 2021, thanks 
to our partnership with Valore D, we have sponsored 
training paths and formative events on inclusive leadership 
for our people.
Another example of our commitment is the constant 
monitoring of the gender pay gap, which we have 
been addressing since 2008. We also focus on female 
STEM graduates who are fundamental for our future 
development. Other initiatives are mentoring women and 
the definition of succession plans with explicit criteria for 
the inclusion of women.
Mentoring women
Three years ago, we introduced the Reverse Mentoring 
programme for the first time in the company to encourage 
interaction, integration and exchange of knowledge and 
skills between different generations, fostering mutual 
development.
#SEED - Win with diversity is our mentoring process 
for the development and growth of an inclusive culture 
enhancing female leadership. This is a 10-month course 
strongly supported by our management that involves 
Senior Mentors across our company with a common goal: 
to foster knowledge sharing and increase knowledge, 
networking and career opportunities for the benefit of 
participating young women.
12  
12 
8
WOMEN MENTEES 
 MENTORS 
OF WHOM WOMEN

58
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
 
Succession planning
We are committed to defining succession plans with 
explicit requirements to include women in the succession 
tables. We are very confident that the presence of 
women is a cornerstone of sustainable company growth 
and resiliency at a time when the entire energy sector is 
transforming.
We have defined a methodology for identifying 
successors to managerial positions of strategic interest. 
The succession planning process for the aforementioned 
positions is a consolidated activity at Saipem and involves 
the following phases:
1. Analytical description of the contents of each position 
with reference to the areas of responsibility, the strategic 
objectives of the role, the managerial experiences and 
skills required to cover the position effectively.
2 Evaluation of the position holder and of potential 
candidates for succession.
3. Definition of the succession planning document 
containing the names of potential successors and the 
consequent development plans.
4. Risk Assessment associated with the position in 
consideration of the hypothesis of succession.
The availability of structured succession plans for positions 
of strategic interest represents an effective reference in 
the decision-making processes that accompanies internal 
mobility and managerial development.
Diversity & Inclusion Observatory
As a signatory of the Women’s Empowerment principles, in 
2021, we took part in the Diversity & Inclusion Observatory, 
whose purpose is bringing together different organisations 
to reflect and share best practices on Diversity 
& Inclusion. The observatory lasted 9 months, during 
which the organisations shared business experiences and 
case-studies on D&I.
The Women’s Empowerment Principles, established by the 
UN Global Compact and UN Women, guide us in promoting 
gender equality and the empowerment of women in the 
workplace, in the market and in the community. 
The Women’s Empowerment Principles are a seven-point 
programmatic document that summarises the principles, 
concrete actions and indicators for ensuring gender 
equality and strengthening the role of women in 
companies.
Diversity and Inclusion in France
As part of our commitment to “la France, one chance - 
companies are committed” government programme, we 
launched several initiatives in France in 2021 and we will 
continue in 2022 and beyond.
“Mission handicap”
“Mission handicap”’s objective is to integrate employees 
with disabilities and to train managers in this process. 
In agreement with AGEFIPH (“association pour l’insertion 
professionnelle des personnes handicapées” - French 
institution for the employment of disabled people) we 
defined a multi-pronged action plan:
Training programmes and information sessions about 
 ≥
what disability at work is (with specific focus on invisible 
disability), training 130 managers and organising more 
than 10 group information sessions in 2021.
Prevent disability discrimination at work by eliminating 
 ≥
barriers that create exclusion and rethinking workspace 
layouts.
Recruitment and internships for disabled people 
 ≥
(especially young graduates): we welcomed 8 young 
disabled interns in 2021 and we hired 1 person.
Job Academy - Main dans la Main (Hand in hand) 
helps vulnerable people in France find jobs
The Hand in Hand “Job Academy” aims to help and guide 
job seekers, bringing them closer to the business world.
The “Job Academy - Main dans la Main” project is part 
of “La France, une chance, les entreprises s’engagent” 
- a volunteer government programme of businesses 
committed to helping job seekers find employment. 
In collaboration with FACE - Foundation “Agir Contre 
l’Exclusion” (foundation to act against exclusion), 11 
volunteers from Saipem SA (the French Operating 
Company of the Saipem Group) accompanied a group 
of 11 job seekers during a 4-month “job academy” 
programme. Volunteers met job seekers twice a month 
to guide them and give them advice on their CVs and job 
search. We organised 4 workshops with internal facilitators 
on CVs, social networking, how to introduce ourselves in 2 
minutes, interview simulation.
A second “Job academy” will be launched in 2022 for 
young disabled job seekers.
Training sessions on non-discrimination in recruitment
Because of a collective agreement on professional equality 
signed in July 2021, we delivered training sessions on 
non-discrimination in recruitment to everyone involved in 
the process (HR and managers). In 2021, 3 training sessions 
involving a total of 75 HR officers and managers were held.
The 2-hour “recruter sans discriminer” (recruit without 
discriminating) training session consists of 4 modules and 
deal with topics such as understanding the concepts of 
discrimination, going beyond stereotypes and prejudices, 
and understanding how these discriminatory biases can 
impact business and the recruitment process.

59
ADDed VALUE AT OUR CORE
APPENDICES
Non-discriminatory recruitment training will continue in 
2022, involving a total of 50 managers, and a support 
guide for managers will be published in early 2022.
Women’s empowerment in Oman
The EPC3 Duqm Refinery Project was strongly committed 
to promoting women’s empowerment by developing 
capabilities, creating opportunities and increasing the 
presence of women throughout the project’s lifespan and 
across all working areas.
The project employs 25 women representing almost all the 
company’s operational, and administrative departments 
with specialties as Civil Engineer, Quality Inspector, Interface 
management, Project Control, HSE Engineer, Environmental 
and Social, Security, Procurement, HR and Administration. 
It is also important to note that 18 of them are young 
talented Omani Women who are great role models and add 
exceptional value to the In-Country Values goals.
OUR LEADERSHIP IN HEALTH AND SAFETY
Saipem’s family of training programmes and information 
tools supporting the development of Safety Leaders 
and promotion of safety values are collectively known as 
‘Leadership in Health and Safety’ (LiHS) programme.
The LiHS programme, which has already been successfully 
implemented for 15 years, aims to ingrain a robust 
organisational safety culture by disseminating safe 
behaviours throughout the organisation, with a strong focus 
on leadership development at all management levels.
LiHS is a top-down/bottom-up multi-strategy programme 
with five specific “tools” (LiHS workshop; Cascading 
events; Five stars training; Leading behaviours; Choose life) 
designed to engage different levels of personnel.
In the last years, the programme has been transformed into 
an online experience of equal calibre and effectiveness, 
stimulating participants’ engagement and interaction, even 
if remotely. The goal is to create safety leaders who will 
act as ambassadors for Health and Safety within their own 
organisations and immediate circle, supporting the growth 
of an excellent safety culture.
This virtual course offers a variety of experiences and 
aims to foster a sense of a Health and Safety community 
without borders. It is not a regular webinar, as it is dynamic 
and interactive, allowing participants to learn from each 
other in an immersive experience. We conducted online 
LiHS workshops in several project locations, including 
Payara Project, SGCP Project, SRU2 Moscow Refinery, 
Baltic Pipeline Project and Karimun Yard.
From the very beginning of Saipem’s LiHS journey, 
the challenging target of realising our Vision Zero – no 
workplace fatalities, has been relentlessly pursued by 
both the management and workforce alike: for the first 
time in the last 20 years of operation we can proudly 
state that we have reached our target and were able to 
report zero fatal accidents. This presents an incredible 
achievement, not only for Saipem, but for the whole 
industry, demonstrating that Vision Zero is possible.
Our journey to a safer future
On the occasion of the XXII World Congress on 
Safety and Health at Work 2021, the largest and most 
prestigious international conference on health and safety, 
we were invited to present some of the training tools, 
communication campaigns and projects that contributed 
in the last 15 years to shaping our health and safety culture 
and spreading these values in the community.
Here is a brief summary of the 7 video stories on our 
journey to a safer future.
SAFETY PERFORMANCE
Year 
Million worked 
LTI Frequency 
TRI Frequency 
HL Frequency 
 
man-hours 
Rate 
Rate 
Rate*
2019 
235.0 
0.22 
0.54 
-
2020 
206.0 
0.13 
0.36 
-
2021 
199.7 
0.19 
0.37 
0.76
(*) The HLFR (High Level Frequency Rate) was introduced in 2021 to measure all near misses that might have caused serious injuries.

60
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
1. The power of films and storytelling to change 
behaviours
We produced several award-winning movies over the past 
15 years that are used to facilitate our LiHS cultural change 
journey.
Our mission is to create immersive and engaging learning 
experiences that inspire people to lead and act safely.
Our film trilogy begins with The Safer, The Better, a 
dramatisation of the true events of a fatal accident that 
occurred within our organisation. The film acts as a device in 
which our management shares its own personal messages 
and expresses its vision and expectations for safety.
What Comes First is the second production and explores 
the power of informal leadership, the positive outcomes of 
adopting safe behaviours and the potentially catastrophic 
consequences that can occur when safe working 
practices are bypassed or ignored.
The final movie, Choose Life, is specifically designed to 
support a campaign promoting healthy habits and raising 
awareness of our industry’s most significant health issues.
More recently, we made our films available externally to 
help other organisations with their cultural evolution. 
2. Drops: An emotionally engaging campaign called 
“choice not chance”
Following an increase in the number of incidents of 
dropped objects, we decided to launch a new and specific 
campaign, based not only on technical communication, 
training and inspections, but designed also to engage our 
workforce at an emotional level.
The campaign aims to instil a “drive” for personal 
responsibility and the ability to make a positive choice and 
takes the name from the title of the short film Choice Not 
Chance! which was produced to emphasise the need to 
comply with rules and procedures.
At the end of the film, a clear and strong message 
emerges: safety cannot be left to chance; it should be a 
choice.
3. Life-saving rules: a communication strategy with impact
We have adopted our Life-Saving Rules from the 
International Association of Oil & Gas Producers (IOGP) and 
have created a comprehensive communication campaign.
Our Life-Saving Rules are presented in a video by Ahmed - 
a sort of “safety hero”.
The overall aim of the campaign is to enhance the 
knowledge and competence required by personnel to 
comply with our Life-Saving Rules, specifically that all work 
must be suitably assessed, planned and executed, with 
safety as our most important guiding value.
Our target is to continue embracing rules and sharing our 
knowledge and passion for safety with our colleagues, 
clients, partners and subcontractors, moving closer 
together to our Industry vision of zero fatalities.
After the 2020 update of the Life-Saving Rules, we 
implemented the 2021 campaign across our world with the 
LSR “eLearning” tool.
4. Belt up or get out: a safe driving campaign that has 
saved lives
Our Safe Driving Campaign is designed to address a 
specific Life-Saving Rule and raise awareness about the 
importance of adopting and maintaining safe driving 
behaviours of both drivers and passengers.
As drivers are ultimately responsible for the health of 
passengers, a fundamental aim of the campaign is to 
empower and support them to intervene and challenge 
personnel when they fail to wear a seat belt.
We created a short and highly impactful video reinforcing 
that one must always use a seat belt, respect speed limits 
and not use a mobile phone while driving.
This campaign has contributed to a reduction in the number 
and frequency of traffic accidents within our organisation 
and a positive change in habits and behaviours.
5. Supporting your workforce: sharing love for health 
& safety
Around 10 years ago we started to celebrate the World Day 
for Health and Safety at Work in a new and unconventional 
way by launching our “Sharing Love for Health and Safety” 
contest.
The aim of the campaign is to celebrate World Safety Day 
held each year on April 28 in an informal, engaging and 
creative way, by exploiting global communication trends, 
such as flash mobs, selfies, mannequin challenges and, 
more recently, Instagram stories.
Over 10,000 people have participated in the contest over 
the years creating more than 500 items of content. Each 
contribution expresses local innovation and spirit, transferring 
them into a universal message about health and safety.
The 2021 edition of the Sharing Love for Health & Safety 
was dedicated to the importance of taking care of our 
physical and mental health and making choices that 
prioritise it every day, while building our resilience through 
training and reinforcement. This year’s format was an 
Instagram contest, allowing for creativity and self-reflection 
through positive engagement.
More than 70 colleagues participated sharing their healthy 
habits and their mental resilience building techniques.
6. LHS Foundation: 10 years of cultural revolution
The Leadership in Health and Safety (LHS) Foundation 
is a non-profit organisation that was created in 2010 
with the mission to increase a Health & Safety culture 
within the industry and society, with a specific focus on 
non-conventional communication.

61
ADDed VALUE AT OUR CORE
APPENDICES
The foundation develops training and cultural change 
programmes, workshops and activities for young people, 
awareness and communication campaigns, high-impact 
movies and videos and innovative safety leadership events.
In over 10 years of activity, it has involved and engaged 
with thousands of students, workers, managers and 
citizens through workshops, training, marathons, videos, 
streaming and other events.
In 2021, the LHS Foundation decided to take part in the 
“Credito al Futuro” project, a training and work programme 
providing growth opportunities for young underserved 
people from the suburbs of Milan, Italy. The project is realised 
in collaboration with the Don Gino Rigoldi Foundation.
In a dedicated LiHS workshop, the young people were 
encouraged to reflect on the importance of developing the 
ability to protect their own safety and that of others, among 
the transversal skills essential for entering the workforce, 
so that they come out of this experience stronger and able 
to take their future into their own hands, with awareness 
and responsibility.
In 2021, the LHS Foundation launched a new edition of 
the Safety Leadership Event, one of the most important 
Italian health and safety leadership events. We conceived 
the 2021 edition as an immersive, collective experience 
that allowed participants to exchange ideas and discuss 
the future challenges of health and safety. The online event 
was a great success, with 1,200 participants in 7 hours of 
live broadcast.
The Safety Leadership Event took 3rd place at the Best 
Event Award, an Italian festival that recognises the best live 
communication events and initiatives. 
7. Italia Loves Sicurezza: a movement of passionate 
safety activists
Italia Loves Sicurezza (ILS) is a social movement and 
a special project, an attempt to apply in society those 
cultural change strategies and ideas that have proven 
successful when implemented inside our organisation. 
ILS aims to revolutionise the way Health & Safety is 
communicated in Italy.
After a successful first phase, with thousands of 
unconventional events held all over Italy, involving more 
than a million people, this Safety Ambassadors’ movement 
started a second phase with an even sharper focus on 
behaviour, since, despite efforts, too many people keep 
dying from preventable accidents.
A fundamental tool in this second phase is the new website 
whose aim is to inspire more and more people to take 
concrete action in spreading prevention and wellbeing in 
every area – at work, at school, at home, on the road – and 
share their actions with the community.
The presentation of this new tool and of the new path of 
ILS was the focus of the event held in November, with 
the participation of international speakers and experts in 
leadership and change. Among them was the creator of 
the Viral Change method, Leandro Herrero, who delved 
into the scientific basis that inspired the Ambassadors’ 
movement.
With the support of the ILS movement, in 2021, we 
launched the “Goal 18” communication campaign, 
which symbolically adds an eighteenth element, defined as 
“safety culture”, to the list of 17 Sustainable Development 
Goals included in the UN Agenda 2030.
The idea is to support, in terms of H&S training and 
culture, the legislative and regulatory activities that the 
government and other institutions implement, aiming to 
improve the safety conditions of workers in Italy, promoting 
collaboration among all stakeholders.
1.5 mln
TRAINING HOURS ON HSE TOPICS DELIVERED TO 
EMPLOYEES AND SUBCONTRACTORS
Examples of safety in operations
In 2021, based on operational lessons learned and 
best practices implemented at our onshore drilling 
projects, we developed two structured HSE programmes, 
addressing hand-injury and line-of-fire accidents.
We developed the “Hand injury prevention programme” 
and “Line of Fire programme” with a holistic approach, 
considering the work environment, the safe use of 
equipment and tools and employee involvement and 
accountability. The six steps approach of the two HSE 
programmes includes HSE training and awareness, 
identifying hazards in work areas, HSE assessment of tools 
and equipment, as well as employee consultation and 
feedback in relation to PPE, tools and work area safety.
As a result of these programmes, it’s worth mentioning that 
the severity of accidents significantly diminished at onshore 
drilling sites and HSE performance trends improved.
Another initiative worth mentioning is the Perfect Days 
campaign, which offers time off for any events that 
may affect the health and safety of our personnel, the 
environment and our assets. The programme has been 
in force since 2020, relying also on stories about safety 
achievements or safety completion of a perfect day.
In 2021, we published a total of 45 “My perfect day” 
stories written by supervisors at rig sites and circulated 
through the company’s internal communication systems. 
In this respect, the key ingredients of a Perfect day are 
successful teamwork, safety intervention, recognition of 
safe behaviours, activities planning, communication and 
feedback.
In terms of safety onboard vessels, we carried out a 
wide review of major accidents on construction vessels.

62
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
As part of this review, we identified competency barriers 
(procedures and devices but also skills and experience of 
people performing the activity) that would reduce the risk 
of an incident happening.
To ensure these barriers are effectively in place, we 
decided to adapt the existing competence assessment 
procedure to incorporate management of the competency 
barriers identified in the safety case.
We publicised these new procedures through dedicated 
vessel sessions for all assessors and internal verifiers.
The new assessments carried out from mid-2021 onwards 
are formally documenting required competency barriers, 
adding one layer of protection for the prevention of major 
accidents. The target is to extend the assessment to all 
personnel with safety-critical roles.
Other examples include the subcontractors safety 
forums, which are yearly meetings organised around 
the world involving the management of the main 
subcontractors working in our projects to discuss HSE 
performances, share lesson learned and commit to 
specific areas of improvement. 
5 
SUBCONTRACTORS SAFETY FORUM ORGANISED 
IN THAILAND AND NIGERIA
The Line of Fire campaign was developed to raise 
awareness at all levels of a project’s organisation about the 
risks represented by Line of Fire situations with the ultimate 
target of decreasing the frequency of related incidents. 
Line of Fire includes several risk subcategories as dropped 
objects, release of stored energy, moving equipment and 
vehicles.
10
SITES INVOLVED IN THE CAMPAIGN
506 
EVENTS ORGANISED
More than 1,600
PARTICIPANTS
Further initiatives we launched for a step change in terms 
of behaviours were a workshop in Indonesia to engage 
the Site Safety Leaders of Karimun (a preliminary step 
in a larger strategy, setting the foundations for helping 
leaders identify personal behaviours that are visible 
and sustainable over time), and the Be a Safety officer 
campaign (enrolling personnel from different departments 
in a comprehensive HSE induction by Senior HSE staff to 
prepare them to be involved as junior HSE officer in the 
HSE day by day activities for few days).
2
PROJECTS INVOLVED
130
PEOPLE INVOLVED
Train the HSE Trainers
To facilitate standardisation and the continuous 
improvement of training delivered by our family of internal 
HSE trainers, we developed a programme designed to 
increase competence, effectiveness, knowledge and 
skills related to training delivery - “Train the HSE Trainer” 
course.
The key objectives are to increase the knowledge that the 
participants have regarding essential internal HSE training 
resources.
The online programme consists of 2-hour sessions each 
day for 5 days and a follow-up 12-month Continuous 
Professional Development (CPD) Programme.
The HSE TTT project has continued to engage the global 
community of trainers and to align them to a common 
standard of delivery. Participants are sharing their CPD 
assignments on a regular basis and receiving individual 
feedback. In 2021, we conducted 4 sessions for a total of 
48 trainers.
Digitalisation helps Safety
Maintaining our position as a leader in health & safety 
requires the constant introduction of new technologies to 
lower the level of risk our personnel is exposed to daily.
The hands-free lifting beam is a Saipem solution 
(patent-pending) to discharge pipeline sections 
from a pipeline transportation vessel to a pipeline 
installation vessel. These operations were performed 
using cranes and manual interventions for decades. 
However, experience shows these operations are 
safety sensitive and that manual operations have 
induced numerous accidents in the offshore industry. 
The hands-free lifting beam is a Saipem design to perform 
these operations without exposing personnel to hazardous

63
ADDed VALUE AT OUR CORE
APPENDICES
manual operations. Basic engineering was completed 
in 2021 for a mock-up construction in 2022, to qualify 
and deploy the technology for future offshore pipelaying 
projects.
We are also developing a digital solution that 
consolidates data about safety barriers from different 
systems for the prevention and control of major accident 
scenarios. The tool will give a graphical and numerical 
representation of the barrier condition at various levels 
of detail. The solution will provide management with 
up-to-date information about the condition of safety 
critical elements that protect facilities from major 
accidents and support the prioritisation of corrective 
actions. This will reduce the risks of major accident events.
Safety also means Health and Wellbeing
We strongly believe that physical health, mental health, and 
personal well-being are essential for working safely and 
for facing the major changes and challenges that occur 
within our industry, and therefore have become strategic 
objectives for our company.
This is the reason why we upgraded and relaunched our 
Choose Life Programme, a set of tools that are aimed at 
provoking participants to critically consider issues relating 
to health and adoption of healthy behaviours.
The programme aims to tackle four main health risks: 
cardiovascular disease, malaria, sexually transmitted 
diseases and mental health, which has become a growing 
concern within our industry. According to the World Health 
Organisation, mental illnesses have been on the rise and 
affect a significant number of people globally.
Health has always been a priority for us, 
especially during the COVID-19 pandemic. 
We regularly set up our own new projects 
to safeguard health and we often engage in other 
health-related initiatives as well.
Below are several ongoing projects we are 
contributing to.
COVID-19 monitoring and operating solutions
In 2021, COVID-19 continued to pose a major burden on 
people’s health, impacting our employees and operations. 
The challenges for our company and its stakeholders were 
many, from the impossibility of changing crews regularly to 
restrictions imposed by local governments, from new virus 
variants affecting disease-control management to the 
emergence of an “infodemia” of fake news, based on easily 
accessible, not scientifically proven information and data.
Our health and medical department played a leading role 
in minimising the risks of being infected by the disease 
and assuring business continuity as much as possible. 
Monitoring of the worldwide situation and communicating 
to all our employees through 52 epidemiological bulletins 
(224 overall since the beginning of the pandemic) assured 
the continuous update of Health Risk assessments and 
the implementation of the most appropriate preventive 
measures.
The dynamic of the COVID-19 mutations in 2021 
required two revisions to the document regulating the 
management of COVID-19 measures implemented at 
operating sites. The health and medical task force issued 9 
communications on actual and emerging issues related to 
disease prevention. Presentations, leaflets, brochures and 
other informational material were revised and published in 
nine languages, making them accessible to all employees. 
Country-based health information was all updated with 
details and guidance about COVID-19 and other related 
health issues. We communicated the information regarding 
quarantined and COVID-19 positive personnel at operating 
sites to the Corporate Crisis Unit on a weekly basis.
We strongly encouraged employees to get vaccinated 
without promoting any of the vaccines available on the 
market that are approved by the local governments. All this 
ensured that our employees and subcontractors were 
properly and timely informed about the pandemic and the 
ways of minimising the risk of getting infected.
Clear and precise information on the situation in each 
country where we operate and on a worldwide scale, 
together with the availability of rapid diagnostic testing on 
site (Point of Care) helped us make appropriate decisions 
and maintain business continuity as much as possible.
All communications and documents issued during this 
period were based only on official and reliable sources, 
such as the WHO, ECDC, CDC, Mayo Clinic, Italian Ufficio 
Superiore di Sanità, etc. We also consulted with local 
governmental institutions, particularly the Ministries 
of Health, taking joint actions and always taking into 
considerations our Clients’ requirements in our decisions.
Drug and alcohol prevention programme
The main goals of our Drug and Alcohol Prevention 
Programme are the protection of the health and safety of 
employees, the prevention of unwanted events or damage 
in the workplace and to company property. In light of this, 
it is absolutely forbidden to use, distribute or trade alcohol 
and drugs at work.
We issued our Alcohol and Drug Policy in 2021 to provide 
a clear framework to all stakeholders on how the Company

INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
manages Alcohol and Drug abuse and misuse.
In this respect, we ran information sessions with 
employees at each work site on the effect of the misuse of 
Drugs or Alcohol.
199
TRAINING SESSIONS PERFORMED
2,005 
ATTENDEES
64
 
 sites/projects involved 
testing
Drug testing 
 
22,470 
121
Alcohol testing 
 
16,714 
122
Employees who believe they have a substance abuse 
problem can disclose this voluntarily (prior to any workplace 
impact or positive test result) and receive support, 
rehabilitation and employment retention. Employees who 
are confirmed to be positive for either Drug or Alcohol 
during testing can also access rehabilitation programmes. 
Follow up tests and strict monitoring of each positive case 
are carried out by the local health department.
Cardiovascular Disease Prevention 
Programme (CVDPP)
Cardiovascular disease is a major cause of disability and 
premature death in our industry. Our CVDP programme 
provides guidance and support to employees on 
preventing and reducing cardiovascular incidence, as 
well as minimising repatriation rates resulting from CVD 
pathologies. An employee-centred approach in terms of 
healthy diet, exercise, stress management, etc., is the key 
to our CVDP programme.
The CVDP programme provides an excellent tool for 
systemic screening of cardiovascular risks/diseases, 
aiming to identify high-risk groups, who can then access 
continuous clinical support by both our physicians and 
specialists from our partner hospitals. Since cardiovascular 
pathologies have been the single largest reason 
for repatriation in our company in recent years, this 
programme’s role has become more crucial than ever 
before.
56
SITES INVOLVED IN CVDPP
9,492
EMPLOYEES SCREENED
1,138
EMPLOYEES IDENTIFIED WITH ELEVATED CARDIOVASCULAR RISK
1,077
EMPLOYEES WITH ELEVATED CARDIOVASCULAR RISK
THAT PARTICIPATED IN TRAINING SESSIONS
Malaria Control Programme
Malaria is a serious, sometimes fatal, parasitic disease that 
is transmitted to humans by the bite of an infected female 
Anopheles mosquito.
Malaria remains among the leading causes of mortality 
around the world, and early diagnosis and fast-acting 
treatment prevent unwanted outcomes. It is the most 
common disease in Sub-Saharan Africa and some 
countries in Asia, while in the developed world malaria 
cases are imported from endemic areas.
This is the reason why we are committed to monitoring 
our worksites. This programme focuses on primary 
health care, early diagnosis, timely treatment and disease 
prevention. Our clinics located in malaria-endemic areas 
have the essential means to tackle this infectious disease. 
In case of serious complications, the patient is referred to a 
third-party clinic.
Malaria can often be prevented with prophylactic 
drugs and taking measures to prevent mosquito bites. 
There are four main principles of malaria prevention 
(Awareness, Bite prevention, Chemoprophylaxis, early 
and prompt Diagnosis) which could assure 100% 
protection. Chemoprophylaxis, taken when appropriate, 
can prevent acute malaria attacks. However, employees 
and their doctors should be aware that no antimalarial

65
ADDed VALUE AT OUR CORE
APPENDICES
prophylactic regimen gives complete protection, but good 
chemoprophylaxis (adherence to the recommended drug 
regimen) significantly reduces the risk of fatal disease.
We make sure our employees working in high malaria-risk 
countries such as Nigeria and Indonesia can attend the 
Malaria Awareness Course.
For example, in Nigeria we facilitated Malaria awareness 
lectures and toolbox talks and we performed regular 
monthly fumigations in offices, workshops, fabrication 
yards, accommodations, recreation areas and 
surroundings.
In Indonesia, we launched the Malaria screening 
programme for employees at the Tangguh LNG Expansion 
project site from January to November 2021. The blood 
smear examination test was coordinated by the 
Project Health Coordinator and Field Health Personnel. 
This initiative aimed to identify early on malaria infections 
among potential malaria carriers (employees from endemic 
areas, both symptomatic and asymptomatic cases). 
We registered zero on site malaria transmission cases.
Using passive case detection, we screened a total of 4,395 
cases (symptomatic patients), diagnosing eight positive 
cases. On the other hand, there were no positive case in 
the 332 screening tests using the method of active case 
detection (applicable only to asymptomatic and subclinical 
or sub-patent infections). All malaria cases were not 
indigenous cases but imported.
World Malaria Day, which takes place on April 25 each year, 
is an internationally recognised day highlighting global 
efforts to control malaria and celebrating the progress 
that has been made. Since 2000, malaria treatments and 
prevention have saved millions of lives. However, half the 
world is still at risk from this preventable, treatable disease, 
which costs a child’s life every two minutes.
HUMAN RIGHTS
The idea that people are at the core of our activities 
and company’s ethos expresses itself mainly through 
the respect and promotion of human rights. This has a 
macro-dimension in advocating, adopting and complying 
with international and regional codes of human rights. 
And it also has a micro-dimension, in terms of the daily 
application of such rights in various small acts within the 
workplace with colleagues, contractors and clients, as well 
as in communities at large.
In the context of our company’s relationships with 
employees, external suppliers and other stakeholders, in 
2021, we focused on several human rights areas, a few of 
which stand out: employee welfare at work, ethical conduct 
of external suppliers and security contractors’ training in 
deescalating possible conflictual situations and avoiding 
the use of coercion.
Here is a brief recap of these initiatives on Saipem’s 
promotion and application of human rights.
Saipem joined Building Responsibly
In 2021, we joined Building Responsibly, a coalition of 
leading engineering and construction companies working 
together to raise the bar in promoting the rights and 
welfare of workers across the industry.
This decision recognises the importance of collaborating 
with industry peers to ensure a better work environment 
for workers in the overall sector.
Building Responsibly developed the Worker Welfare 
Principles to serve as the global standard on worker 
welfare for the engineering and construction industry. 
They address key areas of worker vulnerability to 
raise standards and level the playing field so that 
competitiveness is not at the expense of the worker.
Building Responsibly members are committed to acting 
ethically and with integrity in all their business dealings 
with respect to worker welfare by supporting and adopting 
these 10 principles:
1. workers are treated with dignity, respect and fairness;
2. workers are free from forced, trafficked and child 
labour;
3. recruitment practices are ethical, legal, voluntary and 
free from discrimination;
4. freedom to change employment is respected;
5. working conditions are safe and healthy;
6. living conditions are safe, clean and habitable;
7. access to documentation and mobility is unrestricted;
8. wage and benefit agreements are respected;
9. worker representation is respected;
10. grievance mechanisms and access to remedy are 
readily available.
As a new member, we participated in the BR meetings, 
collaborating and sharing experiences and discussing the 
main efforts and obstacles. Further, BR working groups 
are aimed at developing strategies and tools to promote 
their principles and establish a common, global baseline 
on safety, security and welfare for all people working in the 
engineering and construction industry.
We are committed to continuing to collaborate with BR and 
its member companies and to including the Worker Welfare 
Principles in our company procedures and practices to 
decrease human rights risks in the company and along the 
supply chain.
Assessing Human Rights Risks 
at our operational sites
The Human Rights risk register was created to analyse the 
potential risks associated with activities in our projects

66
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
that may have an impact on human rights of internal and 
external stakeholders. In 2020, we tested the tool in Kuwait. 
In 2021, we applied the “Human Rights risk register” 
at the relevant company sites to identify and address 
potential human rights risks in our operations: 23 countries 
completed the risks assessment for human rights and a 
total of more than 250 potential risks were assessed.
The human rights risks were identified by type:
Security 31%;
 ≥
Labour and employment 26%;
 ≥
Supply chain 18%;
 ≥
Country/systemic 17%;
 ≥
Local communities 8%.
 ≥
For each human rights risk, we defined and implemented 
a number of mitigating actions, which may include, among 
others, the training of personnel, including subcontractors, 
on ethics and human rights and the improvement of 
internal monitoring and auditing activities.
As an example, in Peru, we set up human rights workshops 
to train 26 security guards in 4 class sessions about 
their responsibility to support, respect, promote and 
observe fundamental human rights when carrying out their 
activities. Another training goal was to reinforce, among 
employees, the concept of the importance of treating with 
dignity all colleagues and those with whom they interact on 
behalf of the company, minimising the use of force in the 
event of a threat to personnel and/or assets.
A year later: 
the worker welfare action plan in Kuwait
Following the successful test of the Human Rights risk 
register in Kuwait in 2020, we generated a specific worker 
welfare action plan to cover risks associated both with rig 
operations and specific welfare activities (HSE audits of 
subcontractors, training of the workforce on human and 
labour rights, periodic hygiene inspections, meetings on 
share expectations regarding human and labour rights, 
etc.).
To spread awareness among employees impacted by 
these issues in their activities, we prepared and distributed 
an “Employee Handbook” for 55 Saipem personnel and 
33 subcontractor personnel. The handbook, a guide to 
rules and procedures, includes general information about 
Kuwait, local security guidelines, local work-related rules 
and regulations, worker rights, labour laws and applicable 
project-related HSE procedures.
2-hour training sesssions on grievance procedures and 
human and labour rights were delivered to the entire 
workforce, including subcontractor personnel.
Two meetings with the management of the main 
subcontractors were organised to share Saipem’s and its 
client’s expectations for the implementation of personnel 
welfare procedures and of a planned monitoring system.
Promoting a Whistleblowing system 
for human and labour rights
We defined the protection and promotion of human 
rights as founding principles of our Code of Ethics, and 
all Saipem’s directors, statutory auditors, managers and 
employees, as well as all those who operate in Italy and 
abroad to achieve our objectives, shall comply with these 
principles. They shall also report any conduct that is 
not in line with these principles, in accordance with the 
Whistleblowing Reports procedure.
In order to reinforce information on these principles and 
the whistleblowing system in place for all workers, including 
subcontractor personnel, we included specific content in 
the induction training given to anyone who enters Saipem’s 
operational sites. This will allow us to reach all workers, 
including those of our subcontractors, making them aware 
of our basic principles on human and labour rights and the 
system for reporting any possible violations. In addition, 
specific posters were posted on project sites in selected, 
accessible locations.
In 2021, this activity was implemented in some Onshore 
E&C projects involving 11 countries.
Training on Human Rights 
and the Supply Chain
Starting in 2016, we implemented a training programme 
on “human rights and the supply chain” to train all 
Saipem procurement functions involved, mainly Vendor 
Management and the Post Order Functions. The training 
includes a focus on international standards and our 
policies, the actions that can be implemented and the role 
of employees on these critical issues. Training aims to 
instruct employees who interact directly with vendors on 
the importance of reporting serious situations they may 
observe during visits to vendors. The training is delivered 
mainly via an e-learning platform to reach all Saipem sites 
worldwide. A total of 804 employees were trained between 
2016-2021, covering the entire population of post Order 
Functions.
Starting in 2020, training has been made available to all 
new employees entering the Functions involved.
Training on Security and Human Rights
We are committed to adopting preventive measures 
aimed at minimising the need for a response from 
public/private security forces in the event of any threats 
to the safety of its people and the integrity of its assets. 
We liase with local security forces to ensure a shared

67
ADDed VALUE AT OUR CORE
APPENDICES
commitment to human rights, as well as the adoption of 
rules of engagement that limit the use of force and the 
impact on local communities. Before signing a contract, 
due diligence is performed on suppliers of security 
systems and services to also verify any potential violation 
of human rights. We introduced clauses regarding the 
respect of human rights in our contracts with these 
suppliers starting in 2010 and failure to observe these 
clauses leads to the termination of the contract.
In order to further reinforce the importance of respecting 
human rights in managing security, we launched an 
e-learning training programme in 2020, specifically 
dedicated to people operating in Security functions. 
Training includes a specific focus on ethics and 
compliance, including the respect and promotion of human 
rights. In 2021, a total of 51 people completed training, 
which is expected to be continued in 2022 for the rest of 
the population involved.

68
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
CONNECTIONS
Strengthening all the links of the value 
chain, locally, nationally, internationally.
Connecting in the right way with all our stakeholders gives 
us the chance to be more accountable and successful as 
a company over time. Be it vendors in our global supply 
chain, local communities hosting our plants, regional 
administrations our services interface with, natural 
environments we explore and tap into, establishing healthy, 
sustainable, mutually beneficial connections is what we 
depend on, and these are the main areas in which we seek 
to strengthen our connections.
SHARING VALUE 
ALONG OUR SUPPLY CHAIN
We believe that relationships with vendors are built on 
ethical behaviour and mutual trust, and together with the 
Saipem Ethical Supply Chain Management System, highly 
increase our chances for success in every endeavour.
The ongoing update of Saipem’s Vendor Management 
System adds value ensuring that our partners abide by our 
Code of Ethics, whose principles are based on the United 
Nations’ Universal Declaration of Human Rights and the 
Fundamental Conventions of the ILO (International Labour 
Organisation) on the respect of human and labour rights, 
the protection of employees’ health and safety and the 
environment. This is especially important given that we 
work with many vendors in countries that are considered 
critical when it comes to human and labour rights. 
We evaluate vendors on crucial topics like child and forced 
labour, freedom of association and the right to collective 
bargaining, remuneration, discrimination, disciplinary 
practices and legal working hours. Assessment visits are 
also conducted to monitor these aspects and guarantee 
that workers’ rights are being respected.
We also perform specific assessments for services that 
perform “high risk” operations in terms of health and safety 
by analysing our vendors’ ability to manage HSE concerns.
All these sustainable aspects are integrated in the Vendor 
Management System and, more broadly, in our Supply 
Chain processes in three interrelated phases, which can be 
summarised as follows:
1. Vendor qualification.
2. Contract award and execution.
3. Vendor performance monitoring and feedback.
KEY PROCESSES AND INSTRUMENTS IMPLEMENTED 
TO MANAGE SUSTAINABILITY ISSUES IN THE PROCUREMENT CHAIN
1. QUALIFICATION
Risk profiling
 ≥
Counterparty risk assessment
 ≥
Qualification questionnaire
 ≥
Audit
 ≥
2. CONTRACT AWARD AND EXECUTION
Contractual provisions 
 ≥
and regulations
Site inspections and audits
 ≥
Events and forums
 ≥
3. FEEDBACK
Feedback questionnaires
 ≥
1. Qualification
During the qualification process, the analysis of vendor 
information is the first step to get to know and understand 
their capacities. This phase involves gathering data and 
information, as well as vendor documentation, to evaluate:
their technical capabilities, including their alignment with 
 ≥
quality standards
their financial, reputational and ethical reliability
 ≥
their ability to manage sustainability issues.
 ≥
The level of risk linked to sustainability issues is 
determined by the country of origin of each vendor and 
the industrial sector and/or importance of the supply. 
The vendors identified with a high sustainability risk level 
undergo more in-depth investigations.
Depending on the type of goods or services, vendors are 
subjected to a Counterparty Risk Assessment, aimed at 
verifying their ethical conduct in terms of anti-corruption, 
unlawful conduct and human rights, as well as any other 
aspect that could directly damage the reputation of the 
vendor, and indirectly the reputation of Saipem.
Depending on the level of risk of exposure linked to 
human rights and/or health and safety and environmental 
management, vendors are assessed during the 
qualification phase to check compliance with our principles 
and the vendor’s ability to manage these issues.

69
ADDed VALUE AT OUR CORE
APPENDICES
595 
SUPPLIERS ASSESSED ON HSE ISSUES
598 
SUPPLIERS ASSESSED ON LABOUR RIGHTS ISSUES 
IN HIGH-RISK COUNTRIES
144 
QUALIFICATION AUDITS ON HUMAN AND LABOUR ISSUES 
IN HIGH-RISK COUNTRIES SINCE 2011
2,627 
VENDOR QUALIFICATION QUESTIONNAIRES ON LABOUR RIGHTS 
IN HIGH-RISK COUNTRIES ANALYSED SINCE 2013
2. Award and execution
During the bid and contract execution phases, the process 
foresees further controls, including a counterparty risk 
assessment based on the total value of the supply. 
For goods and services deemed to be at high risk 
regarding HSE issues, specific assessments to check the 
vendor’s ability to perform the contract in accordance 
with international and Saipem standards are performed 
verifying the capacity to manage HSE aspects.
Furthermore, the contractual conditions applied to all 
vendors include specific requirements to strictly comply 
with Saipem’s Code of Ethics and to respect human rights.
We organise specific events for vendors before and during 
qualification to train them also on HSE issues.
3. Feedback
Vendor performance and compliance with contractual 
provisions are constantly monitored: a multi-disciplinary 
feedback process is implemented across the various 
phases of the supply chain to evaluate vendor conduct, 
including sustainability aspects, such as any incidents 
occurring during the execution of work, conformity with 
local HSE or labour legislation, or evidence collected 
during site inspections and audits.
This feedback guarantees the assessment of the vendor’s 
overall reliability and, in the case of serious breaches, 
the possibility to terminate the contract or suspend the 
vendor’s qualification.
2,167 
FEEDBACK QUESTIONNAIRES ON VENDOR PERFORMANCE 
COMPLETED
86% 
OF WHICH WERE POSITIVE AND 
8% 
NEUTRAL
With over 60 years of operations across the globe and 
throughout various industrial sectors, we have created a 
consistent network of partners and vendors.
We have more than 23,000 active vendors, 7,226 of which 
qualified in 2021. More than 26% of them have worked 
regularly with Saipem for more than 10 years. We work with 
local vendors contributing to their know how development 
and to local economies. About 68% of total purchases 
are from local vendors, i.e. vendors working in the same 
geographical area where we execute the project.
Vendors, subcontractors and partners are 
asked to comply fully with the principles 
stated in the Code of Ethics and to respect 
Human Rights in accordance with Saipem’s 
Sustainability Policy.
Supply Chain - Green Procurement
Before the pandemic, supply practices had already been 
deeply influenced by the growing focus of markets, 
institutions and investors on environmental sustainability 
issues. COVID-19 has accelerated changes in Supply 
Chain management, highlighting the weaknesses in global 
supply chains. Designed to optimise costs and efficiency, 
supply chains have a global footprint and are complex to 
govern. That’s why more and more companies are deciding 
to relocate their supplies through “reshoring”, facilitating 
the achievement of carbon neutrality targets thanks to 
shorter Supply Chains located in countries with higher 
environmental standards. European Union institutions 
have approved a resolution making industrial companies 
responsible for the sustainability of their operations, 
requiring more detailed due diligence of their supply 
chain. Digitalisation and technological evolution provide 
new tools to comply with environmental impact reduction 
targets and the constraints imposed by regulations. As a 
result, we are drawing a Roadmap on Green Procurement 
to guide us through a rapidly evolving landscape whose 
horizons are not yet fully defined. This Roadmap will bolster 
a more sustainable management of our Supply Chain 
flows, strengthening our procurement’s leading role in 
reducing global emissions.
In order to achieve the objectives of the Supply Chain

70
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
- Green Procurement Roadmap, we have launched a 
Supply Chain - Green Procurement task force (dedicated 
Workstream) as part of the broader Net-Zero Programme, 
involving about 30 resources across our Company, from 
Supply Chain, HSE, Digital, Sustainability and other teams.
One of the biggest challenges in reducing our carbon 
footprint is related to indirect (Scope 3) emissions, which 
relate mostly to our supply chain, on which we do not have 
direct control.
While engaging on this journey there are some challenges 
to be addressed:
1. Supply Chain - Green Procurement involves all three 
emission Scopes:
Scope 1 and 2: procurement is involved in the purchase 
 ≥
of materials and products needed for new projects and 
to retrofit and renew initiatives, therefore impacting 
on Scope 1 and 2 emissions due to their energy 
consumption.
Scope 3: the Supply Chain impacts heavily on indirect 
 ≥
emissions from suppliers and freighting as an example.
2. With regard to Scope 3, there is a great variety and 
number of commodities to be monitored that must be 
available on our construction sites all over the world with 
impacts on both manufacturing and logistics and therefore 
on the overall carbon footprint.
The Supply Chain - Green Procurement Workstream’s 
ambitions include:
The adoption of an ESG platform to monitor the 
 ≥
sustainability performance of our vendors at an even 
more advanced level. That’s why during 2021, we signed 
the agreement to enter into the Open-es initiative and 
adopt the ESG digital platform for the Supply Chain. 
We will carry out the onboarding of our Supply Chain 
starting from 2022 through targeted engagement 
initiatives of our Vendors.
The definition of methodologies and tools for monitoring 
 ≥
emissions for more accurate traceability of the carbon 
footprint. During 2022, we aim to strongly engage key 
vendors in order to collaborate for the collection of the 
technical information necessary to refine the calculation 
model of Scope 3 emissions.
The strengthening of the sustainability requirements in 
 ≥
the procurement of products and services from a life 
cycle perspective to prevent environmental impacts 
from being unintentionally shifted elsewhere within the 
life cycle. This is relevant also in the supply process 
for identifying and selecting materials, products and 
services with a lower impact on the environment and 
on human health. Green procurement is a fundamental 
step of this approach, through the definition of specific 
requirements for the purchase of products and services 
that can ensure the reduction of environmental impacts 
deriving from its production and utilisation.
These ambitions are detailed in a structured framework 
built to meet the short and long-term objectives of the 
overall Green Procurement Roadmap.
In the short term, our goal is to improve monitoring of 
emissions related to Commodity Codes, and to evaluate 
the possible impact of ESG requirements on our Vendors.
In the long term, we expect to start enforcing these 
requirements by the end of 2022.
Open-es
Sustainable development is one of the main 
competitiveness levers for companies that are gradually 
integrating sustainability into business models and along 
the entire Supply Chain.
Open-es is a systemic initiative and an alliance between 
industrial and financial players that, through a digital 
platform powered by Eni, the Italian multinational Oil&Gas 
and energy player, and open to all companies and industrial 
sectors, aims to support the sustainable development of 
businesses.
Open-es is an open and collaborative ecosystem where 
all the players in the Supply Chain can undertake a path of 
growth and sharing on the pillars of sustainability on which 
the Platform is based: Principles of the Planet, People, 
Economic Prosperity and Corporate Governance.
This allows each player to:
check their sustainability score compared to the other 
 ≥
players in the sector;
access the Development/Improvement Plan generated 
 ≥
by the Platform to improve the sustainability score;
access services offered by other companies in the 
 ≥
Development Hub area to receive support in the 
implementation of improvement actions.
Through Open-es, we aim to have visibility on the 
sustainability performance of our vendors in order to refine 
the internal Vendor Qualification processes.

71
ADDed VALUE AT OUR CORE
APPENDICES
PARTNERING AT THE LOCAL LEVEL 
TO CREATE VALUE
With over 60 years’ experience, we are present in more 
than 70 countries and in almost every energy market in the 
world, through a decentralised structure that can respond 
to local needs and sustainability challenges.
We play an active role in the local community in different 
ways, but always contributing to the social, economic and 
environmental life of each area, mainly in terms of local 
employment and long-term value creation.
On the one hand, when there is a construction yard, a 
long-term presence brings with it a long-term commitment 
through direct investments. On the other hand, in case 
of project activities, a short-to-medium-term presence 
requires that our value creation approach adapts to 
different operational contexts, observing national, local or 
client requirements.
We have always been actively engaged in the development 
of relationships with local stakeholders, both in the 
communities where we have been historically present and 
in areas where we have recently initiated contact. We strive 
to act responsibly in all areas where we operate. Not only 
does this mean being responsible in terms of human 
and labour rights (see page 65), but it also means being 
committed to promoting positive behaviour outside of our 
operational boundaries.
We consider our business model sustainable: significant 
evidence can be seen in the real change we bring about 
in the communities where we develop our activities and in 
our interactions. We generate new jobs and spur demand 
for local goods and services, all the while building and 
improving infrastructure, contributing to the education 
system and developing professional skills. During our 
journey, we have had the opportunity to build and 
strengthen our relationships with communities around the 
world, forging the socio-economic conditions needed for 
the effective enjoyment of fundamental human rights and 
the promotion of growth.
€398,000 
TOTAL SPENT
28
INITIATIVES IMPLEMENTED
15
COUNTRIES INVOLVED
≥33,000 
BENEFICIARIES
8
SDGS COVERED

72
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
8
8
11
11
13
13
15
15
3
3
3
9
3
4
4
4
Italy
Senegal
Peru
Bolivia
Argentina
Nigeria
Equatorial Guinea
Brazil
OVERVIEW OF SDG-DRIVEN INITIATIVES AT LOCAL LEVEL
 ≥
Inhabitants of the area 
 ≥
of San Donato Milanese
 ≥
NGO
 ≥
 ≥
50 talented youths from 
 ≥
local community
 ≥
Local
 ≥
 universities
 ≥
40 graduates
 ≥
 ≥
Local community
 ≥
 ≥
109 employees 
 ≥
and their families
 ≥
Local provider
 ≥
 ≥
around 4,000 residents
 ≥
 ≥
Local authority
 ≥
 ≥
80 people in the Huacaya 
 ≥
community
  ≥
 ≥
72 family members
 ≥
  ≥
 ≥
500 students
 ≥
  ≥

73
ADDed VALUE AT OUR CORE
APPENDICES
Legenda
SDGs 
 ≥
Number of beneficiaries
 ≥
Area of intervention:
 ≥
Environment
 ≥
Health
 ≥
Education
 ≥
Economic development
 ≥
Main stakeholders involved
 ≥
8
8
8
9
9
11 13 15
3
3
3
4
4
4
India
  ≥
5,000 students
 ≥
 ≥
Local government, 
 ≥
local school
Indonesia
Saudi Arabia
Oman
Angola
Kazakhstan
 ≥
39 students
 ≥
 ≥
Local university 
 ≥
and government
 ≥
+400 students, 4 local 
 ≥
communities 
in Al Wusta Region
 ≥
Local authorities, client
 ≥
 ≥
100 people including 
 ≥
employees and their families, 
Dammam inhabitants 
(around 4 mln)
 ≥
Local authority
 ≥
 ≥
50 fishermen and 2,700 people 
 ≥
from the community of Ambriz
 ≥
Local authorities 
 ≥
and government
 ≥
2,466 West Pangke Villagers, 
 ≥
Community of Karimun 
(around 250,000 people), 
Community of Ambat village, 
142 fishermen, 70 students
 ≥
Local communities, local 
 ≥
authority, local school
Azerbaijan
 ≥
Baku inhabitants 
 ≥
(around 2 mln)
  ≥
Local authority, NGO, 
 ≥
local association
11 13 14 15
8
9
13 15
3
4

74
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
A summary of initiatives implemented at local level for 
area of intervention. Some focuses are included.
Economic development
ANGOLA
Support for a fisherman cooperative in Ambriz: 
reorganise the fishermen’s cooperative to improve the 
income of 50 fishermen families and to promote the 
growth of fishery activities. Involvement of local authorities 
and government.
INDONESIA
Pelawan Beach Improvement: support the improvement 
of public spaces to increase the tourism prospects and 
create economic opportunities. Involvement of the local 
community.
Ambat Fisheries Development: strengthen fishing and 
fisheries, driving 142 fishermen to become entrepreneurs 
in the Pangke and Wet Pangke community, on Karimun 
island. Involvement of local authorities.
Education
BRAZIL
Archimedes Project: support 50 talented youths from 
a poor community in Rio de Janeiro to develop their 
potential capabilities and drive them to much better-quality 
employment. Involvement of local universities.
INDIA
School Infrastructure Programme: develop school 
infrastructure supporting 5,000 students from low-income 
families in Chennai. Involvement of local government and a 
local NGO.
INDONESIA
Reconstruction of a Village Library: improve the 
education quality of the 2,466 West Pangke villagers and 
support the development of public facilities. Involvement of 
the local community.
Karimun English Workshop: improve the English 
communication skills of 70 students from the Karimun 
community to increase the prospects for job opportunities. 
Involvement of local authorities and school.
KAZAKHSTAN
ERSAI Scholarship: support 39 students from 
low-income families of Kuryk village to study at universities. 
Involvement of the local university and government.
NIGERIA
Rumuorlumeni Community Training Programme: 
develop industrial skills and competence of 40 
undergraduates to increase chances of employability of 
youths from the Rumuorlumeni community. Involvement of 
the local community.
Environment
INDONESIA
Gotong Royong Green Cleaning Programme: promote 
environmental awareness and the importance of 
environmental preservation and pollution reduction with 
the involvement of the community of Ambat village.
SENEGAL
Waste management awareness for schools: raising 
awareness among 500 students of waste management 
and for the adoption of eco-responsible practices to 
reduce pollution caused by waste in Dakar.
Health
ANGOLA
Malaria Prevention Programme for the rural community 
of Ambriz (around 16k people) to reduce risk and improve 
protection from malaria. Involvement of local authorities.
Community Health Promotion Programme in 
Ambriz: improve public health system by reducing the 
risk of diseases related to water sanitation hygiene. 
Involvement of local authorities.
Mobile vaccination programme to protect 2,700 children 
in Ambriz against preventable diseases. Involvement of 
local authorities.
ARGENTINA
FamiLiHS & Choose life: promote Health and Safety 
culture, providing information about the safety behaviours 
to adopt at home and at work, information on health 
awareness during the COVID-19 pandemic isolation 
and healthy lifestyle. Initiatives carried out for 72 people, 
with the participation of workers’ families. Based on the 
country’s health statistical data, medical studies, national 
programmes and the Saipem Choose life programme, we 
organised “Move for a Healthy day” sessions, explaining 
the benefits of practicing regular physical activity to reduce 
weight, lower the risk of non-communicable diseases, 
improve mental health, reduce stress and anxiety. 
We showed “First Aid techniques at Home” to participants. 
Parents especially received information and techniques 
on how to intervene in case of an emergency at home, 
with cardiopulmonary resuscitation in children and babies, 
preventing burns, etc.
BOLIVIA
Provision of personal protective equipment against 
COVID-19: prevent the spread of COVID-19 among 80 
people in the Huacaya community by providing medical 
protective materials.

EQUATORIAL GUINEA
Co-financing the construction of the district hospital 
in Kogo: support social work as part of “National Content 
Plan Legislation” to reinforce the capability of the local 
health system. Involvement of local authorities.
INDONESIA
Little LiHSE workshop: improve knowledge and 
awareness of health, safety and environment among 40 
children of Saipem employees in Jakarta.
During an event organised in collaboration with Repsol, 
we delivered medical materials to fight COVID-19 to the 
Huacaya community. The Huacaya community authorities 
took part in the event, expressing their satisfaction and 
gratitude for the medical support offered by our company, 
which through this type of local engagement contributes 
to the health awareness and wellbeing of communities 
in the areas of its operations. We delivered surgical 
facemasks, disposable latex gloves, dispensers of alcohol 
gel, hand sanitizer alcohol gel, containers of liquid gel 
soap and containers of liquid bleach to the Huacaya 
community.
The very first corporate volunteering initiative
In 2021, we launched the corporate volunteering 
programme: the first initiative conducted in collaboration 
with Legambiente, an Italian environmental association, 
to collect abandoned waste and support habitat 
restoration in a green area of San Donato Milanese (Italy), 
where our headquarters are located, along the bend of 
the Lambro River.
The area is part of the ReLambro SE Project (Southeast 
Ecological Lambro Metropolitan Network Ecosystem 
Services), a redevelopment project in the eastern 
area of the city of Milan aimed at enhancing the river’s 
ecosystem and rediscovering its natural capital. 
The feedback received from the 46 volunteers who 
took part in the initiative was very positive: in addition 
to the satisfaction of helping redevelop a green area 
with a rich ecosystem and a considerable landscape 
value, carrying out a series of activities under safe 
conditions and in compliance with COVID rules also 
contributed to the success of the experience. Volunteers 
managed to collect 329 kilos of waste in just two hours. 
Considering the success of the initiative, we want to keep 
promoting the culture of volunteering by involving other 
sites in Italy and abroad.
Together for the environment in Saudi Arabia
In Saudi Arabia, we took part in the “Saudi Green 
Initiative” and “Eastern Province Green Initiative”, a 
green campaign launched by the Saudi authorities to 
increase vegetation cover and combat desertification by 
planting 10 million trees across the country. The Saudi 
Government “Let’s make it green campaign” included 
sustainable development projects, memoranda of 
understanding with government entities, private sector 
initiatives and active participation from all community 
members.
As participants in this campaign, we organised the 
“Let’s make it green” event, which consisted of planting 
350 trees of local species in collaboration with the 
Municipality of Dhahran. A second environmental 
initiative organised in collaboration with the Municipality 
of Dhahran was the clean-up of Half Moon Beach to help 
raise awareness of the impact that plastic pollution has 
on marine life.
Both environmental events were sponsored and 
supported by our management and employees.
Caspian Beach Clean-up
The initiative consisted in the manual clean-up of Caspian 
beaches (Azerbaijan) with the participation of Saipem 
employees and their families, with the aim of supporting 
local municipalities and NGOs in cleaning up polluted 
beaches. The clean-up activity involved removing solid 
litter, dense chemicals and organic debris deposited on 
beaches or coastlines. The initiative is an example of 
an activity that will increase Environmental awareness 
among personnel and future generations.
Support in planting trees in Baku
A “Tree Planting” campaign was arranged by the Saipem 
Shah Deniz 2 Project in Azerbaijan to contribute to 
protecting the environment by improving air quality, 
supporting wildlife and also bringing people together.
Tree planting in fact is a very effective way to improve 
local air quality and biodiversity, improving shading and 
wellbeing, making areas healthier places to live in.
35 trees (firs) were planted around the Baku Deep Water 
Jackets Factory.
18 Saipem employees participated in this event.
FOCUS ON
75
ADDed VALUE AT OUR CORE
APPENDICES

76
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
OMAN
We will support You: contributing to reducing contagion 
of 4 local communities in Al Wusta Region from COVID-19, 
ensuring the proper application of recommendations from 
Health entities and facilitating the distribution of essential 
material. 
The initiative was achieved through five campaigns carried 
out in the communities around a project area where many 
families are located, as well as the local hospital. A total 
of 187,500 face masks 2,950 sanitizers and hundreds of 
informative brochures were distributed to the communities 
such as Wadi Say, Dahar, Raz Markaz and Raz Madraka 
and surrounding Bedouin Villages, as well as to the Duqm 
Hospital and Omani Woman Association, benefiting four 
communities from the Al Wusta Region.
Initiatives were implemented in full coordination with the 
main stakeholders, such as WALI, the local authority of Al 
Wusta Region, Duqm Hospital, OQ8 as Project client and 
Saipem people.
WALI also delivered a recognition letter to us for our social 
responsibility, engagement and continuous support with 
community needs in several different areas, including 
health, environment, water access, cultural and community 
service during the execution of EPC3 Duqm Refinery 
Project.
Welcome back to School: support local schools providing 
safe conditions against COVID-19.
The initiative was planned in three phases:
1) awareness workshops to reinforce health awareness 
and reduce the factors of the spread of infection. 
2) designed protection materials to motivate the children 
to use them.
3) disinfection cabins were installed.
To guarantee that students, teachers and visitors were 
correctly sanitized before their entry inside the building, 
we installed two disinfection cabins at the main gate of 
the school. This allowed everyone to sanitize their hands 
and other vulnerable parts of their body to get rid of any 
microbes, bacteria or viruses, before entering the school.
The initiative took place in two schools in Duqm involving 
more than 400 students.
PERU
Improving mental health through the management 
of work stress in times of COVID-19: disseminate 
techniques for stress management and healthy habits 
among 109 employees and their families.
SAUDI ARABIA
LiHS for families workshop: promote safety behaviour 
skills and improve safety attitudes among 100 people 
including employees and their families.
Focus on Oman
We are fi rmly committed to creating In Country Value 
(ICV) in Oman, through both our operations and local 
value generation in terms of employment opportunities, 
development of competencies, training programmes, 
know-how transfer and collaborating with Small and 
Medium Enterprises.
The ICV Plan of the EPC3 Duqm Refi nery Project has 
achieved remarkable results, positioning Saipem as an 
important contributor to the sustainable socio-economic 
development of Oman.
Overview of some initiatives involving local communities:
Omanisation and Employment Opportunities - 
 ≥
the project achieved 28% Omanisation, strengthening 
local workforce, hiring local people and offering training 
programmes developed to enhance their know-how, 
expertise, and competence.
Training for Employment - a technical training 
 ≥
programme aimed at developing the workforce on 
vocational and professional competencies on 5 essential 
labour market topics. A total of 70 trainees participated 
in HSE, English and technical programmes for 18-20 
months, getting a national vocational qualification 
certificate.
Training for Development - an 18-month highly 
 ≥
qualified skills and training programme for 20 trainees. 
The training programme is completed by 6 months of on 
the job training.
International and National Scholarship Programmes - an 
 ≥
enrichment programme and international scholarships 
for 11th-12th grade students whose academic and 
personal accomplishments are already noteworthy.
Local Sourcing of Goods and Services - a large portion 
 ≥
of the project procurement was purchased and 
manufactured in Oman with an estimated 330 million 
USD spent on local procurement of “Made in Oman” 
goods and local services.
SME Development - we organised several workshops 
 ≥
to increase the competencies and productivity of Small 
and Medium Enterprises (SMEs.) 75% of the Project’s 
subcontractors were represented by SMEs.

77
BIODIVERSITY AND SENSITIVE AREAS
Biodiversity refers to the variety of living species on Earth, 
including plants, animals, bacteria and fungi. Each species, 
no matter how small, all have an important role to play, as 
every species depends on the services provided by other 
species to ensure survival. In February 2022, the Italian 
parliament approved the bill amending Articles 9 and 41 
of the Italian Constitution, mandating the safeguard of the 
environment, biodiversity and natural ecosystems in the 
interest of future generations.
More than half of the world’s economic output – USD 44 tn 
of economic value generation – is moderately or highly 
dependent on nature*.
The importance for companies to understand how 
nature impacts their financial performance and how they 
impact nature, whether positively or negatively, is rapidly 
growing, along with the longer-term financial risks that 
this may pose. Better information will allow companies 
to incorporate nature-related risks and opportunities 
into their strategic planning, risk management and asset 
allocation decisions.
The Taskforce on Nature-related Financial Disclosures 
(TNFD) was officially launched in June 2021 by 75 
institutions comprised of banks, investors, companies, 
governments and regulatory bodies to advance nature 
and biodiversity related measurements and reporting. 
The Taskforce works to develop a risk management and 
disclosure framework for organisations to report and act 
ADDed VALUE AT OUR CORE
APPENDICES
The protection and conservation of biodiversity and 
natural capital is an essential component of Saipem’s 
sustainability policy, integrated in the Company’s 
strategy and in project operations, establishing 
objectives to ensure a responsible management of 
potential impacts.
These are Saipem’s strategy pillars:
as an advanced engineering platform, Saipem is 
 ≥
committed to developing technological solutions to 
protect biodiversity;
it systematically integrates the management of 
 ≥
risks and impacts related to biodiversity in its 
environmental management system;
as a multinational Company operating worldwide, 
 ≥
Saipem is aware of the interconnections between 
climate change and biodiversity and is committed 
to carrying out programmes in the areas in which it 
operates involving clients and suppliers, as well as 
elsewhere and beyond its value chain, in order to 
improve climate resilience, by means of partnerships 
with organisations, governments, institutions;
while creating value in the areas in which it operates, 
 ≥
it is committed to addressing community-based 
initiatives aimed at biodiversity protection.
In line with these pillars and following the principles 
that are consistent with internationally recognised 
guidelines and standards on biodiversity, Saipem 
focuses on:
the identification and evaluation of all potential 
 ≥
impacts on biodiversity and ecosystem services 
deriving from its operations, implementing 
appropriate mitigation actions to minimise any 
adverse effects and respecting the mitigation 
hierarchy principle (avoiding and preventing the 
occurrence of negative impacts on biodiversity 
and, when the impacts cannot be avoided, reducing 
damage and remedying their effects and finally, 
compensating for any residual negative impacts);
in the case of residual impacts, implementing 
 ≥
compensatory works that respect the “no net loss” 
principle of biodiversity and, where applicable, have a 
net positive balance;
the promotion of research, development and 
 ≥
technological innovation aimed at reducing the 
impacts on the environment and biodiversity;
the promotion of training and awareness in 
 ≥
biodiversity protection and impact minimisation;
the implementation of initiatives, together with 
 ≥
local communities, organisations and authorities, 
to create awareness and reinforce the concept of 
biodiversity and ecosystems as an opportunity for 
local socio-economic development;
reporting regularly on its performance in the field of 
 ≥
biodiversity.
ADDed VALUE AT OUR CORE
APPENDICES
Saipem is committed to protecting 
biodiversity and ecosystems 
and to minimising impacts 
on biodiversity in the areas 
where the Company operates.
(*) Source: Taskforce on Nature-related Financial Disclosures (TNFD).

78
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
on evolving nature-related risks, aiming to shift global 
financial flows away from nature-negative outcomes and 
toward nature-positive outcomes. 
Biodiversity loss is currently a top global issue together 
with climate change. Biodiversity loss also poses the 
third-highest existential long-term risk, only behind a 
potential use of nuclear weapons and the collapse of 
nation-states, according to the World Economic Forum.
In the wake of COP26, a Nature positive vision for global 
biodiversity is set to become a key component of Net-Zero 
programmes.
Saipem is taking action on the issue of Biodiversity. 
Ongoing biodiversity conservation and environmental 
protection are the only sustainable ways of doing business. 
In our long-standing commitment to the “Protection of the 
Environment and Ecosystems”, we joined the TNFD in 2021.
In 2021, we were involved in various projects for the 
protection of biodiversity and ecosystems.
We operate in different natural environments, many of 
which may be sensitive. That’s why we always strive 
to guarantee safe and responsible operations, 
minimising impacts on biodiversity and protecting 
the natural environment and local communities. 
Biodiversity preservation is integrated into Saipem’s 
projects along their entire life cycle. Our approach to 
managing biodiversity during our activities and projects is 
based on the following principles:
identification;
 ≥
implementation & mitigation;
 ≥
R&D promotion;
 ≥
awareness.
 ≥
These principles are consistent with internationally 
recognised guidelines and Standards, and by applying 
them we aim to be a leading company for Biodiversity 
& Ecosystem Services management.
5 
COUNTRIES IN WHICH SAIPEM DID BIODIVERSITY ACTIVITIES
13
BIODIVERSITY PROJECTS
118
SENSITIVE AREAS INVOLVED (WITHIN 50 KM)
Recent Saipem Projects and Biodiversity Sensitive areas
Key Biodiversity Areas (KBA) are “sites contributing significantly to the global persistence of biodiversity”, in terrestrial, freshwater and 
marine ecosystems. Sites qualify as global KBAs if they meet one or more of 11 criteria, clustered into five categories: threatened 
biodiversity; geographically restricted biodiversity; ecological integrity; biological processes; and, irreplaceability.
Notes: the tool used to generate the sensitivity analysis map: https://www.ibat-alliance.org/

79
ADDed VALUE AT OUR CORE
APPENDICES
Following are recent Saipem Projects, located in various 
biodiversity sensitive areas around the world.
Tangguh Expansion Project, Indonesia
The Tangguh Expansion Project (TEP) is in Papua Barat 
Province, Indonesia, which has extremely high biodiversity.
According to the IUCN (International Union for Conservation 
of Nature) Red List, approximately 3,400 threatened species, 
including 17 species classified as Critically Endangered, 
36 as Endangered, 202 as Vulnerable and 178 as Near 
Threatened occur around the project location.
Saipem Actions
Biodiversity protection efforts began during the early 
stages of the project within an area of about 190 hectares, 
involving tree cutting and land clearing activities. Efforts to 
protect flora and fauna continue to date.
Seven priority flora species were targeted to be 
 ≥
relocated to a new area through seeding or replanting.
Several types of fauna such as birds, snakes, other 
 ≥
reptiles, etc., are also relocated at every stage.
Marine creatures such as dolphins, turtles and 
 ≥
crocodiles, which are often trapped in fishing nets, are 
saved by an Emergency Rescue Team in the project area.
Duqm Refinery Project, Oman
The project is located in a coastal plain within ecologically 
sensitive areas where endemic flora and fauna are present.
The 80-km Sub-package B pipeline was the most 
challenging, as it is located close to the Al Wusta Wildlife 
Reserve, where there are interactions with endemic species 
such as the Omani Spiny-tailed Lizard (Uromastyx thomasi).
According to the IUCN Red List, approximately 1,200 
threatened species including 13 species classified as 
Critically Endangered, 30 as Endangered, 60 as Vulnerable 
and 57 as Near Threatened occur around the project 
location.
The Al Wusta Wildlife Reserve is a protected area, and

80
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Biodiversity in 2021
Saipem Project/ 
Site
Country
N. of 
biodiversity 
initiatives 
(of which 
voluntary, %)
Type of 
initiative
Sensitive areas involved (within 50 km)
Tangguh 
Expansion 
Project
Indonesia
3
(33%)
Restoration 
 ≥
(habitat) 
Conservation 
 ≥
(species)
4 Protected Areas (National) 
Within 50 km are included as example: 
Kaimana Locally Managed Marine Area 
 ≥
(IUCN category VI)
Wagura Kote Natural reserve (IUCN category Ia)
 ≥
Pegunungan Fakfak Natural reserve (IUCN category Ia)
 ≥
Teluk Bintuni Nature Reserve (IUCN category Ia)
 ≥
Duqm Refinery 
Project
Oman
1
(0%)
Monitoring
 ≥
Conservation 
 ≥
(species)
1 Protected Area (National) 
3 Important Bird And Biodiversity Areas 
Within 50 km are included as example:
Al Wusta Wildlife Reserve Natural reserve 
 ≥
(IUCN category IV) 
Al Wusta Wetland Reserve Natural reserve 
 ≥
(IUCN category VI) 
Al-‘Uruq al-Mu‘taridah Resource Use Reserve 
 ≥
(IUCN category VI)
NLNG Train 7 
Project, Bonny 
Island
Nigeria
7
(14%)
Restoration 
 ≥
(habitat)
Conservation 
 ≥
(species)
2 Protected Areas (National) 
Within 50 km are included as example: 
Korup National Park (IUCN category II) 
 ≥
Cross River National Park (IUCN category II)
 ≥
Trecate 
construction site
Italy
1
(100%)
Restoration 
 ≥
(habitat)
Conservation 
 ≥
(species)
71 Protected Areas (National) 
24 Natura 2000 sites 
1 Ramsar Protected Area (Wetland) 
Within 50 km are included as example: 
Parco Naturale lombardo della Valle del Ticino 
 ≥
(IUCN category V) 
Riserva Naturale della palude di Casalbeltrame 
 ≥
(IUCN category IV) 
Riserva Naturale Orientata Bosco Solivo 
 ≥
(IUCN category IV)
Saudi Arabia 
Saipem 
(Dammam base)
See page 75.
Saudi Arabia
1
(100%)
Restoration 
 ≥
(habitat)
Conservation 
 ≥
(species)
6 Protected Areas (National) 
1 Ramsar Protected Area (Wetland) 
5 Important Bird And Biodiversity Areas 
Within 50 km are included as example: 
Khalij Tarut Eco-Park (IUCN category IV) 
 ≥
Dhahran Nature Preserve Eco-Park (IUCN category IV) 
 ≥
Khalij Salwa Resource Use Reserve (IUCN category VI) 
 ≥
Jubail Marine Wildlife Sanctuary Reserve 
 ≥
(IUCN category VI)

81
ADDed VALUE AT OUR CORE
APPENDICES
Species concerned
Ecosystems
N. of species 
at risk
CR 
EN 
VU 
NT 
LC 
Terrestrial fauna, aquatic fauna, 
Avifauna, Ichythofauna, terrestrial flora, 
marine flora
Terrestrial, Coastal 
Marine and Aquatic
3,241
17
36
202
178
2,808
Terrestrial fauna, aquatic fauna, 
Avifauna, Ichythofauna, terrestrial flora, 
marine flora
Terrestrial, Coastal 
Marine and Aquatic
1,196
13
30
60
57
1,036
Terrestrial fauna, aquatic fauna, 
Avifauna, Ichythofauna, terrestrial flora, 
marine flora
Terrestrial, Coastal 
Marine and Aquatic
1,740
26
45
50
55
1,564
Terrestrial fauna, Avifauna, terrestrial 
flora
Terrestrial
1,117
7
18
56
73
963
Terrestrial fauna, Avifauna, terrestrial 
flora
Terrestrial
820
11
18
46
55
690
Legend:
CR = Critically Endangered, EN = Endangered, VU = Vulnerable, NT = Near Threatened, LC = Least Concern.

82
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
according to IUCN Management Categories, this is 
an IUCN Management IV area. Protected areas aim to 
safeguard particular species or habitats and management 
reflects this priority. Many category-IV Protected Areas 
will need regular, active interventions to address the 
requirements of particular species or to maintain habitats, 
but this is not a requirement of the category.
Saipem Actions
Saipem performed an Ecological survey through a 3rd 
party professional specialist to complement the existing 
Ecological Management Plan. A “5 km Ecological Map” was 
drawn to show the location of species and sensitive areas, 
providing a useful guide for construction activities in these 
sensitive areas.
Here are some examples of fauna detected during the 
construction phase:
Omani Spiny-tailed Lizard - considered endemic;
 ≥
1 Lizard with pigmented back;
 ≥
1 Lizard with a blue head.
 ≥
In 2020, while supervising archaeological sites at KM 60, 
we found two lizards with a light blue coloured body and 
a long tail. As they could belong to the Pseudotrapelus 
dhufarensis species, they were left untouched and allowed 
to move on their own within the site area.
NLNG Train 7 Project, Bonny Island, Nigeria
The project is located on Bonny Island in the Niger 
Delta, in the vicinity of nationally reserved forest areas 
comprising rain forests and mangrove swamps, as well 
as an ecologically important area of sandy soil with 
freshwater ponds and tall timber between the swamps and 
the beach. The reserve is home to wildlife species of high 
conservation value, a variety of mammals, bird species and 
reptiles.
According to the IUCN Red List, approximately 1,800 
threatened species including 26 species classified as 
Critically Endangered, 45 as Endangered, 50 as Vulnerable 
and 55 as Near Threatened occur around the project 
location.
Saipem Actions
Implementation of Antipoaching & Biodiversity 
 ≥
Preservation policy.
Implementation of Biodiversity Management Plan.
 ≥
Preservation and replanting of identified Native Species.
 ≥
Implementation of Invasive Species Management plan.
 ≥
Rescue, Relocation & Rehabilitation of encountered wildlife.
 ≥
Reduction of our construction footprint during site 
 ≥
preparation.
We carried out a biodiversity awareness campaign at 
the Bonny Island NLNG Train 7 Project to sensitise the 
workforce to the need to protect biodiversity. Our goal was 
to raise awareness of the problems facing animal and plant 
species ranging from the biggest elephants to the smallest 
microorganisms.
The sessions offered an opportunity to reflect and renew 
our resolve to overcome the environmental challenges 
facing the world. Biodiversity posters were displayed at the 
TCF.
Fawns and Photovoltaics
At the Trecate construction site (Italy), where we will build 
an electricity generation plant from photovoltaic solar 
energy, our colleagues who began the preparatory works 
found two small fawns near the protected area of the 
Ticino Valley natural park.
As this species normally does, the mother deer gave birth 
to her babies hidden in the bushes. As we could not have 
predicted this event right then and there, we found them 
alone, without their mother, fragile and frightened, with their 
lives in danger during topsoil removal operations.
After alerting the authorities, we entrusted the fawns to the 
care of volunteers at Rifugio Miletta, a local wildlife rescue 
association that welcomes more than 175 animals from 
different species in a state of semi-freedom.

83
ADDed VALUE AT OUR CORE
APPENDICES
RELIABILITY
Ensuring ethical integrity inside our 
structure, data-integrity from outside 
attacks.
Different types of integrity are necessary inside and outside 
an organisation.
Ethical procedures, principled governance, checks and 
balances in internal structures, redundancy in sensitive 
operations are necessary to ensure the long-term viability of 
any large company. But in the digital age, internal governance 
safeguards and operational best practices are not sufficient 
if they are not accompanied by measures to protect data, 
software and hardware from potential external threats.
In the world of energy infrastructure and services, 
numberless Internet-of-Things sensors and big-data 
generating software can provide as many attack surfaces 
for malicious actors, which must be kept out.
These are the ways in which we make sure we remain sound 
inside and smart versus outside cyber-threats.
OUR COMMITMENT TO ETHICAL BUSINESS 
Respect for corporate values and integrity are a constant 
commitment in company activities. In all our business 
relationships, we are committed to always respecting and 
promoting the principles of loyalty, fairness, transparency, 
efficiency and openness to the market.
We operate within the framework of the Universal 
Declaration of Human Rights adopted by the United 
Nations, the fundamental conventions of the ILO 
(International Labour Organisation) and the OECD 
Guidelines for Multinational Enterprises. We stand up for 
the protection and promotion of human rights, inalienable 
and fundamental prerogatives of human beings, and 
strongly condemn any form of discrimination, corruption, 
and forced or child labour.
In 2017, as part of our commitment to promoting human and 
labour rights in our activities, we published our first Human 
Rights Policy. Furthermore, since 2016, the Saipem Group 
has published its Modern Slavery Statement every year, in 
compliance with the United Kingdom Modern Slavery Act 
2015.
Code of Ethics
Saipem’s Code of Ethics forms an integral and substantial 
part of the organisational model pursuant to Italian 
Legislative Decree 231/2001. It defines the values that the 
Company recognises, accepts and shares, as well as the 
responsibilities that it assumes with regard to both internal 
and external stakeholders.
Everyone at Saipem must respect the principles and 
contents of the Code of Ethics, as well as all third parties 
involved in business relations with us. 
A “Saipem Business Integrity Guide”, updated in 2021, 
was published internally as a further tool for employees to 
better understand our internal rules and share Saipem’s 
ethical values. The Guide provides an overview of the 
relevant principles and concrete examples to facilitate their 
understanding.
Whistleblowing
We have put in place a robust and effective system to 
deter, detect, investigate and report any illegal behaviour 
in the company, also through a whistleblowing system. 
Whistle-blowers are guaranteed against any form of 
retaliation, discrimination or from being penalised, for 
reasons connected directly or indirectly to the report, 
without prejudice to the legal obligations and the 
protection of the rights of the Company or of the people 
accused by wilful misconduct or gross negligence. In any 
case, the confidentiality of the whistle-blower’s identity is 
always assured; sanctions are also imposed on those who 
violate provisions adopted to guarantee the protection of 
the whistle-blower.
Anti-Corruption Compliance Programme
At Saipem, we have always conducted our business with 
loyalty and integrity and in full compliance with laws and 
regulations. In this context, corruption is an intolerable 
obstacle to an efficient business and a fair competition.
We have designed an “Anti-corruption Compliance 
Programme”, consisting of a detailed system of rules 
and controls aimed at preventing corruption, in line with 
international best practices and the “zero tolerance” 
principle expressed in the Code of Ethics.
Saipem SpA is one of the first Italian companies to 
obtain the international certification according to the ISO 
37001:2016 “Antibribery Management Systems” standard. 
The certification, awarded by an independent third party, 
defines requirements and provides a guideline to help 
organisations prevent, detect and address corruption, 
to comply with the anti-bribery legislation and any other 
voluntary commitments applicable to their own activities. 
The certification process, consisting of an audit phase that 
lasted from January to April 2018, considered factors such 
as the organisational structure, local presence, processes 
and services. Subsequently, the audit activities necessary 
for the recertification were carried out and on April 28, 
2021, the new ISO 37001:2016 certificate was issued with 
a three-year validity and expiring on April 27, 2024.

84
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
Training
We are aware that the first step for the development of an 
effective strategy to fight corruption is the maturation of a 
comprehensive knowledge of the tools for the prevention 
of corruptive behaviours. Strong commitment and 
constant attention are required from Saipem’s personnel in 
understanding and implementing the control mechanisms 
of Saipem’s internal anti-corruption regulations envisaged 
in carrying out daily business activities.
In this respect, our people are committed to undergoing 
a mandatory training in order to have the appropriate 
knowledge of anti-corruption laws, ethics and compliance 
provisions and internal anti-corruption regulations. 
The training activities are usually related to Model 231, 
as required by the Model 231 and to the Anti-corruption 
regulations, as required by the MSG Anti-Corruption. 
In addition, specific tailored trainings focused on sensitive 
matters are organised for the Procurement Department, 
Managing Directors of the subsidiaries, etc.
The training is organised in relation to the geographical 
area and is carried out through the use of specific 
e-learning courses, as well as in classrooms and tailored 
also considering the nature of the trainees.
11,700
TRAINING MAN-HOURS ON COMPLIANCE AND GOVERNANCE 
DELIVERED TO
4,267 
EMPLOYEES
CYBERSECURITY 
The security of our people and the company’s tangible and 
intangible assets are a top priority at Saipem. We adopt an 
integrated approach to the daily management of security 
risks, as we view security as an enabling factor that 
positively affects the economic and social value of Saipem, 
increasing the company’s finances and resilience.
We are committed to building and developing an integrated 
Security Model that is fully embedded in company 
processes and in line with our values and national and 
international legislation in order to:
ensure a safe, secure workplace and protect employees, 
 ≥
contract workers and third parties;
protect all company information and know-how whose 
 ≥
confidentiality, integrity and availability are critical for 
ensuring Saipem’s competitive advantage;
protect the integrity and reputation of management and 
 ≥
stakeholders.
We proactively seek to achieve security objectives by 
designing a preventive strategy that minimises physical 
and cybersecurity risks. Our strategy supports company 
decision-making processes, ensuring that risks are 
assessed, monitored and managed by implementing 
mitigation measures to minimise the impact and probability 
of negative events.
Saipem’s cyber security model is designed to secure 
company IT/OT systems, networks and data management, 
as well as external communications with third parties such 
as clients, suppliers and authorities.
The protection of the information assets managed through 
our IT infrastructure is an essential prerequisite for the 
competitiveness and positive image of our Company. 
Since information Security is of strategic importance, we 
make sure to put in place all the necessary resources and 
actions to guarantee the full protection, confidentiality, 
integrity and availability of information.
To achieve these objectives, we have implemented an 
Information Security Management System compliant with 
ISO/IEC 27001.
We also obtained the CCC+ certification (Third Party 
Cybersecurity Compliance Certificate), which is necessary 
to work in Saudi Arabia. Our level of cybersecurity 
readiness is continuously monitored by BitSight, an 
independent rating company that provides us with an 
impartial assessment of any potential weaknesses, which 
we promptly address, and with a score related to our 
overall cybersecurity posture (730/900 pt, better than 
80% of our peers). A UK insurance broker also assesses 
and confirms the validity of the cybersecurity measures 
we implement to cover residual risks that could have an 
impact on third parties.
A further external push has come from the International 
Maritime Organization (IMO), which has asked shipowners 
and ship operators to include cyber-risk in the map of the 
risks assessed and managed on board. As a result, in 2021, 
we deployed a cyber security model onboard our fleet 
supplementing the existing Safety Management Model, 
that meets the cybersecurity requirements set by the IMO 
for the certification of vessels. Among the measures we 
implemented, the creation of a new Cyber Security Officer 
role on board and specific training for offshore personnel 
stand out.
We are dedicated to continuously improving our security 
model, increasing security awareness and personnel skills, 
promoting a positive “security culture” at all company 
levels and supporting a comprehensive approach to 
security risk management.

85
ADDed VALUE AT OUR CORE
APPENDICES
4,947
TRAINING MAN-HOURS ON CYBERSECURITY DELIVERED TO
1,994
EMPLOYEES
Within our 2019-2021 Master Plan, we implemented the 
following cybersecurity measures:
formalisation of the processes relating to Vulnerability 
 ≥
Management, Classification of Corporate Information, 
Cyber Security Requirements for Joint Ventures;
update of security requirements: Security by Design, 
 ≥
Network Security, Device Security, Cyber Security 
Requirements for Teleworking, Credential Management, 
Methods for Assigning ICT Resources and Rules for 
Their Proper Use;
release of the Zero-Trust solution. Adopting a zero-trust 
 ≥
approach is a long and complex path that we took last 
year. Since then, we have selected, purchased and 
started to implement this solution to protect Saipem 
resources, both at the application and endpoint level;
Digital Identity project: this initiative will allow us to better 
 ≥
manage digital identities by ensuring that employees 
have access to all and only the resources they need, 
improving security and user experiences. In 2021, we 
laid the foundations to populate this system with data 
from HR and some other key functions;
a Privileged Identity Management (PIM) solution to better 
 ≥
secure the most powerful ID accounts that are often 
exploited by attackers;
removal of administrative rights on user computers to 
 ≥
prevent insider threats, both malicious and unintentional;
strengthening security measures aimed at protecting 
 ≥
our data, e.g., blockage of USB ports and release of a 
labelling tool for data classification;
completion of the installation of firewalls to segregate IT 
 ≥
and OT on vessels;
awareness initiatives: Cyber Security training and 
 ≥
tabletop cyber exercises on vessels.
At the same time, we launched periodic reviews with 
Microsoft of the security configurations of the Office 365 
software environment, implementing the most current best 
practices.
To address any possible risk of system interruptions or 
suspensions, we improved the emergency and response 
structure, consisting of a Security Operation Centre (SOC) 
and a Cyber Emergency Response Team (CERT) that liaise 
with the Italian Cyber Security National Agency (ANC).
Saipem’s ISO 27001 certification, issued in March 2021, 
confirmed the validity of the systems we adopted for our 
“Cyber Detection & Response” process, also allowing 
the structured and continuous improvement of Saipem’s 
information security management.
In 2022, we will keep integrating systems like the Identity 
Governance solution and the PIM solution into our new 
security platform.
We have also planned a set of new initiatives, including:
implementation of a Breach Attack Simulation solution 
 ≥
to better understand and remediate weaknesses in our 
systems from the outside before attackers find them;
selection and implementation of a Network Behaviour 
 ≥
Analysis solution on vessels to better protect the OT 
environment;
integration of a Hardware Security Module to protect 
 ≥
keys and certificates used for the encryption of data.
Furthermore, we will enforce cybersecurity requirements 
on our Supply Chain and verify supplier compliance 
through dedicated audits.
We will also simulate phishing campaigns to test user 
awareness of cyber risks and their ability to report 
suspicious emails.

86
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
REPORTING PRINCIPLES
The “2021 Sustainability Report” provides complete and 
detailed information about the matters of greatest interest 
to our stakeholders. This report has been prepared in 
accordance with the GRI Standards: Core option.
The following principles have been used to identify the 
contents of the document: stakeholder inclusiveness, 
sustainability context, materiality and completeness. 
To guarantee the quality of the information contained 
in the report, the principles of accuracy, balance, clarity, 
comparability, reliability and timeliness were followed, again 
as per GRI guidelines. More details on the management 
approach are included in the 2021 Consolidated 
Non-Financial Statement and in the Management Report 
of the 2021 Annual Report.
The report is published annually and is shared with the 
Sustainability, Scenarios and Governance Committee and 
approved by the Board of Directors. It is distributed at the 
Shareholders’ Meeting convened to approve the Annual 
Report.
MATERIALITY ANALYSIS
In sustainability reporting, materiality is the principle 
that determines which relevant topics are sufficiently 
important that it is essential to report on them. In order to 
define the topics that reflect the Company’s economic, 
environmental and social impacts or that may influence the 
assessment and decisions of stakeholders, a materiality 
analysis was once again carried out in 2021 for the 
eleventh year running. The materiality analysis process is 
divided into four main phases:
1. Framing: a pool of 49 possible material issues from 
7 macro topics was created based on industry 
benchmarks, emerging topics, and global trends 
analysis (a more in-depth benchmark analysis was 
conducted to better identify emerging issues); 
stakeholders involved in the assessment were identified 
depending on their relevance and degree of influence 
on our business and its success.
 
For the first time in the Saipem materiality 
assessment history, we decided not to include the 
“Employee Health & Safety” topic in the 2021 list 
of the possible ESG material topics. Safety (and 
health) are much more than a priority, indeed they 
are a prerequisite, a foundation for any sustainable 
development that we embark on. Safety first is our 
core business.
2. Involvement: external stakeholders were involved 
through an online survey. Specifically we reached: 10 
Trade associations and international organisations, 
172 Vendors and business partners, 19 Clients, 6 
representatives from academia and local communities, 
8 Institutions/Government/Regulators/Authorities, 9 
Bondholders/Banks/Credit rating agencies, 6 Insurance 
partners, 17 Investors/Research analysts, 100 
University students, and 3,915 employees.
 
Internal interest was assessed through an online survey 
by involving 269 Senior Managers and the 9 members 
of the Board of Directors.
3. Analysis: the analysis phase focuses on assessing the 
priorities identified by the more than 4,500 stakeholders 
involved in the materiality assessment and the 
stakeholder engagement processes.
 
In addition, we extended our analysis using a 
cloud-based data analytics platform to take into 
consideration further contextual elements arising 
from over 80 Saipem peers, around 4,500 regulations 
(voluntary and mandatory), about 70,000 news 
reports/updates, and more than 500 mln tweets.
 
For the third year in a row, the Saipem materiality 
analysis received a score of 100/100 points in the 
framework of the RobecoSAM assessment for the Dow 
Jones Sustainability Index (DJSI).
4. Validation: the analysis identified 15 material topics, 
that were included in the materiality matrix represented 
in this document on page 15. It was submitted for 
validation and for verification to the Board Sustainability, 
Scenarios and Governance Committee. Finally, it is up 
to the Board of Directors to endorse the outcome of the 
materiality analysis.

87
ADDed VALUE AT OUR CORE
APPENDICES
INTERNAL BOUNDARY
The above topics are material for all business units. 
As regards financial data, in line with the drafting of the 
financial statements, the reference perimeter corresponds 
to the area of consolidation. Alongside financial 
performance, sustainability reporting also describes 
social and environmental performances and thus includes 
numerous topics for which perimeters differing from 
those used in financial reporting are applied. For HSE data, 
the reporting perimeter includes all activities in which 
Saipem is responsible for setting HSE standards and for 
ensuring and overseeing their application. As regards 
other thematic areas, Saipem reports 100% of operations 
in which Saipem SpA or one of its subsidiaries exercises 
operational control. Companies included in the reporting 
boundary are listed in the “Saipem Group Structure” in the 
Annual Report.
 Further details are available in the Annual Report 2021.
 Macro topics  
Material topics 
Corresponding GRI
  
 
Standards aspects 
 
 
Climate change transition Energy use and efficiency 
GRI 201: Economic Performance 2016
 
to low-carbon 
Renewables 
GRI 302: Energy 2016
 
and energy use 
Use of alternative fuels 
GRI 305: Emissions 2016
 
 
GHG emissions control & reduction
 
 
Climate change adaptation & mitigation 
 
Governance 
Anti-corruption & bribery 
GRI 205: Anti-corruption 2016
 
and business ethics 
Partnership, stakeholder engagement 
GRI 415: Public policy 2016
 
 
and satisfaction 
 
Human capital 
Employee attraction,  
GRI 401: Employment 2016
 
 
talent management & retention  
GRI 404: Training and Education 2016
 
 
Diversity and inclusion 
GRI 405: Diversity and equal opportunity 2016
 
Natural capital 
Air emissions control  
GRI 305: Emissions 2016
 
management  
& reduction (non-GHG)
 
and environmental 
 
preservation 
 
(non-climate related)
 
Research and innovation 
Digital transformation 
n.a.
 
Safe operations 
Cybersecurity 
GRI 403: Occupational Health and Safety 2018
 
 
Safety leadership and culture
 
 
Safety along the supply chain 
 
Societal issues 
Human labour rights along 
GRI 308: Supplier Environmental Assessment 2016
 
and local presence 
the supply chain 
GRI 406: Non-discrimination 2016
 
 
 
GRI 407: Freedom of Association and Collective
 
  
 
Bargaining 2016
 
 
 
GRI 408: Child Labour 2016
 
 
 
GRI 409: Forced or Compulsory Labour 2016
 
 
 
GRI 410: Security Practices 2016
 
 
 
GRI 412: Human Rights Assessment 2016
 
 
 
GRI 414: Supplier Social Assessment 2016

88
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO
EXTERNAL BOUNDARY
For some material topics, the impact of our activities 
occurs beyond organisation boundaries. The stakeholder 
categories impacted by our operations are specified for 
each material issue in the “External boundaries” column. 
The limitations that arose which refer to the boundaries of 
each material issue were also reported (when needed) in 
the table below under the “Limitations” column.
 Material topics 
External boundaries 
Limitations
 
 
Air emissions control  
Vendors and subcontractors 
Vendors
 
& reduction (non-GHG)
 
Anti-corruption & bribery 
Business partners, vendors 
-
 
 
and subcontractors 
 
Climate change adaptation 
Vendors and subcontractors 
Vendors
 
and mitigation
 
Cybersecurity 
- 
-
 
Digital transformation 
Business partners, vendors 
Partial for vendors
 
 
and subcontractors 
 
Diversity and inclusion 
- 
-
 
Employee attraction,  
- 
-
 
talent management & retention
 
Energy use and efficiency 
Vendors and subcontractors 
Vendors
 
GHG emissions 
Vendors and subcontractors 
Vendors
 
control & reduction
 
Human and labour rights 
Vendors and subcontractors 
Partial for vendors
 
along the supply chain
 
Partnership, stakeholder 
Business partners, vendors 
-
 
engagement and satisfaction 
and subcontractors 
 
Renewables 
Vendors and subcontractors 
Partial for vendors
 
Safety along the supply chain 
Vendors, subcontractors 
Partial for vendors
 
 
and a group of local communities
 
Safety leadership and culture 
Vendors, subcontractors 
Partial for vendors
 
 
and a group of local communities
 
Use of alternative fuels 
Vendors and subcontractors 
Vendors
With regard to the material topics for which reporting has 
not been extended to the external scope (GRI Standards - 
limitations), we will assess the feasibility of increasing the 
reporting boundary. More details are described in the GRI 
and UN Global Compact Content Index.
ASSURANCE STATEMENT
To ensure the reliability of the information provided and to 
improve the reporting process, the “2021 Sustainability 
Report” is subject to limited assurance by KPMG SpA.
ANNEX
The GRI and UN Global Compact Content Index Annex is 
attached to the “2021 Sustainability Report” and can be 
found here.
 Annex I can be also found in the Sustainability Documents
 
section on the Saipem website

89
ADDed VALUE AT OUR CORE
APPENDICES

90
INTRODUCTION
FULFILLING OUR VISION OF DECARBONISATION
TRANSITIONING TOWARD NET-ZERO

91
ADDed VALUE AT OUR CORE
APPENDICES

Headquarters: San Donato Milanese (Milan), Italy
Via Martiri di Cefalonia, 67
Società per Azioni
Share capital: €2,191,384,693 fully paid-up
Tax identification and Milan, Monza-Brianza, Lodi 
Companies’ Register No. 00825790157
Feedback
What you think of the Saipem Sustainability Report matters to us.
As we are constantly striving to improve our reporting, we would very 
much welcome your feedback. We will also be pleased to answer any 
questions you may have.
You can submit your comments by email to: 
sustainability@saipem.com.
Special thanks to all those who contributed to the drafting of this 
report.
Website: www.saipem.com
Operator: +39.02.44231
Translation and proofreading: 
LANGS (Language Services Department) - Saipem SpA
Layout and supervision: Studio Joly Srl - Rome - Italy

SAIPEM SpA
Via Martiri di Cefalonia, 67
20097 San Donato Milanese
Milan - Italy
saipem.com