SUSTAINABILITY REPORT
2017
ACEA GROUP
(Consolidated Non-Financial Statement pursuant to Legislative Decree no. 254/2016,
prepared according to GRI Standard)

SUSTAINABILITY REPORT
2017
ACEA GROUP
(Consolidated Non-Financial Statement pursuant to Legislative Decree no. 254/2016,
prepared according to GRI Standard)

4
ACEA GROUP / SUSTAINABILITY REPORT 2017
LETTER TO STAKEHOLDERS 	
6
HIGHLIGHTS	
8
DISCLOSING SUSTAINABILITY: METHODOLOGICAL NOTE 	
12
MEMBERSHIP TO THE UNITED NATIONS' GLOBAL COMPACT 	
19
CORPORATE IDENTITY
GROUP PROFILE 	
24
Acea’s history 	
24
Activities and functions of the main Group companies 	
24
The proprietary structure and the business model 	
26	
 
General economic indicators	
29
ANALYSIS OF THE CONTEXT, STRATEGY AND SUSTAINABILITY	
31
Analysis of the context 	
31
Strategy and sustainability	
33
The Sustainability Plan 2018-2022 and operational objectives 	
38
CORPORATE GOVERNANCE AND MANAGEMENT SYSTEMS 	
50
Corporate governance in Acea 	
50
Management systems 	
55
STAKEHOLDERS AND ALLOCATION OF GENERATED VALUE	
58
Stakeholders and their involvement 	
58
Distribution of the value generated by Acea 	
63
RELATIONS WITH STAKEHOLDERS	
CUSTOMERS AND THE COMMUNITY	
66
Acea Group customers: electricity and water services	
66
Quality perceived	
69
Quality delivered	
74
Pricing policy	
100
Customer care	
101
Communication, events and solidarity	
108
SUPPLIERS	
114
Consolidated external costs	
114
Purchasing policies 	
114
Procurement of goods, services and works 	
116
Selection and evaluation of suppliers 	
119
STAFF 	
123
Acea’s employees 	
123
Hours worked, salary and pension funds 	
129
Labour-management relations 	
131
Occupational health and safety 	
132
Valuation of human resources and communication 	
135
Diversity and equal opportunities 	
142
Community life in Acea 	
143
INDEX

5
INDEX
SHAREHOLDERS AND FINANCIERS 	
144
Economic flow to shareholders and financiers 	
144
Agency ratings 	
144
Financial disclosure 	
145
INSTITUTIONS AND THE COMPANY 	
146
Relations with institutions 	
146
The Company as a stakeholder 	
150
RELATIONS WITH THE ENVIRONMENT	
ENVIRONMENTAL SUSTAINABILITY AND THE GREATEST CHALLENGES 	
156 
Mitigation and adaptation to climate change	
157 
Protection of the land 	
157
Environmental management 	
159
ENERGY AREA 	
160
Energy generation: fossil and renewable energy sources 	
161	
 
Energy distribution 	
164
ENVIRONMENT AREA – WASTE MANAGEMENT	
165
Integrated waste treatment at the Orvieto plant	
166	
Waste to energy 	
166
High quality compost production 	
167
WATER AREA 	
168
Water quality	
168
Sewerage service and treatment system 	
171
THE USE OF ENERGY AND WATER 	
   174
Energy consumption  	
174
Energy saving 	
175
Sustainable management of the water resource 	
177
EMISSIONS	
179
Air emissions 	
179
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES	
183
GRI STANDARD CONTENT INDEX: REPORTING PRINCIPLES,  
GENERAL STANDARDS AND MATERIAL SPECIFIC STANDARDS	
206  
INDEX OF CHARTS AND TABLES	
225
ENVIRONMENTAL ACCOUNTS	
228
OPINION LETTER OF THE INDEPENDENT AUDITOR	
265

6
ACEA GROUP / SUSTAINABILITY REPORT 2017
LETTER TO
STAKEHOLDERS
The Sustainability Report, referring to financial year 2017, with 
the entry into force of Legislative Decree 254/2016, has taken 
on the legal importance of compulsory company documenta-
tion, substantially equivalent to the Financial Statements, hav-
ing the same publication time, statutory audit obligation, re-
sponsibility of directors and sanctions regime as the latter. We 
are fully aware that our Company has this year made a distinc-
tion between the voluntary and obligatory nature of the social 
and environmental reporting, based on more than solid founda-
tions. In fact, it has been exactly twenty years since Acea has 
published a Sustainability Report on an annual basis, providing 
for its preparation according to the highest level of compliance 
with the internationally accredited guidelines. 
We have selected the option, provided for by law, to present 
non-financial information in an independent document and 
with reference to a specific reporting standard. This is due 
to the complexity of the managed business, the related ex-
tent of qualitative and quantitative information provided, the 
comparability with previous years, guaranteed by the adopted 
performance indicators and, last, but not least, due to the vast 
number of stakeholders for which it is intended. Therefore, 
this document, in accordance with the law, has been named 
Sustainability Report 2017 of the Acea Group (Consolidated 
Non-Financial Statement pursuant to Legislative Decree no. 
254/2016, prepared according to GRI Standard). We have also 
confirmed Acea’s participation in the Global Compact Net-
work Italia, in accordance with the principles of the “Global 
Pact” and we have identified, in the Sustainability Report, the 
elements corresponding to the advanced level of the Commu-
nication on Progress.
Twenty years is a lot, even for a Company like Acea, which boasts 
over a century of business. The long period of time between the 
first publication of the social and environmental reporting and 
today, has not only contributed to building a solid foundation, 
as mentioned above, but has also marked an evolutionary path. 
If we look back from the current perspective and imagine the 
impulse that drove the directors of the time – it was 1999, the 
year of listing on the stock market – to take the first step, we 
cannot fail to grasp the sense of challenge. 
Furthermore, we cannot but understand that the voluntary 
choice to enhance the non-financial aspects of the manage-
ment, monitoring and publicising of social and environmental 
performance and so-called “intangible” factors, such as intel-
lectual or relational capital, was the result of a forward-looking 
view and fortunate intuition regarding the importance of cor-
porate social responsibility and sustainable development con-
cepts, which were then strongly supported by Europe. 
An intuition capable of grasping the theoretical value of these 
concepts, as guiding principles and, above all, their profound 
consonance with the operational reality of a multiutility and the 
potential repercussions on the governance of the company and 
its strategic direction. 
Acea was, as is, called to manage public utility services, in the 
water and energy sectors, which are essential to the well-be-
ing of the host environment and to the creation of local devel-
opment opportunities and is, therefore, required to govern its 
impact on the natural environment and to enter into a relation-
ship with the region, institutions and people. Over the years, 
the environment sector has been added to the areas of activity. 
Currently, said sector also bears the growth prospects inherent 
to the new paradigm of the circular economy, which drives us 
towards the future. 
The challenge then was seized by all those who, within the last 
twenty years, have succeeded in responsibility for corporate 
governance - continuing along the path taken - and the issues 
of sustainability, increasingly more internally widespread and 
increasingly urged by the national and international external 
context, were also a spur for the progressive evolution of the 
business model, based on the most advanced principles of inte-
grated management. 
For our part, this year, we have intended to significantly ac-
celerate this evolutionary path, undertaking, for this purpose, 
initiatives aimed at integrating sustainability into strategy and 
operational processes. We have organised multistakeholder fo-
cus groups to redefine, by listening to the parties concerned, 
the most relevant, or “material”, topics, on which we can share 
and focus our attention. At the same time as preparing the new 
2018-2022 Business Plan, we asked the operating depart-
ments to update the 2018-2022 Sustainability Plan, taking into 
account the international developments, in terms of sustain-
ability, specified by the Sustainable Development Goals (SDG) 
approved by the UN.

7
LETTER TO STAKEHOLDERS
The feedback received was remarkable and the Plan, approved 
by the Board of Directors and presented in this edition of the 
Sustainability Report, identified 135 targets to 2022, with ob-
jectives closely related to the business strategy, for a total esti-
mated value of approximately €1.3 billion. The feedback intro-
duces issues such as increasing the resilience of infrastructure 
in relation to climate change, with adaptation and mitigation 
actions, the contribution towards the circular economy, the 
experimentation of new technologies, operational processes 
and infrastructure, including with a view the development of 
the urban fabric, from a smart city perspective. 
In November, we issued the new Sustainability, Quality, Envi-
ronment, Security and Energy Policy, which states the principles, 
values and commitments made by the Company, framing them 
within the context of the pursuit of sustainable development 
and is an integral part of the Certified Management Systems. 
Through the Risk & Compliance Department, we initiated a 
specific analysis aimed at accompanying the management to-
wards identifying and assessing the risks generated or incurred, 
in relation to the managed activities, pertaining to the main 
sustainability issues and, finally, in December, on a governance 
level, we renamed the Ethics Committee to the Ethics and 
Sustainability Committee, attributing this body, inter alia, the 
promotion of the integration of sustainability into the business 
strategy and culture; the oversight of sustainability issues asso-
ciated with the exercise of business activities and the dynamics 
of interaction with stakeholders. 
The value created in the path summarised above is therefore 
returned to stakeholders in the Sustainability Report, but implies 
the continuity of dialogues and coherent action.
The Chief Executive Officer
Stefano Antonio Donnarumma
The Chairman 
Luca Alfredo Lanzalone

8
ACEA GROUP / SUSTAINABILITY REPORT 2017
HIGHLIGHTS 
RELATIONS WITH STAKEHOLDERS 
CUSTOMERS 
COMMUNITY
SHAREHOLDERS 
AND FINANCIERS 
24,600 
people heard 
 Over 5,000 
young people
133.9
million euros 
270
analysts/investors 
89.3 
million euros 
65,000 
Acea Energia customers
66 Water houses 
 20.5% 
green energy sold
Piazza Navona,
Piramide Cestia
and Palatino
through Customer 
Satisfaction surveys 
participating in Io mi 
impegno per l’Ambiente! 
Acea for schools 2017 
of dividends 
met by 
Investor relations 
allocated
to financiers 
chose, in 2017, 
electronic billing: 
 13.5 t/year 
of paper saved 
active in 2017: 
17.5 million litres supplied 
350 t of plastic/year 
saved and 620 t of CO2
atmospheric emissions saved 
to customers on the
free market (7% in 2016) 
artistic-monumental 
lighting for the city

9
HIGHLIGHTS
INSTITUTIONS AND 
THE COMPANY 
STAFF
SUPPLIERS
Approximately 56
million euros 
532.3
million euros 
Numerous
partnerships 
96.5%
employees
594
million euros 
8,900
inspections
Approximately
2,000
contracts signed 
33% 
female presence
3,000 
workers 
in innovation 
and over 14 projects 
in progress
of investments
in the year 
with Universities 
and Research Institutes 
and school-work 
Vocational Projects 
with permanent 
contracts 
the 2017 procurement value 
of construction site
safety carried out by
 the “Safety Team” for 
“Single Contracts” 
with over 1,000 suppliers 
in Corporate
Governance bodies 
involved in 
Acea Safety Week 
Sicuri di Essere Sicuri?

10
ACEA GROUP / SUSTAINABILITY REPORT 2017
HIGHLIGHTS 
RELATIONS WITH THE ENVIRONMENT 
384 Mm3
SATELLITE MONITORING 
MONITORING CAMPAIGN 
118,900 t
446,000 t
384 GWh
17,700 t
22 GWh
of drinking water supplied by Acea Ato 2, Acea 
Ato 5 and Gesesa (Group total: 658 Mm3) 
of water source areas; 200 km2 analysed 
and 31 anomalous variations identified 
experimental campaign on Emerging 
Organic Micropollutants at 
wastewater treatment plants 
of sludge produced by Acea Ato 2, Acea 
Ato 5 and Gesesa, of which 75% recovered 
of waste-to-energy waste (input) and 97,000 t 
of waste produced (output): 22% (output/input) 
of energy produced by waste-to-energy 
(+17.6% compared with 2016) 
of high-quality compost produced 
(+27% compared with 2016) 
of energy generated by biogas
(Orvieto plant) 
WATER 
ENVIRONMENT

11
HIGHLIGHTS
30,900 km
838 GWh
96 GWh
2,600 t CO2
73% of total 
224,480 lamps
distribution networks to Rome and Formello 
with approximately 11,000 GWh of electricity 
required on our network 
total energy generated (including WtE)
(+13.6% compared with 2016) 
of thermal energy generated for district heating: 
over 39,000 inhabitants served 
atmospheric emission saved 
thanks to efficiency measures 
energy generated 
by renewable sources (608 GWh) 
71 Sub-stations 
Constructed or expanded 
972 Operating stations 
and reconstructed
intended for the city’s public 
and artistic lighting 
ENERGY INFRASTRUCTURE 
Increase in territorial 
protection (underground HV 
network/HV network total): 44%

12
ACEA GROUP / SUSTAINABILITY REPORT 2017
SUSTAINABILITY PERFORMANCE: 
REGULATORY DEVELOPMENT 
AND GRI STANDARDS 
The Acea Group Sustainability Report, having the purpose of 
supplementing information of an economic financial nature with 
the social and environmental aspects of the activities, was drawn 
up voluntarily by the Company, on an annual basis starting from 
1999 (with reference to financial year 1998). 
Sustainability reporting has always been carried out in conform-
ity with the international reference Guidelines1, under constant 
development, and voluntarily submitted for audit and verification 
by a third party. Moreover, with the intention of providing the 
financial community and interested parties with a disclosure as 
complete as possible regarding Group performance, the publica-
tion times for the Sustainability Reports have been aligned with 
those of the statutory Sustainability Report as from 2011.
Continuing with the widespread commitment of observing the 
principles of Corporate Social Responsibility, Acea publishes its 
Sustainability Report 2017 – the twentieth edition in the com-
pany’s history – no longer as a voluntary document but, for the 
first time, in accordance with Legislative Decree no. 254/2016, 
which has implemented, into italian legislation, EU directive 
95/2014. 
The Report was also prepared in accordance with GRI Stand-
ards (ed. 2016)2: comprehensive option – the latest develop-
ment in the international Guidelines for reporting sustainabil-
ity among the most accredited - and therefore entitled Acea 
Group Sustainability Report 2017 (Consolidated Non-Financial 
Statement pursuant to Legislative Decree no. 254/2016, pre-
pared according to GRI Standard), assuming the form of an in-
dependent document, as permitted by the recalled Legislative 
Decree3.
The Sustainability Report, enclosing a Summary Note, following 
its formal passage through the Board of Directors, is made avail-
able to the supervisory body and submitted for assurance by the 
statutory auditor, with which Acea has no joint interests or other 
connections, appointed with verifying the conformity thereof 
with Legislative Decree no. 254/2016 and its consistency with 
the implemented reporting Standards4 (see Opinion Letter of the 
independent auditor).
The document is made available online at the institutional website 
in concomitance with the Consolidated Financial Statements and 
distributed during the Shareholder’s Meeting.
DISCLOSING SUSTAINABILITY:  
METHODOLOGICAL NOTE 
1	 Starting from the Sustainability Report referring to financial year 2003, the Guidelines implemented by Acea for reporting were the GRI, edition 2002 at the time. Over 
the following years, the reports prepared by Acea followed developments in the Guidelines, from time to time adopting the most recent editions, up to version G4 (ed. 
2013), always with the higher level of accordance required.
2	 The Global Reporting Initiative (GRI), launched in England in 1997 by the Coalition for Environmentally Responsible Economies (CERES), became independent in 2002 as an 
official centre supporting the Unite Nations Environment Programme (UNEP) and works in collaboration with the United Nations Global Compact. When the previous version 
of the sustainability report Guidelines GRI-G4 was superseded (ed. 2013), in 2016 the GRI Standards were published - Consolidated set of GRI Sustainability reporting standards 
2016 -, available on the website www.globalreporting.org. For companies intending to continue to describe their sustainability with reference to the GRI, the organisation provides 
for the obligation to adopt the Standard as from financial year 2018. Acea chose to anticipate the adoption thereof for this edition of the Sustainability Report.
3	 Therefore, the Acea Group Sustainability Report 2017 is to be understood as a Consolidated disclosure of a non-financial nature (Legislative Decree no. 254/2016, art. 
4 and art. 5, paragraph 3.b).
4	 Legislative Decree no. 254/2016, under art. 3, paragraph 10, provides that: “The subject appointed with performing the statutory audit of the Sustainability Report (…) or another 
subject entitled to performing the statutory audit as specifically designated” issues “a certification concerning the conformity of the provided information respect to the requirements 
under this legislative decree and respect to the principles, methods and procedures provided under paragraph 3”. Namely principles and methodologies: “provided by the reporting 
standard used as reference (…)”.

13
DISCLOSING SUSTAINABILITY: METHODOLOGICAL NOTE
5	 See the Acea Sustainability Report 2016, available online – www.acea.it, sustainability section – for the materiality matrix 2016.
MATERIALITY AND SCOPE  
OF THE REPORT 
In 2017, by virtue of the renewal of the corporate Governing 
Body, circulation of the Group’s strategic orientations and sub-
sequent approval of the Industrial Plan 2018-2022 in November, 
as well as the contextual preparation of the new Sustainability 
Plan 2018-2022 (see chapter Analysis of the context, strategy 
and sustainability), Acea decided to proceed with updating the 
analysis of materiality, aimed at identifying matters of econo-
my and governance, social and environmental most relevant or 
“material” both for the company and the interested parties, in 
relation to impacts on the company and the stakeholders. 
The main updating steps were followed for such purpose: doc-
umental and contextual analysis, comparison with interested 
parties (internal and external) and with the corporate managers. 
In particular, as far as the direct comparison with the stakeholders 
is concerned, Acea organised a multistakeholder focus group at 
the head office in September (with 21 attending organisations 
representing 13 subcategories of stakeholders, totalling 26 per-
sons), entrusting the performance thereof to an external expert 
and in October while the strategic, industrial and sustainability 
planning was being defined, it organised a board meeting with the 
corporate management. 
Topics regarding economy and governance, social and environ-
ment, reviewed, specified and updated in the light of documental 
analysis, were explained during the meetings and submitted for 
direct assessment by the interested parties. 
Downstream of completing the entire process of analysing materi-
ality, the results were processed and the “materiality matrix” 2017 
was drawn up. This identifies 20 highly significant topics (score 
66-100) articulated into a Cartesian coordinate system and 4 of 
medium significance (score 36-65) (see chart 1). The highly sig-
nificant matters proved to be consistent with the Group’s strategic 
planning, regarding industry and sustainability.
In respect to the latest disclosure5, the topic of “managing corpo-
rate diversity and welfare” moved to the “medium relevance” area, as 
it was found to be important for the company and of less interest 
for the other stakeholders whereas the same other three topics 
were confirmed as of medium relevance; moreover, certain topics 
already present in the “high relevance” area were repositioned, 
remarkable, for example, is the very high position assumed by the 
topic “efficient use of water: saving water and reducing leaks” and last-
ly two newly introduced topics “contribution to the development of 
the territory” and “industrial growth focused on infrastructures” were 
both found to be of high relevance (see chart 1).
For many years the best-performing com-
panies have embraced the many requests 
coming from the international context, es-
pecially from the European Union, declaring 
its commitment on the matter of “corporate 
social responsibility” and sustainable devel-
opment and publishing, on a wholly volun-
tary basis, their sustainability performance 
in documents drawn up according to recog-
nised and accredited guidelines. 
Today in our country such commitment is no 
longer assigned solely in the sense of the re-
sponsibility of forward-looking managers. 
Indeed, on 25 January 2017 Legislative 
Decree no. 254/2016 came into force, “Im-
plementing Directive 2014/95/EU of the 
European Parliament (…) as regards disclosure 
of non-financial information (…)”, which orders 
enterprises meeting the conditions indicated 
in art. 2 of the measure, amongst which Acea, 
to publish information related to sustainability 
performance, typically non-financial.
Such information must be represented in a 
formal statement of a non-financial nature 
– individual or consolidated - which, as the 
Decree states in art. 3, paragraph 1: “(…) 
to an extent necessary for ensuring an un-
derstanding of the corporate activity [ed.: in 
art. 4: “the group”], of performance, position 
and impact of its activity, relating to environ-
mental, social and employee matters, respect 
for human rights, anti-corruption and bribery 
matters, which are relevant given the activi-
ties and characteristics of the enterprise (…)”. 
So as to comply with the requirements of 
the norm, the reporting organisation must 
describe its business model and its risks, 
policies and the results concerning the man-
agement of the aforesaid aspects, also pro-
viding, where relevant, further information 
about: use of energy and water resources, 
pollutant emissions and greenhouse gases, 
impacts associated to risk factors on the en-
vironment, health and safety, social aspects 
and concerning its employees, human rights 
and anti-corruption matters.
The enterprise has the faculty to follow an ac-
credited reporting standard at national or inter-
national level in order to adequately describe 
the non-financial data and information.
The Decree also requires that the non-Sus-
tainability Report can be contained in the 
Management Report or can constitute a 
separate report.
 SUSTAINABILITY REPORTING IN THE ITALIAN NORMATIVE: LEGISLATIVE DECREE NO. 254/2016

14
ACEA GROUP / SUSTAINABILITY REPORT 2017
CHART NO. 1 – RELEVANT TOPICS FOR THE COMPANY AND STAKEHOLDERS: ACEA “MATERIALITY MATRIX” – 2017
ECONOMIC GOVERNANCE TOPICS
SOCIAL TOPICS 
ENVIRONMENTAL TOPICS 
35
35
45
55
65
75
85
95
100
45
55
65
75
85
95
MEDIUM
HIGH
MEDIUM
HIGH
IMPORTANCE FOR THE COMPANY 
IMPORTANCE FOR STAKEHOLDERS 
PROTECTING
HUMAN RIGHTS 
SAFEGUARDING
BIODIVERSITY 
AIR QUALITY: 
REDUCING EMISSIONS 
ATMOSPHERIC POLLUTION 
DRINKING WATER
QUALITY PROTECTION 
CLIMATE 
CHANGE: 
MITIGATION 
AND ADAPTION 
MEASURES 
EFFICIENT USE OF WATER: 
SAVING WATER AND REDUCING
LOSSES 
CUSTOMER FOCUS 
MANAGING DIVERSITY
AND CORPORATE WELFARE
RISK 
MANAGEMENT 
ASSOCIATED
WITH SUSTAINABILITY
TOP MANAGEMENT PERFORMANCE REMUNERATION
AND ASSESSMENT POLICY 
CONSOLIDATION OF SUSTAINABILITY ELEMENTS
IN CORPORATE GOVERNANCE 
DEVELOPMENT OF SYNERGIES
WITH PUBLIC PARTIES AND PRIVATE PARTNERS 
INDUSTRIAL GROWTH FOCUSED ON INFRASTRUCTURE 
HUMAN CAPITAL ENHANCEMENT 
EFFICIENT USE OF WASTE / CIRCULAR ECONOMY
 TECHNOLOGY AND INNOVATION ON INDUSTRIAL, INFRASTRUCTURAL AND SERVICE PROCESSES 
WORKPLACE HEALTH AND SAFETY PROTECTION 
ETHICS, RESPECT FOR RULES AND COMPLIANCE 
PROTECTION OF LAND AND OF SURFACE AND UNDERGROUND  WATER SOURCES 
ENHANCEMENT OF ESG ELEMENTS 
IN RELATIONS WITH THE FINANCIAL COMMUNITY 
SUSTAINABLE MANAGEMENT 
OF THE SUPPLY CHAIN 
LISTENING TO, 
INVOLVING AND 
RAISING AWARENESS 
AMONG 
STAKEHOLDERS, 
RELATIONS WITH THE 
LOCAL COMMUNITY
CONTRIBUTION TOWARDS
LOCAL DEVELOPMENT 
CREATION OF INTEGRATED VALUE
(ECONOMIC, SOCIAL AND ENVIRONMENTAL) 
ECONOMIC
GOVERNANCE TOPICS 
SOCIAL TOPICS 
ENVIRONMENTAL TOPICS 
1	
EFFICIENT USE OF WATER: SAVING WATER AND REDUCING LOSSES
2	
CUSTOMER FOCUS
3	
EFFICIENT USE OF WASTE / CIRCULAR ECONOMY
4	
TECHNOLOGY AND INNOVATION ON INDUSTRIAL, INFRASTRUCTURAL 
AND SERVICE PROCESSES
5	
WORKPLACE HEALTH AND SAFETY PROTECTION
6	
HUMAN CAPITAL ENHANCEMENT 
7	
CREATION OF INTEGRATED VALUE (ECONOMIC, SOCIAL  
AND ENVIRONMENTAL
8	
CONTRIBUTION TOWARDS LOCAL DEVELOPMENT 
9	
PROTECTION OF LAND AND OF SURFACE  
AND UNDERGROUND WATER SOURCES
10	 ETHICS, RESPECT FOR RULES AND COMPLIANCE
11	 INDUSTRIAL GROWTH FOCUSED ON INFRASTRUCTURE
12	 DRINKING WATER QUALITY PROTECTION
13	 DEVELOPMENT OF SYNERGIES WITH PUBLIC PARTIES AND PRIVATE 
PARTNERS
14	 CLIMATE CHANGE: MITIGATION AND ADAPTION MEASURES
15	 LISTENING TO, INVOLVING AND RAISING AWARENESS AMONG 
STAKEHOLDERS, RELATIONS WITH THE LOCAL COMMUNITY
16	 SUSTAINABLE MANAGEMENT OF THE SUPPLY CHAIN 
17	 TOP MANAGEMENT PERFORMANCE REMUNERATION  
AND ASSESSMENT POLICY
18	 CONSOLIDATION OF SUSTAINABILITY ELEMENTS IN CORPORATE 
GOVERNANCE
19	 AIR QUALITY: REDUCING EMISSIONS ATMOSPHERIC POLLUTION
20	 RISK MANAGEMENT ASSOCIATED WITH SUSTAINABILITY
21	 ENHANCEMENT OF ESG ELEMENTS IN RELATIONS WITH  
THE FINANCIAL COMMUNITY
22	 MANAGING DIVERSITY AND CORPORATE WELFARE
23	 SAFEGUARDING BIODIVERSITY
24	 PROTECTING HUMAN RIGHTS

15
DISCLOSING SUSTAINABILITY: METHODOLOGICAL NOTE
TABLE NO. 1 – CONSISTENCY WITH GRI “MATERIAL TOPIC-SPECIFIC STANDARDS” AND ACEA “MATERIAL TOPICS”  
OF HIGH SIGNIFICANCE
GRI 200: ECONOMIC 
TOPICS 2016 
ACEA 
MATERIAL TOPICS 
GRI 300: ENVIRONMENTAL  
TOPICS 2016 
ACEA
MATERIAL TOPICS 
Economic performance 
4, 6, 7, 8, 10, 11, 14, 17, 19, 20
Material (301-1)
3, 4, 9
Indirect economic impacts
2, 3, 4, 7, 8, 11, 13, 16
Energy (from 302-1 to 302-4)
4, 9, 14, 19
Procurement practices
7, 16
Water
1, 4, 9
Anti-corruption
10
Biodiversity (from 304-1 to 304-3) 
9, 14, 19
Anti-competitive conduct
10
Emissions 
9, 14, 19
Effluents and Waste (from 306-1 to 306-3, 306-5) 
3, 9
Environmental conformity (compliance)
9, 10, 14, 19
Assessment of environmental aspects regarding 
suppliers 
16
GRI 400: SOCIAL 
TOPICS 2016
ACEA
MATERIAL TOPICS 
ACEA
MATERIAL TOPICS
ACEA
MATERIAL TOPICS 
Employment 
6, 7, 17
Diversity and equal 
opportunities 
6
Consumer health 
and safety 
2, 10, 12
Industrial relations 
6
Community life 
and local 
communities
7, 8, 13, 15
Marketing and 
labelling of products 
and services
2, 10
Health and
safety at work 
5, 16
Assessment of social 
aspects at supplier 
premises
16
Respect 
of privacy
2, 10
Training and
education
6
Public politics (political 
contributions)
10
Social-economic 
conformity 
(compliance)
2, 10
NB 	 The economic, environmental and social “material aspects” were identified amongst all those provided for under the GRI standards (Topic-specific Standards). When 
indicators are placed in brackets next to an aspect this means that only the indicators shown in the table will be considered material, or, where not specified, all the 
indicators related to the aspect are material (also see the GRI standard content index). For Acea material topics as identified in the table by a number, reference should 
be made to the figure illustrating the materiality matrix (chart 1).
The classification of material topics for Acea into high, medium or 
low relevance, as well as being important from the strategic view-
point, is functional to identifying the aspects to be reported with a 
higher or lower detail in the sustainability report and selecting the 
indicators provided under the reference Standards.
The choice of drawing up the Sustainability Report in accordance 
with GRI Standards (ed. 2016): comprehensive option, in fact, 
implies that the company is bound to reporting its performance 
according to: 
•	
“Universal Standards”, which include the reporting principles 
(GRI 101: Foundation) and 56 general standards (GRI 102: 
General Disclosures);
•	
The aspects (“Topic-specific Standards”: 200-Economic, 
300-Environmental, 400-Social) deemed as material and 
related indicators, to be selected among the 33 aspects com-
prehensively provided under the Standard;
•	
The management approach (GRI 103: Management Ap-
proach) for each aspect deemed as material.
In order to be able to select the “material topics” from among those 
provided under GRI Standards, consideration6 was given to both 
their correlation to Acea’s highly significant topics and meaning 
thereof conferred by the international Standards, in some cases 
tracing them back to the corporate context and in others estab-
lishing their lack of pertinence7.
Following the assessments described above, 25 Topic-specific 
standards were identified out of a total of 33, as consistent with 
Acea material topics of high significance (see Table no. 1), although 
not always exhaustive in the widest sense of the meaning8, which 
is more widely covered in the document where appropriate. Fur-
thermore, among all the indicators included in the “topic-specific 
standards” considered as “material”, only 4 were considered as not 
pertinent and excluded from the analysis. Only one Acea mate-
rial topic of high relevance is not correlated to the Topic-specific 
standards, this being the Consolidation of elements of sustainability 
in corporate governance, which however, is fully consistent with the 
general standards dedicated to aspects of governance (GRI 102: 
General Disclosures).
Lastly, also regarding Acea material topics of medium significance 
present in the report on a less descriptive basis, consistencies were 
found, albeit not highlighted in the table, with both the “material 
topic-specific standards” and the “general standards” (GRI 102: 
General Disclosures).
6	 It is important to consider that both the Topic-specific GRI standards – each of which includes a description of the man¬agement approach (Disclosure Management Approach) 
and a number of indicators – and Acea material topics both refer to contents that are far more complex and detailed than their brief name may suggest which, given their level of 
detail, cannot be presented at this time. See the GRI Standards - Consolidated set of GRI Sustainability reporting standards 2016 - in the website www.globalreporting.org.
7	 This led, for example, to the exclusion of topic-specific standards related to Presence on the Market and to Human Rights which, according to the meaning given to them 
by the GRI, are more pertinent to multinational enterprises and not suited to the representative reality of the most significant operations of the Group. 
8	 It is also important to note that some Acea material topics, already correlated to specific aspects of the GRI standards, are also consistent with some of the 56 general 
standards (GRI 102: General Disclosures).

16
ACEA GROUP / SUSTAINABILITY REPORT 2017
The principle of materiality also applies to the definition of the 
“scope of the report”. This is both in accordance with the standards 
implemented for reporting and according to Legislative Decree no. 
254/2016. The latter, in fact, under art. 4, states: “To an extent nec-
essary for ensuring an understanding of the group’s activity, its perfor-
mance, results and the impact it produces, the consolidated declaration 
includes data about the parent company, its fully consolidated subsidiary 
companies and covers the topics pursuant to article 3, paragraph 1”.
Starting, therefore, with the companies included in the full 
consolidation area of the Parent Company 2017 (see Table no. 
2), having heard the opinion of the Legal and Corporate Function 
Manager of the Parent Company and the CFO and having agreed 
on the approach with the corporate top management, criteria of 
materiality/strategic significance were identified, functional to 
identifying companies ensuring an understanding of the Group 
activity and its performance, considering the main areas of busi-
ness, the land in which such activities are mainly carried out and 
the main generated impacts.
TABLE NO. 2 – COMPANIES INCLUDED IN THE PARENT COMPANY’S FULL CONSOLIDATION AREA (2017)
COMPANY
SEAT
Acea Ambiente Srl
Via G. Bruno 7 - Terni
Aquaser Srl
P.le Ostiense 2 - Rome
Iseco SpA
Loc Surpian n. 10 - Saint Marcel (AO)
Acque Industriali Srl
Via Bellatalla - Ospedaletto (PI)
Acea Energia SpA
P.le Ostiense 2 - Rome
Acea8cento Srl
P.le Ostiense 2 - Rome
Cesap Vendita Gas Srl
V. del Teatro 9 - Bastia Umbria (PG)
Acea Liquidation and Litigation Srl
P.le Ostiense 2 - Rome
Umbria Energy SpA
Via B. Capponi 100 - Terni
Acea Energy Management Srl
P.le Ostiense 2 - Rome
Parco della Mistica Srl
P.le Ostiense 2 - Rome
Acea Dominicana SA
Avenida Las Americas - Esquina Mazoneria,  
Ensanche Ozama - Santo Domingo
Aguas de San Pedro SA
Las Palmas, 3 avenida 20y 27 calle - San Pedro, Honduras
Acea International SA
Avenida Las Americas - Esquina Mazoneria,  
Ensanche Ozama - Santo Domingo
Consorcio Acea-Acea Dominicana
Av. Las Americas - Esquina Mazoneria,  
Ensanche Ozama - Santo Domingo
Acea Ato 2 SpA
P.le Ostiense 2 - Rome
Acea Ato 5 SpA
V.le Roma - Frosinone
Acque Blu Arno Basso SpA
P.le Ostiense 2 - Rome
Acque Blu Fiorentine SpA
P.le Ostiense 2 - Rome
Crea Gestioni Srl
P.le Ostiense 2 - Rome
Crea SpA (in liquidazione)
P.le Ostiense 2 - Rome
Gesesa SpA
Corso Garibaldi 8 - Benevento
Lunigiana SpA (in liquidazione)
Via Nazionale 173 - Massa Carrara
Ombrone SpA
P.le Ostiense 2 - Rome
Sarnese Vesuviano Srl
P.le Ostiense 2 - Rome
Umbriadue Servizi Idrici Scarl
Strada Sabbione zona ind.le - Terni
Areti SpA
P.le Ostiense 2 - Rome
Acea Illuminazione Pubblica SpA
P.le Ostiense 2 - Rome
Acea Produzione SpA
P.le Ostiense 2 - Rome
Ecogena Srl
P.le Ostiense 2 - Rome
Acea Elabori SpA
Via Vitorchiano - Roma
TWS SpA
Via Ticino 9 - Desenzano del Garda (BS)

17
DISCLOSING SUSTAINABILITY: METHODOLOGICAL NOTE
The applied criteria of assessment9, the adequacy of which shall 
be reviewed from year to year in relation to Group develop-
ment, contemplate quantitative elements (such as the weight 
of turnover on the consolidated revenues, value of energy con-
sumption expressed in TOE, etc.) and qualitative (companies 
having a relevant and current role in the Acea qualifying com-
panies or an essential role respect to the services they provide; 
companies present in the territorial area in which almost all of 
the turnover is generated, the majority of the stakeholders is 
present and a large part of the managed assets is located).
The consistency with the aforementioned criteria gave rise to 
the identification of companies of strategic significance for the 
Group, representative for the purposes of disclosing non-fi-
nancial information 2017 (according to Legislative Decree no. 
254/2016 and GRI standards), and thus included in the report-
ing boundary10 (see Table no. 3).
9	 Every considered quantitative element has defined thresholds of significance and elements of “non consistency” were also identified for qualitative criteria (such as “ve-
hicle” companies, companies under liquidation with non determining positions for the purposes of operativity, companies operating outside of the territory of reference, 
etc.). The conditions of contemporary presence of quantitative and qualitative factors were also established, aimed at defining the strategic significance of a company for 
the Group and its representative ability for the purposes of disclosing non-financial information.
10	 In light of the applied criteria, the following companies are outside of the scope of the consolidated non-financial Statement 2017: Iseco, Acque Industriali, Cesap Ven-
dita Gas, Acea Liquidation and Litigation, Umbria Energy, Acea Energy Management, Parco della Mistica, Acea Dominicana, Aguas de San Pedro, Acea International, 
Consorcio Acea-Acea Dominicana, Acque Blu Arno Basso, Acque Blu Fiorentine, Crea Gestioni, Crea, Lunigiana, Ombrone, Sarnese Vesuviano, Umbriadue Servizi 
Idrici, Acea Illuminazione Pubblica, TWS.
The scope of the Acea Group Sustainability Report 2017 proves 
to substantially follow on from that defined in the previous re-
ports, guaranteeing coverage of companies ensuring a full un-
derstanding of the activities and most significant sustainability 
performance for the Group. Furthermore, such companies 
represent at least: 92% of the turnover, 83% of the average 
number of employees and 87% of the costs for materials and 
services of the full consolidation area of Acea Group (including 
the Parent Company).
It is important to note that where the document recalls the 
main economic-financial data and describes corporate gov-
ernance, data and information are consistent with those given 
in the Consolidated Sustainability Report and the Corporate gov-
ernance report and which may derive from the latter.
Lastly, in compliance with the principle of completeness re-
quired under GRI Standards, we considered it appropriate to 
provide qualitative and quantitative information regarding cor-
porate and environmental matters also for certain companies, 
regardless of the method of consolidation, that are not included 
within the scope of the non-financial Statement. Specifically 
this concerns foreign activities and the following companies 
operating in the water area: Acque, Gori, Acquedotto del Fio-
ra, Publiacqua and Umbra Acque, which were included in some 
Group data and described in a dedicated chapter, giving clear 
evidence of their individual contribution.
The scope of the consolidated non-financial Statement 2017 
was also presented during the Committee meeting for Ethics 
and Sustainability.
TABLE NO. 3 - CORPORATE SCOPE FOR THE ACEA GROUP SUSTAINABILITY REPORT 2017 (CONSOLIDATED NON-FINANCIAL 
STATEMENT PURSUANT TO LEGISLATIVE DECREE NO. 254/2016, PREPARED ACCORDING TO GRI STANDARD)
COMPANY
SEAT
Acea SpA
P.le Ostiense 2 - Rome
Acea Ambiente
Via G. Bruno 7 - Terni
Aquaser
P.le Ostiense 2 - Rome
Acea Energia
P.le Ostiense 2 - Rome
Acea8cento
P.le Ostiense 2 - Rome
Acea Ato 2
P.le Ostiense 2 - Rome
Acea Ato 5
V.le Roma - Frosinone
Gesesa (*)
Corso Garibaldi 8 - Benevento
Areti
P.le Ostiense 2 - Rome
Acea Produzione
P.le Ostiense 2 - Rome
Ecogena
P.le Ostiense 2 - Rome
Acea Elabori
Via Vitorchiano - Rome
(*) 	 With regard to Gesesa, apart from information about the number of Employees already included last year, data concerning the other aspects of sustainability shall be 
provided on a progressive basis.

18
ACEA GROUP / SUSTAINABILITY REPORT 2017
STRUCTURE OF THE DOCUMENT 
AND CIRCULATION 
In compliance with the implemented reporting Standards the 
Sustainability Report 2017 bears information and data mainly of 
a non-financial nature, with specific attention to social and envi-
ronmental aspects of the managed activities. 
The document is divided into three sections: Corporate identity, 
Relations with stakeholders and Relations with the environment, 
supplemented by the Environmental Accounts. The latter com-
prises more than 260 items which quantify the physical flows 
generated by the activities: the products, factors used (resourc-
es) and outbound outputs (rejects and emissions).
As mentioned, the main economic-financial data and information 
concerning governance are wholly consistent with those outlined 
in the Consolidated Sustainability Report and the Corporate gov-
ernance report.
Some information concerning foreign activities and the main water 
companies which are not included within the scope of the consol-
idated non-financial Statement, are shown in a separate section.
The published data and information are provided by the Industrial 
Areas, Companies and responsible Functions (data owner), they 
are processed - and possibly reclassified with application of the 
reference Standards - by the internal workgroup which draws 
up the document and then submitted once again to the Areas/
Companies/Functions responsible for final validation. 
Downstream of the audit activities by the appointed statutory 
auditor, the report distributed by means of publication in the 
institutional website – www.acea.it – and the company intranet, 
as well as the other formats provided under Legislative Decree 
no. 254/2016 and the implementary Consob Regulation (im-
plemented by Resolution no. 20267 of 19 January 2018). It is 
also distributed together with the consolidated Sustainability 
Report, by means of a dedicated kit: to the shareholders, during 
the annual Shareholders’ Meeting upon closure of the financial 
year, the directors and middle management of the Group and the 
interested public during events.
For further information about the Sustainability Report and its 
contents, it is possible to write to the following email address: 
RSI@aceaspa.it
Giuseppe Sgaramella
STAKEHOLDER RELATIONS, SUSTAINABILITY,
AND INTERNATIONAL AFFAIRS UNIT 
Massimiliano Paolucci
EXTERNAL RELATIONS, COMMUNICATION AND
INTERNATIONAL AFFAIRS DEPARTMENT

19
TABLE NO. 4 – THE TEN PRINCIPLES OF THE UNITED NATIONS GLOBAL COMPACT
HUMAN RIGHTS
1.  Companies are required to support and respect the protection of internationally proclaimed human rights
2.  Companies should ensure that they are not complicit, even indirectly, in human rights abuses
LABOUR
3.  Companies are required to uphold the freedom of association and the effective recognition of the right  
  to collective bargaining
4.  Companies should uphold the elimination of all forms of forced and compulsory labour
5.  Companies should uphold the effective abolition of child labour
6.  Companies should uphold the elimination of discrimination in respect of employment and occupation
ENVIRONMENT
7.  Companies are required to support a precautionary approach to environmental challenges
8.  Companies are required to undertake initiatives to promote greater environmental responsibility
9.  Companies are required to encourage the development and diffusion of environmentally  
  friendly technologies
ANTI-
CORRUPTION
10. Companies should work against corruption in all its forms, including extortion and bribery
Since 2007, Acea has been formally involved in the United 
Nations Global Compact (UNGC) initiative, acknowledging 
consistency between the ten principles supported by the Unit-
ed Nations through the “Global Pact”11, the UN’s objectives 
of sustainable Development (“Agenda 2030”, to which the 
UNGC expressly refers), the ethical guidelines established by 
the Group Code of Ethics and the commitment for corporate 
sustainability. The advanced level Communication on Progress 
(CoP), is included in the Sustainability Report through a com-
bined statement of the GRI indicators and the principles of 
United Nations Global Compact, pursuant to the understand-
ing reached between the two organisations.
MEMBERSHIP TO THE UNITED NATIONS'  
GLOBAL COMPACT 
11	 The United Nations Global Compact is an initiative launched by the Secretary General of the United Nations upon the conclusion of the World Economic Forum of 
1999. In his appeal he invited the leaders of the world economy to uphold and circulate nine universal principles related to human rights, labour and the environment, 
added to which was the tenth in 2004: anti-corruption.
MEMBERSHIP TO THE UNITED NATIONS' GLOBAL COMPACT

20
ACEA GROUP / SUSTAINABILITY REPORT 2017
ADVANCED LEVEL 
COMMUNICATION 
ON PROGRESS AND 
ITS CORRELATION 
WITH GRI STANDARDS
Since 2014, Acea has undertaken for better principles of 
the process qualifying the consistency between the “Global 
pact” and the actions taken, identifying in the Sustainability 
Report the elements responding to the advanced level of the 
Communication on Progress envisaged by the United Nations 
Global Compact.
The table below lists and describes, in schematic format, these 
elements according to 21 criteria defined by the United Na-
tions Global Compact and states their correlation12 to the 
GRI Standards (GRI 102: General Disclosures and the “Top-
ic-specific standards” 200-Economic, 300-Environmental, 
400-Social identified as “material”, applied in the preparation 
of the sustainability report according to the “comprehensive” 
level of compliance. See the GRI standard content index for 
the pages of the document where the relevant data and in-
formation can be found.
12	 It was Acea’s intention to update the proposed format autonomously, placing elements of the Communication on Progress and GRI Standards in the report, starting from 
the last available document, the result of a collaboration between GRI and UNGC which referred to the previous version of the FRI-GR4 Guidelines. See Making the 
Connection: Using the GRI G4 Guidelines to Communicate Progress on the UN Global Compact Principles, available online in the website www.unglobalcompact.org 
and not yet officially renewed.
TABLE NO. 5 – THE ELEMENTS OF ADVANCED COP AND GRI STANDARDS
UNGC - ADVANCED CRITERIA
UNGC – MATCHING SCOPES 
CORRELATION GRI STANDARDS 
(GENERAL DISCLOSURES AND 
TOPIC-SPECIFIC MATERIAL 
STANDARDS)
CRITERIA 1-2
implementation of the ten principles 
in the strategies and operational 
management of the business
integration of sustainability in corporate  
functions and business units 
from GRI 102-18 to GRI 102-39
implementation of sustainability  
in the value chain
GRI 102-9 – GRI 102-10 – GRI 102-25 
– GRI 204-1 – GRI 103 (1-3) of GRI 308 
Supplier environmental assessment – GRI 
302-2 – GRI 305-3 – GRI 308-1 – GRI 
308-2 – GRI 103 (1-3) of GRI 414 Supplier 
social assessment – GRI 403-2 – GRI 414-1 
– GRI 414-2
CRITERIA 3-5
robust human rights policies  
and procedures management
HUMAN RIGHTS 
commitments, strategies or policies;  
management systems; monitoring  
and evaluation mechanisms
The Human Rights aspect and indicators 
related to it, as proposed by the GRI 
Standards, are relevant for multinational 
enterprises. Acea has therefore considered 
such aspects non-material.
Whereas in the meaning that the United 
Nations Global Compact gives to 
aspects relating to human rights (such 
as employment protection, freedom of 
association, non-discrimination, health 
and safety at the workplace, training and 
education and supplier social assessment), 
they are included in other GRI “topic-
specific” standards, deemed “material”, 
as well as in the “material topics” identified 
by Acea and are therefore covered 
in the report.

21
CRITERIA 6-8
robust labour policies  
and procedures management
LABOUR
commitments, strategies or policies;  
management systems;  
monitoring and evaluation
mechanisms
GRI 103 (1-3) and indicators of the following 
topic-specific standards (series GRI 400 
SOCIAL TOPIC 2016): 
Employment (from GRI 401-1 to GRI 401-3)
Industrial relations (GRI 402-1)
Health and safety at the workplace (from GRI 
403-1 to GRI 403-4)
Training and education (from GRI 404-1 to 
GRI 404-3)
Diversity and equal opportunities (GRI 405-1 
and GRI 405-2)
Supplier social assessment (GRI 414-1, GRI 
414-2) 
CRITERIA 9-11
robust environmental policies  
and procedures management
ENVIRONMENT
commitments, strategies or policies;  
management systems;  
monitoring and evaluation
mechanisms
GRI 103 (1-3) and indicators of the following 
topic-specific standards (series GRI 300: 
ENVIRONMENTAL TOPIC 2016): 
Materials (GRI 301-1)
Energy (from GRI 302-1 to GRI 302-4)
Water (from GRI 303-1 to GRI 303-3)
Biodiversity (from GRI 304-1 to GRI 304-3) 
Emissions (from GRI 305-1 to GRI 305-7)
Effluent and waste (from GRI 306-1 to GRI 
306-3, GRI 306-5) 
Environmental compliance (GRI 307-1)
Supplier environment assessment (GRI 308-1, 
GRI 308-2)
CRITERIA 12-14
robust anti-corruption policies  
and procedures management
ANTI-CORRUPTION
commitments, strategies or policies; 
management systems; 
monitoring and evaluation mechanisms
GRI 102-16, GRI 102-17,
GRI 103 (1-3) and indicators of the following 
topic-specific standards (series GRI 200: 
ECONOMIC TOPICS 2016 and series GRI 
400: SOCIAL TOPIC 2016):
Anti-corruption (from GRI 205-1 to GRI 
205-3)
Public politics (political contributions) (GRI 
415-1)
CRITERIA 15-18
actions aimed at upholding wider development 
objectives of the United Nations
strategies, business activities, actions of promotion 
and engagement with the stakeholders to uphold 
the Sustainable Development Goals (SDG’s)
GRI 103 (1-3) of all the material “topic-
specific standards” included in series GRI 
200: ECONOMIC 2016, GRI 300: 
ENVIRONMENTAL 2016 and GRI 400: 
SOCIAL 2016 (except for the topic Respect 
of privacy)
CRITERIA 19-21
Governance and leadership of sustainability
commitment of the CEO 
GRI 102-14, GRI 102-15
engagement of the BoD
from GRI 102-18 to GRI 102-39
involvement of the stakeholders
GRI 102-40 to GRI 102-44
high level of transparency and reporting
use of GRI Standards 
from GRI 102-1 to GRI 102-10
external audit
GRI 102-56
MEMBERSHIP TO THE UNITED NATIONS' GLOBAL COMPACT

CORPORATE IDENTITY

24
ACEA GROUP / SUSTAINABILITY REPORT 2017
ACEA’S HISTORY
Since it was founded in 1909 as Azienda Elettrica Municipale 
(AEM) in the Municipality of Rome, Acea has represented the 
company that manages the Capital’s essential development in-
frastructure. Indeed, the availability of an efficient electricity and 
water service supports the productive and social growth of the city. 
The definition of corporate public service models that are more 
efficient and industrially developed, also thanks to the involvement 
of private partners, has characterised the last decades and phases 
of development of Acea; from its listing on the Stock Exchange 
in 1999 to entering into new industrial activities and their consol-
idation. The most recent years in Acea’s history are distinguished 
as much by the development of technological innovation and the 
digitalisation of processes and services, with the aim of increasing 
operating efficiency and improving the quality of the services as the 
renewed vocation for developing modern network infrastructures 
that are resilient and integrated, as well as able to forecast a wide-
spread and sustainable development.
ACTIVITIES AND FUNCTIONS 
OF THE MAIN GROUP 
COMPANIES 
Acea is one of the main Italian multi-utilities, with more than a 
century of experience in the management of public services in 
the sectors of energy, integrated water service and environment 
(waste to energy and added value services). 
The company is the reference operator in the Rome area for 
energy sectors (production, distribution, including public lighting 
and sale) and water (complete cycle) and in this last context it is 
present in several regions of Central Italy as an industrial partner 
for local companies managing vast areas.
GROUP PROFILE
TABLE NO. 6 – THE ACEA GROUP IN FIGURES 2017 
STAFF (number, by % consolidation)
5,625
net revenues (million of Euros)
2,797
invested capital (million of Euros)
4,244.7
           net financial indebtment
2,421.5
           shareholders’ equity
1,811.2
total balance sheet assets (million of Euros)
7,387.6
ELECTRICITY
	 generation (GWh) (gross)
837.88
	 from which from renewable sources (GWh) (gross)
608.43
	
hydroelectric
380.5
	
photovoltaic
11.6
	
waste to energy
194.5
	
biogas
21.8

25
CORPORATE IDENTITY
The specific business areas and territorial reach of the Group companies are essentially shown in chart 2.
CHART NO. 2 – ACTIVITIES CONDUCTED BY ACEA’S KEY COMPANIES THROUGHOUT THE TERRITORY 
ELECTRICITY
network demand (GWh)
10,836
sale (GWh) (free and more protected market)
6,843
electricity and gas customers (number)
1,378,932
WASTE TO ENERGY (WtE)
      electricity generation (GWh) (gross) 
384.3
	
waste burnt (t)
445,609
	
RDF
345,633
	
pulper
99,970
PUBLIC LIGHTING
        bulbs managed in Rome (number)
224,480
WATER (INTEGRATED WATER SERVICE)
	
drinking water supplied (Group) (Mm3)
658
	
of which (Acea Ato 2, Acea Ato 5 and Gesesa) 
 383.6
	
number of tests on drinking water (Group)
1,144,365
	
of which (Acea Ato 2, Acea Ato 5 and Gesesa)
 409,375
	
wastewater treatment (Group) (Mm3)
815.4
	
of which (Acea Ato 2, Acea Ato 5 and Gesesa)
 574.7
	
inhabitants served (Group) (million)
8.9
	
of which (Acea Ato 2, Acea Ato 5 and Gesesa)
 4.6
Acea Ato 2 manages the integrated water service in Rome and another 
111 municipalities in the Province.
Acea Ato 5 is the operator of the service in 86 Municipalities 
in the province of Frosinone Gesesa operates in the municipality of 
Benevento and another 11 municipalities in the Province.
Acea Elabori performs laboratory services, research and development 
and engineering services (design and project management) mainly in 
water and environmental activities for Acea group companies.
Acea Ambiente, with plants present in Lazio, Tuscany and Umbria, and 
active in environmental management (treatment and disposal), in the 
production of energy from waste in composting.
AQUASER is active in the recovery, treatment and disposal stages for 
sludge resulting from the depuration phase of the integrated water 
service.
Acea Energy manages the sale of electricity and gas on the market 
(free and more protected).
Acea8cento manages customer care, especially remote contact 
channels for Acea group operating companies.
Areti plans, designs and executes the actions of modernising and 
developing electricity infrastructure (lines AT-MV-LV, cabins, remote 
control systems and metering) and manages its distribution services in 
the municipalities of Rome and Formello. In the city of Rome, it 
manages and develops functional and monumental and artistic public 
lighting systems as well as cemetery illumination.
ACEA Produzione works in the production of energy and heat with a 
central complex composed of hydroelectric and thermoelectric plants.
Ecogena designs and constructs cogeneration and trigeneration plants 
and operates as ESCo (Energy Service Company) pursuing energy 
eﬃciency services for internal customers (obligations of increase 
eﬃciency under Min. Decree dated 20 July 2014) and external 
customers, and ensures the protection of technological innovation in 
terms of energy savings.
LAZIO
CAMPANIA
TUSCANY
UMBRIA
ENVIRONMENT
COMMERCIAL AND TRADING
ENERGY
INFRASTRUCTURE
WATER

26
ACEA GROUP / SUSTAINABILITY REPORT 2017
THE PROPRIETARY STRUCTURE  
AND THE BUSINESS MODEL 
Acea SpA is listed on the Electronic Stock Exchange organised and 
managed by Borsa Italiana. Roma Capitale is Acea SpA’s majority 
shareholder, holding 51% of its share capital. At 31/12/2017, other 
significant direct or indirect equity interests were held by Suez SA 
for over 23% and Caltagirone Francesco Gaetano at approx. 5% 
(see chart 3).
Of the remaining shares, about 15% are owned by primary insti-
tutional investors, the geographic distribution of which highlights 
a greater presence of Italian shareholders, followed by those from 
the USA, Norway and England. The share held by retail investors is 
equal to about 6% (see chart 4).
THE BUSINESS MODEL 
CHART NO. 5 – ACEA’S BUSINESS MODEL
BOARD OF DIRECTORS
CHAIRMAN
CHIEF EXECUTIVE
OFFICER
ADMINISTRATION,
FINANCE AND CONTROL
CORPORATE
BUSINESS AND SERVICES
CEO OFFICE
INVESTOR RELATIONS
HUMAN RESOURCES
MANAGEMENT
HUMAN CAPITAL
DEVELOPMENT
ICT
BUSINESS AREA
EXTERNAL RELATIONS
AND INSTITUTIONAL AFFAIRS
RISK & COMPLIANCE
INTERNAL AUDIT
NATURAL ENVIRONMENT
          STAKEHOLDERS 
ENERGY
INFRASTRUCTURE
OVERSEAS
 ENVIRONMENT
COMMERCIALE
AND TRADING
ENGINEERING
AND SERVICES
WATER
UMANO
SCENARIO: NATIONAL POLICIES, MARKET, 
ECONOMY, INNOVATION, SOSUTAINABILITY, ...
GOVERNANCE
POLICY
STRATEGY
RISK 
ASSESSMENT
COMPLIANCE
REGULATORY EVOLUTION, SECTOR REGULATION, 
MEGA TRENDS (SOCIAL, ENVIRONMENTAL SITUATION), ETC.
ITALIAN POWER EXCHANGE - IPEX
ENERGY SUPPLY CHAIN:
TRADING AND SALES
WATER SUPPLY CHAIN:
INTEGRATED WATER SERVICE
ENERGY SUPPLY CHAIN:
PRODUCTION AND DISTRIBUTION
INFRASTRUCTURE
ENVIRONMENT SUPPLY CHAIN:
CIRCULAR ECONOMY
ITALIAN POWER EXCHANGE - IPEX
MyAcea
buy
FREE
MARKET
PROTECTED
MARKET
MARKETING STRATEGY
NEW PRODUCTS
CSS
PULPER
CHART NO. 3 – PROPRIETARY STRUCTURE AS AT 31/12/2017
51% 
| Roma Capitale
23.3% | Suez Sa
5% 
| Caltagirone Francesco Gaetano
20.7% | Market
CHART NO. 4 – GEOGRAPHICAL REPRESENTATION OF THE INSTITUTIONAL INVESTORS IN ACEA
15%
TOTAL QUOTE HELD
47%
Italy
26%
Usa
Northern Europe
12%
UK
6%
4%
2%
France
Germany
Others
3%
Source: CONSOB

27
CORPORATE IDENTITY
The implemented business model (chart 5) is based on an organi-
sational structure in which the Holding covers the role of govern-
ance, steering and control of the portfolio of managed activities. 
The Parent Company, moreover, offers managerial support to the 
operating companies by means of management and legal, logistic, 
technical, financial and administrative services. Acea SpA’s organ-
isational macrostructure consists in corporate functions and busi-
ness areas to which the operating companies report (see chart 6).
CHART NO. 6 - ACEA SPA ORGANISATION CHART AS AT 31/12/2017
BOARD OF DIRECTORS
CHAIRMAN
CHIEF EXECUTIVE
OFFICER
ADMINISTRATION
FINANCE AND CONTROL
CORPORATE AFFAIRS
AND SERVICES
CEO OFFICE
INVESTOR RELATIONS
HUMAN RESOURCE
MANAGEMENT
HUMAN CAPITAL
DEVELOPMENT
ICT
BUSINESS AREA
EXTERNAL RELATIONS
AND INSTITUTIONAL
AFFAIRS
RISK AND COMPLIANCE
INTERNAL AUDIT
ENVIRONMENT
WATER
ENERGY
INFRASTRUCTURE
OVERSEAS
COMMERCIAL
AND TRADING
ENGINEERING
AND SERVICES

28
ACEA GROUP / SUSTAINABILITY REPORT 2017
The Acea Group is mainly active in 4 chains of activity: the inte-
grated water service; the production and distribution of electric-
ity (including public lighting); the sale of energy and gas; waste 
to energy. Acea operates in such segments through industrial 
companies located in central Italy, particularly on the Tyrrhenian 
ridge, in which has capital holdings and in which it plays the role of 
industrial entity of reference.
The water supply chain begins with the resource capture phase: 
the integrated water service begins with the resource capture 
phase: the water required by the network serving the commu-
nities is drawn from streams and water tables in the territory. 
The quality of the water resource is tested and guaranteed by 
Acea, throughout its journey, so as to observe the normative 
standards provided for end users. Thereafter the wastewater 
and treatment phase is activated to recycle and return the re-
source to the environment in the best possible conditions for its 
natural cycle to resume.
Sale of energy and case: the purchase of commodities (energy 
and gas) takes place by means of trading on market platforms 
(Electronic stock exchange) where resellers such as Acea En-
ergia, provision in order to resupply clients according to their 
respective commercial policies. The demand market in Italy 
is separated into two large sectors, that of more protection, 
which to date still characterises the domestic market and 
shall cease in 2019 and the free market, where each client 
can choose their preferred supplier and related service. Sales 
companies develop relations with the clients, based on their 
typology, by means of increasingly more innovative and digital 
contact channels, however retaining traditional tools such as 
the telephone and public counters. In order to promote their 
products, the sales companies avail of purposefully selected, 
and trained sales agencies which are monitored in the imple-
mented commercial practices.
WATER SUPPLY CHAIN: INTEGRATED WATER SERVICE
ENERGY SUPPLY CHAIN: TRADING AND SALES
Production and supply of electricity: Acea mainly produces 
electrical energy at hydroelectric stations and residually through 
combined cycle (gas) thermo-electric stations and photovoltaic 
plants. Users receive electricity thanks to the supply network 
managed and developed by Acea. The digital and innovative 
development in the services, stimulated and required by a con-
stantly evolving market, commits the Distributor to tend towards 
smart city solutions. This is accompanied by a resilient manage-
ment of the networks by which it is possible to support a future 
shift and increase in the uses of the electrical vector.
ENERGY SUPPLY CHAIN: PRODUCTION AND DISTRIBUTION INFRASTRUCTURE
ITALIAN POWER EXCHANGE - IPEX
MyAcea
buy
FREE
MARKET
PROTECTED
MARKET
MARKETING STRATEGY

29
CORPORATE IDENTITY
Waste to energy and circular economy: the environment supply 
chain has the purpose of waste to energy activities by means of 
conversion into biogas and secondary solid fuel (CSS) for use in 
the energy production process, or through transformation into 
compost for agriculture and flower-growing. In particular, with a 
view to circular economy, Acea exploits the integration into water 
activities to recover sludge from water purification and send it for 
treatment to become compost.
The business activities are broken down in the strategic Plan (see 
paragraph Strategy and sustainability), which defines corporate de-
velopment guidelines based on the assessments of opportunities 
offered by the market, the institutional framework and the context 
of reference, the governance system and a careful identification 
and weighting of the risks which could be generated or suffered 
by the Group. When performing the activities and supplying the 
services, Acea Group pays the greatest attention to its interactions 
with the natural environment and relations with the stakeholders, 
so as to maximise its contribution to the sustainable development 
of the lands on which it is present and to the benefit of the com-
munities of reference. The organisational and management Model 
is implemented within the Group pursuant to Legislative Decree 
no. 231/01, functional to preventing administrative liability for the 
entity with regard to committing crimes, indicated by such norm, 
by subjects in organic relations with Acea (for further details on the 
policy, governance and management systems, see section Corpo-
rate governance and management systems).
In order to ensure the involvement of employees on strategic top-
ics, Acea has realised several people engagement initiatives over 
the year, adopting a continuous improvement model: the Execu-
tion Model. The word “Execution” is intended as the performing 
realisation of a project and underlines the operational spirit of the 
actions and effectiveness of the results to be reached. The model 
valorises the wealth of internal competencies, putting Acea peo-
ple in the condition to concretely influence the improvement of 
the Group, by means of participating in transversal teams (Action 
Teams) that work on initiatives of strategic relevance (the Actions) 
with a punctual cost//benefit calculation and a perspective of the 
measurable improvements brought by the project. 
The initiatives originate from a variety of sources: listening mo-
ments with people working in the various companies or independ-
ent proposals from employees, put forward using a project form 
available from the corporate social platform. Since the model was 
implemented, 5 listening moments were realised and more than 
130 ideas for improvement collected 70 colleagues were identified 
for training in the role of Execution Trainer and Promoter and in 
the application of Project Management tools and the first Teams 
were established.
GENERAL ECONOMIC 
INDICATORS 
In 2017 the Group’s activities were focused on consolidation 
and infrastructural development as well as improving services 
rendered to users. Acea’s programmatic guideline was for-
malised with the new industrial Plan 2018-2022, approved in 
November and favourably accepted by the market. The eco-
nomic-financial results for financial year 201713 are established 
at values in line with the communicated objectives: The gross 
operating profit is equal to 840 million Euros (-6.3% on 2016, 
+7% on adjusted basis) and the operating profit is 360 million 
Euros (-32% on 2016, -2% adjusted). The Group profit is 181 
million Euros (-31% on 2016, +2% adjusted).
ENVIRONMENT SUPPLY CHAIN: CIRCULAR ECONOMY
NEW PRODUCTS
CSS
PULPER
13	 Adjusted economic results do not included non recurrent components, positive and negative, for financial years 2016 and 2017 referred to the effects of the regulatory 
lag and credit impairment regarding Gala and Atac and the assets of Acea Produzione and Acea Ambiente.

30
ACEA GROUP / SUSTAINABILITY REPORT 2017
The consolidated revenues for 2017 amount to 2,796.9 million 
Euros (2,832.4 million Euros in 2016), a 3% increase compared 
to the previous year on an adjusted basis (2,720.9 million Euros 
2016). Phenomena with opposing signs affect such revenues with 
regard to the business activities: positively, among the others, are 
items concerning the change in the consolidation area, revenues 
from the integrated water service and those regarding waste 
conferral and landfill management, comprehensively at 109.4 
million; negatively the revenues from sale and transport of ener-
gy, at 4.4 million. 
In 2017 the costs of materials and overheads were stable com-
pared to 2016 at about 1.76 billion Euros. Worthy of mention as 
regards cost dynamics, in particular are: the reduction associated 
to energy sector (-66.2 million) for the free and protected mar-
ket, with related lowers costs for transport, balanced by the high-
er costs for acquiring white certificates, fulfilling the regulatory 
obligation of energy efficiency (+30.1 million).
The gross operating profit (EBITDA) equal to about 840 million 
Euros proves to be higher than the guidance communicated to 
the market and with reference to the adjusted 2016 value (785 
million Euros) a 7% increase.
Contributing to the formation of the comprehensive value are:
•	
Water operating segment at 40%, with 350 million Euros, a 
4% increase respect to the adjusted data in 2016 (336 million 
Euros). This result was affected by implemented tariff updates 
and especially by the rise in premium granted to Acea Ato 2 
for service quality;
•	
Energy infrastructure operating segment at 39%, with about 
333 million Euros, an approximate 20% increase compared 
to the adjusted data for 2016 (276.8 million Euros), where 
the improvements were brought by all the managed activities: 
distribution, generation and public lighting;
•	
Commercial and trading operating segment at 9%, with 78 
million Euros, an approximate 20% decrease compared to 
2016 (98 million Euros), mainly due to the entry of non-re-
current revenues from the previous year and lower margins in 
the sales activity;
•	
Environment operating segment at 7%, with 64 million Eu-
ros, an approximate 13% increase over the previous year (57.2 
million Euros), thanks to the improvement in plant perfor-
mance and higher quantity of sold electricity, especially with 
regard to the plant in San Vittore del Lazio, as well as the 
resumed activities of the compost plant in Aprilia.
Also contributing to the Group EBITDA are the Foreign area, 
the Engineering and service area and the Parent Company at 15 
million Euros.
CHART NO. 7 – CONTRIBUTION OF THE BUSINESS AREAS TO OVERALL EBITDA (2016-2017) 
The operating profit (EBIT) is 406 million Euros on an adjusted basis, a drop of 8 million on 2016 and it is mainly affected by certain 
non-recurrent components, such as the reduction in value of receivables due from GALA and ATC (22 million Euros) and the impair-
ment of certain assets of Acea Ambiente and Acea Produzione (12 million Euros). The increase of about 53 million Euros in amortisation 
of investments in information technology is also recognised.
2016
% ON EBITDA 
BUSINESS AREA
2017
% ON EBITDA 
BUSINESS AREA
43% 
| Water 
7% 
| Environment
12.5% | Commercial
                  trading
35% 
| Energy
                  infrastructures
41% 
| Water 
7% 
| Environment
9% 
| Commercial
                  trading
39% 
| Energy
                  infrastructures
TABLE NO. 7 - ACEA GROUP EQUITY AND FINANCIAL HIGHLIGHTS (2016-2017)
(in million of Euros)
2016
2017
net revenues
2,832.4
2,796.9
operating costs
1,965.4
1,983.8
	
staff costs
199.2
215.2
	
costs of materials and overheads
1,766.2
1,768.6
income/(expense) from non-financial investments
29.3
26.8
gross operating profit (EBITDA)
896.3
839.9
operating profit (EBIT) 
525.9
359.8
financial operation
(111.6)
(72)
investment operations
1.7
0.3
profit/(loss) before tax
416.1
288.2
income tax
143.5
96
net profit
272.5
192.2
profit/loss attributable to non-controlling interests
10.2
11.5
net profit/(loss) attributable to the Group
262.3
180.7

31
CORPORATE IDENTITY
ANALYSIS OF THE CONTEXT 
 
Acea monitors the scenario of reference, intercepting and ana-
lysing the factors assuming relevance for the company and which 
can affect the pursuit of strategic goals. In particular, the corporate 
sustainability, normative, regulatory, technological, competitive and 
market contexts represent different aspects integrated into an over-
all framework, which outlines the context within which management 
activities and the outlook of the organisation are to be included. 
SUSTAINABILITY CONTEXT 
Circular economy, decarbonisation, smart city and technological 
innovation, climate change and environmental impact are some of 
the issues which characterise the scenario of reference regarding 
sustainability for Acea. We point out the institutional commitment 
by the Italian Government regarding such matters, which, in 2017 
approved the National Energy Strategy and the National Strategy 
for Sustainable Development. The first defines the development 
policy to 2030 for networks and infrastructures, renewable sourc-
es and energy efficiency: the second breaks down and acknowl-
edges, at national level, the Sustainable Development Goals of the 
UN Agenda 2030 undertaken by Italy.
Worthy of mention regarding the year is the entry into force of 
Legislative Decree no. 254/2016, rendering mandatory, for certain 
types of company, amongst which listed companies, disclosure of a 
non-financial nature, substantially equating this, by times, controls 
and publication procedures, to the economic informatory document.
Another Government initiative of relevance for highlighting the 
social aspects of sustainability concerns the insertion of 12 indi-
cators of Fair and Sustainable Wellbeing – such as, for example, 
income inequality, inefficient justice, the hope of life - in the cycle 
of the State Budget, by means of including them in the Document 
of Economy and Finance (DEF). Thanks to this act, Italy is the first 
European country and of G7 to have inserted wellbeing and quality 
of life indicators into its economic planning for the purpose of as-
sessing the impact of national policies on the population.
The repeated manifestation of extreme environmental events 
associated to climate change, such as the prolonged drought that 
caused a serious water crisis in our country during the year, has now 
stressed the necessity to realise an integrated system of responses. 
The National plan of adaptation to climate change shall fulfil this, 
by way of definition, as a strategic planning instrument aimed at 
dealing with the topic of mitigation and capacity of resilience, with 
regard to global climate change.
The world of finance is also assuming a significant role in the tran-
sition towards an economic system sensitive to the commitment 
in sustainability, with the circulation, increasingly expanding, of 
instruments such as Social Bonds and Green bonds, combining the 
search for long term financiers to industrial projects connoted by 
social or environmental characteristics.
In light of the impact on the management of environmental re-
sources, such as water and in consideration of the activity of sup-
pliers of essential services for quality of life and the development 
of the economic fabric, Utilities are constantly more playing a 
fundamental role for sustainable development.
LEGAL CONTEXT
The legal context of pertinence to Acea is wide-ranging and articu-
lated according to the specificity of the operating segments - water, 
energy and environment - and the variety of the frameworks within 
which the detailed legal and regulatory disciplines intervene which 
affect the business operations, from administrative authorisation 
profiles to those protecting the market and competition. Added to 
such aspects is the peculiarity of the nature of listed companies, with 
the related legal impacts, for example in terms of regulating com-
munications to the market. The legal scenario is therefore analysed 
from a multidisciplinary viewpoint, applying a 360° overview and 
continuous interpretative analysis, in order to detect developments 
of particular significance, identifying and assessing risks and oppor-
tunities in terms of strategy and operating management.
Within such scenario the importance of certain particularly signifi-
cant aspects is confirmed. First and foremost, the new Procurement 
Code, which will lead to a radical transformation over time of the 
rules and systems for the functioning of public contracts, it was the 
subject matter of another intervention with the so-called “Cor-
rective”, pursuant to Legislative Decree no. 56/2017. Among the 
foreseen novelties emerge: the limit was raised from 50% to 100% 
of the auction value for the obligatory application of the minimum 
environmental criteria (CAM); the mandatory nature of social claus-
es aimed at protecting occupational stability; an award systems, in 
terms of reducing sureties, for companies holding process and prod-
uct certificates. The legal application aimed at protecting consumer 
interests becomes increasingly more important, especially with re-
gard to relations with commercial operators and at privacy level. As 
regards such aspect, the year under examination can be considered 
as fully preparatory to the entry into force, in 2018, of EU Regula-
tion 2016/679 regarding the protection of personal data.
The industrial nature of the services managed bestows significance 
upon the focus on legal and administrative profiles related to both 
authorising procedures for the construction, renewal and manage-
ment of plants, with obvious effects on the capacity to guarantee 
the continuous operation of the company managed, and on the 
recognition of incentives for energy plants (energy efficiency cer-
tificates, ex green certificates and other incentives recognised by 
the legal system). Assuming particular importance, in this context, 
is the development in the environmental law where we report 
Legislative Decree no. 104/2017 on the new EIA (Environmental 
Impact Assessment), implementing Directive 2014/52/EU, the 
main novelties of which are: faster times and deadlines for the EIA 
procedure, the incorporation of all environmental opinions into one 
sole measure and the expansion of works subjected to state-con-
trolled EIA. To be cited, moreover, is the Annual market and com-
petition law (Law 124/2017) providing, as from July 2019, for the 
“more protected” regime to be interrupted in the energy sector. 
Lastly, given the acquisitions and mergers ongoing in the Utility 
segment, the theme of compliance with antitrust laws concerning 
the discipline of concentrations, aimed at preventing market abuse, 
has also emerged.
REGULATORY CONTEXT
From the regulatory viewpoint, 2017 contributed to outlining a 
more structured and ample reference framework within the var-
ious sectors. 
In the Water segment, there was approval of the Supplementa-
ry Text on Water Service Considerations (TICSI) which sets out 
the criteria for tariff structuring, mainly for domestic users, with 
the identification of a preferential band for the so-called “vital 
minimum quantity” volume of consumption. The main novelty 
concerns the progressive introduction of a pro-capita criterion at 
national level, starting from 1st January 2018 and fully operational 
on 1st January 2022. Associated to such measure are also all the 
ANALYSIS OF THE CONTEXT, 
STRATEGY AND SUSTAINABILITY

32
ACEA GROUP / SUSTAINABILITY REPORT 2017
other interventions in progress, aimed at extending the same levels 
and protective instruments already present in the electricity and 
gas sector to water service users, such as: the social water bonus, 
adopting procedures for containing arrears and the dispute settle-
ment protection system. The other important chain of intervention 
by ARERA (Regulation Authority for Energy Networks and En-
vironment), in the water sector, is represented by the resolution 
of 27 December 2017 917/2017/R/IDR, which shall introduce an 
incentivising regulation model based on the classification of three 
parameters: prerequisites, specific and general standards. Rewards 
and penalties, specular, shall be quantified on a two-yearly bass as 
from 2020, according to the performances of the previous two 
years. By resolution of 27 December 2017 918/2017/R/IDRl AR-
ERA also regulated the processes for updating the tariffs for the 
second half period of regulation 2018-2019.
In the Electricity segment, ARERA continued to pursue a pref-
erential path out of the more protected regime in view of the end 
established for 1st July 2019. Having the purpose of accompanying 
such move, certain important obligations were introduced, amongst 
which: the preparation of “standard” offers for end users (PLACET 
offers); the creation of a List of electricity sellers; the activation of a 
web Portal to collect and publish the offers on the market; the pro-
motion of commercial offers in favour of the purchase groups; the 
monitoring of wholesale markets. Further elements of investigation 
concerned the resilience of the electricity networks, the reform of 
the tariff structure regarding general system charges for non do-
mestic customers and the redefinition of the tariff contribution to 
cover the costs sustained by the distributors of electricity and natural 
gas, subject to the obligations in relation to the mechanism of energy 
efficiency certificate. In the remote heating sector ARERA took the 
first steps downstream of Legislative Decree no. 102/2014 and the 
subsequent review with Legislative Decree no. 141/2016. Indeed, the 
legislator commits the Authority to promoting the development of 
the remote heating and remote cooling sector, in short, governing 
the regulation for service quality and the conditions for connection 
and disconnection to and from the networks and the procedures for 
publishing prices by the sector operators.
COMPETITION AND MARKET CONTEXT 
In the Environment sector (treatment and valorisation of waste, 
including energy recovery), in the light of a national regulatory 
framework envisaging forms of incentives and consistently with 
the European directives on the recovery of matter and energy, 
as well as the implementation of indications from the European 
Union regarding circular economy (closing the loop), the mar-
ket context has highlighted a high “potential demand”, given the 
current situation in terms of production, disposal and capacity 
to treat waste in the areas in which the Acea Group has tradi-
tionally operated and in surrounding areas. There are thus clear 
opportunities for consolidation and development, also taking 
into account the availability of new technologies (composting 
for example) and the possibility of realising forms of industri-
al integration with other operators. As regards the recovery/
disposal of the waste produced by the water companies in the 
Group, in the capacity of the main national player in the inte-
grated water service and thus a major producer of sludge, the 
need - in the framework of added value environmental services 
(sludge treatment, compost) - to expand the potential for the 
disposal/recovery of sludge has been stimulated, with the aim 
of realising a complete and direct in-house management of the 
entire production line. 
In the Energy sector, sales segment, the outlook of most signif-
icance is the completion of the liberalisation of retail sales, with 
the expected abolition in 2019 of the regime of greater pro-
tection. An increase in competition between the operators is 
expected, with a consequent search for distinctive added value 
elements, to be pursued through investments in technological 
innovation and digitalisation to the benefit of the customer.
Technological innovation also plays an important role in the 
development of the Networks-energy distribution sector, in 
favour of further progress in the automation and increasing the 
efficiency of the processes and for applications in the smart 
metering and smart grid framework and from a smart city 
viewpoint. In the latter framework (smart city), there are also 
potential synergies with other operators as regards new busi-
ness opportunities (ultra-broadband for example). The outlook 
for growth in the Networks-public lighting sector for opera-
tors with specific and consolidated know-how lies mainly in a 
foreseeable increase in the demand for the application of latest 
generation energy saving lighting techniques (LED) in the areas 
where there are still none.
In the Water sector, the main development driver is the progress 
being made, as described above, in the regulation by the ARE-
RA, which rewards the efficiency of operators. Similarly to the 
electrical sector, in fact, in December 2017 the national Au-
thority resolved on the new regulation for the technical quality 
of the integrated water service using a reward/penalty mecha-
nism linked to the respect of performance standards (service 
levels) and also an automatic indemnity system for customers 
which is added to that already defined in relation to commercial 
quality. There are therefore development opportunities for the 
service managers that are closely linked to the capacity to adopt 
developed technological systems, highly efficient disclosure and 
organisational models, standardised and repeatable, capable of 
significantly affecting the improvement of performance levels. 
TECHNOLOGICAL AND INNOVATIVE CONTEXT
The technological scenario represents one of the aspects of greater 
dynamism and impact within the scope of analysis of the reference 
context for Acea. The intense and constant activity of research and 
development by the producers of technological services, as well as 
the persuasive application of such technologies in all the Group’s 
areas of operation has ensured that the year in question has been 
characterised by a refocusing on matters of Innovation for the 
Group, identifying the strategic guideline and monitoring structure 
regarding innovative initiatives for 2018-2022 within the CEO 
Office Function which reports directly to the CEO and the new 
activities shall be steered according to three “pillars”:
•	
Customers: providing services focusing on customer experi-
ence and perceived value;
•	
Infrastructures: focusing on the safety and optimal running 
of the infrastructures as an essential parameter of service 
quality and 
•	
People: with the objective of improving our peoples’ experience 
to improve Acea.
Innovative initiatives regarding several sectors were initiated dur-
ing 2017 or continued, having positive effects as expected for 
customers, the community and the environment. The positive 
impacts on the quality of supplied services and customer relations, 
for example, are generated by the development of services having 
high technological content, connected to the Acea 2.0 platform, 
from development in the Customer Relationship Management, as 
also the water helpdesk replacement plan using innovative remote 
reading systems. technological innovation project having positive 
impacts on the community and the environment concern, for 
example, the modernisation and expansion of the pubic lighting 
network using LED, the use of satellite technology, geological and 
multi parametric monitoring through “machine learning” in order 
to detect any violations by third parties of the areas protecting the 
sources and preventing and predicting hydrogeological disturbance 
phenomena, as well as protecting the subservices network man-
aged by Acea in the Capital.

33
CORPORATE IDENTITY
STRATEGY AND SUSTAINABILITY 
INTEGRATED READING OF CORPORATE 
STRATEGY: INDUSTRIAL AND SUSTAINABILITY 
OBJECTIVES 
In 2017 Acea’s, top management defined, contextually, the Industri-
al Plan and the Sustainability Plan with reference to the timeframe 
2018-2022, highlighting both the respective peculiarities and corre-
lation points between the two strategic plans whiles drawing them up.
Moreover, while such activity was in progress, in order to facilitate 
the view of an industrial development that includes aspects of 
sustainability and the stakeholders’ expectations, Acea proceeded 
with undertaking two initiatives dedicated to the top managers: 
feedback from a multistakeholder focus group aimed at identifying 
the most relevant (or “material”) topics regarding the interested 
parties, in relation to the materiality analysis, and a meeting for in-
depth examination of the relations between managed companies 
and sustainability in light of the developments in such context 
(from the Agenda 2030 to the Clean Energy Package), conduct-
ed by an expert on the subject.
The Industrial Plan and Sustainability Plan were finally approved by 
the Board of Directors in separate meetings, so as to allow a wider 
and more punctual description thereof.
On the basis of the scenario trend analysis and its own context of 
reference, Acea approved the Industrial Plan 2018-2022, centred 
on the following strategic pillars:
•	
Industrial growth focused in infrastructural development and a 
customer-oriented approach;
•	
Land and sustainability, based on a sustainable development 
aimed at decarbonisation by means of greater electrification of 
consumptions and the recovery of material in waste recycling 
with in a perspective of circular economy;
•	
Technology, innovation and quality, with investments for more 
than 400 million Euros linked to innovative projects in order to 
favour greater industrial automation and the resilience of smart 
grid and smart city networks;
•	
Operational efficiency, by means of the managerial regulation of 
costs and investments and improvement of performances.
The Industrial Plan increases comprehensive investments, compared 
to the targets set in the previous Plan, envisaging 3.1 billion Euros.
The preparation of the Sustainability Plan 2018-2022 took place 
with the considerable and direct involvement of the manage-
ment called to update/redefine the sustainability objectives, with 
targets for 2022 and related KPI, in the same period in which it 
was proceeding with the breakdown of the industrial objectives. 
This favoured a comprehensive view of the strategy and allowed 
certain sustainability targets to be correlated with the investments 
provided under the Industrial Plan, estimating the value thereof as 
about 1.3 billion Euros.
The general structure of the Sustainability Plan 2018-2022 con-
tinued to be consistent with the layout of the previous Plan 2016-
2020, confirming the 6 transversal objectives aimed at integrating 
sustainability within corporate governance (governance level) and 
the 5 macro-objectives at operational level. 
ENVIRONMENT
•	 strengthening of the waste recycling cycle consistently with the development of a circular 
economy, through the acquisition of new compost plants, the expansion of existing ones and the 
development of new multi-material waste management initiatives (+70% treated waste)
COMMERCIAL 
AND TRADING
•	 improvements of the initiatives for pursuing customer satisfaction and optimising of operational 
processes to obtain cost reductions 
•	 commercial push on digital channels and cross selling given the forthcoming conclusion of more 
protection on the electricity market and its full liberalisation (+33% customers)
WATER
•	 extraordinary plan for the reclamation of over 800 km of water and sewage network, with signifi-
cant objectives for leakage reduction and better management in relation to any water emergencies
•	 introduction of remote reading systems on metres for a total of over 500 thousand smart meters 
installed
•	 efficient use of purification with a rationalisation plan aimed at decommissioning small plants, 
accompanied by the efficient use of large plants
•	 strengthened supply to guarantee the available water resource: design to enhance the Peschiera 
[aqueduct]
ENERGY 
INFRASTRUCTURE
•	 renovation of the LV network to increase the network’s resilience and increase the capacity of power 
available to customers (from 3kW to 6kW) in view of the increase in electricity consumption
•	 smart metering the Rome network, by means of installing 1 million new 2G meters to enable the 
development and use of new services
•	 creation, in partnership, of a fibre optic network for upgrading the ultra-wideband connection of the 
stakeholders in the Capital and for developing technological innovation in the automation and control 
of water and electricity networks
MAIN ACTIONS AND STRATEGIC OBJECTIVES OF THE INDUSTRIAL PLAN 2018-2022 BY BUSINESS AREA
BUSINESS AREA
STRATEGY

34
ACEA GROUP / SUSTAINABILITY REPORT 2017
The elements of discontinuity and development are highlighted in 
the 135 targets for 2022, identified by the Companies and Func-
tions, in which the operational macro-objectives are structured. In-
deed, combined with the significant numeric increase in the targets 
as a whole (+ 52% compared to 89 targets set in the Plan 2016-
2020), is the introduction of new contents: 91 targets were defined 
from scratch and only 44 were confirmed and updated for 2022. 
We point out the numerous targets linked to interventions on the 
water and electrical infrastructures, capable of raising the quality 
of the services offered to customers, making management more 
efficient and containing environmental impacts; the targets on 
the matter of adaptation to climate change which integrates in-
terventions aimed at mitigating the effects thereof; experimen-
tation of new technologies on the management of processes and 
infrastructures, also in the perspective of smart city and the topic 
of circular economy.
At the time of approving the Sustainability Plan 2018-2022, the 
Board of Directors also confirmed the establishment of a Round 
table of sustainability, formed of a nucleus of key Functions of the 
Parent Company, the Regulation of which is being defined.
CHART NO. 8 - THE GOVERNANCE LEVEL OF THE SUSTAINABILITY PLAN 2018-2022: 
KEY ELEMENTS FOR INTEGRATION
SUSTAINABILITY
IN THE RISK
ASSESSMENT
SUSTAINABILITY
IN STRATEGY 
SPREAD THE CULTURE
OF SUSTAINABILITY
SUSTAINABILITY
FOR SHAREHOLDERS
AND FINANCIERS
SUSTAINABILITY
IN THE MBO
SUSTAINABILITY
IN THE SECTOR
REGULATION
GOVERNANCE
MACRO OBJECTIVE
STRATEGY
PROMOTING
CUSTOMER
FOCUS
• reach challenging levels of commercial and technical quality of the supplied services 
and improve the channels of contact to fully satisfy customer requirements
ENHANCING 
STAFF FOR 
THE GROUP'S 
GROWTH
• training, valorisation of know-how (active ageing) and development plans for young 
adults, sharing strategic choices and introducing sustainability in performance 
management systems
QUALIFYING PRESENCE
IN THE REGIONS 
AND PROTECTING 
THE ENVIRONMENT
• more resilient infrastructures in relation to climate change, contained impact on 
the natural environment and territorial protection, more efficient use of resources 
and reduction of CO2 emissions, development of initiatives for circular economy, 
promotion of sustainability along the supply chain, in involving the interested parties 
PROMOTING HEALTH 
AND SAFETY ALONG 
THE VALUE CHAIN
• prevention and circulation of the culture of safety along the value chain, internal 
and external, by means of training and awareness, increased verification and control 
activities
INVESTING IN 
INNOVATION FOR 
SUSTAINABILITY
• experimentation of new technologies, applied research for the development of 
infrastructures, contribution to the development of the urban fabric with a view to 
smart city
w
THE OPERATIONAL LEVEL OF THE SUSTAINABILITY PLAN 2018-2022: PECULIAR TRAITS OF THE 5 MACRO-OBJECTIVES

35
CORPORATE IDENTITY
The Group’s strategic planning brought aspects of complemen-
tarity and connection to light between the Industrial Plan and 
Sustainability Plan, the latter correlated to certain UN sustainable 
development Objectives (chart 9). 
Such orientations regarding the industrial strategy, made public 
in July (Strategic guidelines 2018-202214), intended to highlight 
sustainability in the perspective of business development, inserting 
“Land” - sustainable development, dialogue and collaboration - as 
one of the 4 pillars of the Industrial Plan. 
Such guidelines were further strengthened by the punctual defini-
tion of industrial and sustainability objectives, which proved to be 
fully consistent. The two strategic planning documents, albeit re-
taining their individuality, describe, de facto, the same elements of 
development of the company from two viewpoints, one valorising 
the aspects linked to economic solidity of industrial growth and 
the other the results expected from stakeholders and from the 
social and environmental viewpoint.
 
14	 The presentation of the Strategic Guidelines 2018-2022 is available from the website, www.acea.it, Investor Relations section.
According to the results of the Global Risks 
Perception Survey (GRPS) of the World 
Economic Forum, in 2017 the risks linked 
to the environment (extreme atmospher-
ic events, natural disasters, failed mitigation 
policies and the ability to adapt to climate 
change, loss of biodiversity and collapse of 
the ecosystem and lastly environmental dis-
asters caused by man) are in the foreground 
both respect to the likelihood of occur-
rence and the impact. In particular, Climate 
Change, due to the intensity and strength 
of the connections among the various global 
risks, provides to be among the highest to 
the development and wellbeing of all pop-
ulations given the severe, persuasive and ir-
reversible effects on the sustainability of life 
on Earth, for example the consequences on 
human health, nutritional safety, the balance 
of ecosystems, available and use of natural 
resources at planet level and geo-politi-
cal dynamics. Among the common assets 
of humanity most threatened by climate 
dynamics, water resources are currently ex-
periencing perhaps the “worst crisis”. For 
this reason Acea, in its capacity as Multiutil-
ity in the Energy and Environment sectors 
and first national operator in the Integrat-
ed Water Service, which has always been 
engaged in the development of a sustaina-
ble water culture also by means of aware-
ness in young generations, took part in 
highly important events in 2017 in which 
the relationship between climate and water 
resource was covered by national and inter-
national persons and institutions, operators, 
associations, companies and also experts in 
terms of commitment and collaboration.
In particular, Acea was the main sponsor 
and organiser, respectively, of the inter-
national Summit Water and climate. Com-
paring the great Rivers of the world, as well 
as the Workshop In the shadow of Giano. 
Lack of water: challenges and opportunities. 
Events in which Acea, with interventions 
by the Chairman and the Chief Executive 
Officer, highlighted the increasing necessity 
to adopt criteria and instruments for an effi-
cient, sustainable and resilient management 
of the water cycle staring from the behav-
iour of single citizens, passing through all the 
social and institutional components in order 
to promote an indispensable collaboration, 
also international, to safeguard the availability 
and quality of the water resource, also for the 
generations to come. 
In this perspective, Acea shared its ex-
perience, 
competence, 
good 
practices 
implemented on a daily basis regarding the in-
tegrated water service and positive solutions 
with its own model of management, research 
and repair of hidden leaks, which allowed it to 
successfully tackle critical occurrences such 
as the water emergency that hit the country, 
including the Capital. Acea also underlined its 
commitment in safeguarding water by means 
of investments focussed on the resilience of 
infrastructures and technologies applied to 
the water networks.
CLIMATE CHANGE AND THE WATER RESOURCE: ACEA’S POSITION
Acea was the main sponsor of the interna-
tional Summit Water and climate. Compar-
ing the great Rivers of the world, organised 
in October in Rome by the Ministry of the 
Environment, Protection of Land and Sea, in 
collaboration with UNECE (United Nations 
Economic Commission for Europe), the In-
ternational Network of Basin Organisations 
(RIOB), GAWaC (Global Alliance for Water 
and Climate) and AquaMadre, which con-
cluded with the intervention of the Pres-
ident of the Republic, Sergio Mattarella. 
For the first time the people responsible 
for the biggest river basins and represent-
ing the world met in Italy with the objec-
tive of sharing design proposals and funding 
opportunities, as well as promoting the 
exchange of experience and competence 
regarding sustainable management and 
climate change. A special session was ded-
icated to Africa, the continent most affected 
by natural disasters, where Italy, among the 
first nations to ratify the Paris agreement on 
climate, shall fund projects for water man-
agement of 5 million Euros in Congo and 
Senegal. With regard the Summit Acea, with 
another 36 enterprises and Italian category 
associations, joined the Alliance of Italian 
Enterprises for water and climate change, 
an initiative promoted by the Ministry of 
the Environment to create an authen-
tic network between all those who work on 
water management on a daily basis, accord-
ing to the following principles and objectives: 
insert the topic of climate change in strategy 
and governance of enterprises and associa-
tions; assume commitments able to increase 
resilience; cooperate on a large scale in in-
itiatives for reducing impact support the 
implementation of policies to fight climate 
change; makes the use of water sustainable 
for the various destinations, favouring recy-
cling and reuse; communication and make 
accessible information about best practices. 
The Alliance shall also be equipped with in-
struments for assessing impacts, direct and 
indirect, of production activities on water 
and actions taken to reduce waste.
ALLIANCE BETWEEN ITALIAN COMPANIES FOR WATER AND CLIMATE CHANGE

36
ACEA GROUP / SUSTAINABILITY REPORT 2017
CHART NO. 9 – CORRELATIONS BETWEEN THE INDUSTRIAL PLAN AND THE SUSTAINABILITY PLAN
BUSINESS GROWTH
FOCUSED ON
INFRASTRUCTURAL DEVELOPMENT 
AND ON A CUSTOMER-FOCUSED 
APPROACH
CONSTANT ATTENTION TO THE 
REGION THROUGH SUSTAINABLE 
DEVELOPMENT AIMED AT 
DECARBONISATION AND THE 
CIRCULAR ECONOMY TO BE 
PURSUED, IN CONTINUOUS 
DIALOGUE WITH STAKEHOLDERS
SUBSTANTIAL DEVELOPMENT 
IN TECHNOLOGY AND 
INNOVATION APPLIED TO THE 
AUTOMATION OF INDUSTRIAL 
PROCESSES AND TO 
IMPROVING THE CUSTOMER 
EXPERIENCE WITH A VIEW TO 
SMART SERVICES
OPERATIONAL EFFICIENCY 
BASED ON PERFORMANCE 
IMPROVEMENT LOGS, 
REGULATIONS ON 
INVESTMENTS AND COST 
MANAGEMENT
MACRO OBJECTIVE 1
PROMOTING
CUSTOMER FOCUS
MACRO OBJECTIVE 2
ENHANCING STAFF
FOR THE GROUP'S GROWTH
MACRO OBJECTIVE 4
PROMOTING HEALTH AND 
SAFETY ALONG THE VALUE CHAIN
MACRO OBJECTIVE 5
INVESTING IN INNOVATION 
FOR SUSTAINABILITY
MACRO OBJECTIVE 3
QUALIFYING PRESENCE
IN THE REGIONS AND PROTECTING 
THE ENVIRONMENT

L’IDENTITÀ AZIENDALE
37

38
ACEA GROUP / SUSTAINABILITY REPORT 2017
THE SUSTAINABILITY PLAN 2018-2022
AND OPERATIONAL OBJECTIVES
As mentioned, the Sustainability Plan 
2018-2022 intervenes at governance 
level and operational level, it identifies 6 
frameworks of intervention aimed at cir-
culating sustainability in the business gov-
ernance structures and 5 operational macro 
	 Improving communication 
with customers 
-	Developing presence 
on the web and digital 
channels, in line with the 
Group’s communication and 
positioning requirements 
	 Improving the quality 
	 of services 
-	Improving the commercial 
quality of services 
-	Improving the technical quality 
of services 
	 Professional enhancement,  
training and development of skills 
-	Enhancing and increasing Human 
Capital skills 
-	Investing in the development 
and improvement of the people 
assessment and selection system 
	 Involving people in the Group’s 
identity 
-	Promoting the implementation of 
the new “execution” organisation 
-	Increasing the level of involvement 
of the business population 
-	Defining and promoting an 
employer branding plan 
	 Organisational inclusion  
and well-being 
-	Detecting and improving the 
organisational well-being of the 
entire business population 
-	Enhancing diversity and promoting 
inclusion 
PROMOTING 
CUSTOMER 
FOCUS 
ENHANCING 
STAFF FOR 
THE GROUP’S 
GROWTH 
OPERATIONAL LEVEL THE 5 MACRO-OBJECTIVES
WITH A SPECIFIC FOCUS ON THE FOLLOWING 5 MACRO-OBJECTIVES AND 
ON THE RELATED AREAS OF ACTIONS AND OPERATIONAL OBJECTIVES (*)
GOVERNANCE
LEVEL
THE 6 OBJECTIVES 
•	 the integration of sustainability 
objectives into the system 
for identifying, assessing and 
monitoring business risks; 
•	 the integrated reading of 
economic and financial data, 
as well as sustainability data, in 
order to highlight the total value 
generated by the Group; 
•	 the introduction into the 
performance management 
systems of objectives aimed at 
promoting sustainability impacts; 
•	 the dissemination of the 
“sustainability culture”, by means 
of awareness-raising and the 
involvement of internal and 
external stakeholders in the 
matter; 
•	 the enhancement of ESG 
(Environmental, Social, 
Governance) elements in relations 
with shareholders and investors; 
•	 the reading of evolutionary 
trends in national and European 
regulation, in relation to 
sustainability-related topics in 
the areas in which the company 
operates. 
ACEA IS COMMITTED TO THE 
ADEQUATE INTEGRATION OF 
SUSTAINABILITY INTO THE COMPANY’S 
GOVERNANCE, THROUGH:

39
CORPORATE IDENTITY
objectives for the Group. 
The 5 macro objectives are broken down 
into 14 frameworks for action, 26 op-
erational objectives and 135 targets for 
2022 and related KPIs which allow the 
progressive achievement thereof to be 
monitored. It is envisaged that the Plan 
will be updated periodically, especially at 
an operational level, so that consistency 
with changes to the strategic industrial 
guidelines of the Group is ensured.
The following is a brief overview of the 
Sustainability Plan and a detailed break-
down at an operational level.
The actions taken for guaranteeing that 
the targets for 2022 are progressively 
reached shall be reported starting from 
2018.
	 Organisational innovation 
-	Promoting “smart” working 
methods 
	 Technological and process 
innovation 
-	Promoting the resilience of the 
urban territory and innovation 
from a smart city perspective 
-	Implementing remote control  
and remote intervention systems 
-	Applying new technologies for 
detecting losses 
	 Creating and promoting 
knowledge 
-	Developing research projects in 
partnership with other relevant 
departments 
	 Reducing the environmental impact 
-	Planning and implementing 
measures to combat climate change 
(mitigation and adaptation) 
-	Promoting an efficient use of 
resources, including by supporting 
the circular economy 
-	 Taking initiatives to protect the land 
and limit impacts on the natural 
environment 
-	Enhancing certified environmental 
and energy management systems 
-	Implementing sustainability logic into 
purchasing procedures 
	 Contributing to the well-being 
	 of the community 
-	Promoting activities with a positive 
impact on the well-being of the 
community and on the regions in 
which the company operates 
	 Consolidating relations with the region 
-	Contributing to raising awareness  
on social and environmental topics 
-	Promoting the involvement of 
stakeholders in corporate projects  
to create shared value 
INVESTING IN 
INNOVATION FOR 
SUSTAINABILITY 
QUALIFYING PRESENCE 
IN THE REGIONS AND 
PROTECTING THE 
ENVIRONMENT 
	 Health and safety in the 
workplaces for Group workers 
-	Promoting the culture of health 
and safety in the workplace 
	 Health and safety in the 
workplaces for contractors  
and subcontractors 
-	Raising awareness among 
contractors on health and safety 
in the workplace 
	 Health and safety of the 
communities with which the 
Group operates 
-	Ensuring the health and safety  
of customers and the 
community of reference  
for the various services provided 
PROMOTING 
HEALTH AND SAFETY 
ALONG THE VALUE 
CHAIN 
(*) Each objective is divided into multiple targets and KPIs in the detailed Plan to which reference is made.

40
ACEA GROUP / SUSTAINABILITY REPORT 2017
DETAILED OBJECTIVES OF THE 
SUSTAINABILITY PLAN 2018-2022
MACRO-OBJECTIVE NO. 1  
Promoting customer focus
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
AREA OF ACTION 1: Improving communication with customers 
Developing web 
presence and digital channels 
in compliance with the Group's 
communication  
and positioning needs 
Adapt the structure of the website to the corporate and marketing communication 
needs, in terms of efficiency and transparency. 
ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Media Relations and Digital)
KPI: reviewing the Group's 
digital identity (0-100%)
Developing “corporate” social channels and monitoring the current ones. 
ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Media Relations and Digital)
KPI: 0-100%
Creating an institutional communication campaign targeting customers regarding 
the use of the MyAcea app and online payment of bills (reducing the impact of 
producing paper bills, reducing times, reducing movements, etc.). 
ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Advertising, Brand Image 
and Events) 
KPI: Yes/No
Creating two massive communication campaigns for the use of digital channels 
(webform and online bills) through the call centre and e-mail, aimed at raising 
awareness on the use of digital channels among customers. 
ACEA ATO 5, ACEA ENERGIA; Acea8cento, in conjunction with ACEA SpA EXTERNAL 
RELATIONS AND INSTITUTIONAL AFFAIRS
KPI: n° of massive 
communication campaigns 
created / n° of communication 
campaigns to be created KPI: 
n° of customers reached 
Expand commercial operations that can be carried out by the customer 
independently through digital channels up to 90%. 
ACEA ATO 2; ACEA ENERGIA, in conjunction with ACEA SpA EXTERNAL RELATIONS AND 
INSTITUTIONAL AFFAIRS
KPI: commercial operations that 
can be carried out online /total 
commercial processes CRM
Implement an instrument capable of creating a quality and dynamic segmentation 
of customers (by integrating data from the company, third parties and other DB) 
and activate the multichannel and customised engagement methods with respect 
to end customers (e.g.: comparing consumptions between neighbours, high 
consumption/leakage alert, reward for virtuous behaviour, etc.). 
ACEA ATO 2
KPI: Yes/No
Implementing the online bill for the visually impaired (at least 1,000 customers). 
ACEA ENERGIA
KPI: n° of visually impaired 
customers who receive the 
special digital bill
Implement a customer care social channel where customers can exchange 
information on reports regarding failures/leakages in real time, enhancing 
interventions/investments made, handling users’ demands/requests etc. 
ACEA ATO 2, in conjunction with ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL 
AFFAIRS
KPI: Yes/No
Creating awareness among customers as concerns digital channels also through 
targeted campaigns and "drive to web" initiatives to be activated on the conventional 
contact channels (counter, call centre), with the aim of reaching 50% of requests 
coming from the web (Acea Ato 2). 
ACEA ATO 2, in conjunction with ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL 
AFFAIRS
KPI: n° of requests received 
via web channel/ total requests 
received from customers 
(Acea Ato 2)
Unifying and optimising toll-free numbers (NV) serving the "free market", shifting 
from 4 to 1, and reviewing the callflow to simplify the methods of contact with 
Acea and improve the customer journey, which can be measured through the Net 
Promoter Score (NPS >8) 
ACEA8CENTO
KPI: N° of NVs serving the 
"free market" KPI:  
Net Promoter Score
Increasing the number of active registered members to the My Acea website (reach 
30% of the total number of customers who have carried out at least 1 on-line 
operation per year). 
ACEA ENERGIA
4,000 users/year increase (20,000 by 2022) registered in the MY Acea website 
(online counter).
ACEA ATO 5
KPI: number of customers 
registered in the My Acea 
website/ total n° of customers 
(Acea Energia)
KPI: customers who have carried 
out at least 1 online operation per 
year/ total n° of customers (Acea 
Energia)
KPI: n° of new online counter 
registered members/year(Acea 
Ato 5)

41
CORPORATE IDENTITY
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
(follows)  
Developing web 
presence and digital channels 
in compliance with the Group's 
communication  
and positioning needs
Creating a web-counter, exclusively dedicated to digital services, to be located at 
the sales counter. 
ACEA ATO 5, in conjunction with Acea SpA - Extenal Relations and Institutional Affairs
KPI: Yes/No
Planning a communication campaign aimed at customers regarding the 
plan concerning the replacement of first generation meters with the second 
generation ones (intermediate target at 2020). 
Implementing the communication campaign on 30% of the customers affected 
 by the replacement of the installed meters (target 2022).
ARETI, in conjunction with ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS
KPI: (defining communcation 
campaign) Yes/NoKPI: custo-
mers reached by the campaign 
/customers whose meters have 
been replaced
AREA OF ACTION 2: Improving the quality of services
Improving the sales quality 
of services
Reducing the waiting times at the call centre ( ≤ 160 seconds).  
ACEA ENERGIA - Customer Care
KPI: customer’s average 
waiting time at the call centre
Reduce waiting times at the counter ( ≤ 20 minutes - Acea Ato 5; < 10 minutes  
Acea Ato 2).  
ACEA ATO 2 - Customer Care; ACEA ATO 5 - Customer Care 
KPI: customer's average 
waiting time at the counter 
Reaching 75% of "one call solution" (call centre).  
ACEA ATO 5; ACEA ATO 2; ACEA ENERGIA; ACEA8CENTO 
KPI: same customer recall rate 
(i.e. the same calling number) 
for the same problem (≤ 25%) 
Reducing the average age of the customers’ readings and at the same time 
reaching the implementation of smart meters, 80% of the billing amount entirely 
based on actual consumption. 
ACEA ATO 2
KPI: turnover on actual 
consumption/total turnover
Reaching 95% of "activation of new water units" within 38 working days.  
ACEA ATO 2
KPI: unit activation time 
starting from request for 
quotation (excluding days not 
attributable to the provider)
Ensuring installation of meters covering 97% of the active units (2017 data). 
ACEA ATO 2
KPI = n° of active units with 
meter/total number of units 
measurable with meter (2017) 
Replacing 10,000 meters (inoperative, unreadable, faulty), to ensure the quality 
of the measurement systems. 
ACEA ATO 5
KPI: n° of meters replaced 
(inoperative, unreadable, 
faulty)/10,000 meters
Improving the  
technical quality  
of services 
Reducing response times by 20% (with respect to 2017) for complex laboratory 
analysis and expanding the analytical survey spectrum with the aim of reducing 
risks (WSP - potable water), by implementing high technology analytical techni-
ques.  
ACEA ELABORI
KPI: % of reduction (response 
times of the year in question/
response times in 2017)
n° of "untargeted" surveys  
introduced
Implementing UNI CEI EN ISO/IEC 17020 accreditation for Verifying projects 
pursuant to article. 26 of the Italian Legislative Decree n° 50/2016.  
ACEA ELABORI
KPI: Yes/No
Expanding the purification capacity in 13 Municipalities of the Ato 5, through 
works on 7 new purification plants and 6 existing purification plants: + 79% of 
equivalent inhabitants (AE) handled. 
ACEA ATO 5
KPI: purification potential in 
AE/purification potential in AE 
at 2017 (target perimeter)
Expanding the purification capacity in 14 Municipalities of the Ato 2, in critical 
situations, through works on 13 existing purification plants and 3 new purification 
plants: +58% of equivalent inhabitants (AE) handled.  
ACEA ATO 2
KPI: purification potential in 
AE/purification potential in AE 
at 2017 (target perimeter)
Reducing the average water systems failure repair duration times ( ≤ 2 days). 
ACEA ATO 5
KPI: ordinary systems failure 
repair times 
Reducing the maximum water systems failure repair times (≤ 12 hrs. for DN ≤ 
300 mm pipes; ≤ 24 hrs. for DN > 300 mm pipes). 
ACEA ATO 2
KPI: water systems failure 
repair times starting from 
report
Achieving 92% coverage of the purification service with respect to the total 
active units (2017 data). 
ACEA ATO 2
KPI: % of units covered by the 
purification service/total units 
(2017 data)
Reaching an average duration of disconnection per customer in high 
concentration ≤ 25 minutes.  
ARETI
KPI: average duration of 
disconnections/customer

42
ACEA GROUP / SUSTAINABILITY REPORT 2017
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
(follows) 
Improving the  
technical quality  
of services
Replacing 20% of the current 361 thermal sub-stations serving the remote-heating 
network, for greater efficiency of the service and reliability of the unit's service.  
ACEA PRODUZIONE
KPI: thermal substations 
replaced/total number of 
substations serving the 
remote-heating network
MACRO-OBJECTIVE NO. 2 
Enhancing staff for the Group's growth
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
AREA OF ACTION 1: Professional enhancement, training and development of skills
Enhancing and boosting 
Human Capital skills 
Implementing training processes for 100% of the "newly-employed" (target 
population: employed in the last 3 years, under 33 years of age), functional 
towards defining specific development plans. 
Intermediate target (2018): training 67% out of 120 (newly-employed target 
population at 2018). 
ACEA SpA DEVELOPING HUMAN CAPITAL
KPI (training): n° of "newly-
employed" trained/total number of 
"newly-employed" to be trained.
KPI (development): n° of 
people with high level of 
performance assessment/n° 
of trained newly-employed 
Sustaining Active Ageing policies, ensuring transfer of know-how for 100% of 
the population with critical skills exiting.  
ACEA SpA DEVELOPING HUMAN CAPITAL
KPI: n° of employees involved 
in the process /n° of employees 
with critical skills exiting
Developing management skills of the 100% of the middle-ranking managers and 
office staff with responsibility positions within the Group, through targeted training 
processes. 
Intermediate target (2018): 26% of 380 (target population at 2018).
ACEA SpA DEVELOPING HUMAN CAPITAL
KPI: n° of trained heads of 
department/total n° of head of 
department to be trained
Investing in the development 
and improvement of the staff 
assessment and recruitment 
system
Engaging 100% of the staff of the Group in activities aimed at knowing and 
implementing Leadership Model.
ACEA SpA DEVELOPING HUMAN CAPITAL
KPI: n° of resources engaged/
total n° of resources to be 
engaged
Managing and ensuring the application of the various dedicated tools (both 
conventional and innovative) aimed at the structured assessment of the 
candidate and full traceability of the process for 100% of the recruitment 
processes. Gradually promoting the awareness of our brand brand in terms  
of staff recruitment towards external markets (target 2022: 70%  
of recruitment). 
ACEA SpA DEVELOPING HUMAN CAPITAL 
KPI (internal processes): n° of 
selection processes activated 
through dedicated tools/total 
n° of recruitment activities
KPI (external processes): n° of 
recruitments activated in visible 
mode/total n° of recruitments 
activated
Introduction of objectives aimed at promoting impact on sustainability regarding 
the entire population as concerns MBO in the performance management 
systems.  
Intermediate target (2018): 100% staff n-1 and n-2 by Chief Executive Officer, 
amounting to about 60 people (target population at 2018).
ACEA SpA DEVELOPING HUMAN CAPITAL
KPI: n° of resources with 
sustainability Objective in 
MBO/total n° of resources 
with MBO
AREA OF ACTION 2: Involving people in the Group’s identity
Facilitating the 
implementation of the new 
“execution” organisation 
Implementing the "execution” model: a new way of engaging the people in work 
cross-groups ("action team"), aimed at implementing improvement actions. 
Informing among 100% of the company population and activating at least 10 
action teams/year.
ACEA SpA DEVELOPING HUMAN CAPITAL
KPI= n° of informed 
employees/total number 
of employees
KPI= n° of action teams 
activated/total n° of action 
teams to be activated
Boosting the level 
of engagement 
of the company population 
 
Engaging 100% of the employees in initiatives, even with impact on 
the territory, aimed at boosting the sense of belonging in the company.
Implementing 4 initiatives/year.
ACEA SpA DEVELOPING HUMAN CAPITAL
KPI= n° of employees engaged/
total n° of employees
KPI= n° of initiatives activated/
total n° of initiatives to be 
activated
Ensuring that 100% of the company population is informed on the strategic 
choices, mission and policies of the Group, by implementing at least 5 initiatives/
year to this end.
ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Internal Communication)
KPI: % of the company 
population reached by the 
information
KPI: n° of initiatives/year 
implemented out of the 
initiatives to be implemented

43
CORPORATE IDENTITY
MACRO-OBJECTIVE NO. 3 
Qualifying presence in the regions and protecting the environment
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
AREA OF ACTION 1: Reducing the environmental impact 
Planning and implementing 
actions aimed at fighting 
climate change (mitigation 
and adaptation) 
Reducing the specific consumption of natural gas by 5% by reconverting the 
Tor di Valle thermal power station into a High Efficiency Cogeneration Plant.
ACEA PRODUZIONE
KPI: % of reduction of the 
specific consumption of 
natural gas
Reducing the consumption of electrical energy lighting the Central main offices 
by replacing 100% of the lighting bodies with LED technology bulbs in the 
previously renovated areas designated to be used as offices: less than 100 MWh 
as compared to pre-construction consumption records. 
ECOGENA
KPI: MWh pre-construction – 
MWh post-construction
Implementing energy leakage reduction interventions on the network (voltage 
change, low-leakage transformers, etc.) and other efficiency enhancement 
interventions that will enable achieving about 18,000 MWh energy saving, 
about 6,500 t of reduction of emission of C02 and saving about 3,400 TOEs 
as compared to the 2016 data.
ARETI
KPI: MWh saved/MWh net 
distributed KPI: t of CO2 not 
emitted KPI: TOEs saved
Defining the Risk Index (RI) for the significant elements of the electrical systems 
(MV/LV cabinets, MV semi-dorsal) and seeing to 10% reduction with respect 
to the 2016 RI, due to the 98 investment interventions aimed at boosting the 
resilience of the electrical system. 
ARETI
KPI: Varying the annual 
percentage of the RI (as 
compared to the 2016 RI) 
related to the significant 
elements by target
Reaching 100% of the events organised by the companies of the Group that can 
be classified as "eco-sustainable" (20% increase per year).
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Adv., Brand Image)
KPI: % increase  
of eco-sustainable events
Preparing a recovery system in the water production cycle of the 1st and 2nd 
rainwaters in the Terni e San Vittore installations.
ACEA AMBIENTE
KPI: Yes/No
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
(follows) 
Boosting the level 
of engagement 
of the company population
Measuring the level of information through 2 surveys to be implemented over the 
five-year period and that engages 100% of the company population.
ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Internal Communication)
KPI: % of the company 
population engaged
Boosting the sense of aggregation and belonging of our employees with respect 
to the Group, promoting at least 2 initiatives per year.
ACEA SpA EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Internal Communication)
KPI: n° of initiatives/year 
implemented out of initiatives 
to be implemented
Defining and promoting  
an employer branding plan
Reinforcing the employer brand identity by engaging 100% of the company 
population in specific initiatives. 
ACEA SpA DEVELOPING HUMAN CAPITAL 
KPI: n° of employees engaged/
total n° of employees
AREA OF ACTION 3: Organisational inclusion and well-being 
Identifying and improving the 
organisational well-being of 
the entire company population
Reinforcing employer satisfaction, developing an EVP (employee value 
proposition) coherent with the company strategy as well as with the needs 
identified through internal organisational well-being survey, by identifying 3 
improvement actions/year.
ACEA SpA DEVELOPING HUMAN CAPITAL 
KPI: n° of improvement 
actions activated/total n° of 
improvement actions to be 
activated
Enhancing diversity and 
promoting inclusion 
Engaging 100% of the employees 2 initiatives/year aimed at enhancing 
awareness on diversity management and gender equality.
ACEA SpA DEVELOPING HUMAN CAPITAL 
KPI: n° of employees engaged/
total n° of employees
KPI: n° of initiatives activated/
total n° of initiatives to be 
activated
Promoting at least 3 initiatives per year regarding creating awareness on diversity 
management and gender equality.
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS  
(Social-oriented communication)
KPI: n° of initiatives promoted/
year

44
ACEA GROUP / SUSTAINABILITY REPORT 2017
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
(follows) 
Planning and implementing 
actions aimed at fighting 
climate change (mitigation 
and adaptation) 
Enhancing efficiency and reducing the energy consumption of the saturated vapour 
condensation system by 20%, in the recovery installations (waste energy plants).
ACEA AMBIENTE
KPI: energy consumption/
pre-construction energy 
consumption 
Developing biogas cogeneration (39,000 MWh of energy generated from 
biogas/year) in 4 compost plants, with ensuing reduction of CO2 (11,300 t CO2 
avoided per year).
ACEA AMBIENTE
KPI: MWh/year from 
renewable sources of biogas 
Drafting risk prevention/mitigation plans, according to the Water Safety Plan 
guidelines, regarding 50% of the Acea Ato 2 water supply sources.
ACEA ATO 2
KPI: n° of risk prevention/
mitigation plans/total n° of 
supply sources 
Drafting the Water Safety Plan.
ACEA ATO 5
KPI: Yes/No
Developing a quality-quantity assessment programme on at least 10% of the 
managed sewage systems, with the aim of mitigating the risk of overflow.
ACEA ATO 2
KPI: % of the sewage system 
verified out of the total
Developing an in-flow/out-flow model in the sewage system foreseeing the 
effects of the rain on the sewage system and the rain water collection sand 
disposal system, on which interventions aimed at mitigating and preventing 
extraordinary atmospheric events will be based.
ACEA ATO 2
KPI: Yes/No
Reducing consumption at purification stage by 5% (about6 GWh), starting from 
the purification plants serving more than 100,000 inhabitants.
ACEA ATO 2
KPI: % of reaching target 
(about 6 GWh)
Enhancing the efficiency regarding the 4 most energy consuming purification 
plants by 5%.
ACEA ATO 5
KPI: kWh/cbm of treated 
waste water (measured at 
discharge)  
KPI: % of reduction of energy 
consumption (with respect 
to the 2017 data, target 
perimeter)
Supplying the main companies of the Group with "green energy" for internal 
consumption. 
Target at 2018 (on 2017 consumption): 12 companies, for an overall of about 
500,000 MWh in electrical energy consumption (equivalent to about 180,000 
tons of CO2. 
ACEA ENERGY MANAGEMENT
KPI: n° of companies supplied 
with green energy GO/ total 
n° of companies to be supplied 
Reducing electrical energy consumption for lighting company offices (15 sites, 
including operational offices and installations): 30% kWh less with respect to 
pre-construction consumptions records, by installing LED solutions.
ACEA ATO 5
KPI: KWh consumed 
/pre-construction 
consumption records
Reducing electrical energy consumption for lighting company offices (26 sites, 
including operational offices and installations): 50% KWh less with respect to 
pre-construction consumptions records, by installing LED solutions. 
ACEA ATO 2
KPI: KWh consumed 
/pre-construction 
consumption records
Promoting an efficient use of 
resources, facilitating circular 
economy
Reducing the level of "actual losses" on the water distribution system up to ≤ 30% 
( - 17% less with respect to the level of about 47% in 2016).
ACEA ATO 2
KPI: % of actual losses
Reducing the level of "actual losses" on the water distribution system up to ≤ 50% 
( about - 17% less to the level of about 66.7% in 2016).
ACEA ATO 5
KPI: % of actual losses
Boosting the River Tevere water potabilization systems as an emergency reserve 
for the Municipality of Rome (about 500 l/s), to supplement the water resources 
that can be drawn from Lake Bracciano.
ACEA ATO 2
KPI: l/s of reserve water 
resources available for the city 
of Rome, potabilized from 
River Tevere
Installation of sensors (pressure, flow rate) for the advanced monitoring of water 
leakage in products.
ACEA ATO 2
KPI: Yes/No

45
CORPORATE IDENTITY
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
(follows)
Promoting an efficient use of 
resources, facilitating circular 
economy
Implementing interventions for recycling purified waste water mainly for irrigation 
purposes with ensuing recovery of water resources for drinking purposes 
(recovery of 12 MM cbm/year).
ACEA ATO 2
KPI: MM cbm/year of potable 
resources recovered through 
use replacement of the 
purified water
Increasing the overall waste treatment capacity by about 700,000 t (equivalent 
to about 70% more with respect to the 2017 data). 
ACEA AMBIENTE
KPI: overall t of treated waste/
overall t of treated waste 
(2017 data)
Constructing an organic sludge management and treatment system and 
transformation into biolignite (10% of the dehydrated sludge treated). 
ACEA AMBIENTE
KPI: t of biolignite produced/
organic sludge treated
Operativeness of recently purchased milk whey drying plants for transformation 
into powder for use in the zootechnics industry (30,000 t of whey recovered). 
ACEA AMBIENTE 
KPI: t whey transformed into 
powder/t of whey treated
Recovering 200 t of ferrous scrap material (pulper braids, slag, unsorted). 
ACEA AMBIENTE
KPI: t ferrous scrap material 
recovered
Constructing a platform for selecting light multi-material coming from separated 
collection (recovery of 65% of the managed waste). 
ACEA AMBIENTE 
KPI: t of recovered material/t 
of managed waste
Identifying at least 4 possible material recovery initiatives, in compliance with the 
circular economy. 
ACEA AMBIENTE 
KPI: n° of possible initiatives 
identified
Taking territorial protection 
initiatives and reducing impact 
on natural environment 
Boosting use of online billing: about 195,000 digital bills (equivalent to about 35 t 
of paper saved/year).
ACEA ATO 2
KPI: n° of online bills activated 
KPI: t of paper saved per year 
Boosting the use of online bills: 250,000 digital bills (equivalent to about 52 t of 
paper saved/year).
ACEA ENERGIA
KPI: n° of online bills activated 
KPI: t of paper saved per year 
Further reduction of use of paper by digitising processes, especially in sales 
relations (new activities): 80% of the contracts digitised (equivalent to about 16 t 
of paper saved/per year). 
ACEA ENERGIA
KPI: % of contracts digitised 
KPI: t of paper saved per year 
Eliminating 167 pylons, by modernisation the electrical supply system as well as 
high and ultra-high voltage transmission. 
ARETI
KPI: n° of pylons eliminated/ 
n° of pylons to be eliminated
Completing the supplementation of the of the River Tevere and River Aniene 
quality monitoring system as concerns the Rome city centre fluvial section  
(7 control units by 2022). 
ACEA ELABORI
KPI: n° of control units/ 
total n° of control units to be 
implemented 
Increasing the purification efficiency by 5.5%, with respect to 2017, in terms of 
reduction of BOD5, on 10 purification plants subject of adjustment. 
ACEA ATO 5
KPI: (BOD5 in-BOD5 out/
BOD5 in)*100 
Establishing preventive measures on any sources of criticalities identified (e.g. 
Abnormal discharge), by clustering waste water systems and targeted monitoring 
(30% catchments monitored).
ACEA ATO 2
KPI: n° of sewage catchments 
monitored through 
special sensors/ total n° of 
catchments
Increasing the set of parameters monitored on waste water, by outlining specific 
methods that enable identifying emerging pollutants in the water.
ACEA ATO 2
KPI: Yes/No
Developing new infrastructure surveillance systems (aqueduct sections and 
strategic installations), by using drones and/or satellite systems.
ACEA ATO 2
KPI: Yes/No
Reducing the annual amount of sludge produced by the 4 major purification 
plants by 50% (as compared to the 2017 volumes), by means of interventions 
aimed at enhancing the efficiency of stabilisation, dehydration and drying 
processes.
ACEA ATO 2
KPI annual tons of sludge 
produced by the 4 major 
purification plants (Roma 
Nord, Roma Est, Roma 
Sud, Ostia)/ tons of 
sludge produced by the 
aforementioned plants in 2017 
Replacing distribution of water bottles with water dispensers at the 3 
administrative offices of the company (reduction, fully operative, of about 
35,000 bottles/year, equivalent to about 19 tons of plastic less/year). 
ACEA ATO 5
KPI: n° of bottles saved in the 
administrative offices/ n° of 
bottles consumed (at 2017)

46
ACEA GROUP / SUSTAINABILITY REPORT 2017
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
Enhancing certified 
environmental and energy 
management systems
Reaching 100% of environmental certificates for the Group's subsidiary operative 
companies (water, energy infrastructure, environmental, engineering and services 
industries).
Obtaining the ISO 50001 certificate for companies of the environmental 
areas as well as engineering area and services. Maintaining the currently valid 
environmental and energy management systems certificates.
ACEA SpA - Corporate affairs and services - Certification integrated systems 
KPI: % of operative companies 
with an environmental and 
energy management system 
(per operative sector)
Implementing sustainability 
logics in procurement 
procedures
Participating in CAM (Minimum Environmental Criteria) definition meetings, 
where required. 
ARETI
KPI: n° of participations/ n° of 
active definition meetings on 
products of competence 
Defining minimum shared criteria, by drafting guidelines/internal manuals, for 
defining a "green" product or "sustainable" service capable of facilitating definition 
as a «Green Purchase» of the requirements, when filling in the Shopping Cart.
ACEA ATO 2; ACEA ATO 5; ARETI
KPI: Yes/No
Developing specialised training processes for 100% of the buyers, of the 
drafters of the technical specifications (identified by the Companies) and of the 
resources when planning requirements.
ACEA ATO 2; ACEA ATO 5; ARETI
KPI: trained dedicated 
staff / total number of 
dedicated staff (drafters 
of the technical specifications, 
requirements planning, etc.)
Introducing self-assessment in terms of quality, environment, safety, energy 
and social responsibility (QASER), where relevant, for all economic operators 
registered in the goods/services/labour procurement qualification systems. 
ACEA SpA - CORPORATE AFFAIRS AND SERVICES (Procurement and logistics)
KPI: n° of QASER  
self-assessed suppliers/total 
number of qualified suppliers
Verifying compliance with requirements in terms of quality, environment, safety, 
energy and social responsibility (QASER) for all economic operators registered 
in the works and waste management qualification systems, holding a currently 
valid contract. 
ACEA SpA - CORPORATE AFFAIRS AND SERVICES - Certification integrated systems  
(supplier verification)
KPI: n° of QASER verified 
suppliers/total n° of suppliers 
of certified works and waste 
management services holding 
currently valid contracts 
Exclusively keeping suppliers meeting high requirements in terms of quality, 
environment, safety, energy and social responsibility (QASER) in its certification 
systems. 
ACEA SpA - CORPORATE AFFAIRS AND SERVICES - Certification integrated systems  
(supplier verification)
KPI: n° of QASER criticalities 
regarding which the suppliers 
committed to find a solution/
total n° of QASER criticalities 
detected by Acea
Defining, as concerns 50% of the Classes of Commodities regarding 
procurement of compatible Goods and Services, one or more sustainability 
criteria applicable when defining technical and/or awarding requirements 
according to the most economically advantageous tender criterion. 
ACEA SpA - CORPORATE AFFAIRS AND SERVICES (Procurement and logistics) with 
contribution from Operative companies 
KPI: n° of Classes of 
Commodities with defined 
criteria / total n° of compatible 
Classes of Commodities
Use of at least 90% of the applicable CAMs (Minimum Environmental Criteria), 
pursuant to the respective Italian Ministerial Decrees when defining technical 
and/or awarding requirements in procurement processes regarding multi-
company contracts managed centrally. 
ACEA SpA - CORPORATE AFFAIRS AND SERVICES (Procurement and logistics)
KPI: n° of CAMs applied / 
total n° of CAMs applicable to 
common contracts valid during 
the period of reference
Assessing selection and procurement criteria for renewing the vehicle fleet of 
the company with the aim of facilitating transportation solutions using electric/ 
hybrid technology or biogas-fuelled means. 
ACEA ATO 2
KPI: Yes/No
AREA OF ACTION 2: Contributing to the well-being of the community
Promoting activities 
with positive impact 
on the collectivity and 
on the territories where 
the company operates
Supporting at least 3 social-oriented initiatives per year aimed at promoting 
sports. 
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Social-oriented 
Communication)
KPI: n° of sponsored sports 
promotion social initiatives 
Enhancing industrial sites and facilities of the Group's Companies through 
cultural-oriented events. 
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Adv., Brand Image)
KPI: n° of events organised 
per year
Increasing the Rome area development investments by 5% per year by sustaining 
projects aimed at supporting the enhancement of urban quality. 
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Social-oriented 
Communication)
KPI: % of annual increase  
of investments

47
CORPORATE IDENTITY
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
AREA OF ACTION 3: Consolidating relations with the region
Contributing towards creating 
awareness on social and 
environmental matters
Ensuring Acea's engagement in creating awareness among the citizens as regards 
ethical matters or social campaigns promoted by the Municipality of Rome, 
through temporary monuments, fountains, squares and public buildings lighting 
events (75 events lit free of charge: 15/year). 
ARETI (Public Lighting)
KPI: n° of events lit free  
of charge per year
Support or management of at least 4 awareness initiatives per year and and 
promoting socially useful campaigns (prevention of cancer, women's rights, 
protecting diversity). 
ACEA SpA - External relations and institutional affairs (Social-oriented Communication)
KPI: n° of initiatives supported 
and/or managed
Planning and implementing awareness campaigns aimed at compulsory school 
age students present in the territory where the Companies of the Group operate, 
as concerns responsible use of natural resources (at least 6,000 students per 
year; meeting 100% of the demand).
ACEA SpA - External relations and institutional affairs (Social-oriented communication)
KPI: n° of students engaged 
per year/n° of students to be 
engaged KPI: % of attendance 
applications admitted
Creating awareness among customers as regards conscious use of water 
resources by designing customised information and engagement panels 
(customised reports, consumption simulator, customised tips, etc.); reducing 
average consumption of active customers by 10% as compared to 2017. 
ACEA ATO 2, in conjunction with ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL 
AFFAIRS 
KPI: % of average 
consumption of active 
customers
Creating 2 campaigns per year or awareness initiatives addressing saving water, 
energy and environmental protection targeting the collectivity. 
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Advertising, Brand Image 
and companies of the Group) 
KPI: n° of campaigns/initiatives 
carried out in the year
Organising at least 5 guided tours of the Group's plants per year, aimed at 
schools, institutions, committees etc. with aim of creating awareness on 
environmental matters. 
ACEA ATO 2; ACEA ATO 5; ARETI, in conjunction with ACEA SpA - EXTERNAL RELATIONS 
AND INSTITUTIONAL AFFAIRS 
KPI: n° of tours carried out 
per year 
Facilitating the engagement 
of stakeholders in company 
projects with the aim of 
creating shared values 
Assessing a tool for mapping stakeholders and implementing it in the main 
companies of the Group. 
ACEA SPA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Sustainability)  
in conjunction with the main operative companies
KPI: Defining the tool 
(0/100%)
KPI: Mapping status of the 
stakeholders in the Group 
(0/100%)
Developing permanent relation methods (e.g. Committees, workshops) with 
the collectivity and the reference territories and applying them to the main 
companies of the companies of the Group. 
ACEA SPA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Sustainability)  
in conjunction with with the main operative companies 
KPI: Defining the viewing 
mode portfolio (0/100%)
KPI: Companies with 
permanent viewing mode/
companies of the Group
KPI: Number and type of 
viewing carried out
Organising an event for presenting and disclosing sustainability Report Data. 
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Adv., Brand Image)
KPI: Yes/No
Planning and carrying out School-Work Alternating projects targeting Technical 
Secondary School students of the territory (engaging at least 4 students/year  
for a minimum of 50 hours per student/year). 
ACEA ATO 5
KPI: n° of students engaged
KPI: n° of alternation hours/
student
Planning and carrying out School-Work Alternating projects targeting Electronic 
and Electro-technical Secondary School students of the territory (engaging  
at least 25 students/year for a minimum of 40 hours per student/year). 
ARETI
KPI: n° of students engaged
KPI: n° of alternation hours/
student
Attending at least 3 Work Groups and/or technical-regulatory workshops headed 
by organisations of the industry or scientific bodies for conveying management-
operational needs and criticalities in the implementation of future guidelines and 
recommendations. 
ACEA ELABORI
KPI: n° of initiatives 
undertaken

48
ACEA GROUP / SUSTAINABILITY REPORT 2017
MACRO-OBJECTIVE NO. 4 
Promoting health and safety along the value chain
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
AREA OF ACTION 1: Health and safety in the workplaces for Group workers
Promoting 
workplace health 
and safety culture 
Making a “near-miss” injury online training module compulsory for 100% of the 
operative population. 
ACEA SpA DEVELOPING HUMAN CAPITAL (Training)
KPI: n° of employees trained/n° 
of employees to be trained
Making a safety culture online training module compulsory for 100% of the operative 
population: awareness and prevention.
ACEA SpA DEVELOPING HUMAN CAPITAL (Training) 
KPI: n° of employees trained/n° 
of employees to be trained
Training 100% of the dispatched staff that uses company vehicles, promoting appropriate 
driving conduct.  
Intermediate target (2018): 63% of 1,200 (target population by 2022).
ACEA SpA - DEVELOPING HUMAN CAPITAL (Training)
KPI: n° of employees trained/n° 
of employees to be trained
Providing dispatched employees, who work alone, with a safety system on APP ("Smart 
DPI") with the aim of enhancing their protection and timely assistance in case of 
unwellness or injury.
ACEA ATO 2
KPI: Yes/No
Planning and implementing a special activity addressing smoking cessation. 
ACEA ENERGIA, ACEA8CENTO in conjunction with ACEA SpA - DEVELOPING HUMAN CAPITAL 
KPI: Yes/No
Joining the "In Salute in Azienda, i.e. Healthy at Work” project (Lazio Regional 
Government), with initiatives aimed at promoting workplace health and with the aim 
of obtaining a "Luogo di lavoro che promuove la salute-Rete Europea ENWHP, i.e. 
Workplace promoting health-European Network” certificate. 
ACEA8CENTO
"Luogo di lavoro che promuove la 
salute-Rete Europea ENWHP, 
i.e. Workplace promoting health-
European Network” certificate, 
KPI: Yes/No
AREA OF ACTION 2: Health and safety in the workplaces for contractors and subcontractors
Creating awareness 
among contractors 
on workplace 
health and safety
Creating safety communication tools (information pamphlets, brochures, videos, 
manual, etc.), on the types of risk underlying the managed plants, in various languages 
(e.g. English, Romanian, Polish) with the aim of facilitating learning efficiency by the 
labourers of the contractor companies. 
ACEA ATO 2; ACEA ATO 5; in conjunction with Acea SpA - EXTERNAL RELATIONS AND 
INSTITUTIONAL AFFAIRS
KPI: Yes/No
Developing a professional safety plan aimed at contracting companies at the Acea Ato 
2 training centres.  
ACEA ATO 2
KPI: Yes/No
Creating an annual safety award aimed at creating awareness on safety issues regarding 
contractors and subcontractors. 
ACEA ATO 5
KPI: Yes/No
Extending the introduction of awarding criteria related to health and safety issues to all 
contracts on networks and plants. 
ARETI
KPI: n° of contracts featuring 
awarding criteria related to health 
and safety/ total number of 
contracts in the year
Increasing annual inspections aimed at verifying the application of safety procedures and 
regulations on networks maintenance contracts monitored by the Safety Team by 50%. 
ACEA ELABORI
Intermediate target (2020): 11,000 verifications per year (+50% as compared to the 2016 
data)
KPI: n° of safety inspections/n° 
of inspections at 2016
Application of awarding criteria related to health and safety, in 80% of the relative 
tender contracts, awarded according to the most economically advantageous tender 
criterion. 
ACEA SpA - CORPORATE AFFAIRS AND SERVICES (procurement abìnd logistics)
KPI: n° of contracts according to 
the H&S criteria/ n° of contracts 
awarded according to the most 
economically advantageous 
tender criterion 
AREA OF ACTION 3: Health and safety of the communities with which the Group operates
Ensuring the health 
and safety of the 
customers of the 
reference community 
for the various services 
provided
Developing a plan for monitoring the radioactivity of potable water on 100% of the supply 
systems. 
ACEA ATO 2
KPI: n° of supply systems 
monitored/total n° of supply 
systems

49
CORPORATE IDENTITY
MACRO-OBJECTIVE NO. 5 
Investing in innovation for sustainability
OPERATIONAL  
OBJECTIVES
2022 TARGETS 
FUNCTIONS/ OWNER COMPANIES OF THE PROCESS
KEY PERFORMANCE 
INDICATORS 
AREA OF ACTION 1: Organisational innovation
Promoting "smart” 
processes and working 
methods
Organising at least one initiative per year aimed at verifying potential 
introduction of smart working methods in the company. 
ACEA SpA - DEVELOPING HUMAN CAPITAL 
KPI: n° of initiatives activated 
Introducing the BIM (Building Information Modelling) system for planning 
artistic-monumental lighting projects. 
ARETI (Public Lighting)
KPI: n° of artistic-monumental 
lighting projects carried out using the 
BIM system 
AREA OF ACTION 2: Technological and process innovation
Promoting the resilience 
of the urban territory 
and innovation towards 
a smart city 
Installation of a pilot system for monitoring weather conditions with the aim of 
estimating the resilience of the power supply network. 
ARETI
KPI: Yes/No 
Creating broadband connection on an optical fibre network owned by the 
company (or any other broadband connection) serving the operation of the 
power supply network covering the 71 main cabinets. 
ARETI
KPI: n° of main cabinets with 
broadband connection/ 71 main 
cabinets 
Providing the 1,500 public lighting posts with smart equipment. 
ARETI
KPI: n° of posts provided with smart 
equipment 
Conveying information to the citizens in conjunction with the local authorities 
by means of 100% of the water dispensing stations. 
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Adv., Brand Image)
KPI: % of water dispensing stations 
through which information can be 
conveyed
Supporting start-ups, in conjunction with Universities, local authorities, etc., 
with the aim of creating innovative projects related to the Group's core business. 
ACEA SpA - EXTERNAL RELATIONS AND INSTITUTIONAL AFFAIRS (Adv., Brand Image)
KPI: n° of projects activated
Implementing remote 
control systems 
and remote 
interventions
Installing remote-read meters, with about 1,000 units, in a pilot municipality. 
ACEA ATO 5
KPI: number of remote-read meters 
installed per year 
Installing remote-read meters covering 100 % of the units representing 80% 
of the billed water consumption.  
ACEA ATO 2
KPI: n° of remote-read meters 
installed on the units covering 80% 
of the billed water consumption/ n° 
of units covering 80% of the billed 
consumption 
Remote-controlling 100% of the IP plants (intermediate target at 2020). 
ARETI (Public Lighting)
KPI: % of the remote-controlled 
light points 
Application of new 
technology to detect 
of water leakage 
Testing 3 new leakage detection technologies.
ACEA ELABORI
KPI: n° of technologies tested
AREA OF ACTION 3: Creating and promoting knowledge 
Developing research 
projects in partnership 
with other competent 
organisations 
Taking part in funded projects of interest to Acea and its operative companies 
at national or European community level, regarding research and environmental 
sustainability issues. 
ACEA ELABORI
KPI: n° of projects
Developing methods for the research of 4 emerging organic micro-pollutant 
classes - MOE (interfering endocrines, drugs, antibiotics, therapeutic 
substances, substances of abuse) in 10 purification plants of various potential 
and location. 
ACEA ELABORI
KPI: n° of organic micro-pollutant 
classes studied/total number of 
organic micro-pollutant classes to be 
studied
KPI: n° of plants monitored/total 
number of plants to be monitored
(follows)
Ensuring the health 
and safety of the 
customers of the 
reference community 
for the various services 
provided
Upholding highest quality standards as concerns supplied potable water. 
ACEA ATO 2; ACEA ATO 5
KPI: n° of analytical verifications 
compliant with the law 
requirements/ total number of 
analytical verifications carried out
KPI: n° of analysis on potable 
water/ km of network

50
ACEA GROUP / SUSTAINABILITY REPORT 2017
CORPORATE 
GOVERNANCE IN ACEA 
Acea adopts a governance model compliant with the Code of 
Conduct for Listed Companies and is consistent with the principles 
of transparency, balance and segregation of policy-driven, man-
agement and control activities.
The Acea SpA Board of Directors establishes the strategic guidelines 
of the Group and is responsible for corporate governance. Some 
committees have been set up within the Board of Directors (BoD) 
of the parent company, also in light of the most recent indications 
proposed by the Self-Regulation Code, having propositional and con-
sultation duties: the Audit and Risk Committee, the Appointment 
and Remuneration Committee and the Ethics and Sustainability 
Committee15. Moreover, in implementation of Consob regulations, 
a committee has been set up for examining Party-related transac-
tions, formed exclusively of independent directors.
Lastly, the Board of Statutory Auditors performs supervisory du-
ties, according to the traditional model in force.
CORPORATE GOVERNANCE 
AND MANAGEMENT SYSTEMS
The Audit and Risk Committee helps 
defining the guidelines for identifying, as-
sessing, managing and monitoring the main 
risks for the Group companies, includ-
ing risk becoming significant with a view to 
medium/long term sustainability, establish-
ing compatibility criteria for such risks and 
supporting, subject to appropriate prelim-
inary activities, the evaluations and deci-
sions of the Board of Directors with respect 
to the internal auditing and risk manage-
ment system. The Committee gives a prior 
opinion to the Board with regard to the 
annual approval of the activity plan prepared 
by the Head of the Internal Audit Function 
and provides its own opinion on any proposals 
for the appointment, removal and remuner-
ation of the Head of the aforesaid Function, 
while monitoring the latter’s independence, 
efficiency and performance. The Commit-
tee reports to the Board of Directors at least 
on a half-yearly basis concerning the com-
pleted activity. At the end of the year, the 
Committee’s duties, provided by the reg-
ulation updated and approved by the BoD 
were supplemented with an appraisal of the 
correct use of the reporting standards imple-
mented for the purposes of drawing up the 
disclosure of a non-financial nature as per 
Legislative Decree no. 254/2016. The Com-
mittee met eleven times during 2017.
The Appointment and Remuneration Com-
mittee intervenes on the emoluments of Di-
rectors holding particular proxies, the Chief 
Executive Officer and Executives holding key 
positions. It provides opinions to the Board of 
Directors regarding its composition (size, ap-
propriate professional profiles, compatibility 
of positions) and recommends the policy for 
remuneration of Directors and Executives 
holding key positions, supporting medium 
and long-term sustainability and the balance 
between fixed and variable elements of re-
muneration depending on strategic goals and 
the risk management policy. In this regard, it 
submits recommendations for performance 
goals related to variable remuneration. It 
monitors the application of criteria and the 
decisions implemented by the BoD regarding 
the remuneration policy. The Committee 
met fourteen times in 2017.
The Ethics and Sustainability Commit-
tee is a panel body - formed of at least 
three non-executive directors, the majority 
of which, including the Chairman, are in-
dependent - with independent powers of 
action. It is designated to assist the Board of 
Directors in preliminary investigative, prop-
ositional and advisory functions with regard 
to corporate ethics and environmental, social 
and governance related matters. The Com-
mittee reports to the Board of Directors 
at least every half-year regarding the per-
formed activity. The Committee’s duties 
include: supervision on the matter of sustain-
ability linked to exercising corporate activi-
ties and the dynamics of interaction with the 
stakeholders; examination of the Sustaina-
bility Plan guidelines and monitoring of the 
implementation of such Plan once approved 
by the Board of Directors monitoring of the 
adequacy and implementation of the Code of 
Ethics. The Committee met 7 times in 2017.
THE CORPORATE GOVERNANCE COMMITTEES 
15	 This Committee, the duties and name of which have been reformulated following the board resolution in December 2017, it was previously called the Ethics Committee.
The Group companies falling within the boundary of the Sustainabil-
ity Report in relation to the wider system of internal control and risk 
management adopt, as well as models and procedures concerning 
specific topics, also their own Models of organisation, management 
and control pursuant to Legislative Decree no. 231/2001 (231 Mod-
els), in order to prevent the risk from which entities could become 
liability for administrative crimes due to an offence.
Such models are preceded by thorough crime risk mapping, 
amongst which those pertaining to the law on the matter of cor-
ruption, health and safety at the workplace, and environment, 
after which the crimes are identified which could theoretically 
be committed during corporate activities and are periodically 
updated to adapt them to any amendments concerning both 
the internal organisation and predicate offences recalled in the 
legislative decree.
The Supervisory Body (OdV), as an expressly designated body, 
has full and autonomous powers of initiative and intervention with 
regard to the function and effectiveness of the 231 Models, it 
continuously monitors activities sensitive to the commission of the 
crimes indicated by the legislative decree.
For Acea the adoption of relevant and shared ethical principles 
constitutes an essential element of the internal control system, 
also for the purposes of crime prevention. To this end, the behav-
ioural rules announced in the Code of Ethics - a supplement to 
Model 231 - represent a basic reference with which the recipients 
must comply when performing corporate activities.
In 2017 the 231 Models were updated for the following companies: 
Acea SpA, Acea Ambiente, Aquaser, Areti and Acea Elabori. For 
the remaining companies, given the legislative novelties introduced

51
CORPORATE IDENTITY
during the last quarter of the year and the update of Model 231 of 
the Parent Company, it was deemed appropriate to postpone the 
update until such novelties were transposed.
The legislative amendments brought about during the year to Leg-
islative Decree no. 231/2001 concerned the following predicated 
offences: corruption among private parties; use of citizens from 
country whose residence is irregular; racism and xenophobia. Also 
to be pointed out is that by Law 179/2017 the protection of an em-
ployee or collaborator who reports crimes or violations related to 
the Organisational and management model of the entity of which 
they became aware through their office (so-called “Whistleblow-
ing”) was introduced in the Legislative Decree in question.
Corporate management is referred to the Board of Directors 
(BoD), which is formed of a number from 5 to 9 members ac-
cording to the decisions of the Shareholders’ Meeting. The mem-
bers of the BoD - the process of identification and appointment 
of which is governed by Acea’s Articles of Association according 
to the provisions of the applicable law - remain in office for three 
financial years and can be re-elected. The method used for their 
selection is able to guarantee the representation of the genders, 
appointment of an adequate number of Directors representing 
the minorities and the required number of Independent directors 
pursuant to law16.
The Board in office, voted by the Shareholders’ Meeting of 27 
April 2017, is formed of 9 directors, 3 of which are women. The 
three female Directors were also attributed the Chairmanships of 
the Audit and Risks, Appointments and Remuneration, and Ethics 
and Sustainability Committees.
The Board of Directors met fourteen times during 2017. 
The Chairman and Chief Executive Officer are the only executive 
Directors.
In accordance with the Code of conduct for listed companies, 
Acea carries out a board evaluation annually, availing of an external 
advisor in order to assess the dimension, composition and function 
of the BoD and its internal Committees, as well as the issues sub-
ject matter of discussion.
It is important to highlight that, during the year, the BoD dedicated 
a specific induction meeting, steered by an external expert, to the 
integration of sustainability in strategic planning and, by initiative 
of the CEO, this training session was repeated for a meeting of the 
CEO with the top management of first report.
16	 According to art. 147 ter., para. 4, of Legislative Decree 58/98, so-called Finance Act (TUF), the minimum number of independent Directors must be 1 in the case 
of a BoD up to 7 members, 2 in the case of BoD exceeding 7 members. During the year the BoD verified that the Directors met the conditions required to qualify as 
independent. As at 31/12/2017, 7 directors are effectively independent
The Integrated Governance Index (IGI) is the 
first quantitative index, drawn up by subjects 
qualified in analysing the development of gov-
ernance in enterprises (TopLegal, ETicanews, 
Methodos, Morrow Sodali, Nedcommunity), 
which, since 2016, has clearly and briefly ex-
pressed the position of companies in relation 
to sustainability governance (or integrated 
governance). The index is built on the basis of 
a questionnaire sent to the first 100 compa-
nies listed on the Milan Stock Exchange and 
the assessment is based on a preset score ex 
ante which is applied on a standard basis to all 
participants. The questionnaire is formed of an 
ordinary Area, divided into seven sections of in-
vestigation and by an extraordinary Area which 
further explores topics particularly relevant to 
the year. In 2017 the extraordinary Area con-
cerned Directive 2014/95/EU whereas the 
issues investigated by the ordinary Area were 
as follows: Code of conduct and sustainabil-
ity; Diversity, professionalism, independence 
of the board; Csr integrated into retribution; 
Csr integrated into business strategies; Board 
committees and sustainability; Csr and re-
sponsible investors; Succession plans.
Acea, called to participate in the IGI investiga-
tion for the first time in 2017, obtained a score 
of 55.90, placing it halfway in the general 
classification of respondents. In particu-
lar, the areas in which the best performances 
are highlighted concerned conformity to the 
Code of Conduct, composition of the BoD 
and the approach to the new law regarding 
ESG disclosure obligations (environmental, 
social, governance). The aspects with a lower 
score were those concerning the integration 
of CSR in retribution, strategic planning and 
board committees. During the year the topics 
examined by the IGI and the assessments 
obtained by Acea were the subject matter of 
further investigation and reflections, for im-
provement initiatives by the Ethics and Sus-
tainability Committee, expression of the new 
Top Management.
NB The data and information concerning the 
Integrated Governance Index were drawn up 
with the collaboration of ETicanews.
TOWARDS AN INTEGRATED GOVERNANCE STRATEGY: INTEGRATED GOVERNANCE INDEX 2017 AND ACEA’S PLACEMENT 
The Report on corporate governance and shareholders’ structure, available on the institutional website (www.acea.it), provides detailed 
information about the Directors of Acea SpA: curricula, qualification of independence, presence in meetings of the Board and the Com-
mittees of which they are members and any positions in other companies.

52
ACEA GROUP / SUSTAINABILITY REPORT 2017
STRUCTURE OF THE BOARD OF DIRECTORS AND INTERNAL BOARD COMMITTEES OF ACEA SPA (AS AT 31/12/2017)
ROLE IN THE 
BOD
APPOINTMENT AND 
REMUNERATION 
COMMITTEE
AUDIT 
AND RISK 
COMMITTEE
ETHICS AND 
SUSTAINABILITY 
COMMITTEE
EXECUTIVE 
DIRECTOR
INDEPENDENT 
DIRECTOR
LUCA ALFREDO 
LANZALONE
Chairman
X
STEFANO ANTONIO 
DONNARUMMA
CEO
X
LILIANA GODINO
Director
Chairman
Member
X
GABRIELLA CHIELLINO
Director
Chairman
X 
MICHAELA CASTELLI
Director
Member
Chairman
Member
X
MASSIMILIANO CAPECE 
MINUTOLO DEL SASSO
Director
Member
Member
X
ALESSANDRO 
CALTAGIRONE
Director
X
GIOVANNI GIANI
Director
Member
Member
Member
X
FABRICE ROSSIGNOL
Director
X
The duties lying with the Board of Directors pursuant to the law provisions, the Articles of Association and in compliance with the recommen-
dations provided in the Code of Conduct include:
•	 Outlining the Company’s general and strategic policies as well as guiding lines; coordinating the economic and financial operations of the 
Group by approving business plans, including financial plans, investment plans and annual budgets;
•	 Defining the nature and extent of risks consistent with the strategic goals of the Company, including in such assessments, all risk which could 
become significant with a view to sustainability in the medium/long term of the issuer’s activity;
•	 Approving and amending internal regulations with regard to the general organisational structure of the Company;
•	 Establishing the Committees required by the Code of Conduct and appointing their members;
•	 Adopting Organisation, management and control models as pursuant to Legislative Decree no. 231/01;
•	 Assessing the adequacy of the organisational, administrative and accounting structure of Acea and its key subsidiaries;
•	 Interacting with the shareholders and undertaking initiatives aimed at increasing their engagement and enabling them to exercise their rights smoothly;
•	 Establishing audits for the protection of personal data or third party sensitive data, complete with the drafting of an annual security policy 
report (Legislative Decree no. 96/03);
•	 Adopting the necessary procedures to protect the health of workers and appointing individuals to supervise safety in the workplace (Legisla-
tive Decree no. 81/08);
•	 Evaluating the independence of its non-executive members at least on a yearly basis.
THE ROLE AND POWERS OF THE BOARD OF DIRECTORS IN ACEA
The Chairman is the legal representative of 
the Company and is vested with powers of 
signature. He/she also has the power to call 
and chair the Board of Directors and Share-
holders’ meetings. The Chairman’s duties 
include: overseeing the Group’s activities and 
checking the enforcement of board resolu-
tions and corporate governance regulations; 
monitoring business activities and pro-
cesses with reference to delivered vs per-
ceived quality as well as activities related to 
corporate social responsibility. Lastly, the 
Chairman shall supervise corporate secretar-
iat operations of the parent company.
The Chief Executive Officer is entrusted 
with the ordinary business of the Company, 
vested with powers of signature, he/she is the 
Company’s legal representative and is autho-
rised to represent the Company in dealings 
before the courts of law. He/she shall also 
discharge such other duties as may be en-
trusted pursuant to the law provisions and 
the Articles of Association. His/her terms 
of reference are based on long-term plans 
and annual budgets approved by the Board 
of Directors. Moreover, he/she ensures 
and monitors compliance with operational 
guidelines, implementing organisational and 
procedural changes to the Parent Compa-
ny’s activities consistent with the guidelines 
issued by the BoD. The current Chief Execu-
tive Officer also holds the office of Manager 
of the Water Business Area.
The Chairman and the Chief Executive 
Officer report at least quarterly to the Board 
of Directors and the Board of Statutory 
Auditors on the general operating trend and 
outlook.
If necessary, the Chairman and Chief Ex-
ecutive Officer are entitled to jointly adopt 
acts lying with the Board of Directors as 
regards contracts, purchases, participation 
in tenders, issue of sureties and appoint-
ment of members of the Boards of Direc-
tors and Boards of Statutory Auditors of 
the Group’s major subsidiaries if the urgency 
of the matters does not allow a meeting to 
be called, subject however to informing the 
Board of Directors in its first subsequent 
meeting in order to ascertain the legitimacy 
of any such actions
DUTIES OF THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER

53
CORPORATE IDENTITY
The ordinary and extraordinary Shareholders’ Meeting can be 
called by the Board of Directors as well as upon request of the 
shareholders, provided that they represent at least 5% of the share 
capital pursuant to the applicable legal provisions. Furthermore, 
in compliance with such provisions, the shareholders represent-
ing at least 2.5% of the share capital may request that additional 
matters be discussed by either recommending additional topics 
or submitting resolution proposals for matters already included 
in the agenda.
Shareholders are encouraged to attend by ensuring appropriate 
operating conditions: technology-based interactions are envis-
aged (electronic notice of proxies; notice of call posted on the 
website). Moreover, prior to the date set for the meeting, the 
shareholders may (even by email) submit enquiries regarding 
topics on the agenda. There are no shares with limited voting 
rights or absent of such right17. 
Except for the shareholder Roma Capitale, restrictions shall apply to 
the voting right of shares exceeding 8% of the share capital, as laid 
down by the Articles of Association. Neither shareholders’ agreements 
nor special rights of veto or in any way affecting the decision-making 
process exist other than as a result of the equity interest held.
Some corporate Committees operate within the Parent Com-
pany on a structured or periodic basis, established with techni-
cal-advisory functions in order to improve corporate integration, 
decision making processes and dealing with emerging problems 
required fast and coordinated decisions: the directive Committee, 
formed of managers from the Parent Company of first report to 
the Chief Executive Officer the business review Committee for 
analysing data and economic-financial performance; the public 
lighting Committee and the private electricity network Commit-
tee, competent for said environments of the energy sector. 
Furthermore, consequent to the water emergency which reached 
its peak in the summer, specific committees were created, such as 
the Group Water Companies Committee, the aqueduct develop-
ment Committee and the purification development Committee.
The managers from the Business Areas and Functions of Acea 
SpA are part of such Committees, chaired by the Chief Execu-
tive Officer of the Parent Company and they involve, as required, 
further corporate professional resources who help with under-
standing the more operational dynamics of corporate processes. 
The discussed arguments can be the subject matter of specific 
informatory documents to the BoD.
17	 With the exception of 416,993 own shares (corresponding to about 0.2% of the total shares) for which the right of vote is suspended pursuant to art. 2357-ter Civil 
Code. See also the Report on corporate governance and the shareholders’ structure 2017.
A remuneration policy is in place in Acea 
concerning top management, directors 
tasked with specific duties and executives 
holding key positions.
The remuneration system regarding these 
individuals is based on a clear and transpar-
ent process, with a key role being played by 
the Appointment and Remuneration Com-
mittee which formulates proposals regard-
ing the remuneration Policy and the Board 
of Directors of the Company which approves 
them. The role of these two main corporate 
governance bodies ensures the observance 
of rules which favours a consistent Policy, 
avoiding conflicts of interest and ensuring 
clarity through adequate information.
The Shareholders’ Meeting may set the 
fixed emoluments of the Board members 
throughout their term of office and, further-
more, issues a resolution for or against the 
Policy (such resolution not being binding as 
pursuant to Article 123-ter, paragraph 6, of 
the Finance Act) as illustrated and reflect-
ed in the Remuneration Report 2017. In 
relation thereto, the retributive referenc-
es were confirmed for the Board members, 
as established by resolution of 5 June 2014 
whereas, in exercising its competence in 
setting the payments for the Directors 
vested with special offices, the Board of Di-
rectors resolved on the retributive referenc-
es for the Chairman and the Chief Executive 
Officer throughout their term in office.
For further details, see the Remuneration 
Report Financial Year 2017 available on the 
website www.acea.it.
PROCESS FOR SETTING EMOLUMENTS FOR THE TOP MANAGEMENT
The Acea Internal Audit and Risk Management System (IARMS) 
is a key element of the corporate governance structure comprising 
rules, policies, procedures and organisational structures aimed at:
•	
identifying risks and opportunities for the pursuit of the goals 
set by the Board of Directors;
•	
encouraging the adoption of informed decisions in line with 
corporate goals;
•	
protecting the corporate assets, process efficiency and effec-
tiveness, reliability of financial disclosures and compliance with 
internal and external regulations.
This system applies across the entire corporate structure to differ-
ent extents: the BoD and the internal Committees of the board, 
the Director in charge of the IARMS (i.e. the CEO), the Board 
of Statutory Auditors, the Executive Responsible for Financial 
Reporting, the Supervisory Board, the Ethics Committee, the In-
ternal Audit Function, managers and employees.
A specific audit project on the various elements of the IARMS was 
initiated during 2017 which considers, specifically, amendments 
brought to the Code of Conduct on the topic of sustainability and 
legislative novelties regarding non-financial disclosure (Legislative 
Decree no. 254/2016). The activities carried out allowed duties to 
be redefined and consequent approval of new operational regula-
tions for the internal board Committees, especially the Audit and 
Risk Committee and the renewed Ethics and Sustainability Com-
mittee (see box The corporate governance committees).

54
ACEA GROUP / SUSTAINABILITY REPORT 2017
Risk management is a cross-cutting process that entails widespread responsibilities and the involvement of all company levels. It aims to: 
evaluate exposure to risks identify actions to prevent or mitigate risks; carry out audits; transfer unacceptable risks, for example through 
insurance coverage.
CHART NO. 11 – RISK CONTROL FLOW
CHART NO. 10 – THE KEY PLAYERS OF THE IARMS 
FIRST LEVEL
performed by supervisors 
of the operational activities 
wherein the risk lies
SECOND LEVEL
performed by structures 
other than the previous, 
aimed at verifying that first 
level controls are adequate 
and operational
THIRD LEVEL
independent controls by 
the Audit function in order 
to verify the adequacy and 
operational status of the 
IARMS
The monitoring and management of risks which, in special circum-
stances, can also be significant for the purposes of committing 
crimes, is entrusted to the Supervisory Body 231 as well as corpo-
rate structures having the duty to realise and adopt specific audit 
models. Pointed out among the latter are: 
•	
the “The Group Management and Control Model as per Law 
262/05” implemented with the objective of defining an effi-
cient Internal Control System on the Financial Disclosure for 
the Group; 
•	
the control model as per Legislative Decree no. 196/03, imple-
mented with the objective of guaranteeing, in the management 
of corporate processes, conformity with the dictates of the 
privacy law; 
•	
the organisational model monitoring IT risks, implemented with 
the objective of guaranteeing the design, implementation and 
realisation of IT security measures within Acea Group; 
•	
the control model dedicated to monitoring risks associat-
ed with safeguarding health and safety and the workplace, 
implemented in conformity with the international standard 
OHSAS 18001, having the objective of reducing risks linked to 
corporate activities, applying policies of prevention and contin-
uous improvement; 
•	
the control model dedicated to monitoring environmental 
risks, implemented in conformity with international standard 
ISO 14001, having the objective of reducing the environmen-
tal impact of the activities by applying policies and protocols of 
management and continuous improvement; 
•	
the internal organisational and regulatory system, formed of a 
group of rules, policies, procedures and operating instructions 
relevant for the purposes of defining an adequate internal 
framework of reference consistent with the assigned roles and 
responsibilities.
The Internal Audit Function also has the duty of following up the 
audit interventions Plan, approved by the Board of Directors, 
subject to the opinion of the Audit and Risks Committee. During 
the year, about 70% of the Plan activities concerned corporate 
BoD 
Determines the guidelines of the IARMS so as the main risks for Acea and its subsidiaries are identified, measured and managed
DIRECTOR IN CHARGE
Implements the IARMS guidelines and takes care, also by using the Audit Department, of the identification of the main corporate risks, 
subjecting them periodically to the BoD
BOARD OF STATUTORY AUDITORS 
Monitors the legislative and procedural conformity and the correctness of the administration
DIRECTOR IN CHARGE OF PREPARING THE COMPANY BOOKS
Responsible for instituting and maintaining the System of Internal Audit on the financial information 
OVERSIGHT BODY 
Is assigned with the powers of initiative and intervention to the functioning of MOG 231, relying on the collaboration of the Ethics and 
Sustainability Committee for the profiles of common interest
AUDIT
Carries out independent audits on the operations and suitability of the IARMS using and audit plan (risk based) approved by the BoD 
and monitors the execution of the action plans issued following the audits performed
COMPANY STAFF 
Acts with different responsibilities, from management to workers, in maintaining an efficient process of identifying managing risks and 
operating with respect to the procedures, by performing activities of control on the line

55
CORPORATE IDENTITY
processes deemed as exposed to the risks as per Legislative Decree 
no. 231/01, amongst which the crimes regarding corruption and 
the environment, in violation of injury prevention laws and the 
laws safeguarding hygiene and health at the workplace. As regards 
corruption, the “purchasing-supplier payment cycle” and “business 
credit card management” processes were verified for all companies, 
excluding Gesesa, included in the scope of the Sustainability Report 
(90% of the scope). In 2017, risk assessments were also initiated or 
completed for the amendment of the MOG 231 of all companies 
within the scope, which include corruption risk processes.
A specific Operating Instruction on the Information Flows of the 
Internal Audit System identifies the corporate structures which 
are to perform second-level supervising tasks in respect of some 
typical risks and provides instruction on how to prepare an appro-
priate periodic report to be submitted to top management and 
governance bodies reflecting the supervisory tasks performed.
There is an operational reporting system in Acea for employees 
and external individuals to report any violations of the law, internal 
regulations and the Code of Ethics as well as any problems relating 
to the Internal Audit System, corporate disclosures, administrative 
liability of the company (Legislative Decree no. 231/01), fraud 
and conflicts of interest, consistent with the principles under the 
Guidelines of the IARMS, Model 231 and the Code of Ethics itself 
(so-called “whistleblowing system”). 
The Risk & Compliance Function was estab-
lished in 2017 with functional reporting of the 
Director appointed to the SCIGR, its mission 
being to identify, describe and measure the 
main risk factors which could jeopardise 
reaching the strategic objectives of the Group, 
propose risk management policies concerning 
the corporate activity, identify and acquire the 
most suitable insurance coverage for insura-
ble risks and, lastly, avoid risk of non conform-
ity of the corporate activity to the reference 
normatives. During the year the Audit and 
Risk Committee asked the Risk & Compli-
ance Function to draw up an analysis of the 
Top Risks, useful for defining and assessing the 
risks deemed most significant, the impacted 
business areas of interest and the implement-
ed control system. Among the highlighted 
macro classes we point out those pertaining 
to cyber and data security, the environmental 
and climatic context, social-political context 
(meant both in terms of geopolitical scenario 
and stakeholder engagement with Acea’s ter-
ritories of reference), safety, management 
and development of human capital.
The Risk & Compliance Function also initiated 
the preparation of a specific activity of analysis 
to be performed at Acea companies within 
the scope of this consolidated non-finan-
cial Statement (as per Legislative Decree no. 
254/2016) with interviews and questionnaires, 
aimed at accompanying the management 
towards the identification and assessment of 
risks, generated or suffered by Acea concern-
ing the main topics of sustainability with ref-
erence to the managed activities. The detailed 
information which shall emerge from such as-
sessment process shall give rise to highlighting 
potential elements of vulnerability which could 
compromise the achievement of set targets 
and therefore promptly intervene to improve 
risk management and take any further oppor-
tunities; the activity will also allow the various 
communication requirements, internal and 
external, to be satisfied through the produc-
tion and circulation of informatory flows en-
tailing differentiate reporting according to the 
different recipients.
THE RISK & COMPLIANCE FUNCTION
Acea adopts a specific procedure for re-
ceiving, analysing and processing reports 
of presumed violations of the rules of 
conduct prescribed by the Code of Ethics 
(whistleblowing). This procedure ensures 
the maximum level of confidentiality and 
privacy in the processing of communica-
tions received, protecting those voicing their 
concerns and those responsible.
The Audit Function is responsible for receiv-
ing, registering and ascertaining the exist-
ence of violations and analysed 29 cases of 
presumed violations of the Code of Ethics in 
2017, also in coordination with other compe-
tent corporate Functions. Of these, 24 were 
traceable to cases of a technical/commercial 
nature and the significance thereof for the 
purposes of the prescriptions of the Code of 
Ethics were excluded. The remaining 5 cases 
concerned the following articles of the Code 
of Ethics: art. 16 “Suppliers”; art. 15 “Man-
agement, employees, collaborators” art. 14 
“Relations with Customers”. The Internal 
Audit Functions draws up periodic reports 
on performance and the main evidence 
emerging from the analysis of the reports are 
forwarded to the Supervisory Bodies.
REPORTS RECEIVED ON THE CODE OF ETHICS
MANAGEMENT SYSTEMS 
A complex internal rule system supervises the organisational 
system of corporate governance for the proper running of the 
Group’s activities, from the definition of the general guideline 
directives to the formal statement of the particular business as-
pects, according to the following criteria:
•	
group management rules, through which the parent company 
gives guidelines, coordination and control instructions to all 
corporate units;
•	
processes: consisting of governance, functioning and operat-
ing processes, depending on whether they pertain to strate-
gic, across-the-board or individual business areas;
•	
procedures, defining the operating methods through which 
the company processes are implemented.

56
ACEA GROUP / SUSTAINABILITY REPORT 2017
Acea recognises the following values, as a fundamental element for 
the sustainability of the managed activities: promoting the culture 
of quality, respect of the environment and protecting ecosystems, 
the valorisation of persons and safety at the workplace, efficient 
management of resources, risk assessments and the responsible 
management of impacts, economic, social and environmental, dia-
logue with the interested parties and promoting sustainability in the 
chain of value, involving the supply chain.
Consistently with such guideline, in November 2017 the Top 
Management of Acea subscribed the new Policy for sustainability 
and the quality, environment, safety and energy system18, which 
breaks down the principles, values and commitments undertaken 
by the company, placing them in the framework of the pursuit 
of sustainable development and it is an integral part of the Man-
agement Systems conform to standards ISO 9001, ISO 14001, 
OHSAS 18001 e ISO 50001.
The Integrated Certification Systems, in relation to the Safety, 
Protection and certification Systems Function (Corporate Affairs 
and Services Department), defines the methods and standards of 
reference for the implementation of QASE certificate management 
systems, as well as other certificates, accreditations and certifica-
tions which Acea Group intends to acquire; it operates in harmony 
with the QASE Units present in the single operational companies.
Acea also relies on professional profiles such as the Energy Man-
ager and Mobility Manager, whose duty is to respond to the de-
mands for optimum management of internal energy consumption 
and staff mobility. The duties of the Energy Manager and Mobility 
Manager are aimed at seeking systemic efficiencies and savings in 
important aspects related to the running of an organisation, such as 
use of energy and employees’ transfers, which also create positive 
external effects in terms of lower use of resources and reduction 
in greenhouse gas emissions and optimisation of travelling times 
and routes for employees, respectively, while increasing road safe-
ty and reducing urban traffic. The Energy manager, in particular, 
has the duty of implementing actions regarding energy efficiency, 
reduction of consumption and cost control, in order to ensure the 
progressive optimisation of the Group’s energy costs, activating 
coordination with all the Energy managers in Acea companies.
CHART NO. 13 – THE CERTIFIED INTEGRATED MANAGEMENT SYSTEM
SINGLE RESPONSIBILITY 
FOR DIFFERENT SYSTEMS 
OF APPLIED MANAGEMENT
REPORT OF THE 
REPRESENTATIVES FOR THE 
MANAGEMENT SYSTEMS OF 
THE GROUP COMPANIES 
TO THE REPRESENTATIVE 
OF ACEA SPA
WORK SHARED WITH THE 
COMPANY DEPARTMENTS 
THAT MANAGE PROCESSES 
WITH IMPACT ON THE 
SYSTEMS
CENTRALISATION OF 
AUDITS, DOCUMENT 
STREAMLINING, COST 
REDUCTION
CERTIFIED INTEGRATED 
 MANAGEMENT SYSTEM
Policy of sustainability
and the quality,
environment safety
and energy system
Rome, 20 November 2017
18	 The Policy is available from the institutional website.
CHART NO. 12 – THE INTERNAL RULES SYSTEM 
GROUP 
POLICIES
CUSTOMERS 
AND OTHER 
STAKEHOLDERS
PROCESSES 
OF STRATEGIC 
GOVERNANCE
FUNCTIONING 
PROCESSES
OPERATING 
PROCESSES

57
CORPORATE IDENTITY
The management of quality, the environment, safety and ener-
gy are central aspects in corporate policies, as confirmed by the 
number of Group companies which have implemented certified 
integrated management systems over time. 
As of 31/12/2017 11 of the Group companies are equipped with 
certified management Systems (see Table no. 8) and they have 
all initiated the process for transition to the new standards ISO 
9001:2015 and ISO 14001:2015. We point out that the Acea 
Ambiente plants located in Terni, San Vittore del Lazio and Orvieto 
are EMAS registered.
In 2017 Gesesa also obtained certification for ISO14001 and 
OHSAS 18001 and Ecogena for ISO50001. Moreover, during 
the year the process for retaining SOA certification was complet-
ed for Acea SpA.
Lastly, Aquaser launched the activities in preparation for obtaining 
UNI ISO 39001:2012 certification concerning the road traffic 
safety management system.
Considering the operating companies as a whole, about 70% hold a 
quality certification, 75% an environmental certification (100% in 
the Water and Environment business areas) more than 80% have 
safety certification (100% in the Water and Environment business 
areas) and more than 30% an energy management system.
Each certified company carries out an annual review by its Man-
agement with the purpose of examining the efficacy of the quality, 
environment, safety and energy management Systems, propose 
possible improvement as well as assess the status of progress of the 
activities, each certified company carries out an annual review by 
its Management. 
On these occasions, always attended by the Chairman, Chief Ex-
ecutive Officer and the first report managers of the company in 
question, various elements are analysed, for example: analysis of ma-
teriality, risk assessment, process services, significant environmental 
aspects, developments in legal prescriptions and concerning health 
and safety, supplier performance, customer satisfaction levels, anal-
ysis of complaints, incidents and injuries, objectives regarding quality, 
environment, safety and energy. The results of the review 2017, 
finding no criticalities, confirmed the adequacy and efficiency of the 
management Systems, also defining objectives regarding quality, 
sustainability, safety, the environment and energy consistent with 
the organisation’s commitment to continuous improvement.
QUALITY
(ISO9001)
ENVIRONMENT
(ISO14001)
SAFETY
(OHSAS18001)
ENERGY
(ISO50001)
OTHER
Acea SpA
X
X
X
X
WATER SEGMENT
Acea Ato 2 SpA
X
X
X
X
Acea Ato 5 SpA
X
X
X
X
Gesesa SpA
X
X
X
Acea Elabori SpA
X
X
X
UNI CEI EN ISO/IEC 
17025:2005
Analysis laboratory 
accreditation
ENERGY INFRASTRUCTURE SEGMENT
Areti SpA
X
X
X
X
Acea Produzione SpA
X
X
Ecogena SpA
X
X
UNI CEI 11352
COMMERCIAL AND TRADING SEGMENT
Acea Energia SpA
X
ENVIRONMENT SEGMENT
Acea Ambiente Srl
X
X
X
EMAS
Aquaser Srl
X
X
X
TABLE NO. 8 – CERTIFIED MANAGEMENT SYSTEMS IN THE ACEA GROUP (AS AT 31/12/2017)

58
ACEA GROUP / SUSTAINABILITY REPORT 2017
STAKEHOLDERS AND THEIR 
INVOLVEMENT 
Consistent with the values set forth in the Code of Ethics, Acea 
relies on dialogue and exchange to promote the involvement of its 
interested parties19, enhancing opportunities for the creation of 
common value. 
Identifying the different types of stakeholders and analysing 
and managing interactions between them and the Company 
are continuous, dynamic and one-on-one activities stemming 
from both company drives and objectives as well as inputs from 
outside.
The stakeholder identification phase makes it possible to identify in-
dividuals who are directly or indirectly involved in company activities, 
the purpose being to evaluate the relevant qualitative and quantita-
tive level of impact.
The analysis phase is used to perform a structured evaluation of the 
interactions existing both between the company and the stakehold-
ers as well as among the stakeholders themselves so that dialogue 
and accountability paths may be developed.
Lastly, the management phase leads to the identification of an-
swers to the questions raised by the stakeholders or the company 
in order to pursue the achievement of company goals consistent 
with expectations.
The “Acea stakeholders map” identifies the macro-categories of 
key stakeholders: customers, employees, suppliers, shareholders 
and financiers, institutions, community, environment and the 
company itself.
In respect of each category, engagement initiatives are undertaken 
which sometimes result in collaborative paths that prove crucial to 
both fostering business development and reinforcing and enhanc-
ing the standing and repute ascribed to Acea by its stakeholders. 
Some of the initiatives undertaken during the year are illustrated in 
the stakeholder’s boxes and the detailed boxes (see, for example, 
the Acea box for school 2017 in section Customers and community, 
paragraph Communication, events and solidarity).
STAKEHOLDERS AND ALLOCATION 
OF GENERATED VALUE 
CHART NO. 14 - STAKEHOLDERS AND THEIR INVOLVEMENT
19	 Stakeholders (interested parties) are those entities - individuals, groups, organisations - having significant relations with the company and whose interests are involved in 
the corporate activity for various reasons in relations of exchange held with the latter or because they are significantly influenced by them.
STRATEGY
ANALYSE
MANAGE
IDENTIFY

59
CORPORATE IDENTITY
CHART NO. 15 –STAKEHOLDER MAP
 
 
Regarding the suppliers, for certain contracts (water, electric and civil) awarded with the most advantageous bid, Acea has consoli-
dated the provision of awards linked to sustainability, safety instruction of the workers who perform the work; provision of ecological 
tools used during the activities; possession of joint certifications in quality, the environment and safety. For assignments falling 
within the Code of Public Contracts, regarding work with high manual intensity, as provided by law, it has included the social clause 
of reorganisation of the workforce for the outgoing contractor compatibly with the organisation of the new employer. In terms of 
green procurement, Acea applies the minimal environmental criteria (CAM) adopted with the Decree of the Minister of the Envi-
ronment in all the contract specifications of pertinence and is committed, by an extension project compatible with the purchases to 
be made, to the CAM approach for commodity categories not covered by the legislation of Ministerial Decrees. Following this pos-
itive experience gained with the TenP platform, elaborated with Global Impact Network Italy based on the 10 principles of the “global 
covenant”, Acea decided to make itself independent and integrate the topics of sustainability (social responsibility/environmental 
management) in a self-assessment questionnaire managed directly on the Vendor Management platform of Acea. The integration 
of sustainability into the aspects of reference in relations with qualified suppliers was further developed over the year, providing the 
possibility to audit the second party in addition to quality, environment and safety, also in energy and social responsibility, in a path 
to support improvement in the supply chain.
Acea manages relationships with capital markets to gain the best sustainability conditions of financial provisioning, diversifying the 
sources and making investment in the company safe and of value for investors (equity and debit). More than 60% of the debt stems 
from operations of bonds placement. The relationships with analysts, credit rating agencies, banks and shareholders are imprinted 
in the dialogue and construction of a relationship of mutual trust: meetings with the financial community, like the roadshows, are 
numerous (meeting about 160 operators) at the same time as the main company events and are carried out on the most important 
European forums.
The attention of the ESG analysts (environmental, social, governance) toward Acea has been consolidated in structured rating activ-
ities, corresponding, from the company side, to an ever greater awareness and capacity to create value in ESG aspects, thanks to the 
growing commitment of the internal departments assigned. In 2017 Acea confirmed important positions in the Carbon Disclosure 
Project (class leadership) and was newly included in the Ethibel excellence investment register.
SUPPLIERS 
SHAREHOLDERS AND FINANCIERS
SUPPLIERS
THE COMPANY
INSTITUTIONS
CUSTOMERS
COMMUNITY
ENVIRONMENT
EMPLOYEES
SHAREHOLDERS
AND FINANCIERS

60
ACEA GROUP / SUSTAINABILITY REPORT 2017
The staff of Acea are determined to continue the activities and the success of the organisation. The attention to topics of safety, 
instruction, involvement, devoted to all co-workers, is thus a value of the internal corporate culture that is constantly provided in 
specific and widespread initiatives on the topic of safety. For example, one indisputable part of the complete comprehensiveness 
and implementation of the work, with benefit to over 3,000 employees, was organised as Safety Week, with meetings and initiatives 
prepared by the Safety Manager of the Group to share values, practices and meanings in work carried out in safety.
The new Executive Management, aware of the need for involving co-workers by making them actors in the processes of imagining 
and improving processes, implemented the new Execution Model, a way of activating the assets of the internal skills that, using a 
transverse team, are called upon to operate to make important corporate strategic initiates concrete. Attention to diversity and 
inclusion are aspects that transform the well-being of people into organisational well-being. In this context, two initiatives were 
indicated for the year: Massimo Ascolto, a survey distributed to all employees with the goal of identifying needs and priorities within 
the scope of organisational well-being, taking into account the personal and familial peculiarities of the company population, and 
MAAM (Maternity As A Master) for enhancing the parenting experience during the first years of the children’s growth. Participating 
in the project were 55 females and 18 males who, along the way of community and coaching learned to capitalise their capabilities of 
parenting experience to grow the so-called generative leadership.
EMPLOYEES
CUSTOMERS
The figure of the multiutility customer is in continuous evolution and the relationship with the company changes and develops in light 
of these changes. Acea is committed to being a reliable and high-quality partner to satisfy the demands of its clientele, equipping 
itself with the most up-to-date interaction systems, facilitating evolving dynamics on the markets served, continuously monitoring 
the feedback of its own customers to collect their comments and rework them into operational responses. Digital technology contin-
ues to be constantly implemented as evolving communications infrastructure with the customer: the installation of digital meters in 
remote management has achieved coverage of 99.33% of the population. In the new configuration of the energy market, the figure 
of prosumer (energy producer and consumer) has been consolidated: in the distribution network of Areti, there are 11,344 active 
prosumers - +9% over 2016 - of which about 7,000 are Acea Energy customers. The commitment to continuous improvement of 
services rendered to customers guides the planning of activities in the water field, for example, first intervention response times to a 
breakdown have been reduced. The efficiencies of these interventions will then be constantly checked using in-depth and widespread 
customer satisfaction surveys.
COMMUNITY
Acea is working to create the best infrastructure conditions based on collective development. The networks and plants in one modern 
multiutility are designed toward smart city logic in response to urban contexts, for example, innovation projects are framed that re-
gard the multiservice measuring systems and the technological evolution of public light poles. The safety of the population is another 
responsibility that Acea feels its own and responds to by providing emergency plans able to ensure systems resilience against critical 
events, such as environmental, fraudulent or terrorist, ensuring the protection of the collective. The commitment of Acea, however, 
is not aimed solely at the service infrastructures but also at the construction of networks for solidarity, cohesion and opportunity for 
the collectives in question; just think about the relationships with the Schools, using alternating study-work plans or the environmen-
tal educational campaigns (in 2017, involving more than 5,000 students), or the commitment to develop monumental heritage using 
initiatives conducted in collaboration with the relevant authorities.

61
CORPORATE IDENTITY
The natural environment is the scenario where the activities of the Group are performed and is to be preserved with a responsible 
and efficient use of resources, protecting sources, safeguarding the natural areas where the plants and service networks encroach, 
mitigating the physical and the external impacts generated in the ecological context of the operating processes.
The widespread adoption of Environmental management systems is a concrete response on the importance of environmental dy-
namics for Acea and a managerial tool for continuous improvement in performance. Consider for example energy generation where 
the repowering initiatives constantly act to modernise plants also by pursuing better environmental impacts in terms of emissions, 
or the integrated water service where Acea’s responsible management in resources starts from the provisioning stage, to make it 
available to people and ends with the commitment to restore the runoff to the receptacle body in the best condition possible. Finally, 
the environmental services linked to waste management cannot be overlooked, where the commitment to the ecosystem regards 
both operating processes, just think about the environmental efficiencies brought in the innovative project of the Ecobelt® WA belts 
in the waste to energy plant of San Vittore del Lazio, or the transformation of waste with a view to circular economy, as occurs with 
sludge treatment for water purification. 
ENVIRONMENT
For a company that delivers essential public services on the territory and mostly subject to regulation by the public authorities, the 
relationship with institutions is essential both for planning activities and their exercise. Acea represents a strategic infrastructural as-
set of the territory and consequently interacts with the public administrations to contribute to a superior need of the public interest, 
as for example, national security for emerging phenomena like cyber security. Of no less importance is the relationship with the local 
agencies that express specific demands for the population or the environment, just think about the Area Management Authorities 
in the water sector, complementary counterparts of the integrated water service companies. For emergencies of a social or environ-
mental type that generate widespread negative impacts - just think about the example of extreme weather events linked to climate 
change - Acea has proven its approach for thinking globally and acting locally by taking a position with respect to the institutional 
initiatives of international importance such as the UN objectives of sustainable development or also the Alliance of Italian enterprises 
for water and climate change, in the context of the International Water and Climate Summit held in October under the aegis of the 
Minister of the Environment and in collaboration with, among others, the Economic Commission for Europe of the United Nations 
and the International Network of Water Basin Institutions.
INSTITUTIONS
A sustainable organisation tries to aim at and project itself in a future dimension, imagining its own role in in the development of the 
whole context. To do this, Acea has designed and Industrial Plan 2018-2022, feasible, reliable and innovative, that has restored, 
reinvigorating and renewing, the industrial vocation of Acea, heavily concentrated on the creation and management of modern and 
resilient infrastructures. The innovative nature of this design is corroborated by the simultaneous integrated sustainability planning 
that has made synergies in the development of company goals in both the industrial dimension and the general creation of value for 
all the stakeholders.
Acea is being constantly renewed, for example, by creating the first innovation plan of the Group and instituting a special company 
department dedicated to innovation. At the governance level, Acea has created the Committee for Ethics and Sustainability, allying 
itself with the most recent indications of integrated corporate governance.
ACEA

62
ACEA GROUP / SUSTAINABILITY REPORT 2017
External observers also analyse and evaluate Acea’s sustainability 
performance, conferring adequate recognition for the good levels 
reached.
In particular, in 2017 the company participated in the sixth edi-
tion of the Top Utility Award, which values and rewards the Italian 
system of Public Utilities from an integrated view of economic, 
financial, social and environmental sustainability.
The analysis is applied to the top 100 Italian Utilities in terms of 
turnover, public and private, on the basis of 201 indicators and 
6 evaluation areas: economic financial results, operating perfor-
mance communication, sustainability, customer and territorial 
relations and research and innovation. Acea was part of the final 
five for best in class in the following categories “best company”, 
“sustainability” and “communication”.
Lastly, the CDP, which valorises good management by companies 
of the risks concerning climate change, confirmed, also for the 
year in question, an excellent appraisal of Acea’s performance, 
confirming its presence in the “leadership area” (see Relations with 
the environment in this regard). 
TOOLS AND ACTIONS FOR SUSTAINABILITY 
Acea supplies network services of public interest and is therefore a 
vital player for the promotion of economic and civil development in 
local communities. The care dedicated to the quality of the servic-
es provided and efficiency of the industrial processes managed, the 
protection of the natural environment and focus on social dynamics 
in the areas it operates, ensure that corporate social responsibility 
(CSR) as a method of pursuing sustainable development is part of 
Acea’s identity.
The Group works towards spreading CSR values, culture and prac-
tices, both within the organization and in the contexts it operates 
in, adopting tools and policies which today cover the most impor-
tant phases of planning, management and accounting.
CHART NO. 16 - CSR TOOLS
 Code of Ethics - Commttee for Ethics and Sustainability
 MOG 231
 Quality, Environment, Safety Energy, EMAS certified 
	
management systems
 Sustainability Policy and QASE
 Management norms (e.g. Antitrust)
Diversity Committee
RULES AND PROCEDURES
 Sustainability Report
 Website
 Communication On Progress (Global Compact)
 CDP
REPORTING AND COMMUNICATION
 CSR Manager Network
 Global Compact Network Italia
 Ratings and ESG Indexes (environment, social, governance)
MEMBERSHIPS AND RATINGS
 CSR Awareness and Training
 Analysis and Research
 Customer Satisfaction Survey
 Materiality Analysis
 Engagement with stakeholders
LISTENING AND ENGAGEMENT

63
CORPORATE IDENTITY
(in million of Euros)
2016
2017
total economic value directly generated
2,880.7
2,841.4
DISTRIBUTION TO STAKEHOLDERS
operating costs (suppliers)
1,763.3
1,766.2
employees
199.2
215.2
shareholders
113.4 
145.4 (*)
financiers
128.8
89.3
public administration
143.6
96
community
2.9
2.4
company
529.5
526.9
DISTRIBUTION OF THE VALUE 
GENERATED BY ACEA 
The economic value comprehensively generated by the Acea Group 
in 2017 is 2,841.4 million Euros (2,880.6 million Euros in 2016).
Below is a breakdown of the above figure amongst the stakeholders: 
62.2% to suppliers, 18.5% to the company as resources to be re-
invested; 7.6% to employees; 5.1% to shareholders in the form of 
profits and reserves; 3.1% to financiers in the form of interest on 
capital provided; 3.4% to the public administration20 in the form 
of taxes paid and 0.1% to the community by way of sponsorships 
and donations for events and kindred endeavours.
20	 The amount paid to the public administration net of state and regional public contributions which Acea receives from such stakeholder (equal to 7.4 million Euros) is 88.6 
million Euros. 
2016 (%)
2017 (%)
suppliers
61.2
62.2
employees
6.9
7.6
shareholders
3.9
5.1
financiers
4.5
3.1
public administration
5
3.4
community
0.1
0.1
company
18.4
18.5
TABLE NO. 9 – ECONOMIC VALUE DIRECTLY GENERATED AND DISTRIBUTED (2016-2017) 
TABLE NO. 10 - BREAKDOWN OF VALUE GENERATED BY STAKEHOLDER (2016-2017) 
(*)		
The item does not include third party profits.

RELATIONS WITH
STAKEHOLDERS

66
ACEA GROUP / SUSTAINABILITY REPORT 2017
Data pertaining to the volume of customers, apart from Acea Energia, Areti, and, in the water segment, to Acea Ato 2, Acea Ato 5, Gesesa, 
also include data related to other water companies (Acque, Publiacqua, Acquedotto del Fiora, Umbra Acque and Gori) – that are not included 
in the reporting boundary - highlighting the single contribution for the sole purpose of providing a “global” dimension. Data pertaining to per-
ceived quality, delivered quality, tariffs, customer care and communication activities relates to the operating companies - Acea Energia, Areti, 
Acea Ato 2, Acea Ato 5 and, where possible, Gesesa - as recalled in the text. 
REFERENCE BOUNDARY
Interactions between Acea, customers and the communi-
ty are described in a single chapter, as the information and 
data related to the services delivered - perceived quality, 
delivered quality, customer care - mainly refer to the central 
and southern Lazio area, where the two stakeholders virtually 
coincide21; on the other hand, data referring to electricity and 
water service customer base comprises all areas covered by 
the operating subsidiaries.
21	 In the area of Rome and provincial districts Acea runs the integrated water service, the supply of electricity (for more than 1.3 million customers), distribution of energy 
and the public lighting service. As a result, customers and communities in this area virtually coincide. Moreover, in the area of Frosinone and province, Acea manages the 
integrated water service. For the main social and environmental data pertaining to subsidiaries, operating in the water sector in other areas (in Italy and overseas), see the 
Water Company Data Sheets and overseas activities, drawn up by way of information and outside of the boundary of the consolidated non-financial Statement (pursuant 
to Legislative Decree 254/2016). 
ACEA GROUP CUSTOMERS: ELECTRICITY AND WATER SERVICES 
MORE THAN 1.2 million  
CUSTOMERS FOR  
ENERGY SALES AND  
ABOUT 167 thousand 
GAS CUSTOMERS
CUSTOMERS AND THE COMMUNITY
MORE THAN 1.6 million 
WITHDRAWAL  
POINTS FOR ENERGY 
DISTRIBUTION
843,679  
WATER USERS IN LAZIO 
(ACEA ATO 2 AND ACEA 
ATO 5) EQUALLING ABOUT 
4.4 million 
RESIDENTS SERVED
2.6 million 
OF WATER USERS IN ITALY 
EQUALLING ABOUT 
8.9 million  
RESIDENTS SERVED

67
RELATIONS WITH STAKEHOLDERS
According to the data published by the Regulation Authority for 
Energy, Networks and Environment (ARERA)22, Acea Energia 
is confirmed as Italy’s sixth largest operator in terms of volumes 
sold on the energy sale end-user market and the third with a 3.5% 
market share for energy sold to families - “domestic customers”, 
the company is the second largest national operator in terms of 
volumes sold to customers in the more protected market, with a 
market share of 4.7%, and is ranked eleventh operator in terms of 
volumes sold to the free market, with a market share of 2.3% .
In 2017, Acea Energia managed about 1,380,000 supply con-
tracts between sales of energy and gas (see Table no. 11). Following 
the normal competitive patterns of the free market, the customer 
base changes each year, either upwards or downwards; between 
2017 and 2016 there was a slight drop, 0.3% overall, in the cus-
tomer base managed in the various segments of the energy market 
(“free” and “more protected”)23.
Areti is Italy’s third largest operator in terms of volumes of electric-
ity distributed, with a 3.7% market share, and Italy’s second largest 
operator in terms of withdrawal points24. In its capacity as holder 
of the ministerial licence, the company delivers energy across the 
areas of Rome and Formello and in 2017 it had 1,630,373 with-
drawal points; the trend of the customer base is due to both urban 
expansion and disposals resulting, for example, from companies 
being discontinued (see Table no. 11).
Acea is also Italy’s leading integrated water service operator (catch-
ment, supply, purification, wastewater collection and treatment) in 
terms of population covered, with more than 2.6 million connected 
users and an overall base consisting of about 8.9 million inhabitants 
in Italy (see Table no. 11). Solely within the area of Rome and prov-
ince, managed through Acea Ato 2, there are more than 649,000 
users and a served population equal to about 4 million people. Start-
ing from this area - Ato 2-Central Lazio - the Group, over time, 
has progressively expanded its activities, becoming the reference 
operator also in other Optimal Areas of Operation (ATO)27 in the 
province of Frosinone (Lazio), in the provinces of Pisa, Florence, 
Siena, Grosseto, Arezzo and Lucca (Tuscany), in the areas from the 
Sorrento peninsula to the areas around Vesuvius in the provinces of 
Naples and Salerno and the province of Benevento (Campania) and 
Perugia and Terni (Umbria). The Group also operates in a number of 
South American countries.
22	 See the Annual report on the status of services and activities carried out, 2017 edition (on 2016 data), Structure, pricing and quality in the electricity sector available online on 
the Authority’s website ARERA, formerly AEEGSI).
23	 The relevant national Authority accurately defines the energy market segments. See the Glossario della bolletta elettrica [a glossary of the electricity bill] on the ARERA website. 
24	 See the Annual report on the status of services and activities carried out, 2017 edition (on 2016 data), Structure, pricing and quality in the electricity sector available online on 
the ARERA website.
25	 For details of the conditions legitimising the request and granting of the electricity bonus, see the specific section of the ARERA website: https://www.arera.it/it/ 
bonus_sociale.htm
26	 For customers with financial hardship and health problems reference is made to the number of customers who benefitted from the bonus at least once during the year.
27	 The national territory, according to law no 36/1994, so-called “Legge Galli” [Galli Law], which reorganised water services, is divided into Optimal Territorial Environments 
which take account of hydrographic basins. For the OTE in which Acea is operational, through investee companies, also see section Water company data sheet and over-
seas activities (outside of the consolidated non-financial Statement boundary pursuant to Legislative Decree 254/2016).
The energy sector continues to evolve towards 
new generation systems and energy exchange 
configurations. The theme of renewable 
sources is still at the centre of the most im-
portant national and international policies, due 
to its implications on climate change and has 
contributed to the stimulating the develop-
ment in the capacity of connection, trans-
mission and distribution systems, linked to the 
increase, diversification and non-programma-
ble nature of renewable sources.
In addition to bringing changes to the physical 
system of the traditional energy model, 
these aspects have in recent years made the 
“prosumer” increasingly significant. 
Due to its dual nature of energy producer and 
consumer, the “prosumer” is capable of par-
tially or totally ensuring its own energy sector 
and transfer any eventual surplus produced to 
the network, thus establishing new relations 
with both the distributor and the subject re-
sponsible for selling/withdrawing energy.
Acea has been proactive towards the above 
forms of energy and has fulfilled the necessary 
legal and regulatory obligations concerning the 
new production and consumption systems.
At 31/12/2017, there were 11,344 prosum-
ers active on the energy distribution network 
managed by Areti – an amount that has 
grown by more than 9% compared to the 
10,375 registered in 2016 - of which 9,231 
qualified as “domestic prosumers”, in other 
words customers with household utility 
contracts who also produce small quanti-
ties of energy, and 2,113 qualified as “other 
uses”, in other words use outside the house-
hold (companies, professional and artisan 
business). About 7,000 of the prosumers 
on the Acea network are also Acea Energia 
customers. The energy transferred to the 
network by these subjects was 78.45 GWh in 
2017, about 73% photovoltaic.
“PROSUMERS” CONNECTED TO THE ACEA NETWORK
For customers who are under financial hardship, 
also in relation to large family numbers, and 
customers who because of their health require 
the use of indispensable energy-consum-
ing medical equipment25, ARERA, acting on 
the advice of the government, has made the 
so- called “electricity bonus” operational; this 
involves a discount applied to the cost of the 
electricity consumed. In 2017, the number of 
Acea customers benefitting from the bonus, on 
both the protected market and the free market, 
totalled 20,68326 (about 3% more compared 
to the 20,080 clients accepted in 2016), of 
whom 20,091 due to financial hardship and 
592 due to their health. Overall, during the 
course of the year, the electricity bonus system 
has led to the beneficiaries saving a total of 
about 1.85 million euros on their electricity bills
In the area of the distribution network managed 
by Areti, there were also 7,556 customers au-
thorised to receive the electricity bonus (7,352 
due to financial hardship, 204 due to their 
health) served by companies other than Acea 
Energia as regards the “sales” component.
THE ELECTRICITY SOCIAL BONUS: THE BASES INCREASE

68
ACEA GROUP / SUSTAINABILITY REPORT 2017
During 2017 ARERA intervened, inasmuch 
as competent, on matters of containing 
arrears and the social tariff, subject matter 
of two Decrees of the Presidency of the 
Council of Ministers (DPCM 29 August 
2016 and DPCM 13 October 2016), issued 
in implementation of Law 221/2015 (so-
called “Collegato Ambientale”). With the 
document for consultation 603/2017, the 
Authority set out its first guidelines regard-
ing arrears, dealing with essential aspects 
in the service relationship with the water 
supply company (placement in arrears, sus-
pended supply, indemnities in the event 
of erroneous arrears action, arrears inter-
ests, timeframes and reactivation proce-
dure of the suspended supply due to arrears 
and previous arrears). Guidelines were also 
highlighted related to procedures for arrears 
management in the case of condominium 
users, to identifying defaulting users who 
cannot be disconnected, to arranging in-
stalments of both invoiced amounts and 
the cautionary deposit. As regard the social 
tariff, by resolution 897/2017 ARERA 
approved the integrated text regarding ap-
plication procedures for the social water 
bonus for the supply of water to domestic 
users under economic hardship (TIBSI). 
The TIBSI identifies the beneficiaries of the 
bonus for resident domestic users under as-
certained economic social hardship, in the 
same way as this happens in the electricity 
and gas sector, based on specific thresholds 
of the ISEE indicator. The total amount of 
the subsidy is calculated by each operator 
according to family numbers (pro capital 
basis), applying the preferential tariff to 
the essential quantity of water required to 
satisfy the demand to be safeguarded (18.25 
m3/inhabitant/year, about 50 litres/inhab-
itant/day). Without prejudice to the faculty 
for the Governing Entities of the Sector 
to introduce, or confirm further measures 
of protection to the benefit of users under 
economically vulnerable conditions through 
granting a supplementary water bonus. The 
application of the provisions regarding the 
social water bonus in Italy is provided for as 
from 1st January 2018, whereas applications 
can be submitted as from 1st July 2018.
SUSTAINABILITY OF THE WATER SERVICE: ARREARS AND WATER BONUS
u. m.
2015
2016
2017
ENERGY AND GAS SALES (Acea Energia)
more protected market 
(no. withdrawal points)
980,946
942,873
892,877
free market – mass market 
(no. withdrawal points)
264,928
247,022
275,688
free market – large customers
(no. withdrawal points)
49,334
44,666
43,020
free market gas 
(no. redelivery points)
144,185
148,832
167,337
total
(no. supply contracts)
1,439,393
1,383,393
1,378,922
ENERGY SECTOR (Areti)
domestic customers, at low voltage 
(no. withdrawal points)
1,304,281
1,309,366
1,316,339
non domestic customers, at low voltage
(no. withdrawal points)
314,068
312,808
311,141
customers at medium voltage 
(no. withdrawal points)
2,886
2,863
2,886
customers at high voltage 
(no. withdrawal points)
7
7
7
total
(no. withdrawal points)
1,621,242
1,625,044
1,630,373
WATER SALE AND DISTRIBUTION (main water companies of Acea Group)
Acea Ato 2
(no. utilities)
625,952
628,078
649,319
Acea Ato 5
(no. utilities)
185,673
185,610
194,360
Gesesa
(no. utilities)
55,434
55,221
55,253
Acque 
(no. utilities)
323,505
324,122
325,912
Publiacqua (*)
(no. utilities)
388,365
390,486
393,099
Acquedotto del Fiora (*)
(no. utilities)
230,978
231,300
231,428
Gori
(no. utilities)
519,896
518,058
523,352
Umbra Acque
(no. utilities)
231,372
231,485
232,910
total
(no. utilities)
2,561,175
2,564,360
2,605,633
Acea Ato 2
(served population)
3,700,000
3,700,000
4,000,000
Acea Ato 5
(served population)
470,000
470,000
481,000
Gesesa
(served population)
128,736
131,512
132,403
Acque 
(served population)
735,404 
737,204
740,299
Publiacqua (*)
(served population)
1,229,691
1,242,739
1,242,739
Acquedotto del Fiora (*)
(served population)
405,065
403,861
403,861
Gori
(served population)
1,427,699
1,430,774
1,439,091
Umbra Acque (*)
(served population)
504,966
504,966
504,155
total
(served population)
8,601,561
8,621,056
8,943,548
TABLE NO. 11 - SOCIAL INDICATORS: ACEA GROUP CUSTOMERS (ENERGY AND WATER SECTORS) (2015-2017) 
(*)  	 Some data related to utilities and served population for the two-year period 2015 and 2016 were amended due to a perfected counting process.

69
RELATIONS WITH STAKEHOLDERS
QUALITY PERCEIVED
THE OVERALL RATINGS FOR SERVICES DELIVERED IN 2017: 
	
ELECTRIC SERVICE “SALES”: 7.8/10
	
ELECTRIC SERVICE “NETWORK”: 8/10
	
PUBLIC LIGHTING SERVICE: 6.5/10
	
WATER SERVICE (ROME AND FIUMICINO): 7.8/10
	
WATER SERVICE (FROSINONE AND PROVINCE): 5.3/10
For many years Acea has regularly measured customer and citizen 
satisfaction with regard to the services supplied in the electrici-
ty, water28 and public lighting areas, through half-yearly surveys, 
performed by an institution specialised in opinion polls, identified 
through a tender competition.
A dedicated Unit in the Parent Company, within the External Rela-
tions and Institutional Affairs Department, in conjunction with the 
operating companies running the services, coordinates the phases 
of defining the questionnaire, identifying samples to be interviewed 
and sharing results with top management.
As in past years, the two half-yearly surveys in 2017 were con-
ducted using the CATI method29 and the following main indicators 
were elaborated:
•	
overall rating on the general quality of the service (on a scale of 
1 to 10), an index of the customers’ “impulsive” rating;
•	
summary satisfaction indices, both overall and on aspects 
of the service (Customer Satisfaction Index - Satisfied 
Customer CSI, index 0-100) based on the percentage of 
customers who stated they were satisfied and processed 
considering the customers’ ratings regarding the individual 
aspects of the service;
•	
satisfaction degree indices, both overall and on aspects of the 
service (Customer Satisfaction Index - Satisfaction degree 
CSI, expressed in % of satisfied customers - threshold value 
75%) which measure “to which extent” the customers are sat-
isfied or dissatisfied with the service.
As regards the “contact channels”, the interviews involved all of the 
customers selected using the “call back” method who have recent-
ly used the services (toll free number for commercial information 
or reporting faults, website, helpdesk, technical interventions) and 
gave their authorisation to be called back.
ELECTRICITY SERVICE RATING 
Customer satisfaction as regards the electricity supply service (sale 
and distribution) was recorded in March/July 2017 and October/
December 2017 with comprehensively 12,450 people contacted 
by telephone, representing customers on the more protected mar-
ket and on the free market: 8,250 for sales-related aspects, man-
aged by Acea Energia, and 4,200 for technical and management 
aspects of the distribution service (network), managed by Areti.
The overall opinion of the electricity service, expressed with regard 
to commercial (sales) and distribution (network) are confirmed as 
positive - 7.8 out of 10 and 8 out of 10 respectively - and slightly 
improved compared to 2016; the percentage of those contacted 
who deemed the service very satisfactory increased: 75.8%, as an 
average of the two surveys, compared to 63.3% last year.
28	 As regards the water service, the main results from the customer satisfaction surveys, managed by Acea SpA and shown herein, concern customers of the subsidiaries 
Acea Ato 2 (Rome and province) and Acea Ato 5 (Frosinone and province), operational in the Lazio area. No customer satisfaction surveys were carried out in the year 
at issue for Gesesa which operates in the district of Benevento and province.
29	 Computer Assisted Telephone Interviewing, with the support of a structured questionnaire administered on a sample arranged on the basis of certain variables and rep-
resenting the entire reference context, with a maximum statistical error of ± 3.2% and 95% significance level. 
CHART NO. 17 - OVERALL RATING ON THE ELECTRICITY SERVICE (2016-2017) (SCALE 1-10)
2017
2016
SALES 7.7
63.9%
28.9%
7.1%
62.6%
28.2%
9.1%
NETWORK 7.6
75.5%
18.0%
6.5%
SALES 7.8
76.0%
19.9%
4.1%
NETWORK 8
Very Satisﬁed (Mark 8-10)
On average satisﬁed (Mark 6-7)
Dissatisﬁed (Mark 1-5)
NB 	 The overall opinions and satisfaction percentages shown in the chart are the average of the two half-yearly surveys.
THE 2017 CUSTOMER 
SATISFACTION SURVEYS 
INVOLVED MORE THAN  
24,600 people  
IN THE LAZIO AREA

70
ACEA GROUP / SUSTAINABILITY REPORT 2017
For customers on the more protected market, the comprehensive 
customer satisfaction index (CSI) for electricity sales, already 
positive in 2016 (82.1 out of 100) significantly rises in the two 
surveys 2017, giving an average of 88.9 out of 100. Indeed, there 
is a notable improvement, with ascertained high levels, in the CSIs 
concerning all four aspects of the assessed service: billing (95 out 
of 100), website (92.3 out of 100), commercial toll free number 
(83.6 out of 100) and helpdesk (85.7 out of 100).
On the free market, the overall customer satisfaction index for the 
sales service, as an average of the two half-yearly surveys, was 86.7 
out of 100, an improvement compared to 2016 (83 out of 100). 
The satisfaction indexes for all aspects of the service rose - billing 
(85.5 out of 100), website (87.2 out of 100), commercial toll free 
number (84 out of 100) - and, in particular, the helpdesk (88.8 
out of 100) which scored 78.4 out of 100 in 2016.
As regards the distribution of electricity (network), the surveys 
divulged a very high overall customer satisfaction index (93.2 out 
of 100) which even improved compared to 2016 (87.7 out of 100). 
The CSI for the four aspects of the service evaluated are excellent 
in terms of continuity - technical aspects of the service, with 98.4 
out of 100 - and very good for scheduled disruptions (90.5 out 
of 100) and fault reporting (91.8 out of 100) and for technical 
intervention (86.7 out of 100), the latter being decidedly higher 
compared to the survey in 2016 (75.9 out of 100).
For the percentages of satisfied customers concerning single 
quality factors considered most relevant, both for the sales service 
(protected market and free market) and aspects of distribution, also 
in comparison to the 2016 survey, see table no. 12. 
PUBLIC LIGHTING SERVICE RATING 
The satisfaction level of citizens as regards the public lighting ser-
vice was surveyed in March and October 2017, through interviews 
to 2,400 residents in the municipalities of Rome and Formello. The 
sample, representing the entire resident population, was identified 
in 3 territorial macro areas: central-northern Rome and Formello, 
east-south-east Rome and southwest Rome.
As an average of the two half-yearly surveys and compared to the 
previous year, the overall rating of the was confirmed in the local 
community of average satisfaction (6.5 out of 10), the increasing 
trend of very satisfied customers continued in 2017, already estab-
lished between 2015 and 2016. 
The inhabitants expressed their rating on the technical aspects of 
the service and on fault reporting. The overall satisfaction index 
for the service was 75.7 out of 100, as an average over the two 
half-years, which is good and substantially stable compared to 
last year.
The evaluation of the “technical aspects”, both those directly 
concerning the activities of Areti and those concerning other 
operators, has worsened compared to last year, recording a CSI 
of 73.5 out of 100 (80 in 2016) whereas the CIS on “fault re-
porting” rises, with 78.6 out of 100 (77.6 in 2016).
Data on the level of satisfaction of those interviewed with regard 
to the single elements of the service, considered by the latter as 
most important and the comparison with the previous year, are 
shown in Table no. 12. 
WATER SERVICE RATING 
As regards the water service managed in Lazio, the customers in 
Acea Ato 2 (Rome and province) and Acea Ato 5 (Frosinone and 
province) was satisfied. 
In Rome and Fiumicino, the surveys were conducted by telephone 
interview in March/July and October/December 2017. The sam-
ple, representing all utilities, was identified in 4 territorial macro 
areas: central-northern Rome, north-eastern Rome, southern 
Rome, south-western Rome and Fiumicino. Overall, the survey 
involved 5,800 people, including domestic customers, with or 
without direct utilities, and condominium administrators.
The overall rating of the water service, as an average of the two 
half-yearly surveys, is confirmed as positive (7.8 out of 10), have 
increased up to 65.8% of those interviewed being “very satisfied”. 
CHART NO. 18 – OVERALL RATING OF PUBLIC LIGHTING IN ROME (2016-2017) (SCALE 1-10)
6.3
6.5
2016
2017
28.7%
44.5%
26.7%
32.7%
42.4%
25.0%
2016
2017
Very satisﬁed (Mark 8-10)
On average satisﬁed ( Mark 6-7)
Dissatisﬁed (Mark 1-5)
NB The overall opinions and satisfaction percentages shown in the chart are the average of the two half-yearly surveys.

71
RELATIONS WITH STAKEHOLDERS
The summary overall satisfaction index for the service, as an av-
erage of the two half years, was the same as last year, 84.7 out 
of 100. Whereas, compared to 2016, the CSI on “technical 
intervention” decrease (64.6 out of 100) as well as on “billing” 
although the latter is still good (80.9 out of 100); the CISs for 
“fault reporting” (87.2 out of 100), “commercial toll free number” 
(85.2 out of 100) and “helpdesk” (83.8 out of 100) reported a 
marked improvement; lastly, continuing to be excellent is the CSI 
on “technical aspects” service (continuity) (97 out of 100).
The percentage of customers satisfied with the quality factors 
of the water service considered most important in each aspect 
are shown in Table no. 12.
In the Frosinone area, the surveys on the perceived quality of the 
water service were conducted in April/May and October/ Decem-
ber 2017. The telephone interviews involved an overall sample of 
4,003 residents in the municipalities of Optimal Area of Operation 
5 - Frosinone, consisting in direct users, domestic and non domestic.
The global rating of the water service is equal to 5.3 out of 10 (5.1 
out of 10 in 2016) slightly decreased is the percentage of those 
declaring that they were very satisfied (18.8%), however the per-
centage of moderate satisfaction has increased and the percent-
age of unsatisfied customers has fallen.
CHART NO. 19 - OVERALL RATING OF THE WATER SUPPLY SERVICE IN ROME (2016-2017) (SCALE 1-10)
7.8
7.8
2016
2017
63.7%
30.1%
6.2%
65.8%
28.8%
5.5%
2016
2017
Very satisﬁed (Mark 8-10)
On average satisﬁed ( Mark 6-7)
Dissatisﬁed (Mark 1-5)
NB The overall opinions and satisfaction percentages shown in the chart are the average of the two half-yearly surveys.
Customer satisfaction surveys were also 
conducted in some other municipalities in 
the province of Rome. The two half-year-
ly surveys in 2017, conducted in April and 
October/November, involved a sample of 
2,000 residents, representative of all of 
the direct or condominium utilities present 
in the four “sentinel” municipalities: 
Frascati, Guidonia, Monterotondo and 
Tivoli - within the framework of Optimal 
Area of Operation 2 - Central Lazio. The 
overall rating recorded was 7.4 out of 10, in 
line with the previous year (7.2 out of 10).
The overall satisfaction index for the 
service, as an average of the two surveys, 
was 83.7 out of 100 (81.5 out of 100 in 
2016); for the single aspects involved in 
the surveys, the satisfaction indices were 
not as good for the helpdesk (69.8 out 
of 100), fault reporting (71.6 out of 100) 
and the commercial toll free number (77 
out of 100), although the last two notably 
improved in the second half year and were 
very positive regarding technical interven-
tion (92.1 out of 100), billing (88.8 out of 
100) and the technical aspects (continuity) 
(91.8 out of 100).
SURVEYS ON CUSTOMER SATISFACTION WITH WATER SERVICE DELIVERED IN OTHER ATO2 MUNICIPALITIES – CENTRAL LAZIO
CHART NO. 20 - OVERALL RATING OF THE WATER SUPPLY SERVICE RUN BY ACEA ATO 5 (2016-2017) (SCALE 1-10)
NB 	 The overall opinions and satisfaction percentages shown in the chart are the average of the two half-yearly surveys.
20.2%
29.7%
50.0%
18.8%
36.6%
44.7%
2016
2017
Very satisﬁed (Mark 8-10)
On average satisﬁed ( Mark 6-7)
Dissatisﬁed (Mark 1-5)
5.1
5.3
2016
2017

72
ACEA GROUP / SUSTAINABILITY REPORT 2017
The overall satisfaction index for the service, as an average of the 
two half yearly surveys, was 70.8 out of 100 (72.7 out of 100 in 
2016). As regards the six aspects of the service surveyed, the CSI 
are still low for technical aspects or continuity (58.8 out of 100) 
and billing (64.9 out of 100), although the latter is improving, 
and very good for fault reporting (86.8 out of 100) commercial 
toll free number (84.1 out of 100), helpdesk (87.1 out of 100) 
and technical intervention (91 out of 100).
The percentage of those interviewed who were satisfied with 
the quality elements of the service deemed most important are 
shown in table no. 12.
(average of the two interim reports)
u. m.
2016
2017
ELECTRICAL SERVICE – SALE OF ENERGY (Rome and Formello)
PROTECTED MARKET CUSTOMERS
sale activity (CIS inclusive)
0-100
82.1
88.9
p
ASPECTS OF THE SERVICE AND ELEMENTS OF QUALITY
billing 
0-100
86.8
95.0
p
	
correctness of the amounts
%
86.9
95.2
p
	
bill clear and easy to read
%
83.6
96.2
p
internet website
0-100
82.8
92.3
p
	
operation user friendliness
%
82.5
92.5
p
	
range of available operations 
%
81.9
91.7
p
commercial toll free number
0-100
77.9
83.6
p
	
operator’s competence
%
77.0
83.2
p
	
clarity of provided answers
%
76.0
83.6
p
helpdesk
0-100
80.6
85.7
p
	
operator’s competence
%
84.7
86.4
	
clarity of the provided information
%
82.9
85.6
FREE MARKET CUSTOMERS
sale activity (CIS inclusive)
0-100
83.0
86.7
ASPECTS OF THE SERVICE AND ELEMENTS OF QUALITY
billing 
0-100
84.6
88.5
	
correctness of the amounts
%
84.4
87.6
	
bill clear and easy to read
%
82.8
90.0
p
internet website
0-100
82.8
87.3
	
operation user friendliness
%
80.6
88.6
p
	
ease of navigation
%
83.2
86.2
commercial toll free number
0-100
83.1
84.0
	
operator’s competence
%
84.4
83.5
	
clarity of provided answers
%
83.9
82.5
helpdesk
0-100
78.4
88.8
p
	
operator’s competence
%
80.6
89.2
p
	
clarity of the provided information
%
80.1
89.6
p
ELECTRICAL SERVICE - ENERGY DISTRIBUTION (Rome and Formello)
distribution activity (CIS inclusive)
0-100
87.7
93.2
p
ASPECTS OF THE SERVICE AND ELEMENTS OF QUALITY
technical aspects of the service 
0-100
94.8
98.4
	
service continuity
%
94.9
98.6
	
voltage constancy
%
94.7
97.6
planned interruption 
0-100
85.2
90.5
p
	
prior notice of suspended supply
%
85.0
90.0
p
	
correctness of information about recovery times 
%
86.6
91.2
fault reporting
0-100
87.7
91.8
	
clarity of the provided information
%
87.1
92.4
p
	
operator’s courtesy and availability
%
90.6
95.3
technical intervention
0-100
75.9
86.7
p
	
intervention speed following the request
%
68.7
80.8
p
	
technicians’ competence
%
82.1
90.8
p
TABLE NO. 12 - SOCIAL INDICATORS: CUSTOMER SATISFACTION (2016-2017)

73
RELATIONS WITH STAKEHOLDERS
PUBLIC LIGHTING SERVICE (Rome and Formello)
lighting service (CIS inclusive)
0-100
76.0
75.7
ASPECTS OF THE SERVICE AND ELEMENTS OF QUALITY
technical aspects of the service
0-100
80.0
73.5
q
(directly depending on Acea)
	
service continuity
%
72.8
71.6
	
light colouration
%
79.0
77.5
(not directly depending on Acea)
	
presence/network of the lighting service in the city 
%
73.6
74.2
	
degree/level of lighting (intensity)
%
73.6
70.6
fault reporting
0-100
77.6
78.6
	
clarity of provided information 
%
79.2
83.3
	
telephone waiting time
%
71.7
75.2
WATER SERVICE – WATER SUPPLY - ACEA ATO 2 (Rome and Fiumicino)
water service (CIS inclusive)
0-100
84.7
84.7
ASPECTS OF THE SERVICE AND ELEMENTS OF QUALITY
technical aspects of the service
0-100
96.2
97.0
	
service continuity
%
97.1
98.3
	
water pressure level
%
92.3
92.3
billing 
0-100
90.2
80.9
q
	
correctness of the amounts
%
92.1
84.9
q
	
bills sent regularly
%
91.7
83.6
q
fault reporting
0-100
76.3
87.2
p
	
clarity of provided information 
%
75.3
84.0
p
	
operator’s courtesy and availability
%
81.0
91.8
p
technical intervention
0-100
70.0
64.6
q
	
intervention speed following the request
%
61.7
53.3
q
	
technicians’ competence
%
74.6
73.0
commercial toll free number
0-100
79.9
85.1
p
	
operator’s competence
%
79.6
84.2
	
clarity of the provided information
%
79.3
84.0
helpdesk 
0-100
73.5
83.8
p
	
operator’s competence
%
75.2
83.0
p
	
clarity of the provided information
%
75.0
82.0
p
WATER SERVICE – WATER SUPPLY - ACEA ATO 5 (municipalities falling within ATO 5 - Frosinone)
water service (CIS inclusive)
0-100
72.7
70.8
ASPECTS OF THE SERVICE AND ELEMENTS OF QUALITY
technical aspects of the service
0-100
66.6
58.8
q
	
service continuity
%
65.9
57.3
q
	
water pressure level
%
69.5
66.5
billing 
0-100
60.8
64.9
	
correctness of the amounts
%
57.6
68.5
p
	
bill clear and easy to read
%
64.1
63.6
fault reporting
0-100
87.7
86.8
	
clarity of provided information 
%
88.0
88.0
	
operator’s courtesy and availability
%
90.0
92.8
technical intervention
0-100
90.0
91.0
	
technicians’ competence
%
92.3
98.3
p
	
intervention speed following the request
%
84.3
80.0
commercial toll free number
0-100
87.3
84.1
	
operator’s competence
%
89.8
83.0
q
	
clarity of the provided information
%
87.8
84.8
helpdesk 
0-100
81.1
87.1
p
	
operator’s competence
%
87.2
90.3
	
clarity of the provided information
%
87.3
87.5
NB 	 The table only includes quality factors that the sample interviewed deems to be most important in 2017; this may give rise to consequent changes in column 2016. 
Furthermore, in the right hand column there are significant differences, equal to 5 points or more. In any case, it must be taken into consideration that the value 
indicating adequate customer satisfaction is equal or more than 75% (threshold value).

74
ACEA GROUP / SUSTAINABILITY REPORT 2017
Through the operators managing the services, Acea ensures that the 
infrastructures (network and systems) are renovated or expanded and 
works towards optimising the management processes to make resto-
ration more effective and punctual after faults, so that the end quality 
of the services provided is progressively and constantly improved. Fo-
cus is also given to the processes making the customer contact chan-
nels and the management of the commercial aspects more efficient.
In particular, the Group is strongly customer oriented, reinforcing both 
the opportunities offered by the digital era - in aspects associated to 
contact channels and operational management - and concentrating 
its commitment in planning and implementing interventions on the 
infrastructures, to monitor and develop the supplied services.
Some factors of the “quality delivered” are measured on the basis 
of reference parameters established by the sector Authorities or 
indicated in the service contracts and management agreements 
with local authorities:
•	
for the public lighting service, the contract between Acea and 
Roma Capitale also regulates the qualitative parameters (per-
formance standards);
•	
the technical and commercial quality standards in the energy 
sector (for both distribution and sales) and for the water sector 
are established by a single national Authority: the Regulation 
Authority for Energy, Networks and the Environment (ARE-
RA)30 and by the local Authorities.
As regards the water segment, having initiated the first phase 
of regulation on the contractual quality of the integrated water 
service, defining specific and general levels of contractual quality 
standardised throughout the country as early as the end of 201531, 
in 2017 the Authority launched another procedure by resolution 
90/2017, for the regulation of the technical quality of the inte-
grated water service. Such new procedure gave rise to two consul-
tation documents during the year and in December 2017, a final 
resolution, 917/2017/R/idr “Regulation of the technical quality 
of the integrated service or of each of the single services forming 
it (RQTI)”. The resolution defined the discipline of the technical 
quality of the integrated water service, with an asymmetric and 
innovative approach, which considers the specific conditions of 
the various contexts. The minimum levels and technical quality ob-
jectives are defined in the SII through the introduction of: specific 
standards to be guaranteed regarding services supplied to the sin-
gle user; general standards describing the technical conditions of 
service supply; prerequisites which represent the conditions nec-
essary for admittance to the incentivising mechanism associated 
to the general standards. The application of the indicator system 
at the basis of technical quality - as well as the initiation of data 
monitoring - is fixed as from 1st January 2018. As from 1st January 
2018 the obligations to register and archive data shall become 
effective, whereas the regulation of awards/fines shall be applied 
on the aggregate results 2018/2019 for the operators in 2020.
For the electricity segment, downstream of the rule becoming 
effective in 201632 (see regulation period 2016-2023), the Au-
thority, on the matter of technical quality issued the guidelines in 
early 2017 for drawing up plans aimed at increasing the resilience 
of the electricity system following extreme and persistent meteor-
ological events (resilience plans). Such guidelines were drawn up by 
the “Resilience round table” in which operators and the Authority 
meet to discuss matters of technical quality regarding the electric-
ity distribution system.
As regards the commercial aspects, implemented during the year 
were resolution 413/2016/R/com33, concerning the quality to elec-
tricity and natural gas sales services and resolution 463/2016/R/
com34, on billing the retail sale service for electricity and natural gas 
customers. The latter regulated billing by period and also part of the 
closure billing for discontinued supply; it concerns electricity and 
gas customers (domestic and small companies) in the free market 
and more protected services. By way of guaranteeing the good op-
eration of the billing process, automatic indemnities are envisaged 
to the benefit of end customers and the sellers, for delays in issuing 
period and/or final bills as well as of the distributors, for delays in 
making measurement data available required for issuing final bills: 
in this last case, distributors must also pay an indemnity to the sell-
ers. Lastly, electricity distributors, where estimated measurement 
data for two consecutive months, must pay an indemnity to clients 
equipped with an electronic metre which measures consumption 
by time band.
Among the numerous other measures of the national Authority, 
regarding which reference is made to the website for further in-
formation, pointed out herein are: resolution 327/2016/R/eel, for 
which, in respect of debranding the energy sale activity on the free 
market respect to the sale activity in the more protected service, 
on 1st January 2017 Acea Energia SpA adopted a new trademark 
for the more protected service: “Servizio Elettrico Roma”, whereas 
the trademark remains the same for the free market customers and 
resolution 867/2017/R/eel, by which the abolition of progressive 
tariffs related to the components of general system charges for 
domestic clients is deferred by one year respect to the envisaged 
1st January 2018, in order to avoid greater expenditure for clients 
with the accumulation, against on 1st January 2018, of the increase 
in such general charges as well, due to the review on subsidies for 
high energy consuming enterprises. 
Lastly, the attention to quality in supplied services is also favoured 
by the UNI EN ISO certified management systems, in accord-
ance with which the companies operate (see also Corporate identi-
ty, paragraph Management systems).
QUALITY DELIVERED 
30	 With the publication in the Official Journal on 29 December 2017 of the draft Budget Law 2018 (law 27 December 2017, no. 205), which attributed the Authority 
with regulation duties also in the waste sector, the Authority for electricity and gas and the water system (AEEGSI) became ARERA, Regulation Authority for Energy 
Networks and the Environment. The Authority was thus also assigned with the regulation of the waste sector, having specific duties to be exercised with the same powers 
and framework of principles applied in the other sectors already the competence of the Authority (electricity, gas, integrated water system and remote heating) as set 
forth by its implementary law, no. 481 of 1995. 
31	 By resolution 655/2015/R/Idr, effective as of 1st January 2016.
32	 TIQE - Output-based Regulation for electricity distribution and measurement (Attachment A to resolution 646/15/R/eel as amended.); TIT - Provisions for the supply 
of transmission and distribution services, TIME - Provisions for the supply of the measurement service and TIC - Economic conditions for supplying the connection 
service (Attachments A, B and C to resolution 654/15/R/eel as amended).
33	 Attachment A of which is the Integrated text on the regulation of the quality of electricity and natural gas sales services.
34	 Attachment A of which Integrated text on billing the retail sale service for electricity and natural gas customers.

75
RELATIONS WITH STAKEHOLDERS
Areti, in its capacity as owner of a Ministerial licence, operates the 
electricity distribution service in Rome and Formello. It plans and 
carries out modernisation and expansion work on the infrastruc-
tures, comprising high, medium and low voltage electricity lines, 
stations and substations, systems for remote control and for meas-
uring energy drawn from and fed into the network.
The activities are carried out in compliance with procedures under 
the QASE (Quality, Environment, Safety and Energy) Manage-
ment System certified according to UNI EN ISO and OHSAS 
Standards.
The interventions on the infrastructures, aimed at realising the 
progressive improvement of service quality, according to the chal-
lenging objectives set by the national Authority (ARERA) as well 
as increasing the energy efficiency of the networks are carried out 
in compliance with the concession, sector regulations and service 
requirements, especially for the connection of new customers, re-
lated to urban expansion and the increase in electricity applications. 
The general operational instrument for governing integrated devel-
opment of the electricity networks is formed of Regulatory Plans 
for the HV, MV and LV networks. One of the important objectives 
of the Plans and projects for technological innovations consists 
in the realisation of a network configuration that is adequate and 
enabling for future scenarios with a view to smart city: distributed 
generation, electrical mobility, storage systems, involvement of 
the end user and connectivity.
In the framework of the progressive implementation of the MV 
and LV Regulatory Plans, Areti realised a complex of significant in-
terventions which envisage the realisation of new main lines aimed 
at rationalising and enhancing the networks and simultaneously 
implementing a change of voltage from 8.4 kV to 20 kV on the 
MV network and from 230 V to 400 V on the LV network with 
considerable benefits to their transport capacity which ensure a 
residual power margin for new connections, and reduces losses of 
energy and drops in voltage on MV and LV networks.
Infrastructure management and development activities carried 
out in 2017 concerned interventions of construction, expansion, 
transformation, modernisation, upgrading, decommissioning - 
and, as a result, reduction of environmental impacts in specific are-
as - measure, protection, ordinary and extraordinary maintenance 
operations on stations and substations, high voltage (HV) lines as 
well as low and medium voltage (LV and MV). The works are func-
tional to the capillary distribution of electricity and improvement of 
the service, above all in terms of availability and continuity of the 
supply. The main interventions realised in 2017 are shown in the 
relevant box.
QUALITY IN THE ELECTRICITY AREA 
MAIN ACTIONS 2017 FOR THE OPERATION AND DEVELOPMENT OF ELECTRICITY NETWORKS AND STATIONS 
HV LINES AND 
PRIMARY STATIONS 
Activated during the year were the new 150 kV line called Cassia-Flaminia/O (4.7 km of overhead lines built in 2016, 0.9 km 
of existing overhead line and 0.4 km of underground lines) and the new 150 kV line called Bufalotta-Roma Nord (about 3 km 
of overhead lines and 1.6 km of underground lines), which respectively enabled demolition to begin of the Cassia-Roma Nord 
overhead line, for a total of 9.8 km and 39 poles and the demolition of the Bufalotta-Flaminio/O overhead line, totalling 9.2 
km and 23 poles. 
Again in 2017 the design was completed and building works began on the new HV 150 kV line Roma Nord-San Basilio, con-
cerning the section to be adapted for a length of 5.5 km with tubular posts and masts of a green colour consistently with the 
prescriptions of Ente Roma Natura. Installation also began of the new HT line Belsito-Tor di Quinto of about 3.6 km.
Activities of adaptation, expansion and reconstruction took place on 20 primary cabins.
The installation of the Petersen system, which has significant positive effects on the reduction of network faults, was complet-
ed at the Monte Mario/O primary station and at another 3 cabins, where the existing system has been expanded.
Lastly, the following were carried out: ordinary and extraordinary maintenance on the primary stations equipment and, in par-
ticular, on 117 HV switches; scheduled maintenance on 640 MV switches; the overhaul of 22 live power transformer variators. 
60 HV voltage transformers were replaced.
HV AND MV 
PROTECTION 
AND MEASURES
Interventions were carried out to install, calibrate and commission power protection systems for 59 new MV line bays and in-
terventions on the electrical protection systems present in the primary stations for operation testing purposes (42 HV towers, 
489 MV towers, 87 HV/MV and MV/MV transformers).
Ground resistance was measured in 2,888 substations and step and touch voltage measurements and total ground resistance 
measurements were carried out at 15 primary stations and 131 substations.
APPROX. 163 km OF MV 
CABLE AT 20 kV  
INSTALLED, FOR THE 
UPGRADING AND 
ENHANCING OF THE MV 
NETWORKS, AS GRADUAL 
TRANSFORMATION FROM
8.4 kV to 20 kV
FOR THE UPGRADING OF 
THE LV, PRIOR TO THE
SUBSEQUENT CHANGE IN 
VOLTAGE FROM  
230 V TO 400 V : 
INSTALLATION OF APPROX
 256 km OF LV CABLE 
(BETWEEN EXPANSION 
AND REPLACEMENT)
CREATED OR ENLARGED 
 71 secondary cabins 
AND REBUILT 972 cabins 
IN OPERATION, TO MEET THE 
DEMAND FOR NEW
CONNECTIONS AND 
INCREASES IN POWER 
AND SET THEM UP FOR 
REMOTE CONTROL
IN 2017: 
6,662 MV REMOTE 
CONTROLLED nodes

76
ACEA GROUP / SUSTAINABILITY REPORT 2017
Taking into account the initiatives proposed by the national insti-
tutional authorities and the opportunities offered by the European 
Community, Areti continues to develop several projects, also with 
other industrial entities, involving research and application of in-
novative technology. Specifically, these were in the frameworks of 
the “smart grid”, advanced network management systems, their 
resilience, distributed storage and “smart city” (see the chapter on 
Institutions and the Company)
Work continued in 2017 for the expansion of the “ultrabroadband” 
fibre optic communications network, with 100 Megabit per sec-
ond internet connections in Rome, as envisaged by the agreement 
protocol, renewed in 2015, between Acea, Telecom, Fastweb and 
Vodafone. As at 31 December 2017, Areti had activated 12,487 
new electricity supply points, totalling about 205 km of excava-
tion, using the application of techniques minimising the environ-
mental impact of installing the infrastructures.
The activities for laying fibre optic cables in 2017, acquired in IRU 
by Telecom and Wind for the creation of a primary network be-
tween LV/MV transformation plants, fibre optic connections shall 
be activated in 17 different sites. Such infrastructure is preparatory 
to the integration of services, present and future, in primary cabins.
With regard to digital meters and smart metering systems, in 2017 
Areti continued its technical investigations linked to the develop-
ment and consolidation of new standards and ran experimental 
tests in field, which had already been initiated in the laboratory in 
2016, on products from foremost meter manufacturers, equipped 
with more advanced technologies. The analysis of the results of the 
completed tests was presented to the management.
Furthermore, during the year it carried out a comparative assess-
ment of the potential partners for the supply of the main data ac-
quisition and processing system, in relation to the replacement of 
the smart metering system, currently in use, with the new “evolved 
second generation” system (2.1G). Such assessment is structured 
according to various levels of examination: technical-commercial, 
system implementation technique, in field on systems already run-
ning; for this last point in field visits were made to customers in 
September 2017 who were equipped with a system in line with the 
requirements declared by Areti.
Thereafter development began on a multiservice concentrator for 
first generation electronic meters duly re-engineered, configured 
for the acquisition of second generation meters and to be integrat-
ed with a third unit for 169/868 MHz RF communication. The new 
multiservice concentrator is a modular type apparatus consisting 
in a main control and processing unit and one or more additional 
units, each one dedicated to a specific service (electricity, water, 
etc.). In late December 2017 the prototype was presented which 
shall undergo tests and inspections during the first half of 2018. 
Moreover, Areti continued its activities on developments of the 
multiservice measure for the experimentation of multifunction-
al remote reading technologies and architectures, applicable to 
several sectors; in this context, for example, it developed remote 
reading devices for water meters (equipped with pulse triggers) 
using GPRS technology, for Acea Ato 2.
Lastly, the installation of digital meters under remote management 
continued at low voltage users for a total, as at 31/12/2017, of 
1,609,822 meters installed on active low voltage users, equal to 
99.33% of the total LV meters. 
THE QUALITY LEVELS REGULATED  
BY ARERA IN THE ELECTRICITY SECTOR 
The electrical - commercial service quality parameters (i.e., quotes, 
work, supply activation/deactivation, replies to complaints) and 
technical aspects (supply continuity) - are established at a national 
level by the Regulation Authority for Energy, Networks and the 
Environment (ARERA), which reviews them on a regular basis, 
gradually introducing more stringent standards.
Since 2016 the new regulatory cycle was launched regarding the 
quality of distribution, measuring and transmission services for the 
5th regulatory period 2016-2023.
Such regulatory framework requires that customers be indemni-
fied in the event certain quality standards are not met and com-
prises a fine/bonus system applicable to service operators, so as to 
encourage them to continually improve their services.
The commercial quality aspects of the service consist of “specific” 
levels and “general” levels”35, applicable to the operations pertain-
ing to the electricity distribution company (divided into low and 
medium voltage supplies) as well as those of the seller (see Tables 
13, 14 and 15). A quality criterion also governs the timely commu-
nication of technical data between the energy distributor and seller 
(see Table 13). Every year Acea submits the results achieved to the 
ARERA for review and then notifies such results to its own cus-
tomers, as required, by enclosing them with the bill. 
35	 "Specific quality standards" are defined as the deadline within which the service provider must provide a given service and, in the event of non-compliance, they require 
that automatic compensation is granted to customers; the general quality standards" are defined as the minimum percentage of services to be provided within a given 
deadline.
MV AND LV LINES
For the modernisation and efficient use of the network, gradually changing from 8.4 kV to 20 kV, about 163 km of 20 kV MV 
cables were installed in 2017 (153 km for refurbishment and 10 km for expansion).
As part of the extraordinary maintenance of MV overhead lines, inspections were carried out on various sections of the MV 
overhead line network, which led to timely interventions for the replacement of equipment, poles, conductors, etc.
Between expansion and refurbishing work aimed at replacing obsolete parts or upgrading inadequate parts, about 256 km of 
LV cable was installed, 39 km for network expansion, while on the remaining 217 km, refurbishment was carried out as part of 
the plan for the overall modernisation of the LV network, preparatory to the subsequent voltage change on the LV network, 
from 230 V to 400 V.
SUBSTATIONS 
(MV AND LV)
AND REMOTE 
CONTROL
To meet the applications for new connections to the grid and voltage increase filed by existing customers, 71 substations were 
built or expanded. 
972 operational stations were (totally or partially) rebuilt to upgrade them to 20 kV, to ready them for remote control or 
upgrade their equipment.
Furthermore, the following activities were completed on substations: 850 extraordinary maintenance operations and 2,436 
inspections to check the maintenance and operating status of equipment and premises and to bring about the necessary re-
lated ordinary maintenance operations.
Remote control was extended to a further 339 substations and 200 reclosers, with remote controlled MV nodes totalling 
6,662 units as at 31/12/2017. Lastly, 2,750 maintenance operations were completed.

77
RELATIONS WITH STAKEHOLDERS
As regards performance 2017 for commercial quality, related to 
the distribution and measurement of electricity, we present esti-
mated data herein which may differ from those sent to the Au-
thority (ARERA) according to the deadlines set by the latter.
As regards the “specific” levels of commercial quality regarding both 
low voltage supplies to domestic and non domestic customers as well 
as medium voltage supplies, recorded, in some cases, is a fall in per-
formance levels, mainly due to the need to calibrate the new IT sys-
tems introduced in 2016 (the WFM system in April, Twins on SAP 
in December), also improving the percentage of observance of the 
standards for most of the processes. Also, as regards the “general” 
levels related to replies to written complaints/enquires, the signifi-
cant fall in performance levels is related to the need to calibrate the 
new IT systems, which is currently being resolved (see table 13). 
The system contemplates automatic indemnities36 to be granted 
to customers in the event of failure to comply with specific” quality 
levels starting from a basic amount37, which can either double (in 
the event operations are performed in a timeframe between twice 
and three times the required standard) or treble (if operations are 
performed in a timeframe three times the required standard).
A process of technological development has been undertaken 
in Acea Energy since 2016 concerning its information systems, 
having the objective of developing contact channels. 2017 can be 
considered the start-up year of the new system, with the associ-
ated and normally required fine tuning. Therefore, with regard to 
the sales activities subject to regulation, during the year in ques-
tion a fall was recorded in its percentages of compliance with the 
quality standards. In particular, it should be noted that in the free 
market and the more protected market there has been a reduction 
in compliance with the “specific” quality standards, whereas the 
“general” standards remain above the compliance levels required 
by ARERA (see Table no. 14).
The Authority also defines and updates the benchmark parame-
ters of “technical” quality of the service38, in relation to continuous 
electricity supply, envisaging an incentive system for the operator 
(bonuses and fines) and indemnities for customers. 
It should be stressed that the continuity indicators supplied related 
to financial year 2017 are not those communicated to ARERA but 
rather the highest possible estimate at the time of publication of 
this document39. 
With reference to the duration of disruptions and the number of 
disruptions for LV users, the first available data concerning finan-
cial year 2017 and shown in Table no. 15 indicate a decrease in the 
results compared to 2016 and prove to be more aligned with the 
indicators divulged for 2015.
Annual performance was negatively influenced by climate factors, 
both with reference to the phenomena of heat waves that occurred 
in the summer 2017 and consequent to the cloudburst events the 
following autumn.
Disruptions occurring at any voltage level within the electrici-
ty system are also regulated for MV customers. The regulatory 
system entitles medium-voltage customers to receive automatic 
compensation provided that they can certify the adequacy of their 
systems40 in the event of a number of disruptions in the supply of 
electricity exceeding that stated by a specific standard.
Prolonged or extended disruptions, in other words service dis-
ruptions exceeding the duration established by standards, are 
also regulated for both LV customers and MV customers. In such 
eventualities, the operator is required to pay a fine, calculated on 
the basis of the number of LV customers cut off as a result of dis-
ruptions due to “other causes”, to the extraordinary event fund set 
up with the Energy and Environmental Services Fund. In addition, 
the distributor will automatically indemnify customers affected by 
disruptions.
36	 Compensation as pursuant to the Authorities provisions is paid to customers by deducting the amount from the bill or by issuing a cheque within 30 days of the date of 
the service in question or, at the latest, by three times the period of standard time established for such service, excluding automatic compensation for failure to comply 
with the punctuality range for appointments, in respect of which the time will commence on the date of the appointment.
37	 The amount currently set by the Authority starts from a basic amount of 35 Euros for domestic low voltage customers; 70 Euros for non domestic low voltage customers 
and 140 Euros for medium voltage customers.
38	 Resolution 654/15/R/eel.
39	 The data for 2017 are the best estimate available at the time of publication, certified data shall be made public by the Authority and available on the website www.arera.it.
40	 In order to be entitled to compensation, medium voltage customers must prove that they have installed protection devices at their plants that can prevent any interruption caused by 
faults within their utility plants from having repercussions on the network, damaging other customers connected nearby. Furthermore, in order to access compensation customers 
will be required to have arranged for the distribution company to receive a plant adequacy statement issued by parties with specific technical and professional expertise. Failure by 
customers to meet the requirements whereby compensation may be sought will cause the amount of the compensation to turn into a fine, which the distribution company is required 
to transfer to the Energy and Environmental Services Fund.
ENERGY DISTRIBUTION
SPECIFIC LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA 
PARAMETERS 
Max. time for service 
delivery
Service 
delivery 
average 
actual time
Percentage 
of services 
carried out 
within time limit
Service 
delivery 
average 
actual time
Percentage 
of services 
carried out 
within time limit
2016
2017
LOW VOLTAGE (LV) SUPPLIES 
DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE
estimates for work on LV networks 
(ordinary connections)
15 working days
11.19
82.53%
8.97
93.23%
completion of simple work 
(ordinary connections)
10 working days
8.38
80.83%
9.71
84.72%
completion of complex works 
50 working days
15.76
92.00%
25.33
66.67%
TABLE NO. 13 - SOCIAL INDICATORS: SPECIFIC AND GENERAL LEVELS OF COMMERCIAL QUALITY - ENERGY 
DISTRIBUTION (2016-2017) - (ARERA PARAMETERS AND ARETI’S PERFORMANCE - ESTIMATED DATA)

78
ACEA GROUP / SUSTAINABILITY REPORT 2017
ENERGY DISTRIBUTION
SPECIFIC LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA 
PARAMETERS 
Max. time for service 
delivery
Service 
delivery 
average 
actual time
Percentage 
of services 
carried out 
within time limit
Service 
delivery 
average 
actual time
Percentage 
of services 
carried out 
within time limit
2016
2017
LOW VOLTAGE (LV) SUPPLIES 
DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE 
supply activation
5 working days
2.02
95.70%
2.28
94.20%
deactivation of supply on customers request
5 working days
1.09
97.13%
1.29
97.39%
reactivation of supply following disconnection for late payment
1 weekday
0.29
97.72%
0.11
99.13%
resumption of the supply following faults of the 
metering equipment (requests sent during business 
days from 08:00 to 18:00)
3 hours
1.87
87.17%
2.43
78.09%
resumption of the supply following faults of the 
metering equipment (requests sent during 
non-business days or from 18:00 to 08:00 hrs.)
4 hours
1.88
92.31%
2.43
88.23%
notification of outcome of metering equipment 
check on customers request
15 working days
9.84
88.43%
9.42
92.99%
notification of outcome of voltage supply 
check on customers request
20 working days
19.00
100.00%
/
/
maximum punctuality band for appointments 
with customers
2 hours
n.a.
83.83%
n.a.
85.15%
replacement of faulty metering equipment
15 working days
17.71
76.68%
49.76
41.03%
resumption of correct supply voltage
50 working days
/
/
/
/
estimates for work on LV networks (temporary 
connections)
10 working days
/
/
/
/
completion of simple work (temporary connections 
not exceeding 40 kW)
5 working days
/
/
/
/
completion of simple work (temporary connections 
exceeding 40 kW)
10 working days
/
/
/
/
NON DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE 
estimates for work on LV networks (ordinary 
connections)
15 working days
10.38
86.73%
8.28
94.28%
completion of simple work (ordinary connections)
10 working days
6.04
88.22%
9.31
86.69%
completion of complex work 
50 working days
12.55
94.98%
25.62
88.00%
supply activation
5 working days
2.64
93.07%
2.28
94.20%
deactivation of supply on customers request
5 working days
1.64
95.85%
2.31
95.97%
reactivation of supply following disconnection for late 
payment
1 weekday
0.33
97.38%
0.14
99.02%
resumption of the supply following faults of the 
metering equipment (requests sent during business days 
from 08:00 to 18:00)
3 hours
2.26
81.07%
2.57
74.76%
resumption of the supply following faults of the 
metering equipment (requests sent during 
non-business days or from 18:00 to 08:00 hrs.)
4 hours
2.08
90.62%
2.57
86.87%
re-notification of outcome of metering equipment 
check on customers request
15 working days
9.02
90.84%
9.42
92.99%
notification of outcome of voltage supply check 
on customers request
20 working days
/
/
21
0%
maximum punctuality band for appointments
with customers
2 hours
n.a.
87.24%
n.a.
88.75%
replacement of faulty metering equipment
15 working days
16.13
79.49%
37.89
44.44%
resumption of correct supply voltage
50 working days
/
/
/
/
estimates for work on LV networks 
(temporary connections) 
10 working days
5.34
90.85%
4.77
95.26%

79
RELATIONS WITH STAKEHOLDERS
NB 	 The symbol “/” is used when services were not requested during the year, n.a. means the data is not applicable.
ENERGY DISTRIBUTION
SPECIFIC LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA 
PARAMETERS 
Max. time for service 
delivery
Service 
delivery 
average 
actual time
Percentage 
of services 
carried out 
within time limit
Service 
delivery 
average 
actual time
Percentage 
of services 
carried out 
within time limit
2016
2017
LOW VOLTAGE (LV) SUPPLIES 
NON DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE 
completion of simple work (temporary connections 
not exceeding 40 kW)
5 working days
4.08
88.15%
5.91
85.80%
completion of simple work (temporary connections 
exceeding 40 kW)
10 working days
/
/
4.57
96.67%
MEDIUM VOLTAGE (MV) SUPPLIES
END CLIENTS
ARETI’S PERFORMANCE 
estimates for work on MV networks
30 working days
30.83
86.67%
41.85
65.57%
completion of simple work
20 working days
23.33
83.33%
23.71
85.71%
completion of complex work
50 working days
22.00
100.00%
41.63
83.33%
supply activation
5 working days
5.90
77.78%
5.50
77.78%
deactivation of supply on customers request
7 working days
8.69
84.00%
19.33
55.56%
reactivation of supply following disconnection 
for late payment
1 weekday
6.83
50.00%
2.89
55.56%
notification of outcome of metering equipment 
check on customers request
15 working days
9.13
75.00%
9.20
90.00%
notification of outcome of voltage supply check 
on customers request
20 working days
/
/
/
/
maximum punctuality band for appointments 
with customers
2 hours
n.a.
81.44%
n.a.
87.10%
replacement of faulty metering equipment 
15 working days
/
/
/
/
resumption of correct supply voltage 
50 working days
/
/
/
/
COMMUNICATION OF TECHNICAL DATA FROM DISTRIBUTOR TO SELLER (*)
technical data (that can be obtained by 
reading a metering system)
10 working days from 
receipt of the request
6.57
90.42%
21.11
85.38%
technical data (that cannot be obtained by 
reading a metering system)
15 working days from 
receipt of the request
13.81
77.01%
37.48
93.30%
GENERAL LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA 
PARAMETERS
Minimum percentage 
of services to be provided 
within max. time limit
Service 
delivery 
average 
actual time
Percentage 
of services 
provided within 
max. time limit.
Service 
delivery 
average 
actual time
Percentage 
of services 
provided within 
max. time limit
2016
2017
LOW VOLTAGE (LV) SUPPLIES
DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE 
reply to written complaints/enquiries regarding 
distribution operations
95% within 30 
calendar days
29.99
70.20%
59.25
43.82%
reply to written complaints/enquiries regarding metering 
operations
95% within 30 
calendar days
66.92
49.94%
43.93
60.57%
NON DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE 
reply to written complaints/enquiries regarding 
distribution operations
95% within 30 
calendar days
33.22
68.99%
69.04
38.76%
reply to written complaints/enquiries regarding 
metering operations
95% within 30 
calendar days
67.64
43.42%
46.61
55.97%

80
ACEA GROUP / SUSTAINABILITY REPORT 2017
SALE OF ENERGY
SPECIFIC LEVELS OF COMMERCIAL QUALITY (*)
SERVICES
ARERA 
PARAMETERS
Max. time for service delivery
Percentage of services 
carried out 
within time limit
Percentage of services 
carried out 
within time limit
2016
2017
MORE PROTECTED SERVICE
ACEA ENERGIA’S PERFORMANCE
billing adjustments
90 calendar days
100.0%
69.2%
double billing adjustments
20 calendar days
88.9%
/
reasoned reply to written complaints
40 calendar days
93.2%
76.3%
FREE MARKET
ACEA ENERGIA’S PERFORMANCE
billing adjustments
90 calendar days
100.0%
86.7%
double billing adjustments
20 calendar days
/
100.0%
reasoned reply to written complaints
40 calendar days
91.7%
77.6%
GENERAL LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA 
PARAMETERS
Max. time for service delivery
Percentage of services 
carried out 
within time limit
Percentage of services 
carried out 
within time limit
MORE PROTECTED SERVICE
ACEA ENERGIA’S PERFORMANCE
Reply to written enquiries
95% within 30 calendar days
99.5%
97.1%
FREE MARKET
ACEA ENERGIA’S PERFORMANCE
Reply to written enquiries
95% within 30 calendar days
99.5%
97.1%
(*)	 In the event of failure to meet the standards, more protected service customers (mainly domestic customers and small businesses) will receive an automatic compen-
sation of 20 Euros. The symbol “/” is used when services were not requested during the year, n.a. means the data is not applicable.
TABLE NO. 14 - SOCIAL INDICATORS: SPECIFIC AND GENERAL LEVELS OF COMMERCIAL QUALITY - ENERGY SALE 
(2016-2017) - (ARERA PARAMETERS AND ACEA ENERGIA PERFORMANCE; DATA SUBMITTED TO THE ARERA)
(*)		
The yearly average number of disruptions per low voltage customer considers both lasting disruptions (>3 minutes) as well as short disruptions (≤ 3 minutes but longer than 1 
second).
NB 	 The three territorial areas are defined on the basis of the degree of concentration of the resident population: more than 50,000 inhabitants is defined as “high con-
centration”; between 5,000 and 50,000 inhabitants is defined as “medium concentration”; less than 5,000 inhabitants is defined as “low concentration.
ENERGY DISTRIBUTION - CONTINUITY INDICATORS - LV CUSTOMERS
DURATION OF DISRUPTIONS AND PERCENTAGES OF IMPROVEMENT 
SERVICES
average aggregate duration of lasting disruptions without prior notice 
of the operator’s responsibility per LV customer per year (minutes)
percentage of improvement
2015
2016
2017
2017 vs. 2015
2017 vs. 2016
high concentration
34.55
27.88
37.1
7.5%
33.2%
medium concentration
49.70
31.46
40.3
-19.0%
28.0%
low concentration
58.38
45.76
54.1
-7.2%
18.3%
AVERAGE NUMBER OF DISRUPTIONS AND PERCENTAGES OF IMPROVEMENT (*)
SERVICES
average no. disruptions without prior notice of the operator’s 
responsibility per LV customer per year 
percentage of improvement
high concentration
1.74
1.42
1.81
4.6%
28.2%
medium concentration
2.79
1.67
1.92
-31.2%
15.0%
low concentration
3.46
2.51
2.58
-25.4%
2.8%
TABLE NO. 15 - SOCIAL INDICATORS: SERVICE CONTINUITY DATA – ENERGY DISTRIBUTION (2015-2017) - (ARERA PARAMETERS 
AND ARETI’S PERFORMANCE - 2015-2016: DATA CERTIFIED BY THE ARERA; 2017: PROVISIONAL ESTIMATED DATA)
MEDIUM VOLTAGE (MV) SUPPLIES
END CUSTOMERS
ARETI’S PERFORMANCE 
reply to written complaints/enquiries regarding 
distribution operations
95% within 30 
calendar days
11.40
92.59%
44.11
67.48%
reply to written complaints/enquiries regarding metering 
operations
95% within 30 
calendar days
76.23
38.46%
79.11
33.33%

81
RELATIONS WITH STAKEHOLDERS
QUALITY IN THE PUBLIC LIGHTING AREA 
Part of the activities referring to Acea Illuminazione Pubblica in 
December 2016 merged into Areti41, which, during 2017 thereby 
managed most of the interventions concerning public lighting, 
operational lighting and artistic monumental lighting in Rome, 
on more than 199,000 lighting points spread around a district - 
about 1,300 km2 – that is equivalent to almost 7 times that of 
Milan, according to the Service Agreement42 stipulated between 
Acea SpA and Roma Capitale. 
The company is responsible for the design, construction, opera-
tion, maintenance and restoration of networks and plants and 
operates in compliance with procedures under the QASE (Quality, 
Environment, Safety and Energy) Management System certified 
according to UNI EN ISO and OHSAS Standards.
Work is scheduled ensuring that the management and technical 
staff of the company work together on the basis of the instructions 
given by local public administration and supervisory departments 
and authorities responsible for new urban developments, improve-
ment projects and the cultural heritage. In addition to delivering 
the service for the Municipality of Rome, the Company makes its 
know-how available to other stakeholders.
lighting points (no.)
	 Monumental artistic lighting points (no.)
199,077 (+ 1.8% compared to 2016)
	  about 10,000
bulbs (n.)
224,480 (+1.8% compared to 2016)
MV and LV network (km)
7,956 (+ 1.4% compared to 2016)
41	 Areti SpA, which manages the distribution of energy in Rome and Formello, in acknowledgement of the partial proportional demerger project regarding Acea Illuminazione Pub-
blica SpA in December 2016, absorbed part of its activity. Therefore Acea Illuminazione Pubblica is not included in the reporting boundary of this document.
42	 By Resolution of the City Council No. 130 dated 22 December 2010 regarding the Updating of the Service Agreement between Roma Capitale and Acea SpA, effective 15 
March 2011, the agreement was extended to 31/12/2027.
Among the main interventions on public lighting carried out dur-
ing the year, in the functional and artistic monumental context, 
highlighted are the transformation of about 88,000 lights as part 
of the LED Plan for the Capital (see dedicated box). Expansion 
and modernisation works also took place on the lighting in Piazza 
Navona, both of a functional and artistic nature and the func-
tional lighting plant for the New Internal Ring Road (NCI) was 
undertaken, realised by RFI as part of the road works connected to 
Tiburtina Station. Regarding the latter, Areti’s Public Lighting Unit 
also proposed modernisation works on the plants to the capita’s 
Administration, these were approved and shall be carried out in 
2018, they entail the replacement of the current High Pressure 
Sodium bulbs with LED lighting points (about 1,350 fittings) 
thus gaining considerable energy efficiency and saving as well as 
improved visual perception. Moreover, during the year the plants 
in the Port of Rome were taken over with transformation to LED 
of about 1,240 lighting points. 
At artistic monumental level, we point out lighting interventions 
on the Basilica di S. Marco Evangelista al Campidoglio, in Piazza 
Venezia, the Basilica di San Clemente, of Porta San Paolo and 
the Cestia Pyramid and, by the end of the year there was the 
launch of the permanent lighting of the archaeological area of 
the Palatine overlooking the Circus Maximus (see dedicated 
boxes hereunder).
The works in progress on the LED Plan, initiated 
in the second part of 2016 downstream of the 
agreement signed with Roma Capitale, con-
tinued at a steady pace, as mentioned above, 
during 2017 and led to the comprehensive in-
stallation, as at 31/12/2017, of about 162,000 
lights, with the related benefits in terms of 
energy saving, reduction of the effects of light 
flow dispersion and full observance of the law on 
public lighting. The completion of the transfor-
mation works on functional lighting sources is 
expected by the first quarter of 2018, whereas 
the artistic and ornamental installations, subject 
matter of review and agreement with the 
Municipal Administration and the superviso-
ry authority shall be completed by the end of 
2018. In late 2017 the Municipal Administra-
tion also approved the LED transformation plan 
for the tunnels to be worked on during 2018.
PROGRESS OF THE LED PLAN FOR ROME 
TABLE NO. 16 – PUBLIC LIGHTING IN ROME IN FIGURES (2017) 
199,077 LIGHT POINT 
AND 224,480 LIGHTS 
MANAGED IN ROME 
IN 2017 INSTALLED 
OVER 89,000 LED 
ILLUMINATING BODIES
(BETWEEN NEW LAMPS 
AND INSTALLATION 
TRANSFORMATIONS)
REINSTALLED 121  
CORRODED SUPPORTS  
AND RELIT 11,610  
LIGHTS
ARTISTIC ILLUMINATION WITH 
LED technology: 
OF Piazza Navona, 
THE Cestia Pyramid  
AND THE Palatine

82
ACEA GROUP / SUSTAINABILITY REPORT 2017
By carrying out the two surveys 2017 on the satisfaction of cus-
tomers and citizens with regard to supplied services, Acea contin-
ued to monitor the opinion and perception of citizens regarding 
the transformation, in progress, of the lighting using LED. The 
average results from the two half-yearly surveys highlighted that 
about 59% of the 2,400 interviewees (+18% compared to 41% re-
ported in 2016 out of a panel of the same consistency) had notice 
the LED lighting on the road. 82% of the interviewees considers 
the project to transform lighting using LED as important for the 
city and the three main reasons given were: reduced consumption 
(energy efficiency) for 82%, improved distinction of colours on the 
road, for 29.4% (a notably increased amount compared to 20% 
reported in 2016), and, for 26.4% environmental compliance (the 
amount was 15% in 2016).
Acea monitors the public lighting service quality standards per-
taining to fault repair times, which are calculated starting from a 
fault being reported43. 
The service standards are expressed by an average admitted recov-
ery time (TMRA), within which the repairs shall take place and a 
maximum time (TMAX), after which a fines system is activated44. 
The performance related to average recovery times (TMR) of plant 
operations, used by Acea in 2017 for the various types of fault (see 
Table no. 19), are basically in line with the service levels recorded in 
2016 with cases of improvement on some types of fault.
Each year, Acea carries out planned and extraordinary maintenance work on the systems for safety purposes in order to maintain an 
adequate level of lighting in the managed area (see la Table no. 18).
TYPE OF WORK
(NO. LIGHTING POINTS)
Installation of new lighting points (including artistic)
962 lighting points
Actions to improve energy efficiency/technological  
innovation (fixture replacement)
88,100 LED lights
Safety measures
3,156 lighting points
TYPE OF WORK
(NO.)
Checking corrosion on lamp posts 
31,702 lamp posts checked 
Replacing bulbs prior to luminous flux loss 
11,610 bulbs replaced
Reinstalling lamp posts that were corroded or knocked down due to accidents
121 lamp posts reinstalled
NB	 The table includes operations carried out for the Municipality of Rome and third parties.
The Department for the Development of 
Infrastructures and Urban Maintenance of 
Roma Capitale asked Areti for a new project 
to redevelop and upgrade the existing lighting 
plant, both functional and “artistic” in Piazza 
Navona.
The artistic lighting intervention concerned 
the plants dedicated to Sant’Agnese church 
in Agone, Nostra Signora del Sacro Cuore 
church (currently being restored), the fontana 
dei Fiumi fountain with the obelisk, the 
Nettuno fountain and the Moro fountain.
The colour temperature of the lighting points 
on the facades and fountains was agreed with 
the representatives of the Administration, 
State Authority and Capital Authority.
9 LED spotlights were installed to light 
Sant’Agnese church in Agone and the Nostra 
Signora del Sacro Cuore church, at a colour 
temperature of 3000K. For the Fiumi 
fountain, apart from replacing underwater 
spotlights with as many equipped with LED 
technology having a colour temperature of 
4000K, the obelisk was lit up using 2 LED 
lighting points LED having a colour tempera-
ture of 3000K, installed on the posts nearest 
to the fountain and set on the opposite apexes 
of the obelisk. The reason for this contrast in 
colour (4000K – 3000K) lies in the decision 
to highlight the nature of the materials 
forming the monumental fountain.
Apart from replacing the existent underwater 
equipment inside the upper bowl of the Moro 
and Nettuno fountains, the project also en-
visaged the instalment of 4 LED spotlights 
for each fountain, laid in the lower bowl in 
order to light the four perimetral masks in the 
Moro fountain and the winged cherubs in the 
Nettuno fountain.
NEW LIGHTING USING LED TECHNOLOGY IN PIAZZA NAVONA
43	 For the purpose of calculating service levels, reports pertaining to damages caused by third parties will not be considered.
44	 Fines are calculated using the following criteria: each repair completed beyond the TMAX will be sanctioned; repairs completed within the TMAX but exceeding the 
TMRA will be sanctioned only if TMR>TMRA. At the time of publication of this document, the accurate data on reports con¬cerning 2017 subject to fines being calcu-
lated is not available. 
TABLE NO. 17 – MAIN PUBLIC LIGHTING WORKS ON LIGHTING POINTS (2017)
TABLE NO. 18 – REPAIRS AND PLANNED AND EXTRAORDINARY MAINTENANCE OF PUBLIC LIGHTING (2017)

83
RELATIONS WITH STAKEHOLDERS
Faults are detected by internal control systems, such as remote 
management and, as mentioned, can be reported to the company 
by the citizens and the Municipality of Rome using the differ-
ent contact channels available (call centre, web, fax or letter)45. 
23,760 fault reports were received in 201746 and 94% of them 
were dealt with by the end of the year. The percentage distribution 
of reports by type of fault is shown in chart 21. The most significant 
incidence concerns “blacked out street”, in relation to a network 
fault (46.2%) and “lighting point out” (33.8%), having the lowest 
impact in terms of safety, the “blacked out stretch” is more con-
tained (8.7%) and, lastly, not cases of “blacked out neighbourhood” 
due to network fault were recorded.
In agreement with the relevant Authorities, Acea is commit-
ted to enhancing the monumental and architectural heritage 
of the Capital by deploying about 10,000 dedicated lighting 
points, thanks to the distinctive skills in the artistic lighting 
sector it has acquired over time, which makes it available for 
interventions requested by “private entities” (such as churches, 
hoteliers or third parties in general).
During the year various important artistic lighting interventions 
were realised, a large part of which already recalled at the start 
of the paragraph. Three interventions by Acea are highlighted in 
the boxes below, which it wanted to offer the city, contributing 
to enhancing its cultural worth.
(*)		
Consistent with previous years, data were monitored in compliance with provisions under Annex D/2 to the 2005-2015 Service Agreement between the Municipality of Rome 
and Acea SpA.
45	 More detailed information on call centre performance and written complaints is provided in the Customer Care section.
46	 The datum excludes reminders and repeated reporting of the same fault.
FAULT TYPE
FINE PER DAY 
OF DELAY
SERVICE LEVEL 
AGREEMENT (*)
ACEA PERFORMANCE
(euro)
TMRA 
(admitted average 
recovery time)
(working days) 
TMAX (maximum 
recovery time) 
(working days)
TMR (average recovery time) 
(working days)
2016
2017
Blacked out neighbourhood - MV 
network failure
70
1 day
1 day
< 1 day
< 1 day
Blacked out street - MV or LV 
network failure
50
5 days
8 days
2.7 days
2.8 days
Blacked out stretch  
(2-4 consecutive lights out)
50
10 days
15 days
9.1 days
6.7 days
Lighting points out:  
single lamps, posts, supports
25
15 days
20 days
8.3 gg.
8.6 gg.
TABLE NO. 19 – PUBLIC LIGHTING FAULT RECOVERY: FINES, STANDARDS AND ACEA PERFORMANCE (2016-2017)
Dark street – network breakdown
Other (ceiling lamp, etc.)
0.0%
46.2%
11.3%
33.8%
8.7%
Section unlit (2-4 consecutive lights oﬀ)
Light oﬀ (individual light, riser,
reinforcement, support
District in the dark – network breakdown
CHART NO. 21 - TYPES OF PUBLIC LIGHTING FAULTS OUT OF TOTAL REPORTS RECEIVED (2017)

84
ACEA GROUP / SUSTAINABILITY REPORT 2017
In 2017 Acea proposed the restoration and 
redevelopment of the Palatine lighting 
system to the Ministry of Cultural Assets 
and Activities and Tourism (MIBACT), Ar-
chaeological park of the Colosseum and, in 
particular, the southern face of the archae-
ological monumental area overlooking the 
Circus Maximus. 
The modernisation and redevelopment works 
on the previous plant, tracing back to 2000, 
envisaged the installation of 96 lighting points, 
divided into different types, by optics, power 
and colour temperature, ranging from 2,700K 
to 2,200K, with chromatic yield exceeding 80.
The facades were lit of the Domus Severiana, 
Domus Augustana, the Stadium, the Domus 
Flavia and the Pedagogium. 
The choice of a neutral colour temperature 
(2,700K) for the facades facing the Circus 
Maximums was made to bestow a more real-
istic rendering of the colours of the compo-
sition materials, while a warmer temperature 
(2,200K) was used to highlight the depth of 
the environments.
The previous plant, using High Pressure 
Sodium technology, had a power absorption 
of 15,700 W, whereas the current system, 
realised using LED equipment, ascertains 
a value of 4,400 W, a saving of more than 
70%.
This was an intervention to enhance a monu-
mental area that is particularly representative 
of the city, with its rich historical suggestion 
and that of its landscape. The intervention 
was presented in December 2017 in a press 
conference jointly with the Municipality of 
Rome and the lighting system was opened on 
the night of 31 December 2017 during the 
new year festivities.
LIGHTING THE PALATINE HILL 
In agreement with the MIBACT and the 
Department of the Development of Infra-
structures and Urban Maintenance of Roma 
Capitale, Acea proposed and realised the 
lighting of the Cestia Pyramid and Porta San 
Paolo. The project completely redesigned the 
lighting system realised previously in 2000. 
The oblique light method was chosen over 
the projection method, thanks to the availa-
bility of the Managers of the local authority. 
The walls of the pyramid, which are covered 
in marble sheeting, were lit using LED bars 
at a colour temperature of 3,000K, with di-
versified optics to obtain uniformity on the 
vertical planes. The placement of two lines of 
rods at a different distance from the surface, 
allowed the best lighting of both the lower 
part and the part tapered to the monument, 
over 36 metres high and with a square base 
of about 30 metres to the side. Furthermore, 
the oblique lighting system allows the two ep-
igraphs to be read perfectly, which cite the 
owner of the tomb and the days needed to 
build the funeral monument. Six 48 W rods 
were used for each facade, five of which with 
a wide beam and one with a narrow beam; the 
edges were highlighted using narrow beam 
spotlights, again 3,000K, having a power of 
17 W. The system also envisaged the lighting 
of the surrounding columns and sections of 
Roman wall adjacent to the pyramid, with 
equipment having 2,200K colour temper-
ature, suited to the building material. Com-
prehensively 43 apparatuses were installed. 
The total installed power is 1,480 W versus 
3,600 W of the previous system. 
By way of correctly contextualising the 
monumental area, the lighting of Porta 
San Paolo was also modernised using LED 
technology; it is located near the Cestia 
Pyramid. The equipment was installed on 
the poles intended for public lighting which 
surround the gate. The Towers, entry Gate 
and the internal area were lit using differ-
ent colour temperatures, 2,200K for the 
masonry areas and 3,500K for the marble 
parts, installing a total of 13 apparatuses 
having a total power of 520 W. Special care 
was taken when positioning the lighting 
points in order to contain the disper-
sion of the light flux. For the building and 
the internal part of the gate, lastly, which 
houses some relics, 5 spotlights were used 
with a total power of 110 W.
THE CESTIA PYRAMID AND PORTA SAN PAOLO 
Acea realised the lighting for the Basilica 
di San Marco Evangelista al Campidoglio, 
located in Piazza Venezia, in accordance with 
MIBACT and the Department of the Devel-
opment of Infrastructures and Urban Main-
tenance of Roma Capitale. The intervention 
envisaged the lighting of the Façade, the 
Portico and the upper Lodge. The Basilica, 
the initial construction of which traces back 
to 336, underwent renovations until the 
baroque era and shows differing architectonic 
styles. In total 16 spotlights were installed for 
a total power of 300 W. The Facade was lit by 
projection using 4 LED apparatuses, colour 
temperature 2,700K and 20 W power each. 
The lighting on the Portico was realised by 
placing 4 apparatuses on the stringcourse 
or the four internal capitals with asymmet-
ric optics to light the underlying environ-
ment by reflected light. The light flux was 
directed towards the cross vaults, highlight-
ing the structure thereof. The base relief of 
San Marco in the panel surmounting the 
entrance portal was highlighting by means of 
2 narrow beam apparatuses of 10 W power 
and colour temperature 3,500K positioned 
diagonally respect to the relief in order to 
avoid flattening the figures. For the upper 
Lodge, of renaissance era, the pictorial frame 
surrounding it and the wood beam roof were 
highlighted using 4 lighting apparatuses and 
another two were aimed towards the floor 
level where museum relics are often placed. 
THE BASILICA DI SAN MARCO EVANGELISTA AL CAMPIDOGLIO
QUALITY IN THE WATER AREA 
The Acea Group manages the integrated water service (SII) in 
several Optimal Areas of Operations (ATO) in Lazio, Tuscany, 
Campania and Umbria, through investee companies. 
In compliance with the reporting boundary (see Disclosing Sus-
tainability: methodological note) the following is a description of 
the activities of Acea Ato 2 in Optimal Area of Operations 2 
- Central Lazio (Rome and another 111 municipalities in Lazio,

85
RELATIONS WITH STAKEHOLDERS
with a total of about 4 million inhabitants served), the “historical” 
area of the Group’s operations47, by Acea Ato 5, also operating 
in Lazio (ATO 5 - southern Lazio and Frosinone, with 86 munic-
ipalities and about 480,000 inhabitants)) and, for the first time, 
by Gesesa, operational in Campania (in the district of Benevento 
and province, 21 municipalities managed, with a total of about 
132,000 inhabitants served48. 
The management of the integrated water service (SII) comprises 
the entire drinking and wastewater cycle: from collection of the 
natural resource from the springs to its return to the environment, 
it is governed by a Management Agreement between the compa-
ny running the service and the Area Authority (EGA - “Ente di 
Governo dell’Ambito, EGA” - Area Regulatory Agency). In late 
2015, the ARERA (formerly AEEGSI), by resolution 656/15, ap-
proved the minimum essential contents of the “model agreement” 
regulating relations between awarding and managing entities 
uniformly and nationally. This new model agreement concerns the 
instruments for keeping the economic and financial balance of the 
management systems and updating of the data and information on 
the basis of the planning activities required by the Authority for 
the approval of the tariff preparation and takeover procedures, with 
consequent payment of the reimbursements due. For the other 
main regulatory interventions on the water sector undertaken dur-
ing the year by ARERA (and, specifically, resolution 917/2017/R/
idr) refer to the beginning of paragraph Quality Delivered and, for 
more details, to the Authority’s website. 
The Integrated water service charter49, annexed to the Agree-
ment, defines the general and specific quality standards that 
the manager must respect in relation to the users, in accordance 
with the definitions under resolution 655/15. Customer relations 
are also disciplined by the User Regulations, also annexed to the 
Agreement, which establishes the technical, contractual and eco-
nomic conditions which the managers must respect in supplying 
the services. For the contractual quality performances supplied by 
the water companies, see sub-paragraph Levels of quality regulated 
by ARERA in the water segment hereunder.
Acea Ato 2 performs the design, construction, maintenance 
and restoration of networks and plants across the Ato 2 area - 
Central Lazio and operates in respect of the procedures in the 
QASE (Quality, Environment, Safety and Energy) management 
systems, certified according to UNI EN ISO and OHSAS stand-
ards (see Corporate identity, Management Systems).
The pursuit of continuous improvement in the processes and activi-
ties managed is the foundation of the applied Management systems 
and the QASE policy of ACEA Ato 2 is based on the principles and 
values which also have effects on the context of reference such as: 
the capillary offer to the customer of high qualitative level public 
services under fair and non-discriminatory conditions: transparency 
regarding stakeholders and the impacts on the entire community in 
terms of economic, social and environmental responsibility.
Acea Ato 2 is gradually taking over the management of the 
municipalities in the reference Optimal Area of Operation after 
performing an inspection of the condition of the infrastructures 
(networks and systems) in accordance with the local administra-
tions and, in the event of non-compliances, must wait for the 
municipalities concerned to complete the work required to bring 
them to standard. In 2017 the S.I.I. (integrate water service) was 
acquired of the municipality of Rignano Flaminio, although the 
effective transfer of the sewage and purification sectors was 
subject to the completion of adaptation works on the munici-
pal purification pants. As at 31 December 2017, out of the 112 
municipalities in Ato 2 - Central Lazio, Acea Ato 2 managed the 
integrated water service - aqueduct, sewerage and waste water 
treatment - in 79 municipalities50, equal to about 94% of the to-
tal population in Ato 2; the SII was partially managed in another 
14 municipalities.
THE SII IN ATO 2 – CENTRAL LAZIO 
47	 Acea has been entrusted with the running of the capital's aqueduct service since 1937, the water treatment system since 1985 and the entire sewerage system since 
2002, effective 1 January 2003. The Rome and Fiumicino network is therefore defined as “historical”.
48	 These are the two main companies in the Acea Group operating in the water sector in Italy, and consolidated in the annual Sustainability Report using the step-by-step 
method (100% Acea SpA). Alone, they represent more than 51% of the population served in the water sector by all the companies in the Group. The companies operating in 
Tuscany, Umbria and Campania, owned by Acea, are consolidated using the equity method, consequently they are not included in the reporting boundary, with the exception 
of certain global data aimed at representing the general dimension of the Group, as specified in the text from time to time (see also Relations with the environment and the En-
vironmental accounts, as well as the chapter, outside of the boundary of the DNF pursuant to Legislative Decree 254/2016, Water company data sheets and overseas activities). 
49	 The Integrated water service charter is applied progressively in the municipalities under management. The Service charters of Acea Ato 2 and Acea Ato 5 are available 
online on the website www.acea.it. Specifically, Acea Ato 2 has adopted the Service Charter as modified in ARERA resolution no. 655/2015/R/idr d the Conference of 
Mayors in Ato 2 – Central Lazio and Rome on 27 July 2016, no. 1/16 “adoption of the 2016 – 2019 regulatory scheme”.
50	 Note that 8 small municipalities have chosen to manage their own services, invoking the right to not subscribe to the SII for municipalities of less than 1,000 inhabitants, 
as provided under art. 148, paragraph 5 of Legislative Decree no. 152 of 03/04/2006.
APPROX. 11,300 km  
OF NETWORK MANAGED 
FOR THE DRINKING WATER 
SYSTEM (OF WHICH 7,292 
REMOTE-CONTROLLED)
AND APPROX. 6,600 km 
OF SEWER SYSTEM
DURING THE YEAR: 
SYSTEMATIC CAMPAIGNS 
CONDUCTED SEARCHING 
FOR HIDDEN LEAKS
ON 5,400 km 
OF THE ROME 
DISTRIBUTION NETWORK
66 ACTIVE WATER HOUSES 
(20 IN ROME AND 46 IN 
PROVINCE): APPROX.  
17.5 million LITRES OF 
WATER SUPPLIED  
350t OF PLASTIC/YEAR 
SAVED AND 620t OF CO2 
NOT  EMITTED INTO THE 
ATMOSPHERE
311,929 ANALYTICAL 
CHECKS ON DRINKING 
WATER PERFORMED 
DURING THE YEAR AND
APPROX. 184,200 
ANALYTICAL 
DETERMINATIONS ON 
WASTEWATER

86
ACEA GROUP / SUSTAINABILITY REPORT 2017
The infrastructures managed in the area include about 11,300 km 
of networks (aqueduct, transport, distribution)51 for drinking water 
and about 6,600 km of sewerage networks; the networks are con-
nected to a complex system of facilities and plants making the aq-
ueduct, waste water treatment and sewerage services operational. 
The company follows the development of new urban development 
and carries out work every year for the modernisation and efficient 
use of the systems and completion, expansion or reclamation of 
pipelines and networks.
The objective of integrated new technologies in operational man-
agement was consolidated in 2017 and this allowed the efficiency 
of certain processes to be improved. For example, a reduction 
in response times on the first fault intervention was achieved by 
introducing automations which engage operators when the call 
arrives at the call centre. New information system functions, al-
ready implemented in 2016, allow full integration between the GIS 
geodiagram52 and the SAP maintenance system for displaying the 
networks and faults in one sole environment and, in this way, the 
call centre operator is guided in defining the fault and associating 
reports to faults that already exist. It is also possible to report, from 
the areaby using the device, corrections or updates detected during 
the operations, in order to keep the GIS system constantly updated 
and thus consistent with the status of the assets in the area.
Lastly, with the purpose of complying with the provisions of the 
ARERA on the matter of technical quality (in force since 2018), 
which imposes punctual monitoring of service continuity, recording 
duration and nature of the disruptions, new functions were imple-
ment which allow an estimate of the number of users involved in the 
disruption using the cartography system.
As regards the “smart metering” systems, which make remote 
reading and remote management of the meters possible, generat-
ing benefits both for the consumer and the operator, Acea Ato 2 
carried out in 2016 an experiment – the Top 300 pilot project – 
installing 300 apparatuses at different types of users, able to make 
data and measurements available, such as leak detection/alarm and 
consumption control. As a result of this experience, the company 
decided to extend the application of remotely read meters; this also 
meets the provisions of the Decree of the Ministry of Economic 
Development, 21 April 2017, no. 93, according to which a mass 
replacement campaign is to be carried out in the next few years.
During the year systematic hidden leak detection campaigns were ex-
ecuted on the 5,400 km supply network in Rome, with the purpose 
of resource recovery and dealing with the water emergency in pro-
gress. For further information refer to box Leak recovery plan in Rome 
and the communities of Ato 2 in section Relations with the environment.
Lastly, as regards the progressive digitalisation of the sanitary water 
networks in Ato 2, with data entry into the GIS information system, 
as at 31/12/2017 the completion of the drinking water network was 
reached (about 11,300 km) and 84% of the sewage network (with 
about 5,600 km of digitalised network).
THE AQUEDUCT SERVICE MANAGED BY ACEA ATO 2 
The aqueducts and the transport network are controlled remotely, 
from a qualitative and quantitative viewpoint, and remote sensing 
provides information useful for knowing the status of the network 
and its operation (set up of the plants, status of the pumps, po-
sition of the valves, measurements, alarms and the possibility of 
performing remote controlled manoeuvres). The distribution net-
work in Rome is also powered by remote controlled water stations 
with flow and/or pressure and/or level meters. The comprehensive 
span of the network subject to remote control, including that of 
the aqueduct, according to data drawn from the GIS system is 
about 7,292 km. Thanks to the progressive implementation of the 
system, 614 water stations were partially or totally remotely con-
trolled (with pressure and/or flow and/or level measurements) in 
2017, and 193 of them (amongst which the Water houses active in 
the year) were equipped with remotely controlled quality measure-
ment capabilities. Furthermore, 133 pressure points were equipped 
with remote control, spread along the distribution network.
2017 was marked by an accentuation of the drought which had already 
happened in 2016. In dry periods which last for more than one year, 
due to the natural drop in sources not refilled by autumn and winter 
rainfall, part of the water resource disappears and significant deficits 
arise. For these reasons, the availability of water at the procurement 
source was found that exceeded 1,200 l/s on average per annum.
Consequently Acea Ato 2 had to deal with an emergency type situa-
tion and immediately drew up and implemented a consistent plan of 
interventions aimed at ensuring the provision of water and preserving 
the strategic emergency reserve (Bracciano Lake), already suffering 
due to the drought. The realised interventions together with the 
activities of leak search and repair and the activities which optimised 
and increased the efficiency of the Roman transport system allowed 
a comprehensive recovery of the resource equal to about 1,750 l/s.
For example, the restored operation of the some springs that had 
not been used pertaining to the Acquedotti Appio Alessandrino 
and Nuovo Vergine aqueducts was planned and brought about 
through extraordinary electromagnetic maintenance performed at 
the related water stations; the works, which ended in July 2017, 
allowed the recovery of about 650 l/s of water and a further 50 l/s 
not collected previously, thanks to the completion of electro-me-
chanical works for raising a spring. 
Interventions at the EUR Water Station allowed flow manage-
ment to be re-established and the supply to the tanks in the Aciliia 
and Ostia coastline was rendered independent, ensuring greater 
continuity and flexibility in water provisioning in both areas (the 
EUR area, Laurentino, Torrino, Tormarancia, Garbatella etc. and 
the coastline). At the Capore springs a complex intervention (see 
dedicated box) allowed the recovery of water not previously col-
lected and thanks to the modernisation of the lifting system for the 
springs of the Peachier aqueduct, completed in late 2016, it was 
possible to collect about 200 l/s more.
Moreover, night-time pressures were optimised using remotely 
managed valves able to limit the outflow of water from the tanks to 
the network, this allowed daily shifts in water supply in the Capital 
to be avoided during the most extreme stages of the water crisis, as 
well as a recovery of about 500 l/s on average per day.
Lastly, at the Vigne Nuove well field, to the north of Rome, col-
lection form two wells located about 70 m deep had been decom-
missioned in the 80s due to intervening contamination problems. 
After having ascertained the quality of the water which shall be 
conveyed, subject to chlorination, at the Cecchina water Station 
and mixed with water coming from the Peschiera aqueduct, during 
the year all the works needed to restore the functionality of the 
plant were completed. It shall be reactivated in January 2018 with 
an expected flow rate of about 70l/s. Similar restoration activities 
were initiated in 2017 at the Colle Mentuccia well field and at the 
Torre Spaccata water station, completion for both is expected in 
2018 with a predicted recovery of about 100 l/s, at the former and 
14 l/s at the latter.
51	 In detail: 721 km of aqueduct, 1,176 km transport networks, 9,442 km distribution.
52	 The GIS - Geographic Information System - is a computerised information system allowing the acquisition, recording, analysis, display and return of information deriving 
from geographic data, placing different elements into relation according to their common geographical reference.

87
RELATIONS WITH STAKEHOLDERS
In order to ensure water supply in the Mu-
nicipalities of Ato 2 central Lazio, particu-
larly Rome, it was considered necessary to 
proceed with the recovery of water not pre-
viously collected from the Capore springs. 
Such water, in fact, rise from surface pools 
and did not flow into the artesian wells which 
drain the water in the collection tank for di-
version. Collection was performed by means 
of installing an immersion electropump with 
operation point calibrated at 120 l/s raised 
flow rate. A DN 200 pipeline was realised 
in steel for delivery to the collection tank 
of water from deep springs, from which the 
Capore aqueduct tunnel branches off. Fur-
thermore, there was purposeful intake work 
for the installation of a control station to 
continuously monitor turbidity. This station 
is connected to a programmable logic con-
troller (PLC) exactly like the immersion 
electropump. In this way it is possible to 
management the switch on/off of the elec-
tropump automatically as the turbidity 
thresholds vary, as measured by the probe. 
The same parameters were remotised and 
are available 24hr for remote monitoring 
at the Environmental Operations Room in 
Acea Ato 2.
THE RECOVERY OF WATER AT THE CAPORE SPRINGS
Also carried out during the year were routine maintenance activities 
- such as closing pipelines for repairs; washing and disinfection of 
tanks and ducts - which, albeit not linked to the water emergency 
situation, were of strategic importance for guaranteeing flexibility 
and efficiency in the transport system; during such interventions, in 
fact, reclamations and replacements of hydraulic parts, valves, etc. 
were often carried out, functional to optimising the water supply.
The installation of new meters or replacement of meters that are 
not working properly continued, which in 2017 led to about 38,500 
interventions.
Table 20 shows the main ordinary and extraordinary maintenance 
work carried out during the year on the water networks in Rome and 
the other managed municipalities, and the tests performed on the 
quality of supplied drinking water.
Acea is committed to protecting the areas where water supply 
sources are present and controls the quality of the water dis-
tributed for drinking use and water returned to the environment 
(see Relations with the environment, Water Area and Environmental 
accounts). Acea Ato 2, with the support of Acea Elabori, per-
forms tests on samples collected from springs and wells, supply 
systems, reservoirs and along the distribution networks. The 
frequency of the tests and sample collection points are de-
fined taking into consideration a number of variables, such as 
volumes of water distributed, population covered, network and 
infrastructure conditions and specific characteristics of local 
springs. Comprehensively, during the year in the municipalities 
of Ato 2 – central Lazio under management, 8,007 samples 
were collected and, in total, both by Acea Elabori and Acea Ato 
2, 311,929 tests performed on drinking water. The data on wa-
ter quality, periodically updated, are also available online (www.
acea.it). Ministerial Decree 14/06/2017 was published during the 
year, which transposes Directive (EU) 2015/1787 which amends 
Legislative Decree no. 31/2001. The introduced novelties amend 
programmes for testing water intended for human consumption 
with the objective of further containing risks to human health 
throughout the drinking water supply chain.
With regard to water supply continuity, in 2017 2,058 disruptions and pressure reductions occurred. Of these, 1,915 were urgent disruptions (due 
to accidental faults to pipes/plants) and 143 planned. About 11.8% of the shutdowns lasted for more than 24 hours. 
TYPE OF WORK
(NO.)
Interventions due to aqueduct 
network failure/leak detection
38,463 interventions (34,533 due to fault, 2,993 for water emergency repairs and district metering,  
937 leak detection)
Meter installations (including  
new installation and replacement)
about 38,500 interventions 
Water network extension
7.7 km water network extension
Water network reclamation
36.5 km reclaimed network
Drinking water quality control
8,007 samples collected and 311,929 analytical tests performed on drinking water
2016
2017
urgent disruptions (no.)
1,874
1,915
planned disruptions (no.)
76
143
total disruptions (no.) (*)
1,950
2,058
suspensions lasting > 24hrs (no.)
193
242
(*)		
The data for total disruptions includes shutdowns (due to damage to pipes/pipelines and network manoeuvres) and the interruptions due to disruptions and plant anomalies.
TABLE NO. 20 – MAIN INTERVENTIONS ON THE AQUEDUCT NETWORKS AND CONTROLS ON DRINKING WATER IN ATO 2 – 
CENTRAL LAZIO (ROME AND OTHER MANAGED MUNICIPALITIES) (2017)
TABLE NO. 21 – NUMBER, TYPE AND DURATION OF DISRUPTIONS IN THE SUPPLY OF WATER IN ATO 2 - CENTRAL LAZIO 
(2016-2017)

88
ACEA GROUP / SUSTAINABILITY REPORT 2017
The quality of the spring water collected to supply the areas of 
Rome and Fiumicino (Acea’s “historical network”) shows excellent 
levels. In the Castelli Romani area and other areas of northern 
Lazio, the volcanic nature of the terrain causes the presence in 
groundwater of mineral elements such as fluorine, arsenic and 
vanadium in concentrations exceeding those envisaged by the law. 
This has made it indispensable to supply some municipalities not-
withstanding these legal provisions and the planning and realisation 
of numerous operations aimed at overcoming these issues, such 
as the decommissioning of some local sources of supply to replace 
them with higher quality springs. During the past few years, more 
than 40 purification plants were rolled out for an overall flow rate 
of about 500 l/s, which are gradually being managed remotely. 
In 2017 the purifiers serving the municipalities of Oriolo Roma-
no and Vejano became operational and the functional inspection 
is in progress for the purifier in Fontane Nuove to become oper-
ational for the municipality of Sant’Oreste and for Fiano Romano 
(Sassete Well Field). The tender was also awarded and works un-
dertaken to realise the new 5 Bottini purifier at the municipality 
of Allumiere. In Bracciano, a new purification station became 
operational in November which serves the area of Vigna di Valle. 
In Rignano Flaminio, acquired under management in 2017, the 
realisation of a purification plant at the “Tarabussola” well field 
and increased efficiency of the existing plant at the “Pietrolo” 
wells are foreseen. Also serving Manziana, planned for 2018 was 
the realisation or upgrading of some purification plants. A provi-
sional purification plant was realised and the water raising system 
upgraded with a view to changing the water distribution format 
and improving the mixture of local resources with water supplied 
from the Marcio aqueduct, serving Ardea and Pomezia. During 
the year, lastly, projects are being perfected for the realisation of 
new purification plants in Ardea, Ariccia, Genazzano and Rome 
(Grottarossa plant) and for revamping the purifier of the Pozzo 
Madonna di Coccio well in Castel Gandolfo.
Acea measures customer habits and perceptions regarding the 
quality of the water supplied. Customer satisfaction surveys 
conducted twice yearly call for an in-depth review of this top-
ic both in Rome as well as in other municipalities of Ato 2. The 
opinion on taste, smell and clearness of the water distributed in 
Rome and Fiumicino, given by the sample of interviewees, was 
good, and equal, on the average of the two surveys to 7.2 out of 
10; the same datum of global satisfaction, in the province, is 7 out 
of 10, both in line with last year. In Rome 53% of the interviewees 
say they normally drink tap water at home whereas 28.4% states 
they never drink it; such percentages, in provincial areas, change 
to 36.5%, for those routinely drinking tap water and to 43.9%, 
for those who do not. Among the reasons given by those who 
never drink tap water, for Rome and Fiumicino, the habit to drink 
mineral water prevails, in 53.3% of the cases and in provincial 
areas, a dislike of the taste, in 37.3% of the cases. 
Also continuing into 2017 was the installation of Water Houses 
- free dispensers of cold natural or sparkling water for the in-
habitants and tourists - reaching a total at the end of the year 
of 66 working Water Houses: 20 in the city of Rome and 46 
in provinces of Rome. The water distributed is the same as the 
aqueducts and the quality is certified by strict regular checks 
conducted by Acea and the relevant local health authorities. 
These water dispensers have a 180 l/h flow rate, allowing a 1 litre 
bottle to be filled in 20 seconds. Each Water House is fitted with 
a monitoring device linked to the in Acea Ato 2 remote control 
systems and is also equipped with USB power supply sockets for 
recharging devices such as mobile phones or tablets and a screen 
for transmitting company/local information. The initiative con-
tinues to have a high level of response: over 2017 the Houses 
supplied a total of 17,500,000 litres of water, of which about 
61% was sparkling water. In addition to obvious social benefits, it 
is also important to stress the environmental benefits: the dis-
pensed litres are in fact equivalent to about 350 tonnes of plastic 
saved in the year (equal to about 11.7 million 1.5 litre bottles) and 
about 620 tonnes of CO2 not emitted into the atmosphere due 
to bottles not being produced53 and net of emissions due to en-
ergy consumption by the Houses and the CO2 added to produce 
sparkling water. 
Acea Ato 2 manages 9 of the main artistic and monumental foun-
tains of the Capital: the Triton Fountain, the three Fountains in Pi-
azza Navona (the Fountain of the Four Rivers, the Moor Fountain 
and the Fountain of Neptune), the Trevi Fountain, the Fountain of 
Turtles, the Fountain of Moses, the Naiads Fountain and the “Fon-
tanone Mostra dell’Acqua Paola” on the Janiculum hill.
In the Municipality of Rome the company also manages the 
pumping stations, reservoirs that feed the non-drinking water 
network and irrigation network supplying water for “jeux d’eau” 
in major artistic fountains. Extraordinary maintenance works 
took place in 2017 to revamp the circulation system of the three 
fountains in Piazza Navona and the lifting station that serves the 
Fountain of Moses was revamped. Lastly, Acea Ato 2 is respon-
sible for the water segment up to the “point of delivery” for the 
drinking fountains and fire hydrants and intervenes in the event 
of damage to the water supply system and for water flow opening 
and closing operations.
THE WATER TREATMENT AND SEWERAGE 
SERVICE MANAGED BY ACEA ATO 2 
The integrated water service includes the collection of wastewa-
ter and its treatment prior to being returned to the environment.
The treatment system in Ato 2 – Central Lazio consists of “catch-
ment basins”, territorial units comprising wastewater treatment 
plants, sewerage networks connected thereto and the associated 
water lifting stations. The infrastructures managed at 31/12/2017 
include about 6,600 km of sewerage networks (of which over 
4,000 km managed in Rome) 600 sewerage lifting systems 
(173 of which in the municipality of Rome) and 170 treatment 
plants (33 of which in the municipality of Rome).
Apart from the management and maintenance activities during 
the year there were works on extension, integration and reclama-
tion of the sewerage network, together with controls on waste-
water (see Table no. 22). Between fault repair and planned works, 
about 4,700 interventions were completed in 2017; as well as 
repairing the detected damage, an intervention on the network 
often involves punctual inspection of a longer sections and this 
allows any reclamation activities to be planned in order to im-
prove operating conditions. 
53	 Although significant, this figure is certainly underestimated, as it does not consider the saving in emissions due to bottles not being transported by road/railway.

89
RELATIONS WITH STAKEHOLDERS
54	 In detail: about 573 km transport network and 3,756 km drinking water distribution network.
TYPE OF WORK
(NO.)
Interventions due to sewerage network failure
4,252 interventions 
Planned maintenance work on sewerage network
464 interventions 
Network extension
1.0 km sewerage network extension
Network reclamation
8.6 km reclaimed network
Wastewater quality control
7,214 samples collected and about 184,200 analytical tests performed on wastewater
Acea monitors the parameters indicating the quality of the water 
coming into and flowing out of the purifiers and the impact on 
the receiving water bodies: the Tiber and Aniene rivers (also see 
Relations with the environment, Water Area). In particular, the Acea 
Ato 2 Environmental Operations Centre constantly monitors data 
recorded by remote control, thanks to the adoption of avant-garde 
technology, relating to hydrometric and rainfall information con-
cerning the Rome area, shared with the Rome Hydrographic and 
Tide Gauge Operations Office, as well as data on the quality of the 
water along the urban stretches of the Tiber and Aniene rivers.
Acea Ato 5 performs network and plant design, construction, main-
tenance and restoration interventions on networks and plants across 
the Ato 5 area - Southern Lazio – Frosinone and operates in ac-
cordance with the procedures in the QASE (Quality, Environment, 
Safety and Energy) management systems, certified according to 
UNI EN ISO and OHSAS standards (also see Corporate Identity, 
Management systems).
The municipality of Cassino was acquired during the year. As at 31 
December 2017, the integrated water service – aqueduct, sewerage 
and purification – was managed in 83 municipalities, equal to ap-
proximately 95% of the total population of Ato 5. Two municipalities 
outside of the Sector (Conca Casale and Rocca d’Evandro) were also 
being managed, for a total of 85 municipalities under management.
Acea Ato 5 managed a total of about 4,330 km of networks 
(including supply and distribution)54, serving the drinking water 
system, and about 1,775 km of sewerage networks. The networks 
are connected to a complex plant and construction system that 
make it possible to operate the aqueduct, purification and sewer-
age service.
Modernisation on the technological infrastructures serving 
operational processes continued in 2017. This mainly involved the 
processes presiding interventions in loco (Workforce Management), 
those concerning customer relations (CRM-ISU) and the corporate 
resources planning system (ERP).
The GIS is also constantly growing, which maps almost all of the 
plants and network surveys in some municipalities as well as moni-
toring and extension of remote control.
The company intervenes on the infrastructures each year, through 
the modernisation or efficient use of the plants and the completion, 
extension or reclaiming of the pipelines and networks. In 2017, the 
analysis of the set-up of the water networks and leak detection and 
recovery intensified, leading to 1,932 interventions, especially in 
Sora, Fiuggi, Ceccano and Frosinone; the pilot studies at Sora and 
Fiuggi were brought to an end, allowing the recovery of about 35 
l/s and improved the set-up of the networks, and a similar study in 
the municipalities of Ceccano and Frosinone is near completion (see 
Relations with the environment).
(GRI 203-1) The digitalisation of the water and sanitation networks 
in the managed area, with data entry into the GIS - Geographic 
Information system, as mentioned, continued: as at 31/12/2017, 
THE SII IN ATO 5 – SOUTHERN LAZIO - FROSINONE 
TABLE NO. 22 – MAIN INTERVENTIONS ON THE SEWERAGE NETWORKS AND CONTROLS ON WASTEWATER IN ATO 2 – 
CENTRAL LAZIO (ROME AND MANAGED MUNICIPALITIES) (2017)
APPROX. 4,330 km 
OF NETWORKS MANAGED 
FOR THE DRINKING WATER 
SYSTEM AND 1,775 km 
OF SEWER SYSTEMS
OVER 1,900 
SEARCH AND LEAK 
RECOVERY INTERVENTIONS
APPROX. 650 km 
OF WATER AND SEWER 
NETWORK DIGITIZED IN GIS 
(GEOGRAPHIC
INFORMATION SYSTEM)
OVER 14,800 
INTERVENTIONS BETWEEN 
NEW INSTALLATIONS AND 
REPLACEMENT OF METERS
APPROX. 28 km OF 
WATER AND SEWER 
NETWORKS CLEANED
91,157 ANALYTICAL 
CHECKS ON DRINKING 
WATER 
23,421 ANALYTICAL 
DETERMINATIONS  
ON WASTEWATER

90
ACEA GROUP / SUSTAINABILITY REPORT 2017
254 km of the water network had been digitalised (174 km of sup-
ply network and 254 km of distribution network). All of the water 
sites (wells, springs, reservoirs/dividers) and the sewerage lifting and 
treatment plants have already been geo-referenced, including the 
relevant functional schemes, making technical intervention easier 
and more effective. Similar work is being carried out for the mapping 
of the sewerage network: at 31/12/2017, the network digitalised in 
the mapping system spans 224 km (217 km of primary section, 6 km 
of connection section and about 1 km of discharge section). 
THE AQUEDUCT SERVICE MANAGED BY ACEA 
ATO 5 
Some of the water sites managed by Acea Ato 5 - consisting of 
supply sources and distribution plants (dividers and reservoirs), 
sewerage lifting systems and purification plants – are equipped 
with remote control-enabled technology. In particular, both 
telemetry and command and control activities are carried out; hy-
draulic parameters are also recorded, such as water flow, network 
pressure, reservoir levels, operating status of the electric pumps, 
with relevant electrical parameters, and, lastly, qualitative parame-
ters (clearness and residue colour). 
Installation continued during the year of additional instrumenta-
tion for a more detailed monitoring of the plants already remote 
controlled and investments were made for the remote man-
agement of new sites. The remote controlled plants, identified 
from among the largest and those with the most hydraulic com-
plexities, number of inhabitants served and strategic territorial 
aspects, totalled 92 sites at 31/12/2017 (equipped with hydraulic 
measures - flow, pressure and levels - and 11 also equipped with 
water quality control systems). 
The installation of new meters or replacement of those not working 
properly continued, leading to over 12,500 interventions in 2017.
Table 23 shows the main reclamation and replacement ordinary 
and extraordinary maintenance works completed, functional to 
improving the supply service in Frosinone and in the other munic-
ipalities under management, as well as the tests on the drinking 
water supplied.
Acea Ato 5 performs drinking water quality monitoring activities with 
the support of Acea Elabori. Tests are carried out on samples collected 
from springs and wells, supply plants, reservoirs and along distribution 
networks, as well as samples collected for extraordinary testing (users, 
local health authority requests, etc.). The frequency of the tests and 
sample collection points are defined taking into consideration volumes 
of water distributed, population covered, network and infrastructure 
conditions and specific characteristics of local springs. In 2017, more 
than 91,157 tests were performed as a whole on 1,835 samples collected. 
Moreover, parameters concerning radioactivity were analysed on 398 
samples (pursuant to Legislative Decree no. 28/2016). The main water 
quality parameters are also available online on the website www.acea.it.
Customer satisfaction surveys for Acea Ato 5 customers also 
required an in-depth review on drinking water quality perception 
with respect to taste, smell and clearness of the water distribut-
ed. The overall rating expressed has not reached full satisfaction 
and is 5.3 out of 10. In line with last year, the low percentage of 
respondents stating that they usually drink tap water was con-
firmed, a mere 18.1%, as was the high percentage of those stating 
that they never drink any, 65.3%. Three main reasons were given 
for this: 38.6% stated “I don’t trust the factors of hygiene”, 32.5% 
said “I don’t like it, it tastes of chlorine”, and the same percentage 
stated, “it is not good for my health (too much calcium, presence 
of minerals)”.
TYPE OF INTERVENTION
(NO.)
interventions due to aqueduct network failure
12,642 interventions of repair
planned maintenance work on aqueduct network
71 interventions
meter installations (including new and replaced meters)
14,842 interventions (2,320 new installation and 12,522 replacements) 
water network extension
4 interventions on water network extension, for about 1.5 km of extended network
water network reclamation
about 76 interventions on network reclamation for about 25.0 km reclaimed network
drinking water quality control
1,835 samples collected (including samples collected for extraordinary testing) and 91,157 
tests performed on drinking water
2016
2017
urgent disruptions (no.)
355
303
planned disruptions (no.)
375
270
total disruptions (no.) (*)
730
573
suspensions lasting > 24hrs (no.)
2
6
With respect to water supply continuity, in 2017 573 network shutdowns were necessary, of which 303 urgent (pipeline or plant faulty, 
interrupted energy, etc.) and 270 planned; about 1% of the shutdowns lasted more than 24 hours. 
(*)		
The data for total disruptions includes shutdowns (due to damage to pipes/pipelines and network manoeuvres) and the disruptions due to faults and plant anomalies.
TABLE NO. 23 – MAIN INTERVENTIONS ON THE AQUEDUCT NETWORKS AND TESTS ON DRINKING WATER AT ATO 5 – 
SOUTHERN LAZIO (FROSINONE AND MANAGED MUNICIPALITIES) (2017) 
TABLE NO. 24 – NUMBER, TYPE AND DURATION OF DISRUPTIONS IN THE WATER SUPPLY AT ATO 5 – SOUTHERN LAZIO  
(2016-2017)

91
RELATIONS WITH STAKEHOLDERS
THE TREATMENT AND SEWERAGE SERVICE 
MANAGED BY ACEA ATO 5
The collection of wastewater and its treatment prior to being 
returned to the environment are part of the integrated water 
service. The treatment system in Ato 5 - Southern Lazio consists 
of “catchment basins” comprising wastewater treatment plants, 
sewerage networks connected thereto and the associated water 
lifting stations. The infrastructures managed at 31/12/2017 
included 255 sewerage lifting stations, 127 treatment plants and 
1,775 km of dedicated networks. 
In 2017 planned maintenance and faulty repair works were 
completed on the networks servicing the sewerage and 
purification system, work progressed on the replacement or 
realisation of collectors and realisation and extension of the 
sewerage network (see Table no. 25).
Wastewater monitoring tasks were performed on 1,681 samples, 
totalling 23,421 analytical tests.
Gesesa performs design, construction, maintenance and resto-
ration interventions on networks and plants in Benevento and 
provincial areas, across the Ato – Calore Irpino and operates in 
accordance with the procedures in the QASE (Quality, Environ-
ment, Safety and Energy) management systems, certified accord-
ing to UNI EN ISO and OHSAS standards (also see Corporate 
Identity, Management systems).
The municipality of Tocco Caudio was acquired during the year, 
therefore as at 31 December 2017, the integrated water service – 
aqueduct, sewerage and purification – was managed in 21 munic-
ipalities, with a customer base of served population equal to about 
132,000 people. 
As a whole, the company managed about 1,270 km of networks 
(including supply and distribution)55, serving the drinking water 
system, and about 950 km of sewerage networks; the networks 
are connected to a complex plant and construction system that 
make it possible to operate the aqueduct, purification and sew-
erage service. 
Consistently with the entire technological infrastructure and oper-
ational procedures of the Group, WFM (Workforce Management) 
procedures were also implemented in Gesesa to manage interven-
tions in the area and those regarding “Enterprise Resource Plan-
ning”, for the main internal processes. Furthermore, digitalisation is 
underway on the drinking water and sewerage networks using GIS 
(Geographic Information System), also with a view to integrating 
other information systems.
The company intervenes on the infrastructures each year, through 
the modernisation or efficient use of the plants and the completion, 
extension or reclaiming of the pipelines and networks. In 2017, the 
analysis of the set-up of the water networks and leak detection and 
recovery led to 295 interventions and the reclamation of about 
2.8 km of water supply network. The “districts division” method 
was also developed for water networks, progressively extending the 
reduction in pressure in all the managed municipalities; in particular 
this activity involved 8 municipalities during the year.
TYPE OF INTERVENTION
(NO.)
interventions due to sewerage network fault
937 interventions
planned maintenance work on sewerage network, of which:
11 interventions planned 
     planned network extension
5 interventions to expand the sewerage network, on about 2.5 km of extended network
     planned network reclamation
6 interventions of network reclamation for about 3.0 km of reclaimed network
wastewater quality control
1,681 samples collected and 23,421 tests performed on wastewater
TABLE NO. 25 – MAIN INTERVENTIONS ON THE SEWERAGE NETWORKS AND TESTS ON WASTEWATER AT ATO 5 – SOUTHERN 
LAZIO (FROSINONE AND MANAGED MUNICIPALITIES) (2017) 
THE SII IN ATO – CALORE IRPINO 
APPROX. 1,270 km 
OF NETWORKS MANAGED 
FOR THE DRINKING WATER 
SYSTEM AND 950 km  
OF SEWER NETWORKS
295 SEARCH AND LEAK 
RECOVERY INTERVENTIONS 
AND 2.8 km  
OF CLEANED NETWORK
APPROX. 1,600 km 
OF WATER AND SEWER 
NETWORK DIGITIZED IN GIS
(GEOGRAPHIC 
INFORMATION SYSTEM)
APPROX. 3,160 
INTERVENTIONS BETWEEN 
NEW INSTALLATIONS AND 
REPLACEMENT OF METERS
6,289 ANALYTICAL 
CHECKS ON DRINKING 
WATER 
4,268 ANALYTICAL 
DETERMINATIONS 
OF WASTEWATER 
55	 In detail: about 119 km transport network and 1,151 km drinking water distribution network.

92
ACEA GROUP / SUSTAINABILITY REPORT 2017
As mentioned, the activity of network digitalisation using GIS is 
in progress and as at 31/12/2017 1,040 km of the water network 
(119 km of supply network and 921 km of distribution network) 
and 577 km of sewerage network (including outfalls, main and 
secondary collectors) had been digitalised. The water sites 
(wells, springs, reservoirs/dividers) and the sewerage lifting and 
treatment plants have already been geo-referenced, including 
the relevant functional schemes, making technical intervention 
easier and more effective. 
THE AQUEDUCT SERVICE MANAGED BY GESESA 
The network is remotely controlled in one sole entry point in 
the district of Santa Colomba in the municipality of Benevento, 
where input flow and pressure is measured and the pressure in 
the less advantaged point; the sites (provisioning sources and dis-
tribution plants, sewerage lifting and purification plants), instead, 
have been progressively equipped with remote control-enabled 
technology: as at 31/12/2017 the remote controlled plants, 
identified as those of greatest importance, counted 25 and the 
system shall continue to be extended to other plants in 2018, 
with particular attention to purification.
Among the interventions undertaken in 2017, we point out 
the activation of the well in the municipality of Frasso Telesino 
which is connected to the city network; also outfitted was the 
well in the municipality of Colle Sannita, also connected to the 
city network and the well in the municipality of Solopaca-Lago 
dei Selci, for which connection was realised in 2018 to the San-
to Stefano Station. 
The installation of new meters and replacement of those not 
working properly was carried out in the year and totalled 3,100 
interventions.
Table no. 26 shows the main ordinary and extraordinary mainte-
nance works, including extension and reclamation performed on 
the water networks, functional to the drinking water supply service, 
as well as testing on the supplied drinking water.
In relation to water supply continuity, Gesesa is implementing 
an information system which shall record incoming calls to the 
operations room due to urgent interventions requested by users. 
Completion is expected by the first half-year of 2018, therefore 
data for 2017 are not available.
Planned water closing and opening manoeuvres were carried out 
during the summer in some districts of the served municipalities due 
to the scarce water resource.
THE PURIFICATION AND SEWERAGE SERVICE 
MANAGED BY GESESA 
The collection of wastewater and its treatment prior to being re-
turned to the environment are part of the integrated water service. 
The treatment system in Ato Calore-Irpino consists of “catchment 
basins” comprising wastewater treatment plants, sewerage networks 
connected thereto and the associated water lifting stations. The 
infrastructures managed at 31/12/2017 included 13 sewerage lifting 
stations, 27 treatment plants and 950 km of dedicated networks.
The city of Benevento is not served by a centralised purification plant 
and the Municipality of Benevento is planning the design for its real-
isation and the connection outfalls.
In 2017, 156 interventions due to fault and 16 planned interventions 
were completed on the networks servicing the sewerage and purifi-
cation system. Apart from the management and maintenance activ-
ities, work progressed on the extension, integration and reclamation 
of the sewerage network (see Table no. 27). 
Wastewater monitoring tasks were performed on 211 samples, total-
ling 4,268 completed analytical tests.
TYPE OF INTERVENTION
(NO.)
interventions due to fault/leak detection on aqueduct 
network
3,071 interventions (2,776 due to fault and 295 leak detection)
planned maintenance work on aqueduct network
69 interventions
meter installations (including new and replaced meters)
about 3,160 interventions (including new installation and replacement)
     water network extension
2.6 km di water network extension
     water network reclamation
2.8 km reclaimed network
drinking water quality control
367 samples collected and 6,289 tests performed on drinking water
TYPE OF INTERVENTION
(NO.)
interventions due to sewage network fault
156 interventions
planned maintenance work on sewage network:
16 planned interventions 
network extension
0.03 km extended sewage network
network reclamation
0.25 km reclaimed network
wastewater quality control
211 samples collected and 4,268 tests performed on wastewater
TABLE NO. 26 – MAIN INTERVENTIONS ON THE AQUEDUCT NETWORKS AND TESTS ON DRINKING WATER IN ATO – CALORE 
IRPINO (BENEVENTO AND MANAGED MUNICIPALITIES) (2017)
TABLE NO. 27 – MAIN INTERVENTIONS ON THE SEWERAGE NETWORKS AND TESTS ON WASTEWATER IN ATO – CALORE 
IRPINO (BENEVENTO AND MANAGED MUNICIPALITIES) (2017)

93
RELATIONS WITH STAKEHOLDERS
THE QUALITY LEVELS REGULATED BY ARERA IN 
THE WATER SEGMENT 
The Regulation Authority for Energy, Networks and the 
Environment (ARERA), had, in 2015, resolved (655/15/R/Idr) 
on the matter of contractual quality for the water segment, 
defining the specific and general levels of quality, in force, 
regarding most of the aspects, from July 2016 (see the start of 
paragraph Quality delivered); for the first time, therefore, the 
main annual performance data are available related to 2017. 
As regards Acea Ato 2, it is important to specify that in 2016, 
the company was part of the few companies at national 
level to have proposed improvement levels on the minimum 
standards of contractual quality and the Authority accepted 
the application from the Area Regulatory Agency (Mayors’ 
conference of Ato 2 Central Lazio) aimed at recognising 
awards related to contractual quality associated with the 
identification of stricter improvement standards respect to 
those defined by resolution 655/1556. 
In particular, the improvement standards regarding Acea 
Ato 2, concern 43 indicators out of the 47 set out by the 
resolution, having an average value of improvement of 46.5% 
in 2016 and 38.3% in the following years. The tariff related 
recognition of the award intervened in the year after that of the 
communication on performance57 and within the limits that the 
proposed improvement levels were reached and aggregated. 
It was also established that, so as to allow the Operating 
Technical Secretariat for the Area (STO) to control and assess 
performance, as from 2017 Acea Ato 2 is bound to producing, 
by 20 January of each year (early in respect of the term of 31 
March set out by resolution 655/15) the Lists bearing data on 
performance for the previous year58. Having completed the 
appropriate assessments, the Technical Secretariat proceeds 
with quantifying the award of economic competence to the 
year of reference.
Commercial performance, as mentioned, is separated into 
specific and general levels regarding which the national 
Authority has defined service standards expressed in various 
units of measurement The table illustrating the performance of 
Acea Ato 2 shows the improvements proposed by the company 
next to the standards provided by the ARERA, as well as, 
where pertinent, the average actual completion time for the 
services and, as prescribed, the degree of compliance of the 
improvement standard. The performance 2017 for Acea Ato 2, 
communicated to the STO (see Table no. 28), shows an average 
compliance equal to about 89%, with excellent results achieved 
in the following macro-areas: supply activation and deactivation, 
call centre, complaints, billing, metering and pressure checks, 
helpdesk counters and transfers of registration. The indicators 
related to urgent intervention (first inspection and emergency 
call answer times) recorded a poor performance, mainly due 
to the considerable increase in calls to the faults switchboard 
attributable to the freeze emergency in January59 and the water 
emergency which characterised the summer of 2017 in various 
communities of the Area60, including the city of Rome. The 
indicators related to the completion of works and connections 
represent an area of improvement to be focussed upon in the 
short/medium term. 
Resolution 655/2015 provides for a mechanism of automatic 
indemnities to be granted to customers in the event of off 
standard services related to one of the specific indicators. The 
unitary indemnity for 2016 equalled 30 Euros, whereas from 
2017 onward the unit value varies according to the delay in 
service execution (30, 60 and 90 Euros according to whether 
the service is completed in a time less than double the standard, 
at time ranging between double and triple the standard, or in 
triple or more than triple time of the standard).
Acea Ato 2 accrued automatic indemnities to clients in 2017 
equalling about 2.7 million Euros, the most part of which 
referred to billing indicators regarding which - despite the good 
performance - the high number of services are significantly 
influential. 
Acea Ato 5 and Gesesa did not propose improvement standards 
respect to those set out by the Authority and comply with 
the consignment times for performance data as provided 
by the latter (31 March 2018). It shall therefore not be 
possible to publish the available estimates on performance 
data herein. As these are not definitively aggregated data 
officially communicated to ARERA, such estimates are to be 
understood as exclusively indicative of the service performance 
and the publication of aggregated data 2017 is deferred to the 
next reporting cycle. 
Given the foregoing, the contractual quality performance 
estimates 2017 for Acea Ato 5, as defined by ARERA, show 
a clear trend of improvement compared to the second half-
year of 201661, for example, the “bill issue time” changed from a 
compliance percentage of 91% related to the half-year 2016 to 
99.12% in 2017, or, further, the “arrival time at the location of the 
emergency call” changed from 24% in 2016 to 100% in 2017; 
moreover, better work organisation and punctual monitoring 
have led to a reduction in indemnities issued to users (see Table 
no. 29). Also, with regard to Gesesa, performance estimates 
(see Table no. 30) indicate improvements in service quality 
compared the first half-year of effectiveness of Resolution 
655/2015. 
Acea Ato 2 and Gesesa, furthermore, as required by the 
Authority, communicate performance data to users in bills 
once a year62, whereas at the moment only Acea Ato 2 
makes these available online as well (www.acea.it). Again in 
compliance to the regulatory interventions already intervening 
on the topic, companies operating in the water segment also 
make information about the quality of supplied drinking water 
available for the consultation of users.
56	 With the exception of those related to processes not present in the operational organisation or having stricter levels in the Service Charter.
57	 For example, regarding performance in 2016, communicated in 2017, the recognition of the award shall take place in the tariffs of 2018.
58	 With reference to 2016, on 20 January 2017 Acea Ato 2 sent the STO data on the achieved contractual quality levels for each indicator, according to the regulations 
under resolution 655/2015, for the recognition of the award system related to the 2nd half-year 2016 and following the completed assessments, the Secretariat granted 
Acea Ato 2 an award of about 23 million Euros. On 20 January 2018, Acea Ato 2 sent the data related to performance for 2017 and the Secretariat has 40 days to 
quantify the award for 2017.
59	 In January 2017 the volume of calls and fault reports reached up to 10 times the average volume of the most critical days of the other months of the year.
60	 The water emergency gave rise to the need for continuous manoeuvres on the networks and plants aimed at managing the deficit in the water resource, even recurring 
to hourly shifts in supply.
61	 Reminder is given that the contractual quality performance for the water segment became effective as from July 2016.
62	 The obligation to notify all end customers of the levels of quality achieved in the previous year in the bill by 30 June is in force (art. 78.1 Resolution 655/2015).

94
ACEA GROUP / SUSTAINABILITY REPORT 2017
CONTRACTUAL QUALITY WATER SEGMENT – ACEA ATO 2 
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA 
STANDARD (*)
ACEA ATO 2 
IMPROVEMENT 
STANDARD
average actual 
time for 
completing 
services
degree of 
compliance 
PERFORMANCE ACEA ATO 2
2017
estimate for water connection with inspection
20 working days 
15 working days
9.6
90.6%
estimate for sewage connection with inspection
20 working days
15 working days
6.8
100%
execution of the water connection with completion of simple work
15 working days
10 working days
10.3
76.0%
execution of the sewage connection with completion of simple work
20 working days
15 working days
/
/
supply activation
5 working days
3 working days
11.0
77.5%
reactivation or takeover of the supply without changing the meter 
rate
5 working days
3 working days
2.4
93.9%
reactivation or takeover of the supply with changes to the meter rate
10 working days
6 working days
3.4
95.0%
reactivation of supply following disconnection for late payment
2 weekdays
1 weekday
1.6
77.5%
deactivation of supply 
7 working days
3 working days
2.5
93.6%
transfer of registration
5 working days
3 working days
0.1
99.8%
estimates for works with inspection
20 working days
15 working days
11.2
85.2%
completion of simple works
10 working days
6 working days
15.6
46.2%
punctuality band for appointments
180 minutes
120 minutes
-
94.9%
intervention to check the meter
10 working days
5 working days
3.8
87.9%
notification of outcome of the meter check in situ
10 working days
6 working days
1.8
96.1%
notification of outcome of the meter check in a laboratory
30 working days
20 working days
35.3
66.7%
replacement of a faulty meter
10 working days
5 working days
0.0
100%
intervention to check pressure level
10 working days
3 working days
1.4
97.8%
notification of the outcome of the pressure level check
10 working days
5 working days
1.0
97.8%
bill issued
45 gg.
30 gg.
2.1
98.9%
billing frequency
(consumption ≤100 m3/year)
2 bills/year
3 bills/year
4.9 (**)
97.5%
billing frequency
(100 < consumption ≤ 1000 m3/year)
3 bills/year
4 bills/year
5.4 (**)
91.8%
billing frequency
(1000 < consumption ≤ 3000 m3/year)
4 bills/year
6 bills/year
9.0 (**)
92.2%
billing frequency
(consumption > 3000 m3/year)
6 bills/year
12 bills/year
13.2 (**)
82.3%
bill payment term
20 gg.
30 gg
30.7
99.9%
reply to complaints
30 working days
20 working days
11.1
96.8%
reply to written enquiries 
30 working days
20 working days
12.4
97.0%
billing adjustment
60 working days
55 working days
6.2
98.4%
separate management - request received from the end user 
forwarded to the sewage and/or purification service operator
5 working days
3 working days
0.0
100%
separate management - communication received from the sewage 
and/or purification service operator forwarded to the end user
5 working days
3 working days
/
/
TABLE NO. 28 - SOCIAL INDICATORS: SPECIFIC AND GENERAL LEVELS OF CONTRACTUAL QUALITY IN THE WATER SEGMENT 
(2017) - ACEA ATO 2 - (ARERA PARAMETERS, ACEA ATO 2 IMPROVEMENT STANDARDS AND ACEA ATO 2 PERFORMANCE - DATA 
COMMUNICATED TO THE STO)

95
RELATIONS WITH STAKEHOLDERS
GENERAL LEVELS OF QUALITY
SERVICES
ARERA 
STANDARD (*)
ACEA ATO 2 
IMPROVEMENT 
STANDARD
average actual 
time for 
completing 
services
degree of 
compliance 
2017
completion of complex water connection
90% of the 
services within 
30 working days
90% of the services 
within 20 working 
days
21.2
76.0%
completion of complex sewage connection
90% of the 
services within 
30 working days
90% of the services 
within 25 working 
days
14.0
100%
completion of complex works
90% of the 
services within 
30 working days
90% of the services 
within 20 working 
days
47.3
41.8%
maximum time for the agreed appointment
90% of the 
services within 7 
working days
90% of the services 
within 5 working 
days
3.8
82.2%
minimum prior notice for cancelling the agreed appointment
95% of the 
services within 
24 hours before 
the start of 
the agreed 
punctuality 
bracket
95% of the services 
within 48 hours 
before the start 
of the agreed 
punctuality bracket
173.9
87.0%
arrival at the location of the emergency call
90% of the 
services within 
180 minutes from 
the telephone 
conversation with 
the operator
90% of the services 
within 120 minutes 
from the telephone 
conversation with 
the operator
2,105.4
61.5%
reply to written billing adjustment requests
95% of the 
services within 
30 working days 
from receipt of 
the request
95% of the services 
within 20 working 
days from receipt of 
the request
10.2
97.2%
maximum waiting time at helpdesk counters
95% of the 
services within 
60 minutes
95% of the services 
within 55 minutes
8.1
98.6%
average waiting time at helpdesk counters
20 minutes
15 minutes
8.1
100%
accessibility to the telephone service (AS)
> 90% for at 
least 10 months 
out of 12
> 95% for at least 
10 months out of 12
-
100%
average waiting time for the telephone service (TMA)
≤ 240 seconds 
for at least 10 
months out of 12
≤ 180 seconds for 
at least 10 months 
out of 12
110
100%
telephone service level (LS)
≥ 80% for at 
least 10 months 
out of 12
≥ 85% for at least 
10 months out of 12
110
89.7%
reply to the emergency call (CPI)
90% of the 
services within 
120 seconds
90% of the services 
within 110 seconds
120.7
85.1%
separate management - notification of completed activation, 
deactivation, takeover, discontinuance, transfer of registration
90% of the 
services within 
10 working days 
from the date of 
execution
90% of the services 
within 5 working 
days from the date 
of execution
1.6
99.8%
(*)		
The times provided under the Authority’s reference standards, also where not expressly indicated in the table, are to be understood, case by case, as related to a 
certain moment, for example: starting from the date of receipt of the request, the date of acceptance of the estimate, the date the agreement was stipulated, etc.  
See resolution (655/15/R/Idr), available on the ARERA website.
(**) 	 The average time for billing frequency refers to the average number of issued bills.
 	 	
Symbol “/” is used when there have been no services during the year, whereas “-“ indicates that the average time cannot be calculated because the services is on/off.

96
ACEA GROUP / SUSTAINABILITY REPORT 2017
CONTRACTUAL QUALITY WATER SEGMENT– ACEA ATO 5
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA  
STANDARD(*)
average actual 
time for 
completing services
degree 
of compliance 
PERFORMANCE ACEA ATO 5
2017
estimate for water connection with inspection
20 working days 
4
95%
estimate for sewage connection with inspection
20 working days
4
91%
execution of the water supply with completion of simple work
15 working days
12
88%
execution of the sewage supply with completion of simple work
20 working days
12
100%
supply activation
5 working days
9
67%
reactivation or takeover of the supply without changing  
the meter rate
5 working days
3
95%
reactivation or takeover of the supply with changes 
to the meter rate (**)
10 working days
n.a.
n.a.
reactivation of supply following disconnection for late payment (**)
2 weekdays
n.a.
n.a.
deactivation of supply 
7 working days
5
90%
transfer of registration
5 working days
1
99%
estimates for works with inspection
20 working days
5
95%
completion of simple works
10 working days
9
83%
punctuality band for appointments
180 minutes
-
76%
intervention to check the meter
10 working days
7
96%
notification of outcome of the meter check in situ
10 working days
8
91%
notification of outcome of the meter check in a laboratory
30 working days
/
/
replacement of a faulty meter
10 working days
1
100%
intervention to check pressure level
10 working days
7
96%
notification of the outcome of the pressure level check
10 working days
5
79%
bill issued
45 working days
6
99.12%
billing frequency 
(consumption ≤100 m3/year)
2 bills/year
n.a.
45%
billing frequency
(100 < consumption ≤ 1000 m3/year)
3 bills/year
n.a.
96%
billing frequency
(1000 < consumption ≤ 3000 m3/year)
4 bills/year
n.a.
98%
billing frequency
(consumption > 3000 m3/year)
6 bills/year
n.a.
75%
bill payment term
20 calendar days
45
10%
reply to complaints
30 working days
8
96%
reply to written enquiries 
30 working days
14
89%
billing adjustment
60 working days
8
99%
separate management - request received from the end user 
forwarded to the sewage and/or purification service operator
5 working days
/
/
separate management - communication received from the sewage 
and/or purification service operator forwarded to the end user
5 working days
/
/
TABLE NO. 29 - SOCIAL INDICATORS: MAIN SPECIFIC AND GENERAL LEVELS OF CONTRACTUAL QUALITY IN THE WATER 
SEGMENT (2017) - ACEA ATO 5 - (ARERA PARAMETERS, AND PERFORMANCE OF ACEA ATO 5 - ESTIMATED DATA UNDER 
VALIDATION - REPORTING TO THE ARERA FORESEEN FOR 31/03/2018)

97
RELATIONS WITH STAKEHOLDERS
GENERAL LEVELS OF QUALITY
SERVICES
ARERA  
STANDARD(*)
average actual 
time for 
completing services
degree 
of compliance 
PERFORMANCE ACEA ATO 5
2017
completion of complex water connection
90% of the services within 
30 working days
10
93%
completion of complex sewage connection
90% of the services within 
30 working days
14
100%
completion of complex works
90% of the services within 
30 working days
11
98%
maximum time for the agreed appointment
90% of the services within 
7 working days
4
97%
minimum prior notice for cancelling the agreed appointment
95% of the services within 
24 hours before the start 
of the agreed punctuality 
bracket
n.a.
100%
arrival at the location of the emergency call
90% of the services within 
180 minutes from the 
conversation with the 
telephone operator
55
100%
reply to written billing adjustment requests
95% of the services within 
30 working days from 
receipt of the request
16
87%
maximum waiting time at helpdesk counters
95% of the services within 
60 minutes
33
97%
average waiting time at helpdesk counters
20 minutes
n.a.
n.a.
accessibility to the telephone service (AS)
> 90% for at least 10 
months out of 12
n.a.
98%
average waiting time for the telephone service (TMA)
≤ 240 seconds for at least 
10 months out of 12
68
98%
telephone service level (LS)
≥ 80% for at least 10 
months out of 12
n.a.
88%
reply to the emergency call (CPI)
90% of the services within 
120 seconds
n.a.
22%
separate management - notification of completed activation, 
deactivation, takeover, discontinuance, transfer of registration
90% of the services within 
10 working days from the 
date of execution
/
/
(*)		
The times provided under the Authority’s reference standards, also where not expressly indicated in the table, are to be understood, case by case, as related to a cer-
tain moment, for example: starting from the date of receipt of the request, the date of acceptance of the estimate, the date the agreement was stipulated, etc. See 
resolution (655/15/R/Idr), available on the ARERA website.
(**) 	 In these two cases the standard does not apply as the company does not foresee “reactivation” but rather termination and the creation of a new contract.
	
	
The Symbol “/” is used when there have been no services during the year, whereas “-“ indicates that the average time cannot be calculated because the services is on/off.

98
ACEA GROUP / SUSTAINABILITY REPORT 2017
CONTRACTUAL QUALITY WATER SEGMENT- GESESA
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA 
STANDARD (*)
average actual 
time for 
completing services
degree 
of compliance 
PERFORMANCE GESESA
2017
estimate for water connection with inspection
20 working days 
20.0
86.4%
estimate for sewage connection with inspection
20 working days
/
/
execution of the water supply with completion of simple work
15 working days
15.0
100%
execution of the sewage supply with completion of simple work
20 working days
/
/
supply activation
5 working days
5.0
100%
reactivation or takeover of the supply without changing  
the meter rate
5 working days
5.0
98.7%
reactivation or takeover of the supply with changes  
to the meter rate
10 working days
/
/
reactivation of supply following disconnection for late payment
2 weekdays
/
/
deactivation of supply 
7 working days
7.0
96.3%
transfer of registration
5 working days
5.0
99.7%
estimates for works with inspection
20 working days
3.2
100%
completion of simple works
10 working days
10.0
100%
punctuality band for appointments
180 minutes
96 
81.6%
intervention to check the meter
10 working days
10.0
100%
notification of outcome of the meter check in situ
10 working days
10.0
100%
notification of outcome of the meter check in a laboratory
30 working days
10.0
100%
replacement of a faulty meter
10 working days
/
/
intervention to check pressure level
10 working days
10.0
100%
notification of the outcome of the pressure level check
10 working days
10.0
100%
bill issued
45 working days
10.0
97.1%
billing frequency
(consumption ≤100 m3/year)
2 bills/year
-
96%
billing frequency
(100 < consumption ≤ 1000 m3/year)
3 bills/year
-
98.5%
billing frequency
(1000 < consumption ≤ 3000 m3/year)
4 bills/year
-
85%
billing frequency
(consumption > 3000 m3/year)
6 bills/year
-
81.4%
bill payment term
20 calendar days
30.4
100%
reply to complaints
30 working days
30.0
96.6%
reply to written enquiries 
30 working days
30.0
89.4%
billing adjustment
60 bills/year
60.0 
100%
separate management - request received from the end user 
forwarded to the sewage and/or purification service operator
5 working days
/
/
separate management - communication received from the sewage 
and/or purification service operator forwarded to the end user
5 working days
/
/
TABLE NO. 30 - SOCIAL INDICATORS: MAIN SPECIFIC AND GENERAL LEVELS OF CONTRACTUAL QUALITY IN THE 
WATER SEGMENT (2017) – GESESA - (ARERA PARAMETERS, AND PERFORMANCE OF GESESA - ESTIMATED DATA UNDER 
VALIDATION - REPORTING TO THE ARERA FORESEEN FOR 31/03/2018)

99
RELATIONS WITH STAKEHOLDERS
GENERAL LEVELS OF QUALITY
SERVICES
STANDARD 
ARERA (*)
average actual 
time for 
completing services
degree  
of compliance
PERFORMANCE GESESA
2017
completion of complex water connection
90% of the services within 
30 working days
/
/
completion of complex sewage connection
90% of the services within 
30 working days
/
/
completion of complex works
90% of the services within 
30 working days
8.7 
100%
maximum time for the agreed appointment
90% of the services within 
7 working days
1.9
97.9%
minimum prior notice for cancelling the agreed appointment
95% of the services within 
24 hours before the start 
of the agreed punctuality 
bracket
72.7
66.7%
arrival at the location of the emergency call
90% of the services within 
180 minutes from the 
conversation with the 
telephone operator
180
66.7%
reply to written billing adjustment requests
95% of the services within 
30 working days from 
receipt of the request
20.5
88.2%
maximum waiting time at helpdesk counters
95% of the services within 
60 minutes
60
95%
average waiting time at helpdesk counters
20 minutes
20 
95%
accessibility to the telephone service (AS)
> 90% for at least 10 
months out of 12
-
100%
average waiting time for the telephone service (TMA)
≤ 240 seconds for at least 
10 months out of 12
81
95%
telephone service level (LS)
≥ 80% for at least 10 
months out of 12
-
95%
reply to the emergency call (CPI)
90% of the services within 
120 seconds
-
88%
separate management - notification of completed activation, 
deactivation, takeover, discontinuance, transfer of registration
90% of the services within 
10 working days from the 
date of execution
/
/
(*)		
The times provided under the Authority’s reference standards, also where not expressly indicated in the table, are to be understood, case by case, as related to a cer-
tain moment, for example: starting from the date of receipt of the request, the date of acceptance of the estimated, the date the agreement was stipulated, etc. See 
resolution (655/15/R/Idr), available on the ARERA website.
	
	
The Symbol “/” is used when there have been no services during the year, whereas “-“ indicates that the average time cannot be calculated because the services is on/off.

100
ACEA GROUP / SUSTAINABILITY REPORT 2017
PRICING POLICY 
ELECTRICITY SERVICE PRICING 
The Italian electricity sales market consists of the following seg-
ments: the “free market”, in which the consumer directly chooses 
the operator from which they receive supply of the service, the 
“more protected market” where the service is provided to the cus-
tomer under the contractual terms and conditions and pricing63 
laid down by the Regulation Authority for Energy, Networks and 
the Environment - the national regulatory body for the sector - 
and the remaining “safeguard service”.
The costs shown on the energy bill refer to four expense items: 
energy matter, formed of a fixed amount, a power amount and an 
energy amount, with differentiated prices by time band, transport 
and meter management, formed of a fixed amount, a power amount 
and an energy amount referring to the activities for supplying energy 
to the end customers, system-related overheads, which cover costs 
for activities of general interest regarding the electricity service and 
are borne by all end customers of the service, and taxes due.
The more protected service is the most populated by Italian cus-
tomers to date (domestic and non-domestic), with a subscription 
rate of 62.6% (65.4% in the previous year), albeit recording con-
stant decreases in favour of the free market.
However, observing the volumes of sold energy, the ratio is inverted 
and the free market customers consume 77.3% of the energy com-
prehensively sold to the end market (76.3% in the previous year)64.
In this segment, with “standard” consumption - amounting to 
2,700 kWh/year, with 3 kW power - the overall annual expend-
iture for electricity amounted to about 518.4 Euros in 2017 (19.2 
€ cent/Wh), an increase compared to last year (18.4 € cent/Wh, 
totalling about 497 Euros). The final price is affected mainly by 
the increase in the energy component and transport and meter 
management costs; also to be observed is a substantial decrease in 
costs related to system-related overheads.
WATER SERVICE PRICING 
Regulation Authority for Energy, Networks and the Environ-
ment laid down the framework of regulations for a fair, certain 
and transparent pricing system for the water segment by resolu-
tion 664/2015, for the period 2016-2019.
Such method, based on regulatory schemes, ensures an efficient 
and economically-financially balanced management, able to in-
centivise investments and improve services in light of full cost 
recovery principles (full coverage of industrial and environmental 
costs of the service) and “who pollutes pays”.
As regards specific situations, we point out that earlier in 2016, 
by subsequent resolutions, the Authority approved the regulato-
ry schemes for Acea Ato 2, whereas for Acea Ato 5 and Gesesa 
we still await approval from ARERA.
Indeed, for Gesesa, the related Area Management Agency 
(EGA) - a body comprising all the municipalities pertaining to 
the Optimal Area of Operation of reference, having decision 
making and planning duties, amongst which pricing preparation, 
approved the regulatory scheme for the period of reference to 
March 2017. The situation of Acea Ato 5 however, is affected 
by the disputes in progress with the Mayor’s Conference, related 
to both a lack of economic recognition for the company and the 
application for termination of the management agreement pro-
moted by the Mayor’s Conference. Against such measure, the 
local court of Latina upheld the argument of Acea Ato 5, with a 
ruling in December 2017 whereas the hearing for the other dis-
puted is envisaged for March 2018.
A measure by ARERA worthy of mention is resolution 918/2017, 
which governs the updating criteria for the two-year period 
2018-2019 regarding cost components admitted for pricing rec-
ognition, foreseeing the introduction of a component (OpexQT) 
to be granted, against grounded application, upon the increasing 
improvement of certain technical quality service standards - 
regulated by resolution 917/2017 - which quantifies component 
UI3 – provided under resolution 897/2017 – with a mechanisms, 
at national scale, for the equalisation of costs related to the sup-
ply of the social water bonus.
63	 Tariffs are defined by ARERA and updated every quarter, based on the costs that the Sole Purchaser (AU) bears, minimising costs and risks connected to the various 
methods of provisioning, to cover the more protected clientele demand on the electricity wholesale market.
64	 Based on the number of served collection points and the volumes sold in 2016 (ARERA Annual report 2017).
Source: ARERA website – statistical data.
CHART NO. 22 – ELECTRICITY PRICE TREND FOR A STANDARD DOMESTIC CUSTOMER (€ CENT /KWH) (2016-2017)
System costs
Energy matter
Transport and counter management
Taxes
0
5
10
15
20
2016 I quarter
3.3
8.4
2.5
4.6
2016 II quarter
7.5
2.4
4.6
3.3
2016 III quarter
8.2
2.5
4.6
3.3
2016 IV quarter
8
2.5
4.6
3.3
2017 I quarter
8.4
2.5
3.8
3.9
2017 II quarter
9.05
2.5
3.6
3.9
2017 III quarter
9.55
2.6
3.6
3.9
2017 IV quarter
9.3
2.6
3.7
3.9

101
RELATIONS WITH STAKEHOLDERS
TABLE NO. 31 – AVERAGE WATER PRICES APPLIED (2017)
Company
€/m3
LAZIO/CAMPANIA
Acea Ato 2 SpA 
1.49
Acea Ato 5 SpA 
2.14
Gesesa SpA 
1.18
CUSTOMER CARE
THE POSITIVE TREND 
CONTINUES IN THE 
DECREASE IN THE 
OVERALL NUMBER OF 
CALLS TO THE TOLL-FREE 
NUMBERS: IN 2017,  
4.8 million  
CALLS (-4% COMPARED 
TO 2016) AND THE NUMBER 
OF CUSTOMERS RECEIVED 
AT THE CENTRAL OFFICE 
COUNTERS: 223,482 
customers (-5% 
COMPARED TO 2016)
ELECTRONIC BILL: 
65,000 CUSTOMERS 
OF ACEA ENERGIA 
SELECTED IT IN 2017, 
APPROX. 13.5 t/year 
SAVED IN PAPER
“GREEN” ENERGY SOLD 
BY ACEA ENERGIA TO 
CUSTOMERS OF THE FREE 
MARKET INCREASED 
REACHING 20.5% OF 
THE TOTAL (IT WAS 7% IN 
2016)
ENROLLED IN THE LIST 
OF THE AUTHORITY 
THE ADR (ALTERNATIVE 
DISPUTE RESOLUTION) 
BODY ACEA-CONSUMER 
ASSOCIATION: RECEIVED  
325 requests
CUSTOMER CARE POLICY
Customer focus is one of the sustainability and strategic objec-
tives of the Group. In particular, Acea’s intention is to improve 
the customer journey, namely the customer’s experience when 
entering into contact with the Group companies and with the 
Acea Brand. The operating companies pursue such objective 
in their customer relations, whereas in the Holding, the CEO 
Office Unit which is engaged with Group Customer Care, 
amongst others, since October 2017, endeavours to provide 
consistent and integrated customer management to the max-
imum extent possible, in compliance with industry regulations 
and specific local conditions, focussing on activities measuring 
customer experience.
The company’s customer focus policy has for many years in-
cluded listening to the questions raised by Consumer Associ-
ations, which Acea supervises through a dedicated Unit within 
the External Relations and Institutional Affairs Function of 
the parent company as well as in concert with its operating 
companies. In 2017 the activity promoting the awareness of 
the Consumer Associations as regards the use of digital chan-
nels - mainly the web form for settlements and the call and 
e-mail channels dedicated to the Associations - continued and 
action was taken by the Associations so that they can in turn 
effectively contribute towards reminding users to use the digital 
channels.
Some meetings were organised during the year with the main 
Associations concerning problems related to the water re-
source, in order to promote timely communication on the issue 
and about measures implemented by Acea to tackle and resolve 
critical issues in the medium and long term. 
Acea has for some time activated the joint settlement procedure, 
an out-of-court commercial dispute settlement process, in which 
customers are represented and supported by the Consumer As-
sociations recognised by the National Consumer and User Council 
(CNCU - Con¬siglio Nazionale Consumatori e Utenti). With the 
objective of extending the customer protection system, in No-
vember 2016 the Protocol of understanding for ADR (Alternative 
Dispute Resolution) was signed between 19 Consumer Associations 
and Acea Energia, Areti, Acea Ato 2 and Acea Ato 5, after which 
the ADR Committee was established (see dedicated box). The 
Committee was registered in the list kept by the Authority since 
February 2017, consequently customers signing the Protocol are 
able to access out-of--court settlement of disputes through the 
ADR procedure. From 1 March to 31 December 2017 the Com-
mittee received a total of 325 applications for the ADR procedure: 
out of these, according to the provisions of law and the Regulation, 
227 were judged as prosecutable and 98 non prosecutable. 181 ap-
plications were received for the water segment, (134 prosecutable, 
47 non prosecutable); 144 applications were received for the energy 
segment (93 prosecutable, 51 non prosecutable).

102
ACEA GROUP / SUSTAINABILITY REPORT 2017
The “ADR Acea SpA-Associazioni dei con-
sumatori” body was registered in the ADR 
List of the Authority (Resolution 78/2017/E/
com) in February 2017. “ADR Committee” 
means any Committee (public or private) es-
tablished on a permanent basis, which offers 
the settlement of a dispute through an ADR 
(Alternative Dispute Resolution) procedure 
and is registered in the specific List. 
It is formed of a joint guarantor committee, 
a Settlement Committee and a Settlement 
secretariat: 
•	 the joint guarantor committee, formed by 
three members designated by Acea and 
three designated by the Associations, has 
supervisory powers to ensure the transpar-
ency and impartiality of the process;
•	 the 
Settlement 
Committee, 
formed 
by two representatives, one from the 
companies and one from the Consumer 
Associations, has the duty of preparing a 
settlement proposal that the customer is 
free to either accept or reject;
•	 the Settlement Secretariat provides or-
ganisational, functional and operational 
support for the proper performance of the 
procedure in overall terms.
Access to the ADR procedure is voluntary 
and free for all customers. Since 1 January 
2017, for the sectors involved, such as the 
sale of energy, attempted settlement will be 
a condition for continuing with legal action. 
In order to start the settlement procedure, 
the consumer must in any event submit a 
complaint to the company supplying the 
service. Should this complaint not be consid-
ered within the deadlines envisaged, or if the 
reply given is deemed inadequate, the proce-
dure can then be implemented and must be 
concluded within 90 days of receipt of the 
request.
Legal proceedings brought by customers 
against companies of the Acea Group mainly 
concerned disputes relating to charges for 
service supply, refunds, adjustments, pricing 
structures and service activation delays.
Disputes as at 31/12/2017 totalled 383, 64 
of which had already been resolved last year. 
Therefore, as in the previous year, there is a 
decrease in customer litigations (455 litiga-
tions had been brought in 2016). Customer 
litigation continues to be the most rapid 
solution and less costly procedure.
THE ADR COMMITTEE
LITIGATIONS WITH CUSTOMERS 2017 
By request of the Otuc - an Organisation Protecting the rights of 
Users and Customers of the Integrated Water Service - and with 
the approved of the Operational Technical Secretariat of Ato 5, in 
March 2017, Acea Ato 5 activated a telephone number dedicated 
to the 14 Consumer Associations registered in the Otuc (open on 
Fridays from 10:00 to 13:00) and also made a physical counter 
available to the Associations to manage commercial issues, every 
Friday from 15:00 to 17:00, at the seat in Viale Rome in Frosi-
none, subject to appointment. It then set up a customer Helpdesk 
Counter, a preferential channel for the Associations having the 
objective of solving more complex issues. 
The judicial dispute which took place during the year between 
Acea and the customers is explained in the dedicated box.
Acea Energia, protecting free market customers, also arranged 
for the implementation of procedures aimed at fighting the 
phenomenon of so-called “unwanted contracts” in 2017. On 
this matter, we point out that since May 2017 ARERA reso-
lution 228/17 is in force, which requires a clearer classification, 
distinguishing between “disputed activations/contracts” (the 
customer complaining of irregular conclusion of the contract 
can access a recovery procedure with payment of the prices set 
by ARERA) and “unwanted supplies” as per art. 66 quinquies 
of the Consumer Code, according to which a customer is not 
obliged to make any payment for the whole period of activity 
with an unwanted supplier. To this end:
•	
customers having signed a contract proposal (PDC) on the 
free market by means of door to door sales were contacted 
by telephone after signing (Confirmation Call), in order to 
verify that the content of the signed contract is set out 
clearly and the behaviour of staff was correct; if such cus-
tomers gave an email address and/or mobile number when 
completing the contract, they received a notification of 
activated process for the supply so as to remind the cus-
tomer that they had signed a contract, limiting both the 
risk of any misunderstandings and the risk of delay in the 
customer exercising their right of withdrawal. Moreover, as 
from August 2017, Acea Energia introduced formal checks 
for completeness and absence of alterations, in the paper 
contracts produced by sales agents. If the tests failed, the 
information systems stop the activation of the new offer 
from continuing;
•	
customers having adhered to a contract proposal (PDC) on the 
free market by means of telesales received, before completing 
the contract, all precontractual and contractual information on 
an Acea platform on durable medium. Thereafter, by means of 
a Confirmation Call the clients had to confirm their intention 
to become AceaEnergia customers and conclude the con-
tract, after having examined and understood the contractual 
conditions of the offer, or they independently confirmed their 
intention to join by interacting on a web page set up on the 
durable medium platform. Such platform also allows voice re-
cordings to be made available. Acea Energia listened to all the 
telephone recordings produced by sales agents. In the event of 
a negative result of such checks, the information systems stop 
the activation process for the new offer from continuing.
As regards the Agency Mandate which governs relations with the 
sales agents network, Acea Energia continued to run checks on the 
services, analysing, over 2017, 1,292 contract offers subject mat-
ter of complaint (for the two specific cases: “disputed activations/
contracts” or “unwanted supplies”). It reported 66 contracts to the 
Agencies, deemed as “incorrect commercial practices” and issued 
pecuniary sanctions amounting to 30,000 Euros. Acea Energia 
continued to perform an obligatory training programme for sales 
staff (see chapter Suppliers). Lastly, since 2015 Acea Energia

103
RELATIONS WITH STAKEHOLDERS
The commercial proposals of Acea Energia to 
the mass market segment - residential cus-
tomers, freelance professionals, commercial 
activities and Small and Medium Enterpris-
es - were circulated with the identification 
of dedicated and differentiated offers, both 
for market target and that of the clientele. All 
the products for residential customers were 
strongly characterised, so as to respond to well 
defined requirements of the targets; the Acea 
Unica product was supplemented by the pos-
sibility to activate value added services which 
facilitate the management of the supply to 
which economic advantages (bonuses) are 
associated; the Acea Rapida product, ded-
icated to customers joining via web, was 
characterised by the possibility, for those 
choosing it, of a fully online management of 
their energy sector; the Acea Viva product, 
which supplies “green” energy generated 
from renewable sources with Guaranteed 
Origin, having the objective of responding 
to the needs of customers wishing to respect 
the environment, it was limited to activating 
the web bill and the bonus for those choosing 
method of payment with domiciliation. For 
large Business clients, choosing the Acea Viva 
product constitutes an asset of strategic po-
sitioning, strengthened by personalised solu-
tions of communication which Acea Energia 
makes available to each single customer. The 
overall volume of green energy sold in 2017 
was around 790,000 MWh, with a notable 
increase compared to 2016 value (360,000 
MWh). The incidence of such item on the 
total energy sold to customers of the free 
market by Acea Energia (3,852 GWh, also 
see the Environmental accounts) reached 
20.5% (it was 7% in 2016).
Added over the year were products only ded-
icated to the web channel of limited duration 
(flash offers) and linked to specific events, 
such as Acea Speciale Summer (summer 
promotion) or Acea Speciale Black Friday. 
The Acea Esclusiva per ING product was 
born of the partnership with ING DIRECT, 
dedicated to ING DIRECT Customers who 
activate an energy sector contract with 
Acea Energia. The partnership also involves 
old customers of Acea Energia who dom-
iciliate energy bills on an “Orange Current 
Account”. Economic bonuses are envisaged 
both for new customers of Acea Energia on 
the free market and old ones.
ACEA ENERGIA COMMERCIAL PROPOSALS 2017 ON THE FREE MARKET
inserted bonus/malus mechanisms in the contracts with its agents 
associated to the quality of acquisitions. 
The commercial action of Acea Energia on the free market is 
aimed at satisfying customer requirements: from families of 
large business customers, diversifying the offers (see dedicated 
box). A relevant increase in “green” energy sold to free market 
customers was recorded in 2017.
The “Acea con Te” loyalty programme dedicated to domestic 
customers, for electricity and gas, on the free market, recorded a 
growth in memberships and interest of customers. New initiatives 
were proposed with competitions to reward customers in light of 
virtuous conduct with focus on the use of online services (e-bill, 
domiciliation, payment by credit card, etc.). In particular, the 
Emozioni da Prima Fila competition, which awards entry to exclu-
sive events and experiences, continued in 2017 and was met with 
notable interest and participation, creating a monthly engagement 
and consequent word of mouth.
CONTACT CHANNELS AND PERFORMANCE 
In all customer relations, Acea is committed to guaranteeing the 
respect of privacy in the management of personal data, as required 
by the reference laws in force65 (see also chapter Institutions and 
the company).
In 2017 Acea progressed with the actions aimed at enhancing 
remote channel performance with a push towards digitalising 
customer requests and towards the end of the year the support 
online chat was introduced in MyAcea. Today customers can re-
quest most operations online which regard their utility and for the 
more protected electricity service, the new digital acceptance of 
commercial forms was introduced: customers are able to download 
and accept, in real time and with just a few “clicks”, all contractual 
documentation, overcoming the need to return the signed package 
by traditional post. Such modus operandi is aimed at simplifying 
and facilitating relations with the Company and shall also be ex-
tended to free market customers in 2018. This led to an overall 
improvement in the call centre activity. A relevant effort was also 
put into circulating the use of the e-bill with satisfactory results 
(see hereunder). 
Acea8cento provides the management of some remote channels 
- telephones, faxes, web forms, mail, social networks - for the main 
operating companies in the Group, mainly for commercial use66. 
The service delivered by the contact centre aims to maximise op-
erations in order to en-sure quality, promptness and consistency in 
meeting customer’s requests.
Acea8cento gave its full support to the process underway, for re-
viewing and simplifying the contact channels. In particular, in 2017, 
it contributed:
•	
to the full activation of the TwinsOnSAP system for managing 
“more protected” customers of Acea Energia; 
•	
to the launch, on the same system, of the perpetual lighting 
management service carried out by Areti (the go-live of the 
new processes took place in 2017);
•	
to the consolidation of the web channel in self-care mode; 
•	
to the re-opening of the social channel (Face book) for Acea 
Energia, guaranteeing the moderation and management of 
private messaging;
•	
to the realisation, with the use of SnapEngage Live Chat soft-
ware, of remote chat support in MyAcea, directly undertaking 
its management. 
The Parent Company regularly performs checks on the quality of 
the telephone channels and helpdesk counters through mystery 
client surveys. The results are shared with Service Managers and 
contact operators and facilitate the identification of areas for 
improvement in each contact channel and take the necessary cor-
rective measures. In 2017 the activity continued with the aim of 
systematically correlating the results of the surveys on perceived 
quality with the actual quality supplied, including the data from the 
mystery clients.
65	 Legislative Decree no. 196/2003 as amended.
66	 In addition to the commercial channels, Acea8cento manages the numbers for reporting faults in the water service supplied by Acea Ato 5 and for cemetery lighting by Areti.

104
ACEA GROUP / SUSTAINABILITY REPORT 2017
In 2017, Acea toll free numbers received about 4.8 million calls, 
over 4% less compared to 2016, confirming the positive trend in 
reduction already recorded in the previous year. The comprehen-
sive service level, representing the answers on the total calls re-
ceived, was 90%, an improvement of 3 points compared to 2016. 
The reduction in the number of calls was registered in the ener-
gy sector (commercial) in particular - it accounted for 64% of 
the total number of calls in 2016, compared to 50% this year 
- where the improvement of the processes, caused by greater 
protection from the introduction of the new information system, 
further reduced the need to call respect to the past. The impact 
increase, however of the water toll free numbers of Acea Ato 2, 
Acea Ato 5 and Gesesa, above all in relation to extreme climate 
phenomena - freezing weather in January, exceptional drought 
and lack of water in the summer - which characterised the year. 
For the same reason call to report electrical faults also increased 
(Areti) (see chart nos. 23 and 24 and Table no. 32 at the end of 
this section).
The polling survey conducted by the Regulation Authority for 
Energy, Networks and the Environment (ARERA) in the sec-
ond half of 201667 has identified, for the Acea Energia toll-free 
numbers, an increase in ICS - Customer Satisfaction Index - as 
a whole (scale 0-100) – which rose from 84.1 out of 100 for 
the first cycle 2016 to 85.9 out of 100. The improvement is 
mainly due to the positive trend in the degree of satisfaction 
related to the “operator courtesy” factor. 
The service levels of the toll-free numbers, represented by the 
percentage ratio of calls answered over total calls received, re-
mained stable and high for most of the toll-free numbers. There 
was a further clear improvement in terms of performance for 
the Acea Ato 2 toll-free number for reporting water faults, de-
spite the increases in incoming calls due to the freeze emergen-
cy in January and the exceptional lack of water in the summer; 
also notably improved was the service level for the commer-
cial toll free number of Acea Ato 5 and the cemetery lighting 
service where the new system only became fully operational in 
the second half-year. The main performance indicators for the 
last two years period is given in Table no. 32, at the end of this 
section. 
Since the start of the year the single internet website became 
fully operational, superseding the websites of the single water 
service supply and energy sale companies and, in particular, the 
new self-care area, “MyAcea”, which is also available as an App 
for mobile devices (see also, further on, section Communica-
tion). From one sole account, within the reserved area MyAcea, 
the customer can manage all water, electricity and gas utilities 
active with the Group companies, with a view to simplifying and 
contextual expanding the available operations, while the pro-
cessing of documents continues to be ensured by the proprie-
tary companies of the various services.
The data disclosed in the year continue to testify the new habits 
and increasing interest of customers in using the online chan-
nel: over 48% of the page displays for the entire acea.it portal 
(36.7 million page displays) involved the self care area. During 
the year the MyAcea App was installed by about 100 thousand 
CHART NO. 23 – TOTAL TELEPHONE CALLS TO ACEA FREE-TOLL NUMBERS (2016-2017) 
CHART NO. 24 – PERCENTAGE BREAKDOWN OF INBOUND CALLS TO ACEA TOLL-FREE NUMBERS (2017) 
No. answers
No. calls received
RESPONSE/RECEIVED
2016: 87.0%
2017: 90.0%
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
5,500,000
2017
2016
5,058,579
4,839,842
4,357,184
4,402,872
 27.9% | electricity enhanced protection market commercial (Acea Energia) 
 23.2% | electricity and gas free market commercial (Acea Energia) 
 5.4% | electricity failures (Areti) 
 3.3% | public lighting failures Rome (Acea Illuminazione Pubblica) 
 2.4% | cemetery lighting (Areti) 
 16.8% | water commercial (Acea Ato 2) 
 12.3% | water failures (Acea Ato 2) 
 4.7% | water commercial (Acea Ato 5)  
 3.2% | water failures (Acea Ato 5) 
 0.5% | water commercial (Gesesa)
 0.3% | water failures (Gesesa)
NB 	 Gesesa was also included in the two-year data.
67	 The Authority had not yet shared the results of the survey in the second half of 2017 when this document was published.

105
RELATIONS WITH STAKEHOLDERS
users. For Acea Energia more than 483,600 contracts are 
managed by online customers.
The Gesesa website also became part of the single Acea Group 
website in May 2017 and given the familiarity with the brand in 
the area of reference (Benevento and province), the area dedi-
cated to customers was named MyGesesa, which is also availa-
ble as an App for smartphones. During the year, Gesesa ran an 
informatory campaign entitled “Gesesa sempre più vicina a te”, 
in order to promote the knowledge and use of the call centre by 
means of public posters, social channels and online press, as well 
as a MyGesesa campaign, through both social media and during 
events associated to the area with informatory stands, in order 
to encourage customers to favour the use of web channels and 
smartphones in their commercial relations with the company.
Acea Ato 2, supplemented its website during the year with a 
fault map updated in real time. In particular, disruptions in the 
water service were published in the map, due to planned or ur-
gent technical interventions, also showing details about service 
recovery times. It also brought about certain campaigns aimed at 
incentivising customers to use digital services (mail campaigns, 
enclosed with the bill, information on the toll free number, etc.) 
managing to notably increase the number of subscribers to the 
relevant MyAcea customer area (117,514 users associated as at 
31/12/2017 equal to +125% from the start of the year).
Acea Ato 5 intensified the informatory campaign for the use of 
all the contact channels alternative to the counter and launched 
the first Acea web point, in Frosinone, aimed at users and fully 
dedicated to multimedia services. Innovative in its spaces and 
aesthetics, the Acea web point makes various tools available to 
users, such as tablets, PCs and telephones, with the objective 
of favouring the knowledge and use of the smartphone App of 
the MyAcea area and the call centre. With the same intentions, 
Acea Ato 5 realised an advertising campaign in the main local 
newspapers and through posters at commercial counters and 
reached customers in a capillary manner with an informatory 
campaign, providing, in the bills linked to the first billing 2017, a 
short “guide” on the use of the new internet website and circu-
lating informatory material at the commercial counters open to 
the public. A self-reading promotion campaign was also realised 
during the year.
At Acea’s head office in Rome, in Piazzale Ostiense, the public 
showroom was opened, where electricity, gas and water service 
customers are welcomed, who visit the counters managed by 
Acea Energia and Acea Ato 2. In 2017 the part of the show-
room dedicated to Acea Ato 2 was renovated; during the works, 
the central reception isle directly resolved more simple cases 
and directed customers, where necessary, to the provisional-
ly opened counters in stores near to the main showroom. As 
from 30 October 2017, the normal operation of the water ser-
vice counters was restored at the public showroom and the 4 
workstations continued to operate in the central isle, next to 
the sorting. A second line counter was also activated for more 
complex issues. The new organisational setup led to a notable 
improvement in waiting times. 
The number of customers received in 2017 at the public show-
room in the head office - 223,482 customers - reduced by 5% 
(236,000 welcomed in 2016), confirming the positive trend in 
reduction of counter visits, already highlighted in the last three 
years. The lower number of accesses particularly involved the 
more protected electricity service. The call centre operators, on 
shift, flanked their colleagues at the counters, both to provide 
support in the most critical moments and to obtain an increas-
ing alignment in treating the requests at the two channels. The 
inflow to the counter for the water service was, instead, a high-
er influx, consequent to the aforementioned situation of water 
emergence which also affected the commercial channels. 
There are other counters in the detached branch of Ostia Lido 
and, for the water service, Acea Ato 2 manages, apart from in 
Frascati, another 13 contact points in the province of Rome; 
the latter have comprehensively received 57,722 visits in 2017, 
a decrease respect to the 71,504 of 2016. Ostia and Frascati 
comprehensively hosted about 21,000 customers. Further-
more, since 1st July, the “queue managers” were activated at the 
counters outside of Rome which did not yet have them.
Acea Ato 5 developed a reorganisation plan for the helpdesk 
counters (the counters in Sora and Fiuggi were closed and those 
in Frosinone and Cassino updated), foreseeing more function-
al, informed and comfortable environments. From April 2017 
the opening hours to the public were extended for the helpdesk 
counter in Frosinone, which opens earlier from 8:30 to 17:00 
and offers the clientele 3 hours’ access per week more respect 
to that established by the Service Charter (44 hours per week). 
The counters recorded an overall reduction in volumes. 
As regards the performance of counter activities, the service 
levels, given by the percentage ration between customers 
served and the total tickets issued, improved for the counters 
in the head office of Acea Energia and continue to be very high 
for Acea Ato 2, whereas the counters for Acea Ato 5, albeit 
recording a slight worsening, in any case retained a high service 
level (see Table no. 32); in the same way, the counter at Gesesa, 
in Benevento, hosted a higher number of visitors compared to 
2016, retaining a very high service performance.
At all the Group’s counters, represented in Table no. 32, moreo-
ver, a notable reduction in the average waiting time is recorded.
The operating companies also manage written complaints, fol-
lowing, in a computerised manner, the path of the documents: 
from reporting to remedy. 
For the energy service, the “replies to written complaints/en-
quiries” both by the sale company and the distribution compa-
ny, are services included among the levels of commercial quality 
subject to regulation by the national Authority (ARERA) (for 
performance data see sub-paragraph Quality levels regulated by 
ARERA in the electricity sector). In the same way, for the wa-
ter service, the contractual quality levels, specific and general, 
introduced by the Authority as from July 2016, by Resolution 
655/2015/R/idr, also provide for the procedures of manage-
ment and response times to enquiries, written complaints and 
requests for billing adjustment (for performance data on oper-
ating companies in the water segment, refer to sub-paragraph 
Quality levels regulated by ARERA in the electricity sector).
For the public lighting service, the replies to written com-
plaints/enquiries were managed directly by Areti; during the 
year a total of 2,292 complaints/enquiries were received which 
is a datum considerably higher compared to the 814 recorded in 
2016, and the company responded to 2,202 complaints, equal 
to 96% of the total by 31 December. 
The Acea website contains the guide for reading the bill, both in 
the Energy section - for free market and protected market cus-
tomers - and in the Water section - for water service customers. 
The layout of the Acea Energia bill has been optimised with a 
view to a clear and transparent bill. In 2017 the bill was supple-
mented with the insertion of messages dedicated to promot-
ing services for managing the supply, such as Web Bill domi-
ciliation or loyalty programme (the latter only for free market 
customers).

106
ACEA GROUP / SUSTAINABILITY REPORT 2017
Continuing, lastly, is the significant subscription by Acea En-
ergia customers to the “e-bill” option, in fact, in 2017 cus-
tomers making this choice counted about 65,000 (62,000 
in 2016); in terms of environmental protection, this corre-
sponds, solely with reference to paper, to about 13.5 t/annum 
of saved paper.
TABLE NO. 32 - SOCIAL INDICATORS: TOLL-FREE NUMBER AND HELPDESK COUNTER PERFORMANCE (2016-2017)
TOLL-FREE NUMBERS
ELECTRICITY SERVICE
COMMERCIAL TOLL-FREE NUMBER (Acea Energia) - MORE PROTECTED MARKET
u. m.
2016
2017
total calls received
no.
1,796,325
1,352,215
total answers
no.
1,542,319
1,230,629
service level (% of answers to calls received)
%
85.9%
91.0%
average waiting time before answer
min. sec.
2’7’’
2’23’’
average conversation time
min. sec.
4’24’’
6’07’’
COMMERCIAL TOLL-FREE NUMBER (Acea Energia) – FREE MARKET (energy, gas and offers)
total calls received
no.
1,421,298
1,120,688
total answers
no.
1,240,060
987,337
service level (% of answers to calls received)
%
87.2%
88.1%
average waiting time before answer
min. sec.
1’41’’
1’32’’
average conversation time
min. sec.
4’18’’
4’37’’
FAULT TOLL-FREE NUMBER (Areti) (*)
total calls received
no.
197,035
259,017
total answers
no.
186,128
235,924
service level (% of answers to calls received)
%
94.5%
91.1%
average waiting time before answer
min. sec.
1’23’’
2’19’’
average conversation time
min. sec.
2’34’’
2’51’’
LIGHTING SERVICE
LIGHTING SERVICE - FAULT TOLL-FREE NUMBER (Areti) (*)
total calls received
no.
137,098
161,777
total answers
no.
124,698
138,930
service level (% of answers to calls received)
%
91.0%
85,9%
average waiting time before answer
min. sec.
1’42’’
2’34’’
average conversation time
min. sec.
1’58’’
2’34’’
CEMETERY LIGHTING - COMMERCIAL/FAULT TOLL-FREE NUMBER (Areti)
total calls received
no.
119,995
117,942
total answers
no.
90,838
93,705
service level (% of answers to calls received)
%
75.7%
79.5%
average waiting time before answer
min. sec.
2’06’’
2’02’’
average conversation time
min. sec.
4’04’’
5’56’’
WATER SERVICE
COMMERCIAL TOLL-FREE NUMBER (Acea Ato 2 – Rome and province)
total calls received
no.
708,034
812,026
total answers
no.
624,678
733,409
service level (% of answers to calls received)
%
88.2%
90.3%
average waiting time before answer
min. sec.
1’34’’
0’53’’
average conversation time
min. sec.
5’14’’
5’12’’
FAULT TOLL-FREE NUMBER (Acea Ato 2 – Rome and province) (*)
total calls received
no.
352,388
595,195
total answers
no.
332,211
576,670
service level (% of answers to calls received)
%
94.3%
96.9%
average waiting time before answer
min. sec.
1’57’’
0’47’’
average conversation time
min. sec.
3’33’’
3’10’’

107
RELATIONS WITH STAKEHOLDERS
COMMERCIAL TOLL-FREE NUMBER (Acea Ato 5 – Frosinone and province)
total calls received
no.
192,588
225,363
total answers
no.
150,154
199,023
service level (% of answers to calls received)
%
78.0%
88.3%
average waiting time before answer
min. sec.
1’40’’
1’11’’
average conversation time
min. sec.
4’15’’
4’17’’
FAULT TOLL-FREE NUMBER (Acea Ato 5 – Frosinone and province)
total calls received
no.
120,832
154,160
total answers
no.
99,233
122,656
service level (% of answers to calls received)
%
82.1%
79.6%
average waiting time before answer
min. sec.
1’14’’
1’48’’
average conversation time
min. sec.
3’55’’
3’32’’
COMMERCIAL TOLL-FREE NUMBER (GESESA – Benevento and province)
total calls received
no.
10,297
24,945
total answers
no.
10,147
23,703
service level (% of answers to calls received)
%
98.5%
95.0%
average waiting time before answer
min. sec.
0’55’’
1’21’’
average conversation time
min. sec.
1’23’’
1’43’’
FAULT TOLL-FREE NUMBER (GESESA – Benevento and province)
total calls received
no.
2,689
16,514
total answers
no.
2,406
15,198
service level (% of answers to calls received)
%
89.5%
92.0%
average waiting time before answer
min. sec.
0’50’’
0’49’’
average conversation time
min. sec.
2’00’’
2’04’’
HELPDESK COUNTERS
ELECTRICITY SERVICE
ACEA ENERGIA – COUNTER FOR MORE PROTECTED MARKET
tickets issued
no.
128,232
109,519
customers served
no.
111,430
102,079
service level (% customers served/tickets issued)
%
87.0%
93.0%
average waiting time
min. sec.
49’34’’
30’23’’
average service time
min. sec.
14’37’’
14’20’’
ACEA ENERGIA - COUNTER FOR FREE MARKET (energy, gas and offers)
tickets issued
no.
52,132
52,707
customers served
no.
43,397
47,778
service level (% customers served/tickets issued)
%
83.0%
91.0%
average waiting time
min. sec.
59’23’’
34’28’’
average service time
min. sec.
16’19’’
15’20’’
WATER SERVICE 
ACEA ATO 2 (Rome - head office helpdesk counter)
tickets issued
no.
55,641
61,256
customers served
no.
54,841
60,936
service level (% customers served/tickets issued)
%
99.0%
99.0%
average waiting time
min. sec.
22’58’’
4’45’’
average service time
min. sec.
12’22’’
11’10’’
ACEA ATO 5 (4 helpdesk counters in Frosinone and province) 
tickets issued
no.
72,843
71,112
customers served
no.
68,570
64,786
service level (% customers served/tickets issued)
%
94.0%
91.0%

108
ACEA GROUP / SUSTAINABILITY REPORT 2017
ACEA ATO 5 (4 helpdesk counters in Frosinone and province) 
average waiting time
min. sec.
1h3’17’’
39’48’’
average service time
min. sec.
9’24’’
10’40’’
GESESA (1 helpdesk counter in Benevento and province)
tickets issued
no.
12,548
18,341
customers served
no.
12,350
18,250
service level (% customers served/tickets issued)
%
98.0%
99.5%
average waiting time
min. sec.
1’05’’
0’56’’
average service time
min. sec.
9’00’’
8’00’’
(*)		
Calls handled by the automatic system or terminated by the customer during navigation within the interactive voice responder are also considered as answers. 
COMMUNICATION
The definition of the communication policies and development of 
the image of Acea Group is carried out and managed by the Exter-
nal Relations and Institutional Affairs Department, set up in the 
Parent Company during 201768. By means of appointed organi-
sational Units, this Department draws up, steers and coordinates 
the initiatives of communication and institutional, journalistic and 
commercial information. 
In particular, for the main activities of outbound communication 
the Advertising, Brand Image and Events Unit was entrusted with 
valorising the brand, management of the Group’s corporate identity, 
the realisation of institutional, advertising and commercial campaigns 
and the organisation of public or institutional events, including the 
annual Shareholder’s Meeting; the Media Relations and Digital Unit 
coordinates, in coherence with Group strategic guidelines, the pro-
cess of development and management of the internet website and 
the activities of the Press Office and Social Communication Unit, 
so as to strengthen the connection between Acea Group and the 
context within which it operates, promote and realise special envi-
ronmental education projects, of social worth and active citizenship.
Following the digitalisation of the services supplied by the Group, the 
need arose to re-design a new brand, consistent with the innova-
tion implemented in the contact channels. A “digital corporate” was 
created, a computerised central management of the Group’s brand 
to protect and capitalise the Brand value, which allowed, in a very 
short time, the alignment of all the communication between the 
Companies interested by the rebranding, also in terms of outfitting 
corporate spaces, plants, contact points with the public and supports 
for communication used by staff. A “pin” was chosen for the creation 
of the new trademark, this is a sign which joins the physical world to 
the digital world. The symbols of a water drop, a bulb and a leaf, which 
recall the core business water, energy and environment, together 
with the “pin” and the “a” of Acea, gave life to the new symbol which 
identifies the completed transformation, breaking it down into the 
three macro areas in which the Group Companies operate. 
Furthermore, two communication campaigns promoted awareness 
of the “digital evolution” of the group. The first, on air in February 
2017 had the objective of spreading awareness of the new website, 
launched in December 2016; the second chose to use the “Con-
nessi al tuo mondo” [Connected to your world] pay-off.
COMMUNICATION, EVENTS AND SOLIDARITY 
LAUNCHED  
NEW ACEA  
BRAND
Uniamo le forze, 
moltiplichiamo  
i risultati:  
THE INFORMATION 
CAMPAIGN ON 
SAVING WATER AND 
REQUALIFICATION OF  
THE INFRASTRUCTURES
 
ACEA FOR SCHOOL 2017: 
OVER 5,000 
CHILDREN ATTEND  
Io mi impegno per 
l'Ambiente!
13,000 VISITORS  
TO THE ACEA SPACE  
OF MAKER FAIRE ROME
68	 The External Relations and Communication and Institutional Affairs Functions and the internal Communication Unit merged into the Department.

109
RELATIONS WITH STAKEHOLDERS
THE CONCEPT OF THE NEW BRAND 
Another important institutional communication campaign was 
launched in August 2017, following the exceptional drought 
which hit Italy and the consequent situation of scarce water which 
also risked affecting the Capital. The Acea campaign was charac-
terised by the claim “Uniamo le forze, moltiplichiamo i risultati” 
[we join forces and multiply the results], with the dual purpose of 
providing punctual and constant information about investments 
and the interventions in progress in the water area by Acea Ato 
2, aimed at fighting the emergency and making procurement 
safe (see also paragraph Quality delivered and Relations with the 
environment), and involving citizens in the adoption of conduct 
aimed at avoiding waste in the use of water. All the phases of the 
institutional campaign - concept, production and media planning 
- were realised by internal Acea professionals, which involved, as 
“testimonial”, the employees of the water area; for this purpose 
the Acea Communication was created (see dedicated box), the 
internal communication agency which today manages the entire 
development, photos, visuals, text, media planning, informatory 
and advertising campaigns for Acea.
Lastly on 28 November 2017, during the presentation of the Acea 
Group Business Plan 2018-2022, to the analysts and national and 
international press, which took place in Milan at the Italian Stock 
Exchange, the institutional campaign Costruiamo oggi un domani 
migliore [building a better tomorrow today] was launched, which 
illustrated some of key points of the Business Plan: Resilience, 
Smart services, Sustainability, Land.
The Media Relation and Digital Unit manages the development 
and management of the internet website www.acea.it, which went 
online on 19 December 2016. The portal was developed on the 
basis of superseding the websites of the water and energy sale op-
erating companies to merge into one sole Group platform. During 
2017 there was chart alignment of the whole portal, consistent 
with renewing the brand identity. The activities were then focussed 
on updating the content, management and maintenance of the 
various sections in the website. Entire sections were completely 
updated, such as those dedicated to Suppliers, Sustainability, Ca-
reers, Customers, for the out of court settlement ADR, which is 
now fully online. During the year the “Acea Scuola” section was 
created, dedicated to the Acea educational program which is di-
rected at pupils and teachers of the second cycle of primary and 
During 2017, Acea established Acea Com-
munication, a communication and media 
planning agency, which serves the Group and 
is formed exclusively of internal resources. 
The agency is engaged in the concept, pro-
duction and channelling of institutional, ad-
vertising and commercial campaigns; it is 
formed of managerial and creative profes-
sionalism: strategy manager, analyst, pho-
tographer, art director, graphic designers, 
copywriter, media planner. 
There are several activities of competence: 
realisation of multimedia products, creation 
of logos and visual identity, image advice 
and communication campaigns having the 
purpose of strengthening the bond between 
the Group and the Land. 
The strong points of Acea Communication 
are respect of the Brand Identity, knowledge 
of corporate procedures and the external op-
erating context, the valorisation of internal 
know how and involvement of Group em-
ployees and, lastly, the speed of execution 
and notable reduction of production costs. 
Uniamo le forze, moltiplichiamo i risultati 
was the first institutional campaign by Acea 
Communication.
ACEA COMMUNICATION: THE GROUP’S IN-HOUSE COMMUNICATION AGENCY IS BORN
Uniamo le forze
moltiplichiamo
i risultati
Campagna risparmio idrico Acea Ato 2 - Realizzata da Acea Communication 
acea.it
I protagonisti della campagna sono dipendenti Acea
risparmi 
5mila litri 
l’anno  
Chiudi il rubinetto
quando non ti serve
risparmi 
80/120 litri 
per doccia  
Preferisci la doccia
al bagno in vasca
risparmi 
10/30mila litri l’anno   
Non usare il WC per
piccoli riﬁuti e installa 
risparmi 
1.400/1.800 litri l’anno  
Ricicla l’acqua di cottura
risparmi 
6/8mila litri l’anno  
Applica il frangigetto
sui rubinetti
risparmi 
8/11mila litri l’anno  
Avvia gli elettrodomestici
solo a pieno carico
Fonte: UTILITALIA
Veriﬁca che il tuo contatore non giri con i rubinetti chiusi.

110
ACEA GROUP / SUSTAINABILITY REPORT 2017
secondary schools in Rome. The purpose of the project is to transmit 
information and contents concerning the water cycle, the energy 
sector chain and waste to energy in respect of a sustainable develop-
ment compatible with the environment. Ample visibility was also given 
to each initiative, press release or communication, on the corporate 
website www.acea.it, in the dedicated section Media and events.
New technologies were also implemented to make the website more 
complete and accessible, such as direct streaming, used during the 
presentation of the Business Plan 2018-2022 and bidirectional 
communication able to enrich the relationship between company 
and citizen by means of the geolocation of the Water Houses. 
As the new Group website, as mentioned, superseded the websites 
of the single operating companies69 upon its launch in December 
2016, the statistical data 2017 related to www.acea.it are not com-
parable with previous years.
36,708,357 pages were displayed during the year, equal to 
9,152,396 accesses to the website. The connection methods 
were 75.5% via desktop, 20.2% via mobile and 4.3% via tablet. 
The age group with the highest percentage of accesses is that 
from 35 to 44 years of age, with 28.22% of the total visits.
Among the events published online in 2017, particular importance 
was given to the presentation of the Business Plan 2018-2022, 
the participation of Acea at Maker Faire, the most important in-
novation exhibition and to Ecomondo, to the International Sum-
mit on Water and Climate, held in Rome (see Corporate identity, 
paragraph Strategy and sustainability), the convention All’ombra 
di Giano, organised by Acea on the matter of the water resource 
and to events of particular significance, sponsored by the Group, 
such as the Rome Marathon, Festa del Cinema and Alice nella 
Città. Also highlighted were initiatives undertaken in the year by 
the Social Communication Unit (also see Events and solidarity and 
chapter Staff, paragraph Diversity and equal opportunities).
The News on the website outline news and initiatives linked 
to Group activities on innovative technologies, energy saving, 
eco-sustainability, reducing environmental impact and territorial 
protection. Developed and published during the Shareholders’ 
Meeting held in late April, were the websites dedicated to the 
Consolidated Sustainability Report and the Sustainability Report 
which can be consulted interactively, with some open data and 
multimedia content.
For some years the data related to emissions have always been 
available on the website, these are monitored in real time and 
concern the two Acea waste to energy plants, the main quality 
parameters of the water supplied by the companies active in the 
water segment can be consulted online.
The methods of communication adopted by Acea with regard to 
national and local media have always pursued objectives of rapidi-
ty, efficacy and transparency, with the purpose of transmitting, by 
means of information, the correct corporate image and placement 
of the Group.
During 2017, through the circulation of press releases and, at times, 
with the organisation of press conferences, the results achieved by 
the company were disclosed together with information of public 
interest related to the managed services. In harmony with the ap-
pointed functions, such as Investor Relations, Legal and Corporate 
Affairs and Administration Finance and Control, the economic-fi-
nancial communication was managed on the occasion of corporate 
appointments such as the Shareholders’ Meeting, approval by the 
Board of Directors, of the financial results and circulation of news 
classified as “price sensitive”.
Thanks to the interaction with competent operating functions and 
the preparation of daily papers willing to publish the company’s 
replies, the Press Office provides answers to the main disruption 
reports channelled by newspapers. Other reports are received by 
post and direct telephone contacts and are promptly answered. 
The Press Office is particularly committed to overseeing and 
growing relations with national, international, local and sector 
media, with a view to mutual respect of roles, transparency and 
correct collaboration; it was also engaged in developing and 
managing activities related to the national and local press release 
which is made available daily via the corporate intranet; infor-
mation concerning business activities is also highlighted daily by 
means of constantly monitoring press agencies and the web (web 
news, social media and blogs). 
Some particularly engaging moments from the year follow:
•	
the press conference launching the new brand identity and 
initiation of the related campaign; 
•	
the management of communication during the serious water 
crisis which, consequent to the exceptional drought, involved 
the areas in which the company operates and the whole 
country. Apropos, the Press Office constantly informed the 
media, at national and local level, so as to ensure continuous 
updating and correct reporting on the progress of the crisis; 
maximum visibility was given to the presentation of the plan 
CHART NO. 25 – ACEA WEBSITE 2017: ACCESS METHODS AND AGE GROUPS
6,907,092 | desktop
1,851,411 | mobile
393,893 
| tablet
 TOTAL ACCESS: 9,152,396
0
5
10
15
20
25
30
65+
55-64
45-54
35-44
25-34
18-24
 
 
 
(Age bracket)
7.14%
22.24%
28.22%
20.50%
12.12%
9.79%
69	 With the exception of Areti, the company managing electricity supply, which maintains its own website in compliance with the provisions of the Authority of reference.

111
RELATIONS WITH STAKEHOLDERS
to combat the water emergency by the operating companies 
and the water saving awareness campaign was valorised, as 
mentioned above;
•	
the press conference for the presentation of the Memorandum 
of Understanding signed with Open Fiber to define the terms 
and conditions for initiating a strategic business partnership 
aimed at realising an ultra-broadband electronic communica-
tion network in the area of the Municipality of Rome;
•	
the press conference for the presentation of the Business Plan 
2018-2022, which was amply publicised in the national and 
international media, thus promoting the Group’s new develop-
ment strategy.
Moreover, the routine and proactive collaboration with corporate 
Functions and Group Companies took place for the valorisation of 
initiatives of particular importance, such as the LED artistic light-
ing projects for important archaeological and historical sites in the 
Capital (the Palatine Hill, Cestia Pyramid and Porta San Paolo, the 
basilica of San Marco Evangelista al Campidoglio, in Piazza Vene-
zia), presented during a joint press conference with the Municipality 
or Rome in December 2017 (see also paragraph Quality delivered), 
and highlighted other events and exhibitions, also channelled via 
the website. Great attention was dedicated to social initiatives, such 
as activities realised in relation to the Acea per la Scuola project, 
which were presented during the Festival dello Sviluppo Sosteni-
bile - Disegniamo Il Futuro. Cambiamo Il Presente organised by the 
Italian Alliance for Sustainable Development (ASviS) in relation to 
the European Week for Sustainable Development (ESDW), or the 
solidarity lunches on the Epiphany and Easter with the homeless in 
the Capital, organised together with the Sant’Egidio community 
(see, hereunder, Events and solidarity).
EVENTS AND SOLIDARITY 
The economic value distributed to the community in 2017 is 
equal to 2.4 million Euros70 (2.9 million Euros in 2016). Of which 
about 1.7 million were allocated to sponsoring cultural, social and 
sporting events. 
The appropriations as donations to associations for social purposes 
and to ONLUS were equal to 229,000 Euros (277,000 in 2016).
Each year, Acea provides its services, such as the supply of elec-
tricity and water or turning public lighting on or off during events 
that attract a large turnout, of a cultural or sporting nature, or in 
particular circumstances of a solidarity and symbolic nature. These 
services are known as “technical sponsorships” and in 2017 gener-
ated an overall economic counter-value of approx. 117,000 Euros 
(this was 193,000 Euros in 2016). 
As usual, in 2017, Acea welcomed visitors to its plants, relying on 
the availability and competence of its employees; in particular, dur-
ing 31 visits, 1,133 people were received above all students, coming 
from Italy and overseas. Moreover, about 5,000 youngsters and 
500 teachers involved in the Acea per la scuola project, were in turn 
accompanied on a visit to some Group plants (see explanatory box).
As mentioned, every year Acea participates in multiple events 
linked to the companies of reference and sustains, also by means 
of sponsorships, initiatives considered as of cultural, social and 
sporting importance, having the objective of valorising the 
areas in which it operates (see also general boxes at the end 
of this section). Amongst the most relevant events in 2017:  
Acea per la Scuola is the environmental 
education program proposed by Acea by 
means of the concept and realisation of di-
dactic-educational initiatives for students 
and teachers of primary schools (second 
cycle) and Secondary Schools (first grade) 
of Roma Capitale and Città Metropolitana. 
Active for some years and run by the social 
Communication Unit, the initiative foresaw, 
for scholastic year 2016/2017 an educa-
tional offer, at no cost to the participants, 
entitled Io mi impegno per l’Ambiente! [I am 
committed to the Environment!] in which 
5,049 students and 508 teachers were 
involved. 
At the “La Fornace” Congress Centre, the 
three topical courses took place of Io mi 
impegno per l’Ambiente! which concerned 
the water cycle, the energy sector chain and 
waste to energy. Overall, between March and 
May 2017, 54 hours of didactic activity took 
place over 18 days of training - which also 
envisaged visits to some plants - conceived 
to bring the students closer and make them 
aware of the environmental issues, teaching 
them about the actions taken by 
Acea and the technologies it uses to 
supply the services with attention to 
territorial protection. 
Acting as teachers, Acea employ-
ees chose interactive methods to 
stimulate the active participation of 
the youngsters in learning and gave 
simple and concrete examples of 
actions that can be taken every day 
to adopt a sustainable lifestyle and 
consumption.
An integral part of the project was 
the Listening Campaign, La scuola 
si apre al territorio [the school is open to 
the land], which allowed all the participating 
classes to propose initiatives for social inclu-
sion and small redevelopment interventions 
to be realised in spaces/areas belonging to 
the scholastic institution of origin. This in-
itiative also met with a great response, with 
36 participating schools and 63 present-
ed projects. Among the received proposals, 
twelve institutes were awarded a cash prize 
up to a maximum of 5,000 Euros, which 
Acea made available for the realisation of the 
winning projects. 
The initiative Acea per la Scuola, sponsored by 
Istituto Superiore di Sanità and the Depart-
ment for People, Schools and Joint Com-
munity and promoted by the 11th Permanent 
School Council of Roma Capitale, was also 
presented at the first ‘Festival of Sustainable 
Development 2017, organised by ASviS to 
explore the various topics associated to NU 
Sustainable Development Goals (Agenda 
2030).
ACEA PER LA SCUOLA 2017: OVER 5,000 YOUNGSTERS AT IO MI IMPEGNO PER L’AMBIENTE! 
70	 This item also includes costs borne for “fairs and conventions” but not “technical” sponsorships.

112
ACEA GROUP / SUSTAINABILITY REPORT 2017
the participation of Acea in Ecomondo, international showcase 
of the recovery of matter and energy and in the technological 
fair Maker Faire Rome, where the company presented some of its 
most innovative projects (see explanatory box); the Internation-
al Summit on Water and the Climate and the All’ombra di Giano 
convention, organised by Acea in collaboration with institutional 
partners. This concerned a meeting at international level between 
personalities of high technical and scientific profile aimed at 
tackling the topic of managing the water resource in the Med-
iterranean basin (see dedicated box). 
Among the main exhibitions sponsored or organised during the 
year, we point out Acea Rome Marathon, now of international 
importance, Acea-Volley Scuola Trophy and the third edition of 
Acea Camp. Indeed, this is the third consecutive year that Acea 
has realised at Parco del Foro Italico, a summer camp dedicated 
to youngsters from 6 to 14 years old to make them socialise and 
practice sport. The initiative, sponsored by CONI and realised with 
the active participation of the Municipality of Rome, envisages the 
possibility to play twelve sports - basketball, volleyball, rugby, foot-
ball, baseball, fencing, tennis, athletics, swimming, dance, judo and 
softball -, at a very small entry fee (equal to 50 Euros) with med-
ical assistance and insurance cover and the possibility to exploit 
preferential access for families under financial hardship; in 2017, 
in particular, some peripheral districts of the Capital were involved; 
again this year, there was the participation of Carlton Myers, for-
mer captain of the Italian Basketball Team and technical director of 
the Camp, with other champions from the world of sport.
Among the initiatives having impact on the land, managed by the 
Social Communication Unit, as well as the mentioned exhibitions 
involving schools, we outline the event of the relighting, after 13 
years, of the lights on Palatine Hill and the archaeological site 
overlooking the Circus Maximus, during the night of New Year 
2018. This new permanent lighting, designed by Acea professionals 
in collaboration with the Ministry of Cultural and Environmental 
Heritage, State Superintendence and Capital Superintendence, 
combines a high energy saving obtained with improved light qual-
ity and technological innovation. With a view to sustainability, the 
Christmas lights in via del Corso were also later transformed into 
22 water tanks (1,200 kg of plastic) with a capacity of about 3,000 
litres, consigned to the local communityal Civil Protection for the 
populations hit by the earthquake in the Amatrice area. 
Acea also underlined, once again, its commitment during occa-
sions such as the national prevention campaigns for women - Nas-
tro Rosa (Pink tape) and Ottobre rosa (pink October) - offering 
technical sponsorships, by lighting the Colosseum and the Lazio 
Region headquarters building and, during the Race for the cure, 
at the Circo Massimo, supplying water and electricity; it also pro-
jected the words Never Again onto the facade of the Head Office 
during the world elimination of violence against women day (see 
Staff, paragraph Diversity and equal opportunities). 
The following boxes describe the main events supported by the 
Acea Group in 2017, through sponsorships or donations, subdi-
vided according to their purpose and specifying the companies 
participating.
Acea participated as a sponsor for the third 
year running at the Maker Faire Rome, 
the event took place from the 1st to the 3rd 
December at the Fiera di Roma exhibition 
centre, to present the most innovative projects 
applied to water and energy infrastructures. A 
family-friendly event such as the Maker Faire, 
rich in inventions and creativity, is where spe-
cialised companies, makers, startuppers and 
passionate people of all ages and backgrounds 
met to share their own projects and knowl-
edge. Acea’s stand had an exceptional influx 
of the public (about 13,000 visitors). Never 
ending queues to try out the smarthelmet, an 
interactive multimedia helmet, used by Areti, 
which allows first person experimentation 
of the functions and potential of increased 
reality to gain information and instructions 
specific to the equipment or to realise a virtual 
journey within the plants of Acea Ambiente, 
find out about the applications used by tech-
nicians for safely monitoring water and elec-
tricity networks and lastly the Smart home 
solutions launched by Acea Energia. A survey 
by the Il Messaggero newspaper showed that 
the Group’s stand was among the first 3 most 
enjoyed and visited. 
In November 2017, Protomoteca Room in 
Campidoglio hosted the Convention named 
All’ombra di Giano - Scarsità Idrica: sfide e op-
portunità. The meeting organised by Acea in 
collaboration with the FAO and the Inter-
national Centre for Advanced Mediterrane-
an Agronomic Studies (CIHEAM) intended 
to stimulate a debate at international level, 
also involving other countries overlooking 
the Mediterranean basin, about the issue, 
of common interest, of managing the water 
resource.
Representatives from national institutions and 
international bodies, such as the Ministry of the 
Environment and the Protection of Land and 
Sea, the Municipality of Rome, FAO, UN, the 
World Bank, CIHEAM, the Global Framework 
on Water Scarcity, the Milan Centre for Food 
Law and Policy, together with Acea and rep-
resentatives from other countries overlooking 
the Mediterranean such as Egypt and Tunisia, 
shared experiences and perspective related 
to safeguarding the water resource, ranging 
from infrastructures to geopolitical views. In its 
capacity as historical operator of the integrat-
ed water service for the Capital and first water 
operator at national level, Acea was able to share 
its wealth of competencies on this occasion, 
representing an efficient and advanced man-
agement model for water networks.
ACEA’S TECHNICAL EXCELLENCE ON SHOW AT THE MAKER FAIRE ROME 
ALL'OMBRA DI GIANO: SCARCE WATER, CHALLENGES AND INITIATIVES

113
RELATIONS WITH STAKEHOLDERS
Silver sponsor of the Festival dell'Acqua, [Festival of Water] 4th Edition, which took place at “Aldo Moro” University in Bari from the 8th 
to 11th of October 2017. The Festival envisaged conventions involving various subjects, enterprises and institutions of the water segment 
(Utilitalia Servizi srl)
Sponsor of the 5th edition of Maker Faire, the most important European event dedicated to digital manufacturing, which was held in Rome 
in December 2017 (Innova Camera) 
Official partner of the Tribute to William Kentridge event, which took place in Rome on 22 April 2017 along the Lungo Tevere [Tiber River] 
in the section between Ponte Sisto and Ponte Mazzini (Associazione Tevereterno)
Sponsor of Cybertech Europe, on computer safety, 27 and 28 September 2017 at the Convention Centre La Nuvola di Rome (Cybertech)
Main sponsor of the study seminar dedicated to Social Finance, which was held in May 2017 at the Museum of Ara Pacis di Rome (Zetema) 
Sponsor of the La Razza Nemica, [the Enemy Race] on anti-Semitic propaganda perpetrated by Nazism and fascism, at Casina dei Vallati, 
Rome from 27 January to 7 May 2017 (C.O.R.)
Sponsor partner in the organisation of the 9th edition of the International Jewish literature and culture festival, held in Rome from 9-13 
September 2017 (Artix)
Main sponsor di Estate al Maxxi, the summer exhibition full of events, took place in Rome between June and September 2017 in relation to the 
Roman Summer (Fondazione Maxxi)
Sponsor of the event Cento Città in Musica, an initiative which took place in the area of Rome and province with planning of cultural events 
and shows with free entrance or at a low price (Associazione Culturale Europa Musica)
Partner sponsor of the 12th Edition of Festa del Cinema di Roma, which took place between 26 October and 5 November 2017 (Fondazione 
Cinema per Rome)
Partner sponsor of Alice nella Città 2017, an independent and parallel section of the Festival del Cinema di Roma, which contributes to the 
promotion of cinema towards new generations (Associazione Culturale Play Town)
Sponsor of the exhibition Notti di cinema a Piazza Vittorio, which took place between July and 10 September 2017 (Agis Lazio srl)
Partner sponsor of Gay Village 2017, the exhibition took place in Rome, at Parco del Ninfeo dell’EUR, between 8 June and 2 September 
(Gavi E20 Srl)
Sponsor of the Festival Internazionale del Cinema dei Castelli Romani - Human Rights which took place from 15 to 17 December 2017 
and promotes cultural initiatives in the defence of human rights (Fondazione Punto e Virgola)
Sponsor of the 4th of the Isola della Sostenibilità Acea, [Acea Sustainability Island realised between 30 November and 2 December 2017 
and promoted by the Università degli Studi Rome Tre university to develop “sustainable ideas” (Jera srl)
Contribution to the Municipality of Norcia to realise a recreation centre
Contribution for the 15th edition of Fiaba Day during the national day for breaking physical, cultural, psychological barriers and spread the 
culture of equal opportunities
Contribution to the twentieth year of the Associazione Andrea Tudisco Onlus, which protects babies suffering serious illnesses and their 
families
Technical sponsorship for the Accendi l’oro, campaign, promoted by Associazione Peter Pan Onlus for the prevention of infantile tumours. 
Acea was a sponsor of the initiative lighting gold in the Fontana del Tritone
Technical sponsorship for the Race for the cure, initiative, which took place in Rome between 19 and 21 May 2017 at the Circus Maximus. 
This is an exhibition which includes a solidarity race of 5 km and other sport and wellbeing initiatives, organised by Susan G. Komen Italia, 
to support the fight against breast cancer and promote women’s health (Susan G. Komen Italia)
Technical sponsorship, lighting the Palazzo della Regione Lazio palace in pink for the whole month of October 2016. This was the symbol 
of the Ottobre rosa [pink October] initiative, aimed at incentivising women to join breast cancer prevention programmes (Regione Lazio) 
Technical sponsorship, lighting the Colosseum pink, for every weekend of October, in relation to the Nastro rosa 2017 [pink ribbon] (LILT – 
Lega Italiana to fight cancer) 
2017: ACEA FOR CULTURE 
2017: ACEA FOR SOLIDARITY

114
ACEA GROUP / SUSTAINABILITY REPORT 2017
Title sponsor of the 2017 edition of the traditional sporting event, the Rome city Marathon, certified with the "IAAF Road Race Gold Label”, 
this is the most participated competitive event in Italy, which took place on 2 April 2017, starting from via dei Fori Imperiali (Atielle Rome Srl) 
Partner sponsor of the 1st edition of the Rome Half Marathon Via Pacis, which was held in Rome, starting from Piazza San Pietro on 17 Septem-
ber 2017. FIDAL, by means of this race, pursues the message of the Pontifical Council that all religions should come together in the event with 
a message of peace (FIDAL)
Official supplier of the A.S. Rome and S.S. Lazio football teams for sporting season 2017/2018 (A.S. Rome SpA and Infront Italy Srl)
Gold sponsor of the 7th edition of the San Valentino Marathon, a race initiative of special recreational value for the entire district of Terni
Title sponsor of edition 2017 of the Torneo Volley Scuola–Trofeo Acea, [Acea School Volleyball Tournament] dedicated to the secondary schools of 
Rome and province and run by Fipav Lazio (Fipav Lazio)
Main sponsor of the 3rd edition of Acea Camp, for students between 6 and 14 years old, belonging to the schools of Roma Capitale, to learn of and 
spread the practice of 12 sporting disciplines. The exhibition took place in Rome between June and July 2017 (Beside Management Srl) 
Contribution to sporting activity for season 2016/2017 of S.S.D Santa Lucia, a wheelchair basketball company, active in the Roman sporting 
panorama since the 60s (S.S.D. Santa Lucia Srl)
Contribution to ASD La Boracifera to support young teams
Contribution to ASD Virtus Basket Aprilia, for edition 2016/2017 of the Differenzio anch’Io! [I make a difference too!] aimed at youngsters 
in years 4 and 5 of the Primary Schools in the municipality of Aprilia (about 1,300 estimated pupils) but also families, teachers and the entire 
population
Contribution to the Myricae volunteers Association for the 3rd edition of Miranda Trail
Sponsor of the show Saved, a message against injustices on students in secondary and high schools 
2017: ACEA FOR SPORT AND YOUTH
SUPPLIERS 
594 MILLION EURO 
THE VALUE OF THE 
2017 CONTRACTS: 
APPROX. 2,000 
CONTRACTS 
STIPULATED WITH 
OVER 1,000 
SUPPLIERS
IN LAZIO 36% 
OF THE GOODS/
SERVICES VALUE 
ORDERED AND 
59% OF THE 
WORKS VALUE 
ORDERED
766 REQUESTS 
FOR ENROLMENT 
IN THE REGISTERS/
QUALIFICATION 
SYSTEMS RECEIVED 
529 REQUESTS 
APPROVED
MANDATORY IN ORDER 
TO REGISTER IN THE 
Qualification 
Systems (SINGLE 
REGULATIONS 
FOR GOODS,  
SERVICES AND WORK) 
A SELF-ASSESSMENT 
QUESTIONNAIRE THAT 
INCLUDES 
THE ASPECTS OF 
SUSTAINABILITY
THE «Safety Team»  
PERFORMED APPROX. 
8,900 safety 
inspections  
at the work 
sites OF THE 
SINGLE CONTRACTS 
OF NETWORK 
MAINTENANCE 
AND WATER AND 
ELECTRICAL SERVICES
CONSOLIDATED  
EXTERNAL COSTS 
In 2017, the Group’s consolidated external costs totalled about 
1.76 billion Euros, substantially unaltered compared to 2016. The 
highest costs amongst these, equal to about 1.31 billion Euros 
(1.35 billion in 2016), concern purchase of energy, gas and fuels 
and secondly the costs for services affect for about 252 million 
Euros (approx. +16.7% compared to 2016).
The rest of this section describes the procurement of goods, servic-
es and works managed by several companies in the Group, by the 
Purchases and Logistics Function of the Holding. As regards the 
scope subject matter of the analysis, including all the companies rep-
resenting the Group’s activity and consistent with past disclosures, 
such procurements had a value in 2017 of about 594 million Euros.
PURCHASING POLICIES 
The Purchasing and Logistics Function of the parent company 
ensures “the definition of policies and guidelines and centralised 
management of the procurement of goods, services and works for 
the Group”. Its goal is to rationalise the procurement process and 
increase its efficiency, through the valorisation of the technical

115
RELATIONS WITH STAKEHOLDERS
skills of the buyers, an approach focusing on the logic of managing 
categories of goods, a close synergy with the Companies/Func-
tions in the Group which require procurement services (“internal 
customers”) and transparent relations with the suppliers. 
The Logistics Unit manages the operations of the Group’s central 
warehouse and the peripheral warehouses of the main operating com-
panies. After the transfer, completed in 2016, of the Group’s central 
warehouse to the newly built Logistics Centre in Santa Palomba and at 
the state of the art from the technological viewpoint, in 2017 the ac-
tivity was fully operational and the first important economic and op-
erational benefits were perceived. The new logistics structure, in fact, 
allowed an efficiency of over 3 million Euros/year thanks to lower lease 
costs, better hire rates for equipment and transport to the peripheral 
warehouses of the Group. Loading/unloading times were notably re-
duced thanks to the presence of loading bays with direct access to the 
warehouse, and allowed daily operations to be faster.
DEALINGS WITH SUPPLIERS AND 
PROCUREMENT MANAGEMENT
Article 16, paragraphs 1-7 of the Group’s Code of Ethics71 recalls the 
principles of correctness, transparency and protection of competi-
tion as well as the valorisation of aspects of sustainability - the obser-
vance of conditions of protection and safety or the workers, quality 
of goods and services, respect of the environment, pursuit of energy 
saving - placing them at the basis of relations between Acea, in its 
capacity as contracting company and its suppliers: contractors and 
subcontractors. The Code of Ethics must be signed in acceptance, 
as an essential condition to participate in works, goods and services 
tender procedures, under penalty of exclusion therefrom and, in the 
case of violation of the principles contained therein, downstream of 
due assessments, exclusion from the tender or invalidation of the 
award is contemplated. (art. 16, paragraphs 6 and 7).
The Acea Group Code of Ethics, article 16, 
paragraph 2:
“Acea undertakes to promote, as part of its 
supply activities, respect for the protection and 
safety conditions of its employees, a focus on 
the quality of goods, services and performances, 
respect for the environment and the pursuit of 
energy savings, in accordance with the prin-
ciples outlined in this Code of Ethics and the 
law. In supply contracts with at-risk countries, 
defined as such by recognised organisations, 
contractual clauses have been introduced that 
involve: self-certification by the supplier of the 
compliance with specific social obligations (e.g. 
measures that guarantee employees respect for 
their fundamental rights, the principles of equal 
treatment and non-discrimination, protection 
against child labour); the possibility of carrying 
out monitoring activities at production units or 
operating sites of the supplier company in order 
to verify the fulfilment of these requisites”.
GROUP CODE OF ETHICS (ED. 2012): SUSTAINABILITY IN THE SUPPLY CHAIN
Recourse to calling a tender is the prevalent method applied 
for identifying a supplier and the award procedures are based 
on criteria of transparency, ensuring centred management of 
contract tenders. The Purchasing Function fulfils, for all the 
companies of the Group within the scope of “centred purchas-
es”, the obligation72 of disclosing on the corporate website of 
Acea (www.acea.it) all of the documentation containing all 
information concerning the purchases made in the framework 
of the Code for Tenders73.
In 2017, about 70% of the total procurement was awarded 
through tender; this is an increase compared to 52% of the 
previous year.
Operators who are interested in participating in tenders 
can access directly and free of charge the portal hosting the 
qualification systems and the portal hosting the online com-
pletion of calls for tenders - in the ‘Suppliers” section of the 
company website www.acea.it - where the required forms and 
information are available. The web portal enabling tenders to be 
managed online is based on the same operational procedure as 
traditional tenders: it checks the adequacy of the supporting 
document, acknowledges possession of the eligibility require-
ments, discloses the bids and displays the ranking. 
All tenders for the awarding of works and a considerable num-
ber of tenders for the purchase of goods and services require 
UNI EN ISO 9001 certification of the quality management 
system as a prerequisite for participation. UNI EN ISO 14001 
certification of the environmental management system is also 
needed for certain product categories (such as waste manage-
ment). For some of the tenders awarded on the basis of the 
most economically advantageous bid, the score is also impacted 
by the possession of the SA8000 certificate.
As in 2016, also in 2017, in some tenders for water, electrical 
and civil engineering works awarded on the basis of the most 
economically advantageous bid, rewards were introduced con-
cerning: the number of skills trained on safety matters for work 
carried out in specific environments and conditions (for exam-
ple at heights or in confined spaces), the availability of ecolog-
ical tools and the joint possession of UNI EN ISO 9001 and 
14001 certifications, and also the OHSAS 18001 standards on 
health and safety in the workplace.
In compliance with the law74, for tenders for works, goods and 
services that fall within special water and energy business are-
as, Acea issues open, restricted or negotiated procedures also 
between companies registered in the Qualification systems. 
For tenders in special areas involving amounts below the EC 
threshold – established every two years by EC Regulation – 
Acea applies Internal Regulations in accordance with the prin-
ciples of the EC Treaty for the protection of competition. With 
regard to awards falling within ordinary business areas, open, 
restricted or negotiated procedures are issued in compliance 
71	 The Code of Ethics of the Group (2012 edition) is available online on the new website www.acea.it, Governance section.
72	 In compliance with what is required by the National Anti-corruption Authority (ANAC) and envisaged by the so-called “Anti-corruption Law” (Law 190/2012).
73	 Legislative Decree no. 163 dated 12 April 2006 - Code of public contracts
74	 Part II, Section VI, Chapter 1 – Legislative Decree no. 50/2016.

116
ACEA GROUP / SUSTAINABILITY REPORT 2017
75	 Part II, Sections III, IV and V – Legislative Decree no. 50/2016.
76	 The GPP NAP was recommended by the European Commission in 2003 and adopted by Italy with Law 296/2006, article 1, paragraph 1126 and Ministerial Decree 
dated 11 April 2008 (MATTM). The Ministry for the Environment defines the “Criteri Ambientali Minimi” (CAM) (Minimum Environmental Criteria), which act as a 
national benchmark for Green Public Procurement; they may be used by the contracting authorities to enable the Action Plan on Green Public Procurement to maxim-
ise economic and environmental benefits. “GPP” (Green Public Procurement) is defined by the European Commission as “(...) the approach by which Public Authorities 
integrate environmental criteria into all stages of their procurement process, thus encouraging the spread of environmental technologies and the development of environmentally 
sound products, by seeking and choosing outcomes and solutions that have the least possible impact on the environment throughout their whole Lifetime”.
77	 The amount refers to tenders awarded during the year, without any distinction between investments and operating cost, annual and multi-annual contracts. Almost all 
commodity purchases are excluded. 
with the law75. Furthermore, for tenders that do not fall within 
the scope of application of the Code on Tenders (so-called “ex-
traneous or private law”), selection procedures are used which, 
although not regulated by Legislative Decrees no. 50/2006 
and subsequent amendments, comply with the principles of 
free competition, equal treatment, non-discrimination, trans-
parency and proportionality.
In 2017 the companies in the Acea Group subject of this analy-
sis entered into almost 2,000 contracts with about 1,000 sup-
pliers, which is in line with the 2016 figure (see Table no. 34)
For contracts pertaining to the scope of application of the 
Public Contracts Code and having as subject matter works and 
services with high manual labour content, Acea, in compliance 
with the provisions under art. 50 of Legislative Decree no. 
50/2016 in the matter of social clause, added the obligation, 
as a priority, to absorb staff already operating as employees of 
the outgoing contractor into the awarded company’s staffing 
structure, compatibly with its organisation.
GREEN PROCUREMENT 
Following on from previous years, Acea inserted in the tender doc-
uments, as binding parameters or reward schemes, the regulatory 
references to the Minimum Environment Criteria (CAM) adopted 
by Decree of the Ministry for the Environment and Protection of 
Land and Sea, in compliance with that envisaged by the Action plan 
for the environmental sustainability of consumption in the Public 
Administration sector (i.e. the National Action Plan on Green Public 
Procurement NAP GPP)76. 
In 2017, for example, the new tender for the “Management of 
cleaning and sanitisation services of local Offices, production Plans 
and detached Centres” of the Group was drawn up, with the obliga-
tion to observe the CAM for chemical products used for cleaning. 
In the new tender for supplying paper for multifunction printers, 
apart from ecological paper, guaranteed by the possession of labels 
certifying the origin of the cellulose glue from certified forests and 
the absence of pollutant substances during the whitening process, 
recycled paper was introduced. This could contribute to the re-
duction in volumes of RSU management, one of the most pressing 
environmental problems in the land.
Moreover, in the second half-year, the foundations were laid for 
an ambitious and challenging project, to be realised in the next few 
years, which intends to extend, where compatible with the nature 
of the goods and services acquired and according to the used award 
procedures, the approach of the CAM to other categories in the 
products tree of Acea, not covered by specific Ministerial Decrees.
Tenders for the supply of goods, the performance of services and 
the completion of works were managed, at centralised level, for the 
companies included in the disclosure. Contracts awarded in the 
year had a comprehensive economic countervalue of almost 594 
million Euros77, approx. 16% more compared to the 510 million in 
the previous year. The increase in amounts, in absolute value, was 
mainly recorded for items services and works (see la Table no. 33 
for data comparison).
PROCUREMENT OF GOODS, SERVICES AND WORKS 
The information given in the paragraph concerns all companies included in the scope - see Disclosing sustainability: Methodological note – with 
the exception of Gesesa. This guarantees the substantial comparability with data from the previous year.
SCOPE OF REFERENCE
NB 	 The figures are rounded off to the nearest unit
CHART NO. 26 – VALUE OF PROCUREMENT OF GOODS, SERVICES AND WORKS AND PERCENTAGE ON TOTAL (2017)
23% | €137 mln
51% | €304 mln
Goods
Services
Works
26% | €153 mln
2017

117
RELATIONS WITH STAKEHOLDERS
It can be seen that the value of procurement in the main business 
macroareas78 - commercial and trading (sale and call center), 
energy infrastructures (generation and networks), water (within 
which Acea Elabori was also considered for services carried out 
for the sector), environment (waste to energy and environmen-
tal services) and corporate (Acea SpA) - the energy infrastruc-
ture segment absorbs, over the year, the greatest percentage out 
of the total (28%), followed by the water segment and corporate 
(both 23%) and, with regard to data 2016 (reclassified according 
to 2017 incorporations to guarantee comparability for the two-
year period), outlined, in particular, are the increases of imports in 
orders for the Environment Area, both works and goods and ser-
vices, and for the energy infrastructure area (see chart 27 and Table 
no. 34).
78	 During 2017 there was a reorganisation in the macro structure of Acea SpA, which led to a different allocation, compared to 2016, of the companies included in the 
scope of the business areas. To give an example, Acea Produzione, previously included in the Energy area, in 2017 moved to the responsibilities of the energy Infrastruc-
tures business Area. So as to ensure comparability in the data for the last two-year period, the data for 2016 related to business areas were reclassified according to the 
reorganisation 2017.
NB 	 Figures are rounded off to the nearest unit. The energy infrastructures segment includes: Areti (within which merged the activities of Acea Illuminazione 
Pubblica), Acea Produzione and Ecogena. Included in commercial and trading are: Acea Energia and Acea8cento. The water segment includes: Acea Ato 2, 
Acea Ato 5 and Acea Elabori (the latter organisationally in the Engineering and services area, was incorporated in the water segment, as in 2016 for services 
it carries out for the sector; the value of orders for Acea Elabori is equal, in 2017 to about 20 million Euros). The environment area includes: Acea Ambiente 
and Aquaser. Present in the corporate area is only Acea SpA. The data for 2016 were reclassified to ensure comparability.
CHART NO. 27 – ORDERS (GOODS, SERVICES, WORKS) BY BUSINESS AREA (2016-2017) 
7% 
| €34 mln
29% | €151 mln
11% 
| €56 mln
28% | €141 mln
25% | €128 mln
7% 
| €41 mln
23% | €136 mln
19% | €110 mln
23% | €138 mln
28% | €169 mln
Energy infrastructures
Sales and trading
Water
Environment
Corporate
2016
2017
2016
2017
During 2017 the Group companies included in the scope had a de-
mand which translated into 2,073 Purchase Orders, in line with the 
amount for last year (1.981 Orders) and involved 1,069 suppliers 
(1,005 in 2016). About 90% of the Purchase Orders had award 
amounts below the EC threshold. The first ten suppliers of services 
and works respectively absorbed about 42% of the total value of 
contracted works, whereas the first ten suppliers of goods about 
38% of the total value of procured goods, percentages all proving 
to be more contained compared to 2016 (see Table no. 33). 
The slight increase in the total number of suppliers in 2017 (approx. 
60) took place in a proportionate manner in terms of geographic 
components (both expressed in macro regions and focussing on 
Lazio). Geographical distribution of the suppliers was in line with 
previous years, with more than 90% being concentrated in the 
central-northern area, whereas the number of suppliers in Lazio 
retains a consistent percentage equal to about 46% of the total 
(44% in 2016, see Table no. 34). 
The geographical distribution of the amounts, among the macro re-
gions, is quite constant in terms of goods and services, whilst showing 
greater variations for works: increasing, in fact, is the percentage of 
the value of works completed by companies in northern Italy, de-
creasing, albeit keeping a high value (equal to 65%) is the percentage 
attributable to central Italy - and for the larger component in Lazio 
(59%) - whereas affirmed at very low are the values referred to 
“South and islands” and those of the “Abroad” component.
CHART NO. 28 – GEOGRAPHICAL DISTRIBUTION OF THE AMOUNTS USED FOR THE PURCHASE OF GOODS AND 
SERVICES IN ITALY AND ABROAD (2017) 
45% | €198 mln
5% 
| €22 mln
2% 
| €8 mln
48% | €213 mln 
Value ordered Northern Italy
Value ordered Central Italy
Value ordered Southern Italy and islands
Value ordered abroad
2017

118
ACEA GROUP / SUSTAINABILITY REPORT 2017
CHART NO. 29 – GEOGRAPHICAL DISTRIBUTION OF THE AMOUNTS OF WORKS AWARDED IN ITALY AND ABROAD 
(2017) 
2017
65% | €99 mln
8% 
| €12 mln
3% 
| €5 mln
24% | €37 mln
Value ordered Northern Italy
Value ordered Central Italy
Value ordered Southern Italy and islands
Value ordered abroad
TABLE NO. 33 - SOCIAL INDICATORS: PROCUREMENT DATA (2016-2017)
u. m.
2016 (*)
2017
Δ% 2017/2016
VALUE OF CONTRACTS
goods
€/m
132
137
4%
services
€/m
245
304
24%
works
€/m
133
153
15%
total
€/m
510
594
16%
GOODS, SERVICES AND WORKS AS A PERCENTAGE OF TOTAL ORDERS
goods
%
26
23
-12%
services
%
48
51
6%
works
%
26
26
-
VALUE OF ORDERS BY BUSINESS AREA (**)
Energy infrastructures 
€/m
128
169
32%
Commercial and trading
€/m
34
41
21%
Water
€/m
151
136
-10%
Environment 
€/m
56
110
96%
Corporate 
€/m
141
138
-2%
NUMBER OF PURCHASE ORDERS MANAGED
POs for goods, services and works
no.
1,981
2,073
5%
(*)		
2016, compared to corporate scope for 2017, included data related to Acea Illuminazione Pubblica (which were transferred to Areti in 2017), Acea Gori Servizi (in 
2017 no longer consolidated using the step by step method), Crea Gestioni, Elgasud (later renamed Acea Liquidation and Litigation) and Acea Energy Management. 
Note that, for the comparison of the two-year period, the total amount for the orders of the latter 4 companies, was equal to 1.3 million Euros in 2016.
(**)	 To ensure comparability in the two-year period, data for 2016 were reclassified consistently with the reorganisation of the business areas 2017. Acea Elabori, organi-
sationally part of the Engineering and services area, was incorporated in the Water area in the table, for the services it carries out for the sector.
NB 	 All the figures in the table are rounded off to the nearest unit. 
TABLE NO. 34 - SOCIAL INDICATORS: PROCUREMENT NATIONWIDE (2016-2017)
u. m.
2016 (*)
as % of total/year
2017
as % of total/year
NUMBER OF SUPPLIERS OF GOODS, SERVICES AND WORKS NATIONWIDE
suppliers in northern Italy
no. 
340
34%
356
33%
suppliers in central Italy
no. 
579
57%
620
58%
     suppliers in Lazio
no. 
445
44%
489
46%
suppliers in southern Italy and islands
no. 
70
7%
74
7%
suppliers abroad
no. 
16
2%
19
2%
total suppliers
no. 
1,005
100
1,069
100

119
RELATIONS WITH STAKEHOLDERS
TOP 10 SUPPLIERS OF GOODS, SERVICES AND WORKS (amounts awarded)
TOP 10 suppliers of goods
€/m
74
56%
(on total amounts of goods 2016)
23
38%
(on total amounts of goods 2017)
TOP 10 suppliers of services
€/m
127
52%
(on total amounts of services 2016)
51
42%
(on total amounts of services 2017)
TOP 10 suppliers of works
€/m
75
56%
(on total amounts of works 2016)
26
42%
(on total amounts of works 2017)
GEOGRAPHICAL BREAKDOWN OF AMOUNTS FOR GOODS AND SERVICES
value of orders northern Italy
€/m
210
56%
213
48%
value of orders central Italy
€/m
152
40%
198
45%
	
value of orders Lazio
€/m
125
33%
160
36%
value of orders southern Italy and islands
€/m
11
3%
22
5%
value of orders abroad
€/m
4
1%
8
2%
total value of orders for goods and services
€/m
377
100
441
100
GEOGRAPHICAL BREAKDOWN OF AMOUNTS FOR WORKS
value of orders northern Italy
€/m
9
7%
37
24%
value of orders central Italy
€/m
110
82%
99
65%
	
value of orders Lazio
€/m
107
80%
90
59%
value of orders southern Italy and islands
€/m
14
11%
12
8%
value of orders abroad
€/m
0
0%
5
3%
total value of orders for works
€/m
133
100
153
100
(*)		
2016, compared to corporate scope for 2017, included data related to Acea Illuminazione Pubblica (which were transferred to Areti in 2017), Acea Gori Servizi (in 
2017 no longer consolidated using the step by step method), Crea Gestioni, Elgasud (later renamed Acea Liquidation and Litigation) and Acea Energy Management. 
Note that, for the comparison of the two-year period, the total amount for the orders of the latter 4 companies, was equal to 1.3 million Euros in 2016.
NB 	 All the figures shown in the table are rounded off to the nearest unit. The “northern Italy” geographical area includes Valle d'Aosta, Piedmont, Lombardy, Veneto, 
Trentino-Alto Adige, Friuli Venezia Giulia, Emilia-Romagna and Liguria; “central Italy” includes Tuscany, Umbria, Marche, Lazio, Abruzzo and Molise; “southern Italy 
and islands” includes Campania, Basilicata, Puglia, Calabria, Sicily and Sardinia. 
SELECTION AND EVALUATION 
OF SUPPLIERS 
Acea has implemented and regularly updates various Qualification 
systems for suppliers of works, goods and services. The unit re-
sponsible for Supplier Qualification, in respect of the principles of 
correctness and equal treatment, sets up Qualification systems of 
European significance79 and Suppliers’ Lists for so-called “below 
threshold” or private tenders, coordinating workgroups to identify 
the qualification requirements and drawing up the Qualification 
Regulations. The Unit is also responsible for processing individual 
qualification applications, checking the possession of the require-
ments and managing communications with the supplier concerning: 
admission measures and rejection or suspension from the Lists. Last-
ly, the unit supervises the monitoring activities of suppliers through 
direct controls and/or with the support of qualified auditors80.
The product tree shared among the Group companies includes, 
as at 2017, 465 product groups and as at 31 December 2017 the 
responsible Unit had managed 101 qualification Lists/Systems.
A supplier qualification portal is active in Acea, fully integrated 
with the suppliers’ details. Companies intending to be qualified in-
sert their qualification application online for the product groups of 
interest, accessing the Vendor Management (VM) portal directly 
from the Acea institutional website (www.acea.it, Suppliers section). 
For registration in the qualification Lists/Systems, possession of 
standard requirements – these include requirements of a moral 
nature envisaged by the laws in force in the sector – and specific 
requirements is necessary, with reference to the product group or 
groups included in each Suppliers’ List.
In some cases, the specific requirements include holding certain 
Authorisations and/or certifications, for example:
•	
possession of UNI EN ISO 9001 certification (binding re-
quirement for all the “works” product groups and for almost all 
the “goods and services” qualification systems”); 
•	
possession of ISO 14001 certification (for example for reg-
istration in the Qualification System for special non-haz-
ardous waste);
•	
possession of Registration to the National Environmental Op-
erators’ Register or authorisation to manage a plant for the re-
covery/disposal of waste (for example for registration in Waste 
Management Systems);
•	
possession of OHSAS 18001 certification (for example for 
registration in the Qualification system for the electro-me-
chanical maintenance of industrial plants).
79	 Pursuant to art. 134 of Legislative Decree no. 50/2016 as amended.
80	 Until 30 September 2017, the responsibility for control activities referred to the supplier Qualification Unit. As from 1 October 2017, following organisational changes, 
this moved to the integrated certification Systems Unit. The information given in the paragraph refers to activities carried out during the entire year in question.

120
ACEA GROUP / SUSTAINABILITY REPORT 2017
81	 As from 2014, in fact, Acea has been a partner of the Sustainable Supply Chain Work Group of the Fondazione Global Compact Network Italia – together with A2A, 
Ansaldo STS, Edison, Eni, Italcementi, Nestlé Italia – and contributed to the management of the “TenP” questionnaire as well as the activation of a dedicated platform 
managed by Global Compact Network Italia.
For admission to the qualification systems of Community-wide 
significance, lastly, companies wishing to qualify must declare their 
availability to undergo an inspection visit at the administrative head 
office, aimed at assessing the truthfulness and adequacy of the 
documentation provided, and at the operating plants or product 
warehouses, in order to assess the implementation and application 
of the active management systems. 
In 2017 a total of 766 applications for registration in the qualifi-
cation lists/systems were processed, amounting to 529 successful 
applications.
In detail:
•	
273 qualification applications processed for “works” Qualifica-
tion systems”;
•	
493 qualification applications processed for Qualification Sys-
tems/Suppliers’ Lists for “goods and services”.
The evaluation of suppliers involves different types of checks which 
are activated according to the list in question and the different 
“status” (in the qualification phase, qualified, or qualified with ten-
der ongoing) acquired by the supplier with regard to Acea. 
During the qualification phase, up to June 2017, Acea asked sup-
pliers for information about the Quality, Safety and Environment 
systems and aspects related to sustainability, by means of two 
different tools: the mandatory completion of the QAS self-assess-
ment questionnaire for registration in the Qualification Systems 
for water and electrical works and the mandatory completion of 
a self-assessment questionnaire concerning sustainability perfor-
mance called “TenP” (with reference to the ten Global Compact 
principles of the United Nations)81 for the registration of Qualifi-
cation systems for water and electricity Works and for registration 
to the new qualification Systems for Goods and Services. Since 
July 2017, Acea decided to become independent from the “TenP” 
platform, managed by Global Compact, integrating the topics 
of sustainability (Social responsibility/environmental manage-
ment) into a self-assessment questionnaire managed directly on 
the vendor Management platform, used for qualifying suppliers, 
which is accessed from the institutional website (www.acea.it). The 
management of the self-assessment questionnaire on the Vendor 
Management platform guarantees greater flexibility and efficien-
cy respect to the use of an external platform. Completion of the 
self-assessment questionnaire is compulsory for registration to 
the Qualification systems pertaining to the Single Regulations 
for Goods and Services and Works (78 Qualification systems as 
at 31/12/2017). Summary data, progressively analysed, shall be 
available as from 2018.
Lastly, following on from recent years, Purchasing and Logistics 
sent a sample of suppliers – 104 in 2017 – questionnaire prepared 
ad hoc on social and environmental topics, in conjunction with 
the Corporate Social Responsibility Unit, to obtain more details 
on the level of spreading of sustainability along the supply chain, 
obtaining replies from 55 suppliers (48 in 2016) (see the relevant 
explanatory box).
For the first half-year 2017, before inte-
grating information on matters of sustain-
ability in a self-assessment questionnaire 
managed directly by the Vendor Manage-
ment platform accessible from the institu-
tional website, Acea continued to rely on 
the platform managed by Global Compact, 
asking its suppliers, during the qualification 
phase, to mandatorily complete the TenP 
questionnaire. Between December and 
June of 2017, it was therefore possible to 
extract summary data from such platform: 
a total of 286 Acea suppliers complet-
ed the TenP questionnaire, among those 
registered in the Works list and the Goods 
and Services list. From the processing of 
questionnaire data, average adequacy, 
respect to the questions to be answered, 
was around 70 points/100 with a slight dif-
ference between the two lists taken into 
consideration.
FIRST HALF-YEAR 2017: TENP QUESTIONNAIRE DATA 
AVERAGE SCORE
OF ACEA SUPPLIERS
BY SELF-ASSESSMENT
FRAMEWORK
PROTECTION OF HUMAN RIGHTS
OCCUPATIONAL
HEALTH AND SAFETY
FIGHTING
CORRUPTION
ENVIRONMENTAL PROTECTION
83.6
64.6
60.2
82.3
0
20
40
60
80
100
Goods and services
Works
65.6
62.9
67.4
72.4

121
RELATIONS WITH STAKEHOLDERS
2017 was the third consecutive year that Acea 
submitted an ad hoc questionnaire to a panel 
of suppliers of the Group to investigate their 
commitment to environmental and social 
topics. The sample 2017 included 104 suppliers 
(58 representing the product category goods 
and services and 46 for works), these counted 
102 in 2016, and 55 companies answered the 
questionnaire - 48 in 2016 - (27 for goods and 
services and 28 for works).
The results of the findings on environmen-
tal data, such as consistency of energy 
consumption, are described in the section Re-
lations with the environment to which reference 
is made. As regards social topics, such as the 
adoption of tools to promote ethics and integ-
rity, employment protection and the respect of 
health and safety at the workplace, the analysis 
of the information provided shows that, with 
reference to the topic of ethics and integrity, 
42% of the suppliers adopt tools for the promo-
tion of virtuous behaviour, including the Code 
of Ethics, the Organisation, Management and 
Control Model pursuant to Legislative Decree 
no. 231/01 and anti-corruption guidelines; as 
regards employment protection, it emerged 
that 76% the workforce of the suppliers is 
employed under permanent contracts and that 
trade unions are present in 42% of the com-
panies; with regard to health and safety at the 
workplaces it emerges that 53% of the suppliers 
have safety management systems (for example 
OHSAS 18001), 56% have provided safe-
ty-related training courses for more than 50% 
of their staff and 91% of the suppliers working 
for Acea had no injuries to their staff.
THE ACEA QUESTIONNAIRE FOR MONITORING SOCIAL AND ENVIRONMENTAL TOPICS ALONG THE SUPPLY CHAIN 
Once qualified, a supplier may be subjected to a second stage 
Quality Environment and Safety Audit and since 2017, also an 
Energy and Social Responsibility Audit (QASER), to verify, at the 
supplier’s seat, the application of certified Management Systems 
and the procedures for managing important areas for sustainability.
The check lists for compliance with the requirements taken into 
consideration (Management systems, Energy and social Respon-
sibility) were reviewed and adapted during 2017 and the QASER 
assessment bands were increased within which to place the total 
score, creating greater diversification in the assessment (Excellent 
- Very Good - Good - Satisfactory - Sufficient - Poor - Criti-
cal - Inadequate). The audit activities were carried out by qualified 
Acea SpA internal auditors belonging to the Units supervising the 
Integrated Certification Systems, Supplier Qualification and Cor-
porate Social Responsibility, so that all contexts subject matter of 
attention are covered. 23 audits were performed which produced 
the following appraisals: 1 Good; 7 Satisfactory; 7 Sufficient; 6 
Poor; 2 Critical. Whereas on topics of Quality, Environment 
and Safety already the subject matter of audit in past years, the 
average scores obtained from the audited suppliers fell into the 
Satisfactory-Good bands (Satisfactory for Quality and Very Good 
for Safety), the appraisals on newly introduced topics were not 
as good (Inadequate for Energy, Critical for Social responsibility), 
highlighting opportunities for Acea to proceed with further aware-
ness campaigns in the supply chain. 
The results of the feedback were aggregated on the system and 
each supplier was sent feedback by which they were notified of 
the QASER appraisal band resulting from the completed audit 
and a brief report outlining, apart from strong points, the aspects 
for which improvement/correction is recommended. The supplier 
was contextually sent a data sheet of the most significant Findings 
and a request to give the reasons for non-compliance and propose 
corrective actions.
The Parent Company’s supplier Qualification Unit also coordinated 
a residual and limited number of worksite inspections, upon closure 
of contracts existing with the three Accredit certified worksite 
audit companies activated in late 2015. This concerned 16 audits, 
performed using a check list to establish the requisites of safety, 
environment and quality of the works, in compliance with the pro-
visions contained in the contractual documents. The subject matter 
of such checks was also a census of the skills and work tools present 
at the worksite at the time of inspection. During the 16 audits, 612 
parameters were found to comply out of the 699 applicable param-
eters, with a compliance index equal to about 87.5%. The parameters 
subject matter of measurement did not lead to suspensive measures 
from the works List related to failed observance of laws in force on 
the matter of Environment and/or Safety.
The majority of worksite audits is instead correlated to works sub-
ject matter of Single Tenders for the maintenance of networks and 
services, in the water and electricity areas, awarded in 2015 and 
2016 and is carried out by the “Safety Team”, operational in Acea 
Elabori. The Safety Team manages Safety-related issues during 
the Executive phase, with the aim of ensuring compliance with 
the highest safety standards and the laws in force on safety in the 
workplace82, also checking the compliance of the relevant docu-
ments produced during the bidding phase83. Activities are differ-
entiated between works requiring Safety Coordination during the 
Executive phase and works in which the safety standard adopted 
is assessed and verified through sample inspections. In 2017, the 
Team intervened through the following figures:
•	
15 Safety coordinators in the Execution phase (CSE), desig-
nated to specific worksites from time to time; 
•	
15 Safety inspectors, assigned to performing random in-
spections;
•	
Safety Managers, appointed for each lot of the Tenders man-
aged by the Team, with the task of coordinating CSE activities;
•	
Planners, ensuring the planning and monitoring of the inter-
ventions within the land and the process supervised;
•	
Technical Safety Auditors providing the Works Managers of 
each tender with the support required for completing the Ver-
ification of Technical Professional Suitability of the Contractor 
provided under the law in force.
During the year, the Safety Team performed technical and pro-
fessional checks on 74 companies (19 contractors and 55 subcon-
tractors) and a positive opinion of the execution of the works and 
services contracted was given for 73 companies (19 contractors 
and 54 subcontractors). It also carried out Safety Coordination 
in the Executive phase for 112 work orders and carried out about 
8,900 inspections relating to worksite safety (62% more than the 
5,500 inspections in 2016), reporting on compliance with the laws 
in force on Health and Safety in the Workplace or deviations from 
these laws (non-compliances), according to four categories estab-
lished beforehand in the contractual documentation: compliant or 
82	 Legislative Decree no. 81/08 “Consolidated Act on Safety”, as amended.
83	 Safety and coordination plan for the worksite/ DUVRI/ Safety Operating Plan.

122
ACEA GROUP / SUSTAINABILITY REPORT 2017
not applicable, breach of a minor entity (in general corrected on 
the spot), breach of a medium or serious entity.
A score is associated to each non-compliance encountered and is 
deducted from the annual score set out in the tender documents, 
of which each contractor avails. Corrective actions and fines are 
associated to non-compliances, and breaches of a serious nature 
may imply the suspension of the works. During the course of 
about 8,900 inspections, the Team encountered a total of 733 
non-compliances, 500 a “minor entity”, 164 a “medium entity” 
and 69 in the “serious entity” category.
During the audits completed on the staff of contractor companies, 
lastly, it is also ascertained that the employer has provided both 
basic training and, where applicable, specific training, as provided 
by the law in force on the matter of safety. 
Despite the attention given to this topic, it must be reported that 
during the year in relation to activities assigned by certain Group 
companies to contractors, there were 22 accidents, of which 3 
fatal during the year. With the maximum collaboration of Acea, 
investigations are in progress by the Judicial Authority and to date 
no actions have been formalised against the three contracting 
companies of the Group or the related executives or supervisors. 
Pursuant to the Memorandum on Water Tender Contracts signed 
on 6 June 2012 by Acea SpA and Acea Ato 2, the Trade Unions 
and Industry Federations held a series of meetings in 2017 as part 
of the Joint Committee set-up for the purpose. The operations 
of the Single Tender for the maintenance of networks and the 
services of the integrated water service has contributed, in recent 
years, to reducing the criticalities originally reported by the Trade 
Unions concerning matters of safety and organisation of the work 
regarding staff from the firms engaged in Acea contracts and to 
generating benefits in terms of efficiency, work organisation and 
resources, traceability and transparency of information. During 
2017 the Parties met on three occasions and Acea undertook to 
arrange for, during calls to tender for the award of services, the 
insertion of a specific clause to promote occupational stability for 
staff used in the contracts.
In 2017 Acea Energia continued with monitoring the quality of 
the sale service provided by the Agencies for door to door sales 
and/or teleselling in the “domestic” and “micro business” segments 
of the free market. The Agency Agreement requires mandatory 
training for staff members who operate on behalf and in the name 
of Acea to ensure that they provide accurate information to the 
customers, with fines also being applicable (starting from 1,000 
Euros) in the event of unfair commercial practices. During the 
year, Acea provided training programmes for 631 sellers, for a total 
of 3,978 hours of training. With 146,945 newly acquired supplies 
(electricity and gas), 62 complaints received from customers were 
analysed and investigated and 30 instances of improper conduct 
were sanctioned.
During the year, Areti organised 5 informatory meetings with con-
tracting companies concerning Preventions of the electricity risk in 
activities under contract on low voltage public lighting plants; in the 
meetings, lasting 4 hours each, a total of 47 persons participated 
for a total of 188 hours of training given on the topic. Furthermore, 
the Company, since 2008, uses a Vendor rating model for works 
in the energy sector, focused on 142 quality, safety and environ-
mental parameters. The system envisages worksite inspections 
and the preparation of merit rankings based on the reputation of 
the contractors and also the possibility of applying fines and sus-
pending the activities of the contractors: during 2017, 12 worksites 
were temporarily closed due to safety “non-compliances” against 
a total of 1,176 inspections. The average reputational index found 
in the year, equal to 97.02, is constantly increasing (it was 95.78 in 
2016), and it confirms the good level of reliability of the operators.
The dispute between the company and sup-
pliers mainly concerns litigations due to failure 
to pay invoices for goods, works and services 
and legal action concerning tender contracts. 
In 2017, following on from previous years, the 
number of disputes arising is still contained. 
With regard to the failure to pay invoices, 
there were 19 cases (15 in 2016). In general, 
there are injunctions concerning invoices that 
were not paid for reasons of a formal nature 
and were quickly resolved by settlement pro-
ceedings; in fact 9 of the latter were settled 
during the same year of 2017.
As regards legal action concerning tender con-
tracts, 6 proceedings were brought in 2017, 
there were 8 in 2016 and in this case too, the 
reduction in litigations is confirmed compared 
to trends for previous years (12 cases in 2015 
and 15 in 2014). 
We point out, moreover, that 11 disputes 
were lodged of an administrative nature on 
the matter of calls to tender, 5 of which are 
already settled.
As at 31 December 2017 the total number 
of pending disputes with suppliers equal 
76 (in line with the value for 2016, where 
– on equal terms of reporting scope 2017 
- there were 72 litigations), including 
disputes already pending and net of the 21 
cases settled in the year. The decreasing 
trend is thereby confirmed (the total in the 
two-year period 2014-2015 was about 86 
pending disputes). In detail, this concerns 18 
appeals to the local court on the matter of 
awards and 57 proceedings brought at the 
ordinary magistrate’s court which mainly 
concerning registrations of reserves by the 
contracts, contract termination and com-
pensation of damages.
DISPUTES WITH SUPPLIERS IN 2017

123
RELATIONS WITH STAKEHOLDERS
STAFF
WOMEN REPRESENT 33%  
OF THE CORPORATE  
GOVERNANCE BODIES
96.5% OF ACEA’S EMPLOYEES 
HAVE AN OPEN-ENDED EMPLOYMENT 
CONTRACT
207  
INCOMING EMPLOYEES IN 2017
A TOTAL OF 91,996 
TRAINING HOURS CARRIED 
OUT (CONVENTIONALLY, 
EXPERIENCE-BASED AND 
E-LEARNING)
SICURI DI ESSERE SICURI?  
ACEA ORGANISES THE SAFETY WEEK:  
3,000 WORKERS ENGAGED
INJURIES AND INJURY INDEXES ARE 
DROPPING: 10.87 
FREQUENCY INDEX, 0.43 
GRAVITY INDEX
ACEA'S EMPLOYEES 
The workforce included in the report84, which includes the compa-
nies consolidated according to the net assets method suitable for 
representing the operations of the Group, totals 4,692 persons. By 
analysing the evolution by areas of business and corporate, there 
is a more significant increase in the staff of the Environment Area 
(+16.5%), consistent with the increasing commitment to the activities 
of reference, and lower for both the Water Area and Corporate (both 
3.6% and considering the Water Area less the companies no longer 
included in the 2017 perimeter). The decreases in the number of em-
ployees of the Energy Infrastructures area and the Commercial and 
Trading area are marginal. Relative to the geographic location of the 
employees, considering both the registered office of the companies 
and the operating locations, almost all of them are concentrated in 
Lazio, with a residual number in Campania, Umbria and Tuscany. 
84	 See also Methodological Note. The total workforce, for all the companies within the consolidation, was 5,625 during the year (4,968 in 2016). The perimeter ensures the 
comparison of the data with the preceding year.
TABLE NO. 35 - EVOLUTION OF THE EMPLOYEES BY MACRO-AREAS (2016-2017) 
(*)		
To permit a complete comparison, the 2016 data was combined, by reporting scope of the relative financial year, taking the reorganisation of the business areas into 
account that took place in 2017. Please remember that the 2016 data included, in the Water Area, also 88 employees of Acea Gori Servizi and Crea Gestioni no 
longer included in the 2017 scope. Acea Elabori, organisationally included in the Engineering and Services Area, is also included in the Water Area, for the services 
provided to the sector, with a total of 233 employees in 2016 and 270 in 2017.
BUSINESS AREA
2016 (*)
(No. employees)
2017
(No. employees)
Water
2,029 
2,011 
Energy infrastructures
1,370
1,362
Commercial and trading
449
437
Environment
247
288
Corporate (Acea SpA)
573
594
Total
4,668
4,692

124
ACEA GROUP / SUSTAINABILITY REPORT 2017
The percentage of staff employed in the Group with an 
open-ended contract remains very high: 96.5%, or 4,527 em-
ployees, even though slightly down compared to the 98.5% 
in 2016. 
The length of the employment relationship, relative to the 
employees who every year leave the company, still indicates 
the stability of the employment: during the year, 46.4% of the 
employees leaving worked for the Group up to 20 years and 
51.6% for a period of between 20 and 40 years (see chart no. 
31 and Tables no. 36 and 38). 
COMPOSITION AND TURNOVER 
The Human Resources Management Department of Acea SpA 
handles, serving and on behalf of the subsidiaries, the administra-
tive management of their staff. Therefore, the following informa-
tion and data covers the entire scope of the Balance Sheet (see the 
Methodological Note) and ensures an adequate comparison with 
the preceding year85. 
Of the 4,692 people who work in the Group (there were 4,668 
in 2016), 61.5% were classified as clerical workers, 28.3% as work-
men, 8.6% as managers while executives represent 1.7%. 
In terms of education, we confirm the trend of a slight, constant 
increase in employees with bachelor’s degrees, which rise to 21.2% 
(19.3% in 2016 and 18.5% in 2015), and the basic stability of grad-
uates at 49.6% (it was 49% in 2016). There was a slight decrease in 
the percentage of employees with other degrees, 15.3% compared 
to 16.5% in 2016.
The age of the employees is consistent with the preceding year: 
approx. 62% of the staff are over 45 years of age, 34% are between 
30 and 45 years and 4% are under 30. Even the average age re-
mains stable at 47.7 years (for all the aforementioned data please 
see chart no. 30 and Table no. 36).
CHART NO. 30 - COMPOSITION OF THE STAFF: CLASSIFICATION, GENDER, LEVEL OF EDUCATION AND AGE (2017)
85	 The 2017 perimeter of the Sustainability Report includes the following companies: Acea SpA, Acea Ambiente, Aquaser, Acea Energia, Acea8cento, Areti, Acea Pro-
duzione, Ecogena, Acea Ato 2, Acea Ato 5, Gesesa, Acea Elabori. See Disclosing Sustainability: methodological note. The 2016 perimeter included the Acea Illuminazione 
Pubblica (Public Lighting) company, the activities of which were predominantly transferred to Areti at the end of 2016, therefore their employees are merged with the 
companies included in the 2017 perimeter. In 2016, Acea Gori Servizi (62 employees) were also included, which in 2017 was no longer consolidated using the full con-
solidation method, and Crea Gestioni (26 employees). The difference in the scope therefore, involves the data relative to 88 individuals. 
Women
Total
Men
0
1,000
2,000
3,000
4,000
5,000
Total
Labourers
Oﬃce clerks
Ranking
managers
Managers
66 14 80
278
1,891
993
2,884
1,324 1,327
1,133
3,559
4,692
3
123401
33
161
401
556
630
881
891
787
352
4,692
0
1,000
2,000
3,000
4,000
5,000
total
>60 years
> 55 years and ≤  60 years
> 50 years and ≤ 55 years
> 45 years and ≤ 50 years
> 40 years and ≤ 45 years
> 35 years and ≤ 40 years
> 30 years and ≤ 35 years
> 25 years and ≤ 30 years
≤ 25 years
Women
Total       
Men
0
1,000
2,000
3,000
4,000
5,000
Total
Not
deﬁned
Other
certiﬁcates
Secondary
school diploma
University
degree
551444
995
1,790
713
46
759
505
612
1,133
3,559
4,692
107
536
2,326
CHART NO. 31 - THE TYPES OF AGREEMENTS AND THE LENGTH OF THE EMPLOYMENT RELATIONSHIP (2017) 
127 
| Fixed term employment contract
38 
| Professional training
              apprenticeship contract
4,527 | Open ended employment contract
STAFF:  4,692 employees
Women
Total
Men
38
19
26
5
1
1
2
31
84
97
13
19
0
45
7
0
20
40
60
80
100
Total
departing
staﬀ
> 40 years
and 
≤ 50 years
> 30 years
and 
≤ 40 years
> 20 years
and 
≤ 30 years
≤ 20 years
In 2017, the rate of turnover was 6.5% (5.9% for men and 8.1% for 
women), the incoming rate rises to 4.4% (3.6% for men and 6.9% 
for women) and the outgoing drops to 2.1% (2.4% for men and 1.1% 
for women) (see Table no. 37).
In fact the trend, already registered during the preceding two 
years, is confirmed in the increase in incoming staff: the 207

125
RELATIONS WITH STAKEHOLDERS
entries during the year, of which 128 men and 79 women, are 
33.5% higher compared to the 155 of 2016 (in turn a 14% increase 
compared to the preceding year). The entries are mainly the result 
of 150 hires from the external labour market and 52 stabilisations 
(see chart no. 32 and Table no. 37).
Acea has improved the selection and insertion processes of young 
people with professional profiles and strong digital skills and new 
graduates in technical subjects by initiating numerous recruitment 
channels from Universities, Research Centres and Start-up Incu-
bators (see box on the Graduate Program).
CHART NO. 32 - THE REASONS FOR THE ENTRIES AND AGE OF THE STAFF (2017)
 150 | Recruitment from external market
 
4 | Re-recruitment
 
52 | Stabilisation
 
1 | Apprenticeship
207 INCOMING employees 
Women
Total
Men
3
3
0
0
50
100
150
200
250
128
207
79
Total
incoming
staﬀ
11 2 13
>50 years
22
7
29
> 40 years
and
 ≤ 50 years
96
44
52
> 30 years
and
 ≤ 40 years
4026
66
> 20 years
and
≤ 30 years
≤ 20 years
The companies most affected by the incoming flow of staff were 
Acea Ato 2 and Acea SpA with 65 and 29 new employees respec-
tively (between new hires and stabilisations), followed by Aquaser, 
with 24 hires. Overall, in 2017, 42% of entries were concluded with 
open-ended contracts (down compared to the 51.6% of 2016) and 
32% of the incoming staff is between 20 and 30 years of age. 
There were 97 people who left the company during the year, of 
which 84 men and 13 women, a decrease of 40% compared to the 
163 employees who left in 2016. In particular, 41 employees were laid 
off, a form of subsidised voluntary early retirement and 12 employees 
were involved in the facilitated voluntary retirement plans, with the 
agreed and subsidized early termination of the employment agree-
ment with the company (chart no. 33 and Tables no. 37 and 38). 
Approx. 70% of the outgoing staff was over 50 years of age.
During 2017, Acea concluded the transversal 
selection and insertion project, Graduate 
Program, through which it hired 12 “Millen-
nials” with a view to providing momentum and 
support to the Business Transformation. The 
new hires were entered in an internal devel-
opment path, through various Job Rotation 
experiences and training initiatives, with the 
objective of building and enriching transversal 
skills and building the core ones in Digital, 
Engineering & Operations, ICT and Business 
Intelligence.
SELECTION AND INSERTION PROJECT: GRADUATE PROGRAM
CHART NO. 33 - THE TYPES OF EXIT AND AGE OF THE STAFF (2017)
 
12 | Exodus
 
9 | Dismissal
 
8 | Contract expiry
 
11 | Resignation
 
10 | Death
 
3 | Health reasons
 
2 | Retire
 
1 | Service limits
 
41 | Mobility
97 DEPARTING employees
Women
Total
Men
0
20
40
60
80
100
Total
departing
staﬀ
>50 years
> 40 years 
and
≤ 50 years
> 30 years
and
≤ 40 years
> 20 years
and
≤ 30 years
5
7
11
2
61
7
68
13
84
97
13
9
2
7
2
THE FEMALE PRESENCE IN ACEA 
There were 1,133 female workers in Ace in 2017: 24.2% of the 
workforce. The figure increased by one percentage point com-
pared to the preceding year (23.2%). The smaller presence of 
female workers in the Group compared to the male workers can 
be related to the operational nature of the processes managed: to 
date, in fact, in Italy, professional positions of a technical-special-
ised nature are still predominantly held by men (chart no. 34).

126
ACEA GROUP / SUSTAINABILITY REPORT 2017
CHART NO. 34 - THE DISTRIBUTION OF THE STAFF FROM A PERSPECTIVE OF GENDER (2017)
CHART NO. 35 – PRESENCE OF WOMEN IN THE CORPORATE GOVERNANCE BODIES (2017)
31%
33%
0
5
10
15
20
25
30
35
2017
2016
Women in corporate
governance bodies 
 3,559 | Men
 1,133 | Women
STAFF: 4,692 employees 
0
200
400
600
800
1000
1200
Total
women 
Women
managers 
Women ranking
managers
Women with
university degree 
444
1,133
133
14
 100 | Men
 49 | Women
Members of corporate
governance bodies in 2017
During the year, the presence of women executives remained 
unchanged (14 out of 80, equal to 17.5%) and female managers 
remained stable (123 out of 401, or 30.2%). The percentage of 
female graduates increased by one percent of the total gradu-
ates on the workforce (444 out of 995, or 44.6%). With the 
renewal of the corporate governance bodies, which took place 
during the year, at 31.12.2017 were 49 women in the corpo-
rate governance of the companies included in the reporting 
perimeter (Boards of Directors, Boards of Statutory Auditors 
and Supervisory Bodies), or 33% of the total number of mem-
bers (in 2016 in comparison, women in the governance bodies 
totalled 46: 31%). The women included on the Board of Direc-
tors of the Parent Company come to 33.3%: 3 out of 9 mem-
bers, in full compliance with Law no. 120/2011. In particular, we 
report that every one of the internal board committees includes 
one or more women and the Chair of the Control and Risks, 
Appointments and Remuneration, Ethics and Sustainability 
Committees is assigned to a female Director.
TABLE NO. 36 - SOCIAL INDICATORS: GENERAL DATA ON THE STAFF (2016-2017)
2016 (*)
2017
COMPOSITION OF THE STAFF
number
men
women
total
men
women
total
Executives
67
14
81
66
14
80
Managers
271
117
388
278
123
401
Clerical workers
1,892
953
2,845
1,891
993
2,884
Workmen 
1,351
3
1,354
1,324
3
1,327
Total
3,581
1,087
4,668
3,559
1,133
4,692
WOMEN IN ACEA
%
Women out of the total workforce
23.3
24.2
Female executives out of total executives
17.3
17.5
Female managers out of total managers
30.2
30.7
Female graduates out of total graduates
43.4
44.6
LEVEL OF EDUCATION OF THE STAFF
number
men
women
total
men
women
total
University graduates
511
392
903
551
444
995
High school graduates
1,768
522
2,290
1,790
536
2,326

127
RELATIONS WITH STAKEHOLDERS
2016 (*)
2017
LEVEL OF EDUCATION OF THE STAFF
Other degrees
723
47
770
713
46
759
Not defined
579
126
705
505
107
612
total
3,581
1,087
4,668
3,559
1,133
4,692
AVERAGE AGE OF THE STAFF 
age
men
women
total
men
women
total
Average corporate age
48.2
44.7
47.4
48.6
44.9
47.7
Average age of executives
53.5
49.8
52.9
54.1
50.8
53.6
Average age of managers
50.4
47.8
49.6
51.0
48.6
50.3
Average age of clerical workers
48.1
44.2
46.8
48.4
44.3
47.0
Average age of workmen
47.5
48.7
47.5
48.0
49.7
48.0
AVERAGE SENIORITY OF THE STAFF 
age
men
women
total
men
women
total
Average corporate seniority
18.9
15.5
18.1
19.3
15.4
18.3
Average seniority of executives 
19.5
17.7
19.2
19.0
18.7
19.0
Average seniority of managers 
20.8
18.0
19.9
21.4
18.3
20.5
Average seniority of clerical workers
20.0
15.1
18.4
20.4
14.9
18.5
Average seniority of workmen
16.8
27.0
16.8
17.3
28.0
17.3
TYPE OF CONTRACT OF THE STAFF 
number
men
women
total
men
women
total
Permanent staff with open-ended contract
3,531
1,068
4,599
3,456
1,071
4,527
	
(of which) part-time staff
25
83
108
27
99
126
Fixed-term staff
23
14
37
69
58
127
Staff under apprenticeship contracts
27
5
32
34
4
38
total
3,581
1,087
4,668
3,559
1,133
4,692
TABLE NO 37 - SOCIAL INDICATORS: MOVEMENTS OF THE STAFF (2016-2017)
2016 
2017
INCOMING STAFF: CONTRACT TYPE
number
men
women
total
men
women
total
Open-ended
60
20
80
59
26
85
Fixed-term
26
15
41
58
52
110
Professional apprenticeship contracts
24
5
29
11
1
12
Business branch acquisition
4
1
5
0
0
0
total
114
41
155
128
79
207
   (of which) acquisition of staff from Public Entities 
0
0
0
0
0
0
OUTGOING STAFF: REASONS
number
men
women
total
men
women
total
Lay-off
81
16
97
39
2
41
Early retirement 
8
2
10
10
2
12
Retirement
4
0
4
2
0
2
Dismissals
18
6
24
9
0
9
Other reasons(*)
24
4
28
24
9
33
total
135
28
163
84
13
97
(*)		
For a full comparison of the 2017 and 2016 data, remember that, in 2016, 88 employees of two companies (Acea Gori Servizi and Crea Gestioni) were also included 
and are no longer included in the year in question.

128
ACEA GROUP / SUSTAINABILITY REPORT 2017
(*)		
The item, for 2017, includes: 10 deaths, 11 resignations, 2 disabilities, 1 limits of service and 9 contract termination.
(**)	 The turnover rate is provided by the sum of hires and terminations of the year relative to the workforce at year end. The companies to which the data refers are 
predominantly located in Lazio. Below please find the 2017 data divided by gender and, exits and hires, as well as by age groups: Turnover rate of women is 8.1%, 
men 5.9%; incoming rate is 3.6% for men, divided into the following age groups: 0.08% <=20 years, 1.12% >20 years and <=30 years, 1.46% >30 years and <=40 
years, 0.62% >40 years and <=50 years and 0.31% > 50 years, and 6.9% for women (2.29% >20 years and <=30 years, 3.88% >30 years and <=40 years, 0.62% 
>40 years and <=50 years and 0.18% > 50 years). The exit rate is 2.4% for men (0.14% >20 years and <=30 years, 0.20% >30 years and <=40 years, 0.31% >40 
years and <=50 years and 1.71% > 50 years) and 1.1% for women: (0.18% >20 years and <=30 years, 0.18% >30 years and <=40 years, 0.8% >40 years and <=50 
years and 0.62% > 50 years).
2016 
2017
TURNOVER, INCOMING AND OUTGOING RATES (**)
%
Turnover rate
6.8
6.5
Incoming rate
3.3
4.4
Outgoing rate
3.5
2.1
TABLE NO. 38 - SOCIAL INDICATORS: AGE GROUPS, LENGTH EMPLOYMENT CONTRACT (2016-2017)
2016 
2017
number
men
women
total
men
women
total
AGE GROUPS OF THE STAFF
≤ 25 years
33
2
35
31
2
33
> 25 years and ≤ 30 years
87
61
148
98
63
161
> 30 years and ≤ 35 years
266
136
402
257
144
401
> 35 years and ≤ 40 years
374
187
561
361
195
556
> 40 years and ≤ 45 years
506
173
679
461
169
630
> 45 years and ≤ 50 years
715
218
933
665
216
881
> 50 years and ≤ 55 years
716
161
877
726
165
891
> 55 years and ≤ 60 years
683
120
803
644
143
787
> 61 years
201
29
230
316
36
352
total
3,581
1,087
4,668
3,559
1,133
4,692
AGE GROUPS OF THE INCOMING STAFF
≤ 20 years
1
0
1
3
0
3
> 20 years and ≤ 30 years
49
22
71
40
26
66
> 30 years and ≤ 40 years
36
16
52
52
44
96
> 40 years and ≤ 50 years
13
3
16
22
7
29
>50 years
15
0
15
11
2
13
total
114
41
155
128
79
207
AGE GROUPS OF THE OUTGOING STAFF
≤ 20 years
0
0
0
0
0
0
> 20 years and ≤ 30 years
4
0
4
5
2
7
> 30 years and ≤ 40 years
7
2
9
7
2
9
> 40 years and ≤ 50 years
17
3
20
11
2
13
> 50 years
107
23
130
61
7
68
total
135
28
163
84
13
97
DURATION OF THE EMPLOYMENT CONTRACT OF THE OUTGOING STAFF 
≤ 20 years
44
6
50
38
7
45
> 20 years and ≤ 30 years
23
4
27
19
0
19
> 30 years and ≤ 40 years
66
17
83
26
5
31
> 40 years and ≤ 50 years
2
1
3
1
1
2
total
135
28
163
84
13
97

129
RELATIONS WITH STAKEHOLDERS
HOURS WORKED, SALARY  
AND PENSION FUNDS 
 
HOURS WORKED IN ACEA 
The total number of hours worked during the year, regular and 
overtime, excluding executives, comes to 7,521,722, 87.6% of which 
attributable to the male staff. 
Days of absence came to 87,970, a 5% decrease compared to the 
preceding year (92,901 days), determined, for the most part, by absences 
due to illness, leave (for reasons of study, health etc.), maternity/pater-
nity leave and trade union reasons (see chart no. 36 and Table no. 39).
The employees can take various types of leave and forms of flex-
ibility such as, for example, part-time, which in 2017 involved 
2.8% of the staff, and the independent schedule for managers 
and the stage three workers, which permits a “customised” man-
agement of the work schedules, in compliance with the work du-
ties anticipated by the contract. For employees who do not use 
the independent schedule, arrival and departure flexibility is an-
ticipated, and, lastly, they are the workmen have a total number 
of monthly hours of leave available to collect during the times 
established. 
COMPENSATIONS 
The wages of the employees are determined in application of 
the National Collective Bargaining Agreements of reference, 
excluding the executives and top management. The remuneration 
policy adopted by Acea increasingly applies merit-based principles 
to the operations on the fixed and variable components. 
In 2017, gross average salaries per capita increased by more than 
4 percentage points for all the professional categories. The total 
gross average salary per capital increases 4.6% and comes to Euro 
43.6 thousand (it was Euro 41.6 thousand in 2016); by including 
the executives as well, it comes to Euro 45.8 thousand (it was Euro 
43.8 thousand in 2016) (see Table no. 39).
CHART NO. 36 - HOURS WORKED BY THE STAFF AND ABSENCES (2017)
Women
Total
Men
5,913,869
7,521,722
5,508,719
7,090,866
405,150
430,856
25,706
0
1,000,000
2,000,000
3,000,000
4,000.000
5,000,000
6,000,000
7,000,000
8,000,000
Total
work hours 
Overtime
work hours
Normal
work hours
1,607,853
1,582,147
 39,483 | Sick leave
 13,087 | Maternity/paternity leave
 
909 | Strike
 8,120 | Trade union leave
 2,851 | Leave of absence
 23,520 | Miscellaneous leave
                   (studies, health, mourning etc.)
TOTAL LEAVE DAYS: 87,970
CHART NO. 37 - AVERAGE SALARIES AND RELATIONSHIP BETWEEN BASE SALARY AND REMUNERATION (2017)
Oﬃce clerks
Ranking
managers
Labourers
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
National Collective Labour Contract
average salary per head
Acea average
salary per head
21,066 19,164
69,823
75,481
41,633
38,466
Women
Men
79%
91%
82%
77%
85%
89%
80%
75%
0
20
40
60
80
100
Total 
Labourers
Oﬃce
clerks
Ranking
managers
Looking at the data from the point of view of gender, it can be 
noted that the relationship between the “base salary” and the 
gross actual remuneration - including the “additional” elements 
which contribute to determining the total amount of the salary - in 
2017 comes to 89% for female staff and 80% for male staff, both 
unchanged compared to 2016. The activities remunerated with 
a greater additional compensation, such as on-call, shifts, allow-
ances, overtime, are in fact mainly held by male staff (for example 
the work performed by the emergency services technicians who 
rotate in 24 hour shifts).
PENSION FUNDS AND DEFINED 
CONTRIBUTION PLANS 
The principal supplemental pension funds for the employees of 
the Group are: Previndal, reserved for management, and Pegaso 
for non-management staff, to whom the CCNLs apply signed by 
Utilitalia for the companies of public utility of the electrical and 
gas-water segment.
The Pegaso fund is managed equally by Utilitalia - the Federation 
that unites the Companies operating in public services of water, 
the environment, electricity and gas - and the trade organisations 
of the workers Filctem-Cgil, Femca-Cisl, Uiltec-Uil which estab-
lished it.
In 2017, there were 2,447 employees of the Group belonging to 
the Pegaso Fund (2,434 in 2016). Acea paid approx. Euro 4.67 
million of TFR and Euro 1.46 million of supplemental corporate 
contribution to the fund. The economic value committed by Acea 
for TFR and other defined benefit plans i Euro 108.4 million. By 
analysing the distribution by gender of the Acea members in the 
Fund, 78.2% are men and 21.8% are women (see Table no. 39).

130
ACEA GROUP / SUSTAINABILITY REPORT 2017
The net assets of the fund destined for benefits reached Euro 987 
million in 2017 (Euro 915 million in 2016), an increase of approx. 8%.
The Balanced, Dynamic and Guaranteed segments increased, re-
spectively by 2.81%, 4.69% and 0.55%. The performance of the 
TFR, used as benchmark of the Guarantee segment, was 1.74% 
in 2017. The Balanced segment, which includes 82% of the cap-
ital, has had a cumulative “compound” return in the last 15 years 
of 91.86% (average annual compound return of 4.44%). Dur-
ing the same period, the accumulated revaluation of the TFR was 
42.54% (average annual compound return of 2.33%).
During its first 18 years, the Pegaso Fund 
disbursed services (redemptions, pension 
funds, advances and transfers) in favour of 
the Acea employees for a total of Euro 17.6 
million, of which approx. Euro 2.5 million in 
2017 alone. Euro 1.6 million was disbursed 
during the year for advances, motivated by 
personal requirements, to pay for medical 
expenses, purchase or renovation of first 
house or for children, in response to 147 
requests, and Euro 860 thousand for 
redemptions/benefits against 39 requests, 
and lastly Euro 88 thousand for three transfer 
requests.
At 31.12.2017, the capital managed by the 
Fund for the Acea members totals approx, 
Euro 85 million. The contribution withheld 
and paid in 2017 for the Acea employees 
totalled Euro 7.9 million. The distribution 
of the asset allocation among the various 
segments of the Pegaso Fund shows that 
86% of the capital of the Acea members 
in invested in the Balanced profile, with an 
investment portfolio characterised by an 
average bond component of 30% and stock 
component of 70%.
It must be pointed out that the supplemental 
pension fund was subject to significant 
changes introduced by the 2017 Sustaina-
bility Law. Among these, for example, is the 
possibility of using the pension fund in the 
form of an RITA (Rendita Integrativa Tempo-
ranea Anticipata [Early Temporary Supple-
mental Income]), in order to use the pension 
fund in the most favourable way in terms 
of taxes prior to leaving the company and 
reaching the maturity of the pension require-
ments.
NB The data and information relative to the Pegaso 
Fund are prepared with the cooperation of Andrea 
Mariani, Director General of the Fund.
PERFORMANCE OF THE PEGASO FUND RELATIVE TO THE EMPLOYEES OF THE ACEA GROUP
TABLE NO. 39 - SOCIAL INDICATORS: HOURS WORKED, ABSENCES, COMPENSATION AND MEMBERS OF THE 
SUPPLEMENTAL PENSION FUND (2016-2017)
2016 
2017
HOURS WORKED BY THE STAFF
hours
men
women
total
men
women
total
regular 
5,628,514
1,572,229
7,200,743
5,508,719
1,582,147
7,090,866
overtime 
435,101
36,531
471,632
405,150
25,706
430,856
Total hours worked
6,063,615 
1,608,760 
7,672,375
5,913,869
1,607,853
7,521,722
TYPE OF ABSENCES 
days
men
women
total
men
women
total
illness
29,087
12,392
41,483
29,181 
10,302 
39,483 
maternity/paternity
1,663
12,735
14,398
1,148 
11,939 
13,087 
strike
62
8
70
777 
132 
909 
Trade union leave
6,924
924
7,848
7,069 
1,051 
8,120 
Leave of absence
1,919
794
2,713
1,706 
1,145 
2,851 
Miscellaneous leave (study, health,  
bereavement and general reasons)
17,535
8,854
26,389
15,035 
8,485 
23,520 
total days absent 
(excluding holidays and accidents)
57,190
35,711
92,901
54,916 
33,054 
87,970 
GROSS AVERAGE COMPENSATION BY GRADE
Euro
2016
2017
managers
71,968
75,481
clerical workers
39,985
41,633
workmen
36,804
38,466
AGE GROUPS AND GENDER OF THE EMPLOYEES ENROLLED IN THE PEGASO FUND 
2016 (*)
2017
number
men
women
total
men
women
total
≤ 25 years
1
0
1
10
1
11
> 25 years and ≤ 30 years
24
8
32
27
10
37

131
RELATIONS WITH STAKEHOLDERS
AGE GROUPS AND GENDER OF THE EMPLOYEES ENROLLED IN THE PEGASO FUND 
2016 (*)
2017
number
men
women
total
men
women
total
> 30 years and ≤ 35 years
99
33
132
96
29
125
> 35 years and ≤ 40 years
173
55
228
156
62
218
> 40 years and ≤ 45 years
245
71
316
217
60
277
> 45 years and ≤ 50 years
414
132
546
374
130
504
> 50 years and ≤ 55 years
430
107
537
452
101
553
> 55 years and ≤ 60 years
414
95
509
377
110
487
> 61 years
112
21
133
206
29
235
total
1,912
522
2,434
1,915
532
2,447
(*)		
The 2016 data includes the Pegaso members of Acea Gori Servizi (33 employees), Crea Gestioni (11 employees), Sogea (9 employees), companies not included in 
the 2017 perimeter.
LABOUR-MANAGEMENT RELATIONS 
Within the Human Resources Management Department of the 
parent company there is the Labour-Management Relations Unit 
which is assigned the task of monitoring the corporate policies re-
garding trade union relations.
Labour-Management Relations are conducted within the frame-
work of industry-level defined rules and provisions, by national 
bargaining (CCNL). A second negotiation level is anticipated 
between the company and the internal worker representatives, in 
which agreements are defined adapted to the specific corporate 
requirements.
The Single Contract of the Electrical Industry, renewed on 25 
January 2017, and the Single Contract of the Gas-Water Industry, 
renewed on 18 May 2017 apply in Acea. All the workers are there-
fore covered by national collective bargaining agreements. 
In 2017, unionisation was 70.1%. There are 323 employees who 
hold management or trade union representation positions; of 
these, 22 hold positions of Workers’ Safety Representatives 
(RLS), designated following trade union agreement.
The agreements reached during the year by the Labour-Manage-
ment Relations Unit with the Trade Union Organisations (OO.SS.) 
concerned certain profiles of trade union dialogue: contractual, 
financial and of a corporate nature.
In particular, effective March 2017, the contractual change was 
defined of the employees of Acea8cento from the preceding 
Corporate Collective Agreement to the Collective Agreement of 
the Electrical Industry, with the alignment on the same date of the 
nominal value of the ticket according to the values established for 
the “historical” companies of the Group. 
With reference to the contractual provisions relative to rate subsi-
dies on consumption of electricity, in order to prevent the critical 
issues resulting from the decision of the Servizio Elettrico Nazion-
ale (SEN) company to no longer apply the rate discount effective 
1 October 2017, Acea stipulated a Trade Union Agreement which 
anticipated retaining the benefit for those entitled to it, in alter-
native ways, defined in the same agreement (see in-depth box). 
Furthermore, with specific focus on the subject of the continu-
ing education of the employees, as fundamental instrument for 
the professional development and growth, Acea has signed an 
Agreement regarding financed education, through the National 
Inter-professional Joint Fund for Continuing Education of the 
Service Industry - Fondo For.Te., for the benefit of all the workers 
and with particular regard to operational positions. 
In 2017, Acea stipulated a Trade Union 
Agreement aimed at preserving, for those 
entitled, the benefits related to the previous 
rate subsidies on energy consumption (no 
longer offered by the Servizio Elettrico 
Nazionale [National Electrical Service], 
using them through other means. 
The Agreement anticipated the possibility of 
using the benefit both on the open market 
and on the managed service. Those enti-
tled to the subsidy, in fact, can receive the 
benefit by direct acknowledgement of the 
rate discount on the invoice, after signing 
a special offer on the open market of Acea 
Energia; or, should they decided to remain in 
the managed service, through the disburse-
ment, quarterly, of an amount equivalent to 
that of the benefit, by submitting a specific 
request to Acea and providing the docu-
mentation certifying the consumption.
The Agreement is particularly significant 
because it’s impacts an audience of around 
1,300 people, including workers employed 
and retired (as well as surviving spouses) of 
the companies of the Group to which the 
Electrical Industry CCNL applies.
AGREEMENT STIPULATED REGARDING RATE SUBSIDIES ON CONSUMPTION OF ELECTRICITY
Regarding the organisation of the work, we report that during 
the year the Agreement stipulated between Aquaser and the 
Trade Unions, which regulates macro-themes - work schedules of 
travelling staff, of temporary workers and the use of geolocation 
instruments - pertaining to the particular category of “Drivers”, 
incorporated into Aquaser, following the merger by incorporation 
of ISA Srl, which took place in the last quarter of 2016. 
Through second tier bargaining, agreements were stipulated on 
the Performance Related Pay - Indicators of Productivity for 2017 
established, for many companies of the Group. 
In addition, a meeting phase was launched with the OO.SS. 
connected to the extraordinary operation of a corporate nature, 
consisting in the transfer of the company branch coinciding with 
the Asset and Facility Management Unit of Acea Elabori SpA and 
Acea SpA.
Lastly, we report the Agreement stipulated with the Trade Unions, 
towards the end of the year which, in implementation of the com-
mitment made by the National Parties at the time of the renewal 
of the Electrical Industry CCNL of 25 January 2017, anticipated

132
ACEA GROUP / SUSTAINABILITY REPORT 2017
86	 Art. 2112 Italian Civil Code and Art. 47 Law 428/90 as amended.
the activation of a life insurance policy. It becomes effective in the 
event of death due to illness, excluding the causes already covered 
by insurance, in favour of its employees regulated by the Electrical 
Industry contract, with an annual per capita premium of Euro 70 
and insured principal increasing depending on the particular con-
ditions of the family nucleus of the beneficiaries. The Agreement, 
of particular importance, applies to an audience of approx, 2,840 
workers of the companies of the Group. 
As regards water, by virtue of the Protocol on Water Tenders, 
signed in 2012 by Acea Ato 2 and Acea SpA, the Confederation 
Trade Organisations and the Trade Federations held meetings also 
during 2017 regarding the Joint Commission on the subject of the 
evolution of the Single Tender to maintain the networks and ser-
vices of the integrated water cycle, also anticipating the possibility 
of including in the tender bids a clause connected to occupational 
protection (see also the chapter Suppliers).
As regards the information notice to the employees regarding 
possible organisational changes or corporate reorganisations that 
effect employment relations, the company takes different posi-
tions, depending on the different cases explained below:
1.	 organisational changes: In the event of establishment of new 
Units or changes in assignments or responsibilities, the Human 
Resources Management Department issues an Organisational 
Provision, sends a communication to the competent facilities 
which arrange to post it on the bulletin board and publish it 
on the company intranet. Usually, if there are organisational 
changes that affect the staff, special information is given to the 
trade union representatives. Should it affect a single employee 
(for example change in workplace, schedules, etc.) a special 
communication will be delivered to the employee by the Hu-
man Resources Management Unit of the home Company; 
2.	 Corporate reorganisations: in the event of reorganisation, as 
a result of significant organisational and production chang-
es, with effects on working conditions and employment, the 
methods of informing the employees, as well as the Trade Un-
ion Representatives, are regulated by the CCNL applied in the 
Group and by the Labour-Management Relations Protocols; 
3.	 Corporate transformations (such as alienations, mergers, 
acquisitions, transfers of company branches): in cases of 
corporate transformation, the notices to the employees 
are regulated by the legislation in force86 which anticipates 
obligation that allows them to verify the business reasons for 
the operations, the correct methods of the process as well 
as the consequences on the employment relations.
The procedures filed by the employees 
against Acea concern, mainly, disputes re-
garding dismissals, classification reviews, dif-
ferences in compensation, allowances not 
received (for example: hourly pay of the shift 
workers), demotion and harassment.
In 2017, there were 45 new lawsuits regarding 
employment, while the total of the disputes 
still pending - including that of previous years 
- total 116 cases.
During the year, 36 rulings were issued (2 
initiated during the same year). In detail, 17 
of them closed with a favourable outcome 
for Acea, 6 yielded a favourable result for 
the plaintiff, while 10 positions were settled 
amicably.
It must be pointed out that, in 2017, an 
urgent appeal was filed for anti-union be-
haviour by the provincial coordination of 
Rome of the USB against Acea Ato 2, for 
presumed failed reintegration of some rep-
resentatives of that trade union, following 
the dismissal which was declared illegal and 
their transfer without prior authorisation of 
the pertinent union. The judge of the urgent 
proceeding rejected the appeal of the USB 
that filed the objection to the rejection 
order: current the ordinary judgement is 
pending.
THE DISPUTE WITH THE EMPLOYEES AND THE TRADE UNIONS 
OCCUPATIONAL HEALTH 
AND SAFETY 
 
Regarding health and safety, the coordination and direction ac-
tivities are the responsibility of the Safety, Protection and Cer-
tification Systems Department of the parent company, which 
monitors the companies on the application of the guidelines and 
policies issued and the alignment to the legislation of reference. 
Every company of the Group is also directly responsible for the 
management of safety, in compliance with the legislation in force 
(Italian Legislative Decree no. 81/08 as amended).
Most of the companies of the Group have implemented Certified 
Management Systems (OHSAS 18001) regarding occupational 
health and safety (see also Corporate Identity, Corporate Govern-
ance and Management Systems chapter). 
Every company takes care independently, in compliance with 
the legislation, of the assessment of the risks to the workers, the 
relevant training and the monitoring of accidents, preparing the 
Risk Assessment Document (DVR). Following these activities, 
the Occupational Safety Unit, part of the Safety, Protection and 
Certification Systems Unit, drafts annually on a central basis, 
the accident report for the companies of the Group. The analysis 
method of the accidents follows the Guidelines for the classifi-
cation of accidents, prepared by Federutility (today merged into 
Utilitalia) and in compliance with the standard UNI 7249/95, 
with reference to the INAIL measurement criteria and the in-
structions of ESAW (European Statistics of Accidents at Work).
The number of accidents decreased in 2017: In fact, 87 accidents 
occurred during the performance of the work activity - com-
pared to 110 in 2016 - and 28 incidents in itinere, which occurred 
during the home-work journey (compared to 37 in 2016). The 
days of absence, related to the accidents which occurred dur-
ing work dropped to 3,463 (they were 4,524 in 2016) and both 
the frequency index, which goes from 13.88 in 2016 to 10.87 in 
2017, and the severity index, from 0.57 in 2016 to 0.43 in 2017 
decreased (see chart no. 38 and Table no. 40).

133
RELATIONS WITH STAKEHOLDERS
0
2
4
6
8
10
12
Frequency index
Gravity index
0.43
10.87
CHART NO. 38 – ACCIDENTS AND INDICES (2017)
0
20
40
60
80
100
Men
injuries
78
Water
division
injuries
54
Networks
division
injuries 
23
Environmental
division
injuries
6
Corporate
division
injuries
3
Energy
division
injuries
2
Women
injuries
9
Total
injuries 
87
NB 	 The accident indices divided by gender are: Male severity index 0.40 and female severity index 0.03, male frequency index 9.75 and female frequency index 1.12.
By observing the distribution of the accidents (excluding those in 
itinere) from the perspective of gender it emerges that: 78 acci-
dents (101 in 2016), equal to 90% of the total, involved male staff 
with workmen duties (57), employee (28) and manager (2), while 
9 accidents (9 also in 2016), equal to 10% of the total, involved the 
female staff with clerical work duties (9).
The distribution of the accidents by company, aggregated into 
business areas, consistent with the new corporate organisation, 
shows, compared to the previous year data - reclassified to permit 
a complete comparison -, a stability of the accidents in the Water 
Area and in the Corporate Area (respectively 54 and 3 accidents, 
in both years) and a decrease in the Energy Infrastructures Area 
(23; there were 44 in 2016), in the Environment Area (5 acci-
dents, 6 in 2016) and in the Commercial and Trading Area (2; 3 in 
2016) (see chart no. 38).
Most of the accidents are confirmed in the two operating compa-
nies in the Water and Energy Distribution area - Acea Ato 2 (45 
accidents) and Areti (23 accidents) -, which physiologically have 
greater exposure to the risk of accidents because of the type of 
activity performed.
During the year, consultation meetings were held regularly with the 
Workers’ Safety Representatives (RLS), guaranteeing the involve-
ments of the workers, as provided by Art. 35 of Italian Legislative 
Decree no. 81/08. 
In addition to correct and adequate training of the operating staff, 
focused on the prevention and reduction of the risks the constant 
awareness activities on the subjects of occupational health and 
safety is fundamental, which Acea continues to develop. After the 
positive experience of Safety Day, organised in 2016, in April 2017 
the Holding Company, together with the companies of the Group, 
organised a Safety Week, involving approx. 3,000 workers (see 
specific box). 
To favour prevention, Acea furthermore has established, starting 
on the day of 8 March 2017, that all the employees, 35 years of 
age and up, can take every year “paid medical leave” for pap test 
and mammogram.
In 2017, Acea SpA, supported by the compa-
nies of the Group, organised a Safety Week at 
the Acea “La Fornace” Convention Centre.
The initiative, focused on the disclosure and 
sharing of a culture of safety in the company, 
understood as inescapable part of the under-
standing and implementation of the operating 
process, involved approx. 3,000 workers in 10 
sessions carried out over one week. 
The meetings, which included speeches and 
video projections, were handled, in terms of 
content and presentation, by the Managers 
of the Prevention and Protection Depart-
ment of the Group, also involving various 
Employers; therefore, numerous compa-
nies of the Group - including Acea Pro-
duzione, Areti, Ecogena, Acea Elabori, 
Acea Ambiente, Acea Energia, Acea8cento 
- played an active indispensable part in the 
design and realization of the initiative. Par-
ticularly effective was the “emotional” aware-
ness video, called Sure of Being Sure, with 
the employees in the role of cast members, 
and was circulated also outside the company 
through social channels and industry portals. 
Acea received the Aretè Prize - Responsible 
Communication for this video.
ONE WEEK DEDICATED TO HEALTH AND SAFETY - ACEA’S SAFETY WEEK
All the companies arrange to provide the general and specific 
training of the workers, and the supervisory staff, regarding oc-
cupational health and safety in compliance with the legislation 
in force (see also the paragraph Staff training and development). 
Among the many activities undertaken during the year we point 
out, purely as an example, that:
• 	 Acea Elabori designed a specific training course for new hires, 
contextualising the subject of safety as part of the unique 
activities and also scheduling simulations in the areaof the 
engineering and laboratory activities. They also developed 
specific training courses on biological risk, on confined spaces 
and environments suspected of being polluted; 
•	
at Acea Produzione and Acea Energia the training courses 
were focused mainly on safety in compliance with the leg-
islation. For example, training was created on the updating/
new designation of the employees assigned to the implemen-
tation of the fire prevention, evacuation of the workplaces 
measures in case of serious and immediate danger and, in 
general management of the emergency in the production 
sites or in the corporate facilities. Furthermore, Acea Pro-
duzione, company where the “zero accidents” objective 
has already been achieved for some years, arranged in all 
the production bulletin boards where the principal provi-
sions regarding safety and conducted, during the year, an 
investigation on the stress factors related to performance

134
ACEA GROUP / SUSTAINABILITY REPORT 2017
The Acea Ambiente company, into which 
the companies SAO, Kyklos and Solemme 
were merged in December 2016, had already 
achieved the adoption of the OHSAS 
18001:2007 safety management system. 
During 2017, following the verification of 
conformity, it obtained the certification with 
multi-site formula. Therefore, at the end 
2017 the Registered Office of Terni and the 
following plants are OHSAS 18001 certified: 
Local Unit 1 Terni, Local Unit 3 San Vittore 
del Lazio, Local Unit 4 Orvieto and Local 
Unit 7 Aprilia, while the certification activities 
of Local Units 5 Monterotondo Marittimo 
and 6 Sabaudia, involved in significant re-
vamping operations, were deferred to 2018. 
In order to obtain the multi-site formula, 
many preliminary activities were performed:
I.	
The complete redefinition and standard-
ization of the Risk Assessment Docu-
ment (DVR);
II.	 The redefinition and standardization of 
the DUVRI (Single Document on the 
Assessment of Risk from Interference); 
III.	 The rationalisation of the duties and the 
definition of the new job descriptions; 
IV.	 The update of the healthcare protocol; 
V.	 the definition of the QASE Management 
System Manual; 
VI.	 The definition of the transversal safety 
procedures valid for all the Local Units;
VII.	The definition of the specific site operat-
ing instructions;
VIII.	The definition of a single program of 
internal audits;
IX.	 The definition of a single Plan of Objec-
tives;
X.	 The implementation of best practices 
common to all Acea Ambiente (for 
example: design procedure and relative 
controls; redefinition of the accident in-
dices; introduction of contractor control 
check lists). 
A similar procedure to the one described 
above, aimed at completely updating the 
safety management system, was pursued 
during the year also by Aquasar, by virtue 
of the merger by incorporation (completed 
in 2016) of ISA Srl and for the fully op-
erational implementation of the transport 
activities.
COMPLETE UPDATE OF THE OHSAS 18001:2007 SAFETY MANAGEMENT SYSTEM FOR ACEA AMBIENTE 
AND AQUASER
of the job, requiring all the personnel on the staff to fill out 
a questionnaire and creating three specific focus groups; 
•	
Acea8cento created specific training modules for the “low 
risk” workers;  
•	
in Areti, a structure continues to be operational dedicated to 
the education, information and training activities on occu-
pational health and safety: the Training Camp. It is a space 
inside a service building of the Collatina primary cabin, which 
permits, in addition to the implementation of the theoreti-
cal training sessions, practical training, for example safely 
lifting/lowering medium and low voltage electrical lines on 
supports; safely ascending/descending on extensible port-
able ladders; safe access to underground confined spaces; 
practice in the use of work/safety instruments (for example 
the cable switch, the cutters, gas/oxygen detector) and the 
implementation of joints, training for emergency in danger-
ous environment. The Training Camp is also the place where 
new hires acquire the basic concepts on safety, fundamental 
for inclusion in the activities. The space is made available to 
the operating staff of Areti and the other companies of the 
Group - during the year, approx. 1,900 hours of training 
were provided - and, upon request, to external companies/
entities. In particular, in 2017, it was used to demonstrate 
and analyse the typical characteristics of the Areti oper-
ating activities regarding safety to the youth incorporated 
with the Alternating School Work Projects (see the para-
graph Cooperation with the university world and high schools), 
for training sessions directed at contracting companies, 47 
people involved for a total of 188 training hours (see chap-
ter Suppliers), and for a “Qualification for Electrical Work” 
course given to 10 people, for a total of 240 hours of train-
ing for the Fondazione Policlinico Universitario A. Gemelli; 
•	
Acea Ato 5 carried out courses on first aid and emergency 
management, courses focused on the risks and the operating 
and management procedures, courses on how to correctly 
drive the company vehicles. Still on the subject of driving the 
vehicles in the performance of work activities, Acea Ato 5 
also monitored the routes, through the analysis of the data 
acquired and tracked by the GPS installed on the vehicles, 
and this made it possible to identify areas of improvement 
relative to the health and safety of the workers, such as the 
assessment of the risks from exposure to vibrations and noise. 
Particular attention was then paid to the staff assigned to the 
Front End who, from the perspective of continuous improve-
ment, reviewed and updated the operating procedures and 
implemented a training and continuous information system 
through digital interface;
 
•	
Gesesa developed the basic training course on health and 
safety, training for the first aid employees and the fire pre-
vention employees; 
•	
Acea Ambiente organised two days of safety training at tem-
porary and mobile work sites, in which the Manager of the Pre-
vention and Protection Department (RSPP) of Aquaser also 
took part. Acea Ambiente, after having undertaken, in 2016, a 
process of continuous improvement through the adoption, at 
the company level, of the OHSAS 18001:2007 safety man-
agement system, during 2017, following the audit process of 
its conformity (performed by RINA), taking into account the 
incorporation, which took place at the end 2016 of the SAO, 
Kyklos and Solemme companies, achieved the certification of 
the safety management system with multi-site formula, for 
the production sites (plants) of Terni, San Vittore del Lazio, 
Orvieto and Aprilia. Likewise, Aquaser also reviewed its inte-
grated management system for Quality, the Environment and 
Safety, following the incorporation by merger of ISA Srl and 
because it had assumed, in addition to the role of waste inter-
mediation, also that of carrier, with registration in the National 
Register of Environmental Operators (see specific box and the 
paragraph Management Systems in Corporate Identity).

135
RELATIONS WITH STAKEHOLDERS
TABLE NO. 40 - SOCIAL INDICATORS: HEALTH AND SAFETY (2016 - 2017)
number
2016 (*)
2017
INJURY DISTRIBUTION BY INDUSTRIAL AREA AND GEOGRAPHICAL AREA 
Water area accidents (Lazio and Campania)
54
54
Energy infrastructure area accidents (Lazio) 
44
23
Commercial and trading area accidents (Lazio) 
3
2
Environment area (Lazio, Umbria and Tuscany) 
6
5
Corporate area (Lazio) 
3
3
total
110
87
Total days of absence
4,524
3,463
Frequency index (FI) (number of accidents  
per 1,000,000/working hours)
13.88
10.87
Severity index (SI) (days of absence  
per 1,000/working hours)
0.57
0.43
(*)		
The distribution of companies within the industrial areas takes into account the new organisational structure that was implemented in 2017. The 2016 data was re-
classified accordingly to ensure the full comparability of the two-year period. Additionally, it should be noted that the 2016 scope included the companies Acea Gori 
Servizi, Umbria Energy and Crea Gestioni, which were not included in 2017 (see Methodological Note), although the number of accidents attributable to those three 
companies during the year was zero.
NB 	 The Water area includes 4 companies, the Energy infrastructure area 3, the Commercial and Trading area 2, the Environment area 2 and the Corporate area 1.  
The data in the table does not include accidents currently being assessed.
HEALTH MONITORING 
Health monitoring is assigned to an internal structure that oper-
ates in compliance with current legislation (Art. 41 of Italian Leg-
islative Decree No. 81/08) and in cooperation with external pro-
fessional experts. Staff health is monitored with the support of for-
mally appointed competent doctors, who submit employees to the 
following types of check-ups:
•	
Pre-appointment;
•	
Preventive or in case of a change of duty;
•	
Periodic, based on the risk assessment plan;
•	
At the request of the worker;
•	
In the event of termination of employment, where stipulated 
by current legislation;
•	
Before resuming work, following an absence due to ill health 
lasting more than sixty consecutive days.
Workers exposed to specific risks are included in a targeted medi-
cal check-up programme.
Competent doctors work with employers and officers from the 
Risk Protection and Prevention Service, assessing the risks to 
which employees are exposed, which is necessary for the prepara-
tion of the health monitoring plan.
During the year, a total of 2,657 check-ups were completed, the 
related costs of which amounted to €245,94087. 
The presence at the head office of a First Aid Medical Area also 
ensures that staff and visitors have a first line of intervention, in 
case of an illness for which a hospital visit is not necessary. 
Health monitoring includes the prevention of occupational diseas-
es that workers may contract during the performance of their du-
ties, due to prolonged exposure to the risk factors existing in the 
work environment. 
In the context of the work performed by the companies of the 
Group, for which Acea provides the health monitoring service, 
there are no risk profiles likely to cause occupational diseases. The 
competent doctor has the task of cooperating with the employer 
in order to define preventive measures and health protocols for the 
risk profiles associated with specific duties, monitoring any dam-
age to workers’ health, issuing suitability assessments, and applying 
limitations and prescriptions, where necessary, in order to prevent 
possible occupational diseases.
In 2017, in Acea, there were no reports of suspected occupational 
diseases.
VALUATION OF HUMAN 
RESOURCES AND 
COMMUNICATION 
Human capital, expressed by the competences of human resources 
that work in Acea, is at the centre of the Group's growth and de-
velopment process. During the year, Acea has established the Hu-
man Capital Development Department and has implemented sev-
eral people engagement initiatives, adopting the model for ongoing 
improvement referred to as the "Model of Execution," focussed on 
team spirit and the active and responsible participation of staff in the 
actual improvement of operational and management processes (also 
see the Group Profile chapter in Corporate identity).
Additionally, a benchmark value and behaviour model has been 
defined, referred to as the "Leadership Model," to ensure the 
achievement of strategic objectives (see the dedicated box) de-
fined in the Business Plan 2018-2022. 
The Acea Group Leadership Model and details of the Business 
Plan were the subject of specific detailed meetings in which all staff 
were involved.
87	 The health monitoring plan managed by Acea includes the following companies that fall within the scope: Acea Ato 2, Areti, Acea Produzione, Acea Energia, Acea8cen-
to, Ambiente, Aquaser and Acea Elabori, with a total of 2,470 check-ups and costing approximately €220,000. Data relating to Acea Ato 5 (150 check-up and costing 
approximately €16,500) and Gesesa (37 check-ups and costing €9,440) was provided directly by the companies.

136
ACEA GROUP / SUSTAINABILITY REPORT 2017
In December 2017, the new Leadership 
Model of the Acea Group was present-
ed, aimed at ensuring a solid programme for 
growth of employees and achieving strategic 
objectives.
By acting on the values on which the 
new Leadership Model is founded, each 
employee is invited to become a key player 
in the achievement of the common ob-
jectives. This model involves all compa-
nies in the Group and all employees of the 
company and is based on widespread and 
distributed leadership. All employees are 
invited to take on the role of “Acea Leader" 
within the sphere of the responsibilities 
connected to their role. Leadership con-
ceived in this way is achieved by acting on 
the following values:
•	 resourcefulness: recognising opportunities 
and promoting ethical and sustainable de-
velopment. 
•	 teamwork: 
mobilising 
others 
and 
generating motivation and resilience.
•	 achievement: taking the initiative, man-
aging uncertainties, ambiguities and risks, 
and learning from experience. 
To provide an awareness of the model, the 
HR department has organised introductory 
meetings, and has provided a dedicated page 
called Jamp on the corporate social network, 
illustrating it and enriching it with content 
that make it easier to understand the behav-
iour to be assumed. 
THE LEADERSHIP MODEL
Among the engagement initiatives already started in 2017, the “Ride 
with the Pilot" project worthy of mention. Thanks to that project, 
employees who have asked to take part have been able to support 
colleagues involved in daily tasks in the area, thus directly experienc-
ing the scale of operations in relation to the territory. The initiative 
started in October 2017 and involved approximately 50 employees 
working as observers and as many "pilots" or displaced staff. As well 
as having the objective of observing how technology supports oper-
ational activities in the area and how the service reaches the public, 
the project has allowed the company to compile a number of inter-
esting observations in order to improve processes.
STAFF TRAINING AND DEVELOPMENT 
The Acea Group has recently created a programme to radically in-
novate all the main IT systems, involving the adoption of new work-
ing methods that have a profound impact on the way staff work. 
The training provided in 2017 was therefore aimed at consolidat-
ing these changes, updating employees’ technical skills and, at the 
same time, intervening with regard to the soft components of work 
performance. Individual variables such as motivation and job satis-
faction are considered decisive in achieving excellent performance 
and ongoing improvement, which are central factors for encourag-
ing the achievement of the Acea Group's business objectives. 
The Training Unit within the Human Capital Development De-
partment of Acea S.p.A. defines policies, guidelines and tools re-
lating to training activities for companies in the Group, central-
ly managing: managerial training, related to the development of 
management skills and techniques, organisational behaviour and 
leadership; training in the area of corporate regulations and poli-
cies, related to providing extensive training on the legislation and 
corporate provisions associated with the various business areas of 
the Group; training in processes and systems, aimed at providing 
extensive training with regard to the processes and systems linked 
to the duties required by the roles performed in the company. Each 
company independently manages technical and specialist training 
and safety training. The former is aimed at acquiring the specific 
skills and abilities of the business of reference; the second is deter-
mined by training related to technical and operational duties and by 
the regulatory obligations required by the legislator. The courses, 
which are part of these two types of training, constitute the annual 
corporate training plan. The training courses included in the plans 
of the Parent Company and other Companies are identified fol-
lowing the analysis of training needs that is performed electroni-
cally on the Group's e-learning platform, referred to as Pianetacea.
The training provided to staff is also financed through member-
ship to inter-professional organisations that provide ongoing ed-
ucation. The main companies of the Group have joined the Fund 
for You. (National Inter-professional Joint Fund for Ongoing Ed-
ucation in the Tertiary Sector), which has financed five projects 
presented by the parent company. Acea Ambiente, Aquaser and 
Gesesa also belong to FONDIMPRESA, which provides funding 
for the development of employee skills and the growth of com-
petitive abilities.
In particular, the Human Capital Development Department pro-
vided multiple training projects in 2017, in an experience-based 
format, characterised by the direct involvement of participants 
in practical activities and aimed at acquiring new knowledge and 
skills through direct experience, whether of a traditional format, 
such as classroom training, or of a non-traditional format, such 
as online training.
The experience-based format was used to strengthen and sustain 
the changes that occurred, triggering dynamics of comparison and 
exchange between the various operating entities. For example, 
staff that play the role of "Team Leader" in the various companies 
LEADERSHIP MODEL OF THE ACEA GROUP
CREATING
VALUE
Enterprise
Recognising opportunities
Acting promptly
Being resilient
Creating motivation
Mobilising others
Implementing initiatives
Acea Human Capital Development Project
Handing uncertainty, ambiguity and risk
Learning from experience
Promoting ethical and sustainable development
Teamwork
Implementation
Created by Acea Communication

137
RELATIONS WITH STAKEHOLDERS
of the Group have been involved in the Comprehensive training for 
team leaders training course, aimed at sharing a common working 
method in all the companies, while employees of Acea Elabori have 
been involved in a specific project, called Engineers 2.0, aimed at 
supporting the integration of staff operating in Industrial Engineer-
ing and Services.
In addition to experience-based courses, activities of interest 
across the Group were organised on the subject of corporate leg-
islation and policy, with a particular focus on Legislative Decree no. 
231/01 (see the in-depth learning box), Antitrust rules and unfair 
commercial practices. The Safe Driving training course that was 
held in previous years has continued, aimed at the Group's dis-
placed staff (see the box for more in-depth information). 
In the second half of 2017, planning commenced for the train-
ing to be held in 2018, with a focus on three main projects: the 
Acea Managerial Academy, the School of Professional Skills and 
Ideas&Action. 
In particular, during the year, the vision, mission, manifesto and 
competences of the Acea Managerial Academy were defined, in 
cooperation with the companies in the Municipality of Rome Ama 
and Atac, which for the first time worked together to define a 
managerial development training project. The project includes 
the "Elios" programme for senior managers and the "Aurora" pro-
gramme for new recruits. In 2018, courses will start that will involve 
employees of the three companies in mixed classrooms.
The foundations were also laid for the implementation of the 
School of Professional Skills project, aimed at sharing and en-
hancing the Group's technical knowledge, starting with so-called 
“critical” knowledge, that is to say, knowledge of particular value 
to the company and held by a minority of employees or staff who 
are close to the age of retirement, and for the Ideas&Action pro-
ject. The latter is an Alternating School-Work programme that 
will involve 13 Technical Institutes located in the different regions 
in which the Group operates. Its aim is to integrate the knowledge 
of over 280 students within the context of work and facilitate 
transition of that knowledge from one generation to the next. 
Lastly, the e-learning platform of the "Pianetacea" Group was 
graphically updated in order to make bring it in line with the new 
corporate identity structure. That update was accompanied by the 
launch of a new online course on the subject of unfair commer-
cial practices, performed in collaboration with the Permanent 
Observatory on the Application of the Rules of Competition 
of the Faculty of Law of the University of Trento. Additionally, 
compulsory training modules were provided to employees on the 
corporate provisions and policies adopted, such as the Code of 
Ethics, the administrative responsibility of the institutions, pri-
vacy and unbundling, basic training on safety in work and safe 
driving, and the Quality, Environment, Safety and Energy Man-
agement System - QASE (see the dedicated boxes).
The protection of health and the physical and 
mental integrity of people is a constant com-
mitment for the Acea Group. Consistent with 
awareness-raising activities under way in the 
Group, it was considered particularly impor-
tant to focus on the safety of those assigned 
to drive vehicles in their daily work activities. 
The Safe Driving course, launched in 2016 
in partnership with the ACI Vallelunga Safe 
Driving Centre, saw the involvement of 529 
participants in 17 sessions in 2017 and mostly 
targeted displaced staff, due to the extensive 
use of corporate vehicles. The course, which 
will continue in 2018, has enabled partici-
pants to strengthen their driving skills, thanks 
to practical exercises carried out with the 
support of expert trainers.
SAFE DRIVING
In 2017, a training course was launched with 
the aim of ensuring the adequate knowledge, 
understanding and application of Legislative 
Decree No. 231/01 and the Organisational 
Management and Control Model, and high-
lighting the main types of alleged offences 
related to the environment and occupa-
tional safety for the purposes of the related 
prevention of accidents.
The course was divided into classroom 
meetings addressed to all managers of the 
Group and e-learning training for all execu-
tives and employees. The classroom training 
involved 63 participants in two sessions 
and helped to increase the understanding 
of the importance of the application of the 
Organisation, Management, Control and 
Management Systems Model in relation 
to environmental and occupational safety, 
dealing with topics with an application-based 
approach and referring to analyses of real 
cases and experience-based testimonies. The 
training path will also continue in 2018.
LEGISLATIVE DECREE NO. 231/01 AND THE ORGANISATION, MANAGEMENT AND CONTROL MODEL
In 2017, Acea started a training programme, 
in partnership with the Permanent Obser-
vatory on the Application of Competition 
Rules of the Faculty of Law of the Univer-
sity of Trento, on the subject of Antitrust 
and unfair commercial practices. The aim 
of the course is to develop and strengthen 
a shared culture, within the Group, of com-
pliance with antitrust rules and consumer 
protection, within the regulatory and legis-
lative context of the sector.
In particular, the training project aims to 
raise awareness in relation to the issue of 
unfair commercial practices and compliance 
with antitrust regulations, increase the level 
of knowledge regarding the relevant leg-
islation, and raising awareness of the risks 
and consequences for the Company in the 
event of any breach of the law.
The training course is divided into two dif-
ferent e-learning modules: one on An-
titrust (to be provided in 2018) and one 
on Unfair Commercial Practices, starting 
in October 2017 and continuing the fol-
lowing year. Approximately 3,000 people 
followed the module between October and 
December 2017.
COLLABORATION BETWEEN ACEA AND THE PERMANENT OBSERVATORY ON THE APPLICATION  
OF COMPETITION RULES

138
ACEA GROUP / SUSTAINABILITY REPORT 2017
Among the training initiatives undertaken by the companies, it is 
noted that Gesesa has focused managerial training, addressed to 
managers, executives and their staff, on a Team alignment course, 
aimed at strengthening the accountability and involvement of em-
ployees in business choices and facilitating communication. It has 
also organised two sessions of an experience-based training course: 
the cooking day We taste together, engaging employees in a pleasant 
activity such as preparing a dinner, supervised by a chef and a head 
waiter, and at the same time a demanding and responsible activity, by 
providing a dinner, at the end of the preparation, that will actually be 
served to corporate guests and business managers. This kind of ex-
perience, while involving tasks outside the work context, reproduces 
the same business dynamics and stimulates the adoption of operat-
ing methods that facilitate the achievement of good results, i.e. the 
sharing of objectives, cohesion, teamwork, concentration, the ability 
to troubleshoot problems and deal with unexpected events, results 
orientation, and the correct management of available resources.
As part of managerial training, Aquaser and Acea Ambiente have 
allowed certain employees who work as managers to attend the 
Master’s Degree in General Management of SMEs, organised by the 
SDA Bocconi School of Management. The course provides partici-
pants with the specific models and tools that are needed to generate 
growth within the company. Additionally, for technical and special-
ised training given to staff with specific skills, they have allowed em-
ployees to attend modules of the Master’s Degree in the Handling 
of Waste between Law and Technique, organised by Eda Pro, aimed at 
providing an in-depth study on the subject.
Acea8cento has focussed training courses on new IT applications 
and the development of digital processes, to support the activities 
managed. 142 employees of the company have taken part in the 
training, which is equivalent to 90% of the workforce. Moreover, a 
training and in-depth study on the subject of compliance and cor-
ruption was conducted at Acea8cento and at Acea Energia, aimed at 
promoting the dissemination of a culture of legality, focussed on an 
awareness of the correct behaviour to be assumed in order to pre-
vent any risk of corruption offences, both required by Italian Legisla-
tive Decree no. 231/2001 and to prevent passive corruption. In the 
case of both companies, training has continued for employees who 
work in customer care, with experience-based training held at the 
Alitalia Training Academy, with the objective of facilitating customer 
management.
Among its various activities, Acea Elabori has provided training on 
the safety requirements of tenders, with the aim of guaranteeing a 
model for the guidance, control and implementation of the most in-
tegrated security measures and training on Legislative Decree No. 
50/2016, again on the subject of tenders, with a view to environ-
mental and energy sustainability in the integrated water sector.
Acea Ato 5 has taken care, specifically, with training activities on the 
System for the Integrated Management of Quality, the Environ-
ment, Safety and Energy.
Acea Ato 2 has increased training on environmental subjects (13 
dedicated courses during the year), and in particular on waste, man-
agement systems and sustainability. Some courses have provided 
an in-depth understanding of aspects related to the Traceability of 
waste, and New eco-friendly rules of public tenders, involving approxi-
mately 130 employees in the company and extending access to em-
ployees of other companies in the Group.
Traditional and experience-based training activities have involved a 
total of 536 courses (compared to 600 in 2016), with 1,203 ses-
sions (they were 1,732 in 2016). Additionally, 9 courses have been 
organised via the e-learning platform and 3,580 people have taken 
part in those courses, of which 29% were women. 
The total training hours provided are 91,996 (in traditional, expe-
rience-based and e-learning training formats). Their contraction, 
compared to approximately 153,926 hours in 2016, is mainly due to 
the lower number of sessions provided to support the new manage-
ment and work performance systems (WFM) introduced in the last 
few years (see graph No. 39 and table No. 41). 
The total training hours per capita88 are 19.6. More specifically, when 
analysing data from a gender perspective, the hours of training per 
capita provided to male staff amounted to 20.4 and those provided 
to female staff amounted to 16.9.
The costs incurred for the provision of the courses, net of scheduling 
for training and the preparation of the spaces allocated to it, were 
equal, in 2017, to €1,382,865 (table No. 41).
CHART NO. 39 - TRAINING HOURS: DISTRIBUTION BY TYPE OF TRAINING AND BY QUALIFICATION (2017) 
Women
Total
Men
0
20,000
40,000
60,000
80,000
100,000
Overall
training
hours
Total
Labourers
Oﬃce
clerks
Ranking
managers
Managers
767
6,181
39,293
26,632
72,873
19,123
91,996
43
16,826
2,103
151
Total training hours
Unbundling
Specialised technician
QASE management systems
Unlawful business
practices
Code of ethics
Privacy
Anticorruption
Safety
Managerial
Project management
Introduction
0
20,000
40,000
60,000
80,000
100,000
Training hours
365 760
14,627
42,849
24,605
91,996
2,522
2,618
857 699
972
1,122
NB 	 The breakdown by qualification of training hours per capita is as follows: 11 hours for managers, 21 for executives, 19 for employees and 20 for other workers. 
TABLE NO. 41 - SOCIAL INDICATORS: TRAINING (2016-2017)
TRADITIONAL AND EXPERIENCE-BASED TRAINING COURSES AND THEIR COSTS 
Course type (*)
courses (no.)
sessions (no.)
training (hours)
costs (euros)
2016
2017
2016
2017
2016
2017
2016
2017
Insertion
24
10
40
12
3,002
365
6,240
6,670
Managerial
17
9
66
37
31,374
14,627
431,645
669,620
Safety
102
231
288
536
31,688
40,965
311,628
375,508
anti-corruption (Italian Legislative Decree no. 231/2001)
1
3
9
8
232
226
0
13,913
88	 The indicator was created by comparing the number of hours of attendance (91,996 in 2017) to the total number of employees (4,692 in 2017).

139
RELATIONS WITH STAKEHOLDERS
TRADITIONAL AND EXPERIENCE-BASED TRAINING COURSES AND THEIR COSTS 
Course type (*)
courses (no.)
sessions (no.)
training (hours)
costs (euros)
2016
2017
2016
2017
2016
2017
2016
2017
specialist technician
456
283
1,329
610
84,802
24,605
457,171
317,154
total
600
536
1,732
1,203
151,098
80,788
1,206,684
1,382,865
COURSES AND COSTS OF TRAINING PROVIDED WITH THE PIANETACEA E-LEARNING PLATFORM 
Course type
courses (no.)
training (hours)
costs (euros)
2016
2017
2016
2017
2016
2017
project management
1
1
112
760
360
450
Managerial
2
0
29
0
720
0
Safety
2
2
334
1,884
720
450
QASE management systems
1
1
693
972
360
450
anti-corruption (Italian Legislative Decree No. 231/01)
1
1
716
2,296
360
1,039
Privacy Code (Legislative Decree. No. 196/03)
1
1
397
857
360
1,037
Code of Ethics
1
1
373
699
360
1,037
unfair commercial practices
0
1
0
2,618
0
16,410
unbundling
1
1
174
1,122
8,000
1,037
total
10
9
2,828
11,208
11,240
21,910
BREAKDOWN OF TRAINING HOURS BY QUALIFICATION AND GENDER 
qualification
2016
2017
men
women
total
men
women
total
managers
1,370
221
1,591
767
151
918
executives
7,825
3,036
10,861
6,181
2,103
8,284
employees
61,276
31,637
92,913
39,293
16,826
56,119
workers
48,382
179
48,561
26,632
43
26,674
total
118,853
35,073
153,926
72,873
19,123
91,996
(*)		
The types of traditional courses have been simplified for presentation purposes and re-incorporated for the two-year period. It should be noted that the "specialist 
technician" item includes courses provided on the subject of corporate regulations and policies, processes and systems, linguistics and IT. 
NB 	 The 2016 scope includes the companies Acea Gori Servizi and Crea Gestioni, which are no longer included in 2017, for which a total of 16 hours of training were 
provided. The two employees involved attended two different sessions of one course.
COLLABORATION WITH UNIVERSITIES  
AND HIGH SCHOOLS
Acea develops partnerships and cooperation with universities, 
participates study and research activities, is available for meetings 
between companies and students and stipulates agreements for 
the promotion of internships and apprenticeship training. 
During 2017, the main initiatives were: 
•	 Luiss Career Day, "Young People and Work” - 21st edition, an 
event aimed at facilitating the matching of work supply and de-
mand, providing students with the tools to combine the knowl-
edge acquired at the end of university studies with real opportu-
nities offered by the jobs market. 
•	 Job Meeting 2017, an initiative organised by the Faculty of 
Engineering of the La Sapienza University of Rome, aimed at 
graduates and final-year students of all disciplinary areas, in 
order to create an opportunity for young people and important 
companies in the jobs, training and orientation sectors to meet.
•	 Almalaurea “At Work - Rome” Career Day, an event organised 
by the Almalaurea consortium, aimed at bringing together cor-
porate human resources managers and university students. 
•	 “Campus & Leaders & Talents” Career Day, the first “paperless” 
Career Day, with the exchange of CVs exclusively in electronic 
format. The initiative was held at the Faculty of Economics of 
the University of Rome Tor Vergata, with the aim of facilitating 
meetings between companies and young people in an event that 
encourages respect for the environment.
•	 UniClamOrienta Placement, an initiative organised by the 
University of Cassino to guide young people towards making 
appropriate work-related choices and to giving companies an 
opportunity to meet suitable candidates for internships.
In 2017, Areti hosted the Alternating school-work programmes of 
two Technical Institutes: the G. Galilei State Technical and Industrial 
Institute and the G. Armellini State Technical and Industrial Institute. 
A total of 90 students enrolled on electro-technical and electronics 
courses took part in the programmes. The students had 11 days of 
alternating between studying at school and working in the company, 
with a total of 4,045 hours and the support of 26 company tutors.
Gesesa entered into four agreements with secondary schools, in-
cluding one for the Alternating school-work programme, all in-
cluded under the H2SchOOl project (see more detailed informa-
tion in the Institutions and Company chapter). In particular, in the 
case of the P. Giannone secondary school and the Artistico Virgilio 
secondary school, both in Benevento, the project involved the cre-
ation, in synergy, of a comic book on saving water. In the case of 
the Guacci di Benevento teacher training institute (School of Lan-
guages), the project involved the creation of information panels on 
illuminated Gesesa monuments, in four European languages. Fi-
nally, the Alternating school-work programme was hosted with the 
Benevento Technical and industrial institute and included 30 hours 
of training (theoretical and practical). 
Acea Elabori has accepted courses from the Alternating school-work 
programme of the Piaget-Diaz school and the Azzarita Scientific sec-
ondary school, involving a total of 28 students. All the students com-
pleted an alternating period of 30 hours. The company has also worked 
in partnership with the Faculty of Mathematical, Physical and Natural

140
ACEA GROUP / SUSTAINABILITY REPORT 2017
Sciences of the La Sapienza University of Rome, welcoming 10 curric-
ular internships each comprised of 80 hours.
Acea Ato 5 has signed agreements with the Sole 24 Ore higher ed-
ucation school and the Sant'Anna secondary school, taking part, with 
its own specialist experts working as teachers, in the Master's Degree 
in Energy and the Environment and in the University Level II Mas-
ter's Degree in Environmental Management and Control: Efficient 
Resource Management; it then accepted 3 curricular internships.
The Acea Group has made an economic contribution to the Mas-
ter’s Degree in Energy Resource Management organised by SAFE, 
a centre of excellence for studies and training on subjects related 
to energy and the environment, through the provision of a schol-
arship. The Master’s Degree is part of a continuous training and 
education course on the subject of energy and the environment. 
The company Acea Energia has been working in cooperation with 
it for many years, actively participating, on the one hand, in teach-
ing, with senior specialist experts in the company working as train-
ers and educators, and on the other hand, following certain training 
modules with its junior employees. The Master’s Degree attracts 
the interest of young graduates in technical disciplines and, in 
2017, several young engineers, under the scope of energy and en-
ergy efficiency, were employed by companies of the Group. Addi-
tionally, Acea Energia and Acea Ato 2 organised the SAFE DAY at 
the EUR Water Supply Centre, a day dedicated to SAFE Master’s 
students. The Acea business was presented to those students and, 
specifically, the subject of technological and digital development.
The SAFE Master’s Degree has been included in the IRELP - IRE-
NA Renewable Energy Learning Partnership, the platform dedicated 
to training for the International Renewable Energy Agency (IRENA).
Acea then joined the financing of the thirteenth edition of the 
Master’s Degree in Energy Management organised by Business 
Integration Partners (BIP) and the Polytechnic of Milan (MIP), 
with an opportunity take on an intern for a six-month duration. 
The purpose of the Master’s Degree is to train young professionals, 
providing the basic and specialised knowledge necessary for pro-
fessional needs along the entire energy sector chain. In partnership 
with the ELIS Consortium, it has also supported two scholarships 
funded in partnership with Anas, Ferrovie dello Stato and A2A, for 
a two-year period at the Polytechnic of Milan (MIP) in relation to 
Digital Engineering.
Partnerships were also initiated with the academic world for certain 
relevant training activities and various research activities (see also 
the section on Staff training and development and the chapter on 
Institutions and the Company). 
For example, in 2017, Gesesa entered into an agreement with the 
Faculty of Engineering and Economics of the University of Sannio. 
The multidisciplinary Project Work promoted by the Department of 
Law, Economics, Management and Quantitative Methods and by the 
Department of Engineering, in partnership with Gesesa, is related to 
the organisational models and technological systems adopted by the 
company. In the same year, again with the University of Sannio, the 
Department of Science and Technology entered into an agreement 
for the study of endogenous resources. Owing to its experience in the 
area, the company is also engaged as a speaker for the university mas-
ter’s degree and public conferences on the subject.
As mentioned above, the company utilises the professional skills 
of its staff in university master’s degrees and courses, and under 
the scope of technical projects. In 2017, qualified company staff 
worked as teachers or with company testimonies under the scope 
of university master’s degrees, dealing, in particular, with issues re-
lated to energy and the environment. 
In 2017, the companies of the Group activated a total of 14 
internships, two of which were included in the Lazio Region Coun-
cil tender Return immediately, to which Acea Elabori adhered, and 
13 curricular internships. During the year, three young people pre-
viously taking part in internships found stable work with profes-
sional contracts.
INCENTIVE SYSTEMS AND STAFF EVALUATION 
In accordance with the remuneration policy adopted by Acea, which 
aims to ensure the application of the merit-based principle in staff 
evaluation and, consequently, to seek the selectivity of fixed and var-
iable remunerative interventions, there are two different incentive 
and evaluation systems: long-term (LTIP) and short-term (MBO).
The long-term (three-year) incentive Plan (LTIP) is reserved for 
CEO and senior managers, made up of managers from the Group 
with strategic roles and responsibilities. 
The choice of this system’s structure, which provides for the ac-
crual of any bonus with a three-year cycle, is aimed at ensuring 
the continuity of company performance, guiding the actions of 
management towards medium and long-term results and trigger-
ing virtuous mechanisms for the creation of value for stakeholders.
For 2017, the LTIP calculation system remains calculated as a per-
centage of the Gross Annual Remuneration (GAR) and is sub-
ject to the achievement of objectives of an economic and financial 
nature (Gross Operating Profit - GOP and Return on Invested 
Capital - ROIC), identified by the Nomination and Remunera-
tion Committee. Both objectives are linked to the appreciation of 
shares on the stock market (Total Shareholder Return - a meas-
urement of the performance and appreciation of the value of 
Acea's shares compared to a basket of comparable companies). At 
the end of each three-year period of reference, the bonus is paid, 
if necessary, based on the degree of achievement of the economic 
and financial and profitability objectives.
The short-term (annual) incentive system, Management by Objec-
tives (MBO), is applied to senior and middle management (managers 
and executives). In order to create a synergistic link between strategy 
and operational management of the company, the MBO system re-
quires the payment of variable remuneration based on the achieve-
ment of individual objectives, related to the specific areas of activity 
performed, and of the Group, assigned at the start of the year, as 
well as the assessment of the congruity of organisational behaviour 
with respect to the expected leadership model. Therefore, the in-
centive system in force in 2017 focuses on the overall assessment of 
the person (Performance and Leadership) and on the achievement 
of individual qualitative and quantitative objectives. 
For the actual payment of the bonus, the mechanism connected 
to the MBO system provides a system of "access gates,” consist-
ing of four Group objectives, three of an economic and patrimonial 
nature and one linked to the qualitative aspects of the services pro-
vided (Gross Operating Profit, Net Profit, Net Financial Position 
and QUALITY AWARD). 
In 2017, a catalogue of Group objectives was prepared containing a 
set of indicators to be assigned to managers to transform strategic 
lines into actual results. 
The performance bonus is awarded annually to service staff work-
ing as managers, employees and workers, including with part-time 
employment contracts, fixed-term contracts and apprenticeship 
contracts. A financial amount is allocated to employees as recog-
nition and to share the good results achieved by the company. The 
award criteria have been defined in the light of the merit-based prin-
ciple, with the use of a system for evaluating individual contributions 
(achievement of the objectives assigned and behaviour adopted), 
and the financial amount is calculated based on the parameters of 
productivity, profitability and health and safety at work.

141
RELATIONS WITH STAKEHOLDERS
There are also some benefits for employees, including those with 
part-time, fixed-term contracts and apprenticeship contracts, 
such as additional monthly payments, meal vouchers (tickets), 
discount on electricity tariffs - only for staff hired before 9 July 
1996, which that year was the subject of the trade union agree-
ment (see the paragraph on Labour-management relations), the 
subsidies recognised through the Company Recreational Club 
(CRC), the supplementary health insurance policy, the Pension 
Fund for managers and the supplementary pension fund of the 
sector - the Pegaso fund - for employees. Additional benefits are 
provided to managers, such as the use of a company car and the 
reimbursement of fuel costs.
The Staff Management System provides an individual evaluation 
process (Performance Management) that measures the perfor-
mance achieved, that is, the achievement of the assigned objec-
tive, leadership and the ability of each employee to be able to guide 
people and act favouring change, respecting the reference value 
system.
The process has the following purposes:
•	
Creating a culture increasingly based on merit, value and the 
involvement of the people who work in the Group;
•	
Increasing the awareness of the role and of individual contri-
bution; 
•	
Increasing motivation, stimulation and staff recognition; 
•	
Aligning people with company values, making them share the 
goals and results achieved.
INTERNAL COMMUNICATION 
Communication initiatives in the Acea Group, managed by the In-
ternal Communications Unit, contribute to developing staff knowl-
edge on Group principles and values, and on strategic objectives, to 
disseminate the corporate culture, promote and maintain a good in-
ternal climate and develop a sense of belonging in employees. 
In 2017, the Internal Communication Unit included among its main 
objectives the growth and enhancement of human capital, as part 
of a renewed corporate culture, oriented towards improving oper-
ations and implementing industrial guidelines.
In line with the new and strong operational vocation of the organisa-
tion, the key internal communication campaigns related to the vari-
ous businesses of the Group focussed in particular on innovation and 
technological efficiency in the four industrial areas, with a specific 
focus on safety issues and environmental and social sustainability.
To achieve of the above mentioned path, the Intragroup Social 
Collaboration platform JAMP was added during the year to the 
main communication tools that were previously used to target em-
ployees, such as newsletters, e-mails and the Intranet portal, and 
live streaming links were used for major organised events. 
In order to make the conveyed messages more emotional, effec-
tive and engaging, emotional videos were also used, made possible 
thanks to the contribution and involvement of the employees act-
ing as key players and direct ambassadors of the proposed initiatives.
Among the major theme-based events designed to stimulate the 
intragroup involvement of employees and increase their sense of 
belonging, the following are highlighted:
•	
ACEA NOVECENTO: A permanent photographic exhibition 
designed to enhance the professional skills of men and women 
who worked in the past and who now work in Acea, through the 
publication of photographs taken from the Company’s invaluable 
historical archive and documents taken from some issues of the 
"Acqua e Luce" information magazine (1950/1960).
•	
12. SAMPLES OF INFRAGROUP MOMENTS: an event held 
during the Christmas holidays at the Acea Autoparco Industrial 
Space, with the dual objective of encouraging the affiliation of 
employees, thanks to the participation of most of the companies 
of the Group and combining business and the territory through 
the preparation of food and wine corners with typical foods from 
the local communitys of origin. 
In line with the values of innovation, quality and operational ef-
ficiency, the Internal Communication Unit has also conducted 
campaigns to support certain projects designed to make the every-
day services and tools used by employees more interactive, but at 
the same time sustainable: 
•	
The campaign for the use of the Eni Multicard in Iperself 
mode, which has allowed more operational practicality and 
significant savings.
•	
The presentation of the new corporate portal acea.it, launched 
at the end of 2016, with the involvement of employees in the 
role of ambassador of the new features of the MyAcea section. 
•	
The launch of the Execution Model, conceived with the aim of 
improving the core activities of the Group's business.
•	
The organisation of events aimed at the internal dissemination 
of the Business Plan 2018-2022 at all Acea facilities. 
To spread and promote the theme of corporate well-being in its 
various aspects, several internal campaigns were implemented to 
support Work Life Balance projects, such as the smartworking 
and agile work initiative given the name "E.L.E.N.A." executed in 
partnership with the Bocconi University of Milan, with its exper-
imental phase completed in September, the "MAAM - Materni-
ty as a Master" project, dedicated to enhancing neo-entrepre-
neurship, transforming it during managerial development, as well 
as projects implemented during the year to enhance differences 
and equal opportunities (see the paragraph on Diversity and Equal 
Opportunities). 
The role of Internal Communication has also been to not only ac-
tively involve employees, but also their families in these internal 
welfare and caring courses.
The promotion of solidarity has characterised other internal 
communication campaigns organised also with the help the 
participating employees. Among the initiatives for solidarity 
taking place during the year, the following should be noted: the 
organisation of Acea Solidarity Monday, with several days ded-
icated to fund-raising, attended by non-profit associations at 
the central office; the distribution of Christmas Packages con-
taining products from areas affected by the earthquake that 
erupted in 2016 which, in addition to supporting the producers 
of those areas, generated funding for the redevelopment of an 
area in the Roman suburbs; the purchase and distribution of 
panettone, with proceeds going to the Italian Red Cross, during 
Christmas events.
As part of the "Let's not generate waste" campaign, organ-
ised in 2016, in partnership with the National Agency for New 
Technologies, Energy and Sustainable Economic Development 
(ENEA), and with reference to the subject of environmental 
sustainability, an in-house video was made in 2017 on energy 
efficiency, thanks to the contribution of several employees. 
In 2017, for the second consecutive year, Acea received an im-
portant recognition for Responsible Communication from Aretè, 
thanks to its video Be Sure to be Safe, conceived and created in-
ternally, with the aim of promoting a culture of safety at work 
and projected during Safety Week (see the dedicated box in the 
section Health and safety protection at work).

142
ACEA GROUP / SUSTAINABILITY REPORT 2017
DIVERSITY AND EQUAL  
OPPORTUNITIES 
In compliance with the provisions of the law89, Acea employs and 
integrates staff in the company belonging to protected catego-
ries (disabled persons, orphans, etc.), guaranteeing them support 
services, thanks to the work of the National Association of Mu-
tilated and Disabled Civilians (NAMDC), and offering them as-
sistance and technical tools for support so they can perform the 
tasks they are assigned. Staff belonging to protected categories, as 
of 31.12.2017, include 236 employees (146 men and 90 women). 
An Equal Opportunities Commission (CPO) has been planned for 
the company, in accordance with a Regulation in force on the pro-
tection of the dignity of women and men and for some years now a 
Diversity Committee has been set up90, chaired by the Chairman 
of Acea S.p.A. The Diversity Committee, established in line with 
the principles expressed in the Code of Ethics, and in line with the 
provisions of the Charter for the Management of Diversity, has the 
task of promoting diversity management policies and involving the 
competent organisational structures and, directly, employees of 
the Group, in initiatives and projects aimed at preventing and not 
allowing discrimination within the company and making the most of 
employees’ differences.
In November 2014, a Charter for the Man-
agement of Diversity at Acea was approved 
by the Board of Directors. It is currently in 
force in the Group and it sets out the compa-
ny's position and commitments:
"Acea (...) intends to promote a culture of 
equal opportunities and the management and 
enhancement of diversity, aimed not only at 
preventing and combating all forms of discrim-
ination (...) but at recognising, understanding 
and appreciating differences, and enhancing 
the individual aspects and skills of all people who 
work for the company.
(...) Considering diversity in an inclusive way 
means ensuring every worker is in a position to 
realise his or her full potential and, at the same 
time, transforming the diversity that exists in 
the organisation into added value. Developing a 
sense of belonging to a community that recog-
nises the value of diversity has a positive bene-
ficial impact on workers, the company and the 
economic and social system as a whole (...)".
ACEA'S CHARTER FOR THE MANAGEMENT OF DIVERSITY 
During the year, the Head of the Acea Audit Department was 
among the winners of the 2017 edition of the Simpatia Prize, be-
cause of its “profuse engagement in the promotion of a corporate cul-
ture based on the enhancement of diversity in an inclusive sense, on 
teaching mutual respect, and the fight against violence, stereotypes 
and prejudices, with a particular focus on equal opportunities and the 
empowerment of women."
In December 2016, activities in the area of diversity and inclu-
sion entered organically into the structures responsible for man-
aging staff of Acea S.p.A., with the establishment of the People 
Care Unit. As a result of the corporate reorganisation process, in 
September 2017, the activities previously managed by the People 
Care Unit were merged within the newly established People In-
volvement Unit, in the Human Capital Development department.
During the year, Acea has implemented various initiatives, including:
•	
Peak viewing: a survey conducted in January and involving all 
employees, with the aim of identifying needs and priorities in 
terms of organisational well-being, taking into account person-
al and family characteristics of the company’s employees. The 
analysis of the responses received led to an action plan that 
was presented in April, in a kick-off meeting attended by the 
Executive Director of Parks - Liberi e Uguali, the Foundation 
that Acea joined in 2016. 
•	
MAAM (Maternity as a Master): the initiative already men-
tioned and aimed at enhancing the experiences of both parents 
during the initial years of raising children. 55 female employees 
and 18 male employees joined the project and became part of a 
community in which it is possible to share experiences, following 
online coaching courses designed to capitalise on the skills that 
spontaneously arise during the experience of parenting, in order 
to enhance so-called "generative leadership," and exploiting the 
potential to improve skills such as emotional intelligence, listen-
ing and guidance skills, time management and creativity.
•	
Mentore and Telemaco: a project dealing with the subject of 
the age, making the most of people’s differences. In a series of 
meetings that were held between April and September 2017, 
staff with a high level of experience within the company met with 
new employees, in order to generate a mutual exchange of ap-
proaches and knowledge and build an inter-generational bridge. 
•	
Girls in Motion: A project aimed at promoting the presence of 
women in technical roles. The project is part of the wider WIM 
- Women in Motion campaign, supported by the FS Italiane 
Group, with the involvement of a group of companies, including 
Acea, noted for their commitment to issues of equal opportu-
nities. A group of 20 girls, selected from approximately 1,500 
secondary school students from all over Italy, embarked on a 
journey from Milan to Naples, with stops along the route where 
they had an opportunity to visit some of the operating facilities 
of the companies taking part in the initiative. Acea welcomed 
them in April, allowing them to visit the water and electricity 
supply Dispatcher Rooms. The visit generated a huge interest 
among the girls, who wanted to broaden their knowledge with 
regard to aspects of the water cycle and the energy sector 
chain, as well as the use of new services and technologies for 
responsible and sustainable use of natural resources.
Additionally, to protect the equal parental opportunities and respon-
sibilities between men and women, in March 2017, Acea introduced 
a day of "compulsory leave” for all new fathers, in addition to the two 
days provided by Article 1, paragraph 354, of the Law No. 232, of 
11 December 2016, for the benefit of the new fathers, within five 
months of the birth of their child or of joining their family in Italy, in 
cases of national or international adoption or custody.
After concluding the E.L.E.N.A. (Experiencing flexible Labour 
tools for Enterprises by engaging men and women) pilot project in 
June 2017, Acea was able to analyse its outcomes and assess the 
effects on individual productivity of the work-life balance policies 
tested (see the dedicated box).
89	 Law No. 68/99.
90	 The Diversity Committee was established by the Board of Directors, together with the approval of the Charter for the Management of Diversity, at the meeting held on 
10 November 2014.

143
RELATIONS WITH STAKEHOLDERS
The agile project work - smart working - 
E.L.E.N.A., coordinated by the Department 
of Equal Opportunities of the Presidency of 
the Council of Ministers, with the scientific 
collaboration of Bocconi University in Milan, 
had a 9-month duration (September 2016 
- June 2017) and involved 200 people, be-
longing to 9 companies of the Group, identi-
fied among a "sample" population with certain 
needs (such as dependent children under 3 
years, other dependent family members, etc.). 
In addition to the 200 people who worked 
in smart working mode - see "Group of ob-
servers" - another 110 people were identified 
who worked in ordinary mode - see "Control 
group" -, in order to be able to evaluate, 
through comparison, the effects of the use of 
the agile working method. The results revealed 
that "agile" workers have a guaranteed pro-
ductivity of more than 3-4%. The same em-
ployees had a lower work absentee rate than 
their colleagues who were always present in 
the office. On average, every "smart worker" 
has renounced an annual package of excep-
tional permission to leave, ranging from 1.2 to 
4.8 days. Satisfaction in terms of the balance 
between private life and work increased on 
average by 6.6%. 
The innovative scope of the project has a focus 
on the deconstruction of constraints con-
nected to the work place and working hours, 
recognising the person's autonomy and re-
sponsibility in defining the working methods 
and focussing on the objective. The increased 
flexibility and autonomy given to agile workers 
has had positive impact on their work-life 
balance, increasing their well-being, which is 
also linked to productivity. 
By positively evaluating the project’s results, 
Acea intends to extend the possibility of 
working in smart mode, starting from 2018, to 
an increasing number of employees.
THE RESULTS OF THE E.L.E.N.A. PROJECT IMPLEMENTED AT ACEA
On the International Day for the Elimination of Violence Against 
Women, organised by the UN, Acea projected the inscription “No 
More” on the façade of the main building, to publicly testify its sol-
idarity with all women and its stance against any form of violence 
or abuse. Furthermore, Acea has once again chosen to participate 
in the Rome Pride 2017, to broadcast its message of inclusion of 
diversity and opposition against all forms of discrimination.
COMMUNITY LIFE IN ACEA 
Some structures within the company perform work of a social 
nature, directly involving employees: the Company Recreational 
Club (CRC), the Gold Medal Association, the National Associa-
tion of Mutilated and Disabled Civilians (NAMDC) and the As-
sociation of Christian Italian Workers (ACIW).
In 2017, the number of members enrolled in the Company Rec-
reational Club (CRC), including managers, remained unchanged 
and amounted to 4,620 people. The CRC was responsible for 
managing the company’s crèche, open to children of employees 
and children of residents of Municipality I, and accommodating 
35 children in the first semester and 36 in the second semes-
ter of 2017. 
The Club offers cultural, sport, tourism, economic, commer-
cial initiatives and personal services, and its aim is to enhance 
the free time of its members, without losing sight of aspects of 
social interest. An important solidarity tool among employees 
is the Emergency Fund: an initiative in support of the relatives 
of deceased, in-service or retired employees. All employees can 
join by signing a form, which they must send to the Human Re-
sources Management Department or to the CRC, in which they 
authorise the deduction from the payroll of a small contribution 
that is allocated to the Fund. 
The Company Recreational Club enters into agreements for em-
ployees and their families with institutions that offer health ser-
vices, dental services, legal advice, etc. and active commercial 
agreements, including ticket sales service relating to sports, the-
atre and music events, which can be viewed on a dedicated portal 
with constantly updated contents and accessible on the Intranet 
(www.cra-acea.it). It is also responsible for informing employees, 
by sending newsletters.
The Association of Christian Italian Workers (ACIW) is very ac-
tive in Acea and promotes social initiatives, solidarity and sup-
port. Examples of that support are the presence of the Chaplain 
from whom employees can seek guidance, and the organisation 
of meetings for families, also with the intention of creating a 
support network for employees. The association is also involved 
in providing services such as mortgage and loan advice, school 
assistance for children of employees attending lower- and up-
per-secondary schools, and various other initiatives benefiting 
employees, such as the organisation of language courses, and 
cultural and sports activities.
CHART NO. 40 - MEMBERS THAT HAVE USED CRC SERVICES (2017)
 525 | Shareholders who have utilised tourism services
 
135 | Children of shareholders who have utilised summer programmes
 1,615 | Shareholders interested in insurance instalments
 
28 | Shareholders interested in purchase instalments
 697 | Shareholders who have utilised the so-called “dono della Befana” bonus beneﬁts
 
36 | Shareholders who have utilised scholarships

144
ACEA GROUP / SUSTAINABILITY REPORT 2017
SHAREHOLDERS AND FINANCIERS 
Acea is a listed company that ensures the financial communi-
ty, through its Investor Relations Department and in partnership 
with the competent corporate structures, a continuous, timely 
and useful flow of information for the correct assessment of the 
current and future situation of the Company and the Group, also 
highlighting Environmental, Social and Governance (ESG) items. 
The information is conveyed through current and potential direct re-
lationships with analysts and investors, and through presentations and 
press releases uploaded on the Company's website, always respecting 
the fundamental principles of correctness, clarity and equal access.
Additionally, the Corporate Affairs and Services Department is re-
sponsible for the management of information flows with the Su-
pervisory Authorities (Consob and Borsa Italiana) and the corpo-
rate obligations required by law for listed companies.
ECONOMIC FLOW TO 
SHAREHOLDERS AND FINANCIERS 
Shareholders received €133.9 million in dividends as manage-
ment profit for the year (they received €132 million in 2016), 
which correspond to € 0.63 per share, with a payout of 74% on 
net income, after allocations to third parties.
In the last trading session of 2017, Acea shares recorded a closing 
price of €15.40 (capitalisation: €3,280 million), with an increase 
of 33.3% compared to the previous year. In 2017, a maximum 
value of €17.08 was achieved on 30 November, while a mini-
mum value of €11.30 was achieved on 1 February. Average daily 
volumes were marginally higher than €140,000 (compared with 
approximately €110,000 in 2016).
TABLE NO. 42 - PERFORMANCE OF STOCK EXCHANGE INDEXES AND ACEA SHARES (2017)
variation % 31.12.17 (compared to 31.12.16)
Acea
+33.3%
FTSE Italia All Share
+15.6%
FTSE Mib
+13.6%
FTSE Italia Mid Cap
+32.3%
€ 89.3 million are destined to financing stakeholders (com-
pared to € 128.8 million in 2016). The change significantly in-
fluences the reduction in interest on bonds compared to the 
charges incurred last year for the repurchase of two quotas of 
bonds and the further reduction in costs of medium/long-term 
debt and the cost of commissions for transferred loans. The av-
erage overall all-in cost of the Acea Group's debt on 31/12/2017 
was 2.59%.
Regarding the composition of debt, on 31/12/2017 approximately 
62.5% of the total amount was derived from transactions on the 
capital market (corporate bonds). Regarding the banking sec-
tor, Acea mainly targets those entities whose mission is to fi-
nance strategic infrastructures, such as the European Invest-
ment Bank (EIB, 19.8% of the debt) and the Cassa Depositi 
e Prestiti (CDP, 9.2% of the debt). These institutions ensure 
loans, to entities with creditworthiness such as Acea, with a ma-
turity of more than 10 years, in line with the duration of the 
concessions (water and electricity) owned by companies of the 
Group, called to make the relevant investments.
TABLE NO. 43 - RATING 2017
AGENCY RATINGS 
agency
long-term rating
short-term rating
outlook
Moody’s 
Baa2
stable
Fitch
BBB+
F2
stable

145
RELATIONS WITH STAKEHOLDERS
Moody's confirmed last year's rating, underlining how the com-
position of Acea's assets is characterised by a low risk profile, 
owing to 80% of the EBITDA being guaranteed by regulat-
ed businesses with low exposure to price risk and volume risk. 
Therefore, despite the sovereign outlook being Baa2 negative, 
the agency estimates that the Acea Group may continue to 
meet the requirements of a stable outlook, because of the di-
versification of its business and its modest exposure to cyclical 
activities (20% of Ebitda).
Fitch confirmed Acea’s rating and indicated how the new Business 
Plan (2018-2022), which confirmed the group’s focus on regu-
lated businesses, envisages an increase in the total investments in-
cluded in the plan. It also positively highlighted the increased visibil-
ity of water service business, which contributes 40% to the Group's 
gross operating margin and the new 2016-2019 regulatory cycle in 
electricity distribution (40% of the EBITDA). Both items will guar-
antee more visibility of the Group's prospective flows.
FINANCIAL DISCLOSURE 
During 2017, Acea organised and participated in a number of 
meetings, extended presentations, roadshows and reverse road-
shows, with approximately 160 equity investors, buy-side analysts, 
investors and credit analysts. 
The roadshows, organised in partnership with the main busi-
ness banks, took place in the most important squares in Europe: 
In Rome, Milan, London and Paris. Additionally, conference calls 
were held in the market with approximately 110 analysts/investors, 
at the time of the approval of the annual and interim results, and 
the Business Plan 2018-2022.
The Company participated in several Utilities Conferences held by 
Borsa Italiana and leading brokers. In addition to direct relationships 
with analysts and investors, managed on a daily basis, economic 
and financial communications (price sensitive press releases, com-
pany presentations, credit ratings, stock performance, highlights, 
etc.) are constantly updated in the Investor Relations area of the 
company website.
Approximately 170 studies/reports on Acea shares were published 
during the year under review.
Seven business banks analyse Acea shares with a high level of con-
tinuity, five of which, as of 31 December 2017, express "positive” 
ratings and two of which express "neutral" ratings.
ESG ANALYSTS EVALUATE ACEA 
Acea constantly cultivates relations with finance operators from 
Environmental, Social and Governance (ESG) and, in the year un-
der review, found its position in the evaluations of analysts, ratings 
and benchmarks, as illustrated below.
•	
In 2017, Oekom Research confirmed the intermediate rating drawn 
up in the previous year by assigning a C+ rating (scale D-/A+).
•	
The Carbon Disclosure Project (CDP), an international organisa-
tion supported by over 800 international investors, whose mis-
sion it is to ensure attention is being given to the management of 
the risks and the impact from climate change by major companies 
around the world, publishes a list each year illustrating the ranking 
of Italian companies committed to this cause. Acea, which has as-
sessed to this regard for many years, has also received an excel-
lent evaluation for 2017, confirming its presence in leadership class 
(A-) (for details see Relations with the environment and the para-
graph on Mitigation and adaptation to climate change).
Acea has been included in the Ethibel Excellence invest-
ment register since January 2015. The analyst states 
that: “This selection by the Ethibel Forum indicates that 
the company operates better than the average for its 
sector in terms of corporate social responsibility.”
Acea shares are present in some ESG investable universes, includ-
ing Green Impact by Kepler Cheuvreux, which includes European 
companies that combine business exposure to environmental is-
sues with positive management of the related impact in favour of 
mitigation of climatic effects, and the investable universe of ECPI.
Further opportunities for discussion and interaction between Acea 
and the sustainable and responsible finance operators occurred 
during the year, stimulated by requests for further explanations 
with regards to assessments and data models, with Evalueserve 
(FTSE Low Carbon Economy) and Vigeo Eiris.

146
ACEA GROUP / SUSTAINABILITY REPORT 2017
INSTITUTIONS AND THE COMPANY
ACEA WITH THE 
INSTITUTIONS:  
River Tiber 
CONTRACT IN THE  
URBAN AREA
RESEARCH AND 
INNOVATION: PROJECTS 
AMOUNTING TO 
APPROXIMATELY  
56 million Euros  
IN THE YEAR
H2020 ATENA  
PROJECT FOR  
cyber security  
IN THE INFRASTRUCTURES 
AND IN THE INDUSTRIAL 
PLANTS
School-work 
alternating  
PROJECTS AND 
COLLABORATION WITH 
UNIVERSITIES
Acea deals with interactions with the institutional key players and 
stakeholders of reference for the territories and the business in 
which they operate, according to a participatory logic and based 
on the culture of dialogue, with the aim of generating a shared ad-
vantage, to the benefit of all the parties involved, but primarily the 
community and the territories of reference.
RELATIONS  
WITH INSTITUTIONS 
Relationships with the Institutions are focussed on the economic 
dimension (taxes and fees) and the social dimension (relationships 
with local institutions, sector authorities, dialogue with consumer 
associations and other civil representatives, professional and insti-
tutional partnerships, etc.), in line with current legislation and the 
Group's Code of Ethics.
The economic value distributed to public authorities in the form 
of taxes in 2017 is €96.5 million (it was €143.5 million in 2016). 
The tax rate for the year is equal to 33.3% (it was 34.5% last year).
Acea regularly pays contributions and registration fees owed to 
public and private bodies, such as chambers of commerce, inde-
pendent administrative authorities, industry associations and rep-
resentative bodies. In 2017, the total amount of this item was ap-
proximately €2.57 million, a slight increase compared to 2016 
(€2.03 million). More specifically, approximately €1.56 million 
was paid to regulatory authorities (ARERA, AGCM, Consob and 
other public services authorities), €81,000 was incurred as a man-
datory charge to the chambers of commerce and €934,000 was 
incurred for contributions to confederation bodies and for various 
membership fees (Utilitalia, Unione Industriali).
Public institutions represent privileged partners for the implemen-
tation of initiatives useful for generating positive effects in the ter-
ritory and in relation to the quality of life for citizens, also in virtue 
of the essential nature of services provided by the Group and their 
impact on communities (see chapters on Customers and the com-
munity, Staff and Relations with the environment). 
Acea interacts with the various institutions in compliance with 
the principles and rules established in the Group's Code of Ethics, 
which dedicates Article 19 to relationships with institutions, public 
authorities and political and trade union bodies, establishing that: 
“Acea does not contribute in any way to the financing of political and 
trade union parties, movements, committees and organisations, even 
if they have the legal status of an association or foundation with the 
same instrumental bodies, or their representatives and candidates.
Relations between the Company and the political and trade union or-
ganisations, with regards to matters of corporate interest, are inspired 
by mutual respect and collaboration.
Every relationship must be authorised by the structures in charge, paying 
particular attention to avoiding situations in which conflicts may occur 
between Acea's interests and those of the authorised collaborator on es-
tablishing relationships with political or trade union organisations.
In any case, Acea refrains from behaviour aimed at exerting direct 
or indirect pressure on politicians and trade unions in order to obtain 
benefits.”
The management of relationships with institutions is defined by an 
organisational model that assigns specific skills and tasks to the var-
ious corporate structures: 
•	
The External Relations and Institutional Affairs Department 
guarantees the unitary representation of the Group's positions 
in dialogue with local, national and international institutions and 
bodies, in order to promote and protect the Group's interests 
and respond to signs of evolution of the scenario of reference 
and the related potential impact on the business.
•	
The Corporate Affairs and Services Department ensures as-
sistance for all legal aspects relating to Acea S.p.A.'s operations 
and the functioning of the Group, dealing with communications 
with the securities market Supervisory Authorities (Borsa and 
Consob), managing relations with the regulatory bodies in the 
relevant sectors, representing Acea positions in participatory 
regulatory training procedures, and ensuring coordination and 
guidance in the implementation of the Authority's resolutions, 
in order to minimise exposure to regulatory risk.
The Group's operating companies, jointly with the Parent Compa-
ny, manage the "technical and specialist" aspects of the managed 
services - water and electricity supply, public lighting and the envi-
ronmental sector - also through consultation with the various ad-
ministrative, regulatory and control bodies.

147
RELATIONS WITH STAKEHOLDERS
The Regulatory Authority for Energy 
Networks and the Environment has estab-
lished a mechanism of awards and penalties 
for companies that manage the services reg-
ulated by said authority. In 2017, with ref-
erence to the management of the previous 
year, Areti was made to pay a penalty of ap-
proximately €941,000 relating to the reg-
ulation of the continuity of the electricity 
service for low-voltage users. Again with ref-
erence to the continuity of service in 2016, 
Areti has paid, as compensation to users and 
as penalties paid to the Energy and Environ-
mental Services Fund (EESF), approximately 
€1.2 million with reference to prolonged and 
extended interruptions and approximately 
€101,000 for exceeding the pre-set stand-
ards for medium-voltage users. 
Acea Ato 2 paid approximately €2.7 million 
in automatic indemnities to customers, the 
majority of which related to billing indicators, 
while, for any awards for the quality standards 
of the service provided during 2017, data was 
communicated in January 2018 to the Op-
erative Technical Secretariat of the Manage-
ment Body of the area of reference for the 
verification of the case.
As part of the appeal filed by Acea Energia 
for the cancellation of the sanction measure 
adopted in November 2015 by the Competition 
and Market Authority (CaMA), upon conclu-
sion of the PS9815 proceedings, on the subject 
of the activation of unsolicited contracts, the 
local communityal Administrative Court of Lazio 
- by order No. 2547 dated 17 February 2017, 
- decided to submit the preliminary questions 
raised by the company to the Court of Justice 
of the European Union. The questions are linked 
to the interpretation of Art. 27-bis, paragraph 
1 of the Consumer Code, which essential-
ly concerns the competence of the aforemen-
tioned Authority to sanction, under the scope of 
unfair commercial practices, conduct subject to 
specific regulatory provisions.
It should be noted that the CaMA initiat-
ed an investigative procedure in May against 
Acea and Acea Energia for an alleged breach 
of Art. 102 of the TFEU relating to abuse 
of a dominant position. The proceedings are 
ongoing and the deadline for their conclusion 
is set for June 2018. 
Additionally, the appeal lodged by Acea Ato 2 
against the fines imposed on it in the PS9916 
proceedings are still pending before the local 
communityal Administrative Court of Lazio 
- inherent unfair commercial practices im-
plemented in the performance of certain 
invoicing activities, the recovery of receiv-
ables and the management of complaints - 
and lodged by Acea Energia against the fines 
issued in the PS9354 proceedings - relating 
to the breach of the Consumer Code in the 
execution of certain invoicing activities and 
the recovery of receivables.
As for the litigation procedures of an environ-
mental nature with public enforcement au-
thorities (Arpa, Forestry, etc.), see Relations 
with the environment and the Environmental 
Accounts.
INTERVENTIONS BY AUTHORITIES IN THE SECTOR IN RESPECT OF ACEA: INVESTIGATIONS, PREMIUMS AND PENALTIES
PARTNERSHIPS FOR THE PROTECTION 
OF THE COMMON HERITAGE 
Acea, in synergy with specialist public institutions and with research 
bodies, deals with initiatives and projects of a social, environmental 
and safety nature and with protection of common heritage.
In 2017, the multi-institutional committee for the treatment of 
drinking water sources operating in Acea Ato 2 met during a spe-
cial study and discussion session on the topic of the Water Safety 
Plan. The meeting took place in the protected area of the sources 
of the Acqua Vergine in the presence of the institutional repre-
sentatives of reference (Rome City Council, Lazio Regional Coun-
cil, the local communityal Agency for Environmental Protection 
(ARPA), Asl RM2, Asl RM6, the municipal police and Metropol-
itan City Authorities) which expressed their full willingness to co-
operate with implementing the "Safety Plans" for the Ato 2 terri-
tory, with the coordination of Acea Ato 2, as manager of the Inte-
grated Water Service - as required by the guidelines drawn up by 
the Italian Higher Institute of Health.
Acea Ato 2 is also among the signatories of the "Tiber River Con-
tract in the Urban Area of Rome" - signed jointly with other pub-
lic and private bodies for the economic development and use of 
the Tiber. In this context, the monitoring of river water has contin-
ued and the construction of two new monitoring stations has been 
completed (at Poggio Mirteto, located on the Tiber upstream of 
the city, and on the Aniene just before convergence with the Tiber), 
which have been integrated into the Acea Ato 2 continuous mon-
itoring network, currently formed of 6 automatic remote-con-
trolled control units. These will then be added to the Porta Portese 
station, which is currently being acquired by the Lazio Region un-
der a special agreement. In the context of the Agenda Tevere initi-
ative, the water company is also actively contributing to the collec-
tion and creation of an infrastructural database that can be made 
immediately available for initiatives that will be implemented in the 
coming months.
Again in the context of institutional partnerships for the protec-
tion of drinking water sources, the creation of a committee by 
Acea Ato 5 with the Local Health Authority of Frosinone should 
be noted, in order to initiate analyses and hypotheses for solutions 
relating to any problems that may impact on the quality of the wa-
ter distributed in the territory as a result of emerging phenomena, 
such as the drought that was noted in the year in question.
Acea is involved in safety and the prevention of risks and man-
agement of emergencies and critical situations, sharing its tech-
nical and specialist competencies with high-profile institutional 
work groups and providing support, in emergency situations, to the 
competent authorities in the area of public health, civil protection 
and public security. 
The most important issues for national security include cyber 
threats to the information networks of services of general inter-
est, potentially capable of causing a malfunction or interrupting the 
provision of essential services such as energy and water. 
In this context, the company participates permanently in the work 
of the Computer Emergency Response Team (CERT), coordinat-
ed nationally by the Ministry of Economic Development (MoED) 
and, at the same department, has taken part in the launch of the 
National Assessment and Certification Centre for the verification 
of the reliability of ICT components for critical and strategic in-
frastructures, a body set up under the new National Plan for cyber 
protection and IT security adopted by the Italian Government in 
June 2017.
Thanks to the experience gained in partnership with the EU pro-
ject PANOPTESEC, which has created a prototype applicable to 
the protection of critical infrastructures, networks and sensitive 
data, and in consideration of the innovations produced, Acea was 
invited to participate in the advisory board of the H2020 ATENA 
project. The aim of this project is to identify technological solutions 
and architecture to deal with possible cyber attacks on infrastruc-
ture and industrial plants managed by dedicated control systems.
 
Acea companies are committed to ensuring the highest levels 
of security and continuity in the provision of managed servic-
es, and have provided organisations, procedures and tools which, 
in case of critical events (unavailability of central systems, break-
downs, adverse weather conditions, peaks in demand and strains

148
ACEA GROUP / SUSTAINABILITY REPORT 2017
on networks, etc.), allow the timely restoration of the normal op-
erating conditions of networks, equipment and systems. In this re-
gard, each operating company has plans for managing emergen-
cies and intervention procedures and, through the control centres, 
constantly monitors the status of networks and equipment - water 
and sewage, electricity and public lighting - in partnership with the 
Municipal and National Civil Protection and Rome City Council.
The Areti Emergency Management Plan is designed to deal with 
the occurrence of faults and unavailability of the network. It defines 
the different states of activation (ordinary, alert, alarm and emer-
gency), according to the operational and environmental condi-
tions, the procedures for activation (and subsequent return) to the 
same states, the units involved and the respective roles, and the re-
source materials necessary for maintaining or restoring equipment. 
It also provides for the appointment of a Head of Emergency Man-
agement and an employee specifically dedicated to the manage-
ment of security, in the cases foreseen. The detailed Operation-
al Plans indicate, in a timely manner, the methods for managing 
certain types of disruption (such as flooding, fires, disruptions to 
the remote-control network, inefficiencies in the power systems 
of important entities, etc.) and report, in relation to the case in 
question, the management procedures, materials, equipment and 
resources to be involved. The operational documents include the 
procedures, for example, for the re-ignition of the electricity sys-
tem in the event of a blackout of the National Transmission Grid 
(NTG) or to re-establish strategic utilities (such as Parliament, the 
Government, the State of Vatican City, etc.). The master plan and 
detailed operational plans are updated on a yearly basis and peri-
odically improved on the basis of analyses of real cases. The effec-
tiveness of procedures and the functionality of equipment is tested 
by means of exercise drills.
Plans for the management of emergencies, active similarly in wa-
ter companies and shared with local institutions (as Governmen-
tal Territorial Offices, Local Health Authorities, Area Manage-
ment Agencies) address, in a predefined and structured way and 
on the basis of possible risks and scenarios, abnormal conditions 
that compromise the continuity and quality of the integrated wa-
ter service and, according to the classification of emergency levels, 
describe the preventive and remedial measures for the different 
types of unforeseen events, such as damage to networks, pollu-
tion, water crisis and emergencies relating to the sewage and water 
purification service.
The companies of the Group that manage waste treatment plants 
ensure the execution of a detailed routine maintenance plan to re-
duce plant downtime caused by faults or unexpected events and 
minimise unplanned non-routine maintenance work. All the struc-
tures of each site are equipped with Emergency Plans that take into 
account the scenarios identified for endogenous and exogenous 
emergencies. These Plans examine aspects related to the safety of 
workers, ensuring their safety through specific behavioural and evac-
uation procedures, checked on a yearly basis, and aspects related to 
the protection of the environment, identifying the emergency in-
terventions to be performed in order to limit contamination of en-
vironmental media (air, water and soil). Permits by virtue of which 
the plants are operated also include provisions concerning the com-
munication of non-routine or emergency events to the competent 
bodies, in order to guarantee the maximum dissemination of infor-
mation and, where appropriate, the coordination of the intervention.
SOME PROJECTS FOR THE DEVELOPMENT 
OF THE TERRITORY 
The partnership between Acea and local institutions aims to im-
plement initiatives for the development of the territory of refer-
ence and promote a model of growth based on the sustainable use 
of water and energy resources (see Relations with the environment).
In 2017, Acea Ato 2, in partnership with the mayors of the mu-
nicipalities falling within the managed territory of Rome and its 
Province, continued the Case dell’Acqua installation programme, 
reaching a total of 66 activated kiosks (see Customers chapter, The 
quality delivered in the water area paragraph).
Specific areas of comparison between Areti and the Municipality 
of Rome, during the year, concern common in-depth training in-
itiatives on topics related to environmental sustainability and the 
resilience of the electricity grid, in order to evaluate the possibility 
of partnerships in funded and innovative projects. The energy dis-
tribution company and Acea Ato 2 also continued to collaborate 
with universities, research bodies and companies involved in the 
management of technological and plant infrastructure, as part of 
the Resilience Enhancement of the Metropolitan Area (RoMA) 
project, co-financed by the Ministry of Education in the context 
of support actions for Smart Cities and Communities, aimed at cre-
ating integrated technological systems that can increase the resil-
ience of large metropolitan systems.
An area of local promotion that is particularly cared for and in con-
stant development is the area that arises from the relationship with 
schools in the territory. There are a number of opportunities for in-
teraction with the training institutes in the geographic areas served 
by Acea companies, under the scope of partnerships that refer to 
the National Operational Programme, agreements for the Alter-
nating school-work programme or curricular integration of educa-
tional programmes.
For example, during the year, the alternating school-work pro-
grammes should be mentioned that were initiated by Areti and 
Acea Ato 5 with several institutes, bearing witness to the attention 
given to the training of future technicians, as well as the Gesesa 
H2SchOOl project, (see the dedicated box and the Staff chapter, 
Valuation of human resources and communication paragraph).

149
RELATIONS WITH STAKEHOLDERS
Acea participates in occasions for dialogue between the business 
world and the scientific community on the issues which are topi-
cal and of national and international importance and offers its own 
specialist contribution on the occasion of thematic conferences, fo-
rums and workshops on topics linked to managed companies, also 
presenting publications and works of technical-scientific relevance.
Also in 2017 it participated in the Ecomondo trade show in Rimini, 
with an exhibition stand, presenting to the operators of the sector 
the activities and installations of the Environment Area Group and 
holding seminars on innovative technologies connected with the re-
covery of energy and from waste. In this context 3 innovative pro-
jects were presented connected, in particular, with minimizing sludge 
from purification, their efficient use in the perspective of the circular 
economy and the use of ash from the waste-to-energy process for 
the purposes of producing ceramic materials (see also the dedicated 
bow in the chapter Environment Area – waste management). 
SMAU is another innovation and technology trade show of na-
tional relevance, at the Naples edition of which Acea participat-
ed by means of the company Gesesa. The project, presented by 
the Company in this context, concerned the efficiency, in terms 
of management and costs of processes, of the payment collection 
systems, privileging the use of ATMs and digital banking channels 
focused on the CBILL product, and it was one of the protagonists 
of the SMAU Innovation Prize.
Acea has also participated at the Make Faire – The European edition 
trade show in Rome with an exhibition stand, presenting to the op-
erators of the sector innovative projects developed in the various 
areas of the Group such as 3D mapping, AR training system and 
drone experience.
Another topic, of emerging relevance, is that of the Blockchain 
technology applied to energy transmission networks. In considera-
tion of the developments of this new technology and in order to in-
vestigate the potential thereof in the various divisions of electricity 
supply chain (generation, distribution, electrical mobility) there was 
created in 2017 by Eurelectric, EU electricity industry association, 
a platform dedicated to study and dialogue regarding the technol-
ogy in question, in which a qualified a group of electricity compa-
nies from the Continent, including Areti, participate.
School is an integral and determining part 
in the progressive resolution of problems 
connected to environmental matters, both 
because it is an institution committed to the 
adoption of specific policies of saving re-
sources (energy, water, paper) and reduc-
tion of waste, and for the task that is specific 
to it of moulding young people to citizenship 
and addressing the development of students 
to a sustainable lifestyle. In this context is 
inserted the H2SchOOl project conceived 
by Gesesa for teachers and pupils of the 
last three classes of Primary School and the 
entire cycle of grade I Secondary School of 
Benevento and Province.
The initiative, in collaboration with UNICEF 
and sponsorship by the Education Depart-
ment of the City of Benevento, has been 
conceived as an educational-pedagogical 
instrument to move students closer to and 
make them aware of the complexity of envi-
ronmental issues, increasing their awareness 
and channelling information and content 
regarding the water cycle and the appreci-
ation of waste, getting to know the actions, 
resources and technologies that Gesesa im-
plements in order to preserve the territory 
in which it operates, respecting sustainable 
development. 
The project is articulated, over a time frame 
of several years, in moments of growth and 
in-depth analysis, which take concrete shape 
in the form of meetings, theatrical specta-
cles, laboratories and competitions, on some 
topics of environmental interest linked to 
the sustainability which concern: the issue 
of waste, the conservation of water and re-
sources, of the quality of life that is sustainable 
and therefore compatible with the environ-
ment that surrounds us. Finally, UNICEF's 
Provincial Committee - of which Gesesa has 
become the first “business friend” of Sannio – 
has illustrated the H2schOOl initiative in the 
annual meeting to present UNICEF projects 
with schools of the Benevento Province. 
During the course of the year Acea has 
renewed and activated numerous memberships 
in organisations of interest, including:
•	 AGICI - Finanza d’Impresa;
•	 Aspen Institute Italia;
•	 Associazione Civita; 
•	 Associazione Amici della Luiss (Friends of 
Luiss Association);
•	 Associazione Italiana di Illuminazione (Italian 
Lighting Association - AIDI);
•	 Associazione Italiana esperti Infrastrutture 
Critiche (Italian Critical Infrastructure 
Experts Association - AIIC);
•	 Associazione Elettrotecnica ed Elettronica 
Italiana (Italian Electro-technical and 
Electronic Association - AEI);
•	 Associazione Idrotecnica Italiana (Italian 
Hydro-technical Association - AII);
•	 Associazione nazionale fornitori di 
elettronica (National Electronics Suppliers 
Association - Assodel);
•	 Assonime;
•	 Centro Studi Americani (Centre for 
American Studies);
•	 CDP;
•	 Conseil de cooperation econnomique 
(Economic Cooperation Board);
•	 Comitato Elettrotecnico Italiano (Italian 
Electro-Technical Committee - CEI);
•	 CSR Manager Network Italia (Altis); 
•	 Distretto Tecnologico Nazionale sull’Energia 
S.c.ar.l. (Di.T.NE.);
•	 Elettricità Futura ("Future Electricity" 
formerly Assoelettrica-AssoRinnovabili);
•	 Energy and Strategy Group – Politecnico di 
Milano (Polytechnic of Milan) (ES-MIP);
•	 FAI Fondo per l’Ambiente Italiano (Fund for 
the Italian Environment);
•	 Federazione delle imprese ambientali, 
energetiche ed idriche (Federation 
of Environmental, Energy and Water 
Companies - Utilitalia);
•	 Federazione Italiana per l’uso Razionale 
dell’Energia (Italian Federation for the 
Rational Use of Energy - FIRE); 
•	 Fondazione Global Compact Network Italia 
(Global Compact Network Italy Foundation); 
•	 Fondazione Utilitatis (Study and Research 
Centre for Water, Energy and the 
Environment);
•	 I-Com (Istituto per la Competitività - 
Institute for Competitiveness);
•	 ISES Italia (International Solar Energy 
Society - Italian Section);
•	 Italian Association for Trenchless 
Technology (IATT);
•	 Istituto Unificazione Italiano (Italian 
Unification Institute - UNI);
•	 Laboratorio dei Servizi Pubblici Locali di 
REF-Ricerche (Local Public Services 
Laboratory of REF-Ricerche;
•	 World Energy Council (WEC);
•	 Unindustria Lazio.
GESESA'S H2SCHOOL PROJECT
THE 2017 MEMBERSHIPS OF RESEARCH CENTRES, STANDARD-SETTING BODIES AND INDUSTRY ASSOCIATIONS
THE COMPARISON WITH THE REFERENCE CONTEXT 
Acea participates in Research Centres, Standard-setting Bodies and Industry Associations, acting as promoter or contributing to specific 
study activities in the businesses in which it operates.

150
ACEA GROUP / SUSTAINABILITY REPORT 2017
The collaborations between Acea and the academic world, both for 
the purposes of training and continuous updating of their techni-
cians, and for the development of research projects connected to 
industrial activities, are conducted in the context of agreements 
signed between the companies of the Group and the Universities 
of reference of the land managed.
For example, we can cite the rich seminar activities developed during 
the year in collaboration with the La Sapienza University of Rome, to-
gether with the Order of Engineers and technical associations of the 
sector, regarding specific business topics such as: security of the ener-
gy infrastructure, monitoring and risk analysis systems; security in pro-
curement contracts, good practices and performance of the client; 
the Public Contracts Code in the perspective of environmental and 
energy sustainability; the costs of not using NO-DIG technologies in 
the development of the infrastructures of integrated networks.
Just as intense have been the collaborations maintained by the 
Group's water companies with the Universities of the reference 
territories, one thinks of the relationship of Acea Ato 2 with the 
La Sapienza University of Rome, in particular with the CERI re-
search centre regarding geological risks, and with the Tor Vergata 
University of Rome, in particular with the Department of experi-
mental medicine, or the relationships between Acea Ato 5 and the 
University of Cassino and Southern Lazio and between Gesesa and 
the University of Sannio (see the chapter Staff, paragraph Valua-
tion of human resources and communication).
With reference to the topic of sustainability, Acea participates in net-
works of experts, working groups, think tanks promoted by the aca-
demic world, by civil society, by the Institutions or by business stake-
holders, including: the CSR Manager Network, the national association 
which unites the principal Italian companies active in corporate social 
responsibility, the Fondazione Global Compact Network Italia (Glob-
al Compact Network Italy Foundation), a body which represents our 
country at the United Nations' Global Compact; Utilitalia's working 
group on Sustainability, the federation which unites the multi-utilities 
of water, environment, energy and gas; Acea furthermore participates 
in the analyses of benchmarks regarding sustainability in the Italian util-
ities, curated by the Utilitatis research centre.
In the aforesaid organisations Acea has an active role in workshops, 
working meetings and seminars, sharing its specific experiences 
and participating in joint projects and initiatives.
The company, through experience on the subject, has also become 
engaged as a speaker in University masters or public conferences 
on the topic.
THE COMPANY AS  
A STAKEHOLDER 
THE MANAGEMENT OF COMPANY ASSETS 
Acea protects and valorizes its tangible and intangible assets, seeking a 
sustainable financial position and governing the internal needs, linked to 
the operational management and the growth prospects, consistently 
with the aims expressed in the business mission and the strategic plan.
In 2017 the investments were of a total amount of €532.3 million, in 
line with the previous year (€530.7 million). Analysing their distribu-
tion by business area, there is highlighted in particular: the Environ-
ment area with €15.4 million, for interventions on the slag extraction 
system of San Vittore del Lazio's WtE installation, regarding Orvie-
to's waste treatment and biogas production installation, regarding the 
adjustment and upgrading of the Aprilia and Sabaudia composting 
installations; the Commercial and trading area for €19.4 million; the 
Water area for €271.4 million, with reference to the maintenance, 
modernisation and extension works in relation to the water-sewage 
network and in relation to the purification of Acea Ato 2 and Acea 
Ato 5 and interventions aimed at tacking the topic of water scarci-
ty; the energy infrastructure area with €209.4 million, where there 
must be recorded, inter alia, the intervention regarding the powers 
stations, revamping Castel Madama and modernizing Tor di Valle. Fi-
nally, the Parent Company with investments for about €10.7 million.
The amortisations, deferments and write-downs are equal 
to €480 million (+29.6% with respect to the €370 million 
for 2016). In particular, the amortisations are €328.9 million 
(€254.2 million for 2016) and linked to investments in all busi-
ness areas and to the Acea2.0 technological platform, in this 
context, the write-down of some of Acea Ambiente's instal-
lations is reported. The write-downs of receivables amount to 
€90.4 million, an increase of about 25.7 million with respect to 
2016, and are relative to the water companies and the position 
towards Gala and Atac. The deferments, for €60.8 million, have 
increased by about €9.4 million with respect to the previous 
year, and are impacted by trends of the opposite direction, such 
as the increase of the allocation for the voluntary mobility pro-
gramme and redundancy incentives for the staff of the Group 
and for legal risks and the reduction of deferments and for regu-
latory risks and for the restoration expenses fund. 
The protection of company property, the prevention of fraudulent 
phenomena, the respecting of the legislation in force in terms of 
safety/security, with particular reference to the protection of pri-
vacy and sensitive data (Legislative Decree no. 196/2003) and to 
safety in the workplace (Legislative Decree no. 81/2008) are tak-
en care of by the Business and Corporate Services Department by 
means of the Safety/Security, Protection and Certification Sys-
tems, within which the Business Protection Unit is located. To this 
Unit is entrusted the task of defining and disseminating the guide-
lines and polities in terms of safeguarding and protection of prop-
erty and of coordinating the implementation of plans for the con-
tinuity of operation and management of emergencies prepared by 
the competent structures and Companies of the Group. 
The Unit coordinates the measures aimed at guaranteeing an ad-
equate level of safety/security in the company's sites: by means 
of the Safety/Security Operational Room (Sala Operativa 
CHART NO. 41 – DISTRIBUTION OF INVESTMENTS BY MACROAREAS (2016-2017) 
Business and trading
Environment
Energy infrastructures
Corporate
Abroad
(€ mln)
Water, Engineering and services
225.8
228.9
13.2
1.5
10.7
5.2
272.2
27.4
34
19.4 15.4
209.4
0
50
100
150
200
250
300
2017
 2016

151
RELATIONS WITH STAKEHOLDERS
Sicurezza - SOS) it supervises the correct functioning of the 
concierge, reception desk and security services and of the video 
surveillance, ant-intrusion and alarm systems active in the com-
pany's sites.
The functionality of the central ICT systems is essential for the 
operational continuity of the services performed and it is there-
fore in light of this necessity that in Acea a plan for the manage-
ment of emergencies that cause the unavailability of the sys-
tems is active. From the moment that the slow-down or stop-
page of activity is encountered, to the ascertainment of the state 
of emergency, up until the return to ordinary procedures and the 
recovery of the suspended production, an appropriate Guide-
line indicates the operational arrangements to contain the dura-
tion of the period of unavailability of systems for companies of 
the Group to the minimum. The Guideline details events, phas-
es and responsibilities, envisaging appropriate teams – which 
jointly involve various organisational contact persons: from the 
operations room to planning, from the call centre to the back 
office, from ICT to dispatching – in a position to steer towards 
the resolution of emergencies and at the same time to super-
vise the management of operational continuity. The emergency 
event shall be assessed on the basis of its duration, seriousness 
and pervasiveness, that is to say in terms of impact (economic, 
financial, regulatory, legislative risk, etc.), complexity and spread 
in relation to the subjects involved. 
The Business furthermore adopts guidelines and procedures at 
Group level for IT security and for the protection of the busi-
ness' information assets (information and data processed), that 
define the principles of behaviour, which employees and collab-
orators must adhere to, the arrangements for use of computer, 
electronic and digital resources (such as access to the internet, 
e-mail, PC, etc.) and the controls aimed at combating possible 
computer crimes. 
Also in 2017, following the indications of the Ministry for Eco-
nomic Development (MISE) and the Information Department for 
Safety/Security (DIS), Acea has focused on the extension of pro-
tections within the cyberspace domain, furthermore improving the 
measures for the protection of networks and SCADA (Superviso-
ry Control And Data Acquisition) devices, already present.
Acea has for some time implemented a recognition of the busi-
ness processes most exposed to the impact with the new EU 
Privacy Regulation 2016/679 GDPR (General Data Protection 
Regulation), which entered into force on 24 May 2016 and is 
directly applicable in all EU Member States from May 2018. For 
this deadline, which entails a true revolution in the system for the 
processing and protection of personal data, the Company has 
assessed that it is indispensable to implement a programme for 
adjustment to the new Regulation, which consists of three suc-
cessive phases aimed at establishing a model for the governance 
of Privacy and the integration of the new principles specified by 
the legislation.
During the first phase assessment interviews were conducted 
with the managers of the organisational structures impacted by 
the new regulation. In the context of the interviews the process-
ing in existence in relation to personal data was mapped (so as to 
establish a first base of the Processing Register); the measures 
of an organisational, legal and technical-IT nature defending the 
privacy of the data subjects were revealed and, at the same time 
the supporting document corpus (informations notes, contracts, 
policies, etc.) was analysed. Subsequently, the non-conformi-
ties with respect to the Regulation were identified and evaluated 
by means of a gap analysis and the interventions of adjustment 
were defined and the relative roadmap of execution was pre-
pared. The implementation of the remedial actions reported in 
the roadmap will lead to the adjustment of Acea's privacy man-
agement processes to the principles of the Regulation.
Finally, for the purpose of disseminating adequate awareness of 
the issue within the companies of the Group training and infor-
mation meetings were held with the privacy contact persons of 
the same. In particular, there were specific dedicated seminars 
(Workshops) for Acea SpA's ICT Function and for Acea Energia, 
whose processes transpire to be particularly exposed to possible 
non-conformity in terms of privacy.
THE COMMITMENT TO RESEARCH 
AND INNOVATION 
The scientific and technological evolution in service of the business 
processes is promoted by means of a broad research activity on 
the part of the operational companies of the Group. In 2017 Acea 
undertook a new course to oversee the development of process-
es and models of innovation, aimed both at the evolution of the 
operational management, and at containing the impacts of indus-
trial processes and at improving the levels of quality of the servic-
es provided to customers. In this regards a Function dedicated to 
innovation – called the CEO Office - was established under the 
supervision of a Chief Executive Officer, with the general objec-
tive of preparing and maintaining the Group's Innovation Plan. In 
this context, the Function has arranged to generate a model for 
mapping the innovation initiatives which has been used in order 
to manage the moments of connection with the business' organ-
isational structures (Functions, Departments, Companies). In a 
first phase all the initiatives of innovation already defined or in the 
course of development within the business were collected and cat-
alogued; in a subsequent phase an idea generation session was held 
which allowed further opportunities for development of techno-
logical applications and innovation to be highlighted.
The entire process was conducted following the Technology 
Readiness Assessment (TRA) model, which allows the state of 
maturity of a technology to be evaluated, with which a census was 
taken of the projects for innovation on the basis of clusters (as-
sets, clients and people) and the scopes of application (for exam-
ple: payments, smart meters), critical technologies of reference 
(artificial intelligence, Internet of Things) and the potential value 
of the benefits expected. Finally an Innovation Plan integrated in 
the Industrial Plan was developed.
In 2017 the total economic resources destined to the research 
and innovation activities amount to about €56 million.

152
ACEA GROUP / SUSTAINABILITY REPORT 2017
Acea Ato 2, in collaboration with Acea Elabori, 
has pursued in 2017 the Research Plan, which 
envisages the performance of projects selected 
by the company's management, with the ob-
jective of innovating and improving the opera-
tional management. Among these:
•	 in the context of the protection of water 
resources, relative to the safeguarding area 
of the sources of supplies of drinking water, 
the proposed inherent delimitation of the 
installations of Ceraso, Cerreto and for 
Valga delle Rosce have been completed 
and the proposal for the safeguarding areas 
of the Capore source is in the completion 
phase. The preparation of the modelling for 
the delimitation of the areas of protection 
of the Acqua Vergine also proves to be in an 
advanced stage of development. A similar 
activity has been performed by Acea Elabori 
with Acea Ato 5, with reference to which 
the study has been concluded regarding the 
safeguarding areas for the Caporelle and 
Capofiume sources;
•	 the management activities have been car-
ried out for the monitoring networks, with 
restitution of data and developments of the 
system relative to the accelerometer and 
tension-deformative network for the Pe-
schiera/Capore sources, together with the 
water balances for the forecast availability 
of water resources;
•	 the satellite monitoring of the safeguarding 
areas, initiated in 2016, was continued in 
order to improve the control of the most 
vulnerable territories, in particular of the ar-
eas in the course of having their boundaries 
defined, which in 2017 has allowed dozens 
of morphological variations to be detected 
(new constructions, earth movements and 
others) and the relative checking activities 
to be conducted, including by means of 
inspections;
•	 with regard to the innovation of the treat-
ment processes for waste water, the evalu-
ation of the odorigenous impacts in relation 
to the Parco Leonardo, Ostia and Mon-
tagnano – Ardea installations have been 
completed by means of the use of a specific 
modelling activity;
•	 at the Bolzella purifier an experimental activity 
has been carried out, of checking in the field 
the automatic reagents dosing systems for the 
removal of phosphorus, by means of the real 
time measuring of the extent and concentra-
tion of this element, evaluating the effective-
ness thereof and the cost benefits relationship 
with respect to traditional systems;
•	 at the COBIS purifier and 10 other instal-
lations (Fonte Tonello, S. Maria delle Mole, 
Cave di peperino, Valle dei Morti, La Chiusa, 
Carchitti, Valle Giordano, Valle Macerina 
and Taverna Cauzza) the new model im-
plemented in 2016 and validated by the 
La Sapienza University - DICEA (Civil, 
Architectural and Environmental Engineer-
ing) Department has been applied, for the 
evaluation of the residual capacity;
•	 relative to the sewage networks an update 
of the inflows and outflows model of the 
sewage basins has been carried out, aimed 
at simulating the behaviour of the urban 
drainage systems in various conditions and 
in particular with respect to rainfall events; 
the 2017 activity was focused on the anal-
ysis of the capacity of the sewage system 
pertaining to the basin of the Rome East 
installation which takes account of possible 
future connections;
•	 in the context of the risks deriving from 
cavities or chasms categorisations of the 
land were carried out availing ourselves of 
the acquisition and development of periodic 
data, by means of a satellite survey service 
(Rheticus Displacement). The satellite data 
was superimposed with appropriate geo-
logical and hydrogeological cartography in 
a GIS (Geographic Information System) 
environment taking account of the location 
of the cave networks known to be present in 
the urban area of Rome and the position of 
the water and sewage networks;
•	 in the context of the research and develop-
ment activities the analytical methodology 
was implemented in order to determine the 
traces of some classes of Emerging Organic 
Micropollutants and a campaign of experi-
mental monitoring was initiated in relation to 
the distribution/removal in some domestic 
waste water purification installations.
RESEARCH AND INNOVATION IN THE WATER AREA 
During 2017 Areti, in the context of the elec-
tricity distribution activity, has realised impor-
tant innovative projects, highlighted as follows:
•	 in the context of the multi-service meas-
ure system, for experimenting with po-
ly-functional technologies and architec-
tures of smart metering, applicable also in 
sectors other than the electrical sector, it 
has developed through the company Acea 
Ato 2 a series of devices for the smart 
metering of water meters (equipped with 
trigger-impulses) with GPRS technology, 
initiating the development of further radio 
modules in 169MHz and NB-IoT technol-
ogy, together with specific Apps to be in-
stalled on terminals for the WFM equipped 
with operational staff;
•	 with reference to the Drone project - a 
remote controlled aircraft system aimed 
at periodically checking the state of the 
overhead cables transporting electricity 
managed by Areti - an experiment was 
conducted regarding a preventive inspec-
tion for the photogrammetric survey of 
an archaeological site identified on the 
occasion of works in the construction site 
for an electricity line. The data was made 
available by the applicant to the Ministry of 
Cultural Assets - Special Superintendency 
for the Archaeological Assets of Rome. 
Still in the context of the project, more-
over, there was deposited on 6 June 2017 
the patent relative to the “Audio system 
for ultrasounds” for the monitoring of the 
partial electrical discharges, phenomenon 
which causes damage to the isolation of 
the overhead electricity cables and which, 
opportunely identified, permits a preventive 
maintenance intervention capable of re-
ducing the potential network malfunctions;
•	 the Palo IP intelligente (Intelligent Public 
Lighting Post) project aimed at identifying 
solutions to integrate in the posts of public 
illumination sensors and devices, functional 
both to the improvement of the service and 
to provide new data and value added servic-
es applicable to other contexts, for example 
environmental and security contexts.
RESEARCH AND INNOVATION IN THE ENERGY INFRASTRUCTURE AREA

153
RELATIONS WITH STAKEHOLDERS
In 2017 in the Environment Area the fol-
lowing research and innovation activities are 
highlighted:
•	 the implementation of an Ecobelt® WA 
belts system of the Magaldi Group, for 
the transport of the heavy ash deriving 
from the combustion process of the 
waste-to-energy plant of San Vittore del 
Lazio; this application, the first of its type 
in the Waste to Energy Sector, allows the 
use of water to cool the ash to be eliminat-
ed, thereby achieving also the progressive 
improvement of possible operational issues 
in the event of accidental conditions and 
the recovery of energy from heat, reducing 
the energy consumption of the process;
•	 the conclusion of the study, conducted 
with the University of Siena, in relation to 
the geochemistry of the soils and of the 
chemical composition of crops (maize) in 
an agricultural zone in the municipality of 
Pitigliano (GR) concerned by the spillage 
of sludge from purification. The study was 
aimed at investigating the effects, also over 
the medium term, of the spillage of sludge 
in agriculture.
RESEARCH AND INNOVATION IN THE ENVIRONMENT AREA

RELATIONS WITH
THE ENVIRONMENT

156
ACEA GROUP / SUSTAINABILITY REPORT 2017
ENVIRONMENTAL SUSTAINABILITY 
AND THE GREATEST CHALLENGES 
The principal challenges for environmental sustainability, in the 
context in which Acea operates, are focused on three issues: the 
climate, water resources and the circular economy. 
In so far as concerns the issue of climate change, Acea, for many 
years, has undertaken a course of reducing its own climate-altering 
emissions. With regard to water, the extraordinary drought which 
struck Italy in 2017, and in particular the summer, so scorching, 
have made evident the need to plan and carry out important in-
terventions in relation to infrastructure. In relation to the circular 
economy Acea has already been investing for some years, pursuing 
the triple objective of: reducing the waste of the community, in-
creasing the reuse of production waste and obtaining energy re-
covery.
The national context, with regard to the climate is the following: in 
February 2017, and following July, on the website of the Ministry of 
the Environment the public consultation was launched to develop 
the National Plan for Adaptation to Climate Change, that has 
not yet reached the final outcome, which will define the concrete 
planning of the national strategy of adaptation to climate change91. 
At international level, after the UN's twenty second conference 
on the climate, which was held at Marrakesh in 2016, in November 
2017 COP23 was held at Bonn, in order to discuss the technical 
aspects of application of the 2015 Paris Agreement. Resounding 
results were not achieved, but procedures were defined to arrive at 
the revision of the commitments of States (National Determined 
Contributions) to cut the emissions of greenhouse gases. The com-
mitments made at Paris two years ago, indeed, have proven to be 
91	 See http://www.minambiente.it/notizie/strategia-nazionale-di-adattamento-ai-cambiamenti-climatici-0. 
In Italy, the first step to confront the issue of 
climate change in a systematic manner was, 
in 2015, the definition and approval of the 
National Strategy for Adaptation to Climate 
Change (SNAC), which has identified the 
principal impacts of climate change on some 
socio-economic sectors and natural context 
and has proposed adaptation measures. In 
May 2016 the development of the National 
Plan for Adaptation to Climate Change 
(PNACC) was launched, to give impulse 
to the implementation of the SNAC. In 
February 2017, and in July the public con-
sultation was launched on the website of the 
Ministry of the Environment. Indications 
were collected from the principal stakehold-
ers regarding the perception of the impacts 
and the vulnerabilities in terms of adaptation 
and the principal actions were identified. 
The scheme of the Plan, edited by the Cli-
mate-Energy General Directorate of the 
Ministry of the Environment, is currently in 
the phase of being shared with the national 
institutions, the central government depart-
ments and the local communitys and the 
Plan identifies six climatic macro-regions and 
eighteen sectors particularly vulnerable to 
changes in the climate: according to the ter-
ritorial area to which it belongs and the sector 
of reference, each user may define which 
actions, among those envisaged, shall be pri-
orities, assigning a level of relevance to nine 
criteria: effectiveness, economic efficiency, 
existence of opportunities without elements 
of conflict with other public policy objec-
tives, existence of “win-win” opportunities, 
robustness, flexibility, socio-institutional fea-
sibility, multidimensionality and urgency.
The PNACC proposes to:
 
•	 identify the priority actions in terms of 
adaptation for the key sectors identified in 
the SNAC, specifying the timescales and 
the parties responsible for the implemen-
tation of the actions;
•	 provide indications to improve the use of 
possible opportunities; 
•	 favour the coordination of actions at var-
ious levels.
Source: http://www.pdc.minambiente.it/news-
ed-eventi/piano-nazionale-di-adattamento-ai-
cambiamenti-climatici-consultazione-pubblica 
piano-nazionale-di-adattamento-ai-cambiamenti-
climatici-consultazione-pubblica
STRATEGY AND NATIONAL PLAN FOR ADAPTATION TO CLIMATE CHANGE

157
RELATIONS WITH THE ENVIRONMENT
insufficient to reach the objective of the said Agreement (keeping 
global working within 2 degrees - possibly within 1.5 degrees - of 
pre-industrial levels) and require to be updated. The revision shall 
be the objective of the next UN Conference on the climate, 
COP24 at Katowice, in Poland, in November 2018.
In this context, Acea, recognising the centrality of environmental 
protection and of the conflict with climate change, and in line with 
the Paris Agreement, has included in its own strategy both adap-
tation measures to climate change and mitigation measures (see 
the Sustainability Plan 2018-2022 and the operational objectives in 
the Corporate Identity).
MITIGATION AND ADAPTATION 
TO CLIMATE CHANGE 
As mentioned, Acea confronts the challenges of climate change 
on two fronts. Firstly, the business has taken note of the disad-
vantages that the meteorological trend linked to climate change 
is determining in the Country and in the water and energy sectors 
in which it operates and, for example, it has become a member, 
together with 36 other organisations, of the Alliance of Italian 
companies for water and climate change, (see the dedicated box 
in Corporate Identity - paragraph Strategy and Sustainability), aimed 
at the commitment in: "innovative actions and instruments that we 
know to involve, at the end of the planning phase, various stake-
holders (citizens, institutions, both public and private, associations, 
technicians and experts) in order to pursue the objective of making 
savings in use and in consumption and at the same time to reducing 
polluting cargoes". The Pact highlights the importance of collabo-
ration with the institutions underlining how: "we, representatives of 
companies and associations, the majority of which have already for 
some time been committed to combating climate change and im-
proving the management of water, support and share the commit-
ments assumed by the Italian Government and by the international 
institutions at the conclusion of the COP 21 at Paris in November 
2015, aimed at containing and adapting to the effects of climate 
change". On this topic see also the Sustainability Plan 2018-2022, 
which defines precise objectives for the Companies of the Group 
up until 2022.
Secondly, Acea continues to implement a policy of containing 
greenhouse gas emissions and, in particular, emissions of carbon 
dioxide (CO2) and gives evidence of its commitment by partici-
pating in the international CDP project (formerly Carbon Dis-
closure Project), considering it to be, right from its beginnings, an 
important stimulus, at international level, on the issue of actions to 
reduce/mitigate emissions.
For a number of years Acea has initiated an investigation re-
garding emissions along its own supply chain, with the objective 
of making suppliers aware of the issue. In 2017 it has, there-
fore, afresh distributed an ad hoc questionnaire to a panel of 
suppliers92 of “goods and services” and of “works”, requesting 
quantitative information: fuels consumed for ordinary uses and 
processes, energy consumed, fuels consumed for transport (see 
the paragraphs Energy Consumed Outside the Group and Emission 
of Greenhouse Gases). 
Furthermore, the suppliers who intend to enrol in the Qualifica-
tion Systems active in Acea are bound, as a mandatory require-
ment, to fill out self-evaluation questionnaires which include 
questions of an environmental and social type (see also the chap-
ter Suppliers for the details).
Over the time frame of the last ten years, after having undertaken 
initiatives such as increasing the production from renewable en-
ergy sources, increasing the efficiency in internal end use of en-
ergy and modernising the service vehicle fleet, Acea has achieved 
values of carbon intensity (tCO2/k€ of added value; gCO2/kWh 
products, etc.) among the lowest in Italy in the Utilities industry 
(see the box Acea confirms the position among CDP's Leader Class 
and table no. 60 regarding the energy intensity indexes).
PROTECTION OF THE LAND 
Among the principal activities of safeguarding of the land and of 
biodiversity in the locations in which the Group operates, there are 
recalled, by way of example, the protection of the areas around the 
water sources and the modernisation of the electricity distribution 
networks, described later. Furthermore, the Group contemplate 
the protection of biodiversity in the procedures of the Environ-
mental Management Systems, in the context of the planning and 
construction of installations, as well as during the very management 
of the relevant areas. This applies, for example, for the planning, 
construction and maintenance of overhead installations in High 
Voltage/Medium Voltag and Low Voltage, under Areti's respon-
sibility, and for the protection of the basins of Acea Produzione's 
hydroelectric power stations, which improve the living conditions 
of the “migratory” and “non-migratory” bird life: the aforesaid bird 
life, indeed, recognises these sites as points of reference for the 
breeding/feeding and during the phases of migration.
SOURCES AND PROTECTED AREAS 
For water supplies the Group predominantly uses sources situated 
in uncontaminated zones. Rome, for example, is currently one of 
the few metropoles around the world which can boast of a water 
92	 The suppliers to whom the form was sent requesting data concerning the consumption of electricity and CO2 emissions (in order to quantify the Group's Scope 3 type 
emissions) were identified, as was already done for 2016, among the most relevant in terms of turnover. 
Again in 2017, confirming the excellent per-
formance of the previous year, Acea was 
awarded the score A-. In this manner, not-
withstanding the assignment of ever more 
challenging objectives to participating com-
panies, Acea has guaranteed its permanent 
position in the leadership class, accord-
ing to the scoring methodology of CDP, as 
recognition of the commitment brought into 
being in order to combat climate change.
The initiative, which for more than ten years 
has been supported by a pool of internation-
al investors, currently more than 800, with 
assets under management equalling 100 
thousand billion dollars, analyses about 2,000 
companies in the world on performance linked 
to measures to combat climate change, en-
dorsing the best in class in the strategic and 
operational management of risks and impacts 
inherent in the “climate” issue.
The Utilities division is confirmed as the in-
dustrial sector with the best CDP evaluations.
More information can be found on the 
website: https://www.cdp.net.
ACEA CONFIRMS THE POSITION IN THE LEADER CLASS OF CDP

158
ACEA GROUP / SUSTAINABILITY REPORT 2017
resource that for the most part does not require preliminary puri-
fying treatment to make it drinkable, since it is of excellent quality 
from its origin. 
The supply system for the whole province of Rome is based 
principally on eighteen large water pipelines which transport 
the water derived from 92 sources and 120 well fields, for a 
total development of more than 720 km of network93, to which 
are added a further 1,176 km of conveyance network and 9,442 
km of distribution network of drinking water, for a flow that 
reaches 20,000 litres/second. To supplement this asset of in-
estimable value the reserve constituted by the lake of Bracciano 
is available, used in the event of necessity, following it being 
transformed into drinking water with a process of sedimenta-
tion/filtration and final disinfection.
The drinking water system of the land of Ato 5 Southern Lazio 
– Frosinone is constituted by installations and networks, of 
conveyance and distribution, which are in charge of 7 principal 
sources from which likewise water pipeline systems have their or-
igin, for a total of 4,330 km; finally, the drinking water system of 
the province of Benevento also boasts a plurality of sources from 
which originates the water network of about 119 km of pipelines and 
conveyance and about 1,270 km of network of distribution.
Each year Acea places maximum attention on the protection and 
safeguarding of water resources, also in observance of the provi-
sions of Legislative Decree no. 152/2006, which at art. 94 governs 
the arrangement for protection of areas in which water destined 
for human consumption is present above and below the surface of 
the ground. In tables nos. 44, 45 and 46 are described the location 
and surface areas in square metres of the areas subject to absolute 
protection94 respectively in the province of Rome, in the province 
of Frosinone and in that of Benevento.
93	 During 2017 kilometres of water pipes were digitised, thus updating the estimates of past years.
94	 The areas of absolute protection are the areas immediately surrounding the catchments or off-springs, as defined in Legislative Decree no. 152/2006.
TABLE NO. 44 - THE PRINCIPAL SOURCES UNDER PROTECTION IN ATO 2 – CENTRAL LAZIO
TABLE NO. 45 - THE PRINCIPAL SOURCES UNDER PROTECTION IN ATO 5 – SOUTHERN LAZIO 
TABLE NO. 46 - THE PRINCIPAL SOURCES UNDER PROTECTION IN THE PROVINCE OF BENEVENTO – ATO - CALORE IRPINO 
sensitive area
location
surface area (m2)
Peschiera sources
municipality of Cittaducale (Rieti, Lazio)
375,322
Le Capore sources
municipality of Frasso and Casaprota (Rieti, Lazio)
997,848
Acqua Marcia source
municipalities of Agosta-Arsoli-Marano Equo (Rome)
1,181,979
Acquoria source
municipality of Tivoli (Rome)
17,724
Acqua Felice - Pantano source
municipality of Zagarolo (Rome)
779,143
Pertuso sources 
municipality of Trevi – Filettino (Lazio)
133,711
Doganella sources
municipality of Rocca Priora (Rome)
350,000
Acqua Vergine sources
municipality of Rome
500,000
Torre Angela wells 
municipality of Rome
70,829 
Finocchio wells
municipality of Rome
64,166
Lake of Bracciano
municipality of Rome
169,200
sensitive area
location
surface area (m2) (*)
Posta Fibreno wells
municipality of Posta Fibreno (Frosinone)
20,000
Tufano wells
municipality of Anagni (Frosinone)
18,000
Capofiume source
municipality of Collepardo (Frosinone)
10,000
Madonna di Canneto source
municipality of Settefrati (Frosinone)
10,000
Forma d’Aquino wells
municipality of Castrocielo (Frosinone)
20,000
Carpello wells
municipality of Campoli Appennino (Frosinone)
15,000
Mola dei Frati wells
municipality of Frosinone
5,000
(*)		
The surface area data is estimated.
sensitive area
location
surface area (m2)
12 wells 
municipalities of Benevento, Telese Terme, Castelpagano,  
Vitulano, Melizzano, Sant'Agata de’ Goti, Cautano and Forchia
9,110
Ciesco source
Castelpoto
307

159
RELATIONS WITH THE ENVIRONMENT
The activities performed to safeguard the areas around the sources 
contribute furthermore to the protection of the ecosystemic ser-
vices concerned and biodiversity as a whole. The monitoring of the 
land has been performed, for some time, also with the assistance 
of a “satellite project”. In order to make the surveillance action 
more efficient, this has been concentrated in the places in which 
there has been noted – on the basis of the comparison between 
two images taken from space at a distance of several months – an 
unjustified or in any event suspect morphological variation, such as 
new, unsurveyed constructions, earth movements, small landfills. 
The staff of Acea Ato 2 have been invited to the site in order to 
ascertain the existence of real threats to the water resource, al-
lowing a precise and effective defence action. In the second year of 
application of the new satellite control model, the area monitored 
was about 200 km2 and 31 “suspect variations” were observed, 
which have likewise lead to targeted inspections. This has allowed 
an abusive landfill to be identified in a stratum protection zone.
The protection of the natural environment by Acea takes place, as 
already mentioned, also during the phase of distribution of elec-
tricity. The company Areti, which manages this activity, attends 
to the mitigation of the risk of impact to the bird life on account 
of the presence of high and medium voltage overhead cables. For 
this purpose, the Company, in collaboration with the competent 
Authorities, places in the field the best technological response to 
the problems which can be determined in sensitive areas or areas of 
particular natural value (see the Memorandum of Understanding for 
the Rearrangement of the Electricity Networks in the paragraph Energy 
Distribution).
ENVIRONMENTAL 
MANAGEMENT 
The Management Systems integrated and certified according to 
the UNI EN ISO standards are implemented, or in the process of 
implementation in the majority by the company (see the dedicated 
paragraph in Corporate Identity). 
The Holding Company has an Integrated Management System for 
Quality, Environment, Safety/Security and Energy, as a foundation 
of an organisational and management model which, in synergy with the 
Environmental Legislation Unit of the Parent Company's Corporate and 
Legal Affairs Function, has the tasks of guaranteeing the environmental 
compliance and providing general guidelines for the companies of the 
Group, in order that their approach to the protection of the environ-
ment shall be conform to the principles expressed in the Code of Ethics.
The planning process, envisaged by the ISO Systems ISO 9001, 
14001 and 50001, fixes, at each cycle, new efficiency objectives 
in environmental and energy management. The control of perfor-
mance indicators, including that envisaged by the Systems and put 
into effect, allows the correctness of the direction undertaken to 
be evaluated or signals of anomalies to be identified prematurely, 
which can be corrected timeously, in application of the principle of 
continuous improvement, point of management strength, which 
leads to the reduction of costs and risks.
Each year the commitment of the operational companies to keep 
the system of management of environmental issues efficient is very 
high; notwithstanding these situation can occur, usually provoked 
by contingent circumstances, which generate non-conformity 
liable to be questioned by the Competent Control Bodies. 
During the course of 2017 there were recorded, in the consolidated 
area, about 300 environmental disputes. Included in this number 
are both those that arose during the year, which however cannot 
be connected to the fines paid and those which have instead given 
rise to the fines paid in 2017 (about 150), for an amount of about 
€326,000.
Still with reference to the year under examination there are to be 
reported two cases of criminal significance in environmental mat-
ters which have concerned the companies Acea Ato 2 and Acea 
Ambiente.
Relative to the first, which sees the joint involvement of Acea Ato 
2 and of its directors for the presumed hypotheses of the crime 
of negligent environmental pollution of the Lake of Bracciano, the 
process is currently still in the investigation phase. For the second 
episode, entailing the spillage of sludge deriving from the purification 
process at the Orvieto landfill site of Acea Ambiente, considering 
that the presumed offence has not lead to any environmental im-
pact, the company has been to the oblation for the prescription of 
the crime. 
Finally it is reported that in the month of December the compost-
ing installation of Aprilia was concerned by a measure of urgent 
preventive confiscation, justified by the persistent presence of 
odorigenous emissions.
The environmental complaints of individual users are not system-
atically monitored, except in an indirect manner. The majority of 
the Companies of the Group (such as for example Acea Ato 2, 
Acea Ato 5, Gesesa and the companies of the Environment Area), 
indeed, receive reports principally from the Control Bodies or 
Relevant Bodies, to which individual citizens address themselves. 
The Bodies, therefore, act autonomously with checks on site and, 
at times, they initiate proceedings and impose penalties, as men-
tioned above. Exceptionally, it may happen that the Company re-
ceives significant reports from individual persons; in this case they 
will be checked and, where opportune, it will intervene to resolve 
them. 
For the Company which is responsible for the distribution of 
energy, furthermore, observations may be presented entailing 
presumed environmental harm, which, however, often conceal 
interests of a town planning nature linked to the reduction of value 
of the immoveable property assets owned which host electrical in-
stallations. Indeed, this concerns installations indispensable for the 
correct exercise of the electricity distribution network, created by 
Areti following authorisations granted by Bodies which are custo-
dians of the land and therefore fully compliant with the legislation 
of reference, including both town planning and environmental 
sensitive area
location
surface area (m2)
Faitillo and Orto dei Ciuffi source
San Giorgio La Molara
2,412
Gradola source
Tocco Caudio
707
Monticelli source
Castelpagano
358
Pietrafitta and Ruggiero source
Torrecuso
2,242
San Vito source
Frasso Telesino
249
Voneventa source
Molinara
516

160
ACEA GROUP / SUSTAINABILITY REPORT 2017
Among the intrinsically dangerous materials 
managed with awareness and knowledge we 
recall:
•	 sulphur hexafluoride, present as an iso-
lating fluid in High Voltage electric instal-
lations. The management of the gas SF6 
takes place with maximum attention to 
avoid losses uncontrolled emissions into 
the atmosphere. The use of adequate sen-
sors and the attentive monitoring of the 
maintenance operations is envisaged;
•	 radon, a gas deriving from the radioactive 
decay of the uranium naturally present in 
the soil, which, in enclosed places, may 
reach elevated concentrations and be 
harmful for human health. Acea regularly 
monitors concentrations of it; the results 
of the monitoring have highlighted average 
concentrations always very much below 
the values set by law;
•	 dielectric oil, a substance used as an isolat-
ing and cooling fluid in power transformers. 
Since the beneficial technological char-
acteristics, but also some environmental 
critical issues linked to its chemical nature 
as a derivative of petroleum are known, 
Acea initiated, already at the end of 2014, 
an experimentation which uses an isolating 
liquid of plant origin, with technological 
characteristics that are altogether similar 
to the mineral oil but with the advantage of 
being totally biodegradable and reusable at 
the end of their life. The experimentation 
concerns three High Voltage/Low Volat-
age transformers: two with a power equal 
to 400 kVA and the third with a power 
equal to 630 kVA. The transformers were 
designed and constructed for this exper-
imentation, therefore filled with the new 
plant oil, and placed into use in 2015. In 
2017, as already in 2016, the experimen-
tation, which includes the monitoring of 
the performance of the dielectric oil of 
plant origin, was pursued, with the precau-
tionary objective of maximizing trust in this 
new product reducing to the minimum the 
possible risks and/or defects connected 
with its use.
POTENTIALLY DANGEROUS MATERIALS – SUSTAINABLE MANAGEMENT
legislation95. The issues/reports will be dealt with by the Assets 
Unit, which operates in defence of the corporate assets. The 
Assets Unit receives the notes of dispute from the owners of the 
immoveable properties which host the power lines/transformer 
substations, and, subsequently, the Safety/Security Unit carries 
out the instrumental checks in response to the disputes. During 
2017 5 environmental checks were processed and closed with a 
positive outcome (concerning electromagnetic fields and trans-
former substations).
THE MANAGEMENT AND CONTROL OF ACTIVITY 
WITH ENVIRONMENTAL IMPACTS
The Group monitors the processes which have the potential ca-
pacity to generate environmental impacts and in particular the 
activities which necessitate the use, or envisage the presence 
in installations, of materials which are intrinsically dangerous, 
such as for example sulphur hexafluoride, radon and dielectric 
oil (see the box Potentially Dangerous Materials – Sustainable 
Management).
ENERGY AREA 
838 GWh 
TOTAL PRODUCED ENERGY: 
73% FROM RENEWABLE SOURCES 
(608 GWh)
114 TOE/ 1,000 
SAVED FROM CONVENTIONAL 
SOURCE AND 360,000  
TONS OF CO2.
FULL RECONVERSION OF THE  
Tor di Valle Power Station  
INTO A HIGH EFFICIENCY 
COGENERATION PLANT, WITH 
CONSIDERABLE ENVIRONMENTAL 
BENEFITS EXPECTED
The chapter Energy Area includes Areti, Acea Produzione and Acea Ambiente's waste to energy plants. For the first time some of Ecogena's 
production data has been inserted in a table in the chapter The use of energy and water; it is not included in the general data of this chapter. 
The waste to energy activities are described in detail in the chapter Environment Area- Waste Management. 
PERIMETER OF REFERENCE 
95	 The environmental legislation of reference is in this case the Prime Ministerial Decree of 8 July 2003.

161
RELATIONS WITH THE ENVIRONMENT
The Acea Group, by means of the operations of companies which 
are independent of each other, as envisaged by the regulation gov-
erning the electricity market, controls the entire electricity supply 
chain. In particular the activities developed by the Group are: the 
production of electricity and heat; the distribution of electricity 
in the area of Rome, where the management of public lighting is 
included, and Formello; the sale of electricity, heat and gas.
At this historic moment the classic electricity supply chain, in Italy, 
which envisages that a consumer receives the supply of electricity 
as the result of the contribution of four distinct segments, man-
aged by various parties – producer, grid dispatcher, distributor and 
vendor –, which operate a separate, albeit integrated, manner, in 
the value creation chain, is starting to be integrated with a new en-
ergy system in which one of the principal players is the prosumer. 
These, by their nature, at the same time, of producer and consum-
er of energy, are in a position to partially or totally provide their own 
energy needs and to sell any production surplus to the network, 
thus establishing new relations both with the distributor and with 
the party in charge of the sale/collection of energy.
Acea, as well as being engaged in almost all the segments of the supply 
chain, in the capacity of producer of electricity, distributor at Rome and 
Formello and vendor across the national territory, has pressed ahead 
with research in the smart city sector and requires to manage also the 
prosumers connected to its energy distribution network, whose flows of 
generation and consumption of electricity are no longer unidirectional 
(see also the box “Prosumers” Connected to Acea's Network in the chapter 
Customers and Community and the paragraph The Commitment to Re-
search and Innovation in Institutions and the Company).
ENERGY GENERATION: 
FOSSIL AND RENEWABLE 
ENERGY SOURCES 
THE GROUP'S INSTALLATIONS 
Acea produces electricity predominantly thanks to hydroelectric 
power plants and also by means of waste to energy of pulpers and 
Refuse Derived Fuel (RDF), a primary energy source, derived 
from waste and in part (about 50%) renewable.
The generation from hydroelectric sources (renewable) and ther-
moelectric from fossil sources – this latter principally by means of 
a new hight efficiency cogeneration plant - is entrusted to Acea 
Produzione; the inventory of generators available to the company 
is comprised in detail by:
•	
7 hydroelectric power stations located in the Lazio and Abruzzo 
regions (122 MW),
•	
2 thermoelectric power stations located in the territory of the 
Municipality of Rome: Montemartini (78.3 MW) and Tor Di 
Valle (19.0 MW)96, for 97.3 MWe total installed power available.
The generation from waste to energy is entrusted to the company 
Acea Ambiente, which assures it by means of two waste to energy 
plants located, respectively, at San Vittore del Lazio and at Terni. 
The total gross electrical power currently available is equal to about 
41 MWe. 
The installed power generation framework is completed by a small 
photovoltaic farm of about 8.5 MWe (see chart no. 43).
ELECTRICITY PRODUCED 
The gross total production of electricity, in 2017, was about 838 
GWh, a slight increase with respect to the previous year (+14% 
compared to the 734 GWh of 2016). The increase is due to both 
to the use, now in place, of all three of the lines of the waste to 
energy power plant of San Vittore (line one was being revamped 
up until September 2016), and the entry into use of the high ef-
ficiency cogenerative module of Tor di Valle (from August 2017). 
The share of electricity generated by renewable sources, about 
608 GWh, has proven to be clearly predominant and equal to 
about 73% of the total, with a contribution of 380 GWh from 
hydroelectric, 194.5 GWh from waste to energy, 22 GWh from 
biogas (Orvieto plant) and 12 GWh from photovoltaic (see graph 
no. 42 and table no. 49). 
With regard to the share of green energy from waste to energy, 
about 50% of the production from this type of plant is renewa-
ble, being associated to the combustion of the biodegradable frac-
tion of waste used as a primary source. In particular, the renewable 
share of the fuel (RDF) entering the San Vittore del Lazio plant 
proves to be equal to 53% of the total of waste to energy, while in 
the Terni plant this share proves to be around 42%.
96	 The Tor Di Valle power station, historically constituted by a cogeneration plant (19.3 MW) and a combined cycle plant (126 MW), has taken the combined cycle plant out 
of action, whilst it has renovated the cogeneration plant. Tor Di Valle is currently constituted by a single High Efficiency Cogeneration plant.
NB 	 The values reported in the chart are expressed in TJ (1 GWh=3.6TJ).
CHART NO. 42 – ELECTRICITY PRODUCED SUBDIVIDED BY PRIMARY ENERGY SOURCE (TJ) (2017)
 
135.1 | Natural gas
 
7.7 | Diesel fuel
 1,369.7 | Water
 
683.0 | Waste to energy (thermoelectric)
 
41.7 | Photovoltaic solar
 
700.2 | Waste to energy (renewable)
 
78.7 | Biogas
2017

162
ACEA GROUP / SUSTAINABILITY REPORT 2017
THERMAL ENERGY PRODUCED 
During the course of 2017 the project of extending the district 
heating network of Mezzocammino district in the zone South of 
Rome was pursued, which will see Acea Produzione committed for 
the coming years.
At the Tor di Valle thermoelectric power station about 96 GWh of 
thermal energy was generated, obtained with the gas turbine group 
in cogeneration and by means of traditional furnaces.
The heat generated is used to serve a basin of about 39,155 inhabitants in the zone South of Rome (Mostacciano, Torrino, Mezzo Cam-
mino) by means of a district heating network which sever a volume equal to about 3,565,600 cubic metres. 
TABLE NO. 47 - GROSS HEAT PRODUCED BY THE TOR DI VALLE POWER STATION (2015-2017)
gross heat produced (kWht)
2015
2016
2017
Tor di Valle Thermoelectric Power Station
80,195,695
90,027,823
96,187,780 
Gas Turbine Group in Cogeneration (January-August 2017)
17,155,344
13,172,350
11,946,893 (*) 
Auxiliary furnaces (Galleri) (January-August 2017)
63,040,351
76,855,473
49,323,157 (*) 
High Efficiency Cogeneration module (September-December 2017)
Not stated
Not stated
34,917,430
(*)		
The old plant was in production up until August 2017. The data is relative to the period January – August 2017.
TABLE NO. 48 – THE ELECTRIC POWER STATIONS OF ACEA PRODUZIONE
hydroelectric power stations
thermoelectric power stations 
A. Volta di Castel Madama Power Station (Rome)
gross power 9.4 MW
Tor di Valle Power Station: high efficiency cogeneration section (*) 
(Rome) 
methane fuel - gross power 19.0 MW
G. Ferraris di Mandela Power Station (Rome)
gross power 8.5 MW
Montemartini Power Station (Rome) 
diesel fuel - gross power 78.3 MW
Salisano Power Station (Rieti)
gross power 24.6 MW
G. Marconi di Orte Power Station (Viterbo)
gross power 20.0 MW
Sant’Angelo Power Station (Chieti)
gross power 58.4 MW
Cecchina Power Station (Rome)
gross power 0.4 MW
Madonna del Rosario Power Station (Rome)
gross power 0.4 MW
GENERAL TOTAL: GROSS POWER 219 MW
(*)		
The High Efficiency Cogeneration Plant of Tor Di Valle provides the district heating service to the districts of Rome Torrino Sud (South), Torrino 1, Mezzocammino 
and Mostacciano, for a total of 39,155 inhabitants; it replaces the old cogeneration and combined cycle sections.
In November 2017, the realisation of the modernization project 
for the Tor di Valle Power Station was completed, which provid-
ed for the installation of two high efficiency internal combustion 
engines of 9.5 MW each, set up in high efficiency cogeneration 
(see the boxes for in depth information).
The electricity production system, managed 
by Acea Produzione, is currently constitut-
ed by a set of generation plants, with a total 
installed power of 227 MW, composed of 
five hydroelectric power stations (three of 
which are situated in Lazio, one in Umbria 
and one in Abruzzo), two “mini hydro” plants, 
Cecchina and Madonna del Rosario, two 
thermoelectric plants, Montemartini and Tor 
di Valle, recently the object of an important 
repowering completed at the end of 2017.
To this equipment shall be added the photo-
voltaic plants, for an installed power equal to 
8.5 MW.
With regards to the district heating activity, 
the cogeneration module of the Tor di Valle 
power station has allowed heat to be supplied 
to the districts Torrino Sud (South) and Mo-
stacciano (located in the zone South of 
Rome) for a total of 2,852 users served (251 
blocks of flats and 2,601 real estate units).
The productive composition managed origi-
nates predominantly from renewable sources 
with a “green” production equal to 91%.
THE THERMOELECTRIC AND HYDROELECTRIC PLANTS UNDERGOING MODERNISATION

163
RELATIONS WITH THE ENVIRONMENT
The installed capacities, which overall amount to about 278 MW, are represented in chart no. 43, distinguished by energy source.
With reference to the thermoelectric power 
stations, in 2017 the decommissioning of the 
combined cycle section of the Tor di Valle 
Power Station was brought to an end. In con-
tinuity with the decommissioning phase works 
of reconversion into a high efficiency cogen-
eration plant were initiated. In particular the 
reconversion of two historic plants has been 
brought to a conclusion, a combined cycle 
(CCGT- Combined Cycle Gas Turbine) and 
a cogeneration plant (CHP- Combined Heat 
and Power), in a single high efficiency cogen-
eration plant, equipped with two engines in a 
high efficiency cogeneration set-up, each one 
with electrical power of 9.5 MW, for a total of 
19 MW, as well as three integration furnaces and 
8 storage tanks, functional both to the supply of 
thermal energy to the districts of Roma in the 
South zone - Torrino Sud (South), Mostac-
ciano and Mezzocammino - and to the supply 
of electricity to all of the electricity users of 
the Rome South Purifier. Among the benefits 
which shall be pursued there are highlighted: 
the optimization of the consumptions of fuel, 
the greater yield of the machine and the reduc-
tion of emissions into the atmosphere thanks to 
the adoption of the Best Available Technologies 
(BAT) which intervene in relation to the fume 
lines of the engines and the type of furnace 
burners used, as well as the system of monitor-
ing of the emissions into the atmosphere. 
After the completion of the construction of 
the plant, which occurred in November 2017, 
it was proceeded to initiate the decommis-
sioning of the old cogeneration module con-
stituted by an open cycle gas turbine of 19 
MW of electricity, in use from the early 80's.
The calculation of the environmental benefits, 
carried out in the basis of the exercise envis-
aged for 2018, leads to a reduction of 12.8% 
of the emissions of CO2, equal to a saving of 
about 5,500 tonnes97.
THE NEW TOR DI VALLE POWER STATION – HIGH EFFICIENCY COGENERATION PLANT (CAR) 
TABLE NO. 49 - ELECTRICITY PRODUCED (BY PRIMARY ENERGY SOURCE) (2015-2017)
primary energy source
2015
2016
2017
TJ (GWh) (*)
ELECTRICITY PRODUCED (BY PRIMARY ENERGY SOURCE)
diesel
6.6 (1.84)
4.3 (1.2)
7.7 (2.2)
natural gas (cogeneration)
40.3 (11.2)
32.0 (8.9)
135.2 (37.6)
waste to energy (for 2017: about 49.5% of the total)
565.6 (157.1)
562.3 (156.2)
682.9 (189.7)
thermoelectric total 
612.5 (170.1)
601.9 (167.2)
825.8 (229.4)
hydro
1,617.1 (449.2)
1,402.8 (389.7)
1,369.7 (380.5)
waste to energy (for 2017: about 50.5% of the total)
459.3 (149.8)
613.8 (170.5)
700.2 (194.5)
biogas 
-
59.8 (16.6)
78.7 (21.9)
solar photovoltaic(**)
50.0 (13.9)
39.2 (10.9)
41.7 (11.6)
renewable total 
2,126.4 (612.9)
2,115.7 (587.7)
2,190.4 (608.4)
general total
2,738.9 (783.0)
2,717.6 (754.9)
3,016.4 (837.9)
(*)		
1 GWh= 3.6 TJ. 
(**)	 Photovoltaic includes the production at the plants of the water area (Acea Ato 5) and at the waste management plant of Orvieto, for a total of 2.2 GWh produced.
The activity of modernizing Acea's Produzione's hydroelectric 
plants and making them more efficient is continued: after the 
works performed in previous years at the Guglielmo Marconi, Sal-
isano and Alessandro Volta power stations, in February 2017 the 
works of revamping the facilities of the Alessandro Volta di Castel 
Madam Power Station came to an end. 
The set of works will allow, on the basis of the condition of power 
installed and authorised in concession, the use of the available wa-
ter resource to be optimised. Furthermore the works of revamping 
of the facilities of the Galileo Ferraris di Mandela Hydroelectric 
Power Station, also located in the province of Rome were initiated 
in November.
(*) 	 There are photovoltaic MW under the responsibility of Acea Produzione. 
CHART NO. 43 – INSTALLED ELECTRICAL POWER OF THE GROUP SUBDIVIDED BY ENERGY SOURCE (MW) (2017) 
 
19 | Natural gas (cogeneration) 
 
78.3 | Diesel fuel
 
121.7 | Water 
 
51 | Waste to energy
 
8.5 | Photovoltaic solar(*)
2017
97	 The calculation was made determining the quantity of primary energy saved with respect to the separate production of thermal energy and electricity, using the calcula-
tion method in use to determine the energy efficiency certificates.

164
ACEA GROUP / SUSTAINABILITY REPORT 2017
Areti manages the electricity distribution network at Roma and 
Formello, extending over about 30,900 km and capable of sup-
plying a basin of about 2.8 million resident inhabitants. The com-
pany, by volumes of electricity required on the network, equal to 
about 11,000 GWh/year, is the third Italian operator of the sector. 
In table no. 50 the principal plant data is described with reference 
to the primary and secondary substations and to the overhead and 
underground distribution lines.
The environmental indicator correlated to the protection of the 
land and calculated as a percentage share of the underground high 
voltage network (AT) in relation to the total of the high voltage 
lines in use (overhead and underground) has improved. The data, 
monitored by year, in 2017 has again proven to be higher than the 
previous years, equal to 44% (43% in 2016); that is the effect also 
of the transformation and modernisation of the high and very high 
voltage electricity distribution networks.
With reference to the electric and magnetic area, in particular 
relative to the primary transformer substations, High and Medi-
um Voltage overhead electricity lines and secondary transform-
er cabins, the possible risks for the health of employees and the 
community of reference are dealt with, respectively, in the Risks 
Evaluation Document and in the Corporate Environmental Analy-
ses Document. Areti conducts periodic sample checks in the com-
pany's sites, carried out also following reports by users/customers 
or External Bodies. Additional checks are conducted by ARPA 
Lazio (the local communityal Environment Protection Agency for 
Lazio)98, following specific requests by customers.
MEMORANDUM OF UNDERSTANDING FOR 
THE REARRANGEMENT OF THE ELECTRICITY 
NETWORK
In 2017 works were continued in the context of the plan to mod-
ernise the high voltage electricity distribution network (150 kV), 
defined in the Memorandum of Understanding signed in 2010 
among Areti SpA (formerly Acea Distribuzione), the Municipality 
of Rome and Terna SpA, which concerned, in particular: 
•	
the activation of the new 150 kV “Cassia-Flaminia/O” line, of 
which 4.7 km in overhead line, constructed with green coloured 
pylons and tubular supports consistently with the requirements 
of the Veio Park Body, 0.91 km in overhead lines which reuse 
existing posts and 0.45 km in underground cables;
•	
the commencement of the demolition of the 150 kV Rome 
North-Cassia overhead line, for a total of 9.8 km and 39 sup-
ports, consequent upon the activation of the high voltage line 
mentioned in the preceding point;
•	
the completion of the demolition of the 150 kV Flaminia-Bu-
falotta overhead lines, for a total of 9.2 km (of which 2.9 km on 
piling shared with Terna) and 23 supports;
•	
the commencement of construction works for the new 150 
kV “Rome North-San Basilio” line, relative to the stretch to 
be adjusted for a length of 5.5 km with green coloured pylons 
and tubular supports, consistently with the requirements of the 
Rome Nature Body.
The modernisation plan will lead to benefits of a social and envi-
ronmental nature; indeed, when completed, thanks to lower overall 
losses of energy, both an improvement in the quality of the elec-
tricity services will be obtained and a relevant expected energy sav-
ing, for about 58 million kilowatt hours, which correspond to the 
annual consumption of about 20 thousand families.
The management of the electricity distribution network of Rome 
and is characterised by the continuous improvement of the per-
formances, with particular attention to energy efficiency. Indeed, 
various initiatives to reduce losses are pursued, which range from 
the progressive replacement of the levels of medium voltage 
from 8.4 kV to 20 kV, to the installation of low loss transformers. 
The activities performed in the context of the smart grid which 
aim to improve the performances of the networks thanks to the 
evolution and integration of management systems and, in gen-
eral, the applications of technological innovation in the man-
agement of the network, are illustrated in the chapter Institu-
tions and the Company. 
Also in virtue of the activities recalled, the losses of energy across 
the network during the year have transpired to be equal to about 
6.9% of the total transmitted.
ENERGY DISTRIBUTION 
THE DISTRIBUTION NETWORKS 
DISTRIBUTION NETWORK – 
IN ROME AND FORMELLO: 
30,900 KM
APPROXIMATELY 
11,000 GWH OF 
ELECTRICAL POWER 
DEMAND ON OUR 
NETWORK
TERRITORIAL PROTECTION 
INDEX INCREASED 
(UNDERGROUND AT 
NETWORK OUT OF TOTAL 
AT NETWORK): 44%
EFFICIENCY 
ENHANCEMENT ACTIONS 
ENABLED REDUCING CO2 
EMISSION BY 2,600 
TONS 
98	 According to the following legislative references: Legislative Decree no. 81/08; Italian Electro-technical Committee Guide 211-6 first ed. of 01/2001; Prime Ministerial 
Decree 8/7/2003 “Fixing of the limits of exposure, the values of attention and the quality objectives for the protection of the population from electric and magnetic 
fields at the network frequency (50Hz) generated by the power lines”.

165
RELATIONS WITH THE ENVIRONMENT
Italy, and Europe more generally, are on the eve of an ambitious 
relaunch of the waste management policies, towards a greater cir-
cularity of resources. The new and more challenging objectives 
proposed by the “package on the Circular Economy” will have a 
strong impact on the Country system as a whole. Acea has as its 
target contributing to these objectives.
TABLE NO. 50- ENVIRONMENTAL INDICATORS: AMOUNT OF INSTALLATIONS AND OVERHEAD AND UNDERGROUND 
DISTRIBUTION LINES (2015-2017)
Areti
systems and output
u.m.
2015
2016
2017
High Voltage/High Voltage - High Voltage/Medium 
Voltage primary sub-stations
no.
71
71
71
High Voltage/High Voltage and High Voltage/Medium 
Voltage transformers
no.
169
170
169
transformation power 
MVA
7,764
7,924
7,921
sub-stations in use
no.
13,124
13,152
13,159
Medium Voltage/Medium Voltage - Medium Voltage/Low 
Voltage transformers
no.
12,797
12,831
12,832
transformation power
MVA
6,154
6,183
6,203
overhead and underground networks
high voltage network - overhead lines
km
323
321
310
high voltage network - underground lines
km
239
243
243
medium voltage network - overhead lines
km
440
429
419
medium voltage network - underground lines
km
10,086
10,180
10,137
low voltage network - overhead lines
km
1,648
1,646
1,641
low voltage network - underground lines 
km
17,723
17,917
18,147
ENVIRONMENT AREA - WASTE MANAGEMENT 
The chapter includes the activities of the waste treatment plant which occupies itself with the collection, recovery, treatment and disposal of 
waste, the waste to energy plants, the compost production plants, all in Acea Ambiente.
PERIMETER OF REFERENCE 
HIGH QUALITY 
COMPOST PRODUCTION 
INCREASED: +27% AS 
COMPARED TO 2016 AT 
THE ORVIETO, APRILIA 
AND MONTEROTONDO 
MARITTIMO PLANTS
APPROXIMATELY 
12,700 kNm3 OF BIOGAS 
PRODUCED AND  
22 GWh OF ENERGY 
PRODUCED FROM 
BIOGAS (AT THE ORVIETO 
PLANT)
384 GWh OF 
ENERGY PRODUCED BY 
WASTE INCINERATION: 
+17.6% AS COMPARED 
TO 2016, DUE TO THE FULL 
OPERATIVITY OF THE SAN 
VITTORE LINE 1
APPROXIMATELY  
446,000 t OF 
INCINERATED WASTE (INPUT) 
AND APPROXIMATELY 
97,000 t OF WASTE 
PRODUCED BY WASTE 
INCINERATION (OUTPUT): 
22% (OUTPUT/INPUT)

166
ACEA GROUP / SUSTAINABILITY REPORT 2017
The XXI edition of Ecomondo at the 
Rimini Trade Show took place from 7 to 10 
November 2017. Also this event was chosen 
by the Group as an occasion to disseminate 
the culture of socio-environmental respect 
and to present the new industrial reality of 
Acea Ambiente and the industrial activities 
and initiatives connected to it. 
In the Acea exhibition space three seminars 
were held in relation to innovative tech-
nologies connected with the recovery of 
matter and energy from discards and waste; 
in particular the general lines of an industri-
al project for an innovative plant destined for 
the thermo-chemical treatment of sludge 
from biological purification were presented. 
This plant will allow matter to be recovered 
from sludge, in the form of a product that is 
usable for subsequent industrial applications, 
providing an effective operational response 
to the so called “closure of the sludge cycle”. 
ACEA AT ECOMONDO 
Acea, has chosen to return new life to the matter managing, since 
2006, the waste cycle in such a manner as to recover, recycle and 
reuse the waste itself as much as possible and, when possible, to 
recover energy. The Group, in particular, occupies itself with the 
following phases of the waste cycle:
•	
treatment of municipal solid waste (MSW) and other types of 
waste (green from differentiated collection, industrial waste, 
etc.), with recovery of material (glass, plastic, iron, other met-
als, paper and cardboard) and landfill disposal of the leftovers;
•	
incineration with recovery of energy;
•	
production of high quality compost to be directed towards 
agriculture.
The company Aquaser, furthermore, controlled by Acea, collects 
and manages the sludge produced from the civil waste water pu-
rification cycle, in order that it shall be treated and disposed of 
as best as possible, privileging the recovery of matter and energy.
Hereinafter some operational aspects linked to the activities cited 
are discussed in depth, in order to highlight which are the advanced 
technologies, necessary to make waste management modern and 
efficient.
INTEGRATED WASTE TREATMENT 
AT THE ORVIETO PLANT
The company Acea Ambiente manages in Umbria, in the munic-
ipality of Orvieto, an important facilities pole for the treatment 
of urban waste. The principal activities performed are the selec-
tion, composting and storage in landfill, respecting the Certified 
Management Systems (see Corporate Identity, Management Sys-
tems), seeking to obtain the maximum recovery of materials and 
favouring both the production of energy from renewable sources 
and the reduction of waste to be disposed of in landfill. In 2017 
the total waste entering the plant was equal to 88,273 tonnes, of 
which 43,601 tonnes (about 49%) was on the whole disposed of 
in landfill and almost all of the remainder was sent to the anaerobic 
digestion section. For more details see Environmental Accounts.
The line of anaerobic treatment of the organic matrix of the waste 
has allowed the production of electricity from the biogas fuel re-
leased in the process. In particular, in 2017, the biogas produced 
from the anaerobic line was equal to about 3.5 Mm3, and about 
6.8 GWh of energy produced was transferred to the electricity 
grid. The plant to make efficient use of the biogas from landfill, 
furthermore, has produced about 9.2 Mm3 of biogas and has 
transferred about 13.8 GWh of energy to the grid.
The pole of Orvieto is also equipped with a photovoltaic plant, 
managed by Acea Produzione, which generated about 560 MWh 
in 2017, used to cover part of the plant's consumption of electricity.
Taken as a whole, the new biogas treatment line, the plant making 
efficient use of the biogas from landfill and the photovoltaic plant 
have allowed a transfer to the electricity grid equal to 3,870 TOE 
(Tonnes of Oil Equivalent).
WASTE TO ENERGY 
The recovery of energy from waste, this also being part of the EU's 
package of the Circular Economy, as well as bringing advantages of 
an energy–economic type, allows the notable volumetric reduc-
tion and the biological stabilization of waste to be obtained, avoid-
ing as far as possible the disposal of this waste in landfill as such. 
Acea Ambiente manages, in addition to the activities already de-
scribed, also the waste to energy process, by means of two plants, 
one at San Vittore del Lazio and the other at Terni, which operate 
according to the Certified Environmental Management Sys-
tems ISO 14001:2004 and have obtained the European EMAS 
(Eco-Management and Audit Scheme) registration; both manage 
the health and safety aspects according to the OHSAS (Occu-
pational Health and Safety Assessment Series) 18001:2007 (see 
Corporate Identity, Management Systems).
The Plant of San Vittore del Lazio is comprised by three independ-
ent lines of waste to energy designed to be fed with fuel waste-de-
rived fuel (WDF), now called Secondary Solid Fuel (SSF), with 
these characteristics:
•	
52 MWt of thermal power installed for line 1 and 56.7 MWt of 
thermal power installed for each of the other two lines;
•	
12 MWt of electric power installed for line 1 and 14.5 MWt of 
each of the other two lines;
•	
about 400,000 t/year of SSF as total capacity processed 
under the regime99.
2017 was the first full year of activity for line 1 after the revamping 
(it entered into use on 30.09.2016); the effective electrical pow-
er available is currently 41 MW, with which about 300 GWh of 
electricity has been produced. In 2017 energy from waste has been 
generated from about 345,600 tonnes of waste.
The plant of San Vittore performs a significant role in the manage-
ment of the urban waste of the local community of Lazio, both for 
the particularly advanced technologies, used for its construction, 
and for the considerable processing potentiality which it possesses.
99	 In May 2017 the plant was authorised to use the 3 lines of combustion up to a total processing capacity of 397,200 t/year.

167
RELATIONS WITH THE ENVIRONMENT
Thanks to the collaboration between Acea 
and the Magaldi Group, the waste to energy 
plant of San Vittore del Lazio (Frosinone) 
has implemented - the first application of 
its type in Waste to Energy (WtE) - an in-
novative system for transporting the heavy 
ash deriving from the combustion of SSF 
(Secondary Solid Fuel). The plant appli-
cation created, which is characterised in 
the Ecobelt® WA system, comprises two 
conveyor belts, each with an wheelbase of 
about 16 metres, replacing the two conveyor 
chains immersed in a bath of water, in use 
during the last 6 years. The installation of 
the Ecobelt® WA system at the plant of San 
Vittore has made the use of water superflu-
ous to cool the heavy ash – water which is 
therefore now saved – and continues the 
progressive improvement of operation-
al issues which could have occurred in par-
ticular conditions of use of the previous 
system; furthermore, at the same time the 
efficiency of the furnace, with the recovery 
of energy from the heat of the heavy ash, 
and the reduction of the consumption of 
electricity for the operation of the convey-
ors themselves.
NEW CONVEYOR BELTS AT SAN VITTORE 
100	The sludge of which Aquaser has managed the entire supply chain, from loading to transporting and final disposal have come from the following companies of the Group: Acea 
Ato 2, Acea Ato 5, Acquedotto del Fiora, Umbra Acque and Publiacqua.
101	The creation of the first of three lots into which the extension of the site has been subdivided was completed in 2017.
TABLE NO. 51 – THE WASTE TO ENERGY PLANT OF SAN VITTORE DEL LAZIO: OPERATING DATA (2015-2017) 
u.m.
2015
2016
2017
fuel converted from waste to energy 
t
239,871
281,917
345,639
gross electricity produced 
GWh
225.35
243.68
301.15
conversion efficiency (*) 
kWh/kg SSF
0.94
0.86
0.87
(*)		
Relationship between gross electricity produced (GWh) and quantity of SSF converted from waste to energy (t).
The plant of Terni is comprised of a single waste to energy line and 
has the following characteristics:
•	
52 MWt of thermal power installed;
•	
12.33 MWt of electrical power installed;
•	
100,000 t/year of discards from the pulper (discards from the 
paper mill, deriving from the “pulping” of the waste paper), as 
total processed capacity.
The plant of Terni is also equipped with a photovoltaic plant, which 
in 2017 has generated about 403 MWh of electricity, in part con-
sumed on site and in part transferred to the grid.
For the data regarding the emissions of the waste to energy plants 
see the chapter Air emissions.
HIGH QUALITY COMPOST 
PRODUCTION
The scope of the activities managed by Acea Ambiente includes 
also the sector of services which are complementary to the inte-
grated water cycle, with the recovery and disposal of sludge from 
biological purification and of waste deriving from the purification 
of water. 
The sludge from purification and the organic fraction of munici-
pal solid waste (MSW) are treated by three plants which produce 
compost and are to be found, respectively, at Aprilia and Sabaudia 
(both in the province of Latina) and at Monterotondo Marittimo 
(in the province of Grosseto).
In 2017 Aquaser, which performs the activity of transporting and 
disposal of sludge from biological purification and waste deriving 
from the purification of water, of treatment of waste water and 
liquid waste, managed, inter alia, about 163,400 t of sludge from 
purification coming from the water companies of the Group, of 
which 117,300 tonnes of sludge from Acea Ato 5 and Acea Ato 2.
The dried out and dehydrated slurry coming from the companies of 
the Group100 has followed the following end destinations:
•	
76% to material recovery operations (pretreatments aimed at 
agricultural use - conditioning, composting);
•	
7% to recovery of energy (waste to energy).
The remaining 17% has been disposed of. The direct spillage has not 
been used in agriculture.
In line with a perspective of sustainable growth, and in order to act 
to combat clime change, the Environment industrial area has set 
itself the objective of transforming the two composting plants of 
Aprilia and Sabaudia into integrated composting and anaerobic 
digestion plants, in such a manner as to be able to use the biogas 
produced and generate energy from renewable sources. At Aprilia 
the phase of creating the aforesaid plant has been reached101 and 
it is hoped to end the works and place the plant into use by 2019. 
TABLE NO. 52 – THE WASTE TO ENERGY PLANT OF TERNI: OPERATING DATA (2015-2017) 
u.m.
2015
2016
2017
pulper waste converted to energy 
t
99,892
99,768
99,970
gross energy produced
GWh
81.52
83.07
83.10
conversion efficiency (*)
kWh/kg pulper
0.82
0.83
0.83
(*)		
Relationship between gross electricity produced and quantity of pulper waste converted to energy.

168
ACEA GROUP / SUSTAINABILITY REPORT 2017
WATER AREA 
The scope of reference includes the companies Acea Ato 2, Acea Ato 5 and Gesesa.
Acque, Gori, Acquedotto del Fiora, Publiacqua and Umbra Acque, water companies not included in the scope of the consolidated Non-Finan-
cial Statement (pursuant to Legislative Decree no. 254/2016). They have been included only in the area of reporting of water graphs, where 
their contribution is immediately evident, and in a few other global data (water fed into the system and analytical calculations). Specific data 
concerning these companies are provided in a separate chapter, Water Company data sheets and overseas activities. 
SCOPE OF REFERENCE
384 Mm3 OF 
POTABLE WATER SUPPLIED 
BY ACEA ATO 2,  
ACEA  ATO 5 AND  
GESESA
HISTORICAL ROME 
NETWORK: ACTUAL LEAKS 
DROPPED BY 41% 
MORE THAN 17,000 km  
OF POTABLE WATER 
NETWORK MANAGED  
BY ACEA ATO 2, ACEA ATO 5 
AND GESESA
MORE THAN 409,300 
ANALYTIC CALCULATIONS 
ON DRINKING WATER  
(ACEA ATO 2, ACEA  
ATO 5 AND GESESA)
The management of the water resource in all the phases envisaged 
by the integrated water service is one of the Group's core com-
panies. Work is carried out with increasing focus on the conser-
vation of water and preserving its quality, which is expressed, for 
example, in the work to recover losses (see the dedicated box in 
the paragraph on Sustainable management of the Water Resource), 
in the aforementioned protection of the sources (Protection of the 
land paragraph) and possible search for new sources and also in an 
increasingly accurate monitoring of water consumption, with the 
aim of containing it.
The total pool of users served in Italy by the Group102 is about 8.9 
million inhabitants, with volumes of drinking water fed into the 
network in 2017 equal to about 1,264 million cubic metres (in 
2017). The volumes of drinking water introduced by Acea Ato 2, 
Acea Ato 5 and Gesesa amounted to 735 million cubic metres, 
with a total supply of 384 million cubic metres for 4.6 million in-
habitants served. For specific data on the three companies, see the 
Environmental Accounts. 
In Ato 2-Lazio centrale alone, comprising the city of Rome and 
111 other municipalities - of which 79103 under management at 
31 December 2017 - the volume of water fed into the network 
serving the approximately 4 million inhabitants, was approximately 
630 million cubic metres (of which 477 million cubic metres in the 
"historical network" of Rome and Fiumicino).104
WATER QUALITY 
The checks on the quality of the drinking water supplied and of 
effluent returned to the environment, after the process of purifi-
cation, are performed in a programmed manner by the companies 
of the water industrial area. The analyses on the drinking water 
distributed to users play an essential role for the resulting health 
spin-offs. A summary of the work carried out in this area, by all the 
water companies, is shown in chart no. 45.
102	As specified at the start of the chapter, the data of the total inhabitants served by the water business, of the volume fed into the network, and the size of the networks 
and checks on the water (shown in special graphs) include all the operational companies in the Group, also those not included within the scope of the consolidated 
Non-Financial Statement.
103	In 17 other municipalities the integrated water service was managed partially.
104	The items of the water balance of the past three years were calculated using the calculation criteria supplied by ARERA (formerly AEEGSI).
CHART NO. 44 – THE WATER DISTRIBUTION NETWORK OF THE GROUP IN ITALY (2017) 
0
10,000
20,000
30,000
40,000
50,000
60,000
Total
Umbra
Acque
Publiacqua
AdF
Acque
Gori
Gesesa
Acea
Ato 5
Acea
Ato 2
11,339
(km)
4,330
1,389
4,500
5,921
9,315
7,162
6,071
50,027
NB 	 The network kilometres include the water systems.

169
RELATIONS WITH THE ENVIRONMENT
In Rome, the water supplied for drinking use comes mainly from 
uncontaminated sources. The quality features of the resource 
collected and distributed are monitored through continuous in-
vestigations, with instruments located along the water systems 
and through daily sampling at the collectors and in the distribution 
network. In the Lazio area, in territories of volcanic origin, there 
are areas where the water has drinkability problems, linked to the 
natural presence of some substances in greater concentrations 
compared to those permitted by the relevant legislation. In these 
areas Acea Ato 2 has performed, over the years, a number of in-
itiatives aimed at solving these problems. In particular it built 38 
purification (drinking water) plants able to remove the unwanted 
substances and returning their values of concentration well below 
the legal limits.
Regular monitoring of the chemical/biological parameters of the 
water which circulates in the distribution network of the water sys-
tem allows the quality safety level to be kept high. 
A total of approximately 312,000 analyses were carried out in 
Ato 2 during 2017, in addition to those performed by the Health 
Authority.
The analytical checks on the water and the relative measurements 
are performed both by companies in the Group independently and 
via laboratories. The subsidiary Acea Elabori, accredited pursuant 
to the ISO/IEC 17025 standard, performs and certifies chemical 
and physical and bacteriological analyses in different substrates, 
including water (see Table no. 53 for the analyses performed for 
Acea Ato 2 and Acea Ato 5). Gesesa instead uses two outside lab-
oratories (see the Environmental Accounts or the Gesesa data and 
also for the aggregate data).
ANALYSES PERFORMED BY ACEA ELABORI - ATO 2-CENTRAL LAZIO AND ATO 5-SOUTHERN LAZIO (2015-2017)
type of water analysed
no. of analyses
2015
2016
2017
drinking water Acea Ato 2
320,946
347,886
311,929
drinking water Acea Ato 5
80,440
85,642
91,157
effluent Acea Ato 2
155,355
145,553
199,979
effluent Acea Ato 5
-
-
8,800
surface water Acea Ato 2
40,562
36,922
31,924
total
597,303
616,003
643,789
ANALYSES PERFORMED BY ACEA ELABORI ON DRINKING WATER - ROME HISTORICAL NETWORK (2015-2017)
sampling area
no. of 
sampling 
points
no. of samples
no. of analyses
2017
2015
2016
2017
2015
2016
2017
collection
45
602
469
423
22,556
21,085
21,636
water system  
and water feed pipes
26
310
158
183
9,411
6,051
6,599
tanks/water centres
21
274
248
119
10,471
8,974
4,988
distribution networks
320
3,965
4,208
3,381
137,053
135,943
109,838
total
412
5,151
5,083
4,106
179,491
173,702
143,061
CHART NO. 45 - ANALYTICAL CHECKS ON DRINKING WATER, TOTAL AND PER COMPANY (2017) 
TABLE NO. 53 - ENVIRONMENTAL INDICATORS: ANALYSES IN ROME AND FROSINONE (2015-2017) AND QUALITY 
PARAMETERS OF THE DRINKING WATER DISTRIBUTED TO ROME, FROSINONE AND BENEVENTO (2017)
Total
Umbra
Acque
Publiacqua
AdF
Acque
Gori
Gesesa
Acea
Ato 5
Acea
Ato 2
311,929
(N° of inspections)
91,157
6,289
101,460
266,850 225,260
76,459
71,250
1,144,365
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000

170
ACEA GROUP / SUSTAINABILITY REPORT 2017
AVERAGE CHEMICAL AND MICROBIOLOGICAL PROPERTIES OF THE DRINKING WATER DISTRIBUTED AT ROME, THE MUNI-
CIPALITIES OF ACEA ATO 5 AND BENEVENTO (2017)
parameters
unit  
of measurement
average value 
Rome
average value 
Acea Ato 5  
municipalities
average value 
Gesesa 
(Pezzapiana site)
legal parametric 
value (Legislative 
Decree no. 31/01)
turbidity 
NTU
<0.5
1.1
0.99
no anomalous 
changes
temperature 
°C
12.7
13.5
exempted (*)
n.a.
hydrogen ions concentration
pH unit
7.5
7.6
7.5
>6.5 and <9.5
electrical conductivity 
µS/cm at 20°C
577
482
870
<2,500
chlorides
mg/L Cl
9.2
7.9
45
<250
sulfates
mg/L SO4
17.6
9.1
63.4
<250
calcium
mg/L Ca
97.6
85
exempted (*)
n.a.
magnesium
mg/L Mg
19.0
14.8
exempted (*)
n.a.
sodium
mg/L Na
7.96
6.0
31.0
<200
potassium
mg/L K
5.2
2.1
exempted (*)
n.a.
hardness 
°F
32.2
27.0
35.6
(**)
free residual chlorine
mg/L Cl2
0.14
0.18
0.15
(***)
alkalinity
mg/L CaCO3
328
285
exempted (*)
n.a.
calculated fixed residue
mg/L 
412
420
635
(****)
nitrates
mg/L NO3
4.30
5.2
34.4
<50
nitrites 
mg/L NO2
<0.05
0.3
<0.01
<0.50
ammonia
mg/L NH4
<0.10
0.3
exempted
<0.50
fluorides
mg/L F
0.22
0.17
0.5
<1.50
bicarbonates
mg/L HCO3
400
347
exempted (*)
n.a.
total organic carbon
mg/L C
0.63
0.63
exempted (*)
no anomalous 
changes
iron 
µg/L Fe
11.7
34.0
<20
<200
copper
mg/L Cu
0.002
0.00
<0.005
<1.0
lead 
µg/L Pb
0.45
0.5
<5.0
<10
cadmium
µg/L Cd
<0.2
0.5
<2.0
<5.0
chromium
µg/L Cr
<5.0
<5.0
<5.0
<50
nickel 
µg/L Ni
<2.0
3.2
<5.0
<20
manganese 
µg/L Mn
0.54
3.6
<5.0
<50
arsenic 
µg/L As
1.61
5.0
exempted (*)
<10
vanadium
µg/L V
3.21
3.5
<5.0
<140
total trihalomethanes 
µg/L
1.72
2.6
<1.0
<30
trichloroethylene
µg/L
<0.10
<0.10
<1.0
<10
tetrachloroethylene
µg/L
<0.10
<0.14
<1.0
<10
1.2 - dichlorethane
µg/L
<0.30
<0.30
<0.1
<3.0
benzene
µg/L 
<0.10
<0.10
exempted (*)
<1.0
benzo(a)pyrene
µg/L 
<0.003
<0.004
exempted (*)
<0.010
coliform bacteria at 37°C
MPN/100 ml
0
0
0
0
Escherichia coli
MPN/100 ml
0
0
0
0
Enterococci
CFU/100 ml
0
0
0
0
(*)		
In accordance with Legislative Decree no. 31/01 and in agreement with the health authority, Gesesa is exempted from supplying the parameter. 
(**)	 Recommended values: 15-50 °F - the lower limit applies to water subjected to softening or desalination treatment.
(***)	 Recommended value 0.2 mg/l.
(****)	Maximum value recommended: 1,500 mg/l.

171
RELATIONS WITH THE ENVIRONMENT
APPROXIMATELY 118,900 t  
OF SLUDGE PRODUCED BY ACEA ATO 2, 
ACEA ATO 5 AND GESESA, 75%  
OF WHICH WAS RECOVERED
APPROXIMATELY 9,300 km KM OF 
SEWAGE SYSTEM MANAGED AND 319 
PURIFICATION PLANTS (ACEA ATO 2, 
ACEA ATO 5 AND GESESA)
ROMA EST PURIFICATION PLANT: 
PRODUCED SLUDGE DROPPED BY 
MORE THAN 76% 
SEWERAGE SERVICE AND TREATMENT SYSTEM
The integrated water service (IWS) includes management of the 
sewer and purification system. The water resource, after uses for 
the various civil purposes, is collected through the sewer pipes and 
sent to the purifiers. There pollutants are removed via physical pro-
cesses (filtering, sedimentation, flocculation) and biological ones 
(aerobic and/or anaerobic decomposition of the organic substance 
with bacteria). 
The water in output from the plants, after having undergone the 
purification treatments described, has chemical and biological 
properties compatible with the life of the receiver body of water 
and in accordance with the values of the parameters which must 
not be exceeded in order to guarantee full compatibility, as gov-
erned by Legislative Decree no. 152/2006, in its third part.
Thanks to approximately 850 purification plants (of which a total 
of 319 managed by Acea Ato 2, Acea Ato 5 and Gesesa), the total 
volumes of water treated by the Group105 were, in 2017, approxi-
mately 815 million cubic metres.
The sewers managed are equal to approximately 25,200 km.
For the companies operating in the Lazio area and partly in the 
province of Benevento, the percentage coverage of the sewer 
and purification services, out of the total users served by the water 
service, and the volumes of effluent treated are given in Tables nos. 
54 and 55.
In particular, for Acea Ato 2, the good abatement performances 
achieved in the purification process, which allowed approximately 
550 million cubic metres of sewage to be made compatible with 
the receiver ecosystem, were confirmed by the over 184,000 cal-
culations performed on the water treated before discharge. A pos-
itive result was in fact confirmed, i.e. values of the concentrations 
of the contaminants below legal limits, in 93% of cases, moreover 
in an environmental situation which foresees the observance of 
some of the strictest regulations in Italy.
105	In this case too the data relating to the number of purification plants, to the volumes treated, the size of the networks and the checks refer to all the companies in the Group 
operating in the water sector.
CHART NO. 46 – SEWER NETWORKS OF THE GROUP IN ITALY (2017) 
CHART NO. 47 - ANALYTICAL CHECKS ON EFFLUENT, TOTAL AND PER COMPANY (2017)
6,600
(km)
1,775
950
2,413
3,066
3,676
3,215
3,543
25,238
0
5,000
10,000
15,000
20,000
25,000
30,000
Total
Umbra 
Acque
AdF
Publiacqua
Acque
Gori
Gesesa
Acea 
Ato 5
Acea 
Ato 2
184,201
(N° of analytic inspections)
23,421
4,268
19,180
119,742
41,263
44,304
38,128
470,239
0
100,000
200,000
300,000
400,000
500,000
Total
Umbra
Acque
AdF
Publiacqua
Acque
Gori
Gesesa
Acea
Ato 5
Acea
Ato 2

172
ACEA GROUP / SUSTAINABILITY REPORT 2017
TABLE NO. 54 - PERCENTAGE COVERAGE OF THE SEWER AND PURIFICATION SERVICES OVER THE TOTAL UTILITIES 
OF THE WATER COMPANIES OPERATING IN LAZIO AND AT BENEVENTO (2015-2017)
TABLE NO. 55 - VOLUMES OF EFFLUENT TREATED BY WATER COMPANIES OPERATING IN LAZIO AND AT BENEVENTO 
(2015-2017) (Mm3)
TABLE NO. 56 - OUTPUT PARAMETERS OF THE MAIN PURIFIERS MANAGED BY ACEA ATO 2 SPA – MUNICIPALITY OF 
ROME (2017)
company
2015
2016
2017
sewer
purification 
sewer
purification 
sewer
purification 
Acea Ato 2
88.5%
84.9%
91.9%
88.7%
91.7%
88.0%
Acea Ato 5
66.5%
54.6%
64.0%
52.5%
67.7%
56.5%
Gesesa
81.0%
25.4%
81.1%
26.2%
81.2% 
26.1%
company
2015
2016
2017
Acea Ato 2
623.1
595.2
553.6
Acea Ato 5
27.0
26.7
21.1
Gesesa (*)
-
-
-
Roma Sud
purifier 
Roma Nord
purifier 
Roma Est (*) 
purifier
Ostia purifier 
limits of 
concentration in 
surface water 
(Legislative Decree 
no. 152/06)
parameter
                                                                                            average of values (mg/L)
BOD5
14
6
14
3
≤ 25
COD
49
15
43
18
≤ 125
TSS
18
9
20
5
≤ 35
nitrogen
(ammoniacal, nitric 
and nitrous)
8
7
13
8
-
phosphorus
1
1
2
1
-
                                                           quantities removed (t) 
COD
13,534
1,128
3,584 
368
-
TSS
5,035
682
1,672
111
-
(*)		
For the time being there are no flow meters at the entry of the purification plants managed by Gesesa. The company intends installing them over the next two years.
(*)		
The data of the Roma Est purifier are in part influenced by the various maintenance works carried out at the plant during the year. 
In the “historic” area managed by Acea Ato 2, which includes Rome 
and Fiumicino, the main purification plants treated in 2017 approx-
imately 467 million of cubic metres of effluent, a figure showing a 
downturn (514 million cubic metres of effluent treated in 2016).
Considering also the smaller purifiers and the plants of the mu-
nicipalities acquired in Ato 2 (a total of 170) a total volume of 
approximately 554 million cubic metres of effluent treated is 
obtained, a decrease of 7% compared to 2016. The cause of this 
reduction depends substantially on the particularly dry year, since 
part of the rainwater also flows into the Rome drains system.
The detail of the main output parameters of the purifiers of Acea 
Ato 2 and of Acea Ato 5 is given no. 37 - Social indicators: staff 
movements (2016-2017) in Tables nos. 56 and 57. 
Other indicators of the efficiency of purification are described in 
the section Key environmental performance indicators - Water Area 
of the Environmental Accounts.
Gesesa, considerably smaller in size than the other two compa-
nies, has in any case programmed an investments plan which in-
cludes the installation of meters of flow entering the purification 
plants in the next two years.

173
RELATIONS WITH THE ENVIRONMENT
TABLE NO. 57 - OUTPUT PARAMETERS OF THE MAIN PURIFIERS MANAGED BY ACEA ATO 5 SPA – MUNICIPALITY OF 
FROSINONE (2017) 
parameter
average of values (mg/L) 
limits of concentration in surface water 
(Legislative Decree no. 152/06)
BOD5
7.8
≤ 25
COD
44.7
≤ 125
TSS
13.1
≤ 35
NH4+
2.5
-
phosphorus
1.1
-
 quantities removed (t) 
COD
1,930
TSS
780
The sludge produced during the purification process is mostly sent 
for recovery of material (see in Environment Area, the paragraph 
High quality compost production). In 2017 the anaerobic digester 
of the Roma Est purifier, managed by Acea Ato 2, worked in 
continuous mode. This led to a reduction of over 76% in the pro-
duction of sludge (see the box with further details).
The Roma Est purification plant is located 
on the left bank of the Aniene river, near 
Via Tiburtina, and collects the sewage from 
the densely populated areas of Tiburtina, 
Casilina and Tuscolana. It is able to treat over 
90 million m3/year of sewage, equal to the 
purification requirement of over 900,000 
equivalent inhabitants.
Like every urban effluent treatment plant, the 
Roma Est purifier, one of the largest among 
those managed by Acea Ato 2, operates ac-
cording to an industrial process divided into 
two parts in design terms - the “water line” 
and the “sludge line”. The latter underwent 
major technological upgrading work which 
involved its radical reconstruction.
The “water line” starts from the inlet point 
of the sewage into the plant and continues in 
the various purification compartments where 
the gradual removal of typical pollutants takes 
place, such as coarse solids, sand, oils and fats, 
suspended solids and finally dissolved solids. 
The result of this complex process is the pro-
duction of purified water together with large 
quantities of semi-liquid waste, i.e. the sludge, 
made up of a mix of solid substances, with ap-
proximately 3% water. They are constantly 
removed from the “water line” and treated in 
the appropriate “sludge line”, where it is aimed 
to reduce their quantity to a maximum for fi-
nancial and social and environmental reasons. 
The aim is achieved through two operations 
performed in sequence: 
•	 anaerobic digestion, that is the gasification 
of a large part of the organic substances 
present in the sludge, thanks to the action 
of anaerobic bacteria in controlled condi-
tions of acidity (pH > 6.5) and temperature 
(32°C<T<38°C), without air. In the time 
span of a few weeks the organic matter 
undergoes extreme decomposition which 
transforms it into biogas (60-70% meth-
ane, 25-30% carbon dioxide);
•	 the subsequent dehydration, first through 
centrifuging of the digested sludge (a 
product is obtained of which 25% is made 
up of solid substance and 75% water), 
then through evaporation by heating in 
appropriate drying ovens, until obtaining a 
material similar to soil which has a residual 
water content of around 20%.
The results achieved were considerable, with 
a reduction in the production of sludge of 
over 76% with respect to the preceding plant 
set-up, without anaerobic digestion and 
without final drying. There was a drop from 
approximately 30,000 t/year of sludge 
produced to the current approximate 7,000 
t/year, with considerable advantages in envi-
ronmental and economic terms;
•	 reduction in transport for final transport 
with consequent reduction in relative im-
pact;
•	 fewer hygiene problems during movement 
of the sludge, thanks to its stabilisation;
•	 almost total zeroing of the odour-causing 
emissions.
As regards the biogas produced in the an-
aerobic digester, it is accumulated in large 
tanks which can contain 7,000 m3 of it, to be 
subsequently purified and then used as fuel 
in a boiler to produce the heat necessary to 
maintain the process of anaerobic digestion 
at the proper working temperature (approx-
imately 35°C).
In the case of over-production compared to 
the plant needs, the biogas surplus is cur-
rently burnt in a flare and therefore a project 
is being studied, at Acea Elabori, to reduce to 
a maximum the imbalances between produc-
tion of biogas and its beneficial uses.
THE ROMA EST PURIFIER AND THE ANAEROBIC DIGESTER ON THE SLUDGE LINE

174
ACEA GROUP / SUSTAINABILITY REPORT 2017
THE USE OF ENERGY AND WATER 
ENERGY EFFICIENCY ENHANCEMENT: 
APPROXIMATELY 7.1 GWh  
OF SAVING/YEAR AND A 2,600 t CO2 
EMISSION DROP IN ARETI WHEREAS 
APPROXIMATELY 2.3 GWh 
OF SAVING/YEAR AND AN 800 t CO2 
EMISSION DROP WAS OBSERVED  
IN ACEA ATO 2
APPROXIMATELY 475,000 GWh  
of electrical consumption  
OF THE GROUP’S MEMBER COMPANIES 
FROM G.O. CERTIFIED 
renewable energy
ENERGY CONSUMPTION 
ENERGY CONSUMPTION OF THE GROUP 
The direct energy consumption of the main companies in the 
Group, which involves the use of primary sources for the func-
tioning of the production system, including consumption for the 
generation of electrical and thermal energy (Table no. 58), and the 
indirect energy consumption, which includes the losses occurring 
in Rome’s electricity distribution network and can be attributed 
to the phases of transformation and transport (Table no. 59), are 
illustrated below. 
The total consumption of energy, direct and indirect, amounts to 
approximately 11,975 TJ (in 2016 equal to approximately 10,747 
TJ). The increase is due to the increase in direct consumption, in 
particular in the Waste to Energy compartment. In 2017, in fact, 
line 1 of the San Vittore waste-to-energy plant was operational for 
12 months while, in 2016, while still undergoing revamping, it was in 
action for only four months. The increase is in line with the increase 
in the production of energy by the same waste-to-energy plant 
(Table no. 58). 
The indirect consumption, on the contrary, had a slight decrease, 
thanks above all to the lower consumption of public lighting due to 
the numerous replacements of traditional lamps with LED systems. 
It should also be pointed out that, during the year, the electricity 
consumption of the main companies, and in particular consump-
tion linked to waste management plants, the distribution of drinking 
and non-drinking water, purification and consumption for the work 
sites, for a total of approximately 475,000 GWh, was certified 
as coming from renewable sources (certification by means of the 
Guarantees of Origin - GOs) (Table no. 59).
The trends in the indices of energy consumption intensity are giv-
en in Table no. 60.
TABLE NO. 58 - DIRECT ENERGY CONSUMPTION OF THE MAIN COMPANIES IN THE GROUP (2015-2017) 
2015
2016
2017
ENERGY PER SOURCE
TJ (GWh)
RDF/SSF and pulper (waste to energy)
- renewable share
2,766.8
(768.6)
3,198.9
(888.6)
3,638.2
(1,010.6)
biogas (100% renewable)
-
169.9
 (47.2)
207.2
 (57.6)
RDF/SSF and pulper (waste to energy)  
- non-renewable share
2,879.7
(799.9) 
2,952.8 
(820.2)
3,584.5
(995.7)
methane (for electricity generation, district heating,  
water area dryers and heating for offices) 
577.5 
(160.4)
566.2
(157.3)
732.0
(203.3)
fuel oil 
(for electricity generation and for heating offices)
40.6
(11.3)
34.5
(9.6)
48.2
(13.4)
petrol  
(road haulage) (*)
9.1
(2.5)
4.9
(1.4)
2.9
(0.8)
diesel  
(road haulage) (*)
42.8
(11.9)
61.6
(17.1)
97.2
(27.0)
LPG  
(heating)
0.8
(0.2)
0.8
(0.2)
0.8
(0.2)
total
6,317.4
(1,754.8)
6,989.6
(1,941.6)
8,311.0
(2,308.6)
(*)		
The 2017 road haulage data include Aquaser data not included in the years 2015-2016.
NB 	 The energy produced by the Group plants and fed into the network is illustrated in the Environmental Accounts (Products - Energy Area). Approximately 12.5 GWh 
of energy produced by the Tor di Valle plant and consumed by the Roma Sud purifier from August 2017 should be subtracted (see The New Tor di Valle Plant box).
MAJOR leak detection 
campaign: 5,400 km  
OF THE WATER DISTRIBUTION 
NETWORK ANALYSED IN ROME

175
RELATIONS WITH THE ENVIRONMENT
ENERGY CONSUMPTION OUTSIDE OF THE GROUP
In 2015 Acea launched monitoring via specific questionnaires of 
the energy consumption outside of the Group, along the supply 
chain. In December 2017 the questionnaire was sent to around one 
hundred suppliers, the most representative in relation to the orders 
value for the year. Thanks to the results from 55 of those contacted 
(equal to 16% of the total Acea expenditure for the procurement 
of goods/services and works), their total energy consumption was 
estimated at approximately 273,349 GN106.
ENERGY SAVING 
In 2017 Ecogena retained the quality certification of ESCo (energy 
services company) pursuant to the standard UNI CEI 11352. It is 
therefore suitable for developing initiatives of energy efficiency of 
the companies in the Group and to report on the results to the 
Energy Services Operator (ESO) for the obtaining of the energy 
efficiency titles (EET). 
The activities assigned to Ecogena include also the design and 
building of trigeneration plants107 for the production, in combined 
mode, of electrical, heat and cooling energy. In 2017 cogeneration 
plants were managed, combined with district heating networks for 
a total of 6.6 MW of electrical power108. 
Total energy productions are in line with the previous year.
As is customary, the company applied for and obtained, also for 2017, 
the HEC (high-efficiency cogeneration) nomenclature for all the 
plants managed, achieving also issue of the EETs relating to 2016.
At 31.12.2017 the plants managed by Ecogena received 5,324 
EETs pursuant to Ministerial Decree of 5 September 2011.
In order to achieve the aim of energy saving, as regards Areti, 
actions concentrated on acquiring EETs on the market managed 
TABLE NO. 60 ENERGY INTENSITY INDICES (2015-2017) 
TABLE NO. 59 - INDIRECT ENERGY CONSUMPTION OF THE MAIN COMPANIES IN THE GROUP (2015-2017)
ENERGY CONSUMPTION INTENSITY INDEX 
u.m.
2015
2016
2017
electrical energy consumed for public lighting per lamp 
TJ/lamp
0.0027
0.0027
0.0019
total electrical energy consumed by Acea Ato 2, Acea Ato 5  
and Gesesa for water supplied (*)
TJ/Mm3
3.8300
3.9005
4.2898
electrical energy consumed by Acea Ato 2, Acea Ato 5  
and Gesesa for sewer service per km of sewer network 
TJ/km
0.0204
0.0193
0.0163
2015
2016
2017
ENERGY PER SOURCE
TJ (GWh)
electrical energy losses on the distribution  
networks and transport 
1,341.8
(373.0)
1,283.8
(356.6)
1,244.9
(345.8)
losses and self-consumption in the production  
of electrical energy 
198.0
(55.0)
200.0
(55.5)
221.6
(61.6)
losses of heat in the district heating network 
28.8
(8.0)
86.4
(24.0)
72.5
(20.1)
consumption for public lighting 
602.4
(167.3)
604.3
(167.8)
416.3
(115.6)
electrical consumption for waste management plants (*)
7.9
(2.2)
19.8
(5.5)
27.5
(7.7)
electricity consumption for distribution of drinking  
and non-drinking water (*)
797.4
(221.5)
846.0
(235.0)
1,001.7
(278.3)
electricity consumption for effluent purification (*) (**) 
695.5
(193.2)
681.8
(189.4)
643.7
(178.8)
consumption of electrical energy for the offices (*)
36.7
(10.2) 
35.6
(9.9)
36.1
(10.0)
total indirect energy consumption
3,708.5
(1,030.4)
3,757.7
(1,043.8)
3,664.3
(1,017.9)
(*)		
The trend in the increase in the consumption of electrical energy for water supplied depends mainly on an increase in energy consumption due to another very dry year.
(*)		
GO (Guarantee of Origin) certified energy
(**)	 Following adjustments, the 2015 and 2016 data were rectified.The 2017 item of data decreased due to various maintenance works at the Roma Est and Roma Sud 
purification plants of Acea Ato 2.
	
106	In 2016 it was possible to consider a more restricted scope (30 suppliers) for an estimate of consumption equal to 225,245 GN.
107	Cogeneration, i.e. the combined production of electrical and thermal energy, allows high efficiencies to be achieved, between 80 and 90%. Trigeneration, which is a special 
application of cogeneration, allows use of a part of the thermal energy recovered in order to produce cooling energy in the form of cooled water for air conditioning in rooms 
or for industrial processes.
108	The 6.6 MW includes 1 MW relating to management of the Prepo power plant, in the municipality of Perugia, not owned by Ecogena.

176
ACEA GROUP / SUSTAINABILITY REPORT 2017
by the electricity market authority (EMA). The residual obligation 
relating to 2017 is equal to 109,418 EETs with respect to the initial 
111,460 EETs, to which the residual part of the 2016 obligation, 
equal to 97,169 EETs, should be added. In November 2017 the 
residual relating to 2015, equal to 80,088 EETs, was annulled.
Finally it is pointed out that, during the year, Ecogena signed with 
Acea an Energy Performance Contract for the lighting efficiency 
project for the Piazzale Ostiense location.
ENERGY EFFICIENCY ACTIONS 
Acea, during the year in question, carried out various schemes 
for the recovery of energy efficiency in the processes managed, 
in particular in the companies in the water, energy infrastructure 
and environment areas. 
For the water area109, despite the increase in consumption in ab-
solute value (+5.6% compared to 2016), due to the improvement 
in the purification capacities of the systems managed and, above 
all, to dry weather conditions, which entailed the use of standby 
pumping plants, essential for integrated the gravity flow, with 
consequent worsening in energy consumption, the companies 
improved, where possible, their own specific energy efficiency.
In Acea Ato 5 the increase in consumption, as mentioned, is to be 
correlated to the so-called “water crisis”. We only have to consider 
that in the territory served the average rainfall in 2017 decreased 
by 51% compared to 2014-2015 and by 43% compared to 2016. 
In this situation some water systems, traditionally fed by gravity, 
are now fed from wells and energy has to be used in order to be 
able to feed the water resource into the distribution networks (for 
example in the Settefrati-Canneto and Anagni-Tufano systems). 
The lack of water also entails a lowering of the water levels for the 
systems fed ordinarily from wells, making pumping more difficult 
with a temporary functioning of the pumps “off the performance 
curve” and consequent lowering of the specific curve.
From the specific efficiency viewpoint, Acea Ato 2 obtained in 
2017 energy savings for approximately 8.3 TJ/year, compared to 
2016, (with a saving of approximately 800 tonnes of emissions of 
CO2), thanks to optimisation of management of the pressures (in 
the Eur, Montemario and Spinaceto water centres), associated 
with an achieved efficiency of approximately 0.7 TJ, recovery of 
water losses, associated with an estimated efficiency of approxi-
mately 7.2 TJ and the installation of lighting with LED on the out-
side yards (Torrenova, Casilino, Ottavia, Ostia, Eur) associated 
with an estimated efficiency of approximately 0.4 TJ.
Consumption by Gesesa, finally, increased in absolute value, due 
to the known climate clauses, which forced the company to in-
crease use of the well fields for integrating the low availability of 
the water of the Campania region and also to the inclusion, in 
2017, of the municipality of Tocco Caudio in the management 
of the service, which influenced the consumption of the Santo 
Stefano pumping station and the coming into operation of a new 
well field at S. Agata dei Goti. 
As confirmation of their commitment towards energy efficiency 
and environmental sustainability, Acea Ato 2 and Acea Ato 5 
have already obtained UNI EN ISO 50001 energy certification 
and Gesesa has already launched preparatory actions to obtain it.
For the energy infrastructure area, the company Areti, which 
manages electrical energy distribution, continued the efficiency 
raising schemes set up following the energy diagnoses performed 
at some company locations, as part of the UNI EN ISO 50001 
energy management system and according to Legislative Decree 
no. 102/2014. 
More particularly, one of the schemes of 2017 concerned moderni-
sation of the outside public lighting system of the Casaletto primary 
station (PS), with a consequent saving of approximately 15 MWh. 
Also important are the works on the distribution network aimed 
at energy saving. This involves, in particular, optimisation of the 
set-up of the MV network and gradual transformation of the 
voltage level from 8.4 to 20 kV and other adjustments for the HV 
and LV lines and the use of 167 MV/LV transformers with very 
low losses. Table no. 62 shows the type of work and the relative 
energy savings of the last three years. These efficiency schemes 
led, in 2017, compared to 2016, to a “reduction in emissions” 
equal to approximately 2,600 t of CO₂. Of these, approximately 
720 tonnes relate to a (non-quantitative) legal obligation. The 
remaining reductions correspond to voluntary interventions. 
Finally, for the Environment area, the installation of modern 
conveyor belts for the heavy ash at the San Vittore plant in 
Lazio involved recovery of energy from the heat of the heavy 
ash and will involve, at normal capacity, also the reduction in the 
consumption of electrical energy of the plant (see the box New 
conveyor belts at San Vittore in the paragraph Waste to Energy).
TABLE N. 61 – ENERGY EFFICIENCY TITLES AND THE PRODUCTION OF ENERGY BY ECOGENA PLANTS (2015-2017)
2015
2016
2017
ENERGY PRODUCED
TJ (GWh)
electrical energy 
61.6
(17.1)
64.8
(18.0)
60.8
(16.9)
thermal energy 
 66.2
(18.4)
77.0
(21.4)
83.2
(23.1)
cooling energy
3.2
(0.9)
14.8
(4.1)
14.8
(4.1)
EET 
unit
1,170
1,203
1,039
109	The water companies within the scope are considered: Acea Ato 2, Acea Ato 5 and Gesesa.

177
RELATIONS WITH THE ENVIRONMENT
SUSTAINABLE MANAGEMENT  
OF THE WATER RESOURCE
The water consumption of the Group, illustrated in Table no. 63, 
refers both to industrial processes and uses for district heating and 
civil uses. The decrease for civil uses, recorded from 2017, is due 
mainly to an investigation carried out in Acea Ato 2 which led to 
a partial review of utilities and attributions of consumption. Spe-
cifically, it led to the estimate of approximately 800,000 cubic 
metres to be attributed to the consumption of drinking water for 
processes (and not for civil use). This indicates therefore greater 
focus on the accounting of the actual consumption.
TABLE NO. 62 – ENERGY EFFICIENCY IN ARETI (2015-2017)
TABLE NO. 63 - WATER CONSUMPTION OF THE MAIN COMPANIES IN THE GROUP (2015-2017) 
ENERGY SAVING OBTAINED
action
u.m.
2015 
2016
2017
reduction in losses on the network 
GJ
15,314
29,365 (*)
24,959 (**)
reduction in losses through the purchase of new transformers
GJ
25
474
662
thermal power plant revamping 
GJ
18
61
61
renovation of inside lighting system in one of the locations
GJ
-
5
5
renovation of outside lighting system at CP Casaletto
GJ
-
-
54
2015
2016
2017
(Mm3)
industrial processes: district heating and others for 
thermal electricity generation (*), Acea Ambiente plants; 
water companies
(source: water system, wells, river, rainfall)
0.12
0.14
0.95
	 of which rainfall
0.003 
	 of which river water 
0.003
0.003
	 of which recovered wate
0.002
civil/sanitary use (**)
(source: water system)
2.04 
2.12 
1.44
total water consumption
2.16
2.26
2.39
(*)		
Value rectified with respect to the one published after an analytical study of the network.
(**)	 Value estimated from theoretical valuations while awaiting the network analytical study.
NB    Each saving is referred to the previous year with respect to the year of reporting. Almost all involve reductions in electrical energy.
(*)		
They include: the process water used at the Tor di Valle Thermoelectric Plant and the water used at the plants of Acea Ambiente coming mainly from the water system. 
(**)	 The companies and the plants to which the item of data refers are: Acea SpA, Areti, Acea Produzione, Acea Elabori, Acea Ato 2, Acea Ato 5, the waste management 
plant of Orvieto and the waste-to-energy plants. 
Projects aimed at recovering process effluent, to reuse it for indus-
trial applications, have been implemented or are being completed 
at some plants. In particular, at the Aprilia composting plant, the 
plan was completed for treatment of effluent which can be reused in 
the industrial cycle, which in 2017 led to the reuse of approximate-
ly 800 cubic metres of water. At the San Vittore waste-to-energy 
plant of Lazio the rainwater is reused in the process of production 
of demi water after treatment in a special chemical and physics 
plant and came into operation in January 2017. Thanks to the 
presence of this technology the volumes of water discharged into 
a body of water were zero throughout 2017, while the volumes of 
water recovered were equal to 1,089 cubic metres.
In Acea Ato 2 a project was launched for reuse of the water pu-
rified directly inside the purification plants. In particular for the 
preparation of a specific additive, cationic polyelectrolite, used in 
the process of dehydrating sludge. At normal capacity it should 
allow industrial use of some hundreds of thousands of cubic metres 
a year of purified water otherwise destined to be discharged into 
surface bodies of water. 
At the Orvieto installations centre a system is in operation for col-
lection of rainfall coming from the roof of the treatment system 
building to top up the fire-fighting reserve. 
WATER LOSSES 
Sustainable management of the water resource also includes the 
issue of containment of losses on the distribution networks, with 
awareness of the difficulties which this activity involves and the 
huge resources necessary. 2017 management saw Acea Ato 2 
carry out the work to identify losses with a targeted campaign, in 
order to recover the resource and tackle the summer emergency 
(see box Plan for Recovery of Losses in Rome and in the Municipalities 
of Ato 2).

178
ACEA GROUP / SUSTAINABILITY REPORT 2017
In 2017 systematic campaigns were carried 
out to identify hidden loses both in Rome 
and in the municipalities of Ato 2. In Rome 
the losses identification campaigns were 
carried out on the 5,400 km of distribution 
network, with the aim of tackling the water 
emergency underway and recover resource.
The emergency action plan foresaw the division 
of the city of Rome into four areas on which 
campaigns were carried out to identify points of 
the network where there were invisible losses. 
The activity was developed using operations 
teams at locations in the territory, supplied 
with cutting-edge instruments and a team of 
experts for processing data and for targeting 
the repair work. At 31 December a complete 
campaign was performed for identifying losses 
over 5,400 km and a further “rerun” of fine 
tuning on a significant portion of 4,200 km of 
network, detecting a total of 2,093 losses.
In conjunction with the work for identifying 
losses and for contributing to the reduction in 
the input, work was defined to make various 
areas efficient through schemes or reconfig-
urations of network layouts, through a check 
on the perimeter definition of the water dis-
tricts and optimisation of pressures. During 
the year 2,700 km of distribution network 
in Rome were studied, and 25 measurement 
districts created, corresponding to 1,600 km 
of distribution network, for the control of 
which 14 new flow meters and 90 pressure 
gauges were installed, released for remote 
management. 
The work to increase network efficiency 
was also carried out on 20 municipalities 
of Ato 2. The study focused on 1,000 km 
of network and structured into work of sur-
veying, flow and pressure measurements, 
mapping, analysis of utilities and water report, 
mathematical modelling and specific work to 
identify losses.
The meteorologists at the Centro Epson 
Meteo calculated that in 2017 20 billion 
cubic metres of water were lost in Italy during 
the spring months, a volume equal to that 
of the entire Lake Como (which covers 146 
km2, with maximum depth of 425 metres), 
and equal to almost 50% of the “reserve 
capacity” present throughout Italy. A water 
emergency which in the summer months 
involved the whole of the country, from 
north to south, with orders to reduce the 
flow rate of intakes from surface sources 
(lakes and waterways) to ensure as a priority 
the water needs for drinking water use and 
therefore also the safeguarding of bodies of 
water from the ecological and environmen-
tal standpoint. An emergency which is docu-
mented daily by municipal orders for a ban on 
the use of water for non-essential purposes 
(hygiene and domestic) and for a responsible 
use, dictated by common sense and saving. 
In the more critical cases rationing was even 
organised, as in the western area of Salerno, 
at Iglesias, Sassari and neighbouring munici-
palities, with suspension of the water supply 
during the night. A situation which also con-
cerned 20 municipalities in the province of 
Rome, with water supply rotations. 
Source: Acqua no. 86 (ref. research labo-
ratory).
PLAN FOR RECOVERY OF LOSSES IN ROME AND IN THE MUNICIPALITIES OF ATO 2
THE 2017 WATER EMERGENCY IN ITALY
In 2017 Acea Ato 5 carried out the analysis of the layouts of the 
water networks and the work of identification and recovery of 
losses, with approximately 1,932 interventions, in particular at 
Sora, Fiuggi, Ceccano and part of Frosinone. Pilot studies were 
also completed at the municipality of Sora and Fiuggi, which 
allowed the recovery of approximately 35 l/s and improved the 
layout of the networks, and a similar study is being completed in 
the municipalities of Ceccano and Frosinone. 
Gesesa worked on extending the process of dividing into dis-
tricts the water networks and the reduction in pressures in eight 
municipalities acquired in 2015. In 2017 the analysis of the lay-
outs of the water networks and the work on identification and 
recovery of losses involved 295 interventions and the repair of 
approximately 2.8 km of water network.
As regards the issue of water losses, in order to make the data from 
different operators comparable and define the quantities that con-
tribute to estimating them, Ministerial Decree no. 99/97 supplies 
a reference model. In recent years ARERA has intervened with a 
series of measures which have introduced progressive new ideas in 
the calculation process. The water balance data, illustrated in detail 
in the Environmental Accounts110, were processed, ensuring the 
comparability of the last three years.
Chart no. 48 illustrates the model indicated in Ministerial De-
cree no. 99/97, considering the new features of the regulation 
of ARERA.
110	The water reports of the companies of Campania, Umbria and Tuscany, with consolidated net worth, can be examined in the chapter Water Companies and Foreign Acti-
vities Prospectuses.
CHART NO. 48 – REAL WATER LOSSES (MODEL OF MINISTERIAL DECREE NO. 99/97, REGULATORY INTEGRATIONS OF ARERA) 
Delivered 
water 
measured 
volume
Total amount of 
water introduced 
into the network
Volumes 
not measured, 
billed 
(calibrated mouths, 
tankers etc.)
Authorised, 
unbilled use 
(pipe washing etc)
A17
A14
A12
A11
A10
A09
A16
Overall leaks
A15
(Includes A13)
Fraud
Actual leaks 
in distribution
Errors

179
RELATIONS WITH THE ENVIRONMENT
As already indicated, following in-house input from the new man-
agement and outside input due to the water emergency, Acea 
performed numerous and extensive interventions to identify and 
repair losses, above all in the area of Rome. These interventions 
meant a reduction in the losses which, in percentage terms and 
according to the calculation method 2016 of ARERA, are based 
on the entire Ato 2, for 2017, at the value of 45.5%, given the 2016 
value of 48.1%. For Rome the result is even more sensitive, hav-
ing dropped from the value of 45% in 2016 to the value of 41.3% 
in 2017. This extraordinary result is even more evident if exam-
ined only in relation to the second half of the year in which the 
average percentage of the losses was 38.8%, with minimum peaks 
of 37.6%, lower by approximately a percentage point compared to 
the national average of 38.3% (source ISTAT - year 2015). The 
strong downturn in losses, if evaluated in relation to the input in the 
Rome network alone, has a produced a reduction in the same in 
the second half of 2017 equal to 11% on average (-1,800 ls/s over 
16,300 l/s) with peaks of -14% (-2,300 l/s in the autumn of 2017).
In Acea Ato 5 (Frosinone) the real losses for 2017 were found to 
be equal to 65% approximately of the input in the network. Finally, 
in Gesesa they were found to be equal to approximately 44%. See 
the Environmental Accounts for details.
EMISSIONS	
 
AIR EMISSIONS 
The monitoring of air emissions from Acea plants, particularly 
the waste-to-energy plants, is carried out using EMS (Emis-
sions Monitoring System) cabins which continuously sample 
and analyse the fumes coming out of the chimneys, return-
ing the measurement of numerous parameters, periodically 
checked by internal staff and certified by qualified external 
laboratories. A highly satisfactory scenario emerged for 2017 
too, with values of main pollutants well below the limits laid 
down by the law (see Table no. 64); in any case the principle 
of precaution still applies, as well as attention and seeking out 
technological solutions with increasing performance from the 
issue quality viewpoint. 
The waste-to-energy plants are also managed according to UNI 
EN ISO 14001 standards and the European EMAS scheme.
CONSTANT SAMPLING AND 
ANALYSIS ON THE EMISSIONS OF 
THE INCINERATORS THROUGH SME 
CABINETS
EMISSIONS INTENSITY INDEX  
(SCOPE 2) FROM NETWORK LEAKS  
OUT OF THE TOTAL DISTRIBUTED 
ELECTRICAL POWER IMPROVED: 
0.0115 t/MWh
San Vittore del Lazio plant (*)
Terni plant (*)
pollutant
u. m.
reference  
parameter (**)
2015
2016
2017
reference  
parameter (**)
2015
2016
2017
HCl
mg/Nm3
8
0.185
0.069
0.053
10
3.840
4.221
4.002
NOx
mg/Nm3
70 
22.105
16.440
18.089
200
139.480
134.445
134.274
SO2
mg/Nm3
40
0.035
0.032
0.014
50
0.170
0.297
0.490
HF
mg/Nm3
1
0.030
0.010
0.011
1
0.220
0.924
0.122
CO
mg/Nm3
40
1.200
1.065
1.447
25
1.370
0.108
1.018
total dusts
(particulate)
mg/Nm3
3
0.020
0.004
0.006
5
0.350
0.753
0.678
PAH (polycyclic
aromatic
hydrocarbons)
mg/Nm3
0.01 
0.00003
0.00001
0.00001
0.01
0.00005
<0.001 
0.0001
Dioxins and furans 
(PCDD +PCDF) 
mg/Nm3
0.1
0.0010
0.0044
0.0047
0.1
0.0166 
<0.01 
0.0173
TABLE NO. 64 - AIR EMISSIONS FROM THE SAN VITTORE DEL LAZIO AND TERNI WASTE-TO-ENERGY PLANTS  
(2015-2017)

180
ACEA GROUP / SUSTAINABILITY REPORT 2017
San Vittore del Lazio plant (*)
Terni plant (*)
pollutant
u. m.
reference  
parameter (**)
2015
2016
2017
reference  
parameter (**)
2015
2016
2017
Heavy metals 
(Sb, As, Pb, 
Cr, Co, Cu, 
Mn, Ni, V)
mg /mg/
Nm3
0.5
0.0418
0.0193
0.0262
0.5
0.0501
0.0263
0.1085
(*)		
The analysis of PAH, dioxins and furans and heavy metals and their composites are four-monthly and discontinuous. The “<” symbol identifies the concentration values 
that are equal to or below the thresholds that the devices used by the laboratory are capable of measuring.
(**)	 Reference parameters, Legislative Decree no. 46/2014, 2000/76/EC and AIA, are separate for each waste-to-energy plant. 
NB 	 The figures for the San Vittore plant refer to the arithmetic averages on the two operating lines for the two-year period 2015-2016 and three lines for 2017. 
Like every year, measures were taken in 2017 at the San Vittore del 
Lazio waste-to-energy plant to monitor air quality in the points of 
greatest accumulation of pollutants emitted by the stacks. Fur-
thermore, periodic monitoring of the quality of the terrain and wa-
ter of the aquifers surrounding the plant is carried out. In particular, 
studies were performed on the bioaccumulation of heavy metals in 
the lichen matrix present in the soils surrounding the plant. In 2017, 
at the two permanent control boards 4 monitoring campaigns were 
carried out lasting 15 days each in order to define the heavy metals. 
The results of all the monitoring campaigns, using both fixed and 
mobile monitoring devices, did not indicate excessive levels for the 
measured parameters.
GREENHOUSE GAS EMISSIONS 
According to the international document Greenhouse Gas Pro-
tocol (or GHG Protocol), aligned with the ISO 14064 standards, 
greenhouse gas emissions are divided up into:
•	
Scope 1 emissions: direct greenhouse gas emissions;
•	
Scope 2 emissions: indirect greenhouse gas emissions;
•	
Scope 3 emissions: other indirect greenhouse gas emissions.
For over ten years Acea has quantified its CO2 emissions by evalu-
ating the carbon footprint of the single production macro process-
es according to the guidelines set out in the GHG Protocol (www.
ghgprotocol.org); in fact, it takes part in the CDP (see dedicated 
box in paragraph Mitigation and adaptation to climate change). 
Scope 1 greenhouse gas emissions are direct emissions originating 
from the Group’s thermoelectric plants, waste-to-energy plants 
and include those deriving from the heating process, dryers, mo-
tor vehicles in the fleet (with reference to petrol and diesel vehi-
cles) and, lastly, sulphur hexafluoride (SF6) leaks that may occur 
from Areti’s plants. The greatest contribution comes from the 
CO2 emitted by the waste-to-energy plants, which was further 
increased in 2016 as a result of the fully operational line 1 in San 
Vittore in the 12 months. By importance, this is followed by the 
contribution deriving from the Acea Produzione plants which has 
been more or less constant for the past three years (see Table no. 
67 for details).
Scope 2 greenhouse gas emissions are indirect, deriving from the 
consumption of electricity and also kept under control.
In both cases, they concern emissions which Acea monitors reg-
ularly, also disclosing them, as mentioned, by means of the CDP 
(see Table no. 67).
Other details of Carbon Footprint – Scope 2 in the water Area, 
can be found in the Environmental Accounts.
Scope 3 greenhouse gas emissions are represented by other indi-
rect emissions: they include emissions deriving from the purchase 
of goods/services and work, employees travelling for business pur-
poses and employees commuting to and from work. 
For the third year running, Acea has monitored its suppliers with 
a view to heightening their awareness on the topic of possible en-
vironmental impacts deriving from the activities carried out (see 
hereunder, Table no. 67). 
Three Group plants, specifically the waste-to-energy plant in Terni 
and the thermoelectric plants in Montemartini and Tor di Valle, are 
subject to the Emission Trading Scheme (ETS). The allowances as-
signed under the NAP (National Allocation Plan) framework, in 
respect of the actual emissions registered in the three-year period 
2015-2017, are shown in Table no. 65.
TABLE NO. 65 – CO2 EMISSION ALLOWANCES AS PER THE NATIONAL ALLOCATION PLAN (NAP) AND ACTUAL 
EMISSIONS BY PLANT (2015-2017) 
2015
2016
2017
plant
t
assigned  
by the NAP
effective
assigned  
by the NAP
effective
assigned  
by the NAP
effective
Tor di Valle (*)
9,105
23,466
7,969
23,313
6,869
33,507
Montemartini
0
1,971
0
1,297
0
2,278
Terni waste-to-energy plant (**)
0
120,286
0
112,865
0
113,117 
(*)		
As with previous years, in 2017 the applicable legislative framework allowed the Tor di Valle plant to benefit from free of charge emission allowances (6,869 t) as it 
serves a remote heating network. 
(**)	 Includes emissions of biogenic CO2 (equal to 47,684 t for 2017).

181
RELATIONS WITH THE ENVIRONMENT
INTENSITY INDICES FOR GREENHOUSE GAS 
EMISSIONS 
One of the monitored intensity indices for greenhouse gas emis-
sions (see Table no. 67) concerns Scope 2 carbon dioxide emis-
sions, deriving from leaks in the network for the distribution of 
electricity, in respect to the total electricity distributed. This in-
dex has improved further, changing from 0.0119 t/MWh in 2016 
to 0.0115 t/MWh in 2017, in line with the continuous decrease 
in relative leaks in the network (technical leaks/distributed elec-
tricity).
With regard to the other atmospheric emissions, especially the 
more significant macro-pollutants due to the main production 
processes of the plants, see the data summarised in Table no. 66.
Monitoring carried out on all the plants at risk111 demonstrated 
the absence of emissions of significant quantities of substances 
responsible for reducing the ozone layer (see the Environmental 
Accounts - Resources used, for consumption).
GROUP VEHICLE FLEET: CONSUMPTION 
AND IMPACT 
Consistently with the commitment to cut atmospheric emissions, 
Acea focuses on the renewal of the Group vehicle fleet. However, 
in 2017, the new system introduced for managing in field interven-
tion processes (Workforce Management), now fully operational, 
gave rise to an increase in fuel consumption, regardless of more 
efficient interventions, also due to the higher number of vehicles 
contemporarily in circulation and the longer routed travelled. The 
total number of Group vehicles in 2017, including Aquaser and 
Acea Ambiente, is equal to about 2,600 means. 
The date regarding CO2 air emissions for the vehicle fleet, illustrated 
in Table no. 67, reflect the choice made some years ago to use a fleet 
of mainly diesel powered vehicles: the increase in emissions of car-
bon dioxide substantially depends both on the mentioned increase in 
fuel consumption and the inclusion of Acea Ambiente and Acquaser 
vehicles into the boundary (see Table no. 67 and the Environmental 
Accounts for punctual data on consumption and emissions).
TABLE NO. 66 - TOTAL EMISSIONS OF ATMOSPHERIC POLLUTANTS FROM ACEA GROUP PLANTS (2015-2017)
emissions
2015 
2016
2017
(t)
CO
6.75
6.28
6.81
NOx
190.86
171.13
198.20
SOx
0.22
0.28
0.42
dusts (particulate)
0.32
0.55
0.55
TABLE NO. 67 - ENVIRONMENTAL INDICATORS: CO2 EMISSIONS, INTENSITY INDICES OF THE GREENHOUSE
GAS EMISSIONS AND VEHICLE FLEET EMISSIONS (2015-2017)
CO2 EMISSIONS 
SCOPE 1 EMISSIONS 
FROM ENERGY PRODUCTION PLANTS
u. m.
2015
2016
2017
CO2 emissions from Acea Produzione 
thermoelectric plants
t
25,440
24,610
33,507
CO2 emissions from Acea Ambiente 
waste-to-energy plants 
t
220,286
232,865
321,939
FROM WASTE MANAGEMENT, ENERGY DISTRIBUTION, HEATING PLANTS AND VEHICLE FLEET
CO2 emissions from waste management 
plants
t
-
-
932
CO2 emissions from dryers water plants
t
-
-
2,026
CO2 emissions from remote heating
t
1,644
1,018
1,008
CO2 emissions from vehicle fleet (*)
t
3,816 
4,891
7,371
CO2 emissions from Areti plants (SF6) (**)
t
12,540
14,820
14,100
111	 This is primarily air conditioning equipment using refrigerant gases subject to the 1987 Montreal protocol, particularly chlorofluorocarbons.
NB 	 The emissions refer to the following companies: Acea Ambiente – waste-to-energy plant and Acea Produzione.

182
ACEA GROUP / SUSTAINABILITY REPORT 2017
TOTAL SCOPE 1 EMISSIONS
t
263,726
278,204
380,883
SCOPE 2 EMISSIONS 
CO2 emissions from location based
consumption of electricity consumption 
(market based) (***)
t
357,979
(n.a.)
 349,718
(422,576) 
328,921
(170,051) 
SCOPE 3 EMISSIONS 
CO2 emissions deriving from the purchase 
of goods/services and works (****)
t
15,464
17,099
20,349
CO2 emissions from commuting
t
3,800
3,687
3,286
CO2 emissions from business travel
t
166
197
152
INTENSITY INDICES OF GREENHOUSE GAS EMISSIONS 
intensity indices of the GHG emissions
u. m.
2015
2016
2017
CO2 emissions (Scope 1 + Scope 2)/Acea 
Group added value
(t/k€)
0.728
0.627
0.677
Scope 1 CO2 emissions/gross  
production (*****)
(g/kWh)
324.0
357.2
434.2
Scope 2 CO2 emissions deriving from 
losses on the electrical energy distribution 
network/distributed GWh (******)
(t/MWh)
0.0123
0.0119
0.0115
 
(*) 	
The value for 2017 underwent a strong increase, mainly due to the inclusion of Acea Ambiente and Aqaser into the scope. 
(**) 	
These are the tonnes of equivalent CO2 corresponding to the emissions of insulating SF6 present in Areti’s HV equipment (1 t di SF6 equates to 23,500 t of CO2, 
GHG Protocol-5th Assessment Report- AR5): 0.60 tonnes in 2017 (0.60x23,500=14,100 t). The value for 2017 cannot therefore be compared to that for the 
previous years when factor 22,800 of the 4th Assessment Report- AR4 was used.
(***) 	
The indirect emissions (scope 2) include the companies within the scope of the consolidated Non-Financial Statement: Acea Ambiente, Acquaser, Acea Produz-
ione, Areti, Acea SpA and the water companies Acea Ato 2, Acea Ato 5 and Gesesa. The value of 0.36 is used as the emission factor per unit of electrical energy 
consumed (t CO2/MWh), calculated adopting the primary energy data of the MISE 2013 energy balance and CO2 emission factors per single source established 
by means of EU Decision 2007/589/EC. As from 2016 Score 2 type emissions datum was also calculated using the Market Based method. The Residual Mixes 
coefficients are, for 2016 and 2017 are 0.435 t/MWh and 0.465 t/MWh respectively.
		 	
Considering the whole Group and so also including the other water companies, Gori, Umbra Acque, Acquedotto del Fiora, Publiacqua, Acque, for the sole propri-
etary quota part of Acea, for the three-year period 2015-2017, di Location based CO2 emissions are equal to 420,490 t, 409,128 t and 394,660 t respectively, 
whereas for the Market based emissions, calculated for the two-year period 2016-2017 they are equal to 494,363 t and 235,790 t.
(****) 	 This value, estimated, refers to suppliers of goods, services and works and includes transport emissions. 
(*****) 	 Scope 1 emissions in this index exclude emissions deriving from SF6 leakage in Areti plants. The 2017 figures also exclude the amount of emissions referring to water 
area dryers and the compost plants, so that the datum is consistent with previous years. The value for 2016 differs from that published for data consolidation. The 
notable increase of 2017 mainly depends on perfecting the calculus methodology for the San Vittore emissions, which was only used in 2017.
(******) 	Network leakage considered for Score 2 emissions and for calculating the indicator regarding the three-year period 2015-2017, are as follows: 138,017 t, 128,388 
t and 124,479 t (due to the technical leakage of electricity from the network).
NB	      The emission factors for Scope 1 emissions are taken from the standard parameters-ISPRA 2015 data.

183
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
WATER COMPANY DATA SHEETS 
AND OVERSEAS ACTIVITIES 
The first part of the chapter explains the activities, information 
and environmental accounts data outside of the Consolidated 
Non-Financial Statement regarding the main companies of the 
Group which operate in the water segment in Campania, Umbria 
and Tuscany, consolidated using the equity method in the statutory 
Sustainability Report. The second part describes the activities of 
the operating companies abroad.
WATER ACTIVITIES IN CAMPANIA, 
UMBRIA AND TUSCANY 
In 2017, for water balance reporting and, in particular, for the cal-
culation of water losses, the companies followed the criteria set 
out by the ARERA, as well Ministerial Decree no. 99/97, for the 
three-year period, unless otherwise specified.
GORI
Gori SpA manages the integrated water service in Campania, in 
the area covered by Optimum Area of Operations 3 - Sarnese 
Vesuviano.
It is a joint-stock company with a predominantly public-owned 
share capital, where the private minority shareholder (which holds 
37.05% of the share capital) was identified given its technical-
industrial and management abilities: it is Sarnese Vesuviano Srl, 
99.16% of whose share capital is owned by Acea SpA. Ato 3 – 
Sarnese Vesuviano comprises 76 Municipalities (59 in the province 
of Naples and 17 in the province of Salerno), fully acquired under 
management as of 31/12/2009. The area served has around 
1,460,000 inhabitants, with over 500,000 customers; the water 
network and sewerage network cover more than 4,300 km and 
2,300 km, respectively. 
HUMAN RESOURCES IN FIGURES
GORI SPA EMPLOYEES: BREAKDOWN OF HUMAN RESOURCES (2016-2017)
(no.)
2016
2017
men
women
total
weight %
men
women
total
weight %
executives
6
2
8
1
6
2
8
1
managers
17
1
18
3
17
1
18
3
white-collar workers
302
61
363
55
299
60
359
55
blue-collar workers 
269
0
269
41
263
0
263
41
total
594
64
658
100
585
63
648
100
GORI SPA EMPLOYEES: CONTRACT TYPE (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
permanent workforce (open-ended contracts)
594
64
658
585
63
648
	 (of which) part-time staff
0
1
1
0
1
1
staff with fixed-term contracts
0
0
0
0
0
0
staff with professional apprenticeship contracts
0
0
0
0
0
0
total
594
64
658
585
63
648
INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2016-2017)
2016
2017
accidents (no.)
23
33
total days of absence (*)
484
241
hours worked
1,089,276
1,023,504
index of frequency (fi) (no. accidents x 1,000,000/work hours)
21.11
32.42
index of seriousness (si) (days absence x 1,000/work hours)
0.44
0.23
(*)		
The value also includes the days of absence due to the continuing or returning effects of accidents occurring in previous years.

184
ACEA GROUP / SUSTAINABILITY REPORT 2017
(*)		
The training may be carried out by teaching staff within the Group.
NETWORK AND PLANT CONSISTENCY AND ENVIRONMENTAL DATA
WATER SYSTEM MANAGED BY GORI SPA (active plants) (2015-2017)
2015
2016
2017
water network (km)
4,398
4,501.50
4,500.38
	 aqueducts and transport networks (km) 
359
452.96
455.89
	 distribution network (km)
4,039
4,048.55
4,044.49
well intake structures (no.) (*)
60
75
76
spring intake structures (no.)
4
4
4
lifting stations (no.) (**)
98
98
95
reservoirs (no.) (***)
162
163
164
CONSISTENCY OF THE PURIFICATION AND SEWERAGE PLANTS MANAGED BY GORI SPA (2015-2017)
2015
2016
2017
purification plants (no.)
7
7
7
sewerage lifting systems (no.) (*)
161
165
169
sewerage network (km) (**)
2,319
2,333
2,413
(*)		
The Sala well has been added.
(**)	 The water lifting plants of San Michele, Forma and Via Monte Vescovado have been eliminated.
(***)	 The Corbara reservoir was added.
(*)		
Added sewerage lifting systems: via Marittima, via Achille Consiglio, via Semmola, via Li Dottori, via Scafati, via Achille Grandi; subtracted: Lava Troia, Lido del Sole.
(**)	 About 33 km of collection network laid as new and the mast of additional km of network modified; the north eastern district collector was taken under management 
(about 12 km); all data for defining the managed network were reviewed. 
TRAINING COURSES AND COSTS IN GORI SPA (2016-2017)
type of course
courses (no.)
editions (no.)
training (hours)
costs (Euros)
2016
2017
2016
2017
2016
2017
2016
2017
human resource management (*)
1
0
1
0
192
0
0
0
IT
46
25
123
42
16,931
3,462
307,100
76,612.63
induction of new recruits (*)
0
0
0
0
0
0
0
0
environmental
0
3
0
5
0
1,508
0
24,980
technical-specialist
23
13
50
20
1,568
850
5,195
3,607.5
managerial/role
2
2
3
8
484
358
16,160
12,919.25
administrative-managerial
0
0
0
0
0
0
0
0
safety 
17
13
39
49
1,706
5,270
46,819
18,493.23
legal
9
3
10
12
77
1,596
3,285
3,300
experiential
1
2
2
5
1,615
5,233
28,800
108,740
total
99
61
228
141
22,573
18,277
407,359
248,653
TRAINED EMPLOYEES (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
592
56
648
565
57
622

185
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
CERTIFICATIONS 
Since 2015, the company has adopted a management system for health and safety in the workplace certified according to BS OHSAS 18001:07.
GORI SPA ENVIRONMENTAL ACCOUNTS (2015-2017)
PRODUCTS AND ANALYTICAL TESTS
u. m.
2015
2016
2017
Δ% 
2017/2016
DRINKING WATER
drinking water from the environment
Mm3
39.94
44.41
70.98
59.8
	
from wells
Mm3
36.94
 41.45 
69.10 (*)
66.7
	
from springs 
Mm3
3.00
 2.96 
1.87
-36.8
water from other aqueduct systems
Mm3
166.75
158.20
126.20
-20.2
drinking water introduced into the network
Mm3
206.69
202.62
197.18
-2.7
total drinking water supplied
Mm3
90.37
90.37
89.97
-0.4
ASSESSMENT OF LEAKAGE ACCORDING TO MINISTERIAL DECREE NO. 99/97 ALSO IN COMPLIANCE  
WITH ARERA REQUIREMENTS
overall leakage
(parameter A17)
Mm3
115.87
111.80
107.21
-4.1
actual leakage 
(parameter A15 of Ministerial Decree 99/97)
Mm3
 91.83 
 87.76 
83.17
-5.2
TREATED WASTEWATER 
water treated in the main treatment plants 
Mm3
8.7
8.2
9.0
10.3
ANALYTICAL TESTS ON DRINKING WATER AND WASTEWATER
no. analytical tests on drinking water
n.
80,544
81,590
101,460
24.4
no. analytical tests on drinking water (**)
n.
19,204
19,454
19,180 
-1.4
(*)		
Increase also due to a greater use of internal sources due to a lower contribution from the local community of Campania.
(**)	 The value includes determinations completed on sewerage network and purification plant wastewater.
RESOURCES USED
u. m.
2015
2016
2017
Δ% 
2017/2016
COLLECTION, TRANSPORTATION AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER
materials
sodium hypochlorite
t
164.4
401.91
196.9
-51.0
ELECTRICITY 
Total electricity for drinking water
GWh
50.86
52.38
71.63
36.8
	 electricity for water lifting stations 
GWh
50.44
52.14
71.46
37.1
	 electricity for offices
GWh
0.42
0.24
0.17
-29.2
WASTEWATER PURIFICATION
materials
polyelectrolyte powder
t
25.8
30.7
19.0
-38.1
polyelectrolyte emulsion
t
20.3
33.1
34.0
2.7
sodium hypochlorite
t
146.2
172.2
152.0
-11.7
ferric chloride aiding flocculation (40%)
t
69.5
129.0
122.0
-5.4
citric acid
t
1
1.2
4.0
233.3
peracetic acid, polyamine/anti-foaming agent 
t
71.4
96.2
81.0
-15.8
polyaluminium chloride (PAC)
t
5.4
4.1
4.0
-2.4
mineral oil and fats
t
1.4
6.4
6.0
-6.3
other (artificial cod + soda for deodorisation)
t
2.5
2.2
3.1
40.9
ELECTRICITY FOR WASTEWATER 
Total electricity for wastewater
GWh
15.42
14.76
14.00
-5.1
	 electricity for purification 
GWh
10.63
10.15
9.02
-11.2
	 electricity for lifting stations
GWh
4.79
4.61
4.99
8.2

186
ACEA GROUP / SUSTAINABILITY REPORT 2017
RESOURCES USED
u. m.
2015
2016
2017
Δ% 
2017/2016
OTHER CONSUMPTION (*)
Other drinking water consumption
m3
7,266
7,797
7,282
-6.6
	 drinking water consumed for non-industrial water uses (the 
data relate to consumption for offices, outside showers, etc.)  
m3 
7,266
7,797
7,282
-6.61%
	 drinking water consumed for process water uses  
(washing machinery and bays, etc.) 
m3
0
0
0
-
(*)		
The data related to other consumption are estimated. The value related to process water usage is null given that industrial water is used.
WASTE
u. m.
2015
2016
2017
Δ% 
2017/2016
SPECIFIC WASTE FROM WASTEWATER PURIFICATION
treatment sludge 
t
12,286
12,526
6,318 (*)
-49.6
sand and sediment from treatment
t
2,361
2,382
2,187
-8.2
WASTE PURSUANT TO LEGISLATIVE DECREE NO. 152/06 EXCLUDING SLUDGE AND SAND (**)
hazardous waste
t
0.061
0.067
0.058
-13.4
non-hazardous waste
t
0.00
5.20
10.0
92.3
(*)		
The reduced production of sludge is due to the activation of the dryer at the Scafati purification plant which allowed a notably reduction in the humidity fraction of 
dehydrated sludge.
(**)	 As in previous years, the variability in quantities of hazardous and non-hazardous waste derives from purification processes - excluding sludge, sediment and sand - 
these are associated to extraneous factors, and therefore can be highly variable.
TOTAL COD IN INPUT AND OUTPUT (2015-2017) 
(t/year)
2015
2016
2017
CODout
183
158
213
CODin
3,379
2,772
3,239
OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS MANAGED BY GORI SPA (2015-2017)
parameter 
average of values (mg/l) 2015
average of values (mg/l) 2016
average of values (mg/l) 2017
BOD5
9.4
8.9
9
COD
27
19.5
24
SST
15
20.3
23
NH4
+
1.5
1.4
1
fosforo
1.0
0.8
1
TREATMENT EFFICIENCY OF THE MAIN TREATMENT PLANTS MANAGED BY GORI SPA (2015-2017)
parameter 
average of values (%) 2015
average of values (%) 2016
average of values (%) 2017
100x(CODin - CODout)/CODin
91
94
93
100x(SSTin- SSTout)/SSTin
96
84
84
100x(NH4
+
in - NH4
+
out)/ NH4
+
in 
88
97
97
100x(PO4
-3
in- PO4
-3
out)/ PO4
-3
in 
71
69
53

187
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
GORI SPA ENERGY EFFICIENCY (2015-2017)
action
energy saving 
achieved 2015 (kWh)
energy saving 
achieved 2016 (kWh)
energy saving 
achieved 2017 (kWh)
Tartaglia plant – well field - actions on networks and division into 
districts (Municipalities of San Giorgio a Cremano and Portici)
-
833,424
-
Scafati treatment plant - removal of waste water in the tanks for 
secondary pumping, rationalisation of the biological oxidisation 
system - installation of the new lighting system using LED bulbs 
(Municipality of Scafati)
-
676,424
864,448
Suppezza plant – well field - installation of load regulation valve 
and remote control of the latter (Municipality of Castellammare di 
Stabia)
-
466,396
-
Fontana Grande plant – pumping – actions on networks and 
division into districts (Municipality of Castellammare di Stabia)
-
418,929
-
Murata plant - lifting - regulation and functioning electric pumps 
via inverter (Municipality of Cercola)
812,000
385,525
-
Sala well - actions on networks and division into districts 
(Municipality of Corbara)
-
101,586
Parrocchia well - actions on networks and division into districts 
(Municipality of Palma Campa)
30,000
69,951
46,664
Torretta well - actions on networks and division into districts 
(Municipality of Pagan)
48,000
31,699
-
Spiano well - actions on networks and division into districts 
(Municipality of Mercato S. Severino)
58,000
13,353
-
UMBRA ACQUE SPA
Umbra Acque SpA is a company with predominantly public capital, in which Acea SpA has a 40% interest. Since 1 January 2003 the 
company manages the integrated water service for Optimum Area of Operations - Umbria 1, consisting of 38 municipalities, of which 
37 in the province di Perugia and 1 (San Venanzo) in the province of Terni, serving a total population of around 500,000 inhabitants.
DATA ON HUMAN RESOURCES
UMBRA ACQUE SPA EMPLOYEES: BREAKDOWN OF HUMAN RESOURCES (2016-2017)
(no.)
2016
2017
men
women
total
%
men
women
total
%
executives
6
0
6
1.8
4
0
4
1.2%
managers
6
2
8
2.4
7
2
9
2.7%
white-collar workers
63
50
113
34.1
63
58
121
35.9%
blue-collar workers 
204
0
204
61.6
203
0
203
60.2%
total
279
52
331
100
277
60
337
100%
UMBRA ACQUE SPA EMPLOYEES: CONTRACT TYPE (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
permanent workforce (open-ended contracts)
277
52
329
272
50
322
	 (of which) part-time staff
1
9
10
2
8
10
staff with fixed-term contracts
2
0
2
5
9
14
staff with professional apprenticeship contracts
0
0
0
0
1
1
total
279
59
331
277
60
337
EFFICIENCY 
During the three-year period 2015-2017, Gori has implemented energy efficiency interventions and achieved the savings shown in the table.

188
ACEA GROUP / SUSTAINABILITY REPORT 2017
INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2016-2017) 
2016
2017 (*)
accidents (no.)
8
15
total days of absence (*)
400
1,212
hours worked
549,238.58
568,260 
index of frequency (fi) (no. accidents x 1,000,000/work hours)
10.92
26.39
index of seriousness (si) (days absence x 1,000/work hours)
0.54
2.13
(*)		
The value “hours worked” 2017 was estimated; the IF and IG indices are also consequent to estimation.
(*)		
Costs 2017 were calculated proportionately to the hourly cost related to the previous year. 
COURSES AND TRAINING COSTS IN UMBRA ACQUE SPA (2016-2017)
type of course
courses (no.)
editions (no.)
training (hours)
costs (Euros)
2016
2017
2016
2017
2016
2017
2016
2017 (*)
advanced training
0
0
0
0
0
0
0
0
technical-specialist
66
37
114
58
7,872.5
1,929
317,300
77,748
legal
15
7
15
7
240
61
4,370
1,110
managerial
10
11
10
11
112
706
4,500
28,366
administrative-managerial
0
0
0
0
0
0
0
0
safety
0
0
0
0
0
0
0
0
total
91
55
139
76
8,224.5
2,696
326,170
107,224
TRAINED EMPLOYEES (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
279
52
331
277
60
337
NETWORKS AND PLANTS CONSISTENCY AND ENVIRONMENTAL FIGURES
WATER SYSTEM MANAGED BY UMBRA ACQUE SPA (2015-2017)
2015
2016
2017
water network (km)
6,398
6,398
6,071
	 aqueducts and transport networks (km) 
385
385
1,363
	 distribution network (km)
6,013
6,013
4,708
well intake structures (no.) 
215
219
222
spring intake structures (no.)
267
289
289
river intake structures (no.)
2
2
2
lifting stations (no.)
161
238
250
piezometers (no.)
1
1
1
reservoirs (no.)
552
580
587
disinfection/treatment plants (no.)
250
249
250
CONSISTENCY OF THE PURIFICATION AND SEWERAGE PLANTS MANAGED BY UMBRA ACQUE SPA (2015-2017)
2015
2016
2017
purification plants (no.)
117
117
117
sewerage lifting systems (no.) 
189
206
216
sewerage network (km) 
3,541
3,543
3,543

189
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
CERTIFICATIONS 
In addition to the certification already obtained - ISO 
9001:2008 certification, renewed in March 2015 and expiring 
in April 2018 (the certificate renewal visit is planned in February 
2018), SOA certification for the OG6 categories in class II, 
OS22 in class III, and Qualification for planning and construc-
tion performance up to class VIII - Since 2013 Umbra Acque 
has taken steps for the Accreditation of the internal analysis 
Laboratory according to standard UNI EN CEI ISO/IEC 
17025:2005 by the ACCREDIA agency, relating to pH and 
manganese parameters in natural water matrices. Laboratory 
accreditation was extended to metals (antimony, arsenic, cad-
mium, chromium, copper, lead, vanadium, aluminium, iron, 
manganese, nickel and selenium) and anions (bromides, chlo-
rides, fluorides, nitrates, nitrites, sulphates) as well as 3 macro 
biological tests (coliform bacteria at 37°C, Escherichia Coli and 
Enterococchi) for the water matrix intended for human con-
sumption. In 2018 the accreditation shall be extended to other 
parameters that are currently under certification. 
The Health and Safety management system according to OHSAS 
18001 is still valid. The relevant certificate was issued in January 
2016 and is valid until January 2019.
UMBRA ACQUE SPA ENVIRONMENTAL ACCOUNTS (2015-2017)
PRODUCTS AND ANALYTICAL TESTS
u. m.
2015
2016
2017
Δ% 
2017/2016
DRINKING WATER
drinking water from the environment
Mm3
58.51
58.17
58.63
0.8
	
from wells
Mm3
44.91
44.30
46.85
5.8
	
from springs 
Mm3
13.60
13.87
11.78
-15.1
water from other aqueduct systems
Mm3
1.15
1.07
1.21
13.18
drinking water introduced into the network
Mm3
59.43
59.00
59.59
1.0
total drinking water supplied
Mm3
29.03
27.83
28.04
0.8
ASSESSMENT OF LEAKAGE ACCORDING TO MINISTERIAL DECREE NO. 99/97 ALSO IN COMPLIANCE  
WITH ARERA REQUIREMENTS
overall leakage
Mm3
25.27
26.04
26.08
0.2
(parameter A17)
Real leakage 
Mm3
23.79
24.59
24.67
0.3
(parameter A15 of DM 99/97)
TREATED WASTEWATER 
water treated in the main treatment plants 
Mm3
58.0
59.2
56.0
-5.1
ANALYTICAL TESTS ON DRINKING WATER AND WASTEWATER
no. analytical tests on drinking water
no.
64,420
69,820
71,250
2.0
no. analytical tests on waste water 
no.
38,765
36,169
38,128
6.4
no. analytical tests on surface water (*)
no. 
2,500
2,600
8,500
226.9
(*)		
The higher value is associated to the startup (expected in 2018) of the new drinking water plant in Citerna, which uses surface water to be converted to drinking water 
to supply the aqueduct named “AVT”. 
RESOURCES USED
u. m.
2015
2016
2017
Δ% 
2017/2016
COLLECTION, TRANSPORTATION AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER
materials 
sodium hypochlorite
t
73.15
52.1
60.0
15.2
sodium hypochlorite
t
167.0
153
200.0
30.7
hydrochloric acid
t
166.2
150.6
200.0
32.8
aluminium polychloride
t
4
4
12.0
200.0
phosphoric acid 10%
t
0
6.4
9.0
40.6
acetic acid
t
0
86.7
100.0
15.3
ELECTRICITY (*)
total electricity for drinking water 
GWh
64.33
63.20
71.86
13.7
	 electricity for water lifting stations 
GWh
63.97
62.85
71.49
13.7
	 electricity for offices
GWh
0.36
0.36
0.37
2.8

190
ACEA GROUP / SUSTAINABILITY REPORT 2017
RESOURCES USED
u. m.
2015
2016
2017
Δ% 
2017/2016
WASTEWATER PURIFICATION 
materials
polyelectrolyte emulsion
t
69.3
78.7
80.0
1.7
ferric chloride (40%)
t
25.6
49.6
40.0
-19.4
mineral oil and fats (*)
t
1.40
1.40
1.40
-
ELECTRICITY FOR WASTEWATER
total electricity for wastewater
GWh
21.16
20.58
20.93
1.7
	 electricity for purification 
GWh
16.96
16.27
16.97
4.3
	 electricity for lifting stations
GWh
4.07
4.19
3.84
-8.4
	 electricity for offices
GWh
0.13
0.12
0.12
-
OTHER CONSUMPTION 
other drinking water consumption (*)
m3
28,889
28,889
28,889
-
	 drinking water consumed for non-industrial water uses (the 
data relate to consumption for offices, outside showers, etc.) 
m3 
2,282
2,282
2,282
-
	 drinking water consumed for process water uses  
(washing machinery and bays, etc.) 
m3
26,607
26,607
26,607
-
(*)		
In the absence of better estimated, the data for 2016 and 2017 are presumed as equal to those for 2015.
WASTE
u. m.
2015
2016
2017
Δ% 
2017/2016
SPECIFIC WASTE FROM WASTEWATER PURIFICATION
treatment sludge 
t
22,987
23,099
19,573
-15.3
sand and sediment from treatment
t
1,290
1,321
1,238
-6.3
WASTE PURSUANT TO LEGISLATIVE DECREE NO. 152/06 EXCLUDING SLUDGE AND SAND (**)
hazardous waste
t
7.5
11.8
886
-24.6
non-hazardous waste (*)
t
22,169.5
16,747.5
9,604.6
-42.7
(*)		
The clearly lower value for non-hazardous waste is due to a lower production of soil and rocks (CER170504), bituminous mixtures (CER170302), mixed waste from 
maintenance and demolition activities (CER170904) attributable to outsourcing the maintenance interventions.
TOTAL COD IN INPUT AND OUTPUT (2015-2017)
(t/year)
2015
2016
2017
CODout
2,516.97
3,411.79
3,079.46
CODin
22,308.35
21,312.71
24,015.45
OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS MANAGED BY ACQUE SPA (2015-2017)
parameter 
average of values (mg/l) 2015
average of values (mg/l) 2016
average of values (mg/l) 2017
BOD5
18.2
29.3
24.4
COD
43.3
57.6
55.0
SST
19.7
33.7
25.1
NH4
+
5.6
5.3
7.3
phosphorous
2.2
1.9
2.3
TREATMENT EFFICIENCY OF THE MAIN TREATMENT PLANTS MANAGED BY UMBRA ACQUE SPA (2015-2017)
parameter 
average of values (%) 2015
average of values (%) 2016
average of values (%) 2017
100x(CODin - CODout)/CODin
88.7
84.0
87.2
100x(SSTin- SSTout)/SSTin
95.7
91.4
94.5
100x(NH4+in - NH4+out)/ NH4+in 
83.5
85.9
83.3
100x(PO4
-3
in - PO4
-3
out)/ PO4
-3
in 
32.5
38.9
35.9

191
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
UMBRA ACQUE SPA ENERGY EFFICIENCY (2015-2017)
action
energy saving 
achieved 2015 (kWh)
energy saving 
achieved 2016 (kWh)
energy saving 
achieved 2017 (kWh)
replacement of pumps and motors: 
Petrignano-Bastia Umbra PG plant
385,000
-
-
PUBLIACQUA
Publiacqua SpA is a mixed company, for the majority in public hands; Acea’s equity interest is through the company Acque Blu 
Fiorentine SpA. It has managed the integrated water service in Ato 3 – Medio Valdano since 2002. The territory includes around 
1.3 million inhabitants, with cities of great artistic and environmental merit, including Florence, Prato and Pistoia.
PUBLIACQUA SPA EMPLOYEES: CONTRACT TYPE (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
permanent workforce (open-ended contracts)
429
149
578
423
147
570
	 (of which) part-time staff
3
13
16
4
12
16
staff with fixed-term contracts
1
0
1
1
0
1
staff with professional apprenticeship contracts
0
0
0
0
0
0
total
430
149
579
424
147
571
INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2016-2017)
2016
2017 (*)
accidents (no.)
25
23
total days of absence (*)
753
301
hours worked (**)
949,663
934,000
index of frequency (fi) (no. accidents x 1,000,000/work hours)
26.33
24.63
index of seriousness (si) (days absence x 1,000/work hours)
0.79
0.32
(*)		
The value also includes days of absence related to persistent or reopened injuries taking place in previous years.
(**)	 The datum is taken from an estimate for December.
PUBLIACQUA SPA EMPLOYEES: BREAKDOWN OF HUMAN RESOURCES (2016-2017)
(no.)
2016
2017
men
women
total
weight %
men
women
total
weight %
executives
3
1
4
0.7
3
1
4
0.7
managers
11
7
18
3.1
10
8
18
3.2
white-collar workers
170
135
305
52.7
170
132
302
52.9
blue-collar workers 
246
6
252
43.5
241
6
247
43.3
total
430
149
579
100.0
424
147
571
100.0
HUMAN RESOURCES IN FIGURES
The energy efficiency interventions took place in the two-year period 2014-2015.

192
ACEA GROUP / SUSTAINABILITY REPORT 2017
TRAINED EMPLOYEES (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
430
149
579
424
147
571
In 2017 training mainly concerned the 9001 topics of safety and OHSAS 18001 and ISO management systems.
WATER SYSTEM MANAGED BY PUBLIACQUA SPA (*) (2015-2017)
2015
2016
2017
water network (km)
7,155
7,163
7,162
	 aqueducts and transport networks (km) 
1,347
1,347
1,347
	 distribution network (km)
5,808
5,816
5,815
well intake structures (no.) 
474
487
485
spring intake structures (no.)
832
829
824
river intake structures (no.)
55
55
54
lake intake structures (no.)
19
19
20
lifting stations (no.)
417
417
421
reservoirs (no.)
907
906
907
disinfection/treatment plants (no.)
136
138
102
(*)		
The data are consistent with the communication to ARERA concerning the managed infrastructures.
(*)		
The data are consistent with the communication to ARERA concerning the managed infrastructures and discount a different reclassification.
CONSISTENCY OF THE PURIFICATION AND SEWERAGE PLANTS MANAGED BY PUBLIACQUA SPA (*) (2015-2017)
2015
2016
2017
purification plants (no.)
128
127
127
sewerage lifting systems (no.) 
209
202
208
purification plants (no.)
3,720
3,676
3,676
NETWORKS AND PLANTS CONSISTENCY AND ENVIRONMENTAL DATA
CERTIFICATIONS
During the course of 2017 Publiacqua passed the supervisory visit 
in order to retain quality certification according to version UNI 
EN ISO 9001:2015, for the activities of “Supplying the integrated 
drinking water and treatment service for urban, industrial and do-
mestic wastewater Laboratory analysis activities for chemical and 
microbiological checks on the water cycle. Treatment of non-haz-
ardous liquids. Design of the integrated systems and management 
of tenders for the construction of treatment plants, drinking water 
and water and sewerage networks. Production of hydroelectric 
energy”. It also retained its environmental certification according 
to UNI EN ISO 14001:2004 for the activities described above, 
having passed the supervisory visit from ACCREDIA accord-
ing to standard UNI CEI ISO/IEC 17025:2005 and obtained 
Health and Safety Management certification pursuant to standard 
OHSAS 18001:2007.
COURSES AND TRAINING COSTS IN PUBLIACQUA SPA (2016-2017)
type of course
courses (no.)
editions (no.)
training (hours)
costs (Euros)
2016
2017
2016
2017
2016
2017
2016
2017 (*)
advanced training
52
37
52
37
1,517.5
843.5
40,000
37,000
IT
5
10
12
24
748.0
1,209.0
37,000
23,000
linguistic
0
1
0
12
0.0
186.5
0
4,800
technical-specialist
39
38
138
71
5,737.0
1,902.0
90,000
23,000
managerial
10
1
28
7
1,700.0
137.5
21,000
9,000
administrative-managerial
71
39
158
87
8,933.5
3,301.5
390,000
73,000
safety
21
32
80
116
3,594.0
5,393.5
50,000
45,000
total
198
158
468
354
22,230
12,973.5
628,000
214,800

193
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
ENVIRONMENTAL ACCOUNTS OF PUBLIACQUA SPA (2015-2017)
PRODUCTS AND ANALYTICAL TESTS
u. m.
2015
2016(*)
2017
Δ% 
2017/2016
DRINKING WATER
drinking water from the environment
Mm3
169.2
168.0
167.0
-0.6
	
from lakes/rivers
Mm3
112.2
105.7
105.2
-0.5
	
from wells
Mm3
45.9
50.6
50.2
-0.8
	
from springs 
Mm3
11.1
11.7
11.6
-1.1
drinking water introduced into the network
Mm3
153.8
152.5
152.0
-0.4
total drinking water supplied
Mm3
82.4
81.0
81.0
-
ASSESSMENT OF LEAKAGE ACCORDING TO MINISTERIAL DECREE NO. 99/97 ALSO IN COMPLIANCE WITH  
ARERA REQUIREMENTS
overall leakage
(parameter A17)
Mm3
67.2
67.0
66.4
-0.9
actual leakage 
(parameter A15 of Ministerial Decree 99/97)
Mm3
56.1
56.0
55.5
-0.9
TREATED WASTEWATER 
water treated in the main treatment plants 
Mm3
106.8
106.8
102.0
-4.5
ANALYTICAL TESTS ON DRINKING WATER AND WASTEWATER
no. analytical tests on drinking water
n.
227,346
220,7807
225,260
2.0
       no. analytical tests on surface water (**)
n. 
21,745
21,447
22,743
6.0
no. analytical tests on wastewater
n.
42,196
40,906
41,263
0.9
(*)		
The data for 2016 have been adjusted respect to those published.
(**)	 This concerns analyses on crude surface water (untreated); they are include in the value for the analytical tests on drinking water.
RESOURCES USED
u. m.
2015
2016
2017
Δ% 
2017/2016
COLLECTION, TRANSPORTATION AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER
materials 
sodium hypochlorite
t
1,428
1,396
1,415
1.4
sodium chloride
t
264
314
238
-24.2
hydrochloric acid
t
303
359
260
-27.6
flocculant
t
4,438
5,474
4,050
-26.0
carbon in powder
t
0
0
0
-
purate
t
334
384
430
12.0
sulphuric acid
t
564
586
684
16.7
oxygen
t
418
54
32
-40.7
acetic acid
t
186
143
76
-46.9
carbon dioxide excluding drinking fountains
t
722
705
772
9.5
ferrous chloride
t
18
31
31
-
phosphoric acid
t
26
19
13
-31.6
sodium hydroxide
t
0
0
0
-
ELECTRICITY(*)
total electricity for drinking water 
GWh
79.7
79.5
79.7
0.3
	 electricity for water lifting stations 
GWh
78.6
78.4
78.6
0.3
	 electricity for offices
GWh
1.1
1.1
1.1
-
WASTEWATER PURIFICATION 
materials
polyelectrolyte emulsion
t
222
236
308
30.5
sodium hypochlorite
t
8
13
15
15.4
peracetic acide, caustic soda, polyamine/anti-foaming agent 
t
6
7
7
-
polyaluminium chloride (PAC)
t
3,121
4,318
4,120
-4.6

194
ACEA GROUP / SUSTAINABILITY REPORT 2017
RESOURCES USED
u. m.
2015
2016
2017
Δ% 
2017/2016
WASTEWATER PURIFICATION 
calcium
t
209
224
305
36.2
acetic acid 80% 
t
31
272
304
11.8
ELECTRICITY FOR WASTEWATER
total electricity for wastewater
GWh
34.1
36.2
35.3
-2.7
	 electricity for purification 
GWh
29.3
31.2
31.5
0.8
	 electricity for lifting stations
GWh
4.3
4.5
3.3
-26.7
	 electricity for offices 
GWh
0.5
0.5
0.5
-5.0
OTHER CONSUMPTION
other consumption drinking water
m3
n.a.
n.a.
n.a.
-
WASTE
u. m.
2015
2016
2017
Δ% 
2017/2016
SPECIFIC WASTE FROM WASTEWATER PURIFICATION(*)
treatment sludge 
t
26,019
26,159
28,792
10.1
sand and sediment from treatment
t
1,297
1,086
767
-29.3
WASTE PURSUANT TO LEGISLATIVE DECREE NO. 152/06 EXCLUDING SLUDGE AND SAND (*)
hazardous waste
t
44
46
39
-15.2
non-hazardous waste
t
10,140
11,570
9,606
-17.0
(*)		
The data for 2016 have been adjusted.
(*)		
The data for 2016 have been adjusted.
TOTAL COD IN INPUT AND OUTPUT (2015-2017)
(t/year)
2015
2016
2017
CODout
1,893
1,774
1,756
CODin
17,095
16,441
18,605
OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS MANAGED BY PUBLIACQUA SPA – SAN COLOMBANO (2015-2017)
parameter 
average of values (mg/l) 2015
average of values (mg/l) 2016
average of values (mg/l) 2017
BOD5
1.9
2.2
2.1
COD
15.8
15.6
16.0
SST
4.5
7.6
6.0
NH4
+
0.7
1.1
0.7
fosforo
1.0
0.9
0.9
NB 	 The San Colombano (600,000 AE) purification plant treats about half of the global wastewater.
OUTPUT PARAMETERS: GROUP OF 36 PURIFICATION PLANTS, INCLUDING SAN COLOMBANO, WHICH COMPREHENSIVELY 
TREAT 98% OF WASTEWATER AND 96% OF THE ORGANIC LOAD (COD) OF PUBLIACQUA SPA (2015-2017)
parameter 
average of values (mg/l) 2015
average of values (mg/l) 2016
average of values (mg/l) 2017
BOD5
2.4
2.4
4.1
COD
17.7
16.6
24.7
SST
5.2
6.7
7.1
NH4
+
1.1
1.3
3.2
fosforo
1.2
1.0
2.0
PURIFICATION EFFICIENCY OF THE MAIN PURIFICATION PLANTS MANAGED BY PUBLIACQUA SPA (2015-2017)
parameter 
average of values (mg/l) 2015
average of values (mg/l) 2016
average of values (mg/l) 2017
100x(CODin - CODout)/CODin
87.0
85.7
89.4
100x(SSTin- SSTout)/SSTin
91.4
84.0
92.1
100x(NH4
+
in - NH4
+
out)/ NH4
+
in 
97.0
94.8
97.1
100x(PO4
-3
in- PO4
-3
out)/ PO4
-3
in 
60.9
67.2
70.9

195
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
ENERGY EFFICIENCY PUBLIACQUA SPA (2015-2017)
action
energy saving 
achieved 2015 (kWh)
energy saving 
achieved 2016 (kWh)
energy saving 
achieved 2017 (kWh)
Soa La Querce plant- increased efficiency in lifting station
300,000
-
-
Ponte a Niccheri plant - installation of fine-bubble diffusers
150,000
-
-
Anconella drinking water conversion plant – check valve boosted
-
115,000
-
falda 1 (Falda di Prato) – new pumps boosted
-
100,000
100,000
falda 2 - inverter pumps boosted
-
100,000
-
PURIFICATION EFFICIENCY: GROUP OF 36 PURIFICATION PLANTS, INCLUDING SAN COLOMBANO, WHICH COMPREHEN-
SIVELY TREAT 98% OF WASTEWATER AND 96% OF THE ORGANIC LOAD (COD) OF PUBLIACQUA SPA (2015-2017)
parameter 
average of values (%) 2015
average of values (%) 2016
average of values (%) 2017
100x(CODin - CODout)/CODin
88.9
89.2
90.6
100x(SSTin- SSTout)/SSTin
93.3
89.9
93.2
100x(NH4
+
in - NH4
+
out)/ NH4
+
in 
95.2
94.6
95.5
100x(PO4
-3
in - PO4
-3
out)/ PO4
-3
in 
61.2
66.5
67.4
As regards energy efficiency, in 2017 the main results were achieved by increasing efficiency in the delivery and drinking water 
conversion of water taken from the Prato water table.
ACQUEDOTTO DEL FIORA
Acquedotto del Fiora SpA has managed the integrated water ser-
vice for the largest Optimal Area of Operations in Tuscany, Ato 6 
– Ombrone, comprising 56 municipalities and covering an area of 
over 7,600 km2, since 1 January 2002. The resident population is 
around 406,453 inhabitants, a figure which almost doubles during 
the summer season.
The territory served has many protected areas featuring high biodi-
versity, including in particular, due to their special natural importance, 
Maremma Natural Park and Monte Labro Natural Park. Activities for 
management of the water service relate to both networks (aqueduct 
and sewers) and plants (water purification, wastewater treatment, de-
salination, etc.) of the 28 municipalities of the province of Grosseto 
and 28 (out of a total 36) municipalities of the province of Siena.
HUMAN RESOURCES IN FIGURES
 ACQUEDOTTO DEL FIORA SPA EMPLOYEES: BREAKDOWN OF HUMAN RESOURCES (2016-2017)
(no.)
2016
2017
men
women
total
weight %
men
women
total
weight %
executives
1
0
1
0.2
1
0
1
0.3
managers
10
4
14
3.5
11
5
16
3.9
white-collar workers
100
93
193
48.4
125
99
224
55.0
blue-collar workers 
189
2
191
47.9
165
1
166
40.8
total
300
99
399
100.0
302
105
407
100
ACQUEDOTTO DEL FIORA SPA EMPLOYEES: CONTRACT TYPE (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
permanent workforce (open-ended contracts)
297
99
396
299
100
399
	 (of which) part-time staff
4
11
15
4
13
17
staff with fixed-term contracts
1
0
1
2
5
7
staff with professional apprenticeship contracts
2
0
2
1
0
1
total
300
99
399
302
105
407

196
ACEA GROUP / SUSTAINABILITY REPORT 2017
INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2016-2017)
2016
2017
accidents (no.)
5
6
total days of absence (*)
91
92
hours worked
671,369
656,850
index of frequency (fi) (no. accidents x 1,000,000/work hours)
7.45
9.13
index of seriousness (si) (days absence x 1,000/work hours)
0.14
0.14
(*)		
The value also includes the days of absence due to the continuing or returning effects of accidents occurring in previous years.
TRAINING COURSES AND COSTS IN ACQUEDOTTO DEL FIORA SPA (2016-2017)
type of course
courses (no.)
editions (no.)
training (hours)
costs (Euros)
2016
2017
2016
2017
2016
2017
2016
2017
IT
93
11
167
23
12,272
1,701
327,730
8,123
induction of new recruits 
1
1
1
4
32
64
-
-
technical-specialist
8
3
12
55
759
1,925
2,217
17,614
managerial
4
1
14
7
2,436
89
52,700
12,200
administrative-managerial
8
13
11
17
835
610
10,506
6,960
safety
10
11
39
32
2,310
3,674
10,614
7,856
total
124
40
244
138
18,644
8,063
403,769
52,753
TRAINED EMPLOYEES (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
300
95
395
271
80
351
NETWORK AND PLANT CONSISTENCY AND ENVIRONMENTAL DATA
WATER SYSTEM MANAGED BY FIORA SPA (2015-2017)
2015 (active)
2016 (active)
2017 (active)
water network (km)
9,067
9,294
9,315
	 aqueducts and transport networks (km) 
1,963
1,955
1,967
	 distribution network (km)
7,104
7,339
7,348
well intake structures (no.)
188
184
184
spring intake structures (no.)
249
248
248
river intake structures (no.)
1
1
1
lake intake structures (no.)
6
3
3
lifting stations (no.)
273
284
284
piezometers (no.)
13
13
13
reservoirs (no.)
785
796
796
disinfection/treatment plants (no.)
32
31
31
seawater desalting plant (no.)
3
3
3

197
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
CONSISTENCY OF THE PURIFICATION AND SEWERAGE PLANTS MANAGED BY ACQUEDOTTO DEL FIORA SPA (2015-2017)
2015
2016
2017
purification plants (no.) (*)
141
142
144 
sewerage lifting systems (no.) 
266
270
271
sewerage network (no.)
3,211
3,214
3,215
(*)		
Excludes Imhoff ditches.
CERTIFICATIONS 
In 2017 Acquedotto del Fiora retained certification for its management system according to standard UNI EN ISO 9001:2008 and 
obtained certification for its health and safety management system according to standard BS OHSAS 18001. 
ACQUEDOTTO DEL FIORA SPA ENVIRONMENTAL ACCOUNTS (2015-2017)
PRODUCTS AND ANALYTICAL TESTS
u. m.
2015
2016
2017
Δ% 
2017/2016
DRINKING WATER
drinking water from the environment
Mm3
62.47
60.72
60.5 (*)
-0.4
	
from lakes/rivers
Mm3
1.08
0.72
n.a.
-
	
from wells
Mm3
19.57
19.36
n.a.
-
	
from springs 
Mm3
41.81
40.31
n.a.
-
drinking water from other aqueduct systems
Mm3
0.79
0.72
0.75 (*)
4.2
drinking water introduced into the network
Mm3
57.85
56.27
56.00 (*)
-0.5
total drinking water supplied
Mm3
29.35
29.40
29.0 (*)
ASSESSMENT OF LEAKAGE ACCORDING TO MINISTERIAL DECREE NO. 99/97 ALSO IN COMPLIANCE WITH ARERA  
REQUIREMENTS
overall leakage
Mm3
27.59
27.61
n.a.
-
(parameter A17)
actual leakage 
Mm3
25.77
26.05
n.a.
-
(parameter A15 of Ministerial Decree 99/97)
TREATED WASTEWATER 
water treated in the main treatment plants 
Mm3
17.07
16.16
n.a.
-
water treated in plants having power exceeding 2,000 AE
Mm3
25.1
25.2
n.a.
ANALYTICAL TESTS ON DRINKING WATER AND WASTEWATER
no. analytical tests on drinking water
no.
97,456
81,216
76,459
-5.9
no. analytical tests on wastewater
no.
53,883
44,730
44,304
-1.0
no. analytical tests on surface water
no. 
813
631
678
7.4
(*)		
The data for 2017 at the time of publication are not available. Insert estimated for some items.

198
ACEA GROUP / SUSTAINABILITY REPORT 2017
RESOURCES USED
u. m.
2015
2016
2017
Δ% 
2017/2016
COLLECTION, TRANSPORTATION AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER
materials 
sodium hypochlorite
t
278
493
228
-53.8
sodium chloride
t
7
5
5
-
hydrochloric acid
t
14
2
3
50.0
carbon in powder
t
29
19
0
-
polyaluminium chloride (PAC)
t
15.7
31
10
-67.7
ELECTRICITY
total electricity for drinking water
GWh
31.1
35.9
36.7
2.2
	 electricity for lifting stations 
GWh
20.1
21.1
26.7
25.5
	 electricity for offices 
GWh
0.3
0.4
0.4
-
WASTEWATER PURIFICATION
materials
polyelectrolyte emulsion
t
163.65
150.48
132.30
-12.1
sodium hypochlorite
t
417.33
432.76
323.86
-25.2
polyaluminium chloride (pac)
t
67.40
66.82
64.35
-3.7
ELECTRICITY FOR WASTEWATER
total electricity for wastewater
GWh
23.9
20.0
24.1
20.5
	 electricity for purification 
GWh
20.4
17.4
21.8
25.3
	 electricity for lifting stations
GWh
3.5
3.6
2.4
-33.3
OTHER CONSUMPTION
other drinking water consumption 
m3
n.a.
n.a.
n.a.
-
 
WASTE
u. m.
2015
2016
2017
Δ% 
2017/2016
SPECIFIC WASTE FROM WASTEWATER PURIFICATION
treatment sludge 
t
13,031
11,625.51
11,289.34
-2.9
sand and sediment from treatment
t
748
507.32
484.40
-4.5
WASTE PURSUANT TO LEGISLATIVE DECREE NO. 152/06 EXCLUDING SLUDGE AND SAND
hazardous waste
t
64.44
74.36
48.42
-34.9
non-hazardous waste
t
707.76
666.74
732.51
9.9
In some purification plants of Ponte a Tressa in the municipality 
of Siena, there is an industrial water network which allows treated 
wastewater for washing machinery and for the bathrooms in the 
office building. Moreover, at the Punta Ala purification plant in the 
Municipality of Castiglion della Pescaia, treated water is reused for 
irrigation purposes.
TOTAL COD IN INPUT AND OUTPUT (2015-2017)
(t/year)
2015
2016
2017
CODout
832
900
720
CODin
6,875
7,990
6,428
OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS MANAGED BY ACQUEDOTTO DEL FIORA SPA (*) (2015-2017)
parameter 
average of values (%) 2015
average of values (%) 2016
average of values (%) 2017
BOD5
12.6
13.4
7.9
COD
48.8
55.6
41.0
SST
14.6
12.5
10
NH4
+
4.9
4.8
6.4
phosphorus
2.3
2.5
2.6
(*)		
Plants having power >20,000 AE.

199
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
ENERGY EFFICIENCY ACQUEDOTTO DEL FIORA (2015-2017)
action
achieved energy  
saving 2015 (kWh)
achieved energy  
saving 2016 (kWh)
achieved energy  
saving 2017 (kWh)
increased efficiency of drinking water pumping systems
240,000
129,682
225,000
increased efficiency of purification processes
500,000
-
-
bulb lights replaced with LED lights
10,000
10,000
2,100
PURIFICATION EFFICIENCY OF THE MAIN PURIFICATION PLANTS MANAGED BY ACQUEDOTTO DEL FIORA SPA (*) (2015-2017)
parameter 
average of values (%) 2015
average of values (%) 2016
average of values (%) 2017
100x(CODin - CODout)/CODin
87.9
88.7
88.8
100x(SSTin- SSTout)/SSTin
91.7
93.7
92.9
100x(NH4
+
in - NH4
+
out)/ NH4
+
in 
86.6
85.4
81.8
100x(PO4
-3
in - PO4
-3
out)/ PO4
-3
in 
46.3
53.5
46.0
(*)		
Plants having power > 20.000 AE.
Acquedotto del Fiora brought about interventions to increase 
energy efficiency both in the context of known technologies (in-
verter, high efficiency motors, recourse to LED technology for 
lighting, more efficient pumps, remote control) and developing 
pilot projects, especially regarding more energy consuming plants.
The table shows the main actions with an estimate of the related 
energy saving.
ACQUE 
Acque SpA operates as the sole operator of the integrated water 
cycle in Basso Valdarno, an area covering five Tuscan provinces. 
The service is provided in 56 municipalities in the provinces of 
Florence, Lucca, Pisa, Pistoia, and Siena, corresponding to Terri-
torial Conference 2 Basso Valdarno. 
INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2016-2017) (*)
2016
2017 (*)
accidents (no.)
5
9
total days of absence (*)
122
173
hours worked (**)
635,053
639,710
index of frequency (fi) (no. accidents x 1,000,000/work hours)
7.87
14.07
index of seriousness (si) (days absence x 1,000/work hours)
0.19
0.27
(*)		
The increase in 2017 of frequency and severity indices can be attributed to a type of accident (no. 4) suffered by administration staff in offices which is to be consid-
ered as unsolved and exceptional respect to the historical phenomenon. Examining the accidents related to said staff (no. 5) the value of the frequency and severity 
indices are fully comparable to those of 2016.
(**)	 The value also excludes days of absent related to persistent or reopened injuries from previous years.
ACQUE SPA EMPLOYEES: BREAKDOWN OF HUMAN RESOURCES (2016-2017)
(no.)
2016
2017
men
women
total
weight %
men
women
total
weight %
executives
5
2
7
1.8
4
2
6
1.5
managers
5
3
8
2.0
5
4
9
2.25
white-collar workers
93
136
229
57.7
94
144
238
59.35
blue-collar workers 
153
0
153
38.5
148
0
148
36.90
total
256
141
397
100.0
251
150
401
100.0
ACQUE SPA EMPLOYEES: CONTRACT TYPE (2016-2017)
(no.)
2016
2017
men
women
total
men
women
total
permanent workforce (open-ended contracts)
253
131
384
250
140
390
	 (of which) part-time staff
4
30
34
4
32
36
staff with fixed-term contracts
9
3
12
1
10
11
staff with professional apprenticeship contracts
0
1
1
0
0
0
total
262
135
397
251
150
401
HUMAN RESOURCES IN FIGURES

200
ACEA GROUP / SUSTAINABILITY REPORT 2017
COURSES AND TRAINING COSTS IN ACQUE SPA (2016-2017)
type of course
courses (no.)
editions (no.)
training (hours)
costs (Euros)
2016
2017
2016
2017
2016
2017
2016
2017 (*)
IT
189
16
73
46
13,085
1,333
346,486 (**)
induction of new recruits
1
1
1
3
520
313
0
technical-specialist (***)
49
47
59
59
1,300
1,155
14,310
managerial
2
3
5
13
1,226
521
50,847
safety
29
21
61
65
1,893
2,853
3,315
environment
5
3
6
10
310
442
1,200
transversal (including Legislative 
Decree no. 231)
3
7
4
19
207
623
0
totale
278
98
209
215
18,541
7,240
416,158
134,711
(*)		
The division of costs was not yet known for 2017 at the time of publication. 
(**)	 Includes investment costs.
(***)	 Includes regulatory updates. 	
TRAINED EMPLOYEES (2016-2017) (*)
(no.)
2016
2017
men
women
total
men
women
total
271
150
421
268
162
430
(*)		
The data, which exceed with consistency of the staffing structure, include employees from other companies in Gruppo Acque which carried out seconded company 
courses, as well as workers which only rendered service for some months of the year.
In 2017 training involved staff from all corporate sectors (oper-
ational management, sales, administration and human resourc-
es); a total of 7,240 hours of training was provided, excluding 
e-learning. The reduction in hours is to be attributed to the 
numerous courses which took place in 2016 regarding the new 
SAP IT systems for managing corporate processes, which did 
not required repetition in 2017. During the year, instead, several 
courses on ADR standards related to road transport of hazard-
ous goods and Legislative Decree no. 231 of 2001 took place; 
furthermore, the first on-line training course related to the In-
tegrated and Intergroup Management System was realised, with 
total coverage which involved 65% of the corporate workers over 
7 months. Safety training, lastly, was notably increased in admin-
istered hours.
NETWORKS AND PLANTS CONSISTENCY AND ENVIRONMENTAL DATA
WATER SYSTEM MANAGED BY ACQUE SPA (active plants) (2015-2017)
2015
2016
2017
water network (km)
5,898
5,912
5,921
	 aqueducts and transport networks (km) 
829
829
834
	 distribution network (km)
5,069
5,083
5,087
well intake structures (no.) 
428
531
531
spring intake structures (no.)
268
299
299
river and lake intake structures (no.)
14
22
21
reservoirs (no.)
547
569
568
disinfection/treatment plants (no.)
293
267
240
pumping stations (no.)
402
415
415
CONSISTENCY OF THE PURIFICATION AND SEWERAGE PLANTS MANAGED BY ACQUE SPA (2015-2017)
2015
2016
2017
purification plants (no.)
139
139
139
sewerage lifting systems (no.) 
517
527
531
sewerage network (no.)
3,081
3,095
3,066

201
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
	
from lakes/rivers
Mm3
3.381
3.357 
3.599
7.2
	
from wells
Mm3
60.657
59.993
62.958
4.9
	
from springs 
Mm3
7.693
 6.770 
5.873
-13.2
water collected from other aqueduct systems 
Mm3
6.859
7.027
6.858
-2.4
drinking water transferred to other aqueduct systems 
Mm3
0.98
0.953 
1.072
12.5
production loss between collection and entry into the network 
Mm3
3.769
2.440 
3.866
58.4
drinking water entered into the corporate network
Mm3
73.84
73.754 
74.350
0.8
drinking water entered into the network + drinking water 
transferred to other systems and production loss between 
collection and entry into the network
Mm3
78.590
77.147 
79.288
2.8
total supplied drinking water 
Mm3
46.01
47.679 
45.945
-3.6
ASSESSMENT OF LEAKAGE ACCORDING TO MINISTERIAL DECREE NO. 99/97 ALSO IN COMPLIANCE  
WITH ARERA REQUIREMENTS
overall leakage
Mm3
27.25
27.028 
28.405
5.1
(parameter A17)
actual leakage 
Mm3
18.39
18.315 
19.315
5.5
(parameter A15 of Ministerial Decree 99/97)
TREATED WASTEWATER 
water treated in all the treatment plants 
Mm3
47.20
51.40
45.31
-15.7
ANALYTICAL TESTS ON DRINKING WATER AND WASTEWATER
no. analytical tests on drinking water  
(including tests on surface water)
no.
234,950
278,603
266,850
-4.2
no. analytical tests on wastewater
no.
119,144
123,646
119,742
-3.2
ACQUE SPA ENVIRONMENTAL ACCOUNTS (2015-2017)
PRODUCTS AND ANALYTICAL TESTS
u. m.
2015
2016
2017
Δ% 
2017/2016
DRINKING WATER
drinking water from the environment
Mm3
71.731
70.120 
72.431
3.3
CERTIFICATIONS
The integrated management system of Acque SpA Best4 plus 
(quality, environment, safety, energy and social responsibility) is 
still in force in 2017.
During the year the main novelties were: adaptation of the man-
agement system to the new edition of standard SA8000 (edition 
2014), and related certification as at June 2017; the implementa-
tion of the management system for road safety according to UNI 
ISO 39001 and related certification; the implementation of the 
management system 37001, which shall be certified in 2018.
See www.acque.net for details.
RESOURCES USED 
u. m.
2015
2016
2017
Δ% 
2017/2016
COLLECTION, TRANSPORTATION AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER
materials 
laboratory reactants (chemical and microbiological sector)
t
2.53
2.49
2.37
-4.8
sodium hypochlorite
t
233.61
250.03
220.30
-11.89
sodium chloride
t
392.82
395.025
394.51
-0.13
potassium permanganate
t
4.30
3.00
3.85
28.33
polyaluminium chloride
t
38.01
17.91
9.41
-47.46 
salt in bags
t
1
4.85
7.05
45.36
sodium hypochlorite
t
312.49
357.23
377.47
5.66
caustic soda 
t
1.72
3.65
1.12
-69.31
sodium metabisulphate
t
2.70
1.25
2.17
73.6
phosphoric acid
t
0.42
0.15
0.00
-
citric acid
t
2.30
1.58
1.98
25.7
alifons L
t
0.105
-
0.025
-
aluminium polychlorosulphate
t
102.12
157.49
170.22
8.1

202
ACEA GROUP / SUSTAINABILITY REPORT 2017
RESOURCES USED 
u. m.
2015
2016
2017
Δ% 
2017/2016
ELECTRICITY (*)
total electricity for drinking water 
GWh
53.46
52.8
55.4
4.9
	 electricity for water lifting stations 
GWh
53.0
51.55
55.09
6.9
	 electricity for offices
GWh
0.46
0.53
0.32
-39.6
WASTEWATER PURIFICATION 
materials
polyelectrolyte powder
t
3.00
1.00
0.0
-
polyelectrolyte emulsion
t
93.025
130.60
131.98
1.1
polyaluminium chloride
t
15.40
4.45
9.00
102.2
ferrous chloride for sludge dehydration (40%)
t
524.45
529.65
437.83
-17.3
sodium hypochlorite for final disinfection
t
9.965
1.00
14.42
-
peracetic acide for disinfection
t
13.00
9.5
12.00
26.3
sulphuric acid
t
4.15
0.0
2.3
-
ferrous chloride 31.5%
t
3.795
0.0
10.22
-
caustic soda 30% (sodium hydroxide) - Solvay
t
12.15
0.40
1.57
292.5
citric acid
t
1.30
-
0.1
-
biotek base L - biological reactivant 
t
0
0.06
0.12
100.0
nutrients
t
398.240
466.93
479.4
2.7
other
t
0.0
0.0
0.26
-
ELECTRICITY FOR WASTEWATER (*) 
total electricity for wastewater
GWh
31.20
31.69
31.83 
0.4
	 electricity for purification 
GWh
25.33
24.92
26.12
4.8
	 electricity for lifting stations
GWh
5.60
6.44
5.53
-14.1
	 electricity for offices 
GWh
0.27
0.33
0.18
-45.5
OTHER CONSUMPTION
other consumption drinking water
m3
260,118
287,554
266,242
-7.4
drinking water consumed for civil water use (the datum 
concerns consumption for offices, outside showers etc.) (**)
m3
40,381
59,862 
46,829 
-21.8
drinking water consumed for process use  
(washing machinery and bays, etc.) (***)
m3
219,737
219,413
219,413 
-
WASTE
u. m.
2015
2016
2017
Δ% 
2017/2016
SPECIFIC WASTE FROM WASTEWATER PURIFICATION
treatment sludge 
t
20,834.21
21,125.40
21,577.260
2.14
sand and sediment from treatment
t
3,415.77
2,894.490
2,308.86
-20.23
WASTE PURSUANT TO LEGISLATIVE DECREE NO. 152/06 EXCLUDING SLUDGE AND SAND 
hazardous waste
t
11.64
10.38
30.15
190.5
non-hazardous waste 
t
50,411.93
43,919.86
49,410.19
12.5
(*)		
Electricity data 2017 are estimated for December.
(**)	 The value is partially estimated.
(***)	 The value for 2016 was adjusted; the value for 2017, as not available at the time of publication, was estimated as equal to the value for 2016.
We point out that Acque reuses/recycles part of the water for washing equipment and sludge dehydration (belt presses), installed in the 
main purification plants, for an estimated volume equal to about 345,604 m3 in 2017. 
TOTAL COD IN INPUT AND OUTPUT (all plants) (2015-2017)
(t/year)
2015
2016
2017
CODout
1,757
2,380
1,603
CODin
21,659
24,167
22,789

203
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS MANAGED BY ACQUE SPA (*) (2015-2017)
parameter
average of values (mg/l) 2015
average of values (mg/l) 2016
average of values (mg/l) 2017
BOD5
4.7
8.4
5.3
COD
36.0
43.3
34.3
SST
8.7
10.3
7.6
NH4
+
4.8
6.3
4.7
phosphorus
2.1
2.5
2.4
OVERSEAS ACTIVITIES 
For years Acea has been operating abroad in the water services 
sector in Peru, Honduras and the Dominican Republic, serving a 
total of approximately 3 million people.
Overseas activities have a limited incidence from an economic and 
financial viewpoint, in terms of consolidation percentage, but a brief 
description of them is given here because of their social importance. 
The operations are carried out by companies created through part-
nerships with local and international stakeholders. The objective is 
to improve the service, especially as regards technical and man-
agement aspects. This is possible thanks to staff training and the 
transfer of know-how to local businesses.
CONSORCIO AGUA AZUL SA
The Consorcio Agua Azul was set up with the mission to produce 
drinking water for the local public-owned water company, SE-
DAPAL (Drinking water and sewerage service of Lima). The Con-
sortium constructed the infrastructures required to satisfy part of 
the drinking water needs of the northern areas of Lima, Peru, using 
the surface and underground waters of the river Chillon and will 
be responsible for their management until 2027, when it will be 
transferred to the State. 
47.8 Mm3 of drinking water was produced in 2017, 19% more than 
2016.
PURIFICATION EFFICIENCY OF THE MAIN PURIFICATION PLANTS MANAGED BY ACQUE SPA (*) (2015-2017) 
parameter
average of values (%) 2015
average of values (%) 2016
average of values (%) 2017
100x(CODin - CODout)/CODin
90.8
90.1
93.5
100x(SSTin- SSTout)/SSTin
93.5
95.4
97.2
100x(NH4
+
in - NH4
+
out)/ NH4
+
in 
87.4
84.4
87.4
100x(PO4
-3
in - PO4
-3
out)/ PO4
-3
in 
62.6
68.4
74.6
(*)		
Plants with potential ≥ 10,000 AE.
Acque has brought about energy efficiency interventions, predicting the savings indicated in the table. Effective savings are yet to be 
accounted for.
(*)		
Plants with potential ≥ 10,000 AE.
(*)		
The figures for 2015 have been adjusted.
ENERGY EFFICIENCY ACQUE SPA (2015-2017)
action
energy saving 
achieved 2015(*) (kWh)
energy saving 
achieved 2016 (kWh)
energy saving 
achieved 2017 (kWh)
Pagnana plant - lifting 
40,000
40,000
40,000
Cambiano plant - lifting
-
5,000
5,000
Le Lame plant - replacement of aeration system
-
30,000
45,000
S. Jacopo plant - replacement of aeration system
-
40,000
40,000
inter-communal purification plant – automation and increased 
energy efficiency 
500,000
550,000
550,000
Minor plants– increased efficiency and lifting 
-
6,000
6,000

204
ACEA GROUP / SUSTAINABILITY REPORT 2017
CONSORCIO AGUA AZUL SA - MAIN COMPANY AND OPERATING DATA
Country (area) 
Perù (Lima, northern area - Cono Norte)
inhabitants served
839,000
customer
Sedapal (Se Drinking water and sewerage service of Lima. State owned)
source of financing
own capital and bonds issued on the Peruvian market
contract duration
07/04/2000 – 18/06/2027
scope of the project
BOT (Build-Operate-Transfer) project for the construction  
and management of the drinking water supply system using the waters  
of the river Chillon and the underlying source of ground water
stakeholders
Acea SpA 25.5%, Impregilo International Infrastructure N.V. 25,5%, 
Marubeni Co 29%, Inversiones Liquidas S.A.C 20%
no. of employees at 31/12/2017
33
turnover (in thousands of Euros)
12,511
Many activities took place over the year. Continuing into 2017 was 
the training programme on environmental topics and safety in the 
workplace for all internal staff and the staff of contractors. 2,863 
hours of training were supplied. Training exercises were coordinated 
with the Carabyllo Fire Brigade; its help was repaid by funding the 
improvement of its structures dedicated to training staff.
Of particular importance are the training courses for staff in the 
irrigation commission on matters concerning the use of fertilisers 
and conversion to biological agriculture. After six years’ work, in 
February 2017 it was presented and promoted the board of di-
rectors of the Association of ecological products of the valley of 
Chillón, which is the first of its kind in the entire area.
One again, employees were given a questionnaire on the working 
climate to be filled in anonymously; a satisfaction level of 100% 
was recorded.
As regards preventive health, a campaign was carried out of vacci-
nations against influenza, also extended to employees’ families, on 
a voluntary basis.
In 2017 580 plant visits were organised involving students, delega-
tions from companies in the sector and regional institutions.
As in every year, regional courses in the design and functioning of 
rapid filtering plants were carried out in March and November at 
the facilities of the Consortium, organised by the Faculty of Engi-
neering of the National University of Peru. Graduates from several 
Latin American countries participated in these courses.
Again in 2017, the Consortium hosted high school and university 
students and new graduates, offering them a period of internship. In 
2017, from the viewpoint of corporate social responsibility, the Con-
sorcio Agua Azul confirmed its support to State entities (such as the 
State Police, primary schools, the Ministry of Agriculture and the 
Ministry of Health), non-profit organisations (such as associations 
for the rehabilitation of drug addicts) and consumer associations.
Teaching materials were distributed to primary schools and 
kindergartens, in greater quantities than in previous years (1,641 
kit, versus 1,513 distributed in 2016), in order to combat the wide-
spread phenomenon of leaving school. This year too, distributed 
backpacks were made entirely of recycled plastic materials and 
distinguished by printed phrases encouraging the proper use of 
water resources and the respect of the environment.
At Christmas time donations included: 
•	
1,926 toys to the children in schools in the outskirts, the chil-
dren of members of the 	law enforcement agencies in the area 
and employees of the Municipal authorities, 
•	
Restaurant vouchers to all the employees of the Consortium to 
have lunch with their families. 
The Peruvian certification authority SGS renewed the certification 
of the Integrated Quality and Environment System, according 
to UNI EN 9001:2008 and 14001:2004 standards, issuing the 
relevant certificates, valid until 2018. The certified and updated 
management system implemented enables the optimisation of the 
production processes and simultaneously the significant reduction 
of the environmental impact, through actions aimed at energy sav-
ing and reducing the use of paper. During the year, the company 
satisfied the regulatory requirements concerning workers’ rights 
and health and safety in the workplace. 
AGUAS DE SAN PEDRO 
Aguas de San Pedro ASP is the holder of a thirty-year contract 
for the management of the integrated water service in the city of 
San Pedro Sula in Honduras. The company started a programme of 
interventions for the enhancement, treatment and improvement 
of the water service and sewerage network covering the entire city.
In 2017, 118,686, users were served and 74% of them were supplied 
with meters. The coverage of the drinking water service remains at 
99% of the population, and for the sewerage service 83%. 
The total water production in 2017 was approximately 81 Mm3.
AGUAS DE SAN PEDRO SA – MAIN COMPANY AND OPERATING DATA
Country (area) 
Honduras (San Pedro Sula)
inhabitants served
755,000
customer
municipal administration
source of financing
own capital and loans from merchant banks
contract duration
01/02/2001 – 01/02/2031
scope of the project
concession of the integrated water service in the city of San Pedro Sula
stakeholders
Acea SpA 60.65%, IREN SpA 39.35%
no. of employees at 31/12/2017
425
turnover (in in thousands of Euros)
28,355

205
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
In 2017, the Company continued its technical assistance programme 
for rural communities and confirmed its commitment to supporting 
environmental protection initiatives, continuing the conservation 
programme in the natural reserve of El Merendon, declared as a 
protected area for water production in San Pedro Sula.
The initiatives include various measures implemented previously in 
2016, amongst which: 
•	
the “Un millon de Arboles para el Merendon” (One million 
trees for the Merendon) reforestation project: 101,738 fruit 
trees and others for producing wood in the affected areas were 
planted, reaching a total of 681,738 plants since the start of 
the project;
•	
the environmental training, which included 11 training courses 
totally 50 hours, aimed at agricultural producers benefitting 
from the reforestation project, to which 375 people partici-
pated;
•	
fire prevention, which brought about various land protection 
campaigns, in particular in 2017 13 fires were tackled which 
destroyed 51 hectares of land; 
•	
social assistance of various kinds and technical assistance for 
the rural communities of Merendón. 
In particular the programme for technical assistance to the ru-
ral communities involved training activities for the community 
leaders, activities on the management and maintenance of water 
systems, with the objective of enhancing their knowledge on the 
quality of water, the management and maintenance of the systems 
and the basic principles of hydraulics. In details, hygiene conditions 
were improved for 1,000 dwellings in districts of Manchaguala, El 
Palmar and Rio Frio. 
Also continuing in 2017 was the implementation of the plan for 
health in the workplace, as required by the Sistema Médico de Em-
presa EMS-IHSS-ASP, with the realisation of health campaigns 
(conferences on topics such as female wellbeing, nutrition and 
leading a more healthy life); sports activities were also organised 
for the employees and, lastly, campaigns for vaccination against 
influenza, hepatitis A and B and tetanus and medical check-ups 
to diagnose osteoporosis, in addition to ophthalmology and den-
tistry check-ups.
The transition of the quality management system to the require-
ments of versions 2015 of standard ISO 9001 was realised in 2017. 
Certification of the management system according to standard 
ISO 17025:2005 was confirmed by the certification authority 
EMA (Entitad Mexicana de Accreditación) after the audit in June.
ACEA DOMINICANA SA 
Acea Dominicana deals with the commercial management of the 
water service in the northern and eastern areas of Santo Domingo, 
in the Dominican Republic. The activities include the manage-
ment of customer relations, the billing cycle and cost estimates, 
the installation of new meters and directing the works for new 
connections. The project is one of the first experiments of private 
participation in water services in the Dominican Republic.
The framework of a contractual addendum already signed by Acea 
Dominicana and Corporacion del Acueducto y Alcantarillado De 
Santo Domingo (CAASD), which extended the contract duration 
until 30 September 2023, also includes the financing, supply and 
installation of 30,000 meters for new users and the replacement 
of 10,000 meters for existing users; 2,000 of which were installed 
in 2017. Apart from the foregoing, the company also carries out 
maintenance on the entire meter park. 
The promotion of the “Plan Deuda Cero” (Zero debt plan) aimed 
at users in arrears with payments continued in 2017 in the poorer 
areas of the capital and in Boca Chica. This year too, at media level, 
such activity was supported by interviews and explorations in some 
of the main Dominican newspapers and television channels. 
Acea Dominican also continued its commitment towards awareness 
campaigns aimed at the inhabitants of the areas served: the campaigns 
are carried out periodically with the involvement of employees who, 
in weekly meetings with the local representatives, contribute towards 
spreading information on the proper use of water resources and on 
the importance of complying with the economic conditions of the 
contract, in order to guarantee that the local water company has the 
financial tools needed to improve the quality of the service supplied. 
Various activities for improving and preserving the Quality man-
agement system continued, implemented and certified according 
to standard ISO 9001:2008.
Moreover, the development of software and applications con-
tinued, aimed at improving operational efficiency in the land and 
facilitated bill payment options for clients. As regards the man-
agement of human resources, Acea Dominicana, in fulfilment of 
the regulations provided by the Dominican law on Employment 
and Social Rights, has always adopted corporate policies aimed at 
safeguarding the rights and dignity of its workers. Consistently 
with this approach, the private health insurance policy has been 
renewed and a severance fund has been allocated, neither of which 
are compulsory in the Dominican Republic.
ACEA DOMINICANA SA – MAIN COMPANY AND OPERATING DATA
Country (area) 
Repubblica Dominicana (Santo Domingo, North and East areas)
inhabitants served
1,500,000
customer
Corporación del Acueducto y Alcantarillado de Santo Domingo  
(CAASD)
contract duration
01.10.2003 – 30.09.2023
scope of the project
Commercial management of the water service
stakeholders
Acea SpA 100%
no. of employees at 31/12/2017
179
turnover (in in thousands of Euros)
4,080

206
ACEA GROUP / SUSTAINABILITY REPORT 2017
GRI STANDARD CONTENT INDEX: 
REPORTING PRINCIPLES, GENERAL STANDARDS 
AND MATERIAL SPECIFIC STANDARDS 
The Sustainability Report was drawn up in accordance with GRI 
Standards (ed. 2016): comprehensive112 option, as shown below in 
the GRI Content Index which includes:
•	
reference to Reporting Principles (GRI 101 - Foundation 2016);
•	
the definition of the 56 general standards (GRI 102: Gen-
eral Disclosure 2016) and 25 specific topics (“Topic-specific 
Standards”: 200-Economic, 300-Environmental, 400-So-
cial) deemed material and relevant indicators, with the indica-
tion of sections and pages of the document where they can be 
found – or responses to the indicators – and reporting of any 
omissions or “non-materiality” of certain indicators included in 
material topics;
•	
the extension of the “materiality” of each topic (specific 
standards), in other words its significance within the organisa-
tion (Group or companies traceable to specific business sec-
tors) or outside of it (for example supply chain, community).  
 
Lastly, the right-hand columns of the Content Index give the 
main compliances with the topics provided under Legislative 
Decree no. 254/2016. 
112	 The definition of the general and specific standard elements have been translated from the English version of the Consolidated set of GRI Sustainability reporting standards 
2016, see the original edition.
STANDARD GRI CONTENT INDEX
GRI Standard
definition of known GRI standards  
(responses or report of omissions or non-materiality)
sections and pages of reference
Compliance with Legilsative Decree 
254/2016
GRI 101: Foundation 2016 (Reporting Principles)
GENERAL DISCLOSURES
ORGANISATION PROFILE 
GRI 102: General 
Disclosures 2016
102-1 Name of the organisation
Acea SpA, Corporate identity page 24.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-2 Activities, brands, products, and services. 
Corporate identity page 24 et seq., 25 chart no. 2. 
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-3 Location of headquarters.
Piazzale Ostiense 2, 00154 Rome
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-4 Localisation of operations (Number of countries where the organisation 
operates, and names of countries where it has significant operations and/or that 
are specifically relevant to the sustainability topics covered in the report).
Corporate identity pages. 24 s.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-5 Ownership and legal form.
Corporate identity page 26.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-6 Markets served (including geographic locations, sectors served  
and types of customers and beneficiaries).
Corporate identity pages. 24 s., 30; Relations with stakeholders pages 62. et seq. 
68 table no. 11.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-7 Scale of the organisation (including: number of employees; net sales - for 
private sector organisations - or net revenues -for public sector organisations; 
total capitalization broken down in terms of debt and equity; quantity of 
products or services provided).
Corporate identity pages 24, table no 6, 30 table no. 7; Relations with stakeholders 
pages 123, table no. 35, 144.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-8 Information on employees and other workers (total number of employees 
by employment type and gender; employment contract by region, etc.; whether a 
significant portion of the organisation’s activities are performed by workers who are not 
employees. If applicable, a description of the nature and scale of work performed).
Relations with stakeholders pages 121 et seq., 124 et seq., 131.
Art. 3 paragraph 2, letter d): social 
aspects and aspects related to staff 
management
102-9 Description of organisation’s supply chain.
Relations with stakeholders pages 116 et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model

207
GRI STANDARD CONTENT INDEX
GRI 102: General 
Disclosures 2016
102-10 Significant changes to the organisation’s size, structure, ownership, or 
supply chain (including: changes in the location of, or changes in operations, 
including facility openings, closings and expansions; changes in the share capital 
structure and other capital formation, maintenance and alteration operations; 
change in the location of suppliers, the structure of the supply chain, or 
relationships with suppliers etc.).
Corporate identity page 26; Relations with stakeholders pages 117 et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-11 Precautionary Principle or approach (whether and how the organisation 
applies the Precautionary Principle or approach. 
Corporate identity pages. 53 et seq., 57 and table no. 8; Relations with stakeholders 
pages 151 et seq.; Relations with the environment page 179.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-12 External initiatives (a list of externally-developed economic, 
environmental and social charters, principles, or other initiatives to which the 
organisation subscribes, or which it endorses.).
Membership to the United Nations Global Compact pages 19 et seq.,17; Corporate 
identity pages 33, 35, 57; Relations with stakeholders pages 115, 116, 132, 150; 
Relations with the environment page 157.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-13 Membership of associations (the reporting should include memberships 
maintained at the organisational level in associations or organisations in which it 
holds a position on the governance body, participates in projects or committees, 
provides substantive funding beyond routine membership dues, or views its 
membership as strategic). 
Relations with stakeholders page 149.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
STRATEGY
102-14 Statement from senior decision-maker (such as CEO, chair, or 
equivalent senior position) about the relevance of sustainability to the 
organisation and its strategy for addressing sustainability.
Letter to stakeholders pages. 6-7, Corporate identity pages. 33 et seq., 38 et seq., 56.
Art. 3 paragraph 7: The responsibility 
for ensuring that the report is in […] 
compliance is the responsibility of the 
directors
102-15 Description of key impacts, risks, and opportunities.
Corporate identity pages. 29 et seq., 31, 33, 35, 38 et seq., 53, 55, 56 et seq.  
Relations with stakeholders pages 147, 148, 151.
Art. 3 paragraph 1, letter c): the main 
risks, generated or incurred 
Art. 3 paragraph 2, letter c): the 
impact […] on the environment as well 
as on health and safety
ETHICS AND INTEGRITY
102-16 Description of the organisation’s values, principles, standards,  
and norms of behaviour
Corporate identity pages. 33 et seq., 50 et seq., 56, 62 chart no. 16; 
Relations with stakeholders page 115.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
102-17 Mechanisms for advice and concerns about ethics (description of internal 
and external mechanisms for seeking advice about ethical and lawful behaviour, 
and organisational integrity; reporting concerns about unethical or unlawful 
behaviour, and organisational integrity etc.).
Corporate identity pages 50, 55.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
Art. 3, paragraph 2, letter e): respect 
for human rights, the measures taken 
to prevent violations, as well as actions 
taken to prevent discriminatory 
attitudes and actions
GOVERNANCE
102-18 Governance structure of the organisation, including committees of 
the highest governance body. Committees responsible for decision-making on 
economic, environmental and social topics.
Corporate identity pages. 50 et seq., 52.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-19 Processes for delegating authority for economic, environmental and social 
topics from the highest governance body to senior executives and other employees.
The Board of Directors confers management delegations to the Chief Executive 
Officer, who, in the framework f the corporate macro-structure resolved by the 
Board itself, confers powers and delegations to the management, in compliance 
with the missions and responsibilities of the various structures. Normally, 
the process for any type of delegation (and therefore also for economic, 
environmental and social aspects) occurs through the analysis of the need/
requirement for a power to be attributed.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model

208
ACEA GROUP / SUSTAINABILITY REPORT 2017
GRI 102: General 
Disclosures 2016
102-20 Executive-level responsibility for economic, environmental, and social 
topics (whether the organisation has appointed an executive-level position or 
positions with responsibility for economic, environmental and social topics; 
whether post holders report directly to the highest governance body.
Within the staff of the Chairman, delegated for supervising topics concerning 
the environmental and social impact of the Group, operates the Institutional 
Affairs Division of Acea SpA - within the which the Unit is allocated - which has 
among its duties the coordination and development of topics concerning the 
sustainability of the Group’s activities and processes. The person responsible for 
this Unit is the Acea CSR Manager.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-21 Processes for consultation between stakeholders and the highest governance 
body on economic, environmental and social topics. If consultation is delegated and 
how the resulting feedback is provided to the highest governance body.
During the course of the year, management was asked to attend Board meetings, 
making a specific informative and cognitive contribution to the meetings A 
meeting of the Ethics and Sustainability Committee was specifically dedicated to 
a comparison with the references of the Integrated Governance Index in which 
emerging guidelines on the matter of integrating sustainability in the corporate 
governance systems were explained and discussed. The BoD also carried out 
an induction session con with external experts, also in compliance with the 
requirements of the Self-Governance Code, regarding sustainability and business.
Corporate identity pages. 33 et seq., 50 et seq., 53; Relations with stakeholders 
page 144.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-22 Composition of the highest governance body and its committees 
(executive or non-executive, independence, gender, competencies relating  
to economic, environmental, and social topics etc.). 
Corporate identity page 51 et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-23 Chair of the highest governance body (the organisation shall report 
whether the Chair is also an executive officer in the organisation, his or her 
function within the organisation’s management and the reasons for this 
arrangement).
Corporate identity pages 51 et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-24 Nomination and selection processes for the highest governance 
body and its committees (criteria used for nominating and selecting highest 
governance body members, including whether and how diversity, independence, 
expertise and experience relating to economic, environmental and social topics 
are considered, stakeholders, including shareholders, are involved). 
In the composition of its corporate bodies, Acea ensures a balanced representation 
of gender, provided under law no. 120/2011, transposed into its articles of 
association in the same way as it guarantees the presence of independents, 
governed under such articles of association and the law in force. Diversity of gender 
in the governing body and Committees constitutes a particularly important element 
in relation to both mitigation of the “single mode of thought” and the different way 
in which men and women exercise their leadership.
Shareholders are involved in these selection processes and in compliance with the 
recommendations of the Self-Governance Code, they are steered in the choice 
of candidates to put forward in the lists of orientation drawn up by the Board 
of Directors of Acea, subject to the opinion of the Appointments Committee 
and considering the outcomes of self-assessment and the dimension and 
composition of the governing body.
Corporate identity pages 51 et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-25 Processes for the highest governance body to ensure conflicts of interest 
are avoided and managed.
The risk of conflict of interest in Acea is monitored thanks to internal corporate 
governance systems and procedures (Management, organisation and control 
model, Code of Ethics, Related Parties Transactions procedure, independent 
Directors). These tools are used to intervene in the various frameworks within 
which a conflict of interest may arise: in relations between controlling and 
minority stakeholders, between Acea and Related Parties and between Acea and 
Public Administrations.
Corporate identity pages. 50 et seq., 52.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-26 Highest governance body’s and senior executives’ roles in the 
development, approval, and updating of the organisation’s purpose, value 
or mission statements, strategies, policies, and goals related to economic, 
environmental, and social topics
Disclosing sustainability: methodological note page 12; Corporate identity pages. 33 
et seq., 36 et seq., 50, 52, 56.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model

209
GRI STANDARD CONTENT INDEX
GRI 102: General 
Disclosures 2016
102- 27 Measures taken to develop and enhance the highest governance body’s 
collective knowledge of economic, environmental and social topics.
Disclosing sustainability: methodological note page 12; Corporate identity pages 33 
et seq., 50, 51.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-28 Processes for evaluating the highest governance body’s performance 
with respect to governance of economic, environmental and social topics. 
The non executive directors receive a fixed remuneration, determined by the 
Shareholders’ Meeting, commensurate to the commitment required of them.
Corporate identity pages 50, 51, 52, 57; Relations with stakeholders page 140.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-29 Highest governance body’s role in identifying and managing economic, 
environmental, and social topics and their impacts, risks, and opportunities – 
including its role in the implementation of due diligence processes. 
Disclosing sustainability: methodological note pag. 12; Corporate identity pages. 38 
et seq., 50, 51 et seq., 56 
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-30 Highest governance body’s role in reviewing the effectiveness of the 
organisation’s risk management processes for economic, environmental and 
social topics.
Disclosing sustainability: methodological note page 12, Corporate identity pages. 38 
et seq., 48 et seq., 50, 52, et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-31 Frequency of the highest governance body’s review of economic, 
environmental, and social topics and their impacts, risks, and opportunities.
Disclosing sustainability: methodological note page 12; Corporate identity pages. 38 
et seq., 50, 56.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-32 The highest committee or position that formally reviews and approves the 
organisation’s sustainability report and ensures that all material Aspects are covered.
Disclosing sustainability: methodological note page 12; Corporate identity page 52.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-33 Processes for communicating critical concerns to the highest 
governance body.
The Board of Directors (BoD) receives constant information on potentially 
critical situations, primarily through the work carried out by the Control and Risk 
Committee, to which the manager of the Audit Function functionally reports, 
who interacts freely with the Board of Directors. The activities carried out and 
the findings of the Supervisory Boards (pursuant to Legislative Decree no. 
231/01) which could lead to the emergence of a risk of responsibility for the
company are the subject of flows of information to the BoD. The CEO, also in his 
role as Director in charge of the Internal Control and Risk Management System, 
constantly provides information to the Board of Directors concerning operating 
performance and the effective existence of potentially critical situations.
Corporate identity pages 53, 55, 57.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-34 Nature and total number of critical concerns that were communicated 
to the highest governance body; mechanism(s) used to address and resolve 
critical concerns.
Corporate identity pages 55, 56, 59.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-35 Remuneration policies for the highest governance body and senior 
executives (fixed pay and variable pay, sign-on bonuses or recruitment 
incentive payments, termination payments). How performance criteria in 
the remuneration policies relate to the highest governance body’s and senior 
executives’ objectives for economic, environmental, and social topics.
We point out that in Acea, for the Top Management, Managers having strategic 
responsibility and managerial roles with greater impact on Group business, the clawback 
clause is applied - a right to ask the return of variable components in remuneration, 
in the short and long term if such components were paid on the basis of conduct of 
gross negligence or wilful misconduct. No agreements are in place which provide 
fixed indemnities or clauses aimed at safeguarding Group Directors if the working 
relationship is terminating, for this mater reference is made to the institutions under the 
Collective Labour Agreement for Directors of Service Companies of Public Utility.
Within the Catalogue of Group Objectives, which provides a set of indicators for 
assigning to Management performance targets, the contexts in which to retrace the 
identified objectives are defined amongst which those associated to the treatment/
remedy of non-conformities for Quality the Environment Safety and Energy.
Corporate identity pages 50 et seq., 53; Relations with stakeholders page 140.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-36 Processes for determining remuneration; whether remuneration 
consultants are involved in determining remuneration and whether they are 
independent of management.
No external subjects to the company were involved in determining the remuneration 
Policy.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model

210
ACEA GROUP / SUSTAINABILITY REPORT 2017
GRI 102: General 
Disclosures 2016
102-37 Stakeholders’ involvement in remuneration.
Corporate identity page 53.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-38 Ratio of the annual total compensation for the organisation’s highest-
paid individual in each country of significant operations to the median annual 
total compensation for all employees (excluding the highest-paid individual) in 
the same country.
The ratio between remuneration for the highest-paid individual and average 
employee for 2017 is given by retributive multiple 7.3, which is compared to a 
mean value of 14.8 of peer companies. See also Remuneration Report 2017, 
available from the Acea website (www.acea.it) 
Corporate identity page 53.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-39 Report the ratio of percentage increase in annual total compensation 
for the organisation’s highest-paid individual to the median percentage increase 
in annual total compensation for all employees (excluding the highest-paid 
individual) in the same country.
The company chose to only provide the datum concerning the ratio between 
the remuneration of the highest-paid individual and the median remuneration of 
the employees, in line with the Glass Lewis European guidelines, one of the main 
proxy advisors. 
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
STAKEHOLDER ENGAGEMENT
102-40 List of stakeholder groups engaged by the organisation.
Disclosing sustainability: methodological note page 13; Corporate identity pages 58 et 
seq.; Relations with stakeholders pages 69 et seq., 81 et seq., 85 et seq., 90 et seq., 
101 et seq., 104 et seq., 108 et seq., 111 et seq., 119 et seq., 122, 131, 133, 135, 137, 
139, 145, 146 et seq., 149 et seq.; Relations with the environment page 166.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-41 Percentage of employees covered by collective bargaining agreements.
Relations with stakeholders page 131.
Art. 3 paragraph 2, letter d): aspetti 
social aspects and aspects related to 
staff management
102-42 Basis for identification and selection of stakeholders with whom to 
engage.
Disclosing sustainability : methodological note page 13; Corporate identity pages 58 et seq.; 
Relations with stakeholders pages 69 et seq. 82 et seq., 85 , 88 et seq., 91, 101 et seq., 
104 et seq., 108 et seq., 111 et seq., 119 et seq., 122 et seq., 131, 133, 135, 137, 139, 143, 
145, 146 et seq., 149 et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-43 Approach to stakeholder engagement (including frequency of engagement 
by type and by stakeholder group and an indication of whether any of the 
engagement was undertaken specifically as part of the report preparation process).
Disclosing sustainability: methodological note page 13; Corporate identity pages. 58 et 
seq.; Relations with stakeholders pages 69 et seq., 81 et seq., 85, 88 et seq., 90 et 
seq., 101 et seq., 104 et seq., 108 et seq., 111 et seq., 119 et seq., 122, 131, 133, 135 
et seq., 139 et seq., 141 et seq., 143, 145 et seq., 148 et seq., 150 et seq.; Relations 
with the environment page 166.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model
102-44 Key topics and concerns that have been raised through stakeholder 
engagement (including how the organisation has responded to those key topics 
and concerns, including through its reporting and the stakeholder groups, etc.).
Disclosing sustainability: methodological note page 13; Corporate identity pages. 58 et 
seq., Relations with stakeholders pages 69 et seq. Table no. 12, 82 et seq., 85, 88 et 
seq., 90 et seq., 101 et seq., 104 et seq., 112, 119 et seq., 122, 131 et seq., 135, 145, 
147 et seq., 150 et seq.
Art. 3 paragraph 1, letter a): the 
corporate management and organisation 
model
REPORTING PRACTICE 
102-45 List of all entities included in the organisation’s consolidated financial 
statements. Specify whether any entity included in the organisation’s 
consolidated financial statements is not covered by the report. 
The indicator is also shown in the report each time the reference boundary of 
the disclosure changes. Such shift in some cases is simply to be correlated to 
the various business sectors (and related pertaining companies) accounted for, 
in others it must be related to the centralised management of some data which, 
by virtue of the activities managed under service, does not include the whole 
accounting scope. 
Disclosing sustainability: methodological note, page 16; Relations with stakeholders pages 66, 
116; Relations with the environment pages 160, 165, 168; Sustainability Report page 231.
Art. 4 paragraph 1: the consolidated 
declaration includes the data of 
the parent company, of its fully 
consolidated subsidiaries

211
GRI STANDARD CONTENT INDEX
GRI 102: General 
Disclosures 2016
102-46 Process for defining the report content and the topic Boundaries 
(including an explanation of how the organisation has implemented the 
Reporting Principles for defining report content).
Disclosing sustainability: methodological note pages 13 et seq., 15 et seq., 18 et seq.: 
Corporate identity page 31 et seq.
Art. 3 paragraph 1, letter a): the corporate 
management and organisation model 
Art. 4 paragraph 1: necessary measure 
to ensure the understanding of the 
group's activity, its progress, its results 
and the impact produced by it
102-47 List of the material aspects identified in the process for defining report 
content.
Disclosing sustainability: methodological note, pages 13 et seq., 15, table no. 1 ; GRI 
Standards Content Index pages 206 et seq.
Art. 4 paragraph 1: necessary measure 
to ensure the understanding of the 
group's activity, its progress, its results 
and the impact produced by it
102-48 Effect of any restatements of information given in previous reports, and 
the reasons for such restatements (mergers or acquisitions, change of base years 
or periods, nature of business, measurement methods).
Any recalculations or aggregations implying changes respect to that published in 
2016 are adequately marked and grounded in the report.
Disclosing sustainability: methodological note, page 16; Relations with stakeholders 
pages 117 note 78, 118, 124 note 85, 135; Relations with the environment page 181.
Art. 3 paragraph 3: the information 
[...] is provided with a comparison in 
relation to those provided in previous 
years
102-49 Significant changes respect to the previous reporting period in the list  
of material topics and topic Boundaries. 
Disclosing sustainability: methodological note, pages 13 et seq., 15 et seq. 
Environmental Accounts page 236.
Art. 3 paragraph 3: the information 
[...] is provided with a comparison in 
relation to those provided in previous 
years
102-50 Reporting period for the information provided (for example, the fiscal  
or calendar year).
Disclosing sustainability: methodological note page 12.
Art. 2 paragraph 1: public interest 
entities draw up a declaration for each 
financial year
Art. 3 paragraph 3: the information 
[...] is provided with a comparison in 
relation to those provided in previous 
years 
102-51 Date of the most recent previous report.
Disclosing sustainability: methodological note page 12.
n/a
102-52 Reporting cycle (for example, annual or biennial).
Disclosing sustainability: methodological note page 12.
Art. 2 paragraph 1: public interest 
entities draw up a declaration for each 
financial year
102-53 Contact point for questions regarding the report or its contents. 
Disclosing sustainability: methodological note page 18.
n/a
102-54 Claims of reporting in accordance with the GRI Standards (either: 
i. “This report has been prepared in accordance with the GRI Standards: Core option”,  
ii. “This report has been prepared in accordance with the GRI Standards: Comprehensive 
option”). 
Disclosing sustainability: methodological note page 12 and GRI Standard Content 
Index Standard pages 206 et seq.
Art. 3 paragraph 3: reporting  
standard used
102-55 GRI content index, which specifies each of the GRI Standards used and 
lists all disclosures included in the report (for each disclosure, the content index 
shall include: the number of the disclosure, the page number(s) or URL(s) where 
the information can be found, if applicable, and where permitted, the reason(s) for 
omission when a required disclosure cannot be made, etc); include any additional 
material topics reported on which are not covered by the GRI Standards.
GRI Standard Content Index Standard pages 206 et seq.
Art. 3 paragraph 3: reporting  
standard used
102-56 External assurance (the reporting organisation shall report a description 
of the organisation’s policy and current practice with regard to seeking external 
assurance for the report; a reference to the external assurance report; the 
relationship between the organisation and the assurance provider; whether and 
how the highest governance body or senior executives are involved in seeking 
external assurance for the organisation’s sustainability report). 
Disclosing sustainability: methodological note page 12 and Opinion Letter page 265.
Art. 3 paragraph 10: verification [..] 
of the declaration of a non-financial 
nature

212
ACEA GROUP / SUSTAINABILITY REPORT 2017
MATERIAL TOPIC-SPECIFIC STANDARDS 
GRI 200: ECONOMIC TOPICS 2016 
TOPIC
ECONOMIC PERFORMANCE
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Corporate identity pages 29 et seq., 33.
Topic Boundary: Acea Group
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced 
103-2 The management approach and its components.
Corporate identity pages 29 et seq., 33.
Art. 3 paragraph 1 letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity pages 29 et seq., 33.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 201: 
Economic 
performance in 2016
201-1 Direct economic value generated and distributed (including revenues, 
operating costs, employee wages and benefits, payments to providers of capital, 
payments to government and community investments, economic value retained).
Corporate identity pages 30 table no. 7, 58, 63 et seq.; Relations with 
stakeholders pages 129, 144, 146.
Art. 3 paragraph 1, letter d): social 
aspects and aspects relating to staff 
management 
201-2 Financial implications and other risks and opportunities due to climate 
change 
Corporate identity pages 30, 35, 38 et seq., Relations with the environment 
pages 157, 175.
Art. 3 paragraph 1, letter c): the impact 
[...] on the environment 
201-3 Defined benefit plan obligations and other retirement plans.
Relations with stakeholders pages 129, 130 table no. 39.
Art. 3 paragraph 1, letter d): social 
aspects and aspects relating to staff 
management 
201-4 Financial assistance received from government. 
Corporate identity page 63 nota 20.
n/a
TOPIC
INDIRECT ECONOMIC IMPACTS
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity pages 58 et seq.; Relations with stakeholders pages 74, 111, 116.
Topic Boundary: main Group companies; local community;
suppliers.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced 
103-2 The management approach and its components. 
Corporate identity pages 58 et seq.; Relations with stakeholders pages 74, 111, 116. 
Art. 3 paragraph 1 letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach. 
Corporate identity pages 59 et seq.; Relations with stakeholders pages 74, 116. 
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 203: Indirect 
economic impacts 
2016
203-1 Infrastructure investments and services supported (the organisation shall 
report: the extent of development of significant infrastructure investments; 
current or expected impacts oncommunities, including positive and negative 
impacts where relevant; whether these investments and services are commercial, 
in-kind, or pro bono engagements, etc.). 
Corporate identity pages 58 et seq.; Relations with stakeholders pages 74 et seq., 
81 et seq., 83 et seq., 85 et seq., 88 et seq., 92, 111, 150 chart no. 41.
Art. 3 paragraph 2, letter c): the 
impact […] on the environment and on 
health and safety
203-2 Significant indirect economic impacts (examples of significant identified 
indirect economic impacts of the organisation, including positive and negative 
impacts, etc.).
Corporate identity pages 58 et seq. ; Relations with stakeholders pages 67, 74 et 
seq., 81 et seq., 83 et seq., 86, 88, 111, 114, 116 et seq., 118 table no. 33 e table no. 
34 ; Relations with the environment page 175.
Art. 3 paragraph 2, letter c): the 
impact […] on the environment and on 
health and safety

213
GRI STANDARD CONTENT INDEX
TOPIC
PROCUREMENT PRACTICES 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Corporate identity page 56; Relations with stakeholders pages 114 et seq.
Topic Boundary: main Group companies; suppliers.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced 
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders pages 114 et seq.
Art. 3 paragraph 1, letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders pages 114 et seq.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them
GRI 204: 
Procurement 
practices 2016
204-1 Proportion of spending on local suppliers.
No specific preferential strategy is foreseen for local suppliers, even though, 
particularly for provisioning works, the prevalence of local suppliers comes about 
naturally.
Relations with stakeholders pages 116 et seq., 118 table no. 34
Art. 3 paragraph 1, letter b):  
non-financial key performance 
indicators
TOPIC
ANTI-CORRUPTION 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity pages 54, 56; Relations with stakeholders pages 137 et seq.
Topic Boundary: Acea Group
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced 
103-2 The management approach and its components. 
Corporate identity pages 54, 56; Relations with stakeholders pages 137 et seq. 
Art. 3 paragraph 1 letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity pages 54, 56; Relations with stakeholders pages 137 et seq. 
Art. 3 paragraph 1, letter b): the 
policies practised by the company […] 
and the results achieved through them
GRI 205:  
Anti-corruption 2016
205-1 Total number and percentage of operations assessed for risks related to 
corruption. Significant risks related to corruption identified through the risk 
assessment.
Corporate identity page 54.
Art. 3 paragraph 1, letter c): the main 
risks generated or suffered
Art. 3 paragraph 2, letter f): fight 
against both active and passive 
corruption 
205-2 Communication and training about anti-corruption policies and 
procedures (total number and percentage of employees that the organisation’s 
anti-corruption policies and procedures have been communicated to, etc.). 
The frontal training activity issued by the Internal Audit Function in 2017 
continued, involving about 100 employees from Acea Energia and Acea8cento, 
having as subject matter Model 231 and the corporate Code of Ethics, with 
particular reference to the whistleblowing procedure and irregularities committed 
by employees, also traceable to specific cases of passive corruption. The top 
management of Acea SpA (Chairman, CEO and 2 members of the BoD) 
and about 100% of Managers holding positions in the BoD of the Companies 
within the Sustainability Report boundary have been trained on decree 231/01 – 
which contemplates corruption among the alleged crimes - and on the related 
normatives and internal policies put in place as safeguards (Code of Ethics 
and MOG 231). Furthermore, 1,220 employees and senior managers in the 
companies within the boundary undertook e-learning courses in the context 
of 231. Business partners entering into relations with Acea are required to be 
familiar with and sign the Acea Code of Ethics.
Relations with stakeholders pages 137 et seq.
Art. 3 paragraph 1 letter a): 
the business management and 
organisational model 
Art. 3 paragraph 2, letter f): fight 
against both active and passive 
corruption
205-3 Confirmed incidents of corruption and actions taken (total number and 
nature of confirmed incidents of corruption, etc.).
No episodes of corruption were registered.
Art. 3 paragraph 2, letter f): fight 
against both active and passive 
corruption

214
ACEA GROUP / SUSTAINABILITY REPORT 2017
TOPIC
ANTI-COMPETITIVE CONDUCT 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Relations with stakeholders pages 115, 137.
Topic Boundary: Acea Group
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced
103-2 The management approach and its components.
Relations with stakeholders pages 115, 137.
Art. 3 paragraph 1, letter a): the business 
management and organisational model
Art. 3 paragraph 1, letter b): lthe 
policies applied by the company 
103-3 Evaluation of the management approach.
Relations with stakeholders pages 115, 137.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 206:  
Anti-competitive 
conduct 2016
206-1 Legal actions for anti-competitive behaviour, anti-trust, and monopoly 
practices (Number of legal actions pending or completed including any decisions 
or judgments).
Relations with stakeholders page 147.
Art. 3 paragraph 1, letter b):  
non-financial key performance 
indicators 
GRI 300: ENVIRONMENTAL TOPICS 2016
TOPIC
MATERIALS
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Corporate identity page 56; Environmental accounts page 231.
Topic Boundary: main Group companies
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced
103-2 The management approach and its components.
Corporate identity page 56; Environmental accounts page 231
Art. 3 paragraph 1, letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Environmental accounts page 231.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 301:  
Materials 2016
301-1 Materials used by weight or volume (materials that are used to produce 
and package the organisation’s primary products and services, by non-renewable 
and renewable materials used).
Relations with the environment page 177 and table no. 63; Environmental accounts 
pages 231, 239, 241, 242.
Art. 3 paragraph 2, letter c): the 
impact […] on the environment 
301-2 Percentage of recycled input materials used to manufacture the 
organisation’s primary products and services.
Non material: in light of the materials used (301-1), which are mainly chemical, 
the indicator is not material.
Art. 3 paragraph 2, letter c): the 
impact […] on the environment 
301-3 Percentage of reclaimed products and their packaging materials for each 
product category. 
Non applicable. 
Art. 3 paragraph 2, letter c): the 
impact […] on the environment 
TOPIC
ENERGY
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity pages 31 et seq., 33, 56; Relations with stakeholders page 137; 
Relations with the environment page 161. 
Topic Boundary: main Group companies; suppliers.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced 
103-2 The management approach and its components.
Corporate identity pages 31 et seq., 33, 56; Relations with stakeholders page 137; 
Relations with the environment page 161.
Art. 3 paragraph 1, letter a): the business 
management and organisational model
Art. 3 paragraph 1, letter b): the 
policies applied by the company

215
GRI STANDARD CONTENT INDEX
GRI 103: 
Management 
approach 2016
103-3 Evaluation of the management approach.
Corporate identity pages 31 et seq., 33, 56; Relations with stakeholders page 137; 
Relations with the environment page 161. 
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 302: 
Energy 2016
302-1 Energy consumption within the organization. 
Relations with stakeholders page 106; Relations with the environment page 174.
Art. 3 paragraph 2, letter a):  
use of energy resources 
302-2 Energy consumption outside of the organization. 
Relations with the environment pages 175 et seq.
Art. 3 paragraph 2, letter a): 
use of energy resources 
302-3 Energy intensity.   
Relations with the environment pages 174, 175.
Art. 3 paragraph 2, letter a): 
use of energy resources 
302-4 Limitation of energy consumption.
Relations with stakeholders page 106; Relations with the environment 
pages 175, 176 et seq.
Art. 3 paragraph 2, letter a): 
use of energy resources 
302-5 Reductions in energy requirements of products and services.
Non material: The Group does not sell products or services for which the 
indicator could be considered as materials.
Art. 3 paragraph 2, letter a): 
use of energy resources 
TOPIC
WATER
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity pages 31 et seq., 33, 56; Relations with the environment 
pages 158, 168.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced  
103-2 The management approach and its components.
Corporate identity pages 31 et seq., 33, 56; Relations with the environment 
pages 158, 168.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity pages 31 et seq., 33, 56; Relations with the environment 
pages 158, 168.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 303: 
Water 2016
303-1 Total volume of water withdrawn, with a breakdown by source.  
The division by source of water withdrawals is illustrated by single operator in the 
Environmental accounts. Civil and process water consumption is shown in table no. 
63 of Relations with the environment.
Relations with the environment pages 177 et seq. e table no. 63; 
Environmental accounts pages 236, 237.
Art. 3 paragraph 2, letter a): 
the use of water resources 
303-2 Water sources significantlyaffected by withdrawal of water.
Relations with the environment page 158.
Art. 3 paragraph 2, letter a): 
the use of water resources 
303-3 Percentage and total volume of water recycled and reused.
Relations with the environment pages 177 et seq. e table no. 63.
Art. 3 paragraph 2, letter a): 
the use of water resources 
TOPIC
BIODIVERSITY
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with the environment page 157.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced  
103-2 The management approach and its components.
Corporate identity page 56; Relations with the environment page 157, 171.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b):  
the policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with the environment page 157.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 304: 
Biodiversity 2016
304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas 
and areas of high biodiversity value outside protected areas. 
Relations with the environment page 157 et seq.
Art. 3 paragraph 2, letter c): 
the impact […] on the environment

216
ACEA GROUP / SUSTAINABILITY REPORT 2017
GRI 304:  
Biodiversity 2016
304-2 Significant impacts of activities, products, and services on biodiversity. 
Relations with the environment pages 157 et seq., 159, 164.
Art. 3 paragraph 2, letter c):  
the impact […] on the environment 
304-3 Habitats protected or restored.  
Relations with the environment pages 157 et seq., 159.
Art. 3 paragraph 2, letter c):  
the impact […] on the environment
304-4 IUCN Red List species and national conservation list species with 
habitats in areas affected by operations, by level of extinction risk.
Non material: at the current time this item is not monitored, because in the 
territories in which the Group operates, we are not aware of the presence of 
species listed in the red list. 
Art. 3 paragraph 2, letter c):  
the impact […] on the environment
TOPIC
ISSUES
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with the environment pages 157, 179 et seq.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced  
103-2 The management approach and its components.
Corporate identity page 56; Relations with the environment pages 157, 179 et seq.
Art. 3 paragraph 1 letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with the environment pages 157, 179 et seq.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 305: 
Issues 2016
305-1 Direct (Scope 1) GHG emissions.
The CO2 biogenic was calculated for the Environment area and in 2017 it was 
equal to about 276,000 tonnes.
Relations with the environment pages 180, 181 table no. 67; Environmental accounts 
pages 244, 246.
Art. 3 paragraph 2, letter b): 
greenhouse gas emissions
305-2 Energy indirect (Scope 2) GHG emissions
Relations with the environment pages 180, 181 table no. 67; Environmental accounts 
pages 244 et seq.
Art. 3 paragraph 2, letter b): 
greenhouse gas emissions
305-3 Other indirect (Scope 3) GHG emissions.
Relations with the environment page 180.
Art. 3 paragraph 2, letter b): 
greenhouse gas emissions
305-4 GHG emissions intensity.
Relations with the environment pages 181 e table no. 67.
Art. 3 paragraph 2, letter b): 
greenhouse gas emissions
305-5 Reduction of GHG emissions as a direct result of reduction 
initiatives.  
All the initiatives are of a voluntary nature, with the exception of a regulatory 
obligation, which is not quantitative, concerning the change in voltage from 220 
to 400V in the LV network: the impact of such intervention in 2017 was about 
a 2000 MWh reduction on the total (i.e. 720 tonnes of CO2 out of the total  
2,600 for Areti).
Relations with the environment pages 164, 175, 176 s., 177 table no. 62, 181 table 
no. 67.
Art. 3 paragraph 2, letter b): 
greenhouse gas emissions
305-6 Emissions of ozone-depleting substances (ODS).  
Relations with the environment page 181; Environmental accounts pages 239, 242.
Art. 3 paragraph 2, letter b): 
lgreenhouse gas emissions
305-7 Nitrogen oxides (NOx), sulphur oxides (SOx), and other significant air 
emissions.   
Relations with the environment page 181 table no. 66; 
Environmental accounts pages 244 et seq.
Art. 3 paragraph 2, letter b): pollutant 
emissions into the atmosphere
TOPIC
EFFLUENTS AND WASTE
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with the environment page 171, Environmental 
accounts page 231.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced

217
GRI STANDARD CONTENT INDEX
103-2 The management approach and its components.
Corporate identity page 56; Relations with the environment page 171, 
Environmental accounts page 231.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with the environment page 171, 
Environmental accounts page 231.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 306: 
The effluents 
and wastes 2016
306-1 Water discharge by quality and destination.
The water used by Acea structures for “civil/hot water” undergoes the same 
standard purification process to which all town waste water is submitted. The 
environmental impact produced on the receiving body of water from the 
discharge of purified water from all the plants is not significant.
Environmental accounts page 237.
Art. 3 paragraph 2, letter a):  
the use of water resources 
306-2 Waste by type and disposal method. 
The total hazardous waste products is equal to 80,576 t; the total non hazardous 
waste products is equal to 196,724 t (of which 135,741 is sludge, sand and 
gratings).a percentage of the hazardous and non hazardous waste sent for 
recycling is equal to 57%. Differentiated collection obtained about 1,030 tonnes 
of paper in 2017 (-7% compared to 2016) and 604 tonnes of plastic (-0.4% 
compared 2016). There is no detailed information at this time regarding the type 
of disposal inasmuch as code R13 of the normative in force on waste (most used 
by disposal operators) does not permit the identification thereof. 
Relations with the environment page 167, Environmental accounts pages 244, 245, 
246.
Art. 3 paragraph 2, letter c):  
the impact […] on the environment 
306-3 Total number and volumes of significant spillages.
In 2017, there were no significant released into the environment of polluting 
substances such as mineral oil, fuels or chemical products.
Art. 3 paragraph 2, letter c): 
the impact […] on the environment 
306-4 Weight of waste classified as hazardous according to the Basel 
Convention (Annexes I, II, III and VIII) that is not transported, imported, 
exported or processed and their percentage transported abroad.  
Non-material: flows of waste abroad are monitored for each company.  
No movement of waste abroad was recorded for 2017.
Art. 3 paragraph 2, letter c): 
the impact […] on the environment
306-5 Identity, dimension, safeguarding and value of the biodiversity of the 
water bodies and related ecosystems struck significantly by drains and washing 
water of the organisation.
No drain to report that significantly affects the habitats and biodiversity.
Art. 3 paragraph 2, letter c): 
the impact […] on the environment
TOPIC
ENVIRONMENTAL COMPLIANCE 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with stakeholders page 137; Relations with the 
environment page 159. 
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders page 137; Relations with the 
environment page 159.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders page 137; Relations with the 
environment page 159. 
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 307: 
Environmental 
Compliance 2016
307-1 Non-compliance with environmental laws and regulations. Total monetary 
value of significant fines; total number of non-monetary sanctions, etc.  
Relations with stakeholders page 147; Relations with the environment page 159.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them

218
ACEA GROUP / SUSTAINABILITY REPORT 2017
TOPIC
SUPPLIER ENVIRONMENTAL ASSESSMENT 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with stakeholders page 116; Relations with the 
environment pages 157, 175.
Topic Boundary: main Group companies; suppliers.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders pages 116, 119, 120, 121; 
Relations with the environment pages 157, 175.
Art. 3 paragraph 1, letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders pages 115, 116, 121; 
Relations with the environment pages 157, 175.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 308: 
Supplier 
Environmental 
Assessment 2016
308-1 Percentage of new suppliers that were screened using environmental criteria.
100% of suppliers registered for qualification systems. By way of compulsory 
requirement for registration with the Acea active qualification systems, in fact, 
all suppliers must fill in self-assessment questionnaires, which include social and 
environmental questions.
Relations with stakeholders pages 115, 119, 120, 121, 122; Relations with the 
environment pages 157, 175, 180.
Art. 3 paragraph 1, letter c): The main 
risks generated or suffered [...] deriving 
from the business, its products, 
services or commercial relations, 
including, where relevant, the supply 
and subcontracting chains
308-2 Actual and potential negative environmental impacts in the supply chain 
and actions taken.  
Relations with stakeholders pages 119, 120, 121, 122; Relations with the environment 
pages 157, 175, 180.
Art. 3 paragraph 1, letter c): The main 
risks generated or suffered [...] deriving 
from the business, its products, 
services or commercial relations, 
including, where relevant, the supply 
and subcontracting chains
Art. 3 paragraph 2, letter c): the 
impact […] on the environment
GRI 400: SOCIAL TOPICS 2016
TOPIC
EMPLOYMENT
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.  
Corporate identity page 56; Relations with stakeholders pages 124, 136.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced  
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders pages 124, 136.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders pages 124, 136.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 401:
Employment 2016
New employee hires and employee turnover. Total number and rate, by age 
group, gender and region. 
Relations with stakeholders pages 115, 123, 124, 126 table no. 36, 127 table no. 
37, 128.
Art. 3 paragraph 2, letter d): aspects 
relating to staff management
401-2 Benefits provided to full-time employees that are not provided to 
temporary or part-time employees.
Relations with stakeholders page 140
Art. 3 paragraph 2, letter d): aspects 
relating to staff management

219
GRI STANDARD CONTENT INDEX
GRI 401:
Employment 2016
401-3 Parental leave. Total number of employees that were entitled to parental 
leave, that took parental leave, that returned to work after parental leave ended, 
by gender, etc.
Acea operates in compliance with the Consolidated Act on the protection and 
support of maternity and paternity (Italian Legislative Decree no. 151/2001 as 
subsequently amended and supplemented), which regulates leave, rest, permits 
and economic support to workers connected with the maternity and paternity of 
natural, adopted and fostered children. 
The legislation bans any discrimination for reasons based on gender, with specific 
regards to any less favourable treatment due to being pregnant, a mother or a 
father; it establishes compulsory maternity for a period running from two months 
before and three months after delivery and guarantees that the job will be kept 
during that period, laying down a ban on dismissal; it also establishes that the 
resource will be returned to the duties carried out prior to the leave or equivalent 
duties, envisaging sanctions for any employers breaching this law. Therefore, 100% 
of employees using this type of leave, maintain their job and return to work.
382 employees in 2017 made use of parental leave, of whom 142 were men and 
240 were women. Everyone, at the end of the leave period, returned to work.
Art. 3 paragraph 2, letter d): aspects 
relating to staff management  
Art. 3 paragraph 2, letter e):  action 
taken to prevent discriminatory action 
or behaviour 
TOPIC
LABOR/MANAGEMENT RELATIONS 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Relations with stakeholders page 131. 
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced   
103-2 The management approach and its components. 
Relations with stakeholders page 131. 
Art. 3 paragraph 1, letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Relations with stakeholders page 131.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 402:
Labor/Management 
Relations 2016
402-1 Minimum notice periods regarding operational changes. Report whether 
the notice period and provisions for consultation and negotiation are specified in 
collettive agreements.
Relations with stakeholders pages 131 et seq.
Art. 3, paragraph 2, letter d): method 
by which dialogue is entertained with 
the corporate parties
TOPIC
Occupational Health and Safety 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with stakeholders pages 135, 137, 148.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced   
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders pages 135, 137, 148.
Art. 3 paragraph 1, letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders pages 135, 137, 148.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 403:
Occupational Health 
and Safety 2016
403-1 Workers representation in formal joint management–worker health and 
safety committees.
In Acea, the provisions are respected of Italian Legislative Decree no. 81/2008 on 
health and safety at work. Therefore, by means of 65 appointed figures who take 
part in formal commissions (comprising management and worker representatives), 
in order to monitor and consult worker health and safety protection, as envisaged by 
Italian Legislative Decree no. 81/08, 100% of workers are represented.
Relations with stakeholders page 133.
Art. 3 paragraph 2, letter c): the 
impact […] on health and safety  
Art. 3 paragraph 2, letter d): aspects 
relating to staff management

220
ACEA GROUP / SUSTAINABILITY REPORT 2017
GRI 403:
Occupational Health 
and Safety 2016
403-2 Types of injury and rates of injury, occupational diseases, lost days, and 
absenteeism, and number of work-related fatalities, by gender and region. 
In 2017, the absenteeism rate is 3.79% (3.78% male absenteeism rate and 3.84% 
female absenteeism rate).
Relations with stakeholders pages 122, 132 and chart no. 38, 133, 135, table no. 40.
Art. 3 paragraph 2, letter c): the 
impact […] on health and safety  
Art. 3 paragraph 2, letter d): aspects 
relating to staff management
403-3 Workers with high incidence or high risk of diseases related to their 
occupation.
Relations with stakeholders pages 133, 135.
Art. 3 paragraph 2, letter c): the 
impact […] on health and safety  
Art. 3 paragraph 2, letter d): aspects 
relating to staff management 
403-4 Health and safety topics covered in formal agreements with trade unions.
Relations with stakeholders pages 131, 133.
Art. 3 paragraph 2, letter c): the 
impact […] on health and safety  
Art. 3 paragraph 2, letter d): aspects 
relating to staff management 
[...] method by which dialogue is 
entertained with the corporate parties 
TOPIC
TRAINING AND EDUCATION 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with stakeholders pages 135, 136, 141.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced   
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders pages 135, 136, 141.
Art. 3 paragraph 1 letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders pages 135, 136, 141.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 404:
Training and 
Education 2016
404-1 Average hours of training per year per employee; by gender and 
employee category. 
Relations with stakeholders pages 138 and chart no. 39 and table no. 41.
Art. 3 paragraph 2, letter d): aspects 
relating to staff management 
404-2 Programs for upgrading employee skills and transition assistance 
programs. 
Relations with stakeholders pages 135, 136 et seq.
Art. 3 paragraph 2, letter d): aspects 
relating to staff management 
404-3 Percentage of employees receiving regular performance and career 
development reviews.
In 2017, under the scope of the current Staff Management System, all staff of 
the Group companies in the reporting period were assessed (100%).  
Relations with stakeholders page 141.
Art. 3 paragraph 2, letter d): aspects 
relating to staff management 
TOPIC
DIVERSITY AND EQUAL OPPORTUNITIES
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Relations with stakeholders pages 129, 142 et seq.
Topic Boundary: main Group companies.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced   
103-2 The management approach and its components.
Relations with stakeholders pages 129, 142 et seq.
Art. 3 paragraph 1, letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Relations with stakeholders pages 129, 142 et seq.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them

221
GRI STANDARD CONTENT INDEX
GRI 405:
Diversity and Equal 
Opportunity 2016
405-1 Diversity of governance bodies and employees. Percentage of 
individuals within the organization’s governance bodies, by gender, age group 
and other indicators of diversity. Percentage of employees per employee 
category, by gender, age group and other indicators of diversity.
The figure, relative to all companies in the scope of the consolidated non-
financial Statement, is presented in the Report, divided up by gender; data on age 
and other diversity indicators is not available.
Corporate identity page 51; Relations with stakeholders pages 126 and chart no. 35 
and table no. 36, 128 and table nos. 38, 141, 142 et seq.
Art. 3 paragraph 2, letter d): social 
aspects and aspects relating to staff 
management
405-2 Ratio of basic salary and remuneration of women to men for each 
employee category, by significant locations of operation. 
The collective national employment contract applied in Acea envisages equal 
remuneration for men and women of equal classification. 
Relations with stakeholders page 129 and chart no. 37.
Art. 3 paragraph 2, letter d): social 
aspects and aspects relating to staff 
management
TOPIC
LOCAL COMMUNITIES
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.  
Corporate identity pages 56, 58 et seq; Relations with stakeholders pages 69 et seq., 
74, 82, 85, 88, 89, 91, 108, 146, 147 et seq.
Topic Boundary: main Group companies and various stakeholders.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced 
103-2 The management approach and its components.
Corporate identity pages 56, 58 et seq.; Relations with stakeholders pages 69 et seq., 
74, 82, 85, 88, 89, 91, 108, 146, 147 et seq. 
Art. 3 paragraph 1 letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity pages 56, 58 et seq.; Relations with stakeholders pages 69 et seq., 
74, 82, 85, 88, 89, 91, 108, 146, 147 et seq.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 413:
Local communities 
2016
413-1 Operations with local community engagement, impact assessments, and 
development programs. 
100% of the main Group companies implement initiatives to involve stakeholders.
Disclosing sustainability: methodological note page 13; Corporate identity pages 55, 57, 
table no. 8, 58 et seq.; Relations with stakeholders pages 69, 81 et seq., 85 et seq., 88 
et seq., 91, 105, 108 et seq., 112, 114 et seq., 119, 120 et seq., 122, 150; Relations with 
the environment page 166.
Art. 3 paragraph 2, letter c): the 
impact […] on the environment and on 
health and safety 
413-2 Operations with significant actual and potential negative impacts on local 
communities.  
Corporate identity pages 58 et seq.; Relations with stakeholders pages 147 et seq.; 
Relations with the environment page 160. 
Art. 3 paragraph 2, letter c): the 
impact […] on the environment and on 
health and safety 
TOPIC
SUPPLIER SOCIAL ASSESSMENT
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Corporate identity page 56. 
Topic Boundary: main Group companies; suppliers.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced 
103-2 The management approach and its components.
Corporate identity page 56. Relations with stakeholders pages 119, 120 et seq.
Art. 3 paragraph 1 letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56. Relations with stakeholders pages 115, 121.
Art. 3 paragraph 1, letter b): lthe 
policies applied by the company [...] 
and the results achieved through them

222
ACEA GROUP / SUSTAINABILITY REPORT 2017
GRI 414:
Supplier Social 
Assessment 2016
414-1 Percentage of new suppliers that were screened using social criteria.  
100% of suppliers registered for qualification systems. By way of compulsory 
requirement for registration with the Acea active qualification systems, in fact, 
all suppliers must fill in self-assessment questionnaires, which include social and 
environmental questions.
Relations with stakeholders pages 119, 122.  
Art. 3 paragraph 1, letter c): the main 
risks generated or suffered [...] deriving 
from the business, its products, 
services or commercial relations, 
including, where relevant, the supply 
and subcontracting chains
Art. 3 paragraph 2, letter c): the 
impact […] on health and safety
414-2 Negative social impacts in the supply chain and actions taken.
Relations with stakeholders pages 119, 122. 
Art. 3 paragraph 2, letter c): the 
impact […] on health and safety 
TOPIC
PUBLIC POLICY
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Relations with stakeholders pages 146 et seq. 
Topic Boundary: mail Group companies. 
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced  
103-2 The management approach and its components.
Relations with stakeholders pages 146 et seq.
Art. 3 paragraph 1 letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Relations with stakeholders pages 146 et seq.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 415:
Public Policy 2016
415-1 Political contributions. Total monetary value of financial and in-kind 
political contributions made directly and indirectly by the organization by 
country and recipient/beneficiary.
Relations with stakeholders page 146.
Art. 3 paragraph 2, letter f): fight against 
both active and passive corruption 
TOPIC
CUSTOMER HEALTH AND SAFETY 
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Corporate identity page 56; Relations with stakeholders pages 87 et seq. 89 et seq., 
147 et seq.; Relations with the environment pages 164, 168.
Topic Boundary: main Group companies; customers; community.
Art. 4, paragraph 1: : the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced   
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders pages 87 et seq. 88 et seq. 
90, 91 et seq., 147 et seq. Relations with the environment pages 164, 168.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56. Relations with stakeholders pages 87 et seq. 89 et seq., 
147 et seq. Relations with the environment pages 164,168.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 416:
Customer Health  
and Safety 2016
416-1 Assessment of the health and safety impacts of product and service categories.
Corporate identity pages 55, 57 table no. 8; Relations with stakeholders pages 87, 
89, 90 et seq., 92, 150; Relations with the environment pages 164, 168 et seq.
Art. 3 paragraph 2 letter c): The 
impact […] on health and safety
416-2 Incidents of non-compliance concerning the health and safety impacts of 
products and services.
Relations with the environment page 159.
Art. 3 paragraph 2, letter c): the 
impact […] on health and safety

223
GRI STANDARD CONTENT INDEX
TOPIC
MARKETING AND LABELING
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Relations with stakeholders pages 69, 74 et seq. 76 et seq., 82, 83, 85, 101 et seq., 
103 et seq., 122, 147.
Topic Boundary: main Group companies; customers.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced  
103-2 The management approach and its components.
Relations with stakeholders pages  74 et seq. 76 et seq. 80, 82 et seq., 85 et seq., 
101 et seq., 103 et seq., 122, 147.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Relations with stakeholders pages 74 et seq. 76 et seq., 82 et seq., 85 et seq., 101 et 
seq., 103 et seq., 122, 147.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 417:
Marketing and 
Labeling 2016
417-1 Requirements for product and service information and labeling.
The international indicator GRI, by virtue of the reference made to “services” 
as well as to products, is reported, adjusting it to the national context and the 
operations of a multiutility, both in respect of parameters relating to the quality 
of water distributed and in respect of the quality performance of the services 
managed (commercial, contractual and technical - of continuity), in the water 
area and energy area, subject to regulation by the sector authority, monitored by 
corporate procedures and communicated.  
Relations with stakeholders pages 74 et seq., 76 et seq., 77 table no. 13, 80 table 
no. 14 and 15, 82 et seq., 83 table no. 19, 85, 87 and table no. 21, 90 and table 
no. 24, 93 et seq., 94 table no. 28, 96 table no. 29, 98 table no. 30, 100 et seq., 
103 et seq., 106 table no. 32; Relations with the environment page 168.
Art. 3 paragraph 1, letter b): non-
financial key performance indicators 
417-2 Total number of incidents of non-compliance with regulations and/or 
voluntary codes concerning product and service information and labeling.
Relations with stakeholders pages 74 et seq., 76 et seq., 77 table no. 13, 80  table 
nos. 14,and 15, 82 et seq. 83 table no. 19, 93 et seq., 94 table no. 28, 96 table 
no. 29, 98 table no. 30, 101 et seq., 104 et seq., 106 table no. 32, 147.
Art. 3 paragraph 1, letter b): non-
financial key performance indicators
417-3 Total number of incidents of non-compliance with regulations and/or 
voluntary codes concerning marketing communications, including advertising, 
promotion, and sponsorship.
Relations with stakeholders pages 122,147.
Art. 3 paragraph 1, letter b): non-
financial key performance indicators
TOPIC
CUSTOMER PRIVACY
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary. 
Corporate identity page 56; Relations with stakeholders pages 103, 137, 151.
Topic Boundary: main Group companies; customers.
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries  
Art. 4, paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced   
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders page 103, 137, 151.
Art. 3 paragraph 1, letter a): the business 
management and organisational model  
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders pages 103, 137, 151. 
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 418:
Customer Privacy 
2016
418-1 Substantiated complaints (received from outside parties and/or received 
from regulatory bodies) concerning breaches of customer privacy and losses of 
customer.
In 2017, one case of complaint was recorded as brought against Acea Energia 
with regards to a report for hypothetical violation of the procession of personal 
data and consequent related recording of information sent by the Company to 
the Privacy Authority. In respect of the case signalled, no fines have been applied 
by the Authority.
Art. 3 paragraph 1, letter b): non-
financial key performance indicators

224
ACEA GROUP / SUSTAINABILITY REPORT 2017
TOPIC
SOCIO ECONOMIC COMPLIANCE
GRI 103: 
Management 
approach 2016
103-1 Explanation of the material topic and its Boundary.
Corporate identity page 56; Relations with stakeholders pages 76, 83, 93, 147. 
Topic Boundary: main Group companies. 
Art. 4, paragraph 1: the consolidated 
declaration includes the data of 
the parent company and its fully 
consolidated subsidiaries 
Art. 4 paragraph 1: measure necessary 
to ensure the understanding of the 
group business, its performance, results 
and the impact it produced
103-2 The management approach and its components.
Corporate identity page 56; Relations with stakeholders pages 76, 83, 93, 101, 102, 
105, 110, 147.
Art. 3 paragraph 1, letter a): the business 
management and organisational model 
Art. 3 paragraph 1, letter b): the 
policies applied by the company 
103-3 Evaluation of the management approach.
Corporate identity page 56; Relations with stakeholders pages 76, 83, 93, 105, 147
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them 
GRI 419:
Compliance 2016
419-1 Non-compliance with laws and regulations in the social and  
economic area (total monetary value of significant fines; total number  
of non-monetary sancyions etc.).
Relations with stakeholders pages 82 note 44, 102, 147; Relations with the 
environment page 159.
Art. 3 paragraph 1, letter b): the 
policies applied by the company [...] 
and the results achieved through them

225
INDEX OF CHARTS AND TABLES
INDEX OF CHARTS AND TABLES
CHARTS 
no. 1 – Relevant topics for the company and stakeholders: Acea “materiality matrix” – 2017 
	
p.	
14
no. 2 – Activities conducted by Acea's key companies throughout the territory 
	
p.	
25
no. 3 – Proprietary structure as at 31/12/2017 
	
p.	
26
no. 4 – Geographical representation of the institutional investors in Acea 
	
p.	
26
no. 5 – Acea's business model 
	
p.	
26
no. 6 – Acea SpA organisation chart as at 31/12/2017 
	
p.	
27
no. 7 – Contribution of the business areas to overall EBITDA (2016-2017) 
	
p.	
30
no. 8 – The governance level of the Sustainability Plan 2018-2022: key elements for integration 
	
p.	
34
no. 9 – Correlations between the Industrial Plan and the Sustainability Plan 
	
p.	
36
no. 10 – The key players of the IARMS
	
p.	
54
no. 11 – Risk control flow
	
p.	
54
no. 12 – The internal rules system 
	
p.	
56
no. 13 – The certified integrated management system 
	
p.	
56
no. 14 – Stakeholders and their involvement 
	
p.	
58
no. 15 – Stakeholder map 
	
p.	
59
no. 16 – CSR tools 
	
p.	
62
no. 17 – Overall rating on the electricity service (2016-2017) 
	
p.	
69
no. 18 – Overall rating of public lighting in Rome (2016-2017)
	
p.	
70
no. 19 – Overall rating of the water supply service in Rome (2016-2017) 
	
p.	
71
no. 20 – Overall rating of the water supply service run by Acea Ato 5 (2016-2017) 
	
p.	
71
no. 21 – Types of public lighting faults out of total reports received (2017) 
	
p.	
83
no. 22 – Electricity price trend for a standard domestic customer (2016-2017) 
	
p.	
100
no. 23 – Total telephone calls on Acea free-toll numbers (2016-2017) 
	
p.	
104
no. 24 – Percentage  breakdown of inbound calls to Acea toll-free numbers (2017) 
	
p.	
104
no. 25 – Acea website 2017: access methods and age groups 
	
p.	
110
no. 26 – Value of procurement of goods, services and works and percentage on total (2017)
	
p.	
116
no. 27 – Orders (goods, services, works) by business area (2016-2017) 
	
p.	
117
no. 28 – Geographical distribution of the amounts used for the purchase of goods and services in Italy and abroad (2017) 
	
p.	
117
no. 29 – Geographical distribution of the amounts of works awarded in Italy and abroad (2017) 
	
p.	
118
no. 30 – Composition of the staff: classification, gender, level of education and age (2017) 
	
p.	
124
no. 31 – The types of agreements and the lenght of the employment relationship (2017)
	
p.	
124
no. 32 – The reasons for the entries and age of the staff (2017) 
	
p.	
125
no. 33 – The types of exit and age of the staff (2017) 
	
p.	
125
no. 34 – The distribution of the staff from a perspective of gender (2017) 
	
p.	
126
no. 35 – Presence of women in the corporate governance bodies (2017) 
	
p.	
126
no. 36 – Hours worked by staff and absences (2017) 
	
p.	
129
no. 37 – Average salaries and relationship between base salary and remuneration (2017) 
	
p.	
129
no. 38 – Accidents and indices (2017) 
	
p.	
133
no. 39 – Training hours: distribution by type of training and by qualification (2017) 
	
p.	
138
no. 40 – Members that have used CRC services (2017) 
	
p.	
143
no. 41 – Distribution of investments by macroareas (2016-2017) 
	
p.	
150
no. 42 – Electricity produced subdivided by primary energy source (TJ) (2017) 
	
p.	
161
no. 43 – Installed electrical power of the Group subdivided by energy source (2017) 
	
p.	
163
no. 44 – The water distribution network of the Group in Italy (2017) 
	
p.	
168
no. 45 – Analytical checks on drinking water, total and per company (2017)
	
p.	
169
no. 46 – Sewer networks of the Group in Italy (2017) 
	
p.	
171
no. 47 – Analytical checks on effluent, tatal and per company (2017) 
	
p.	
171
no. 48 – Real water losses (model of Ministerial Decree NO. 99/97, Regulatory Integrations of ARERA)
	
p.	
178

226
ACEA GROUP / SUSTAINABILITY REPORT 2017
TABLES 
no. 1 – Consistency with GRI “Material topic-specific standards” and Acea “Material topics” of high significance 
	
p.	
15
no. 2 – Companies included in the parent company’s full consolidation area (2017)
	
p.	
16
no. 3 – Corporate scope for the Acea Group Sustainability Report 2017 (Consolidated Non-Financial Statement pursuant  
               to Legislative Decree no. 254/2016, prepared according to GRI Standard)
	
p.	
17
no. 4 – The ten principles of the United Nations Global Compact 
	
p.	
19
no. 5 – The elements of the Advanced CoP and GRI Standards 
	
p.	
20
no. 6 – The Acea Group in figures 2017 
	
p.	
24
no. 7 – Acea Group equity and financial highlights (2016-2017) 
	
p.	
30
no. 8 – Certified management systems in the Acea Group (as at 31/12/2017) 
	
p.	
57
no. 9 – Economic value directly generated and distributed (2016-2017) 
	
p.	
63
no. 10 – Breakdown of value generated by stakeholder (2016-2017) 
	
p.	
63
no. 11 – Social indicators: the Acea Group customers (energy and water sectors) (2015-2017) 
	
p.	
68
no. 12 – Social indicators: customer satisfaction (2016-2017) 
	
p.	
72
no. 13 – Social indicators: specific and general levels of commercial quality - energy distribution (2016-2017) 
	
p.	
77
no. 14 – Social indicators: specific and general levels of commercial quality - energy sale (2016-2017) 
	
p.	
80
no. 15 – Social indicators: services continuity data - energy distribution (2015-2017)
	
p.	
80
no. 16 – Public lighting in Rome in figures (2017) 
	
p.	
81
no. 17 – Main public lighting works on lighting points (2017) 
	
p.	
82
no. 18 – Repairs and planned and extraordinary maintenance of public lighting (2017)
	
p.	
82
no. 19 – Public lighting fault recovery: fines, standards and Acea performance (2016-2017) 
	
p.	
83
no. 20 – Main interventions on the aqueduct networks and controls on drinking water in Ato 2 - Central Lazio (2016-2017) 
	
p.	
87
no. 21 – Number, type and duration of disruptions in the supply of water in Ato 2 - Central Lazio (2016-2017) 
	
p.	
87
no. 22 – Main interventions on the sewerage networks and controls on waste water in Ato 2 - Central Lazio (2017) 
	
p.	
89
no. 23 – Main interventions on the aqueduct networks and tests on drinking water at Ato 5 – Southern Lazio (2017) 
	
p.	
90
no. 24 – Number, type and duration of disruptions in the water supply at Ato 5 – Southern Lazio (2016-2017) 
	
p.	
90
no. 25 – Main interventions on the sewerage networks and tests on wastewater at Ato 5 – Southern Lazio (2017) 
	
p.	
91
no. 26 – Main interventions on the aqueduct networks and tests on drinking water in Ato – Calore Irpino (2017)
	
p.	
92
no. 27 – Main interventions on the sewerage networks and tests on wastewater in Ato – Calore Irpino (2017) 
	
p.	
92
no. 28 – Social indicators: specific and general levels of contractual quality in the water segment (2017) - Acea Ato 2 
	
p.	
94
no. 29 – Social indicators: main specific and general levels of contractual quality in the water segment (2017) - Acea Ato 5 
	
p.	
96
no. 30 – Social indicators: main specific and general levels of contractual quality in the water segment (2017) 
	
p.	
98
no. 31 – Average water prices applied (2017) 
	
p.	
101
no. 32 – Social indicators: toll-free number and helpdesk counter performance (2016-2017)
	
p.	
106
no. 33 – Social indicators: procurement data (2016-2017) 
	
p.	
118
no. 34 – Social indicators: procurement nationwide (2016-2017) 
	
p.	
118
no. 35 – Evolution of the employees by macro-areas (2016-2017) 
	
p.	
123
no. 36 – Social indicators: general data on the staff (2016-2017) 
	
p.	
126
no. 37 – Social indicators: movements of the staff (2016-2017) 
	
p.	
127
no. 38 – Social indicators: age groups, length employment contract (2016-2017) 
	
p.	
128
no. 39 – Social indicators: hours worked, absences, compensation and members of the supplemental pension fund (2016-2017) 
	
p.	
130
no. 40 – Social indicators: health and safety (2016-2017) 
	
p.	
135
no. 41 – Social indicators: training (2016-2017) 
	
p.	
138
no. 42 – Performance of stock exchange indexes and Acea shares (2017) 
	
p.	
144
no. 43 – Rating 2017 
	
p.	
144
no. 44 – The principal sources under protection in Ato 2 – Central Lazio 
	
p.	
158
no. 45 – The principal sources under protection in Ato 5 – Southern Lazio 
	
p.	
158
no. 46 – The principal sources under protection in the province of Benevento – Ato - Calore Iprino
	
p.	
158
no. 47 – Gross heat produced by the Tor di Valle power station (2015-2017) 
	
p.	
162
no. 48 – The electric power stations of Acea Produzione 
	
p.	
162
no. 49 – Electricity produced (by primary energy source) (2015-2017) 
	
p.	
163

227
INDEX OF CHARTS AND TABLES
no. 50 – Environmental indicators: amount of installations and overhead and underground distribution lines (2015-2017) 
	
p.	
165
no. 51 – The waste to energy plant of San Vittore del Lazio: operating data (2015-2017)
	
p.	
167
no. 52 – The waste to energy plant of Terni: operating data (2015-2017) 
	
p.	
167
no. 53 – Environmental indicators: analysees in Rome and Frosinone (2015-2017) and quality parameters  
                 of the drinking water distributed in Rome, Frosinone and Benevento (2017) 
	
p.	
169
no. 54 – Percentage coverage of the sewer and purification services out of total utilities of the water companies operating  
                 in Lazio and at Benevento (2015-2017) 
	
p.	
172
no. 55 – Volumes of effluent treated by water companies operating in Lazio and at Benevento (2015-2017) 
	
p.	
172
no. 56 – Output parameters of the main purifiers managed by Acea Ato 2 SpA - Municipality of Rome (2017) 
	
p.	
172
no. 57 – Output parameters of the main purifiers managed by Acea Ato 5 SpA - Municipality of Frosinone (2017) 
	
p.	
173 
no. 58 – Direct energy consumption of the main companies in the Group (2015-2017) 
	
p.	
174
no. 59 – Indirect energy consumption of the main companies in the Group (2015-2017) 
	
p.	
175
no. 60 – Energy intensity indices (2015-2017) 
	
p.	
175
no. 61 – Energy efficiency titles and the production of energy by Ecogena plants (2015-2017) 
	
p.	
176
no. 62 – Energy efficiency in Areti (2015-2017) 
	
p.	
177
no. 63 – Water consumption of the main companies in the Group (2015-2017) 
	
p.	
177
no. 64 – Air emissions from the San Vittore del Lazio and Terni waste-to-energy plants (2015-2017) 
	
p.	
179
no. 65 – CO2 emission allowances as per the National Allocation Plan (NAP) and actual emissions by plant (2015-2017) 
	
p.	
180
no. 66 – Total emissions of atmospheric pollutants from Acea Group plants (2015-2017) 
	
p.	
181
no. 67 – Environmental indicators: CO2 emissions, intensity indices of the greenhouse gas emissions and vehicle fleet emissions   
                (2015-2017) 
	
p.	
181

228
ACEA GROUP / SUSTAINABILITY REPORT 2017

229
WATER COMPANY DATA SHEETS AND OVERSEAS ACTIVITIES
ENVIRONMENTAL
ACCOUNTS

230
ACEA GROUP / SUSTAINABILITY REPORT 2017
INDEX
 
PRODUCT SYSTEMS
THE PRODUCTS
THE RESOURCES USED
EMISSIONS AND WASTE
KEY ENVIRONMENTAL PERFORMANCE
INDICATORS (KPI)
EXPLANATORY NOTES
231
232
239
244
247
255

231
ENVIRONMENTAL ACCOUNTS
The Environmental Accounts, integral part of the Sustainability Re-
port, combines and presents systematically the information and 
environmental performance data of the principal companies of the 
Group. 
The data is divided into “product systems” pertaining to the energy, 
“environment” and water fields, according to the Life Cycle As-
sessment approach (standard ISO Series 14040), which assesses 
the entire life cycle of the systems. 
The substances used by the Group - whether natural, like water, 
or not natural, like chemicals, the “products” and the emissions, 
the effluents and waste related to the activities managed, are re-
ported for the three-year period, since they are significant in terms 
of producing and distributing energy, collecting and distributing 
drinking water, the purification processes and for all the process-
es connected to waste management, including waste-to-energy. 
Every use is reduced to a minimum in terms of quantity and every 
substance is selected carefully in terms of quality, safety and envi-
ronmental sustainability.
The resources, both the renewable and non-renewable ones, used are 
explained in the three areas. In particular, among the renewable re-
sources listed we highlight the consumption of water and the biomass-
es used for the production of compost. The energy produced from 
renewable sources (photovoltaic and biogas) is used where possible in 
the closest factories or installations (see Relations with the environment).
In the Explanatory Notes we provide additional information regard-
ing the quality of the data presented, in particular whether it was 
measured, estimated or calculated, and the principal items of the 
Environmental Accounts, indicated in the tables and in the text by a 
number in brackets, including a brief description.
The data is provided for the 2015-2017 three-year period and aggregated in three homogeneous categories:
•	
The product supplied,
•	
the resources used,
•	
the waste produced.
The service indicators and the principal environmental performance indicators are explained below for every area.
The perimeter of the Environmental Account is consistent with the reporting perimeter of the Sustainability Report (pursuant to 
Italian Legislative Decree 254/2016), as defined in the Methodological Note. 
The water companies in which Acea has an investment: Acque, Gori, Acquedotto del Fiora, Publiacqua and Umbra Acque - 
consolidated in the Financial Statements with the equity method - are marginally included in the Environmental Accounts and 
only relative to the aspects which are specifically signaled in the text. Please see the chapter Water Company data sheets and 
overseas activities (outside the perimeter of the Non-Financial Statement). 
REFERENCE PERIMETER 
•	
DRINKING WATER SUPPLY
•	
NON-DRINKING WATER SUPPLY
•	
WATER DISTRIBUTION
•	
ADDUCTION/PURIFICATION 
WASTE WATER
•	
ANALYSIS AND 
MEASUREMENTS
WATER AREA
PRODUCT SYSTEMS
•	
ENERGY GENERATION 
(THERMOELECTRIC 
+ HYDROELECTRIC + 
PHOTOVOLTAIC + ELECTRICITY 
FROM WASTE AND BIOGAS) 
•	
DISTRIBUTION OF ELECTRICITY 
•	
PRODUCTION AND  
DISTRIBUTION OF HEAT 
•	
PUBLIC LIGHTING 
•	
CONTROLS AND MEASUREMENTS
•	
SOLID URBAN WASTE DISPOSED
•	
PRODUCTION OF COMPOST
•	
ANALYSIS AND MEASUREMENTS
ENERGY AREA
ENVIRONMENT AREA

232
ACEA GROUP / SUSTAINABILITY REPORT 2017
The financial statement data relative to the generation of electricity refer to Acea Produzione and Acea Ambiente - Waste-to-Energy.
THE PRODUCTS - ENERGY AREA
ELECTRICITY - GENERATION
u. m.
2015
2016
2017
Δ% 
2017/2016
Summary data
Total gross electricity produced (1) = (3+11+16)
GWh
783.07
737.39
837.88
13.6
Total net electricity produced (2) = (10+15+18)
GWh
728.07
681.84
776.31
13.9
From fossil fuels (thermoelectric)
(5 + 0.47x 15San Vittore +0.58x 16Terni) 
GWh
170.16
21.7% di (1)
166.29
22.6% di (1)
229.44
27.4% di (1)
38.0
From renewable sources
(Hydroelectric, solar, biodegradable waste fraction)
(4+0.53x15San Vittore+0.42 x 16Terni +16 +19)
GWh
612.91
78.3% di (1)
571.11
77.5% di (1)
608.43
72.6% di (1)
6.5
Acea Produzione - Thermoelectric
Total gross electricity produced (3) = (4+5)
GWh
462.26
399.73
420.18
5.1
Total gross hydroelectric energy (4) 
GWh
449.19
389.68
380.48
-2.4
A. Volta Castel Madama
GWh
15.67
0.00
6.93
-
G. Ferraris Mandela
GWh
12.21
10.71
3.27
-69.5
G. Marconi Orte
GWh
62.53
62.69
56.31
-10.2
Sant’Angelo
GWh
177.19
132.62
128.42
-3.2
Salisano
GWh
179.21
181.26
182.82
0.9
Other minor
GWh
2.38
2.40
2.72
13.6
Total gross thermoelectric energy (5) 
GWh
13.08
10.05
39.70
294.9
From diesel
Montemartini power plant (*)
GWh
1.84
1.18
2.15
82.2
From natural gas
GWh
11.24
8.88
37.55
323.1
Tor di Valle cogeneration
GWh
11.24
8.88
8.22
-7.4
Tor di Valle CAR module
GWh
-
-
29.33
-
Total losses of electricity (6) = (7+8+9)
GWh
12.81
10.90
8.76
-19.6
Self consumption hydro plants (7) 
GWh
2.29
2.09
2.0
-5.3
Self consumption thermo plants (Tor di Valle, Montemartini) (8)
GWh
4.18
4.17
2.27
-45.6
First processing losses
GWh
6.34
4.63
4.51
-2.6
Total net electricity produced by Acea Produzione  
(10) = (3-6)
GWh
449.46
388.84
411.42
5.8
Production Area - Photovoltaic 
Gross photovoltaic electrical energy (11) (**)
GWh
13.93
10.91
11.58
6.1
Total losses of electricity (12)
GWh
0.28
0.32
0.34
6.3
Net photovoltaic energy (13) = (11-12)
GWh
13.65
10.59
11.24
6.1
Acea Ambiente - Waste-to-energy 	
	
 
Total gross electricity produced (14) = (15)+(16)
GWh
306.87
326.75
384.25
17.6
San Vittore del Lazio plant (15)
GWh
225.35
243.68
301.15
23.6
Terni plant (16)
GWh
81.52
83.07
83.10
0.0
Self consumption + losses from first processing (17)
GWh
41.91
44.34
51.30
15.7
San Vittore del Lazio plant
GWh
32.88
35.68
42.78
19.9
Terni plant 
GWh
9.03
8.66
8.52
-1.6
Total net electricity produced (18) = (14-17)
GWh
264.96
282.41
332.95
17.9
Acea Ambiente - Biogas 
Total gross electricity produced from biogas (19)
GWh
-
17.69
21.87
23.6
Orvieto plant 
GWh
-
17.69
21.87
23.6
Self consumption (20) 
GWh
-
1.10
1.17
6.9
Total electricity transferred in network (21) = (19-20)
GWh
-
16.60
20.69
24.7
(*) The Montemartini power plant is maintained operational but in reserve mode.
(**) Compared to the data published, for the 2016-2017 two-year period the FV production of Parco della Mistica, directed to ALL srl from 29.12.2015, of about 5 GWh 
both in 2016 and in 2017.

233
ENVIRONMENTAL ACCOUNTS
THERMAL ENERGY - GENERATION
u. m.
2015
2016
2017
Δ% 
2017/2016
Acea Produzione 
Total gross thermal energy produced
Tor di Valle power plant (22) 
GWht
80.20
90.03
96.19
6.8
Total losses of of thermal energy (23) 
GWht
7.98
23.95
20.14
-15.9
Distribution losses
GWht
5.82
17.83
14.06
-21.1
Production losses
GWht
2.16
6.11
6.08
-0.6
Net thermal energy sold 
(24) =(22-23)
GWht
72.21
66.08
76.05
15.1
CONTROLS AND MEASUREMENTS
u. m.
2015
2016
2017
Δ% 
2017/2016
measurement and control activity (35)
no.
371
410
371
-9.5
Electro-magnetic field measurements
no.
22
23
25
8.7
Noise measurements
no.
14
18
27
50.0
PCB chemical analyses
no.
75
76
43
-43.4
Waste classification
no.
43
43
28
-34.9
Transformer diagnostics
no.
199
217
216
-0.5
other
no.
18
33
32
-3.0
PUBLIC LIGHTING
u. m.
2015
2016
2017
Δ% 
2017/2016
Luminous flux to Rome (34)
Mlumen
3,376
2,750
1,991
-27.6
ELECTRICITY - TRANSPORT AND SALE
u. m.
2015
2016
2017
Δ% 
2017/2016
In Rome and Formello - summary data
Supply from Acea Group (25)
GWh
2.35
3.00
3.21
7.0
Electricity from the market (26)
GWh
11,197.77
10,798.59
10,832.86
0.3
from Single Buyer 
GWh
2,839.87
2,675.92
2,620.42
-2.1
From importation 
GWh
389.12
390.20
389.13
-0.3
From wholesalers + other producers 
GWh
7,968.78
7,732.47
7,823.31
1.2
electricity requested on the grid
 (27) =(25+26) = (28+29+30+31+32) 
GWh
11,200.12
10,801.60
10,836.07
0.3
Distribution, transport and commercial losses (28)
GWh
690.62
6.17% of (27)
699.58
6.45% of (27)
747.40
6.90% of (27)
6.8
Uses for own transmission and distribution (29)
GWh
30.05
32.45
40.39
24.5
Net electricity transferred to third parties (30)
GWh
2.67
2.52
2.59
2.8
Net electricity conveyed from Acea 
to clients of the open market (31)
GWh
7,525.98
7,309.74
7,393.80
1.2
Net electricity sold by Acea Energia to clients of the open 
market on distribution company grid (Areti)
GWh
5,644.24
5,673.51
5,847.37
3.1
Net electricity sold by other sellers to clients of the open 
market on distribution company grid (Areti)
GWh
1,881.74
1,636.22
1,546.43
-5.5
Net electricity sold to managed clients (32)
GWh
2,950.80
2,757.30
2,651.9
-3.8
Sale in Italy - summary data
Net electricity sold by Acea on the open market - including 
sale on Rome (33)
GWh
6,467.5
5,558.80
4,190.90
-24.6
Acea Energy
GWh
6,092.0
5,163.4
3,852.1
-25.4
other Associated companies
GWh
375.5
395.0
338.8
-14.3
Net electricity sold by Acea in Italy  
(open market + managed) (32+33)
GWh
9,418.3
8,316.1
6,842.8
-17.7

234
ACEA GROUP / SUSTAINABILITY REPORT 2017
THE PRODUCTS - ENVIRONMENT AREA
The data refers to the three composting plants (the one located in 
Aprilia and the two located, respectively, in Monterotondo Marit-
timo and Sabaudia) and the waste management plant of Orvieto, 
all in Acea Ambiente and 100% Acea SpA. The Sabaudia plant, in 
order to permit the implementation of ordinary and extraordinary 
maintenance operations, suspended conferments in September 
2016 and was inactive throughout 2017. The Aprilia plant, which 
obtained the release on 21.12.2015 (and resumed activity on 
1.06.2016), starting on 14.12.2017 was once again seized by the 
Public Prosecutor’s Office of Latina1. The percentage changes 
are not calculated for this plant since they are not very significant 
considering the various operating times.
1	 	
It is a precautionary seizure with reference to aspects correlated to the odour emissions relative to summer 2017.
NON-HAZARDOUS WASTE DISPOSED  
AND RECOVERED - ORVIETO PLANT 
u. m.
2015
2016
2017
Δ% 
2017/2016
Total incoming waste (36) = (36A)+(37)
t
93,865
96,541
88,273
-8.6
Waste sent for treatment (36A)
t
31,484
55,328
58,297
5.4
Of which: waste sent to the anaerobic  
digester and aerobic treatment
t
 6,926 
 29,846 
42,506
42.4
Of which: sent for aerobic treatment or just shredding
n.a.
n.a.
15,791
-
Waste sent directly to landfill (37)
t
62,523
40,894
29,976
-26.7
Waste sent to landfill after treatment (37A)
t
20,956
29,886
13,625
-54.4
Waste recovered (38)
t
7,031
3,887
336
-91.4
High quality compost (39)
t
0
1,339
4,578
241.9
Reduction through stabilisation (40) = 
(36) – (37+37A+38+39)
t
3,355
20,536
39,759
93.6
PRODUCTION OF COMPOST
u. m.
2015
2016
2017
Δ% 
2017/2016
Total incoming organic waste (41) = (42+43+44)
t
19,509.9
45,051.07
56,474.33
25.4
Incoming sludge (42)
t
11,390.98
16,999.50
10,593.60
-37.7
Aprilia plant 
t
0.00
6,393.94
5,464.54
-
Monterotondo Marittimo plant 
t
4,986.98
4,867.80
5,129.06
5.4
Sabaudia plant 
t
6,404.00
5,737.76
0.00
-
Incoming green (43)
t
8,118.94
12,596.45
11,220.33
-10.9
Aprilia plant 
t
0.00
5,705.00
8,585.21
-
Monterotondo Marittimo plant
t
2,155.94
2,202.43
2,635.12
19.6
Sabaudia plant 
t
5,963.00
4,689.02
0.00
-
Organic fraction from separate incoming collection  
and other agrifood waste (44)
t
0.00
15,467.18
34,660.40
124.1
Aprilia plant 
t
0.00
15,439
33,141.62
-
Monterotondo Marittimo plant 
-
27.78
1,518.78
-
High quality compost produced (45)
t
7,203.0
12,654.00
13,150.00
3.9
Aprilia plant 
t
0.0 
5,000.0 (*)
10,850.0
-
Monterotondo Marittimo plant
t
3,167.0
2,100.0
2,300.0
9.5
Sabaudia plant 
t
4,036.0
5,554.0
0.0
-
Non-compostable material for disposal (46)
t
118.03
3,364.08
9,163.36
172.4
Aprilia plant 
t
118.03
3,364.08
9,163.36
-
Monterotondo Marittimo and Sabaudia plants 
t
0.00
0.00
0.00
-
Reduction through stabilisation (47) = (42+43+44-45-46)
t
12,306.9
29,045.1
34,161.0
17.6
LIQUIDS TO PURIFICATION
u. m.
2015
2016
2017
Δ% 
2017/2016
 Liquids to purification (48)
Liquids to purification - Sabaudia plant 
t 
14,648
10,489
0
-

235
ENVIRONMENTAL ACCOUNTS
ANALYTICAL DETERMINATIONS ON  
WASTE AND ON QUALITY COMPOST
u. m.
2015
2016
2017
Δ% 
2017/2016
total analytical determinations (49)
no.
73
95
104
9.5
Analytical determinations on compost - Orvieto plant 
no.
0
0
0
-
Analytical determinations on compost - Aprilia,  
Monterotondo Marittimo and Sabaudia plants 
no.
17
35
30
-14.3
Analytical determinations on waste - Orvieto plant 
no.
56
60
62
3.3
(*) Figure adjusted compared to that published in the 2016 Sustainability Report: it represents the total quantity produced in 2016.

236
ACEA GROUP / SUSTAINABILITY REPORT 2017
THE PRODUCTS - WATER AREA 
SUMMARISED WATER DATA OF THE GROUP IN ITALY(*)
u. m.
2015
2016
2017
Δ% 
2017/2016
Total drinking water collected from the environment or 
from other systems (50)
Mm3
1,423.8
1,445.8
1,406.3
-2.7
Total drinking water released into network (51)
Mm3
1,285.5
1,297.6
1,263.5
-2.6
Total drinking water supplied (52)
Mm3
667.0
668.0
658.0
-1.5
SUMMARY WATER DATA OF THE OPERATING COMPANIES IN 
THE DNF PERIMETER: ACEA ATO 2, ACEA ATO 5 AND GESESA 
u. m.
2015
2016
2017
Δ% 
2017/2016
Total drinking water collected from the environment or from other systems 
Mm3
859.9
890.6
857.1
-3.8
Total drinking water released into network 
Mm3
744.1
763.2
734.6
-3.8
Total drinking water supplied 
Mm3
389.8
391.7
383.6
-2.1
Acea Ato 2 for historic network of Rome (*)
Drinking water collected from the environment (53) 
Mm3
619.4
635.9
612.0
-3.8
Purified from Lake Bracciano
Mm3
36.7
32.0
22.6
-29.4
From wells
Mm3
19.8
20.5
33.1
61.5
From springs 
Mm3
562.9
583.5
556.1
-4.7
Drinking water transferred to Municipalities located along the route  
of the aqueducts (54)
Mm3
66.7
69.1
70.5
2.0
Drinking water released into non-potable network (55)
Mm3
11.4
11.2
8.8
-21.4
Drinking water returned to the environment / technical operating 
amounts (56)
Mm3
48.1
45.6
55.4
21.5
Drinking water released into the historic network of Rome  
(57) = (53)-(54+55+56)
Mm3
493.2
510.1
477.4
-6.4
Drinking water supplied through the historic network of Rome (58)
Mm3
274.3 
271.1
270.2
-0.3
Assessment of the losses according to Ministerial Decree no. 99/97 
and in conformity with the ARERA requirements
Overall losses (quantity A17 Ministerial Decree 99/97) (59)
Mm3
217.5
237.7
205.9
-13.4
Actual losses (quantities A13+A15 as per Ministerial Decree 97/99) 
(60)
Mm3
209.1
42.4% of (57)
229.5
45.0% of (57)
197.2
41.3% of (57)
-14.0
Water balance non-potable network of Rome
Non-potable water collected from the environment (61)
Mm3
25.9
24.6
23.2
-5.4
From the Tiber River treated (Grottarossa Plant)
Mm3
4.7
9.2
10.7
15.9
From springs 
Mm3
9.8
4.2
3.8
-9.5
Drinking water released into non-potable network
Mm3
11.4
11.2
8.8
-21.4
Non-potable water supplied to the Municipality of Rome (62)
Mm3
13.2
12.0
12.1
0.8
Non-potable water supplied to other municipalities (63)
Mm3
0.03
0.01
0.01
-
(*) The 2016 data has been adjusted after consolidation of certain items by the water companies of the Group. Some 2017 items were estimated and will be consolidated 
in the months following publication.
The water data summarised at the national level include all the prin-
cipal water companies of the Acea Group: Acea Ato 2, Acea Ato 
5 (Lazio), Gesesa (Campania), Gori (Campania), Umbra Acque 
(Umbria), Acque, Publiacqua and Acquedotto del Fiora (Tuscany). 
The details of the water balances are only presented for the com-
panies operating in the reporting perimeter of the Sustainability 
Report (pursuant to Italian Legislative Decree 254/2016): Acea 
Ato 2, Acea Ato 5 and Gesesa. Please see the chapter Water Com-
pany data sheets and overseas activities for the water balance sheets 
of the other companies of the Group. 
The water balance items have been recalculated for the three-
year period following the criteria provided by the ARERA.

237
ENVIRONMENTAL ACCOUNTS
drinking water collected from the environment and from other 
systems (64)
Mm3
735.6
761.7
735.9
-3.4
Purified from Lake Bracciano
Mm3
36.7
32.0
22.6
-29.4
From wells
Mm3
92.4
99.9
114.6
14.7
From springs 
Mm3
601.0
624.6
592.9
-5.1
From other aqueduct systems
Mm3
5.5
5.2
5.8
11.5
drinking water transferred to other aqueduct systems (65)
Mm3
35.7
36.8
29.5
-19.8
drinking water released into non-potable network (66)
Mm3
11.4
11.2
8.8
-21.8
drinking water returned to the environment / technical operating 
amounts (67)
Mm3
58.9
60.2
67.8
12.6
drinking water released into the Ato 2 network (68) = (64) - 
(65+66+67)
Mm3
629.6
653.5
629.8
-3.6
Total drinking water released into the Ato 2 network (69)
Mm3
362.8
364.7
360.5
-1.2
Assessment of the losses according to Ministerial Decree  
no. 99/97 and in conformity with the ARERA requirements
Overall losses (quantity A17 Ministerial Decree 99/97) (70)
Mm3
300.9
324.1
297.2
-8.3
Actual losses (quantities A13+A15) (71)
Mm3
290.8
(46.6% of 68)
314.1
(48.1% of 68)
286.7
(45.5% of 68)
-8.7
Acea Ato 5 for Ato 5 – Southern Lazio - Frosinone (85 municipalities)
drinking water collected from the environment and from other 
systems (72)
Mm3
107.7
107.4
97.4
-9.3
From wells
Mm3
60.2
73.0
65.9
-9.7
From springs 
Mm3
47.5
34.4
31.5
-8.4
From other aqueduct systems
Mm3
5.4
8.3
8.4
1.2
drinking water released into network (73)
Mm3
103.3
96.5
89.6
-7.2
drinking water supplied (74)
Mm3
27.0
27.0
23.1
-14.4
Assessment of the losses according to Ministerial Decree no. 99/97 
and in conformity with the ARERA requirements 
Overall losses (quantity A17 Ministerial Decree 99/97) (75)
Mm3
75.0
72.8
64.9
-10.9
Actual losses (quantity A13+A15 Ministerial Decree 99/97) (76)
Mm3
69.6
(67.4% of 73)
64.4
(66.7% of 73)
58.1
(64.8% of 73)
-9.8
Gesesa – Ato - Calore Irpino - Benevento  (21 municipalities)
drinking water collected from the environment (**)
Mm3
5.9
5.9
8.1
37.3
From wells
Mm3
5.2
4.9
6.6
34.7
From springs 
Mm3
0.7
1.0
1.5
50.0
drinking water collected from other aqueduct systems
Mm3
5.3
7.3
7.4
1.4
drinking water released into network 
Mm3
11.2
13.2
15.2
15.2
drinking water supplied 
Mm3
11.0
12.6
14.1
11.9
Assessment of the losses according to Ministerial Decree no. 99/97 
and in conformity with the ARERA requirements
Overall losses (quantity A17 Ministerial Decree 99/97) 
Mm3
4.5
5.53
6.79
22.8
Actual losses (quantity A13+A15 Ministerial Decree 99/97) 
Mm3
4.2 (37.5% 
of the quantity 
released)
5.50 (41.7% 
of the quantity 
released)
6.75 (44.4% 
of the quantity 
released)
22.7
Acea Ato 2 for Ato 2 – Central Lazio 
(Rome + municipalities acquired at 31.12.2017)(*)
u. m.
2015
2016
2017
Δ% 
2017/2016
(*) The 2016 data of the water balance for the Acea Ato 2 network have been adjusted to updated certain items. The 2017 amounts relative to the municipal balances and 
the minor sources are estimated and may be consolidated after publication.
(**) For the 2016 and 2017 years, the measurement of the amounts collected from the environment is partly estimated.
TOTAL WASTE WATER TREATED BY THE 
COMPANIES OF THE GROUP IN ITALY - SUMMARY 
DATA
u. m.
2015
2016
2017
Δ% 
2017/2016
waste water treated in the principal treatment plants  
of the companies of the Group in Italy (77) 
Mm3
895.9
872.7
815.4 (*)
-6.6

238
ACEA GROUP / SUSTAINABILITY REPORT 2017
TOTAL WASTE WATER TREATED BY THE 
COMPANIES OPERATING IN THE DNF  
PERIMETER (ACEA ATO 2, ACEA ATO 5  
AND GESESA(**) - SUMMARY DATA)
u. m.
2015
2016
2017
Δ% 
2017/2016
Waste water treated in the principal treatment plants 
of Acea Ato 2, Acea Ato 5 (79) + (80)
Mm3
650.1
621.9
574.7
-7.6
WASTE WATER TREATED BY ACEA ATO 2
u. m.
2015
2016
2017
Δ% 
2017/2016
Waste water treated in the principal treatment plants (78)
Mm3
528.1
514.3
467.1
-9.2
Rome South
Mm3
296.7
288.1
276.9
-3.9
Rome North
Mm3
96.5
95.7
75.2
-21.4
Rome East
Mm3
96.1
94.8
83.0
-12.4
Rome Ostia
Mm3
26.6
24.9
20.9
-16.1
CoBIS
Mm3
7.5
6.7
7.0
4.5
Fregene
Mm3
4.7
4.1
4.1
-
Other - Municipality of Rome
Mm3
16.0
14.8
14.0
-5.4
Other - outside the Municipality of Rome
Mm3
79.0
66.1
72.5
9.7
Total waste water treated by Acea Ato 2 (79)
Mm3
623.1
595.2
553.6
-7.0
WASTE WATER TREATED BY ACEA ATO 5
u. m.
2015
2016
2017
Δ% 
2017/2016
Waste water treated in the principal treatment plants (80)
Mm3
27.0
26.7
21.1
-21.0
(*) The waste water treated of the Acquedotto del Fiora and Umbra Acque are estimated to be the same at the 2016 figure since the 2017 figure has not been received.
(**) The Gesesa company does not currently have flow meters at the entrance of the purification plants.
(*) The number includes both the determinations performed independently by each company, and those carried out by the in-house company, Acea Elabori. Some data of 
the preceding two-year period have been adjusted. 
ANALYTICAL DETERMINATIONS ON DRINKING 
WATER AND WASTE WATER IN THE GROUP IN 
ITALY - SUMMARY DATA (*)
u. m.
2015
2016
2017
Δ% 
2017/2016
analytical determinations on Group total drinking water (81)
no.
1,147,716
1,188,656
1,144,365
-3.7
analytical determinations on Group total waste water (82)
no.
486,425
448,123
470,239
4.9
ANALYTICAL DETERMINATIONS ON DRINKING 
WATER AND ON WASTE WATER OF THE OPERATING 
COMPANIES IN THE DNF PERIMETER: ACEA ATO 2, 
ACEA ATO 5 AND GESESA - SUMMARY DATA
u. m.
2015
2016
2017
Δ% 
2017/2016
Analytical determinations on drinking water of Acea Ato 2, 
Acea Ato 5 and Gesesa 
no.
447,613
462,320
409,375
-11.5
Analytical determinations on waste water of Acea Ato 2, 
Acea Ato 5 and Gesesa 
no.
217,149
186,754
211,890
13.5
ANALYTICAL DETERMINATIONS ACEA ATO 5
u. m.
2015
2016
2017
Δ% 
2017/2016
analytical determinations on drinking water Ato 5
no.
83,910
85,500
91,157
6.6
analytical determinations on waste water Ato 5
no.
21,681
31,258
21,421
-31.5
ANALYTICAL DETERMINATIONS ACEA ATO 2
u. m.
2015
2016
2017
Δ% 
2017/2016
analytical determinations on Ato 2 drinking water
no.
359,090
370,720
311,929
-15.9
analytical determinations on Ato 2 waste water
no.
191,552
151,446
184,201
21.6
GESESA ANALYTICAL DETERMINATIONS
u. m.
2015
2016
2017
Δ% 
2017/2016
analytical determinations on Gesesa drinking water 
no.
4,613
6,100
6,289
3.1
analytical determinations on Gesesa waste water
no.
3,916
4,050
4,268
5.4

239
ENVIRONMENTAL ACCOUNTS
THE RESOURCES USED - ENERGY AREA
The data on the resources used refer to Acea Produzione, Acea Ambiente - Waste-to-energy and Areti.
GENERATION, TRANSPORT AND SALE  
OF ELECTRICITY AND HEAT, PUBLIC LIGHTING
u. m.
2015
2016
2017
Δ% 
2017/2016
Natural gas
Electricity and heat generation (83) = (84+85)
Nm3 x 1,000
14,853
14,849
18,351
23.6
Thermoelectric and AP heat production (84)
Nm3 x 1,000
11,363
11,314
15,134
33.8
Tor di Valle auxiliary boilers - for district heating 
Nm3 x 1,000
7,247
7,958
4,334
-45.5
Tor di Valle cogeneration 
Nm3 x 1,000
4,116
3,357
2,942
-12.4
Tor di Valle CAR module
Nm3 x 1,000
-
-
7,857
-
Waste-to-energy (85)
Nm3 x 1,000
3,490
3,535
3,217
-9.0
San Vittore del Lazio waste-to-energy plant
Nm3 x 1,000
2,109
2,816
2,719
-3.4
Terni waste-to-energy plant
Nm3 x 1,000
1,381
719
498
-30.7
Diesel for thermoelectric generation
thermoelectric production and Terni plant (86)
l x 1,000
757
564
924
63.8
Montemartini power plant 
l x 1,000
748
492
865
-34.2
Terni plant
l x 1,000
9
72
60
-16.7
CSS (Secondary Solid Fuel from waste) processed
San Vittore del Lazio waste-to-energy plant (87)
t x 1,000
239.871
281.917
345.639
22.6
Waste-to-energy paper mill pulper
Terni waste-to-energy plant (88)
t x 1,000
99.892
99.768
99.970
0.2
Biogas for the production of electricity
Orvieto plant (89)
Nm3x 1,000
10,459
12,695 
21.4
Water
Derivation from hydroelectric production (90)
Mm3
3,514.77
3,176.99
2,899.00
-8.8
Process water (91)
Mm3
0.1179
0.1395
0.1498
7.4
Water for civilian/sanitary uses (92)
Mm3
0.2770
0.3078
0.3413
10.9
Miscellaneous materials 
Dielectric mineral oil in operation (93)
t
9,885
9,871
9,979
1.1
Dielectric mineral oil - reintegrations 
t
3.21
2.74
1.58
-57.2
SF6 in operation (94)
t
29.64
29.75
29.80
0.1
SF6 - reintegrations 
t
0.6
0.7
0.6
-14.3
Cooling fluids (HCFC type) in operation (95) 
t
1.27
1.33
1.33
-
Cooling fluids (HCFC type) - reintegrations 
t
0.008
0.000
0.000
-
Miscellaneous chemicals (96)
kg
7,993,950
8,351,458
9,694,690
16.1
acidity regulator
kg
60
120
0
-
Sodium chloride
kg
53,000
93,000
79,500
-14.5
Sodium hydroxide (caustic soda) 
kg
105,410
106,938
190,330
78.0
Sodium bicarbonate
kg
6,731,810
7,007,300
8,035,000
14.7
Hydrochloric acid 
kg
109,310
11,760
198,770
77.9
Ammonia solution
kg
655,440
725,340
793,090
9.3
Activated carbon
kg
338,500
307,000
398,000
29.6
Oils and fats / miscellaneous lubricants (97)
kg
6,332
1,098
3,776
243.9

240
ACEA GROUP / SUSTAINABILITY REPORT 2017
Electricity 
Consumption for distribution of electricity (98)= (28)
GWh
690.62
699.58
747.40
6.8
Consumption for production of electricity (99)= (1)-(2)
GWh
55.00
55.55
61.56
10.8
Consumption for offices (50% of the electricity consumed  
by the Parent Company) (100)
GWh
5.10
4.96
5.01
1.0
Other consumption (100 B)
GWh
-
-
1.16
-
Other personal uses (101)
GWh
30.05
32.45
41.49
24.5
total (102) = (98+99+100+100B+101)
GWh
780.77
792.55
855.53 (*)
-
Public lighting
Consumption for public lighting (103)
GWh
167.34
167.85 
115.64
-31.1
GENERATION, TRANSPORT AND SALE  
OF ELECTRICITY AND HEAT, PUBLIC LIGHTING (follows)
u. m.
2015
2016
2017
Δ% 
2017/2016
(*) The consumption cannot be compared with the previous year since the estimate of consumption not reported previously was included.

241
ENVIRONMENTAL ACCOUNTS
THE RESOURCES USED - ENVIRONMENT AREA
The data on the resources refers to the three composting plants 
of Acea Ambiente (all 100% Acea SpA): the one located in Aprilia 
and the two located, respectively, in Monterotondo Marittimo and 
Sabaudia, and the waste waste management plant of Orvieto. 
WASTE DISPOSAL - ORVIETO PLANT 
u. m.
2015
2016
2017
Δ% 
2017/2016
Process water (104)
m3
2,468
3,425
6,251
82.5
Miscellaneous chemicals (105)
t
1.7
7.3
251.9
-
Electricity (106)
GWh
0.600
3.557
3.959
11.3
Diesel (107)
l
262,618
249,422
257,953
3.4
Water for civilian/sanitary uses (108)
m3
1,353
4,227
1,330
-68.5
PRODUCTION OF COMPOST
u. m.
2015
2016
2017
Δ% 
2017/2016
Process water (composting plants of Aprilia,  
Monterotondo Marittimo and Sabaudia) (109)
m3
572
3,946
8,553
116.8
miscellaneous chemicals (posting plants of Aprilia, 
Monterotondo Marittimo and Sabaudia) (110) 
t
53.20
70.83
101.5
43.3
electricity (composting plants of Aprilia, Monterotondo 
Marittimo and Sabaudia) (111)
GWh
1.551
1.924
3.691
91.8
diesel (composting plants of Aprilia, Monterotondo 
Marittimo and Sabaudia) (112)
l x 1,000
91.60
127.50
138.02
8.3

242
ACEA GROUP / SUSTAINABILITY REPORT 2017
THE RESOURCES USED - WATER AREA
The data refers to the water companies of the Group included in the perimeter of the Sustainability Report: Acea Ato 2, Acea Ato 5 and 
Gesesa.
COLLECTION, SUPPLY AND DISTRIBUTION  
DRINKING AND NON-POTABLE WATER 
u. m.
2015
2016
2017
Δ% 
2017/2016
Miscellaneous materials and natural resources 
Reagents for purification and disinfection (113)
t
2,405.70
2,922.00
2,996.35
2.5
Reagents for chemical analyses (114)
t
1.50
1.40
1.50
3.4
gas for chemical analyses (115)
MNm3
5.24
5.26
5.52
4.9
Cooling fluids (HCFC type) in operation (116) 
t
1.27
1.33
1.33
-
Cooling fluids (HCFC type) - reintegrations 
t
0.008
0.000
0.000
-
Electricity 
Water pumping plants (117)
GWh
225.94
242.18
277.13
14.4
Offices/personal uses (50% energy consumed  
by the Parent Company) (118) = (100)
GWh
5.10
4.96
5.01
1.0
Chemical laboratory (119)
GWh
1.23
1.12
1.12
-
total electricity consumed (120) = (117+118+119)
GWh
232.27
248.27
283.26
14.1
Drinking water 
civilian/sanitary uses (121)
Mm3
1.63
1.63 
1.00
-38.5
Process uses
Mm3
n.a.
n.a.
0.83
-
offices (50% of the drinking water consumed  
by the Parent Company) (122)
Mm3
0.13
0.19 
0.16
-15.8
total drinking water consumed (123) = (121+122)
Mm3
1.76
1.81 
1.99 
9.9
PURIFICATION WASTE WATER
u. m.
2015
2016
2017
Δ% 
2017/2016
Miscellaneous materials and natural resources 
Reagents for purification waste water (124)
t
6,770
6,495
7,333
12.9
Polyelectrolyte for sludge dehydration 
t
1,257
1,680
1,883
4.6
Sodium hypochlorite for final disinfection 
t
3,027
2,575
2,693
4.6
Ferric chloride for sludge dehydration
t
642
86
9
-89.7
peracetic acid
t
1,809
1,969
2,332
18.4
Other (anti-foaming, etc.)
t
35
186
417
124.6
Oil and fat (125)
t
4.9
5.4
5.7
5.6
Electricity 
Sewage and purification (126)
GWh
193.3
189.4
178.8
-5.6
Fuels
Methane for dryers and power generators (127)
Nm3x 1,000
-
-
982.5
-
Biogas produced and consumed on site (128)
Nm3x 1,000
-
-
1,006.0
-

243
ENVIRONMENTAL ACCOUNTS
FUELS USED BY THE COMPANIES OF THE GROUP  
FOR TRANSPORT AND HEATING
TYPE OF FUEL
u. m.
2015
2016
2017
Δ% 
2017/2016
Transport (Group car fleet)
Petrol (129) 
l x 1,000
290.4
157.1
95.4
-39.3
Diesel (130)
l x 1,000
1,189.8
1,711.4
2,702.0
57.9
Heating 
Diesel (131)
l x 1,000
2.3
4.5 
2.7
-40
Methane (132)
Nm3 x 1,000
766.4
463.0 
461.0
-0.4
LPG (133)
l x 1,000
34.3
32.8
32.2
-1.7

244
ACEA GROUP / SUSTAINABILITY REPORT 2017
EMISSIONS AND WASTE - ENERGY AREA 
OTHER EMISSIONS AND WASTE 
u. m.
2015
2016
2017
Δ% 
2017/2016
waste water treated (153)
Mm3
0.0006
0.0002
0
-
electrical fields at 50 Hz
kV
monitored 
Commitment to maintain the value below the legal limit
magnetic fields at 50 Hz 
μT
monitored 
Commitment to maintain the value below the legal limit
noise 
dB
monitored 
Commitment to maintain the value below the legal limit
Luminous flux dissipated
Mlumen
Commitment to design the plants in order to limit to the 
utmost the emission value dissipated upwards
EMISSIONS INTO THE ATMOSPHERE
u. m.
2015
2016
2017
Δ% 
2017/2016
CO2 (134) = (135+136+137) (*)
t
260,670
272,295
369,546
35.7
Acea Produzione (135) (*)
t
25,440
24,610
33,507 
36.2
Areti – from SF6 (136)
t
12,540
14,820
14,100
-4.9
Waste-to-energy (137)
t
222,690
232,865
321,939
38.3
NOx (138) = (139+140)
t
190.86
171.13
198.20
15.8
Acea Produzione (139)
t
55.20
46.88
53.53
14.2
Waste-to-energy (140)
t
135.66
124.25
144.67
16.4
CO (141) = (142+143)
t
6.75
6.28
6.81
8.4
Acea Produzione (142)
t
3.61
3.56
2.18
-38.8
Waste-to-energy (143)
t
3.14
2.72
4.63
70.2
SO2 (144) = (145+146)
t
0.22
0.28
0.42
50.0
Acea Produzione (145)
t
0.03
0.02
0.03
50.0
Waste-to-energy (146)
t
0.19
0.26
0.39
50.0
Powders (147) = (148+149)
t
0.32
0.55
0.55
-
Acea Produzione (148)
t
0.04
0.03
0.05
66.7
Waste-to-energy (149)
t
0.28
0.52
0.50
-4.5
HCl (150)
t
2.65
3.00
2.98
-0.7
Waste-to-energy 
t
2.65
3.00
2.98
-0.7
HF (151)
t
0.20
0.09
0.12
33.3
Waste-to-energy 
t
0.20
0.09
0.12
33.3
Organic Carbon (152)
t
1.79
1.40
1.88
34.6
Waste-to-energy
t
1.79
1.40
1.88
34.6
WASTE (ITALIAN LEGISLATIVE DECREE No. 152/06) 
u. m.
2015
2016
2017
Δ% 
2017/2016
Hazardous waste - excluding waste-to-energy area (154)
t
1,254.34
324.17
409.26
26.2
Production energy own area (*)
t
1,252.80
323.58
406.42
25.6
Proportion for the activities performed by the parent company (**)
t
1.54
0.59
2.84
381.4
Hazardous waste from waste-to-energy (155) 
t
54,405.71
73,035.04
80,031.71
9.6
Non-hazardous waste - excluding waste-to-energy area (156)
t
958.34
947.23
1,497.71
58.1
Production energy own area (*)
t
920.50
902.71
1,354.56
50.1
Proportion for the activities performed by the parent company (**)
t
37.84
44.52
143.15
221.5
Non-hazardous waste from waste-to-energy (157)
t
8,011.30
7,381.94
16,640.18
125.4
The data on the emissions and waste refer to Acea Produzione, to the waste-to-energy plants of Acea Ambiente and Areti.
(*) The Acea Produzione data is estimated. 
(**) 50% of the waste produced by the parent company.

245
ENVIRONMENTAL ACCOUNTS
EMISSIONS AND WASTE - ENVIRONMENT AREA
The data refers to the three composting plants of Acea Ambi-
ente: the one located in Aprilia and the two located, respectively, 
in Monterotondo Marittimo and Sabaudia, and the waste waste 
management plant of Orvieto. 
WASTE (ITALIAN LEGISLATIVE DECREE No. 152/06) 
u. m.
2015
2016
2017
Δ% 
2017/2016
hazardous waste - composting plants of Aprilia, Monterotondo 
Marittimo and Sabaudia including leachate (158)
t
847.66
562.12
33.95
-94.0
Non- hazardous waste - composting plants of Aprilia, 
Monterotondo Marittimo and Sabaudia including leachate (159)
t
5,676.57
16,448.62
18,070.23
9.9
Hazardous waste Orvieto Plant (160)
t
1.0
9.7
14.9
53.5
Non-hazardous waste Orvieto Plant including leachate (161)
t
18,641.32
20,193.18
16,500.16
-18.3
EMISSIONS INTO THE ATMOSPHERE 
u. m.
2015
2016
2017
Δ% 
2017/2016
CO2 – Orvieto plant and composting plants (161 B)
t
-
-
932
-
Powders (162)
t
2.58
0.68
<0.012
-
Total organic compounds (COT) (163)
t
≤9.64
0.28
<0.30
-
Ammonia (164)
t
≤0.58
0.80
<0.10
-
Volatile inorganic compounds (SIV) (165)
t
≤4.05 
2.42
<1.64
-

246
ACEA GROUP / SUSTAINABILITY REPORT 2017
EMISSIONS AND WASTE - WATER AREA 
The data refers to the Acea Ato 2, Acea Ato 5 and Gesesa water companies. 
WASTE PRODUCED
u. m.
2015
2016
2017
Δ% 
2017/2016
Specific waste from purification of waste water
Total purification sludge (166) 
t
151,654
137,175
118,915
-13.3
Acea Ato 2 purification sludge (167)
t
139,341
122,947
107,205
-12.8
Acea Ato 5 purification sludge (168)
t
11,856
13,098
10,580
-19.2
Gesesa purification sludge
t
300
457
1,130
147.3
total sand and slabs from purification (169)
t
28,921
10,955
16,826
53.6
Acea Ato sand and slabs (170)
t
28,733(*)
10,813
16,733
54.7
Acea Ato 5 sand and slabs (171)
t
184
120
81
-32.5
Gesesa sand and slabs
t
4
22
12
-45.5
Waste (pursuant to Italian Legislative Decree no. 152/06)
Total hazardous waste (172) = (173+174+175)
t
81.1
114.0
86.5
-24.2
Acea Ato 2 and Acea Elabori production (173)
t
79.1
113.4
75.7
-33.3
Acea Ato 5 production (174)
t
0.5
0.02
8.0
-
Proportion for the activities performed by the parent  
company (175) (*)
t
1.5
0.6
2.8
366.7
Total non-hazardous waste (176) = (177+178+179+180)
t
7,185.6
19,101.5
8,239.1
-56.9
Acea Ato 2 and Acea Elabori production (177)
t
558.9
565.0
524.9
-7.1
Acea Ato 5 production (178)
t
6,570
18,492.0
7,571
-59.1
Gesesa Production
18.9
28.7
34.6
20.4
Proportion for the activities performed by the parent  
company (179)(*)
t
37.8
44.5
143.2
221.8
Other emissions and waste 
CO2 from methane for dryers (179B)
t
-
-
2,026
-
noise
dB
monitored 
Commitment to maintain the value below the legal limit
odours
monitored 
 Commitment to maintain the value below the limit of perception and in 
the areas adjacent to the treatment plants
(*) 50% of the waste produced by the parent company.
THE EMISSIONS OF CARBON DIOXIDE  
FROM TRANSPORT AND PACKAGING 
COMPANIES OF THE GROUP
u. m.
2015
2016
2017
Δ% 
2017/2016
Transport 
CO2 (180)
t
3,815.7
4,890.6
7,370.7
50.7
Heating
CO2 (181)
t
1,644
1,018
1,008
-1.0

247
ENVIRONMENTAL ACCOUNTS
KEY ENVIRONMENTAL PERFORMANCE
INDICATORS (KPI) - ENERGY AREA
Environmental Key Performance Indicators
INDICATOR
u. m.
2015
2016
2017
Energy used for the processes 
TJoules
(GWh)
A Consumption in distribution of electricity
1,341.8
(373.0)
1,283.8
(356.6)
1,244.9
(345.8)
B consumption in the production of electricity (figure 99) 
197.1 
(54.72)
200.0
(55.55)
221.6
(61.56)
C heat lost in the district heating network (Figure 23)
28.7
(7.98)
86.2
(23.95)
72.5
(20.14)
D Consumption for public lighting (Item 103)
602.42
(167.34)
604.26
(167.85)
416.30
(115.64)
E Environment Area consumption (106+111)
7.9
(2.2)
19.8
(5.5)
27.5
(7.7)
F water distribution (Item 120-118)
797.4
(221.5)
846.0
(235.0)
1,001.7
(278.3)
G water purification (Item 126) 
695.5
(193.2)
681.8
(189.4)
643.7
(178.8)
H electricity for offices (Item 100+118) 
36.7
(10.2)
35.6
(9.9)
36.1
(10.0)
Consumption for heating offices
29.2
(8.1)
18.1
(5.0)
17.9
(5.0)
Water area dryer consumption
-
-
36.4
(10.1)
L mobility (Item 129+130) 
48.4
(13.4)
66.5
(18.5)
100.1
(27.8)
Indirect consumption + consumption through mobility + 
heating
3,785.1
(1,051.6)
3,842.1
(1,067.2)
3,818.7
(1,060.8)
M loss of energy in the conversion from primary source to 
electricity
4,887.5
(1,408.3)
5,394.4
(1,498.4)
6,358.5
(1,766.3)
Total energy consumption (sum A: M)
8,672.6 
(2,459.9)
9,236.5
(2,565.6)
10,177.2
(2,827.1)
(*) For the first time, in 2017, the emission quantities of CO₂ of the composting and Orvieto plants and the water area dryers were included.
EMISSIONS, EFFLUENTS AND WASTE 
Greenhouse gas emissions (CO2)  
(Item (134+161 B+179 B + 180 + 181)
t
266,129 
278,204
380,883 (*)
Emissions of SO2 , NOx and other significant gases by type
NOx (138) 
t
190.86
171.13
198.20
CO (141)
t
6.75
6.28
6.81
SO2 (144)
t
0.22
0.28
0.42
Emission indicators/Acea Produzione (Acea Produzione  
and Acea Ambiente - Waste-to-energy) 
NOx /thermoelectric production
g/kWh
1.12
0.97
0.86
CO2 /thermoelectric production
g/kWh
776
764
838
CO₂/gross total production
g/kWh
316.9
349.2
424.2
SO₂ /thermoelectric production
g/kWh
0.0
0.0
0.0

248
ACEA GROUP / SUSTAINABILITY REPORT 2017
INDICATOR
u. m.
2015
2016
2017
PRODUCTS AND SERVICES: ELECTRICITY
%
Performance of the electrical production process of Acea 
Produzione
Gross average performance thermoelectric production 
(calculation 1)
25.8
25.0
37.3
Tor di Valle power plant (electrical performance cogeneration only)
26.0
25.2
24.0
Tor di Valle power plant - CAR module
-
-
46.0
Montemartini power plant
24.9
24.2
25.7
Gross average thermoelectric production out included thermal 
energy recovered (calculation 2)
66.8
73.3
86.6 
Gross average performance hydroelectric production (calculation 3)
80.5
81.9
82.4
Gross average performance overall production (calculation 4)
78.2
80.4
78.1
Gross average total production performance including thermal 
energy recovered (calculation 5)
79.8
81.1
83.2
Performance of the electrical production process - waste-to-energy plants
San Vittore del Lazio
CSS produced/gross energy produced - San Vittore
kt/GWh
1.064
1.157
1.148
Gross performance CSS conversion into electricity (calculation 6)
kWh /kg CSS 
0.94
0.86
0.87
Electrical performance (calculation 7)
%
19.5
19.6
19.4
total waste produced/hours worked 
t/h
2.74
3.55
3.31
Terni
Gross performance Pulper conversion into electricity (calculation 8)
kWh /kg 
pulper 
0.82
0.83
0.83
Electrical output (calculation 9)
%
18.1
16.5
17.1
total waste produced/hours worked 
t/h
2.0
2.0
2.0
Performance of the electrical production process - photovoltaic
Average efficiency photovoltaic modules
%
14.0
14.0
14.0
Other indicators (territory, public lighting, controls, losses)
Protection of the territory (Total length HV lines in cable / length 
HV overhead + cable lines) x 100
%
42.53
43.09
44.0
Public lighting illumination efficiency (Item 34 / Item 103)
Lumen/ kWh
20.2
16.4
17.2
Average performance lamps installed  
(Item 34 / electrical power)
Lumen/W
84.9
(39,759 kW)
84.3
(32,641 kW)
101.8
(32,641 kW)
Specific consumption per lamp (Item 2013 / no. lamps)
kWh/ 
No. lamps
760.03
(220,175)
761.31
(220,474)
515.15
(224,480)
Percentage of roads illuminated (*)
% (km of roads 
illuminated/total 
km of roads)
86.6 
 (6,156/7,110)
86.7
(6,165/7,110)
88.3
(6,281/7,110)
No. operating and laboratory checks /GWh net electricity sold 
(Item 35) / (Item 32)
n./GWh
0.13
0.15
0.14
Reintegrations of SF6/km electricity distribution network
kg/km
0.0197
0.0211
0.0194
Total losses of electricity (Item 28) / (Item 27) (**)
% energy 
requested
6.2
6.5
6.9
(*) It is an estimate.
(**) The total losses of electricity include: transformation losses, transport losses and commercial losses, these last due to fraud and incorrect readings.

249
ENVIRONMENTAL ACCOUNTS
KEY ENVIRONMENTAL PERFORMANCE
INDICATORS (KPI) - WATER AREA
Environmental Key Performance Indicators
INDICATOR
u. m.
2015
2016
2017
Carbon footprint 
WATER SERVICE
total CO2/m3 of water supplied (integrated water service) (*)
kgCO2/m3
0.39
0.39
0.43
CO₂/m3 of water supplied (water distribution process)
kgCO2/m3
0.21
0.22
0.26
CO₂/m3 of water treated (purification process)
kgCO2/m3
0.11
0.11
0.11
SERVICE: DRINKING WATER
Assessment parameters according to Ministerial Decree no. 99/97 and in conformity with the ARERA requirements
Acea Ato 2 network 
Primary performance (R1): (Item 69) / (Item 68) 
%
57.6
55.8
57.2
performance at consumption (R2): (Item 69 + A 11) / (Item 68)
A 11 =1.38 Mm3 for 2017 
%
59.6
58.1
57.5
net performance (R3): (Item 69 + A 11 + A 12) / (Item 68)
A 12 =1.65 Mm3 for 2017
%
59.8
58.3
57.7
PRODUCT: DRINKING WATER 
Acea Ato 2 network 
Linear index of the total losses during distribution (according to 
Ministerial Decree no. 99/97: A 17 / km network) (Item 70) / 
(network km including Rome and Fiumicino user branches)
Mm3x1,000/km
26.0
(11,346.3 km)
28.5
(11,117 km)
26.2
(11,339 km)
Linear index of the actual losses during distribution (according 
to Ministerial Decree no. 99/97 and ARERA provisions): 
(A15+A13) / km network) (Item 71) / (network km including 
Rome and Fiumicino user branches)
Mm3x1,000/km
25.6 
(11,346.3 km)
27.6
(11,117 km)
25.3
(11,339 km)
Specific consumption of electricity per water network  
(Acea Ato 2 network energy consumption) / (Item 68)
kWh/m3
0.252
0.264
0.318
Intensity of the checks on drinking water distributed 
(Item 81 - Acea Ato 2 drinking water) / (Item 68)
n./Mm3
570
567
495
Index of drinking water additive
(Item 113 - Acea Ato 2 network) / (Item 68)
g/m3
3.3
4.0
4.3
Acea Ato 5 network 
Linear index of the total losses during distribution 
(according to Ministerial Decree no. 99/97: A 17 / km network)
Mm3x1,000/km
-
-
15.0
(4,330 km)
Linear index of the actual losses during distribution 
(according to Ministerial Decree no. 99/97 and ARERA 
provisions: (A15+A13) / km network) 
Mm3x1,000/km
-
-
14.5
(4,330 km)
Specific consumption of electricity per water network 
(Acea Ato 5 network energy consumption) / (Item 73)
kWh/m3
0.594
0.630
0.750
Intensity of the checks on drinking water distributed 
(Item 81 - Acea Ato 5 drinking water ) / (Item 73)
no./Mm3
812
886
1,017
Index of drinking water additive
(Item 113 - Acea Ato 5 network) / (Item 73)
g/m3
2.9
2.7
2.9
Gesesa network 
Linear index of the total losses during distribution (according to 
Ministerial Decree no. 99/97: A 17 / km network)
Mm3x1,000/km
9.9
(457 km)
4.5
(1,220 km)
5.3
(1,270 km)
Linear index of the actual losses during distribution (according to 
Ministerial Decree no. 99/97 and ARERA provisions: (A15+A13) 
/ km network) 
Mm3x1,000/km
9.1
(457 km)
4.5
(1,220 km)
5.3
(1,270 km)
Specific consumption of electricity per water network  
(energy consumption / input)
kWh/m3
0.499
0.623
0.625

250
ACEA GROUP / SUSTAINABILITY REPORT 2017
INDICATOR (follows)
u. m.
2015
2016
2017
Intensity of checks on drinking water distributed 
n./Mm3
413
462
415
Index of drinking water additive
g/m3
3.41
3.41
3.96
SERVICE: PURIFICATION WASTE WATER 
Acea Ato 2
Sludge disposed (Item 168)
t
139,341
122,947
107,205
sand and slabs removed 
(Item 171)
t
28,733
10,813
16,733
COD input 
t
163,451
198,946
203,889
COD removed 
t
143,709
180,755
181,639
Efficiency of COD removal 
%
88
91
89
SST input
t
113,971
121,876
137,117
SST removed
t
103,959
113,284
127,695
Efficiency of SST removal 
%
91
93
93
Efficiency of BOD removal
%
90
90
89
total N input (such as NH4+NO2+NO3+ organic)
t
14,375
22,870
18,871
Total N removed
t
8,157
17,365
13,076
Efficiency of N removal (**)
%
67 
72 
70
Acea Ato 2 additivation index
g/m3
9.7
9.8
12.2
Acea Ato 2 specific consumption of electricity  
by purification process
kWh/m3
0.282
0.288
0.290
Acea Ato 5
Sludge disposed (item 167)
t
11,856
13,098
10,580
sand and slabs removed (Item 171)
t
184
120
81
COD input
t
7,020
9,012
9,772
COD removed
t
5,805
7,000
7,842
Efficiency of COD removal
t
81
78
84
Total N input
t
-
1,172
1,167
Total N removed
t
-
1,013
1,003
Efficiency of removal N (NH4
+)
%
85
89
91
SST input
t
-
-
7,876
SST removed
t
-
-
7,096
Efficiency of SST removal 
%
80
82
95
Acea Ato 5 additivation index
g/m3
27.5
24.3
27.9
Acea Ato 5 specific consumption of electricity  
by purification process
kWh/m3
0.619
0.620
0.787
Gesesa (***)
Sludge disposed
t
300
457
1,130
sand and slabs removed
t
4
22
12
CONFORMITY 
Penalties paid for non-conformities relative to rules/agreements 
of an environmental nature (****)
euro
75,469
414,491
319,666
(*) Emissions defined “Scope 2”, in other words resulting from the consumption of electricity by the water companies in question. 
(**) Value calculated as sum (NH4+NO2+NO3+N organic). The 2015 and 2016 data does not coincide with the data published due to an updated of the database used for 
the calculation. The 2017 nitrogen removal data does not include the contribution of the Rome East treatment plant because it was undergoing significant maintenance 
operations during the period. 
(***) Gesesa has an investment plan scheduled that includes the installation of input flow meters at the purification plants during the coming two-year period.
(****) Penalties paid in 2017 by Acea Ato 2, Acea Ato 5, Gesesa and the Terni waste-to-energy plant.

251
ENVIRONMENTAL ACCOUNTS
KEY ENVIRONMENTAL PERFORMANCE
INDICATORS (KPI) - ENVIRONMENT AREA
DESCRIPTION OF THE CALCULATIONS USED TO DETERMINE  
THE ELECTRICAL GENERATION EFFICIENCY
Environmental Key Performance Indicators
INDICATOR
u. m.
2015
2016
2017
Non-hazardous waste disposed in landfill/total incoming waste 
Item 37)/(Item 36)
t/t
0.89
0.73
0.49
Waste disposed in landfill/energy consumer net of photovoltaic energy
(Item 37+37A) / (Item 106)
t/kWh
0.14
0.02
0.01
Compost produced/incoming waste 
(Item 39 + 45)/(Item 36 + Item 41)
t/t
0.06
0.10
0.12
Compost produced/electricity consumed  
(Item 39 +45)/(Item 106 + 111)
kg/kWh
3.35
2.55
2.32
Calculation 1
Where:
Energythermoelectric= gross electricity produced with the thermoelectric cycle 
Energy methane (kWh) =  methane (Nm3 ) x PCIm (kcal/Nm3)
Energydiesel (kWh) = (diesel (l) x 0.835 xPCIg (kcal/kg)
Efficiency (thermoelectric) =
Energythermoelectric (kWh)
Energydiesel  (kWh) + Energymethane (kWh)
860 (kcal/kWh)
860 (kcal/kWh)
Energy equivalent to the diesel 
consumed (86)
Energy equivalent to the  
methane consumed (84)
PCIg = 10,000 kcal/kg (calorific value lower than diesel)
PCIm = 8,500 kcal/Nm3 (calorific value lower than methane)
860 = conversion coefficient of the energy from kcal to kWh
0.835 = diesel specific weight (kg/l)
NB the calorific values used for Acea Produzione are those actually derived from the measurements of the gas and diesel suppliers

252
ACEA GROUP / SUSTAINABILITY REPORT 2017
Calculation 2
Calculation 3
Where:
3.6 x109	 = conversion factor of the water energy from joule to MWh
m = secondary water for hydroelectric production
	
9.8 = acceleration of gravity at sea level
h = falling height of the water (hydro system - turbine)
Energyhydroelectric = energy produced during the hydroelectric cycle 
Energythermal = Gross thermal energy produced
Energythermoelectric = Gross thermoelectric energy produced
Efficiency (thermoelectric) =
Energythermoelectric (kWh) + Energythermal (kWh)
Energydiesel (kWh) + Energymethane (kWh)
NB  the calorific values used for Acea Produzione are those actually derived from the measurements of the gas and diesel suppliers
Energydiesel (kWh) = 
(diesel (l) x 0.835 x PCIg (kcal/kg)
Efficiency (hydroelectric) =
860 (kcal/kWh)
[m(kg) x 9.8 (m/s2) xh(m)] (Joule)
Energymethane (kWh) = 
methane (Nm3 ) x PCIm (kcal/Nm3)
 Hydroelectric energy (MWh) x 3.6 x109
860 (kcal/kWh)
PCIg = 10,000 kcal/kg (calorific value lower than diesel)
PCIm = 8,500 kcal/Nm3 (calorific value lower than methane)
860 = conversion coefficient of the energy from kcal to kWh
0.835 = diesel specific weight (kg/l)
Energy equivalent to the  
diesel consumed: (86)
Energy equivalent to the  
methane consumed (84)

253
ENVIRONMENTAL ACCOUNTS
Calculation 4
Calculation 5
Calculation 6 
Recovery efficiency (kWh/kg) = 
Energygross energy produced  (kWh) = gross electricity produced at San Vittore = (Item 12)
Gross electricity produced (kWh)
RDF (kg)
Where: 
Ei = total hydroelectric energy produced
Et = total thermoelectric energy produced 
ηi= Hydroelectric efficiency 		
	
	
ηt = thermoelectric efficiency 	
	
Efficiency (average) = average  efficiency of production 
Efficiency (average) =
Efficiency (average) =
Ei
Ei
Et
ET
(Ei + Et)
(Ei + ET)
(Ei + Et)
(Ei + ET)
x ηi +
x ηi +
x ηt
x ηT
Where: 
Ei = total hydroelectric energy produced 
E T = sum of the total energy (thermoelectric and thermal) produced
ηi = Hydroelectric efficiency 	
	
	
	
ηT = Efficiency (thermoelectric + thermal) 
	
	
	
Efficiency (average) = average efficiency of production

254
ACEA GROUP / SUSTAINABILITY REPORT 2017
Calculation 7
Calculation 8 
Calculation 9
Where:
Electricity produced = Electricity produced at Terni = (Item 13)
Methane internal energy (kWh) =
Pulper internal energy (kWh) =
PCIp= PCI pulper = 3,635 kcal/kg (15,216 kJ/kg) - calorific value lower on average than the pulper 
860 = conversion coefficient of the energy from kcal to kWh. 
PCIm= PCI methane = approx. 8,500 kcal/Sm3
860 = conversion coefficient of the energy from kcal to kWh.
Electric efficiency = 
Recovery efficiency (kWh/kg) =
Gross electricity produced (kWh) = electricity produced at Terni= (Item 13)
Methane internal energy =
Electricity produced = electricity produced at San Vittore = (Item 12)
PCIm= PCI methane = approx. 8,500 kcal/Sm3
860 = conversion coefficient of the energy from kcal to kWh.
Internal energy CSS (kWh) = 
PCIcss = 3,583 kcal/kg (15,000 kJ/kg) - calorific value lower on average than the CSS
860 = conversion coefficient of the energy from kcal to kWh
CSS (kg) x PCIcss (kcal/kg) 
Gross electricity produced (kWh)
860 (kcal/kWh)
pulper (kg)
Where:
Sm3 CH4 x PCIm (kcal/ Sm3)
Electricity produced (kWh)
Internal energy CSS (kWh)+Methane internal energy (kWh) 
860 (kcal/kWh)
Efficiency =
Electricity produced (kWh)
Pulper internal energy (kWh)+methane internal energy (kWh)
pulper (kg) x PCIp (kcal/kg)
Sm3 CH4 x PCIm (kcal/ Sm3)
860 (kcal/kWh)
860 (kcal/kWh)

255
ENVIRONMENTAL ACCOUNTS
EXPLANATORY NOTES TO THE ENVIRONMENTAL 
ACCOUNTS
The numerical data presented in the Environmental Accounts is pro-
duced and certified by the competent Departments.
The responsibility for the correct preparation of the data pertains 
to the individual production units, pending the implementation of 
a standardised Environmental Management System, capable of 
coding the procedures in order to obtain a regular flow of numer-
ical information. 
Before their final acceptance, however, the official data underwent 
a validation process that anticipated four control steps:
1.	
Comparison with historical data to highlight and justify possi-
ble large deviations;
2.	
At least two repetitions of the acquisition process;
3.	
Feed-back to the Departments responsible for the final vali-
dation of the data;
4.	 Random check carried out by auditing firm.
The numerical data have been divided into the three categories:
•	
estimated;
•	
calculated;
•	
measured.
In the event of data resulting from estimates, the utmost attention 
was paid to the verification of the reasonableness of the basic cri-
teria used, with the objective of resorting as little as possible, in the 
future, to this type of measurement of the sizes of environmental 
significance.
When data was achieved through calculation, the algorithm used 
was briefly explained to permit full understanding of the mathe-
matical result.
Lastly, when the data was measured, an uncertainty estimate to be 
associated with the number was provided.

256
ACEA GROUP / SUSTAINABILITY REPORT 2017
ADDITIONAL INFORMATION ON THE NUMERICAL 
DATA PROVIDED IN THE ENVIRONMENTAL 
ACCOUNTS
PRODUCTS - ENERGY AREA
Figure no.
Explanation - comment
1
Gross total energy produced by Acea Ambiente and Acea Produzione. The figure is calculated.
2
Electricity produced net of the losses due to just the production phase. The figure is calculated.
3=4+5
Total electricity produced, inclusive of the losses, by the Acea Produzione power plants. Includes thermoelectric and 
hydroelectric energy. The figure is measured with an uncertainty of less than ± 0.5%
6=7+8+9
Losses of electricity attributable to just the production phase of the Acea Produzione power plants. Includes: the self-
consumption (thermal and hydro) and the losses of initial transformation. The figure is measured with an uncertainty of less 
than ± 0.5%
10
Electricity produced by the Acea Produzione power plants net of the losses. The figure is calculated.
11
Gross energy produced by photovoltaic installations. From 29.12.2015, the FV branch of Arse was merged into Acea 
Produzione, except for the installations called Parco della Mistica, transferred to ALL srl. For the 2016-2017 two-year 
period, the FV of Parco della Mistica is not reported because it is outside the perimeter. The figure is measured with an 
uncertainty of less than ± 0.5%
12
Total losses during photovoltaic generating phase, due in particular to joule effect (dissipation during heating) in the 
equipment. Estimated figure.
13
Net photovoltaic electricity made available by the generating installations. The figure is calculated.
14=15+16
Electricity produced by the Waste-to-Energy installations: waste-to-energy of San Vittore del Lazio and waste-to-energy 
of Terni of Acea Ambiente. We wish to specify that the fuel used in the two installations (CSS - secondary solid fuel - for 
San Vittore del Lazio and paper mill pulp for the Terni plant) is composed of both biodegradable organic material, therefore 
neutral on the balance of the CO2, and by non-biodegradable organic substance (plastic, resins, etc.). In 2017, the 
renewable quota for San Vittore was equal to around 53%, the Terni quota was approx. 42%.
17
Self-consumption of the two waste-to-energy plants of San Vittore del Lazio and Terni + initial transformation losses at 
San Vittore. The figure is measured with an uncertainty of less than ± 0.5%
18
Electricity produced by the two waste-to-energy plants of San Vittore del Lazio and Terni, net of the self-consumption and 
initial transformation losses at San Vittore. The data for the three-year period cannot be compared because Line 1 of San 
Vittore only worked 12 months in 2017 (after revamping). The figure is calculated.
19
Electricity produced from biogas by the waste management plant of Orvieto (Acea Ambiente). The figure is calculated.
20
Self-consumption, including small dissipations. The figure is measured with an uncertainty of less than ± 5%
21
Net electricity produced from biogas and transferred to network. The figure is measured with an uncertainty of less than ± 5% 
22
Thermal energy produced in the cogeneration plant of Tor di Valle including losses. The figure is measured with an 
uncertainty of ± 2% near the delivery piping of the generators. The thermal energy is produced by Galleri boilers and the 
cogeneration plant, composed of a gas turbine and a regenerative heated water generator supplied by hot discharge fumes 
of the gas turbine.
23
Losses of thermal energy of the district heating systems, due to: thermal dissipation, losses on the network, technical 
releases for maintenance operations, thermal reintegrations of the heat accumulation systems. The figure is calculated as 
the difference between the thermal energy produced and that actually supplied to the clients (invoiced).
24
Net thermal energy supplied to the final clients. The figure, calculated, is obtained from the consumption invoiced. 
25
Electricity supplied to Acea Produzione to Acea Energy with inter-Group exchange. The figure is marginal as a result of the 
choice made by the Acea Group to sell the electricity produced by the generating companies on Borsa (Stock Exchange) 
or through bilateral agreements. 
26
Net electricity acquired on the market by:
•	
Single Buyer of 2,620.4 GWh 
•	
Import of 389.1 GWh 
•	
Market of 7,823.3 GWh
The figure is measured with an uncertainty of ± 0.5%
27
Energy requested on the electrical distribution network of Rome and Formello by all the client connected (open market + 
managed). The figure is estimated.
28
Losses of electricity that occur during the distribution and transmission phase. They are attributable to: losses of 
transformation and transport, fraud and incorrect measurements. The figure is estimated.
29
Personal use of electricity for the implementation of the distribution activities. The figure is estimated.
30
Electricity transferred to third parties. These are exchanges of energy between distribution companies. The figure is 
measured with an uncertainty of ± 0.5%

257
ENVIRONMENTAL ACCOUNTS
31
Total net electricity conveyed to final clients of the open market connected to the electrical distribution network of Rome 
and Formello. Includes both the quota of electricity sold by Acea Energy, and that sold by other operators active on the 
open market. The figure is measured with an uncertainty of ± 5% according to Standard CEI 13-4.
32
Net electricity transferred to managed final clients. 
The decrease is the result of the progressive passage of managed clients to the open market. In other words, it is a direct 
consequence of the deregulation process of the electricity market in effect in Italy since 1999 (Italian Legislative Decree 
no. 79/99). The figure is estimated based on the consumption invoiced.
33
Net electricity sold by Acea on the open market nationally in Italy. Includes the electricity sold in Rome and Formello 
(figure 28). The total sale on the open market and managed market is obtained by adding the figures (29) and (30). The 
figure is estimated. 
34
Luminous flux supplied by the public lighting system in Rome. The figure, calculated, is the product of the number of lamps 
installed and the relative value of “rated” luminous flux. 
35
Total number of measurements/controls performed in favour of the energy area. 
The figure is calculated as the sum of the individual determinations carried out by the competent laboratories. 
PRODUCTS - ENERGY AREA
Figure no.
Explanation - comment
PRODUCTS - ENVIRONMENT AREA
Figure no.
Explanation - comment
36
Total incoming waste. They are the quantities arriving at the Orvieto plant which include: unsorted urban solid waste, 
organic fraction, green, non-hazardous industrial waste. The figure is calculated.
36 A
Waste partly sent for shredding only, partly just for aerobic treatment, partly both to the anaerobic digester and the aerobic 
treatment. The figure is calculated.
37
Waste disposed directly in landfill. The figure is measured with an uncertainty of ± 1 %
38
Waste recovered and not sent to landfill. It is glass, paper and cardboard, iron and plastic. In 2017, only iron was recovered. 
The figure is calculated.
39
Compost produced at the Orvieto plant. Passing only through the aerobic process to the combination, in 2016, of the 
anaerobic process with the aerobic one, an optimization of the product was achieved, now High Quality Compost. The 
figure is measured with an uncertainty of ± 1 %
40
Reduction due to stabilization. This represents the loss of mass due to the natural transformations of the material and the 
loss of water through evaporation. The figure is calculated. 
41
Total incoming organic waste. They are the amounts arriving at the plants of Aprilia, Monterotondo Marittimo and 
Sabaudia, which include: sludge, green and organic fraction. The figure is calculated.
42
Incoming sludge. It is the quantity of sludge entering the composting plants of Aprilia (LT), Monterotondo Marittimo (GR) 
and Sabaudia (LT). The figure is measured with an uncertainty of ± 1 %
43
Incoming green. It is the quantity of green matter coming from the parks, woods or other areas arriving at the plants of 
Aprilia, Monterotondo Marittimo and Sabaudia. The figure is measured with an uncertainty of ± 1 %
44
Organic fraction of sorted collection (FORSU) entering the composting plant of Aprilia and FORSU and other agrifood 
waste arriving at the Monterotondo Marittimo plant. Starting in 2017, the types accepted at the Monterotondo plant 
increased. The figure is calculated.
45
High Quality Compost. It is the quantity of high quality compost produced at the Aprilia, Monterotondo Marittimo and 
Sabaudia plants. The data represents the quantities produced during the three-year period (not the amount sold). The 
production of compost is estimated based on the quantities transported daily to maturation. During that phase, process 
losses occur so that at the time of the sale the compost will be approx. 20-25% less. The figure is measured with an 
uncertainty of ± 1 %
46
Non-compostable material for disposal. It is the non-biodegradable material (for example plastics) which is separated from 
the compostable material sent for disposal. The figure is measured with an uncertainty of ± 1 %
47
Reduction due to stabilization. This represents the loss of mass due to the natural transformations of the material and the 
loss of water through evaporation. The figure is calculated.
48
Liquids entering the Sabaudia plant and sent to purification. The figure is calculated.
49
Total analytical determinations. They are the total of the analytical determinations performed at the following plants: 
Orvieto, Aprilia, Monterotondo Marittimo and Sabaudia. The figure is calculated.

258
ACEA GROUP / SUSTAINABILITY REPORT 2017
PRODUCTS - WATER AREA
Figure no.
Explanation - comment
50
Total drinking water collected from the environment or from other systems It is the sum of the water collected by 
the companies of the Group. Acea Ato 2 (Rome), Acea Ato 5 (Frosinone); Gori (Sarnese Vesuviano); Acque (Pisa); 
Publiacqua (Firenze); Acquedotto del Fiora (Grosseto); Umbra Acque (Umbria). The figure is calculated.
51
Total drinking water transported to the distribution networks of the companies listed at number 44, without the losses due 
to the supply phase at the sources. The figure is estimated.
52
Total drinking water supplied to the respective clients by the companies listed in number 44. The figure is estimated.
53
Total drinking water collected at the sources, without the high discharges, by the Acea Ato 2 company and released 
into the aqueduct system of the “historic” network of Rome and Fiumicino. It includes the water collected from Lake 
Bracciano, purified. The figure is measured with an uncertainty of ± 3%, except for the smaller sources - 2017, for which it 
is estimated.
54
Total drinking water transferred to Municipalities located along the route of the aqueducts. The 2017 figure is estimated and 
may undergo consolidation after publication.
55
Drinking water released into non-potable network. These are events that occur at the time of extraordinary maintenance or 
interventions which make the dedicated non-potable resource insufficient. The figure is estimated.
56
Drinking water returned to the environment / technical operating amounts with reference to the “historic” distribution 
network of Rome and Fiumicino. The figure is calculated.
57
Drinking water released (Quantity A09 of Ministerial Decree 99/07). This is the total drinking water transported to the 
“historic” distribution network of Rome and Fiumicino less the losses due to the supply phase at the sources. The figure is 
estimated.
58
Total drinking water supplied in the “historic” network of Rome and Fiumicino. The figure includes consumption due to the 
Acea Ato 2 users, the water fountains, the water houses, etc. 
59
Total distribution losses - “historic” network of Rome and Fiumicino. It is the A17 size of Ministerial Decree no. 99/97 
defined as the quantity of water lost during distribution:
A17 = A9-(A10+A11+A12), overall distribution losses where, for the data starting in 2016, the following applies:
•	
Quantity A9 of Ministerial Decree 99/97 - total volume of water released into network. 
•	
Quantity A10 of Ministerial Decree 99/97 - measured amount of water delivered to the user. 
•	
Quantity A12 of Ministerial Decree 99/97 - amount of water consumer, invoiced, but not measured;
•	
Quantity A12 of Ministerial Decree 99/97 - As per provisions of ARERA (formerly AEEGSI), the Item is identified 
with the “amount of the water consumed (authorised) not measured and not invoiced”, estimated as 0.005*A10;
•	
Quantity A14 of Ministerial Decree 99/97 - amount of water apparently lost due to unauthorised consumption and 
therefore not invoiced (fraud), estimated by the ARERA as 0.002*A10;
•	
Quantity A16 of Ministerial Decree 99/97 - amount of water apparently lost due to measurement errors attributable 
to the meters installed on the utilities, estimated by the ARERA as 0.02*A10 (Resolution 1/2016) and since 2015 as 
0.03*A10 (Resolution 5/2016). 
The figure is estimated.
60
Actual distribution losses - amount defined by the ARERA as A09-A10-A11-A12-A14-A16. The figure is estimated.
61
Total non-potable water derived from the environment including losses. The figure is estimated.
62
Total non-potable water supplied to Rome and Fiumicino. The figure, calculated, corresponds to the total amount of water 
invoiced.
63
Total non-potable water supplied to Municipalities other than Rome and Fiumicino. It is a small estimated quantity.
64
Total drinking water collected at the sources, without the high discharges, by the Acea Ato 2 company and released into 
the aqueduct system of the Ambito Territoriale Ottimale 2 of Central Lazio (“historic” network of Rome and Fiumicino + 
Municipalities acquired). The figure is measured with an uncertainty of ± 3%, except for the smaller sources in 2017, for 
which it is estimated. 
65
Total drinking water transferred to other aqueduct systems. The 2017 figure is estimated and may undergo consolidation 
after publication.
66
Drinking water released into non-potable network. These are events that occur at the time of extraordinary maintenance or 
interventions which make the dedicated non-potable resource insufficient. The figure is estimated.
67
Drinking water returned to the environment / technical operating amounts with reference to the Acea Ato 2 distribution 
network (Rome and Fiumicino + municipalities acquired at 31.12.17). The figure is calculated.
68
Total of the drinking water transported to the Acea Ato 2 distribution network (Rome and Fiumicino + municipalities 
acquired at 31.12.17). The figure is calculated.
69
Total drinking water supplied (in other words measured at the meters, where present) to the clients connects to the 
Acea Ato 2 network (Rome and Fiumicino + municipalities acquired at 31.12.17). The figure represents the estimated 
consumption due to the entire territory served. Since 2014, the amount supplied includes the “other aqueduct systems”, as 
per provisions of the ARERA.

259
ENVIRONMENTAL ACCOUNTS
PRODUCTS - WATER AREA
Figure no.
Explanation - comment
70
Total distribution losses - Acea Ato 2 (Rome and Fiumicino + municipalities acquired at 31.12.17) network. It is the A17 
quantity of Ministerial Decree no. 99/97 defined as the quantity of water lost during distribution: See Item 53 for details.
71
Actual distribution losses - Acea Ato 2 (Rome and Fiumicino + municipalities acquired at 31.12.17) network. It is the sum of 
the quantities (A15+A13) of Ministerial Decree no. 99/97. See Item 54.
72, 73, 74
Respectively: quantity of water collected from the environment, released into the distribution network and supplied to their 
clients by Acea Ato 5 (Frosinone).
75
Overall distribution losses of Acea Ato 5 (Frosinone). It is the A17 quantity of Ministerial Decree no. 99/97 defined as the 
quantity of water lost during distribution: See Item 53 for details.
76
Actual distribution losses of Acea Ato 5 (Frosinone). It is the sum of the quantities (A15+A13) of Ministerial Decree no. 
99/97. See Item 54 for details. 
77
Total waste water treated in the principal treatment plants of the Group’s water companies: Acea Ato 2, Acea Ato 5, Gori, 
Umbra Acque, Publiacqua, Acque, Acquedotto del Fiora. The figure is calculated. 
78
Total waste water sent to the principal treatment plants of Acea Ato 2 and treated. The total figure is calculated. 
79
Total waste water send to the treatment plants and treated by Acea Ato 2, including the quantities treated in the small 
plants of the municipalities of Rome and in those outside the municipalities of Rome. The total figure is calculated.
80
Total waste water sent to the treatment plants and treated by Acea Ato 5. The figure is calculated.
81
Number of analytical determinations conducted overall on the drinking water by the Acea Group. The figure includes the 
analyses performed by Acea Elabori and the analyses performed independently by the companies. The figure is calculated.
82
Number of analytical determinations conducted overall on the waste water by the Acea Group. The figure includes the 
analyses performed by Acea Elabori and the analyses performed independently by the companies. The figure is calculated.

260
ACEA GROUP / SUSTAINABILITY REPORT 2017
RESOURCES USED - ENERGY AREA
Item no.
Explanation - comment
83 = 84 + 85
Total quantity of natural gas used to generate the electricity and heat at the Acea Produzione plants and at the waste-to-
energy plants of Acea Ambiente. The figures expressed in normal cubic metres (volume at 0°C and 1 Atm), is measured 
with an uncertainty of ± 0.5%. Estimated figure. 
86
Total quantity of diesel used to generate electricity at the Montemartini power plant (turbogas) of Acea Produzione and for 
operations at the waste-to-energy plant of Terni. The consumption of the Montemartini power plant is significant during 
those years when the power plant produces more electricity in order to fulfil the normal scheduled periodic tests, and to 
conduct the inspection activities. The consumption pertaining to the waste-to-energy plant increased during 2016 due to 
the internalisation of the transport service of a sector of the plant. The figure is measured with an uncertainty of ± 2%.
87
Quantity of CSS (Secondary Solid Fuel from waste) sent to waste-to-energy in the San Vittore del Lazio plant. The figure 
is measured with an uncertainty of ± 1%.
88
Quantity of pulp send to waste-to-energy in the Terni plant. The figure is measured with an uncertainty of ± 1%. 
89
Quantity of biogas used to produce electricity. The figure is measured with an uncertainty of ± 1%.
90
Total water derived from surface resources and aqueducts (as in the case of the hydroelectric power plant of Salisano) for 
the production of hydroelectric energy. The figure is calculated.
91
Total quantity of water used in the industrial processes. The various contributions are due to:
- reintegration of losses in the district heating network. It is aqueduct water;
- various uses in the waste-to-energy plants of San Vittore del Lazio and Terni. 
It is aqueduct and well water. 
The figure is calculated. 
92
Quantity of aqueduct water used by the companies included in the energy area, for civilian/sanitary uses. It is consumption 
of the Acea Produzione and Areti companies of the waste-to-energy plants and 50% of the consumption of the Holding 
Company. The figure, calculated, refers to the consumption invoiced. 
93
It represents the total quantity of dielectric mineral oil present in the primary and secondary cabins. Since 2014, the 
quantity of oil present in the Petersen coils installed in certain primary cabins is also included: approx. 225 tons in 256 
Petersen systems. The data relative to the reintegratons is estimated. The total quantity of new dielectric mineral oil 
released into the production circuit (transformers, capacitors, storage deposits etc.) includes both the Areti and the Acea 
Produzione figure. The figure is estimated. 
94
It represents the total quantity of gaseous insulation (SF6) in the Areti plants. The figure is estimated. The figure referred 
to the reintegrations represents the total quantity of SF6 released ex-novo into the production circuit during the year. The 
figure is estimated.
95
It represents the total quantity of cooling fluids in operation. The reintegrations represent the quantity of cooling fluids used 
for the maintenance of the air-conditioning equipment, during which the gas in operation is recovered and replaced with 
the new one. In 2017 the reintegrations were zero since certain sites were decommissioned. Both figures are calculated by 
attributing all the gas supplied overall by the parent company in equal parts (50%) to the energy area and the water area. 
The figure matches Item 116.
96
Total chemical substances used in the electrical and thermal generating process in the Acea Produzione power plants and 
the waste-to-energy plants of Acea Ambiente. Since 2014, the activated carbon consumed in the waste-to-energy plants 
has also been included. The figure is calculated.
97
Quantity of lubricating oils and fats used by Acea Produzione. The figure is measured with an uncertainty of ± 0.5%.
98
The figure matches Item 28.
99
Matches the difference between Items 1 and 2.
100
Electricity consumed by the processes not directly connected to the production phase (offices). The figure is calculated at 
50% of the electricity consumed overall by the parent company. The remaining 50% is attributed as consumption to the 
water area.
100B
Consumption of electricity at other sites and plants, including the consumption of the waste-to-energy plants (Terni and 
San Vittore). The figure is estimated.
101
Other uses of the electricity in the energy area. The figure is calculated.
102
Total electricity consumer by the product systems included in the energy area. The figure is calculated.
103
Total electricity consumed for public lighting in the municipality of Rome. The significant reduction in 2017 is the result of 
the replacement of tens of thousands of lamps with LED technology, starting at the end of 2016. 
The figure is calculated based on the consistencies of the installations in operation during the year.

261
ENVIRONMENTAL ACCOUNTS
RESOURCES USED - ENVIRONMENT AREA
Item no.
Explanation - comment
ORVIETO PLANT
104
Quantity of water consumed at the Orvieto plant. It is specified that this resource comes partly from roofs (rainwater) and 
partly from the riverbed (river water). The figure is estimated.
105
Total chemical substances used at the Orvieto plant. The 2015 figure is discontinuous (decreasing) because of the 
revamping of the site which ended in November of that year. The figure is calculated.
106
Electricity consumed in the Orvieto plant. The figure is measured with an uncertainty of ± 1% 
107
Total quantity of diesel consumed at the Orvieto plant. The figure is measured with an uncertainty of ± 2%.
108
Quantity of water used for civilian purposes in the plant region of Orvieto. It is supplied by tanker trucks since the plant is 
not connected to the aqueduct. The figure is estimated.
PRODUCTION OF COMPOST
109
Quantity of water consumed at the Aprilia, Monterotondo Marittimo and Sabaudia plants. The figure is close to zero 
since almost all the water used at the Aprilia plant comes from recirculation, following purification with reverse osmosis 
technology. In 2017, consumption was not significant and approx. 455 cubic metres was used at the Sabaudia plant, while 
at the Monterotondo Marittimo plant approx. 2,500 cubic metres was consumed. The total water consumption not from 
recirculation was therefore negligible. 
110
Total chemical substances used at the Aprilia, Monterotondo Marittimo and Sabaudia plants. The figure is calculated.
111
Electricity consumed at the Aprilia, Monterotondo Marittimo and Sabaudia plants. The lower 2015 figure is due to the 
shut-down of the Aprilia plant that year. The figure is measured with an uncertainty of ± 1%
112
Total quantity of fuel consumed at the Aprilia, Monterotondo Marittimo and Sabaudia plants. The figure is measured with 
an uncertainty of ± 2%.
RESOURCES USED - WATER AREA
Item no.
Explanation - comment
113
The figure represents the sum of the consumption of reagents for the purification and disinfection of the water in the water 
companies: Acea Ato 2 and Acea Ato 5. In particular they are sodium hypochlorite - used as disinfectant at the request of 
the Health Authorities, aluminium polychloride, caustic soda and ozone. The figure is calculated.
114
Total quantity of chemical reagents used by the Acea Elabori company to carry out the official duties, namely the analytical 
checks for the companies of the Acea Group. The figure is measured.
115
Total volume of pure gases for analysis, used by the Acea Elabori company. The figure is measured.
116
It represents the total quantity of cooling fluids in operation. The reintegrations represent the quantity of cooling fluids 
used for the maintenance of the air-conditioning equipment, during which the gas in operation is recovered and replaced 
with the new one. Both figures are calculated by attributing all the gas supplied overall by the parent company in equal parts 
(50%) to the energy area and the water area. Item 116 matches Item 95. 
117
Electricity used for the drinking water and non-potable water pumping stations. The increase in the figure since 2015 is 
due mainly to the increasingly dry climate conditions that have entailed in certain cases the recourse to back-up pumping 
stations. The figure is measured with an uncertainty of ± 1%
118
Electricity consumed by the processes not directly connected to the production phase (offices). The figure, the same as 
Item 100, is calculated at 50% of the electricity consumed overall by the parent company. 
119
Electricity used by the Acea Elabori company. It includes all the energy relative to the various fields of activity Acea Elabori, 
not only the analytical laboratory activities. The figure is estimated. 
120
Total energy consumed in the water area. The figure of the preceding year was modified for adjustments in measurements 
of the partial data. The figure is calculated.
121
Quantity of drinking water used by the companies: Acea Ato 2 and Acea Ato 5, for civilian/sanitary uses. The figure, 
calculated, refers to the consumption invoiced. 
122
Quantity of water consumed for civilian/sanitary uses within facilities not directly tied to production phases (offices).  
The figure is calculated at 50% of the water consumed overall by the parent company. The estimating methodology 
changed in 2016. 
123
It is the sum of the figures 114 and 115. The figure is calculated.
124
Total quantity of chemicals used in the purification process of the waste water. It is obtained from the sum of the 
consumption registered for the following substances: polyelectrolytes, hypochlorite of sodium, iron chloride, lime.  
The figure is calculated.
125
Total quantity of lubricating oil and fat used for the equipment of the water area (pumps, centrifuges, motors, etc.).  
The figure is calculated.

262
ACEA GROUP / SUSTAINABILITY REPORT 2017
RESOURCES USED - WATER AREA
Item no.
Explanation - comment
126
Electricity used to run the waste water purification plants and to operate the sewer network. The figure is measured with an 
uncertainty of ± 1%
127
Quantity of methane used in the dryers and generators. The figure is measured.
128
Quantity of biogas produced and consumed on site. The figure is measured.
FUELS USED BY THE GROUP (TRANSPORT AND HEATING)
Item no.
Explanation - comment
129
Total quantity of petrol used for the vehicle fleet of the Acea Group. For the conversions from the unit of volume (litres) to 
that of mass (kg) a density value of 0.73 kg/l was used (source: Defra, conversion factors 2016). Starting in 2015, the older 
petrol vehicles have been decommissioned. 
130
Total quantity of diesel used for the vehicle fleet of the Acea Group. For the conversions from the unit of volume (litres) 
to that of mass (kg) a density value of 0.84 kg/l was used (source: Defra, conversion factors 2016). In 2017, the figure 
includes the fuel consumed by the vehicles of the company included for the first time in this year’s perimeter (Acea 
Ambiente and Aquader). The 2017 increase is also due to the increase in mixed-use vehicles assigned to Executives and 
Managers and the increase in the trips after the WFM went into operation.
131
Total quantity of diesel used for heating work areas and for the supply of the generators. Only the consumption of Acea 
Ato 2 and Acea Ato 5 is included for the 2015-2016 two-year period. The figure is measured with an uncertainty of ± 
0.5%.
132
Total quantity of natural gas used for heating the work spaces. The perimeter includes: Acea, Areti; Acea Produzione 
(offices of Via Aeronautica), Acea Ato 2, Acea Ato 5, ARIA, Acea Elabori, Acea Energia. The figure is measured with an 
uncertainty of ± 0.5%.
133
Total quantity of LPG (Liquefied Petroleum Gas) used to heat the work spaces. For the conversions from the unit of 
volume (litres) to that of mass (kg) a density value of 0.550 kg/l was used. The figure is measured with an uncertainty  
of ± 0.5%.
EMISSIONS AND WASTE - ENERGY AREA
Item no.
Explanation - comment
134
Total quantity of carbon dioxide released into the atmosphere as a result of generating thermoelectric energy from fossil 
fuels and from the waste-to-energy process of CSS and pulper. Includes the equivalent CO2 estimated on the basis of the 
reintegrations of SF6. The figure is calculated as the sum of Items 135, 136 and 137. The 2017 increase is due mainly to Line 
1 going into operation (starting September 2016). Estimated figure.
135
Quantity of carbon dioxide released into the atmosphere by the Acea Produzione power plants. The figure is calculated in 
accordance with current legislation.
136
Quantity of equivalent CO2 estimated based on the reintegrations of SF6, considering that the 1 t of this gas has a heating 
power 22,800 times the CO2.
137 
Quantity of carbon dioxide released into the atmosphere by the Acea Ambiente waste-to-energy plants. Since 
30.09.2016 Line 1 of San Vittore also went into operation, causing the increase in the emissions, in particular in 2017.  
The figure is calculated in accordance with current legislation. 
138
Total quantity of nitrogen oxides (NO + NO2) released into the atmosphere as a result of generating thermoelectric energy 
from fossil fuels and from the CSS and pulper waste-to-energy processes. Their presence in traces of the emissions is due 
to undesired secondary reactions which occur at high temperature between the nitrogen and the oxygen of the air.  
The figure is calculated. 
139
Total quantity of nitrogen oxides (NO + NO2) released into the atmosphere as a result of generating thermoelectric energy 
from fossil fuels in the Acea Produzione power plants. The figure is calculated.
140
Quantity of nitrogen oxides (NO + NO2) released into the atmosphere by the Acea Ambiente waste-to-energy plants. 
The figure is calculated.
141
Total quantity of carbon oxide (CO) released into the atmosphere as a result of generating thermoelectric energy 
from fossil fuels and the waste-to-energy process. The existence of the pollutant in the emissions is due to incomplete 
fuel reaction and represents a symptom of deterioration in the performance of the combustion reaction. The figure is 
calculated.
142
Total quantity of carbon oxide (CO) released into the atmosphere as a result of generating thermoelectric energy from 
fossil fuels in the Acea Produzione power plants. The figure is calculated.

263
ENVIRONMENTAL ACCOUNTS
FUELS USED BY THE GROUP (TRANSPORT AND HEATING)
Item no.
Explanation - comment
143
Quantity of carbon oxide (CO) released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure is 
calculated.
144
Total quantity of sulphur dioxide (SO2) released into the atmosphere as a result of generating thermoelectric energy from 
fossil fuels and from the CSS and pulper waste-to-energy processes. The use of methane and diesel with low sulphur 
content in the power plants enables this type of emission to be contained. The figure is calculated.
145
Quantity of sulphur oxide (SO2) released into the atmosphere as a result of generating thermoelectric energy from fossil 
fuels in the Acea Produzione power plants. The figure is calculated.
146
Quantity of sulphur dioxide (SO2) released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure 
is calculated.
147
Total quantity of powders (microscopic particles with average aerodynamic diameter equal or less than 10 thousand of a 
millimetre) released into the atmosphere as a result of generating thermoelectric energy from fossil fuels and from the CSS 
and pulper waste-to-energy processes. Basically, it is amorphous unburned carbon, with traces of other compounds of 
various composition, obtained as sub-product of the combustion when it achieved completely. The figure is calculated.
148
Quantity of powders released into the atmosphere as a result of generating thermoelectric energy from fossil fuels in the 
Acea Produzione power plants. The figure is calculated.
149
Quantity of powders released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure is calculated.
150
Quantity of hydrochloric acid (HCl) released into the atmosphere by the Acea Ambiente waste-to-energy plants.  
The figure is calculated.
151
Quantity of hydrofluoric acid (HF) released into the atmosphere by the Acea Ambiente waste-to-energy plants.  
The figure is calculated.
152
Quantity of organic carbon (CO) released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure 
is calculated.
153
Total quantity of waste water, treated, resulting from the thermoelectric energy production activities. The figure is 
measured with an uncertainty of ± 2%.
154
Total quantity of hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed by the companies of the 
Acea Group excluding the waste-to-energy area. The figure is measured with an uncertainty of ± 2%
155
Hazardous waste (Italian Legislative Decree no. 152/06) disposed by the waste-to-energy area. It is essentially light ashes 
and slag resulting from the incineration processes. The figure is measured with an uncertainty of ± 2%
156
Total quantity of non-hazardous waste (Italian Legislative Decree no. 152/06) disposed by the companies of the Acea 
Group excluding the waste-to-energy area. 
The figure is measured with an uncertainty of ± 2%
157
Non-hazardous waste (Italian Legislative Decree no. 152/06) disposed by the waste-to-energy area. It is essentially heavy 
ashes and slag resulting from the incineration processes. The increase in the 2017 figure is attributable to the different 
classification of the water disposed (as non-hazardous waste in 2017 and as hazardous waste in 2016) at San Vittore del 
Lazio. The figure is measured with an uncertainty of ± 2%
EMISSIONS AND WASTE - ENVIRONMENT AREA
Item no.
Explanation - comment
158
Hazardous waste (Italian Legislative Decree no. 152/06) disposed by the Aprilia, Monterotondo Marittimo and Sabaudia 
plants. The figure is calculated.
159
Non-hazardous waste (Italian Legislative Decree no. 152/06) disposed by the Aprilia, Monterotondo Marittimo and Sabaudia 
plants. The figure is calculated.
160
Hazardous waste (Italian Legislative Decree no. 152/06) disposed by the Orvieto plant. The figure is measured with an 
uncertainty of ± 2%
161
Non-hazardous waste (Italian Legislative Decree no. 152/06) disposed by the Orvieto plant. The figure is measured with an 
uncertainty of ± 2%
161 B
Emissions of CO2 of the Orvieto plant resulting from combustion on site and by the fuels for OTMs not included in the 
motor pool data. Estimated figure.
162, 163, 164, 165
They are powders, Total Organic Compounds (COT), ammonia and volatile inorganic substances (SIV) issued at the Aprilia 
plant. The presence of the “≤” symbol identifies values of concentration equal or lower than the limits detectable by the 
instruments used in the laboratory, therefore it indicates only an upper limit. The 2017 value of the ammonia refers to the 
October audit. The data is calculated starting from the measurement of the concentrations.

264
ACEA GROUP / SUSTAINABILITY REPORT 2017
CO2 EMISSION FROM TRANSPORT AND HEATING
Item no.
Explanation - comment
180
Total quantity of carbon dioxide issued by the motor pool of the Acea Group. For the entire three-year period, it was 
calculated using the consumption of fuel and the emission coefficients (ISPRA 2015). The increase in 2017 depends first 
of all on both the WFM model which is now operational and determined an increase in the operating capacity against a 
larger number of vehicles on the road at the same time, and on the new companies included in this year’s parameter (Acea 
Ambient and Aquaser).
181
Total quantity of carbon dioxide emitted by the systems used to air-condition the work spaces. The 2015 figure is 
calculated using the consumption of fuel and the emission coefficients (ISPRA 2015).
EMISSIONS AND WASTE - WATER AREA
Item no.
Explanation - comment
166
Total quantity of purification sludge disposed by the Acea Ato 2 and Acea Ato 5 companies. They are non-hazardous waste. 
The figure is measured with an uncertainty of ± 2%
167
Total quantity of purification sludge disposed by the Acea Ato 2 company. The figure that dropped sharply in 2017 results mainly from 
the Rome East treatment plants where an anaerobic digester and a dryer are in operation. The figure is measured with an uncertainty 
of ± 2%
168
Total quantity of purification sludge disposed by the Acea Ato 5 company. The figure is measured with an uncertainty of  
± 2%
169
Total quantity of sand and slabs disposed by the Acea Ato 2 and Acea Ato 5 companies. The figure is measured with an 
uncertainty of ± 2%
170
Total quantity of sand and slabs disposed by the Acea Ato 2 company. The 2015 figure includes 16,932 tons of sand and 
slabs removed in the Rome South plant, as a result of extraordinary cleaning of the oxidation compartment. The 2017 
figure increased compared to 2016 for maintenance activity on the treatment plant of Rome East. The figure is measured 
with an uncertainty of ± 2%
171
Total quantity of sand and slabs disposed by the Acea Ato 5 company. The figure is measured with an uncertainty of ± 2%
172
Total quantity of hazardous waste (Italian Legislative Decree no. 152/06) disposed by Acea Ato 2, Acea Elabori and Acea 
Ato 5, to which was added an amount produced by the Parent Company and attributed in equal parts to the two Areas: 
Energy and Water. The figure is calculated. 
173
Total quantity of hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed by Acea Ato 2 and Acea 
Elabori. The figure is measured with an uncertainty of ± 2%
174
Total quantity of hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed by Acea Ato 5. The figure is 
measured with an uncertainty of ± 2%
175
Proportion of hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed by the parent company and 
attributed to the Water Area. The same proportion was attributed to the Energy Area. The much larger quantity produced 
in 2017 depends on the closing during that year of the Valleranello site, one of the Acea historical logistical sites, with the 
resulting disposal of many different materials, some hazardous.
176
Total quantity of non-hazardous waste (Italian Legislative Decree no. 152/06) disposed by Acea Ato 2, Acea Elabori and 
Acea Ato 5, to which was added an amount produced by the Parent Company and attributed in equal parts to the two main 
areas of business: energy and water. The figure is calculated. 
177
Total quantity of non-hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed by Acea Ato 2 and 
Acea Elabori. The figure is calculated.
178
Total quantity of non-hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed by Acea Ato 5. The 
figure is estimated.
179
Proportion of non-hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed by the Parent Company 
and attributed to the Water Area. The same proportion was attributed to the Energy Area. The much larger quantity 
produced in 2017 depends on the closing during that year of the Valleranello site, one of the Acea historical logistical sites, 
with the resulting disposal of many different materials, also non-hazardous.

265
OPINION LETTER OF THE INDEPENDENT AUDITOR

266
ACEA GROUP / SUSTAINABILITY REPORT 2017

267
OPINION LETTER OF THE INDEPENDENT AUDITOR

268
ACEA GROUP / SUSTAINABILITY REPORT 2017

2017
SUSTAINABILITY REPORT
ACEA GROUP
ACEA SPA
Registered Office 
Piazzale Ostiense 2 - 00154 Rome
Share Capital
EUR 1,098,898,884 fully paid up
Tax Code, VAT No. and
Rome Companies Registry No.
05394801004
Rome Economic and Administrative Index No. 
882486
Under the responsibility of
External Relations, Communication and International Affairs
Acea SpA
Editorial team
Davide de Caro, Debora Sabatini
Coordination: Irene Mercadante
RSI@aceaspa.it
Art, Graphic Design and Impagination Management
K-Change Srl
For Acea SpA coordination Tiziana Flaviani
Web Version
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For Acea SpA coordination Alessandra Mariotti
Photographs
Acea Archive, Fabio Anghelone
Press
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on FSC certified paper
Printing completed in June 2018

ACEA SPA
PIAZZALE OSTIENSE, 2
00154 ROME
ACEA.IT