(Consolidated Non-Financial Statement  
pursuant to Legislative Decree no. 254/2016, 
prepared in accordance with the GRI Standards)
A C E A  G R O U P
2 02 2
R E P O R T 
S U S TA I N A B I L I T Y

(Consolidated Non-Financial Statement  
pursuant to Legislative Decree no. 254/2016, 
prepared in accordance with the GRI Standards)
A C E A  G R O U P
2 02 2
R E P O R T 
S U S TA I N A B I L I T Y

L I S T  O F  CO N T E N T S
1
2
CORP O RATE 
IDE NT I T Y
RE L ATI O N S WI TH  
THE  STAKE HO LD E RS
LETTER TO THE STAKEHOLDERS
4
HIGHLIGHTS
6
DISCLOSING SUSTAINABILITY:
METHODOLOGICAL NOTE
10
GROUP PROFILE
20
Acea’s history
20
Businesses and functions of the main Group companies
20
Context analysis and business model
22
Ownership structure and  
general economic indicators
30
INFORMATION REQUIRED  
BY THE EUROPEAN TAXONOMY
31
Analysis of eligibility and alignment 
31
Economic and financial KPIs	
34
Accounting standards and supplementary information  
pursuant to Regulation 2020/852
36
STRATEGY AND SUSTAINABILITY
44
Integrated strategy overview
44
The 2020-2024 Sustainability Plan  
and the operational goals
50
CORPORATE GOVERNANCE  
AND MANAGEMENT SYSTEMS
70
Corporate governance at Acea
70
Internal Control and Risk Management System
74
Management systems 
85
STAKEHOLDERS AND ALLOCATION  
OF GENERATED VALUE 
87
Stakeholders and their involvement 
87
Distribution of the value generated by Acea
93
CUSTOMERS AND THE COMMUNITY 
96
Acea Group customers: electricity and water services
96
Perceived quality
100
Quality delivered 
106
Pricing 
127
Customer care 
128
Communications, events and solidarity 
138
SUPPLIERS 
147
Consolidated External Costs 
147
Procurement Policies 
147
Analysis of procurements and the supply chain
149
Sustainability in the selection and assessment of suppliers:  
from qualification to ongoing contracts 
152
Health and safety along the supply chain:  
awareness raising and audits
154
STAFF 
157
Acea’s employees
157
Hours worked, salary and pension funds 
162
Labour
164
Occupational health and safety
166
Human capital development and communications
169
Diversity, inclusion and welfare
176
Community life at Acea
178
SHAREHOLDERS AND INVESTORS
179
Economic flow to shareholders and investors
179
Agency ratings 
180
Financial disclosure 
180
INSTITUTIONS AND THE COMPANY
181
Relations with Institutions
181
The company as a stakeholder 
187

3
RE L AT IO N S  WI TH  
TH E  E NVIR O N M E N T
ENVIRONMENTAL SUSTAINABILITY  
AND THE PRIMARY CHALLENGES 
196
Environmental and climate risks: in-depth analysis  
and disclosure 
197
Environmental management 
198
Safeguarding of land and biodiversity 
199
ENERGY SEGMENT 
206
Energy production: fossil and renewable energy sources 
207
Energy distribution
209
ENVIRONMENT SEGMENT 
210
Waste-to-energy, composting, disposal of solid  
and liquid waste and related services
211
WATER SEGMENT 
214
Water quality 
215
Water Safety Plans (WSPs)
217
Water losses
217
Sewerage service and treatment system
219
THE USE OF MATERIALS, ENERGY AND WATER 
222
Consumption of materials
222
Energy consumption 
222
Energy saving
224
Attention to the use of water resources 
225
EMISSIONS
227
Atmospheric emissions 
227
WASTE
231
Waste from the Integrated Water System
231
Waste from the environment segment
233
Waste from distribution of electricity
234
Management and minimisation of waste produced
235
WATER COMPANIES DATA SHEETS  
AND OVERSEAS ACTIVITIES
236
GRI CONTENT INDEX: REPORTING  
PRINCIPLES, UNIVERSAL STANDARDS,  
SPECIFIC STANDARDS AND MATERIAL TOPICS                     250
INDEX OF CHARTS AND TABLES
264
ENVIRONMENTAL ACCOUNTS 
267
OPINION LETTER OF THE INDEPENDENT AUDITOR
303

LETTER TO THE STAKEHOLDERS
In 2022, we saw significant social, geopolitical and economic events, which made the reference context very challenging. During these 
particular events, Acea sought to accelerate its sustainable development even further by implementing major ESG initiatives. To cite a few 
examples, in the water segment, we achieved a 6% reduction in water volume lost compared to 2021 (14% compared to 2020), of the total 
electricity sold to customers on the free market 42% was green energy, we increased the production of quality compost by 31% compared 
to the previous year, we focused on training for our people, delivering around 208,400 hours of training, and Acea SpA was the first Italian 
multiutility company to achieve UNI/PdR 125:2002 certification for gender equality.
The drive towards a future of sustainable success is expressed fully in the updated edition of the Group’s Code of Ethics — approved by the 
Acea SpA Board of Directors in November 2022 — which cites sustainability, responsibility to stakeholders, and environmental protection 
as three of its main values and principles. 
These value references only take on their full meaning when they are applied to corporate management in practice, and it is not by chance 
that the same Code outlines them in reference to investment planning, the performance of activities to achieve sustainable success, in short, 
the effective integration of social and environmental aspects into corporate growth strategies. After over a century of operation, Acea has 
demonstrated its ability to grow and constantly evolve while keeping pace with rapidly changing requirements, providing essential quality in-
frastructure to promote the changing environment and to be sustainable. For example, today, the processes of digitalisation and the frontiers 
of innovation are two industry-wide drivers. Digitalisation and computerisation have had and are having a significant impact on all activities, 
be it the remote management of infrastructure, which optimises processes and makes it possible to quickly catch the need for intervention, 
speeding up the intervention itself, or the transformation of customer contact channels, now advanced and exacting, or even how employees 
do their jobs. Innovation and research allow us to explore new possibilities and operating methods and encourage the evolution of the busi-
nesses we manage. Just think of the previously unimagined opportunities that the circular economy is opening up, and we must act quickly 
and proactively to accelerate the ecological transition for the transformation not only of businesses in Italy, but economies around the world.
Currently, research applied to our operating situation allows us to use drones to inspect networks or sophisticated artificial intelligence tools 
to implement predictive models on water availability, for example. This also includes the “smartification” of energy infrastructure, which 
is increasingly more important for developing flexible networks and “energy communities”. The Group company that oversees electricity 
distribution, Areti, alongside RSE (Ricerca sul Sistema Energetico, Energy System Research), is supporting the Italian Ministry for the Eco-
logical Transition in its GreenPowered Future Mission to develop smart grids. Applied research allow us to perform highly advanced analyses on 
emerging organic micropollutants in water, identify secondary raw materials, and explore new possibilities for reuse. Over the past year, the 
companies in the Environment Segment, involved in the circular economy, received two EMAS awards for cutting-edge research and exper-
imental projects, one of which, for example, studied the reuse of fly ash and bottom ash, which are wastes products of the waste-to-energy 
process. The potential spaces for further evolution are therefore expanding.
Our definition of sustainable success does not overlook the preservation of the natural environment, the increased ability to adapt to and 
predict the climate change already happening, and the commitment to mitigating its future effects, nor does it overlook social inclusivity. 
For us, this means offering essential services of increasing quality, advanced infrastructure to accompany growth in the regions where we 
operate, and a clear commitment to health and safety, job stability, the importance of continuous training, engagement of talent and new 
generations, plus contribution to individual and collective well-being. These basic principles will guide the Group's future developments. 
The Chief Executive Officer
Fabrizio Palermo
The Chairperson
Barbara Marinali
Letter to the Stakeholders
4

HIGHLIGHTS
RELATIONS WITH THE STAKEHOLDERS
CUSTOMERS
COMMUNITY
SHAREHOLDERS AND INVESTORS
165 Water Kiosks 
active: 38.7 million 
litres supplied, 774 t of 
plastic/year saved and 
over 2,000 t of CO2 
not emitted into the 
atmosphere
19th Press, Outdoor 
& Promotion Key Award: 
special award for the 
institutional campaign 
Leaders in the Ecological 
Transition
SE Mid Index
Acea included in the  
index for the first time
208.5 t/year 
of paper saved 
thanks to the web 
bill option (+37%)
issued 1st 
Sustainability 
Rating-linked Loan 
by Acea 
2,536 GWh
“Green” energy sold 
by Acea Energia to 
customers on the free 
market (+ 15%) 
around  40,000  
people interviewed for  
customer and citizen  
satisfaction surveys on  
the services provided
51% of total  
institutional investors 
ESG investors
around 
106,000 
devices with Waidy 
Wow installed, the 
“community for 
water” app
Highlights
6

INSTITUTIONS AND THE COMPANY
PERSONNEL
SUPPLIERS
over €1.9 billion  
the total value of the 
Order 2022 and  
3,780 suppliers  
involved
Innovazione SMAU 
2022 Award 
for the project 3W - 
Women, Welfare and 
Work-Life Balance – 
Start-ups for a better life 
339 suppliers, 
assessed according  
to the Ecovadis model 
(+129%)
Acea is the 
1st Italian multiutility 
company to achieve 
UNI/PdR 125:2022 
certification for gender 
equality
Acea 
Innovation 
Antenna scouting 
for innovative start-ups and 
solutions in Silicon Valley
3rd Acea Innovation 
Day People, Territories 
and Experiences 
through the Ecological 
and Digital Transition
14,724  
safety inspections  
at construction sites: 
lower incidence 
of “major” non-
conformities
208,391 hours 
of training provided 
in the year, of which 
110,000 hours on 
Health and Safety
43% of new hires  
are under 30 years old
7
Acea Group • Sustainability Report 2022

HIGHLIGHTS
RELATIONS WITH THE ENVIRONMENT
474 Mm3 of drinking 
water is supplied by Acea  
Ato 2, Acea Ato 5, Gori, 
Gesesa and AdF
36 GWh of electricity 
produced from 20,207 
kNm3 of recovered biogas
759 Mm3  of waste water 
processed by the Acea Ato 2, 
Acea Ato 5, Gori, Gesesa and 
AdF treatment plants
36,976 t of 
Quality Compost 
produced (+31%)
around 66% recovered 
sludge
83% of recovered ash  
on total produced in the 
waste-to-energy plants
around 739,500 
analytical determinations  
on the drinking water supplied 
by Acea Ato 2, Acea Ato 5, 
Gori, Gesesa and AdF
337 GWh  
electricity produced from 
waste-to-energy
WATER
ENVIRONMENT
Highlights
8

10,000 GWh  
requested on the electricity  
distribution network 
350 Gwh  
of electrical consumption of the 
Group’s member companies from 
GO-certified renewable energy 
equal to around 110 kt of CO2 
avoided
273,294 2G meters  
installed in the territory
49% of the territorial 
protection index 
(underground HV network/
total HV network)
46%  
of the water used by the 
Company is recovered
-13%
of emissions from electricity 
sales (market-based) thanks 
to higher volumes of certified 
renewable energy sold
58 km  
of MV cable modernised and 88 
secondary substations renovated for 
resilience to critical “heat waves” 
and “flooding” factors
47%  
of waste recovered on the  
total waste produced
PRODUCTION AND DISTRIBUTION OF ENERGY
GROUP
Acea Group • Sustainability Report 2022
9

DISCLOSING SUSTAINABILITY:  
METHODOLOGICAL NOTE
1	
After also following other guidance, Acea opted for compliance with the guidelines issued by the Global Reporting Initiative (GRI), applying them starting with the 2002 
Sustainability Report with the highest level of “compliance” possible and following its progressive development. In this regard, the most recent version (2021) of the set of GRI 
Universal Standards, in force since 1 January 2023, for reporting year 2022, provides for exceeding the accordance levels, as explained below.
2	
Article 1, paragraph 1073 of the 2019 Budget Law introduced an amendment to Legislative Decree no. 254/2016, art. 3, paragraph 1, letter c, also prescribing the illustration of 
the methods for managing the main risks.
3	
Legislative Decree no. 254/2016 as amended, in particular articles 2, 3, paragraphs 1, 4.
4	
As part of the Action Plan on Sustainable Finance adopted in March 2018 by the European Commission to steer the capital market towards a more sustainable development 
model, in June 2020, Regulation 852/2020 was approved “relating to the establishment of a framework that favours sustainable investments", which entered into force on 12 July 
2020.
5	
Article 1 of the Regulation - Object and scope of application - states: "This regulation establishes the criteria for determining whether an economic activity can be considered environ-
mentally sustainable, in order to identify the degree of environmental sustainability of an investment". The economic activities that the Regulation identifies are considered for their 
substantial contribution to achieving 6 environmental objectives: climate change mitigation; adaptation to climate change; sustainable use and protection of water and marine 
resources; transition to the circular economy, also with reference to waste reduction and recycling; pollution prevention and control; protection of biodiversity and the health 
of ecosystems. The Regulation has currently governed the first 2 objectives, on climate change, through the Climate Delegated Act (2021/2139), which was supplemented, in 
2022, by the Complementary Delegated Act (2022/1214) on activities related to the use of fossil gas and nuclear in the energy sector.
6	
Article 10 of the Disclosure Delegated Act (2021/2178), adopted by the European Commission in July 2021, also governed the gradual entry into force of the Regulation: “From 1 
January 2022 until 31 December 2022, non-financial companies should only report the share of economic activities eligible for the taxonomy and not eligible for the taxonomy within their 
turnover, their capital grants and their total operating expenditure and the qualitative information referred to in section 1.2. of Annex I relevant to the information in question". Reporting 
regarding “taxonomy-aligned” activities, again in relation to the first 2 environmental objectives currently governed, instead applies from 1 January 2023 for financial year 2022 
(“The key performance indicators of non-financial undertakings, including any accompanying information to be disclosed pursuant to Annexes I and II to this Regulation, shall be disclosed 
from 1 January 2023”).
7	
Regulation 2020/852, art. 8, paragraphs 1 and 2, reads: “Any company subject to the requirement to publish information of a non-financial nature (...) includes (...) in the consolidated 
statement of a non-financial nature, information on how and to what extent the company's activities are associated with economic activities considered environmentally sustainable 
pursuant to articles 3 and 9 of this regulation ". (…) “In particular, non-financial companies communicate the following: a) the share of their turnover deriving from products or services 
associated with economic activities considered environmentally sustainable pursuant to articles 3 and 9; and b) the share of their capital grants and the share of operating expenditure 
relating to assets or processes associated with economic activities considered environmentally sustainable pursuant to articles 3 and 9". The Disclosure Delegated Act (2021/2178), 
adopted in July 2021, was “intended to specify the content, methodology and presentation of information that must be communicated by companies”.
SUSTAINABILITY PERFORMANCE: 
LEGISLATIVE DECREE NO. 254/2016, 
REGULATION 2020/852 AND GRI 
STANDARD
Acea has published a report on the Group’s social and environ-
mental performance since 1999 (for FY 1998), the year when the 
Parent Company was listed on the stock exchange. Since then, the 
sustainability report complies with the annual publication frequen-
cy, is prepared according to international Guidelines1 and is subject 
to third-party verification. Since the 2017 edition, the Sustainability 
Report has also complied with Legislative Decree no. 254/20162, 
which transposed EU Directive 95/2014 into Italian law. Under the 
Decree, companies that meet the conditions set out in article 2 are 
required to publish their sustainability performance in a non-finan-
cial statement – individual or consolidated – which contains in-
formation: “(…) to an extent necessary for ensuring an understanding 
of the company’s activity, its performance, results and the impact it 
produces, relating to environmental, social and employee matters, re-
spect for human rights, anti-corruption and bribery matters, which are 
relevant given the activities and characteristics of the enterprise (…)”3. 
It is also worth noting the entry into force of Regulation 2020/8524, 
which "establishes the criteria for determining whether an economic 
activity can be considered environmentally sustainable"5. The Regula-
tion - also known as “EU Taxonomy” - states, for the second year 
of application6, that companies subject to the requirement to publish 
information of a non-financial nature include in the Non-Financial 
Statement – individual or consolidated – information on the activities 
“eligible” and “aligned” with the taxonomy and on quantitative perfor-
mance indicators economic (KPI) - in particular, the turnover, CapEx 
and OpEx shares - attributable to them7. 
10
Disclosing sustainability: methodological note

This Sustainability Report, for the financial year 2022 has been pre-
pared in accordance with the GRI Standards8: and is therefore called 
Acea Group’s 2022 Sustainability Report (Consolidated Non-Financial 
Statement pursuant to Legislative Decree no. 254/2016, prepared in ac-
cordance with the GRI Standards), taking the form of an autonomous 
document, as permitted by the aforementioned Legislative Decree9 
(later in the document, “NFS” or “Sustainability Report” orConsoli-
dated Non-Financial Statement"). 
The Consolidated Non-Financial Statement also includes the disclo-
sure required by Regulation 2020/852 and by Delegated Regula-
tions 2021/2178 and 2021/2139 (the latter supplemented by Dele-
gated Regulation 2022/1214). The disclosure will therefore concern 
the same set of companies included in the NFS scope, considered 
significant and adequately representative of the Group pursuant to 
Legislative Decree no. 254/2016 (see the paragraph on Material-
ity, GRI Standards and scope of the report below). The findings that 
emerged are reported in the chapter Information required by the Eu-
ropean Taxonomy.
8	
In 2016, when the previous version of the Guidelines (GRI-G4) were superseded and further developed, the Global Reporting Initiative (GRI) published the GRI Standards - 
Consolidated set of GRI Sustainability reporting standards 2016. Since then, GRI has also issued updates to individual standards, without having to re-edit the entire set, of which 
it indicates the mandatory adoption deadlines for reporting. In 2021, the new edition of the Universal Standards (GRI 1, GRI 2, and GRI 3) was published, with mandatory 
application from 2023 (for reporting year 2022). GRI 1 indicates the requirements to be followed for reporting “in accordance with the GRI Standards”. For more information, 
go to www.globalreporting.org. 
9	
Legislative Decree no. 254/2016, art. 4 and art. 5, paragraph 3b.
10	 Legislative Decree no. 254/2016, under art. 3, paragraph 10, provides that: “The subject entitled to perform the statutory audit of the Sustainability Report (…) or another subject 
entitled to carry out the statutory audit as specifically designated” issues “a certification concerning the compliance of the provided information with the requirements under this legislative 
decree and the principles, methods and procedures provided under paragraph 3”. Namely principles and methodologies: “provided by the reporting standard used as reference (…)”.
The Sustainability Report, enclosing a Summary Note, following its 
approval by the Board of Directors, is available to the supervisory 
body and submitted for limited assurance by the independent audi-
tor, with which Acea has no joint interests or other connections and 
appointed in order to assess the compliance thereof with Legislative 
Decree no. 254/2016 and its consistency with the implemented 
reporting standards10; the limited assurance does not concern the 
information and data relating to the EU Taxonomy or the requests 
of art. 8 of EU Regulation 2020/852 (see Opinion Letter of the 
independent auditor).
The document is disseminated through publication on the institu-
tional website at the same time as the Consolidated Financial State-
ments and distributed during the Shareholders’ Meeting. 
NON-FINANCIAL DISCLOSURE IN ITALY: THE REPORT BY CONSOB RESEARCHERS ON LISTED 
COMPANIES 2021 
In June 2022, Consob researchers, with the collaboration of Meth-
ods, published the fourth report on the reporting of non-financial 
information of listed companies in Italy (2021 data). The study 
analyses how 151 Italian companies subject to Legislative Decree 
no. 254/2016 implement the non-financial statement (NFS) ob-
ligations, with a particular focus on “conduct that could mark pro-
gress in the cultural transformation process linked to the consideration 
of ESG factors”. Therefore, the research measures the integration 
of sustainability into corporate governance while observing oth-
er areas and documents, including corporate governance reports 
and the remuneration policy. In particular, the study focused on 
the materiality analysis and on the involvement of the Manage-
ment bodies, on the strategic plans (on the websites), and on the 
remuneration policies, highlighting the evolution of companies with 
regard to the management of ESG factors. Looking at the trend in 
the three-year figures (2021 compared to 2019, where available), 
and using “materiality” and its representation, all the companies an-
alysed declared that they had carried out the materiality analysis, 
and 81% had also provided a matrix representation (71.5% in 2019). 
The involvement of top management in the process of the mate-
riality analysis also increased (55% in 2021, 45.7% in 2019), as did 
the involvement of external stakeholders (53.6% in 2021, 46.4% 
in 2019) and cases in which companies involved external as well 
as internal parties (49.7% in 2021, 39.7% in 2019). Participation 
of the BoD also showed a particular increase, which intervenes by 
sharing, validating or approving the results of the materiality analy-
sis, testifying to their strategic importance (33.8% in 2021, 13.9% in 
2019). Finally, another sign of the integration of sustainability into 
the company’s vision was captured by analysing the extracts from 
the Strategic Plans published on the websites, which highlight the 
increase in references to long-term valuable elements, including 
the Sustainable Development Goals (SDG) of the 2030 Agenda 
(10.6% in 2021, 7.9% in 2019). The report also examined the induc-
tion and self-evaluation programmes of the Management bodies, 
as indicators of a process of continuous improvement, which re-
cords an increasing value for the inclusion of ESG issues in updating 
initiatives of the BoD members (35% in 2021, 18.5% in 2019) and 
in the Board’s assessment processes (29.8% in 2021 and 13.9% in 
2019). Finally, with regard to the remuneration policies of senior 
management as a lever for the integration of ESG factors in busi-
ness management, the researchers, based on the Reports on the 
remuneration policy and remuneration paid (2019 and 2020 data), 
noted the significant increase of businesses that include non-finan-
cial factors in the remuneration of CEOs (47.1 in 2020 and 27.6 in 
2019). In this regard, the aspects most recalled for short-term re-
muneration were confirmed, which, for the social area are those re-
lated to employees (diversity and inclusion, remote working, train-
ing, health and safety) and customer satisfaction, whereas for the 
environment area, the most consolidated topic was CO2 emissions.
Acea Group • Sustainability Report 2022
11

MATERIALITY, GRI STANDARDS  
AND REPORT SCOPE
In 2022, Acea conducted a new materiality analysis cycle intended 
to consult with stakeholders and managers to identify the main 
economic, governance, social and environmental topics (so-called 
“material” topics) linked to the Group’s businesses and  prioritise 
them, considering the effects associated with them (on businesses, 
natural environment, society and stakeholders themselves).
The new cycle was carried out using an updated method, including 
in light of the changes made to the reporting standards:
	•
to better investigate the double materiality perspective, the 
direct engagement of (internal and external) stakeholders was 
upgraded, increasing the number of people who took part in the 
analysis, in particular, corporate and territorial stakeholders, and 
expanding the methods of engagement by introducing an online 
survey to assess the topics and associated effects which supple-
mented the traditional focus groups and one-on-one interviews 
held;
	•
to identify which ESG aspects have the greatest impact on the 
Company (performance, results, development, etc.), in addition 
to the perspective of managers, information from the financial 
community was considered by identifying the most recurring 
ESG topics in analyst evaluations and further synergy was de-
veloped with the Enterprise Risk Management Unit in analysing 
critical issues and opportunities presented by the managers on 
ESG topics;
	•
the consideration of the impacts associated with the material 
topics was also emphasised, and the new criteria for evaluating 
their relevance were applied (significance, extent of the im-
pacts, remediability/probability, etc.).
The 2022 materiality analysis involved the following stages:
	•
a document analysis, conducted on around 30 documents (re-
lated to the scenario, representative of stakeholder requests, 
strategic and internal management, etc.), led to the identifica-
tion of 15 potentially relevant topics and their main areas of im-
pact. These topics were shared with top management and sub-
sequently submitted for evaluation by the Group’s stakeholders 
and managers;
	•
identification of the (external and internal) stakeholders to be 
involved in the analysis using the Group Stakeholder Register, 
carried out in collaboration with a large number of structures at 
the holding and operating companies, which led to a focus on the 
following stakeholder categories: institutions, peers and com-
petitors, business partners, associations, scientific community, 
suppliers, customers and consumer associations, employees, 
trade unions, the media, new generations;
11	 The detailed list of material topics and related effects is in the Report in "Stakeholders and Their Involvement" section. 
12	 In addition to providing the list of material topics, Acea also decided to continue to represent them in a matrix (no longer required by the GRI Standards), specifically due to the 
greater efficacy in showing the double materiality perspective.
13	 Each topic, mentioned briefly here, has a broader meaning, given in a glossary provided to all stakeholders involved in the analysis process.
	•
the direct engagement of (external and internal) stakeholders, 
carried out using an online survey to evaluate the topics (ac-
companied by a glossary giving their broadest meaning) and the 
associated areas of impact found in the document analysis (141 
respondents), the creation and development of two multistake-
holder focus groups (69 people involved) – one at business level 
(stakeholders identified by the operating companies) and one at 
corporate level (stakeholders of the holding company) – during 
which the impacts associated with the topics evaluated in the 
survey were discussed and explored, and 17 one-on-one inter-
views, mainly held with institutional stakeholders; 
	•
the direct engagement of Group managers through the survey 
to evaluate the topics and associated effects and a special meet-
ing attended by 36 company managers. During the meeting, the 
managers, who were presented with the main results of the mul-
tistakeholder consultation, evaluated, also on the basis of several 
suggestions put forward by the Enterprise Risk Management 
Unit, the relevance of the topics proposed and the critical issues 
and opportunities created for the Group.
Following the focus groups, conducted by qualified facilitators, the 
results were analysed considering the opinions and contributions 
of stakeholders and managers in light of the impact measurement 
criteria defined by the GRI Standards (significance, extent, reme-
diability, etc.) and the output was processed, creating the 2022 
materiality matrix and preparing the list of material topics and as-
sociated impacts, as perceived by the stakeholders11. 
The materiality analysis process and its results are returned with 
reports dedicated to stakeholders and managers involved and are 
shared with the Ethics and Sustainability and Control and Risk 
Committees and the Board of Statutory Auditors. 
The 2022 materiality matrix represents the topics according to the 
double materiality perspective of stakeholders and managers12. The 
matrix distributes the 15 economic, governance, social and environ-
mental topics13 into low, medium and high relevance (prioritised on 
a scale from 0-4). In particular, 14 topics are located in the high 
significance area (score 2.8-4) and 1 in the medium significance 
area (score 1.5-2.7) (see Chart no. 1).
The positioning of the topics was determined by considering the 
significance evaluations expressed by stakeholders and managers 
on the effects associated with each material topic as a whole, the 
extent of the effects, defined, from the inside out perspective, by 
considering the number of stakeholders involved in the effects gen-
erated and, from the outside in perspective, by associating effects 
and related topics with business indicators (EBITDA and invest-
ments), and the level of remediability/probability of the effects 
(negative, positive, etc.) evaluated based on the managerial/oper-
ational oversight of Acea.
12
Disclosing sustainability: methodological note

Chart no. 1 –  Relevant topics for the company and its stakeholders: Acea materiality matrix – 2022 
14	 In particular, the review of the Universal Standards – GRI 1: Foundation 2021, GRI 2: General Disclosures 2021 and GRI 3: Material Topics 2021, which were issued to revise 
and succeed the previous GRI 101: Foundation, GRI 102: General Disclosures and GRI 103: Management approach.
15	 Until 2021, Acea had prepared the Sustainability Report according to the Comprehensive option, the highest level of compliance envisaged by the GRI Standards. Today, this 
option has been replaced by the change in the framework which provides for the possibility to prepare a sustainability report in accordance with the GRI Standards by meeting 
9 “compliance requirements”, defined in GRI 1: Foundation 2021, or to prepare a report with reference to the GRI Standards and therefore one that is not fully compliant.
16	 In the previous edition of the Universal Standards, there were 56 general disclosures.
Compared to the previous reporting cycle, the material topics de-
creased from 19 to 15. Nevertheless, in their broadest sense sub-
mitted to the stakeholders, the topics Governance for sustainable 
success, Protection of ecosystems and biodiversity, and Technological 
innovation and digital transformation now incorporate the aspects 
covered, in the previous analysis cycle, by the topics Performance 
management systems for sustainability in the medium and long term, 
Integrated risk management (threats and opportunities), Protection of 
air quality, Innovation of smart utility processes, infrastructure and ser-
vices, and Business evolution through open innovation.
Table no. 1 contains the list of the 2022 material topics, in order of 
significance, defined on the basis of the joint consideration of the 
multistakeholder and managerial perspective and their correspond-
ence with the reporting disclosures. 
Besides being a strategic reference, the Acea Materiality Matrix is 
necessary to identify which aspects to include in greater or lesser 
detail, depending on the results of prioritisation, and to select the 
“specific disclosures” required by the adopted standards.
Taking into account the changes to the framework14, in force from 
2023 for financial year 2022, this Acea Group 2022 Sustainability 
Report has been prepared in accordance with the GRI Standards15. 
This involves the breakdown of the performance according to: 
	•
the new set of Universal Standards, which include the require-
ments and reporting principles (in GRI 1: Foundation 2021), the 
30 disclosures of the General Standards16 (in GRI 2: General Dis-
closures 2021), and the methods for identifying and managing ma-
terial topics (disclosures envisaged by GRI 3: Material Topics 2021);
ECONOMIC GOVERNANCE TOPICS
SOCIAL TOPICS
ENVIRONMENTAL TOPICS
4
3.8
3.6
3.4
3.2
3
2.8
2.6
2.4
2.2
threshold value 2.7
threshold value 2.7
external impacts (inside-out perspective)
impacts on the company (outside-in perspective)
2
2
2.2
2.4
2.6
2.8
3
3.2
3.4
3.6
3.8
4
Responsible finance
Governance for  
sustainable success 
Sustainability in 
infrastructure design, 
construction and  
management
Dialogue and engagement 
with stakeholders and 
territory 
Technological 
innovation and 
digital  
transformation 
Ethics and integrity  
in business conduct 
Sustainable and circular  
water management 
Occupational 
health and safety 
Skills development and evolution 
of the working environment
Customer 
focus 
Sustainability and circularity  
along the supply chain 
Company well-being, 
diversity and inclusion 
Protection of 
ecosystems 
and  
biodiversity 
Management and 
treatment of waste for  
a circular economy
Climate change 
and energy 
transition 
Acea Group • Sustainability Report 2022
13

•
the individual disclosures of the Specific Standards17 (referring 
to economic and governance, social and environmental issues) 
related to the material topics of high significance for Acea, 
selected from 85 total disclosures, included in the 31 Specific 
Standards. 
The latter is a new development introduced by the 2021 review of 
the GRI Universal Standards. The obligation to report a minimum 
number of disclosures in the Specific Standards no longer exists, 
while the relationship between individual specific disclosures and 
material topics is emphasised18, to best represent the main impacts 
of the organisation. 
17	 The Specific Standards and their disclosures also underwent certain changes with the evolution of the framework. For example, they are no longer grouped into three “series” 
(200: economic, 300: environmental and 400: social), though they have maintained the same numbering and related year of publication. In the current version, there are also 
31 Specific Standards (there were 34 in the past), since several have been incorporated into the general disclosures, such as GRI 307: Environmental Compliance 2016 and 
GRI 419: Socioeconomic Compliance 2016, which merged with the new general disclosure GRI 2-27: Compliance with laws and regulations 2021. Lastly, no change has been 
made to the specific disclosure 306-3: Significant spills 2016, despite there being a more recent disclosure with the same numbering (306-3: Waste generated 2020).
18	 It is important to consider that the GRI Specific Standards – each of which includes a description of the management method and a certain number of disclosures – 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 on the website www.globalreporting.org.
19	 By way of example and not limited to, this has led to the exclusion of specific disclosures which, according to the meaning given to them by the GRI, are more pertinent to 
multinational enterprises and not suited to the reality of the Group’s most significant operations.
20	 The topic Responsible Finance is nevertheless paired with specific disclosures (201-1, 201-4, 203-1) already related to topics of high significance and, therefore, reported.
In this sense, an analysis was carried out to select the specific GRI 
“material” disclosures, considering their correlation with the Acea 
material topics of high significance as well as the meaning attributed 
to them by the International Standards, in certain cases adapting 
them to the corporate reality and in others ruling out their materi-
ality19. The analysis led to the identification of 71 specific “material” 
disclosures, contained in 23 Specific Standards, which are relat-
ed to all Acea material topics of high significance. The only material 
topic found to be of “medium significance” – Responsible Finance – is 
also discussed in the report, but to a lesser extent20 (see Table no. 1).
Table no. 1 – List of the Acea “material topics” in order of significance and GRI “specific disclosures” related to topics of high significance
TOPICS OF HIGH SIGNIFICANCE
GRI SPECIFIC DISCLOSURES
1. SUSTAINABLE AND CIRCULAR WATER MANAGEMENT
201-2; 301-1; 301-2; 302-1; 302-3; 302-4; 303-1; 303-2; 303-3; 303-4; 
303-5; 304-1; 304-2; 304-3. 
2. ETHICS AND INTEGRITY IN BUSINESS CONDUCT
201-4; 205-1; 205-2; 205-3; 206-1; 403-1; 406-1; 413-2; 416-2; 417-1;417-2; 
417-3; 418-1.
3. PROTECTION OF ECOSYSTEMS 
AND BIODIVERSITY
201-1; 203-2; 302-1; 302-2; 302-3; 302-4; 303-1; 303-2; 303-3; 303-4; 
303-5; 304-1; 304-2; 304-3; 304-4; 305-1; 305-2; 305-6; 305-7; 306-1; 
306-2; 306-3 (2016); 303-6 (2020); 306-4; 306-5.
4. CLIMATE CHANGE 
AND ENERGY TRANSITION
201-1; 201-2; 203-2; 302-1; 302-2; 302-3; 302-4; 302-5; 305-1; 305-2; 
305-3; 305-4; 305-5; 305-6.
5. TECHNOLOGICAL INNOVATION 
AND DIGITAL TRANSFORMATION
201-1; 201-2; 203-1; 203-2; 301-2; 302-1; 302-2; 302-3; 302-4; 302-5; 
303-1; 303-5.
6. MANAGEMENT AND TREATMENT OF WASTE FOR A CIR-
CULAR ECONOMY
201-2; 301-1; 301-2; 306-1; 306-2; 306-3 (2020); 306-4; 306-5.
7. OCCUPATIONAL HEALTH AND SAFETY
201-1; 403-1; 403-2; 403-3; 403-4; 403-5; 403-6; 403-8; 403-9; 403-10; 
414-1; 414-2.
8. DIALOGUE AND ENGAGEMENT WITH STAKEHOLDERS 
AND TERRITORY
203-1; 203-2; 303-1; 304-3; 308-2; 401-1; 403-4; 406-1; 413-1; 413-2; 
414-1; 416-1.
9. SKILLS DEVELOPMENT AND EVOLUTION OF THE WORK-
ING ENVIRONMENT
201-1; 205-2; 401-1; 401-2; 401-3; 402-1; 404-1; 404-2; 404-3.
10. SUSTAINABILITY IN INFRASTRUCTURE DESIGN, 
CONSTRUCTION AND MANAGEMENT
201-1; 201-2; 203-1;203-2; 302-5; 303-1; 304-2; 304-3; 306-2; 308-2; 
413-1; 413-2; 414-1; 414-2; 416-1.
11. CUSTOMER FOCUS
201-1; 201-2; 203-1; 203-2; 206-1; 303-1; 305-3; 416-1; 416-2; 417-1; 417-2; 
418-1.
12. SUSTAINABILITY AND CIRCULARITY 
ALONG THE SUPPLY CHAIN
201-1; 201-2; 203-2; 204-1; 205-2; 301-1; 301-2; 302-2; 303-1; 303-5; 
305-3; 306-1; 308-1; 308-2; 403-1; 403-2; 403-3; 403-4; 403-5; 403-6; 
403-8; 403-9; 403-10; 414-1; 414-2.
13. COMPANY WELL-BEING, DIVERSITY AND INCLUSION
201-3; 401-1; 401-2; 401-3; 403-6; 405-1; 405-2; 406-1.
14. GOVERNANCE FOR SUSTAINABLE SUCCESS
201-2; 405-1.
TOPIC OF MEDIUM SIGNIFICANCE
15. RESPONSIBLE FINANCE
ECONOMIC GOVERNANCE TOPICS
SOCIAL TOPICS
ENVIRONMENTAL TOPICS
14
Disclosing sustainability: methodological note

The principle of materiality or significance is also applied to the 
definition of the “report scope”, as envisaged both by the GRI 
Standards and by Legislative Decree no. 254/2016. The latter, in-
deed, under art. 4, states: “To an extent necessary for ensuring an 
understanding of the group’s business, its performance, 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”. 
The qualitative and quantitative criteria necessary to identify the 
companies that ensure an understanding of the Group’s business, 
performance, results and the impact it produces, have again been 
measured in 2022, confirming their adequacy. Qualitative criteria 
highlight the significance of the role carried out by the companies 
for the Group’s qualifying business (namely, companies carrying out 
a relevant and current role in the main businesses, or due to the 
services they provide, and in implementation of the industrial and 
sustainability plans) and territoriality (namely, the operations in the 
geographic area in which almost all of the turnover is generated, 
the majority of the stakeholders are located and a large part of the 
managed assets are located). Quantitative criteria concern, for all 
companies included according to the qualitative criteria, corre-
spondence to a minimum value over 90% of the entire scope of 
consolidation with reference to specific economic data (turnover, 
21	 In particular, these are companies operating in the photovoltaic field, for which Acea signed an agreement in December 2021 with UK infrastructure fund investor Equitix, to 
sell a majority stake in the newco to which Acea’s photovoltaic assets already in operation or being connected to the grid in Italy have been transferred. In particular, in January 
2022, AE Sun Capital Srl was established, held for 40% by Acea Produzione and 60% by the investment fund Equitix Investment Management. Since the agreement was 
finalised in the first quarter of 2022, several economic items are still connected to the companies that left the scope of line-by-line consolidation. In addition, the data related 
to the production of electricity from photovoltaic systems, connected to the subsidiary and not consolidated on a line-by-line basis, will be presented in the non-financial report 
in a different manner. 
22	 The hypothetical inclusion in the NFS 2022 of a PV company, albeit not yet operational, is essential to highlight the importance of the business and to measure its investments for 
taxonomy purposes. On the other hand, since they entered the scope of line-by-line consolidation in the final quarter of the year, Fergas Solar 2 and Acea Renewable 2 were exclud-
ed. The European Taxonomy Regulation also makes it possible to measure the economic items relating to the PV subsidiaries before leaving the scope of line-by-line consolidation.
23	 In light of the applied criteria, the following companies are outside of the scope of the 2022 Consolidated Non-Financial Statement: Iseco, A.S. Recycling, Ecologica Sangro, 
S.E.R. Plast, Consorzio Servizi Ecologici del Frentano “Ecofrentano”, Meg, Ferrocart, Cavallari, Italmacero, Tecnoservizi, Cesap Vendita Gas, Umbria Energy, Acea Energy 
Management, Acea Dominicana, Aguas de San Pedro, Acea International, Acea Perù, Consorcio Acea-Acea Dominicana, Consorcio Servicios Sur, Consorcio Agua Azul, 
Consorcio Acea, Consorcio Acea Lima Sur, Consorcio Acea Lima Norte, Acque Blu Arno Basso, Acque Blu Fiorentine, Acea Molise, Ombrone, Sarnese Vesuviano, Umbriadue 
Servizi Idrici, Adistribuzionegas, Servizi Idrici Integrati, Agile Academy, Notaresco Gas, ASM Terni, Acea Liquidation and Litigation, Fergas Solar 2, Acea Renewable 2, SIMAM, 
Technologies for Water Services.
CapEx and OpEx) and social and environmental data (customers 
and CO2 emissions). In-depth analyses were also carried out on the 
Water Business, given its strategic importance, verifying, for the 
companies included, a minimum sector coverage of 90% on rele-
vant data (drinking water dispensed, waste water treated), as well as 
on the Environment Business, detecting a coverage of around 80% 
of waste treated. 
As regards the companies included in the scope of line-by-line 
consolidation of the Parent Company 2022 (see Table no. 2), the 
analysis led to a scope proposal, presented to the competent board 
committees and to the Board of Statutory Auditors. As a result, the 
scope was completed and, after consulting with the CFO, shared 
with top management and finally presented to the Ethics and Sus-
tainability and Control and Risks Committees and to the corporate 
control body.
In light of the above factors, the scope for the 2022 Acea Con-
solidated Non-Financial Statement (NFS), using the scope of the 
2021 NFS, for which all companies were reconfirmed net of those 
that left the scope of line-by-line consolidation21, provides for the 
entry of Deco SpA, a new company in the Environment Segment, 
in line with the ongoing expansion of the business, and SF ISLAND 
Srl in the Generation business unit (photovoltaic energy), albeit not 
yet operational22 (see Table no. 3)23.
Table no. 2 – Companies included in the Parent Company’s full consolidation area (2022) 
COMPANY
REGISTERED OFFICE
Acea Ambiente Srl
P.le Ostiense, 2 – Rome
Aquaser Srl
P.le Ostiense, 2 – Rome
Iseco SpA
Loc. Surpian n. 10 - 11020 Saint-Marcel (AO)
Berg SpA
Via delle Industrie, 38 - Frosinone (FR)
Demap Srl
Via Giotto, 13 - Beinasco (TO)
Acque Industriali Srl
Via Bellatalla, 1 – Ospedaletto (Pisa)
Deco SpA
Via Vomano, 14 - Spoltore (PE)
A.S. Recycling Srl
Via dei Trasporti, 14 - Carpi (MO)
Ecologica Sangro SpA
Strada Provinciale Pedemontana km 10 Frazione Contrada Cerratina - Lanciano (CH)
S.E.R. Plast Srl
Contrada Stampalone, Cellino Attanasio (TE)
Consorzio Servizi Ecologici del Frentano “Ecofrentano”
Strada Provinciale Pedemontana km 10 - 66034 Frazione Cerratina - Lanciano (CH)
Meg Srl
Via 11 Settembre, 8 - San Giovanni Illarione (VR) 
Ferrocart Srl
Via Vanzetti, 34 - Terni
Cavallari Srl
Via dell’Industria, 6 - Ostra (AN)
Italmacero Srl
Via dell’Artigianato 3 – Falconara Marittima (AN)
Tecnoservizi Srl
Via Bruno Pontecorvo, 1/B - Rome
Acea Energia SpA
P.le Ostiense, 2  - Rome
Cesap Vendita Gas Srl
Via del Teatro, 9 - Bastia Umbra (PG)
Umbria Energy SpA
Via B. Capponi, 100 - Terni
15
Acea Group • Sustainability Report 2022

Acea Energy Management Srl
P.le Ostiense, 2  - Rome
Acea Innovation 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, 20 y 27 calle - San Pedro, Honduras
Acea International SA
Avenida Las Americas - Esquina Mazoneria, Ensanche Ozama -Santo Domingo
Acea Peru SAC
Cal. Amador Merino Reyna, 307 Miraflores - Lima
Consorcio Acea-Acea Dominicana
Avenida Las Americas - Esquina Mazoneria, Ensanche Ozama -Santo Domingo
Consorcio Servicios Sur
Calle Amador Merino Reyna 307 – Lima – Peru
Consorcio Agua Azul SA
Calle Amador Merino Reyna 307 – Lima – Peru
Consorcio Acea
Calle Amador Merino Reyna 307 – Lima – Peru
Consorcio Acea Lima Sur
Calle Amador Merino Reyna 307 – Lima – Peru
Consorcio Acea Lima Norte
Calle Amador Merino Reyna 307 – Lima – Peru
Acea Ato 2 SpA
P.le Ostiense, 2  - Rome
Acea Ato 5 SpA
Viale Roma snc - Frosinone
Acque Blu Arno Basso SpA
P.le Ostiense, 2  - Rome
Acque Blu Fiorentine SpA
P.le Ostiense, 2  - Rome
Acea Molise Srl
P.le Ostiense, 2  - Rome
Acquedotto del Fiora SpA
Via Mameli, 10 - Grosseto
Gesesa SpA
Corso Garibaldi, 8 – Benevento
Gori SpA
Via Trentola, 211 – Ercolano (NA)
Ombrone SpA
P.le Ostiense, 2  - Rome
Sarnese Vesuviano Srl 
P.le Ostiense, 2  - Rome
Umbriadue Servizi Idrici Scarl
Via Aldo Bartocci, 29 - 05100 Terni
Adistribuzionegas Srl
Via L. Galvani, 17/A - 47122 Forlì
Servizi Idrici Integrati ScPA
Via I Maggio, 65 Terni
Agile Academy Srl 
P.le Ostiense, 2  - Rome
Notaresco Gas Srl
Via Padre Frasca s.n. - frazione Chieti Scalo Centro Dama (CH)
ASM Terni SpA
Via Bruno Capponi 100 - Terni
Areti SpA
P.le Ostiense, 2  - Rome
Acea Produzione SpA
P.le Ostiense, 2  - Rome
Acea Liquidation and Litigation Srl
P.le Ostiense, 2  - Rome
Ecogena Srl
P.le Ostiense, 2  - Rome
SF ISLAND Srl
Via Cantorrivo, 44/C - Acquapendente (VT)
Acea Solar Srl
P.le Ostiense, 2 – Rome
Fergas Solar 2 Srl
Piazzale Ostiense, 2 - Rome
Acea Renewable Srl
Piazzale Ostiense, 2 - Rome
Acea Renewable 2 Srl
Piazzale Ostiense, 2 - Rome
Acea Elabori SpA
Via Vitorchiano - Rome
SIMAM SpA
Via Cimabue, 11/2 - 60019 Senigallia (AN)
Technologies For Water Services SpA
Via Ticino, 9 - 25015 Desenzano Del Garda (BS)
Table no. 3 – Scope of the Acea Group Consolidated Non-Financial Statement for 2022 (pursuant to Legislative Decree no. 254/2016 and 
the GRI Standards)
COMPANY
REGISTERED OFFICE
Acea SpA
P.le Ostiense, 2 – Rome
Acea Ambiente Srl
P.le Ostiense, 2 – Rome
Aquaser Srl
P.le Ostiense, 2 – Rome
Berg SpA
Via delle Industrie, 38 - Frosinone (FR)
Demap Srl
Via Giotto, 13 - Beinasco (TO)
Acque Industriali Srl
Via Bellatalla, 1 – Ospedaletto (Pisa)
Deco SpA
Via Vomano, 14 - Spoltore (PE)
Acea Energia SpA
P.le Ostiense, 2  - Rome
16
Disclosing sustainability: methodological note

Acea Innovation Srl
P.le Ostiense, 2  - Rome
Acea Ato 2 SpA
P.le Ostiense, 2  - Rome
Acea Ato 5 SpA
Viale Roma snc - Frosinone
Acquedotto del Fiora SpA
Via Mameli,10 Grosseto
Gesesa SpA
Corso Garibaldi, 8 – Benevento
Gori SpA
Via Trentola, 211 – Ercolano (NA)
Areti SpA
P.le Ostiense, 2  - Rome
Acea Produzione SpA
P.le Ostiense, 2  - Rome
Ecogena Srl
P.le Ostiense, 2   Rome
SF ISLAND Srl
Via Cantorrivo, 44/C - Acquapendente (VT)
Acea Solar Srl
P.le Ostiense, 2   Rome
Acea Renewable Srl
Piazzale Ostiense, 2 - 00154 Rome
Acea Elabori SpA
Via Vitorchiano  –  Rome
The scope of the Acea Group’s 2022 Sustainability Report, albeit 
wider, guarantees continuity and comparability with the year be-
fore, as well as coverage of the companies that ensure full under-
standing of the Group’s activities and most significant sustainabil-
ity performance. 
Lastly, in compliance with the principle of completeness required 
under GRI Standards, the 2022 Sustainability Report includes 
qualitative and quantitative information regarding corporate and/
or environmental matters of certain companies that are not in-
cluded within the scope of the Consolidated Non-Financial 
Statement. In particular, this data relates to the production of 
electricity from photovoltaic plants attributable to AE Sun Capi-
tal, a subsidiary not consolidated on a line-by-line basis, and envi-
ronmental and social data and information for overseas activities 
and for the following companies operating in the Water Business: 
Acque, Publiacqua and Umbra Acque, which were included in 
some Group data and described in a dedicated chapter (Water 
companies data sheets and overseas activities), giving clear evidence 
of their individual contribution.
DOCUMENT STRUCTURE 
AND DISSEMINATION
The 2022 Sustainability Report, in line with previous years, is divided 
into three main sections: Corporate identity – which also integrates 
the information required by Regulation 2020/852 –, Relations 
with the stakeholders and Relations with the environment, supple-
mented by the Environmental Account. 
The latter comprises about 500 items and parameters monitored 
which quantify the physical flows generated by the activities: the 
products, factors used (resources), outbound outputs (rejects and 
emissions) and some performance indicators.
References to the main economic-financial data and corporate 
governance are consistent with those given in the Consolidated 
Report and the Corporate Governance Report and which may derive 
from the latter.
The published data and information are provided by the Industrial 
Areas, Companies and responsible Functions (data owner); they 
are processed – and possibly reclassified in compliance with the 
reference Standards – by the internal workgroup which draws 
up the document and then submitted it once again to the Areas/ 
Companies/Functions responsible for final validation, formalized 
by the issuing of a specific certificate. 
Downstream of the audit activities by the appointed independ-
ent auditor, the report is distributed by means of storage on SDIR 
1Info, publication on the institutional website – www.gruppo.acea.
it – and the company intranet, as well as the other formats provid-
ed under Legislative Decree no. 254/2016 and the implementing 
Consob Regulation (implemented by Resolution no. 20267 of 19 
January 2018). It is also distributed together with the consolidated 
financial statements to the shareholders during the annual Share-
holders’ Meeting upon closure of the financial year.
For further information about the Sustainability Report and its con-
tents, it is possible to write to the following email address: RSI@
aceaspa.it.
Irene Mercadante
SUSTAINABILITY PLANNING & REPORTING UNIT
Stefano Raffaello Songini
INVESTOR RELATIONS & SUSTAINABILITY DEPARTMENT
Acea Group • Sustainability Report 2022
17

1
CO RP O RATE 
ID E NT I T Y

GROUP PROFILE
ACEA’S HISTORY
Acea was founded in 1909 as Azienda Elettrica Municipale (AEM) 
to manage and develop Rome’s essential water and electricity infra-
structure necessary to guarantee the economic and social growth 
and environmental balance of Italy's capital city. The Company 
has been operating in the essential public services sector for over 
a century, with a growth trajectory that has effectively seized the 
opportunities presented by the market and the regulatory and social 
context, expanding and developing its activities and management 
capacity, as well as its legal composition with the listing on the Stock 
Exchange in 1999, and opening itself to new strategic partners.
Acea is a nationwide industrial group, active in integrated water 
management, electricity and gas production, distribution and sales, 
environmental services and activities to enable smart communities. 
The current development guidelines set out in the strategic plans 
are characterised by the consolidation of the Group's leadership 
position in the water industry and the expansion of the regional 
area of interest, mainly focused on Central Italy, and of its business-
es, which range from the generation from renewable sources to the 
environmental sector and the circular economy, and from energy 
efficiency services to sustainable mobility infrastructure.
In this context, digitalisation, technological innovation and sus-
tainability are the levers that enable us to improve operating effi-
ciency, service quality, resilience and grid integration, increasing the 
Group's capacity to generate shared value for all of our stakeholders. 
BUSINESSES AND FUNCTIONS OF 
THE MAIN GROUP COMPANIES
Acea is one of Italy's leading multi-utility companies  and operates 
in several public service sectors: water (integrated cycle), environ-
ment (energy development, recovering of material, waste process-
ing and composting) and energy (production, distribution, energy 
sales and public lighting). It is the operator of reference in the Rome 
area for water and energy services; in the water sector, the Group 
is also present as an industrial partner of local management compa-
nies in some areas of Central and Southern Italy (from Tuscany to 
Campania). Development operations, in line with strategic guide-
lines, are concentrated in particular on the circular economy. In 
some sectors, Acea is also expanding itself geographically along the 
Adriatic coast of Central Italy and in Northern Italy.
Table no. 6 shows some representative data of the Group, while the 
business areas and geographical reach of the main companies are 
briefly detailed in Chart no. 2.
Table no. 4 – Acea Group in numbers – 2022 
PERSONNEL (number, by % consolidation)
10,455
NET REVENUE (million €)
5,138.2
INVESTED CAPITAL (million €)
7,194.9
	
net equity debt
4,439.7
	
shareholders’ equity
2,755.2
TOTAL BALANCE SHEET ASSETS (million €)
11,338.5
ELECTRICITY
	
generation (GWh) (gross)
940.91
	
of which from renewable sources (GWh) (gross)
636.1
	
	
hydroelectric
335.3
	
	
photovoltaic 
111.9 
	
	
waste-to-energy
152.6
	
	
biogas
36.3
	
network demand (GWh)
10,062
	
sales (GWh) (free and protected market)
7,376
	
electricity and gas customers (number)
1,420,718
WASTE-TO-ENERGY (WTE)
	
electricity generation (GWh) (gross total) 
337.1
	
waste burnt (t)
387,346
	
	
SRF 
289,550
	
	
pulper
97,796
PUBLIC LIGHTING
	
bulbs managed in Rome (number)
231,347
WATER (INTEGRATED WATER SERVICE)
	
drinking water supplied and billed (Mm3)
626.9
	
analytical checks on drinking water (number)
1,538,299
	
wastewater treatment (Mm3)
940.0
	
inhabitants served (million)
8.6
Note: this table aims to reflect the Group's size as accurately as possible. Economic 
data and receivables/payables correspond to the full list of companies consolidated on 
a line-by-line basis; in the photovoltaic sector, due to the importance of the business, 
the production of the investee company AE Sun Capital, the company established with 
Equitix and not consolidated on a line-by-line basis, is also included; for water, in ad-
dition to the five companies in the NFS reporting boundary (Acea Ato 2, Acea Ato 5, 
AdF, Gori and Gesesa), the three main investee companies that are not consolidated 
on a line-by-line basis (Acque, Umbra Acqua and Publiacqua) are included.
Corporate identity
20

TUSCANY
UMBRIA
LAZIO
CAMPANIA
PIEDMONT
ABRUZZO
AdF manages the integrated water service in 55 
municipalities of the Optimal Territorial Conference 6 
Ombrone, covering the province of Grosseto and part of 
the municipalities of the province of Siena.
Acea Ato 2 manages the integrated water service in 
89 municipalities of OTA [Optimal Territory Environment 
Agency] 2 Lazio Centrale - Rome.
Acea Ato 5 manages the integrated water service in 
86 municipalities of OTA 5 Lazio Meridionale - Frosinone 
(including 2 municipalities outside the district.
Gori manages the integrated water service for 74 towns 
located in the Sarnese Vesuviano OTA between the 
metropolitan city of Naples and the province of Salerno.
Gesesa manages the integrated water service in 22 
municipalities in the Calore Irpino OTA, in the region of 
Benevento and surrounding province.
Acea Elabori provides laboratory services, research 
and development and engineering services (design and 
project management) mainly in water and environmental 
activities for Acea Group Companies.
Acea Energy manages the sale of electricity and gas on the 
market (free and more protected), smart services (efficiency 
improvement and e-mobility).
Acea Innovation manages the activities of technological 
innovation and the commercialisation of the related services and 
products for the Acea Group.
Acea Ambiente, with plants in Lazio, Tuscany and Umbria, 
handles environmental management (treatment and disposal) 
and the production of energy from waste, waste recovery and 
composting.
Aquaser works in the recovery, treatment and disposal stages 
for sludge resulting from the treatment phase of the integrated 
water service.
Acque Industriali provides brokerage and liquid waste 
treatment services, as well as activities related to the integrated 
water cycle, mainly consisting of biological sludge recovery and 
disposal.
Berg operates in the Frosinone area and works in the chemical/
physical and biological treatment of solid and liquid, hazardous and 
non-hazardous waste.
Demap carries out recovery and selection of plastic and plastic 
and metal packaging at the plant in the province of Turin.
Deco, which operates in Abruzzo, designs, constructs and 
manages plants for the treatment, disposal and recovery of 
municipal solid waste and plants for energy recovery from 
renewable sources.
WATER
ENGINEERING AND SERVICES
COMMERCIAL
ENVIRONMENT
Acea Produzione manages the production of energy 
and heat with a power plant consisting of hydroelectric, 
thermoelectric and photovoltaic systems.
Acea Solar, a subsidiary of Acea Produzione, handles the 
construction of photovoltaic power plants.
Ecogena designs and manufactures cogeneration and 
trigeneration plants and works as an ESCo (Energy Service 
Company) providing energy efficiency services to internal 
customers (increased efficiency obligations pursuant 
to Ministerial Decree of 20 July 2014), and monitors 
technological innovation for energy savings.
GENERATION
Areti plans, designs and executes the actions of modernizing and 
developing electricity infrastructures and manages its distribution 
services in the towns of Rome and Formello. In Rome it manages and 
develops public, artistic and cemetery lighting systems.
NETWORKS
Chart no. 2 – The businesses of the main Acea companies in the territory 
Acea Group • Sustainability Report 2022
21

CONTEXT ANALYSIS AND BUSINESS 
MODEL 
CONTEXT ANALYSIS
Acea monitors the reference context, identifying and analysing the 
factors that could take on a significant role in terms of the Group’s 
operations, such as competitiveness, sustainability, legislative and 
regulatory areas that can affect the achievement of strategic goals. 
In addition to these external factors, there is also the internal con-
text of the Group, to be considered both in organisational terms 
and in relation to the energy and environmental impacts, the de-
velopment of human capital, the protection of workers’ health and 
safety, the protection of company assets, and the sustainable and 
responsible management of the supply chain.
THE ENERGY MARKET AND COMPETITORS
Following the conversion into law of Decree Law 183/2020 “Mille-
proroghe” (1000 Delays) with Law 21/2021, the termination of the 
price protection schemes for domestic customers and micro-busi-
nesses was extended to 1 January 2023, while the subsequent law 
converting Decree Law 152/2021 implementing the NRRP, which 
came afterwards, defined the timings and methods for managing 
the transition to the free market, through a gradual protection re-
gime. In particular, micro-businesses will be served through gradu-
al protection as of 1 January 2023, by suppliers identified through 
auctions held in 2022, while domestic customers will be served 
through gradual protection by suppliers identified through auctions 
which must be held by 10 January 2024. Vulnerable and energy 
poor customers will be served on the protected market until an ad 
hoc offer is made available by all the sellers, as defined by ARERA.
With regard to energy sales, once the greater protection service 
is no longer applicable, there will be an increase in competition 
among operators and the search for distinctive added-value ele-
ments, which are achievable through investments in technological 
innovation, digitalisation and sustainability. As regards customers 
on the free market, Acea Energia is consolidating its position on 
sustainability and environmental protection by developing its range 
of green commercial tariffs and offering added-value products such 
as boilers, air conditioning units, the Acea e-mobility App for e-ve-
hicle charging, and the option to integrate telephony services into 
the energy supply contract through the partnership with WindTre.
THE INTEGRATED WATER SYSTEM AND GAS DISTRIBUTION 
Water and gas distribution are market areas in which Acea intends 
to play an active role, evaluating and participating in the new tenders 
called for the concession of the Integrated Water Service and gas 
distribution service, by the various contracting authorities (Regions, 
Municipalities, Area Authorities) throughout the country. In fact, 
Acea Group can easily compete with other operators in the sector 
as it fulfils the necessary economic, financial, organisational, expe-
rience and certified system requirements. In the water industry, in 
particular, the Group has planned works on strategic infrastructure 
of interest for the National Recovery and Resilience Plan and has 
implemented a digitalisation process of the commercial procedures 
as well as the greater application of technological innovation in the 
management of infrastructure.
THE WASTE MANAGEMENT MARKET 
The Acea Group operates its waste management services through 
the management of facilities in Lazio, Tuscany, Umbria, Marche, 
Veneto, Piedmont, Abruzzo and the Aosta Valley.
Acea Ambiente has been investing in the circular economy for 
years, a commitment made concrete through the recycling and 
recovery of secondary raw materials, the transformation of or-
ganic waste into high quality compost and biogas for electricity 
production, the integration of sewage sludge treatment into its 
water services, the treatment of liquid waste, waste disposal, and 
waste-to-energy services. 
The Group is continuing to expand in this sector through the ac-
quisition of existing plants across Italy to consolidate and grow 
its activities and position in the consortia systems (COMIECO, 
COREPLA, CORIPET, CONIP, etc.) and progressively improve 
the performance of its plants.
THE ENGINEERING AND SERVICES MARKET 
On the technical services market, Acea Elabori provides cross-dis-
ciplinary services across the three key areas of the Group's op-
erations: Water, Energy, Environment. In particular, it provides 
engineering services - including project design, project validation 
verification and construction supervision - analytical laboratory 
services, innovation research and specialist consultancy in the water 
cycle, waste cycle and energy sectors. Currently these activities are 
provided almost exclusively to other companies in the Acea Group 
(so-called “captive market”) and to a minor extent to third parties ( 
“non-captive market”).
With a view to expanding its activities on the non-captive market, 
in 2022 Acea Elabori participated in tenders for district-planning, 
surveys and measurements, modelling and plans for water and sew-
er systems, and plant design and works. The Principals are mainly 
integrated water service operators who require specialised servic-
es to support the plans to rationalise and upgrade integrated water 
cycle networks and plants. Participation in tenders is done through 
temporary joint ventures with other companies, implementing the 
codes of conduct provided for under the Anti-trust Model and the 
Organisational Regulation on Anti-trust Compliance and Preven-
tion of Unfair Commercial Practices adopted by Acea.
THE ENERGY EFFICIENCY MARKET 
The energy efficient building market is regulated by Decree Law 
34/2020 (“Relaunch Decree”), converted by Law 77/2020, which 
introduced tax benefits (110% super bonus), with the possibility of 
credit transfer and invoice discounts, for beneficiaries who carry out 
energy efficiency and seismic consolidation work on their buildings. 
In this area, the Acea Group - through the companies Ecogena, 
Acea Innovation and Acea Energia - has identified business devel-
opment opportunities in the residential sector. The various devel-
opments in 2022, such as the amendment to the deduction rate 
through the 2023 Budget Law, operational challenges in the sec-
tor, low availability of supplies and skilled labour, and problems in 
the management of tax credits linked to the related tax incentives, 
reduced the opportunities initially identified and point towards the 
suspension of activities in the building redevelopment sector.
Corporate identity
22

INSTITUTIONAL INVESTORS
In 2022, global equity markets saw a negative trend, in particular 
affected by the increase in energy prices, in part due to the war in 
Ukraine and the increase in raw material prices, which led to in-
creased inflation and a weakening in the growth of global GDP. Eu-
ropean countries felt the impact of the tensions associated with the 
counter-sanctions adopted by Russia in response to the sanctions 
imposed by Europe and the change in energy supply policies. In this 
context, the NRRP (National Recovery and Resilience Plan) was 
confirmed as one of the key growth factors for Italy's economy in 
2022. The European Commission disbursed the first tranche of 
loans under the NRRP in response to Italy's progress in implement-
ing reforms and planned investments, including those to promote 
the energy transition and the circular economy. In the current 
macro-economic situation, sustainable funds have proven to be 
more resilient than conventional funds.
SUSTAINABLE DEVELOPMENT 
The war in progress in Ukraine has once again demonstrated the in-
terconnectedness of the global situation, with effects felt throughout 
the world. In the energy sector, the block in supplies had major con-
sequences, acting as a push to reopen plants utilising polluting ener-
gy sources. The European Union responded with the REPower EU 
plan, with the aim of reducing dependence on fossil fuels coming from 
abroad and accelerating the green transition. The situation in 2022 had 
a major impact on energy costs for businesses and families, with public 
institutions preparing protective responses.
In terms of climate, data from the EU Copernicus observatory 
recorded extreme climate events, record temperatures and rising 
greenhouse gases globally in 2022. In Europe, continuing high tem-
peratures had repercussions for agriculture, river transport and energy 
management. Drought conditions also led to an increased risk of fires, 
resulting in an unusually high number of incidents in south-west Eu-
rope.
The global and national institutional initiatives implemented should 
be viewed and evaluated in this context. COP27 on the climate, 
held in Egypt, and COP15 on biodiversity, in Montreal, had objec-
tives which included expanded protected areas and regenerating 
damaged ecosystems (30% by 2030). Domestically, note the con-
stitutional reform of articles 9 and 41 and the National Climate 
Change Adaptation Plan.
During the year, Europe adopted certain specifications and signifi-
cant provisions with regards to corporate sustainability. The Corpo-
rate Sustainability Reporting Directive, was published in the EU 
Official Journal, an update of the Non-Financial Reporting Directive 
of 2014, which expands the range of companies subject to reporting 
requirements and introducing significant changes, for example dou-
ble materiality, preparation of new standards and the inclusion of a 
disclosure in the Report on Operations. Institutional work on the Di-
rective relative to corporate due diligence requirements on environ-
mental protection and human rights within the value chain continued, 
which in December led the EU Council to adopt guidelines on the 
subject. Regulation 2020/852 (“EU Taxonomy”) included in 2022 
activities associated with nuclear energy and fossil fuel gasses among 
those potentially environmentally sustainable, governing the criteria 
for technical screening. Additionally, in the second year of applica-
tion, it calls for reporting by companies of correlated economic KPIs 
in addition to eligible activities to those aligned.
ENVIRONMENTAL AND ENERGY IMPACTS 
The natural environment is the scenario where the activities of 
the Group are performed and is to be preserved with a responsi-
ble 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.
In November 2022, COP27 was held in Sharm el-Sheikh. Negoti-
ations were focussed on five themes: decarbonisation, climate ad-
aptation, nature, food and water. The Conference ended with the 
issuing of the Sharm el-Sheikh Implementation Plan. This agreement 
maintains that ratified in the Glasgow Climate Pact (COP26), which 
included the commitment by signatory countries to keep global 
temperatures below an increase of 1.5°C with respect to pre-in-
dustrial levels and highlighted the need for a transition to a system 
based on renewable sources, with a reduction in the use of fossil 
fuels. Efforts to gradually eliminate coal were encouraged, favouring 
low-emission sources and promoting the elimination of fossil fuel 
subsidies. At the national level (Nationally Determined Contributions 
- NDC), countries which have not yet presented their decarbon-
isation commitments were encouraged to do so, while those that 
already have were asked to update them by the end of 2023. The 
main change involves the introduction of the “loss and damage” 
principle, which calls for the payment of indemnities to the most 
vulnerable developing countries for climate damage suffered. This 
principle will be implemented through the establishment of a spe-
cific Fund. 
With reference to the issue of greenhouse gas emissions, again in 
2022 Acea participated in the Carbon Disclosure Project – CDP, 
receiving a B grade and positioning the Company in the Manage-
ment class. In 2022, in addition to publishing its first 2021 Climate 
Disclosure, based on the TCFD recommendations, Acea moved for-
ward with a new project intended to enrich the identification of risks 
and medium/long-term climate scenario analysis.
STANDARDS IN THE REFERENCE MARKETS AT A LOCAL, 
NATIONAL AND SUPRA-NATIONAL LEVEL
The regulatory context of the Acea Group is wide-ranging and ar-
ticulated according to the specificity of the businesses handled and 
the variety of the frameworks within which the 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 are the specific features of 
being a listed Company, with the related legal impacts, for example, 
in terms of regulating communications to the market.
As already noted, tensions on the energy market and the continued 
COVID-19 health emergency marked the year, above all due to the 
systemic effects of high energy and raw materials prices, which led 
to specific legislative actions, initiated by the Draghi government 
and continued by the new one, aimed at mitigating their effects.
The various provisions (Decree Law 21/2022 “Price Cuts Decree 
Law”; Decree Law 50/2022 “Aid Decree Law”; 2023 Budget 
Law) that were implemented to govern the solidarity contributions 
mechanism borne by entities in the energy sector to limit the ef-
fects of high prices for businesses and consumers are also framed 
in this way.
Also associated with the extraordinary energy situation and signifi-
cant for its impacts on energy companies, are the provisions on ex-
cess profits and suspension of unilateral changes to electricity and 
gas supply contracts. Relative to the former, Decree Law 4/2022, 
“Supports-ter Decree Law” established compensation mechanisms 
for producers using renewable sources which, under certain con-
Acea Group • Sustainability Report 2022
23

ditions, can lead to excess profits to be paid to the GSE; relative 
to the latter, Decree Law 115/2022, “Aid-bis Decree Law” called 
for companies to halt unilateral changes to energy supply contracts 
with regards to definition of prices, and the subsequent Decree Law 
198/2022, “Thousand Extensions Decree Law” extended the period 
of validity (30 June), excluding application for expiring contracts.
In 2022, consultation for implementation of Directive (EU) 
2020/2184 was requested, on the quality of water destined for 
human consumption, following which the Council of Ministers 
in December approved the preliminary examination the Legisla-
tive Decree for implementation. Important changes include the 
revision of regulations intended to protect health from negative 
effects deriving from contamination of water intended for human 
consumption, guaranteeing “health and cleanliness”, also through 
revision of the relevant parameters and values, definition of hygiene 
requirements for materials coming into contact with potable water, 
the introduction of a risk measurement and management approach 
that is more effective in terms of preventive health and environ-
mental protection, also with regard to costs and allocation of re-
sources, strengthening the role of the Water Safety Plans (WSP), 
and improvement of equitable access for all to safe potable water 
and public information on water intended for human consumption.
In 2022, the delegated law on restructuring regulations for lo-
cal public services was implemented with Legislative Decree 
201/2022, which restructured the regulations, included among the 
objectives of the National Recovery and Resilience Plan (NRRP), 
to promote competitive dynamics that help improve the quality of 
public services and the results of management in the interest of cit-
izens and users.
Also worthy of note is the preliminary approval on 16 Decem-
ber 2022 by the Council of Ministers of the Legislative Decree 
scheme to renew the Public Contract Code, intended to simplify 
regulations relative to public tenders and concessions to ensure 
efficient realisation of the same. The Code will apply to new pro-
ceedings starting on 1 April 2023. From 1 July 2023, abrogation 
of the previous Code is envisaged (Legislative Decree 50 of 18 
April 2016) and application of the new norms, also for proceed-
ings in progress.
REGULATION OF THE SECTOR AUTHORITY
The Regulatory Authority for Energy, Networks and the Environ-
ment (ARERA) intervenes in Acea's business sectors (energy, wa-
ter and environment) regulating their operation by defining tech-
nical and commercial service standards and regulating investment 
mechanisms.
With regards to energy distribution, ARERA defines national elec-
tricity service standards for each regulatory cycle which regulate 
commercial aspects (quotes, works, supply activations/deactiva-
tions, complaints procedure) and technical aspects (service and 
supply continuity). The V regulation period is currently active, which 
regulates the quality of distribution, metering and transmission ser-
vices for the years 2016-2023. As of 1 January 2022, Resolution 
566/2021/R/eel mandated the application of the new capacity fee 
to electricity market customers aimed at remunerating the ca-
pacity market (the system to make available electricity generation 
capacity), to ensure adequate production capacity is achieved and 
maintained to guarantee coverage of national demand as well as the 
necessary reserve margins.
In the water sector, drivers of change include progressive advance-
ment in ARERA regulation, which prioritises operator efficiency, 
and the growing importance of environmental sustainability issues, 
which are the subject of political and economic strategies intended 
above all to fight the impact of climate change.
Resolution 547/2019 amended and supplemented the regulations 
on contract quality with effect from 1 January 2020, establishing 
an incentive system divided into bonuses and penalties to be attrib-
uted from 2022 based on the performance of the operators.
In late 2022, with Resolution 734/2022 the Authority approved 
the methodological note on the first preliminary findings of the 
proceedings for the quantitative assessments under the contrac-
tual quality incentive mechanism for 2020-2021. With regards 
to technical quality, with Resolution 183/2022 the Authority ap-
proved the ranking of water service operators based on the techni-
cal quality performance achieved in the 2018-2019 two-year peri-
od, awarding - for the first time since the incentive mechanism was 
set up - rewards and penalties to sector operators.
In the environmental sector, ARERA’s activities, in line with the 
duties assigned by Law 205/17 (art. 1, paragraph 527) are aimed 
at governing the integrated management of urban waste and the 
individual activities associated with it, guaranteeing accessibility and 
usability of the service throughout the country while simultaneously 
ensuring service provision levels and adapting the infrastructure as 
a whole to achieve European objectives. The remit of the Authority 
falls within a multi-level sectoral governance system, characterised 
by statutory responsibilities on general targets (including the circu-
larity targets set by EU legislation, and the adoption of the National 
Waste Management Programme - PNGR) and local (regional) re-
sponsibilities on the planning of services. In this context, Resolu-
tion 363/2021 (so-called MTR-2) for the regulatory period 2022-
2025, introduces access restrictions on end-of-cycle plants and 
therefore aims to promote efficient management consistent with 
the European waste management hierarchy (including through an 
equalisation mechanism, to be adopted in 2023, aimed at providing 
incentives for plant solutions to recover energy and materials and 
discourage the use of landfill).
DEVELOPMENT AND TECHNOLOGICAL INNOVATION
The Innovation Model calls for development of national and in-
ternational partnerships, with players in the innovation ecosystem 
active in sectors of strategic interest to the Group, to activate priv-
ileged channels of access to ideas, business and technological op-
portunities, academic research and identify new talents to innovate 
business, processes and corporate products.
In this context, key actions include the continuation of Acea’s par-
ticipation in Zero Accelerator, to support the best innovative start-
ups and SME developing technological projects and solutions in the 
greentech sector, as well as the House of Emerging Technologies 
in Rome, the first permanent living lab to develop the Smart City 
project. Also in its relations with public entities collaborative initia-
tives are promoted to share research and innovation commitments. 
This includes, for example, the Acea Elabori Labsharing project de-
veloped in cooperation with ENEA, intended to take advantage of 
their respective assets and share laboratories technologies and high 
level know how to support environmental research and monitoring 
through an approach open to innovation and sustainability.
In 2022, Acea launched and inaugurated, through its partner Mind 
the Bridge, an Innovation Antenna in Silicon Valley with the aim 
of forging relationships and identifying emerging technology with 
a significant impact on the sectors in which the Group conducts 
business.
Corporate identity
24

Acea also works with the academic world and with specific Obser-
vatories, such as the Observatories for Digital Innovation, Startup 
Intelligence and Space Economy, all belonging to the Politecnico 
di Milano.
DEVELOPMENT OF HUMAN CAPITAL
For every organisation people represent a fundamental asset to re-
main competitive in a changing economic and social context. Acea 
listens to the needs of its people and develops a People Strategy, 
structured into projects and initiatives.
Every year Acea prepares an Equality & Care Plan that identifies 
goals and associated projects for diversity and inclusion and corpo-
rate welfare. In 2022, the Group developed an Equality, Diversity 
and Inclusion Policy and established an Equality, Diversity & Inclu-
sion Committee, which will guide the process of cultural evolution 
to promote a corporate culture on the subject. It also appointed 
an Equality, Diversity and Inclusion Manager, responsible for coor-
dinating activities to prepare and monitoring an operating plan for 
the initiatives and to support the Committee. Acea SpA has also 
achieved UNI/PdR 125:2022 certification on gender equality.
Acea has developed an integrated corporate welfare system, based 
on listening to employees and their needs and structure around six 
fundamental pillars: health, psycho/physical well-being, family, rec-
onciliation measures, economic assistance and complementary so-
cial security. Numerous initiatives have been implemented to sup-
port these pillars, including preventive medicine campaigns, support 
services for psycho/physical well-being and support for parents. 
These areas are shared with a Bilateral Committee, consisting of 
representatives from Group companies and the Unions.
As part of its training processes, the Group has established the 
Acea Business School Academy that provides courses on manage-
rial, position, governance and digital issues, serving the entire group 
and designed with qualified partners (universities, business schools, 
research centres, etc.). Additionally, investment in digital skills con-
tinued in 2022.
SUSTAINABLE MANAGEMENT OF THE SUPPLY CHAIN 
Aware of the positive contribution that sustainable supply chain 
management can offer to protecting the environment, Acea is 
committed to defining purchasing methods that include intrinsic 
characteristics of the products and aspects of the process that lim-
it environmental impact and foster initiatives aimed at minimising 
waste, reusing resources and protecting the social aspects involved 
in the procurement of goods, services and works. In tackling this 
green procurement issue, Acea has been using the Minimum Envi-
ronmental Criteria in force for several years, including non-com-
pulsory bonus aspects in its tenders.
Acea recognises the value of the companies in its supply chain that 
have chosen to be certified in the quality, environment, safety and 
energy schemes and has launched initiatives to develop and pro-
mote companies that demonstrably apply sustainability criteria, 
invest in safety training for their workers and use environmentally 
friendly means to carry out their activities.
Acea carries out second party audits on its suppliers to raise aware-
ness and support continuous improvement of the supply chain. The 
direct involvement of suppliers and the opportunities for discussion 
created during periodic audits make it possible to measure the level 
of awareness of emerging sustainability issues and provide an op-
portunity to jointly consider paths to improvement. Additionally, 
Acea has established contractual standards that expressly require 
adhesion to and compliance with both the Organisational Control 
Model 231 (if suppliers have not already provided themselves with 
one), and the Antitrust and Consumer Protection Regulation Com-
pliance Manual - General Principles, as well as the Anti-corruption 
Policy adopted by Acea.
As part of increased monitoring of its supply chain, in 2022 Acea 
extended the Group Vendor Rating system, which includes a bo-
nus indicator for aspects associated with social and environmen-
tal sustainability (Ecovadis), as a tool for analysing, assessing and 
monitoring supplier performance. In 2022, the number of suppliers 
evaluated with Ecovadis increased significantly.
SAFETY AND HEALTH IN THE WORKPLACE 
Safety as a strategy, not to be observed only for compliance pur-
poses, is based on the desire to promote the widespread dissem-
ination of a safety culture, involving all employees, and on the 
possibility of measuring and monitoring results. To this end, Acea 
runs awareness-raising campaigns on the issue and has adopted an 
advanced risk assessment model and implemented control and mit-
igation measures. ACEA has also launched a number of initiatives 
to raise awareness of and involvement in the issues discussed above 
with its contractors and sub-contractors, key business partners 
throughout the entire value chain. A Group RSPP Coordination 
Committee is active, with the aim of sharing the results of safety 
performance, experiences, good practices and sustainable solu-
tions to prevent accidents in the company. The Group has adopted 
the H&S (Health and Safety) Dashboard as a tool to obtain data on 
workplace health and safety performance. It is updated constantly 
with graphs that improve analysis of the data provided by the com-
panies of the Group.
In line with Law 4 of 15 January 2021 and the requirement to pro-
tect the psycho/physical health of its employees in the workplac-
es envisaged under article 28 of Legislative Decree 81/08, Acea 
guarantees an inclusive, integrated and centred approach to gen-
der perspectives to prevent and eliminate violence in the work-
place. In this sense, the Risk Assessment Document was updated 
and supplemented with regards to this aspect, with more specific 
risk assessments for all homogeneous groups and identification of 
measures intended to prevent and, if necessary, contain the risk in 
workplaces.
The Coronavirus Prevention Committee has been active since 
2020, the Group body responsible for carefully monitoring the 
epidemiological situation and developments in the emergency 
situation, evaluating the most appropriate actions in the exclusive 
interest of health, safety and prevention for all employees of the 
Acea Group.
Acea Group • Sustainability Report 2022
25

Chart no. 3 – Acea’s Business Model 
THE BUSINESS MODEL 
The organisational structure (Chart no. 3) means that the Holding 
performs the role of steering and coordination of the Companies 
that make up the Group. 
Acea SpA offers managerial support by means of management and 
legal, logistic, technical, financial and administrative services. Acea 
SpA’s organisational macrostructure consists of corporate func-
tions, departments and operating segments the operating compa-
nies report to (see Chart no. 4).
NATURAL  
ENVIRONMENT
Water supply chain: integrated water system
Environmental supply chain: circular economy
Energy supply chain: commodities and added-value services
ITALIAN POWER 
EXCHANGE – IPEX
CUSTOMERS
MARKETING 
STRATEGY
+
My Acea 
www.acea.it
e-mobility
ADDED-VALUE SERVICES
CUSTOMER CARE
COLLECTION
ANALYSIS
USERS
PURIFICATION
POTABILISATION
RE-INJECTION
BIOGAS
SUPPLY
DISTRIBUTION
SEWERAGE
BIOGAS
WATER TREATMENT SLUDGE AND 
BIO-WASTE 
RECOVERY
COMPOSTING
WTE
energy
wastewater
bio-waste
srf pulper 
other waste
waste
RSM
WTM
Corporate identity
26

COMPLIANCE OF RISK ASSESSMENT
regulatory changes, regulatory framework, 
mega trends (social trends, environmental 
situation), …
SCENARIO:
national policies, market, economy, inno-
vation, sustainability,...
GOVERNANCE POLICY STRATEGY
BOARD OF DIRECTORS
BoD’S  
SECRETARY
functional reporting
hierarchical reporting
BoD’S SECRETARIAT
SPONSORSHIP AND 
VALUE LIBERALITY
INSTITUTIONAL  
RELATIONS
INTERNAL AUDIT
RISK & COMPLIANCE
ADMINISTRATION,  
FINANCE AND CONTROL
INVESTOR RELATIONS 
& SUSTAINABILITY
HUMAN RESOURCES
COMMERCIAL AND 
TRADING
PROCUREMENT  
AND LOGISTICS
REGULATORY
LEGAL AFFAIRS
CORPORATE AFFAIRS
COMMUNICATIONS
TECHNOLOGY 
& SOLUTIONS
CHIEF OPERATING 
OFFICER
BUSINESS DEVELOPMENT, 
PRODUCTION AND  
FOREIGN STRATEGIES
CHAIRPERSON
CHIEF EXECUTIVE 
OFFICER
WATER
ARETI
ACEA 
AMBIENTE
ENGINEERING 
AND SERVICES
STAKEHOLDERS
Energy supply chain: distribution
Energy supply chain: generation
HYDROELECTRIC
CO-GENERATION
thermal 
energy
electricity
PHOTOVOLTAIC
TRANSMISSION
DISTRIBUTION
PUBLIC AND PRIVATE USERS
Acea Group • Sustainability Report 2022
27

Chart no. 4 – Acea SpA organisation chart as at 31.12.2022
BOARD OF DIRECTORS
BoD’S  
SECRETARY
functional reporting
hierarchical reporting
BoD’S SECRETARIAT
SPONSORSHIP 
AND VALUE LIBERALITY
INSTITUTIONAL RELATIONS
INTERNAL 
AUDIT
RISK & 
COMPLIANCE
ADMINISTRATION, FINANCE 
AND CONTROL
INVESTOR RELATIONS 
& SUSTAINABILITY
HUMAN RESOURCES
COMMERCIAL  
AND TRADING
PROCUREMENT  
AND LOGISTICS
REGULATORY
LEGAL AFFAIRS
CORPORATE AFFAIRS
COMMUNICATIONS
TECHNOLOGY 
& SOLUTIONS
CHIEF OPERATING 
OFFICER
BUSINESS DEVELOPMENT, 
PRODUCTION AND  
FOREIGN STRATEGIES
CHAIRPERSON
CHIEF EXECUTIVE 
OFFICER
WATER
ARETI
ACEA AMBIENTE
ENGINEERING  
AND SERVICES
Through Companies that it has equity investments in and for which 
it plays the role of industrial entity of reference, the Acea Group is 
involved in the chains of activities shown below. The business activities 
are broken down in the Strategic Plan (see the section titled Strategy 
and Sustainability), which defines corporate development guidelines 
based on the assessments of opportunities offered by the market, 
the regulatory and social context of reference, the governance sys-
tem and a thorough identification and weighting of the risks that can 
impede the achievement of the goals. Acea Group pursues corporate 
management that is consistent with the principles of sustainable de-
velopment and pays the utmost attention to interactions with the 
natural environment and stakeholder relations.
Corporate identity
28

WATER SUPPLY CHAIN:  
INTEGRATED WATER SERVICES
ENERGY SUPPLY CHAIN: 
COMMODITIES AND  
ADDED-VALUE SERVICES
GENERATION AND NETWORKS: 
CIRCULAR ECONOMY
ENERGY SUPPLY CHAIN: 
GENERATION
ENERGY SUPPLY CHAIN:  
DISTRIBUTION
The water supply chain: starting from a careful analysis of springs 
and groundwater and the potential impacts of operational processes 
thereupon – for example, by defining and monitoring water districts 
and preparing water balances to protect resources and balance their 
vital flows with the needs of human consumption, Acea checks and 
guarantees the quality of water during collection and distribution in 
compliance with the regulatory standards envisaged for end uses. 
The same care is devoted to wastewater collection and treatment 
phases, useful to returning the resource to the environment in the 
best possible conditions for its natural cycle to resume. A huge ef-
fort has been made to increase the resilience of the water infra-
structure, technological innovation applied to management (e.g. 
remote control, sensors, satellite monitoring, etc.) and the digitali-
sation of processes.
Sale of energy, gas and added-value services: commodities (ener-
gy and gas) are purchased via bilateral contracts or exchanges on 
market platforms (Electronic stock exchange) where Acea Energia 
procures supplies for itself in order to supply clients according to its 
commercial policies. The Company develops relations with custom-
ers, based on their type, through contact channels that are increas-
ingly more innovative and digital. The promotion of commercial 
offers takes place through pull channels (shop, website, branches) 
as well as through sales agencies that are selected, trained and their 
commercial practices monitored. One area of development of the 
sector companies involves the creation of smart services, such as 
electric mobility, residential energy upgrading and widespread com-
posting.
Efficient use of waste and the circular economy: the environmental 
supply chain is active in efficiently using waste by reducing waste 
volumes, treatment, conversion into biogas, transformation into 
compost for agriculture and floriculture, waste-to-energy pro-
duction and recycling into material that is reusable in production 
processes. In particular, with a view to circular economy, Acea ex-
ploits the integration into water activities to recover sludge from 
water purification and send it for treatment to become compost, 
also committing itself to the growth of its market position and op-
erational capacity. The ongoing development involves the expansion 
of volumes and operating capacity, from selection to storage and 
treatment, as well as the types of material managed in the circuit 
of the circular economy (paper, iron, wood, liquid waste, plastic and 
metals) through the acquisition of new companies.
Electricity production: Through the business unit dedicated to 
production, Acea generates energy at hydroelectric power plants, 
thermoelectric power plants (high-yield cogeneration) and pho-
tovoltaic plants. In particular, Acea is strategically developing its 
position in the solar generation segment, including through part-
nership agreements with major financial operators to support the 
investment plan, with the aim of significantly increasing its installed 
capacity in the medium term.
Electricity distribution: Acea supplies users with electricity thanks 
to a widespread distribution network that is constantly maintained, 
updated and developed according to resilience logics that support 
the growing electrification of consumption. 
The digital and innovative development in the services, stimulated 
and required by a constantly evolving market, commits the Distrib-
utor to opt for smart city solutions, adopting a demand side manage-
ment and energy efficiency outlook. 
COLLECTION
ANALYSIS
USERS
PURIFICATION
POTABILISATION
RE-INJECTION
BIOGAS
SUPPLY
DISTRIBUTION
SEWERAGE
HYDROELECTRIC
CO-GENERATION
thermal 
energy
electricity
PHOTOVOLTAIC
TRANSMISSION
DISTRIBUTION
PUBLIC AND PRIVATE USERS
ITALIAN POWER 
EXCHANGE – IPEX
CUSTOMERS
MARKETING 
STRATEGY
+
My Acea 
www.acea.it
e-mobility
ADDED-VALUE SERVICES
CUSTOMER 
CARE
BIOGAS
WATER TREATMENT SLUDGE AND 
BIO-WASTE 
RECOVERY
COMPOSTING
WTE
energy
wastewater
bio-waste
srf pulper 
other waste
waste
RSM
WTM
Acea Group • Sustainability Report 2022
29

OWNERSHIP STRUCTURE AND  
GENERAL ECONOMIC INDICATORS 
Acea SpA is listed on the Italian Stock Exchange organised and man-
aged by Borsa Italiana. The company is listed on the FTSE Italia Mid 
Cap index and, as of 19 December 2022, is included on the MIB 
ESG index. 
Roma Capitale is Acea SpA’s majority shareholder, holding 51% of 
its share capital. As at 31 December 2022, other significant direct 
or indirect equity interests were held by Suez SA with over 23.3% 
and Francesco Gaetano Caltagirone with approximately 5.5% (see 
Chart no. 5). 
The portion of floating capital on the market is worth 20.2%, with 
institutional investors controlling approximately 13% of the share 
capital, with a geographical distribution indicating a predominance 
of Italian shareholders, followed by North American and British in-
terests (see Chart no. 6).
Retail investors hold 5.5% of the share capital.
The year under review was characterised by pronounced geopolitical 
instability, which generated inflationary effects and volatility in the 
energy markets. The Group also recorded a positive performance due 
to cost-cutting measures, the operational efficiency achieved and the 
recovery of margins. Revenues amounted to € 5,138 million while 
gross operating income (EBITDA) came to € 1,305 million  (approx. 
+4% compared to 2021). Group profit totalled approximately €280 
million (approx. -11% on 2021).
 Consolidated revenues in 2022, which amounted to €5,138.2 mil-
lion, increased by 29.4% (€3,972 million in 2021). External costs 
increased by around 44% to approximately € 3.55 billion (€2.46 
billion in 2021) mainly due to electricity procurement on the free 
market and the gradual protection market, for the purchase of mate-
rials and services, in line with the increase in revenues and the growth 
in the corporate scope.
The gross operating income (EBITDA) of €1,305 million is up 
compared to €1,256.1 million in 2021 (approx. +4%), with reg-
ulated activities contributing 86% (including the Environment 
sector).
The Industrial Segments contributed to the overall value of EBITDA, 
as follows:
	•
Water at 51%, with €669 million, a 2.1% increase compared to 
2021 (€655.3 million). This growth is due to more efficient op-
erational management, the contribution of Group companies to 
Shareholders’ Equity and the technical quality performance bonus 
received by companies consolidated on a line-by-line basis;
	•
Energy infrastructure for 27%, with €352.2 million, down 5.2% 
compared to the previous year (€371.6 million) due to a reduc-
tion in the WACC which was partially offset by lower operating 
costs and the positive effects of the resilience plan;
	•
the Production for 7%, with €89.8 million, a 13% increase com-
pared to the previous year (€79.5 million). This result reflects 
pricing trends on the energy market, as well as the lower hydroe-
lectric production, deconsolidation of the photovoltaic business 
and the price caps introduced by Decree Law “Sostegni ter”;
	•
Commercial and trading for 7% at €90 million, up 11.8% (€80.5 
million in 2021), mainly due to energy efficiency activities, partly 
offset by lower margins on the free energy market;
	•
Environment for 8%, with €101.6 million, a 59.5% increase 
compared to the previous year (€63.7 million). This data re-
flects the positive effects of the price of energy sold from WTE, 
the exemption of the Terni plan from the obligation to purchase 
CO2 quotas, and the change in the scope of consolidation.
The Foreign and Engineering and Services areas and the Parent 
Company had a neutral effect on Group EBITDA.
Chart no. 5 – Ownership structure as at 31.12.2022 
51% Roma Capitale
23,3% Suez SA 
20.2% Market
5.5% Caltagirone Francesco 
Gaetano
Source: CONSOB
Chart no. 6 – Geographical representation of Acea institutional 
investors 
33% Italy
32% North America
12% UK
19% Rest of Europe
4% Rest of the World
NOTE: The percentages shown in the table represent the weight of Shareholders, by 
geographical area, in relation to the total number of Institutional Investors.
Table no. 5 – The main economic and equity data of the Acea 
Group (2021-2022) 
(in € million)
2021
2022
net revenues
3,972
5,138.2
operating costs
2,737
3,861
staff costs
275.8
305.1
external costs
2,461.2
3,556.1
income/(expense) from non-financial invest-
ments
21.0
27.9
gross operating margin (EBITDA)
1,256.1
1,305
gross operating margin (EBIT) 
581.1
565.9
financial management
(85.9)
(85.7)
investments management
7.8
17.8
profit/(loss) before tax
503
498
income tax
150.7
186.8
net profit/loss
352.3
311.2
profit/loss attributable to third parties
39
31
net profit/(loss) of the Group
313.3
279.7
Corporate identity
30

24	 Official Journal of the European Union, Regulation (EU) 2020/852 of the European Parliament and of the Council on the establishment of a framework to facilitate sustainable 
investment, and amending Regulation (EU) 2019/2088. The Regulation is implemented through the gradual adoption of Delegated Acts. 
25	 See the Sustainable Growth Action Plan, European Commission, COM (2018) 97 final and the Strategy for financing the transition to a circular economy, European Commis-
sion, COM (2021), 390 final.
26	 See article 1 of EU Regulation 852/2020 and Assonime Circular no. 1 of 19 January 2022, the European Regulation on the taxonomy of environmentally sustainable activities: 
disclosure requirements for companies.
27	 In particular, the Climate Delegated Act, European Commission, C (2021) 2800 final, adopted on 4 June 2021 and entering into force on 1 January 2022.
28	 The Climate Delegated Act, European Commission, C (2022) 631, adopted on 15 June 2022 and entered into force on 1 January 2023.
29	 The Disclosure Delegated Act, European Commission, C (2021) 4987 final, 2021, adopted in July 2021 and entering into force on 30 December 2021, defined the reporting 
methods that must be adopted by parties falling within the scope of application of the Regulation.
30	 Including partial alignment.
31	 The full application of the Regulation, presumably from 2024 for the 2023 reporting year, will provide for the assessment of the eligibility and alignment of the economic 
activities identified by the Taxonomy for the remaining four environmental objectives which have not yet been regulated.
Chart no. 7 – Contribution of the industrial segments to overall EBITDA (2021-2022) 
51% Water
27% Energy Infrastructure
7% Generation
7% Commercial and trading
8% Environment
0% Engineering, Overseas, Holding
% OF EBITDA 2022
INDUSTRIAL SEGMENTS
52% Water
30% Energy Infrastructure
6% Generation
6% Commercial and trading
5% Environment
1% Engineering, Overseas, Holding
% OF EBITDA 2021
INDUSTRIAL SEGMENTS
The operating result (EBIT) was €565.9 million (-2.6% on 2020). 
The value reflects the increase in amortisation and depreciation 
related to investments for the period, write-downs of receivables 
attributable to business growth, and the introduction of a stress 
scenario for the Group's main companies.
INFORMATION REQUIRED  
BY THE EUROPEAN TAXONOMY
As noted in Disclosing sustainability: methodological note, to which ref-
erence should be made, 2023 marked the second year of application, 
in the context of non-financial reporting for 2022, of the provisions 
introduced by the “European Taxonomy” approved with Regulation 
2020/85224 and included in the the Sustainable Finance Action 
Plan (SFAP) launched by the European Commission25 in 2018. The 
purpose of the Taxonomy is to identify the “degree of environmental 
sustainability” of an investment26, increasing the transparency of the 
market to the benefit of consumers and investors.
The Taxonomy is centred on six environmental objectives — climate 
change mitigation, climate change adaptation, sustainable use and 
protection of water and marine resources, transition to a circular 
economy, including waste reduction and recycling, pollution preven-
tion and control, and protection and restoration of biodiversity and 
ecosystems — and introduces an international classification system 
to identify environmentally sustainable economic activities. 
In 2021, the European Commission adopted the Climate Delegat-
ed Act27 which defines the first two climate objectives (mitigation 
and adaptation), establishing technical screening criteria for eco-
nomic activities that can substantially contribute to their achieve-
ment while causing no significant harm to the other environmental 
objectives. In 2022 the Commission published the Complementary 
Delegated Act, modifying the Climate Delegated Act28 by introduc-
ing activities and the relative technical screening criteria for natural 
gas and nuclear energy. As a result of that integration, the Taxon-
omy now identifies 13 sectors that include a total of 109 economic 
activities, of which 86 are able to substantially contribute to both 
the climate change mitigation and  adaptation objectives, 8 contrib-
ute to mitigation only and 15 contribute to adaptation only. 
For financial year 2022, non-financial undertakings subject to the 
Regulation, such as Acea, are required to publish information29 on 
the percentage proportion of certain quantitative economic per-
formance indicators (KPIs) - turnover, capital expenditure (CapEx) 
and operating expenditure (OpEx) - attributable to the economic 
activities managed that are eligible and aligned30 or not aligned to 
the Taxonomy, with reference to the first two climate objectives31.
ANALYSIS OF ELIGIBILITY AND 
ALIGNMENT 
In 2022 Acea carried out the preliminary activities required under 
the reporting obligations defined by the Disclosures Delegated Act, 
developing a cross-disciplinary and synergetic project involving the 
Acea Group • Sustainability Report 2022
31

Administration, Finance and Control Department, the Investor Re-
lations and Sustainability Department and the Companies included 
within the reporting boundary of the Consolidated Non-Financial 
Statement32.
Specifically, the eligibility analysis was updated for this year, with 
the aim of identifying the activities conducted by the Group that 
correspond to those listed and described in Annexes I and II of the 
Climate Delegated Act - focused respectively on the climate change 
mitigation and adaptation objectives - and taking into account the 
Complementary Delegated Act. This analysis led to a slight reduc-
tion in the number of eligible activities from 27 to 22, associated 
with 5 sectors identified by the Regulation33. Of these eligible ac-
tivities, 20 may contribute to the achievement of both the climate 
change mitigation and adaptation objectives, while 2 contribute to 
the mitigation objective only. 
The reduction in the number of eligible activities is attributable to the 
exclusion of activities potentially carried out by the Group but not 
actually conducted in the year under review, which therefore were 
not associated with economic KPIs during the reporting year, and ac-
tivities which, on closer analysis, were not in fact applicable or were 
more appropriately associated with another operating area described 
by the Regulation. 
Furthermore, in compliance with the provisions of the Regulation, 
the alignment to the Taxonomy of Acea’s eligible activities was an-
alysed to identify the Group's environmentally sustainable activities 
according to three sets of criteria:
	•
substantial contribution criteria34: for each eligible activity, the 
compliance with the technical screening criteria was verified to 
establish its substantial contribution to achieving the mitigation 
and/or adaptation objective; 
	•
Do No Significant Harm (DNSH) criteria35: analysis of the 
technical and regulatory requirements to ensure that the activ-
ity not only substantially contributes to at least one Taxonomy 
objective but also does not cause any significant harm to any of 
32	 See Disclosing sustainability: methodological note for the process of defining the scope and the list of companies therein. Note that these Companies, identified for their adequate 
representation of the performance and the impacts generated by the Group (pursuant to Italian Legislative Decree no. 254/2016), cover, with reference to the KPIs set out by 
Regulation (EU) 2020/852, 91% of the turnover, 95% of the CapEx and 94% of the OpEx of the full list of companies consolidated on a line-by-line basis. 
33	 In particular, the activities managed by the Group, considered eligible, fall under the following sectors: Energy; Water supply, sewerage, waste management and remediation; 
Transport; Construction and real estate; Professional, scientific and technical activities.
34	 Articles 10, 11, 12, 13, 14, 15, 16, 19 of Regulation (EU) 2020/852.
35	 Article 17 of Regulation (EU) 2020/852.
36	 Article 18, section 1 of Regulation (EU) 2020/852, specifically, OECD Guidelines for Multinational Enterprises and the UN Guiding Principles on Business and Human Rights, 
including the principles and rights set out in the eight core conventions identified in the  ILO Declaration on Fundamental Principles and Rights at Work and the  International 
Bill of Human Rights.
37	 Please also consult the Final Report on Minimum Safeguards, published by the Platform on Sustainable Finance in October 2022.
the other environmental objectives;
	•
minimum safeguards36: analysis to verify that the activities that 
contribute substantially to at least one environmental objective 
and do not cause significant harm to the others are carried out 
in compliance with the minimum social safeguards set out in the 
Human and Employment Rights Regulation. 
The technical screening criteria for a substantial contribution 
identify quantitative thresholds that establish the limits within which 
an activity can be considered environmentally sustainable and/or 
describe the qualitative characteristics that make an activity aligned 
without the need to meet specific technical thresholds.
With regard to the DNSH criteria, please note that Annexes I and 
II of the Climate Delegated Act define the conditions under which 
eligible activities do no harm to the other environmental objec-
tives. These criteria may consist of specific provisions or general 
“recurring” criteria. In the first case, the requirements are specific 
to the activity under analysis and limited checks must be carried out. 
Recurring criteria, however, are outlined in the five Appendices to 
Annexes I and II of the Climate Delegated Act, which mostly refer to 
compliance with European or national standards or the performance 
of assessment activities. The Group has adopted two approaches for 
the DNSH analysis: for the specific criteria, the capacity of each 
individual activity to meet the requirements was evaluated, while for 
“recurring criteria” (the Appendices), the best practices available for 
each Business Area were considered in order to guarantee, where 
possible, compliance with the requirements for each eligible activity.
To complete the alignment analysis of the Taxonomy-eligible activ-
ities, Acea verified the compliance with the minimum safeguards 
which introduce into the assessment of the environment sustain-
ability of an economic activity, the minimum human and employ-
ment rights protections required, as established by the relative in-
ternational standards37 (see the dedicated box).
VERIFICATION OF COMPLIANCE WITH THE MINIMUM SAFEGUARDS 
Italian human and employment rights law governs these principles 
and their relative specific aspects such as privacy, health and safety, 
corruption, fair competition, tax and environmental protection. As 
well as acting in compliance with the national laws in force, Acea 
also conducts its business according to a sustainable and inclusive 
growth strategy, operating in line with the Universal Declaration of 
Human Rights, the ILO Conventions and the principles issued by 
the United Nations Global Compact, of which it is a signatory. This 
commitment is enshrined in the Group Code of Ethics, the most 
recently updated version of which was produced in collaboration 
with internal resources and external consultants specialised in cor-
porate ethics, and approved by the Acea Board of Directors on 9 
November 2022. The Code of Ethics states that: Acea considers as 
inalienable in the definition of its values the UN Universal Declara-
tion of Human Rights for the respect of natural and universal rights, 
the International Labour Conventions and Recommendations is-
sued by the International Labour Organization (ILO), such as those 
relating to fair treatment and non-discrimination, the protection of 
child labour, the fight against forced labour, the freedom to form 
trade unions and the right to collective bargaining, the European 
Union's Charter of Fundamental Rights.” 
Acea monitors the topics that underpin the minimum safeguards of 
the Regulation through the use of prescriptive instruments (such 
as Group policies, Guidelines, etc.) and organisational and operat-
ing models (appointed units, procedures, management and control 
systems). 
Corporate identity
32

These include:
Code of Ethics: a set of principles and rules of conduct that underpin 
the Organisation, Management and Control Model and apply to "all 
persons who, in any capacity, directly or indirectly, permanently or tem-
porarily, in Italy or abroad, operate in the interest of Acea and its sub-
sidiaries", which guide all corporate practices "towards all stakeholders", 
also with the help of contractual clauses for adherence to specific 
social obligations for those who work on behalf of the company.
Whistleblowing: a confidential and restricted channel for employ-
ees and external parties to report potential conduct in breach of 
the Code of Ethics, supported by an ad hoc procedure for handling 
such reports;
Ethics Officer: a collegiate body that manages the reporting system 
and monitors compliance with the values expressed in the Code of 
Ethics in relations with all Group stakeholders.
Organisation, Management and Control Model: a management 
system pursuant to Legislative Decree 231/2001 that identifies 
the procedures developed to mitigate the risk of offences com-
mitted by directors, managers or employees in the interest or to 
the advantage of the Group, which is constantly being revised and 
updated. The Code of Ethics, the Organisation, Management and 
Control Model and the relative Oversight Committee each rep-
resent an essential component of a broader and more structured 
Internal Control and Risk Management System (ICRMS) adopt-
ed by Acea.
Antitrust Compliance Programme, Antitrust and Consumer 
Protection Compliance Manual, Organisational Regulations for 
Antitrust Compliance and Unfair Commercial Practices and 
Guidelines for Antitrust Compliance and Consumer Protection: 
rules and safeguards to prevent and counteract anti-competitive 
behaviour and to protect the consumer and the principle of fair 
competition, which must be adhered to by Group personnel, com-
38	  In the Final Report on Minimum Safeguards, published in October 2022 by the Platform on Sustainable Finance, the topic of taxation considered the OECD Guidelines for 
Multinational Enterprises and was considered relevant to risk management purposes. In view of this, while not directly applicable to Acea given the nature of its business, the 
matter is also discussed here (see also the chapter on Institutions and the Company for more details).
39	  Partial alignment may occur in the case that for the same activity, certain Companies in the business area are aligned and others are not aligned, or when for certain companies 
in the area, the activity meets the technical screening criteria only for a portion of the plants/infrastructure. 
40	  Companies belonging to several business areas may be eligible for the same activity; consequently, the total number of eligible activities in the sector is higher than the number 
of eligible activities at Group level. See The Corporate Identity and the Relations with the Environment section of this document for more details of the activities in each business 
area.
mercial partners, suppliers and partners.
Anti-corruption Policy: set of rules, controls and safeguards to 
prevent corruption and bribery offences against the public and 
private individuals, supported by the Corruption Prevention Man-
agement System (ISO 37001, in the process of being adopted).
Privacy Governance Guidelines: guidelines for implementing pol-
icies to protect the personal data of employees, customers, sup-
pliers, shareholders, partners and persons whose personal data are 
processed by the Group and that ensure the application of the 
GDPR.
Management and Sustainability Systems Policy, Quality, Envi-
ronment, Energy and Safety Management Systems: to promote 
a culture of quality, respect for the environment, occupational 
health and safety and energy saving.
Equality, Diversity & Inclusion Committee, Equality, Diversity & 
Inclusion Policy, Procedure on the Protection, Inclusion, Promo-
tion of the Diversity and Well-being of Workers, Diversity & In-
clusion Plan and Dashboard: initiatives to assess risks and actions 
to be taken to promote diversity, inclusion and equal opportunities, 
also engaging with employees to consider their opinions and pro-
posals.
Health and Safety Management System, QASER questionnaire, 
Vendor rating, Ecovadis model: tools for managing the health and 
safety of people both within the organisation - specific training, 
risk assessment and continuous monitoring - and outside the 
Group, as in the case of contracted works and services, to over-
see every phase of the relationship between supplier and company, 
including assessing suppliers' performance on indicators relating to 
punctuality, quality and safety, and ESG criteria.
Tax Management Procedure: outlines and regulates the roles and 
responsibilities of the parties involved as well as the tax manage-
ment auditing activities38. 
Based on the analyses, in 2022 Acea identified, out of a total of 
22 eligible activities, 14 fully aligned activities, 6 partially aligned 
activities39 and 2 non-aligned activities. For all eligible activities, 
the substantial contribution to the climate change mitigation ob-
jective was evaluated (see Tables 6, 7, 8 and 9).
In particular, observing the distribution of eligible and aligned 
activities, including only partially aligned activities, for each 
business area40, and considering that certain activities are eligi-
ble for several operating sectors, in the water business area there 
are 6 eligible activities in the "Water supply, sewerage, waste man-
agement and remediation" sector, and, following the verification of 
the Substantial Contribution and DNSH criteria, there are three 
fully aligned activities and three partially aligned activities. CapEx 
associated with the activity “Material recovery from non-hazard-
ous waste”, coupled with the climate change mitigation objective, 
were valued as part of a CapEx Plan aimed at expanding Taxon-
omy-aligned economic activities. Acea Ato 2 also planned the 
construction of a treatment plant for the sand from the treatment 
processes and from the sewage network cleaning, which will make 
it possible to recover up to 80% of the solid input material. Total 
CapEx sustained during the year was €0.05 million, while total 
investments over the course of the Plan will amount to approxi-
mately €8 million. The plant is expected to be completed by 2024 
and therefore the aligned economic activity will be expanded, in 
line with the Regulation, within a period of less than five years. 
In the Environment business area, which operates in the waste 
processing sector, there are six eligible activities (attributable to 
the "Energy" and "Water supply, sewerage, waste treatment and 
remediation" sectors), of which 4 were aligned, 1 partially aligned 
and 1 not aligned; in the Generation business area, which operates 
in the field of electricity production, there are 8 eligible activities 
(attributable to the "Energy” (including "Gas"), "Transport", "Con-
struction and real estate activities" and "Professional, scientific and 
technical activities" sectors), of which 6 are fully aligned, 1 partially 
aligned and 1 not aligned; in the Energy Infrastructures business 
area, operating in the electricity transmission and distribution 
sector, there are 3 eligible activities (attributable to the "Energy" 
and "Construction and real estate activities" sectors), 2 of which, 
following verification of the substantial contribution and DNSH 
Acea Group • Sustainability Report 2022
33

criteria, were fully aligned and 1 partially aligned (only marginally 
misaligned); in the Engineering and Services business area, which 
operates in a range of research, innovation, design and laborato-
ry activities for Group companies41, there is 1 aligned activity (in 
the "Water supply, sewerage, waste treatment and remediation" 
sector); finally, in the Energy business area (commercial and trad-
ing activities) there are 6 eligible activities (in the "Water sup-
ply, sewerage, waste treatment and remediation"42,, "Transport", 
"Construction and real estate activities" and "Professional, sci-
entific and technical activities" sectors), all of which are aligned. 
Electricity sales, which represent the Group’s core business and 
accounted for 52% of the Group's turnover in 2022, are excluded, 
as sales are not currently included in the list of activities listed in 
Annexes I and II of the Climate Delegated Act for the first two 
climate targets. 
41	  Intercompany activities are removed from the accounting of the KPIs, in accordance with the Regulation.
42	  For the operation of the mini composting plants (Smart Comp), linked to the Composting of organic waste.
43	  The above values of Turnover, CapEx and OpEx are in accordance with the guidance provided by the Disclosures Delegated Act and calculated in line with the accounting 
standards section.
ECONOMIC AND FINANCIAL KPIs
In accordance with the applicable reporting obligations, and in line 
with the “Accounting standards and supplementary information 
pursuant to Regulation 852/2020”, the Group has calculated the 
percentages of turnover, CapEx and OpEx related to its Taxono-
my-aligned activities, and eligible but not aligned activities (see 
Tables 6, 7, 8 and 9 for details). 
In this context, it is important to emphasise that the percentages 
reported below do not represent a summary of the Group's sustain-
ability performance, as reported in this document, but correspond 
to the specific disclosure required by Regulation 852/2020 on the 
environmental goals defined therein (specifically the climate change 
objectives). As such, these indicators should be considered limited to 
the purposes of the Taxonomy and separate to the broader scope of 
the ESG sustainability initiatives promoted by the Group.
Considering the Group’s economic performance as at 31 Decem-
ber 2022, aligned turnover amounted to 30% of the total, while el-
igible but not aligned turnover was 4%. 72% of Acea’s total CapEx is 
aligned (5% eligible but not aligned) with the Taxonomy, while 68% 
of OpEx is Taxonomy-aligned (12% eligible but not aligned). Please 
note that a residual part of the three KPIs (9% of turnover, 5% of 
total CapEx and 6% of OpEx considered under the Taxonomy43 and 
attributable to the companies outside the reporting boundary of the 
NFS) is not subject to assessment. 
Chart no. 8 – Percentage turnover, CapEx and OpEx attributable to Group activities that are aligned, eligible but not aligned, not 
eligible and not assessed
30% Aligned
4% Eligible but not aligned
57% Non eligible
9% Not assessed
72% Aligned
5% Eligible but not aligned
18% Non eligible
5% Not assessed
68% Aligned
12% Eligible but not aligned
14% Non eligible
6% Not assessed
Turnover
€5,138 million of which  
€1,542 million aligned
CapEx
€1,115 million of which  
€801 million aligned
OpEx
€164 million of which  
€112 million aligned
Corporate identity
34

Chart no. 9 – Percentage turnover, CapEx and OpEx aligned to the Taxonomy, by Business Area
The interpretation of the data by Industrial Segment shows the 
unique contributions to the Group’s alignment, in particular:
	•
out of total Group turnover in 2022, which amounted to €5,138 
million, €1,726 million are attributable to eligible activities, of 
which €1,542 million are Taxonomy-aligned. The two Business 
Areas that contribute the most to alignment are Water with 69% 
of the total aligned turnover (€1,062 million) and Energy Infra-
structure with 23% (€360 million); 
	•
out of total Group CapEx in 2022 considered for the purposes 
of the Taxonomy, which amounted to €1,115 million, €864 mil-
lion are attributable to eligible activities, of which €801 million 
are Taxonomy-aligned. The two Business Areas that contribute 
the most to alignment are Water and Energy Infrastructure; 
specifically, investments in the Water area represent 61% of to-
tal aligned CapEx (€488 million) and 29% in the Energy Infra-
structure area (€299 million);
	•
out of total Group OpEx in 2022 considered for the purposes 
of the Taxonomy, which amounted to €164 million, €131 mil-
lion are attributable to eligible activities, of which €112 million 
are Taxonomy-aligned. In this case, the two Business Areas that 
contribute the most to alignment are the Water area at 82% of 
total aligned OpEx (€91 million) and the Energy Infrastructure 
area at 8% (€9 million).
Acea has drawn up a Green Financing Framework and, on the basis 
of this, in January 2021 issued the Group's first Green Bond, total-
ling €900 million to support initiatives focused on four main areas: 
water resource management; energy efficiency; circular economy; 
and green energy. With reference to the KPIs on CapEx and turno-
ver described above, the contribution of green bond issues in 2022 
was 18% of aligned CapEx and 0.4% of aligned turnover. 
0% Holding
69% Water
5% Commercial and trading
2% Environment
1% Generation
23% Energy Infrastructure
0% Engineering and services
0% Holding
61% Water
1% Commercial and trading
1% Environment
9% Generation
29% Energy Infrastructure
0% Engineering and services
0% Holding
82% Water
0% Commercial and trading
3% Environment
7% Generation
8% Energy Infrastructure
0% Engineering and services
Aligned turnover
€1,542 million
Aligned CapEx
€801 million
Aligned OpEx
€112 million
Acea Group • Sustainability Report 2022
35

ACCOUNTING STANDARDS AND SUPPLEMENTARY INFORMATION PURSUANT 
TO REGULATION 2020/852 
44	  Pursuant to art. 2, point 5 of Directive 201334/EU.
This section explains the accounting policy, i.e. the method for con-
structing the percentages of turnover, CapEx and OpEx associated 
with the eligible and aligned activities that the Group has defined on 
the basis of the indications shown in Annex 1 of Delegated Act (EU) 
2021/2178.
For the purposes of allocating the amounts of turnover, CapEx and 
OpEx to the eligible and aligned activities, Acea has defined a clear 
and viable hierarchy of sources, used with respect to the quantitative 
and qualitative reporting requirements. Specifically, Acea has recon-
structed the indicators using the information reported in the general, 
business and regulatory accounts: the percentage of KPIs relating to 
each individual economic activity is calculated on the total turnover, 
investments and total ordinary costs relating exclusively to the types 
of OpEx provided for by the European Taxonomy.
For the calculation of the eligible turnover the numerator used was 
the portion of consolidated net revenue generated by the sale of 
products or services, including intangible, associated with economic 
activities eligible for the Taxonomy, and the denominator was the 
total net revenue44.
Net turnover was identified by using the data of the consolidated 
financial statements prepared according to international accounting 
standards and making reference to the provisions of IAS1, section 82, 
lett. a).
Specifically, to create the indicator, the items “Revenue from sales 
and services” and “Other revenue and proceeds” of the consoli-
dated income statement were used as reference; no amounts con-
nected to economic activities included in the Taxonomy conducted 
for the Group’s internal consumption are present.
For the calculation of the eligible CapEx the numerator used was 
the portion of capital expenditure posted to the assets of the con-
solidated financial statements associated with eligible activities and 
defined based on the criteria under point 1.1.2.2. of the Delegated 
Act and the denominator was the total capital expenditure quanti-
fied on the basis of the criteria under point 1.1.2.1. of the Delegated 
Act. 
In particular, the denominator includes the increases to the tangi-
ble and intangible assets during the year considered before amor-
tisation, write-down and any revaluation, including those deriving 
from recalculations and reductions of value and excluding fair value 
changes. 
For the purpose of creating the indicator, the capital expenditure 
was identified using data from the consolidated financial state-
ments, with reference to the provisions of a) IAS 16 “Property, plant 
and equipment”; b) IAS 38 “Intangible assets” and c) IFRS 16 “Leas-
ing”. The values reported do not include amounts associated with 
economic activities included in the Taxonomy relative to expend-
iture capitalised according to d) IAS 40 “Investment property” and 
e) IAS 41 “Agriculture" since these are not applicable for the Group.
For the calculation of the eligible OpEx, the numerator used was 
the portion of operating expenses associated with the eligible ac-
tivities and defined on the basis of criteria under point 1.1.3.2 of the 
Delegated Act and the denominator was the total operating ex-
penses quantified on the basis of the criteria under point 1.1.3.1. of 
the Delegated Act. 
The latter includes direct non-capitalised costs that relate to re-
search and development, building renovation measures, short-term 
lease, maintenance and repair, and any other direct expenditures 
relating to the day-to-day servicing of assets of property, plant and 
equipment by the undertaking or third party to whom activities are 
outsourced that are necessary to ensure the continued and effec-
tive functioning of such assets.
For the creation of the indicator, the operating expenses were 
identified using data from the consolidated financial statements, 
prepared according to international accounting standards. Specif-
ically, the items “Personnel costs” and “External costs” included in 
the Consolidated Income Statement were used as reference (pro 
rata). With respect to the provisions contained in the Delegated 
Act, when defining the eligible operating costs, Acea considered 
all daily maintenance and necessary costs to ensure the continued 
and effective functioning of the assets, meaning that the operating 
expenditure included all maintenance expenses of the assets, in-
cluding the portions of costs for the purchase of materials, services 
and personnel costs directly attributable to the maintenance activi-
ty. Specifically, for the OpEx KPI, only non-capitalised direct costs 
related to research and development, building renovation measures, 
short-term lease, maintenance and repair as well as any other direct 
expenditure related to the day-to-day maintenance of property, 
plant and equipment, either by the company or by third parties to 
whom these tasks are outsourced, necessary to ensure the con-
tinuous and effective operation of these assets, were considered in 
accordance with the Regulation.
In addition to the provisions of the legislation, the Group also de-
cided to calculate and represent the “normalised” turnover, CapEx 
and OpEx KPIs, i.e. using as denominator the consolidated values 
net of the non-assessed portion, attributable to the Companies not 
included in the NFS scope (equal to 9% of the turnover, 5% of the 
CapEx and 6% of the OpEx). 
In line with the Models for Key Performance Indicators (KPIs) 
for non-financial undertakings contained in Annex II of the Del-
egated Regulation (EU) 2021/2178, the proportion of turnover, 
CapEx and OpEx of the Acea Group in 2022 from products or 
services associated with Taxonomy-aligned economic activities 
are reported below.
Corporate identity
36

Table no. 6 – Percentage turnover of the Acea Group from products or services associated with Taxonomy-aligned economic activities -  
disclosure for 2022 
Substantial contribution criteria
DNSH criteria
Economic activities
Code(s)
Absolute turnover 
Percentage of turnover
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Minimum safeguards
Percentage turnover aligned to 
the taxonomy, 2022
Percentage turnover aligned to 
the taxonomy, year N-1
Category (enabling activity)45
Category (transitioning activity)46
(€000)
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
%
E
T
A. TAXONOMY ELIGIBLE 
ACTIVITIES
36.91
A.1 Environmentally 
sustainable activities 
(Taxonomy-aligned)
Electricity generation using 
solar photovoltaic technology
4.1
5,627
0.12
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.12
N/A
Electricity generation from 
hydropower
4.5
3,865
0.08
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.08
N/A
Transmission and distribution  
of electricity
4.9
352,484
7.54
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
7.54
N/A
E
District heating/cooling 
distribution
4.15
11,000
0.24
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.24
N/A
Construction, extension and 
operation of water collection, 
treatment and supply systems
5.1
680,789
14.56
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
14.56
N/A
Renewal of water collection, 
treatment and supply systems
5.2
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Construction, extension and 
operation of waste water 
collection and treatment
5.3
381,511
8.16
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
8.16
N/A
Renewal of waste water 
collection and treatment
5.4
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Collection and transport of 
non-hazardous waste in source 
segregated fractions
5.5
15,188
0.32
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.32
N/A
Anaerobic digestion of sewage 
sludge
5.6
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Anaerobic digestion of  
bio-waste
5.7
9,212
0.20
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.20
N/A
Composting of bio-waste
5.8
57
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Material recovery from  
non-hazardous waste
5.9
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Landfill gas capture  
and utilisation 
5.10
836
0.02
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.02
N/A
Infrastructure enabling  
low-carbon road transport  
and public transport
6.15
1,089
0.02
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.02
N/A
E
Installation, maintenance  
and repair of energy efficiency 
equipment
7.3
72,352
1.55
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
1.55
N/A
E
Installation, maintenance and 
repair of charging stations for 
electric vehicles in buildings 
(and parking spaces attached  
to buildings)
7.4
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
E
45	  Pursuant to article 16 of Regulation 2020/852, an economic activity that contributes substantially to one or more of the environmental objectives specified in Article 9 by directly en-
abling other activities to make a substantial contribution to one or more of those objectives, provided that such economic activity: (a) does not lead to a lock-in of assets that undermine 
long-term environmental goals, considering the economic lifetime of those assets; and (b) has a substantial positive environmental impact, on the basis of life-cycle considerations.
46	  Pursuant to article 10, section 2 of Regulation 2020/852, an economic activity for which there is no technologically and economically feasible low-carbon alternative that contributes 
substantially to climate change mitigation where it supports the transition to a climate-neutral economy consistent with a pathway to limit the temperature increase to 1,5 0C above 
pre-industrial levels, including by phasing out greenhouse gas emissions, in particular emissions from solid fossil fuels, and where that activity: (a) has greenhouse gas emission levels that 
correspond to the best performance in the sector or industry; (b) does not hamper the development and deployment of low-carbon alternatives; and (c) does not lead to a lock-in of 
carbon-intensive assets, considering the economic lifetime of those assets.
Acea Group • Sustainability Report 2022
37

Substantial contribution criteria
DNSH criteria
Economic activities
Code(s)
Absolute turnover 
Percentage of turnover
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Minimum safeguards
Percentage turnover aligned to 
the taxonomy, 2022
Percentage turnover aligned to 
the taxonomy, year N-1
Category (enabling activity)45
Category (transitioning activity)46
(€000)
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
%
E
T
Installation, maintenance 
and repair of instruments 
and devices for measuring, 
regulation and controlling 
energy performance of 
buildings
7.5
7,621
0.16
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.16
N/A
E
Installation, maintenance and 
repair of renewable energy 
technologies
7.6
506
0.01
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.01
N/A
E
Professional services related 
to energy performance of 
buildings
9.3
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Turnover of environmentally 
sustainable activities 
(Taxonomy-aligned) (A.1)
1,542,137
32.98
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
32.98
N/A
A.2  Activities that are 
Taxonomy-eligible but not 
environmentally sustainable 
(not taxonomy-aligned 
activities)
Electricity generation from 
bioenergy
4.8
969
0.02
Transmission and distribution of 
electricity (*)47
4.9
2
0.00
District heating/cooling 
distribution (*)
4.15
8,110
0.17
High-efficiency co-generation 
of heat/cool and power from 
fossil gaseous fuels
4.30
2,212
0.05
Construction, extension and 
operation of waste water 
collection and treatment (*)
5.3
169,189
3.62
Renewal of waste water 
collection and treatment (*)
5.4
-
0.00
Collection and transport of 
non-hazardous waste in source 
segregated fractions (*)
5.5
3,614
0.08
Anaerobic digestion of sewage 
sludge (*)
5.6
-
0.00
Turnover of activities that are 
taxonomy-eligible but not 
environmentally sustainable 
(not taxonomy-aligned 
activities)
184,095
3.94
Total (A1 + A2)
1,726,231
36.91
32.98
B. TAXONOMY NON-
ELIGIBLE ACTIVITIES
Turnover of Taxonomy non-
eligible activities (B)
2,950,147
63.09
Total (A+B)
4,676,379
100
47	  In Tables 6, 7 and 8, activities marked by an asterisk (*) are partially aligned.
Corporate identity
38

Table no. 7 – Percentage CapEx of the Acea Group from products or services associated with Taxonomy-aligned economic activities - disclosure 
for 2022
Substantial contribution criteria
DNSH criteria
Economic activities
Code(s)
Absolute CapEx
Percentage CapEx
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Minimum safeguards
Percentage turnover aligned to 
the taxonomy, 2022
Percentage CapEx aligned to 
the taxonomy, year N-1
Category (enabling activity)
Category (transitioning activity)
(€000)
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
%
E
T
A. TAXONOMY ELIGIBLE 
ACTIVITIES
81.54
A.1 Environmentally 
sustainable activities 
(Taxonomy-aligned)
Electricity generation using 
solar photovoltaic technology
4.1
62,810
5.93
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
5.93
N/A
Electricity generation from 
hydropower
4.5
4,847
0.46
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.46
N/A
Transmission and distribution of 
electricity
4.9
198,133
18.70
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
18.70
N/A
E
District heating/cooling 
distribution
4.15
2,934
0.28
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.28
N/A
Construction, extension and 
operation of water collection, 
treatment and supply systems
5.1
214,674
20.26
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
20.26
N/A
Renewal of water collection, 
treatment and supply systems
5.2
93,263
8.80
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
8.80
N/A
Construction, extension and 
operation of waste water 
collection and treatment
5.3
171,909
16.23
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
16.23
N/A
Renewal of waste water 
collection and treatment
5.4
7,583
0.72
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.72
N/A
Collection and transport of 
non-hazardous waste in source 
segregated fractions
5.5
482
0.05
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.05
N/A
Anaerobic digestion of sewage 
sludge
5.6
365
0.03
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.03
N/A
Anaerobic digestion of bio-
waste
5.7
7,979
0.75
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.75
N/A
Composting of bio-waste
5.8
517
0.05
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.05
N/A
Material recovery from non-
hazardous waste
5.9
47
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Sostituire con: Landfill gas 
capture and utilisation
5.10
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Infrastructure enabling low-
carbon road transport and 
public transport
6.15
4,771
0.45
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.45
N/A
E
Installation, maintenance and 
repair of energy efficiency 
equipment
7.3
79
0.01
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.01
N/A
E
Installation, maintenance and 
repair of charging stations for 
electric vehicles in buildings 
(and parking spaces attached to 
buildings)
7.4
7
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
E
Installation, maintenance 
and repair of instruments 
and devices for measuring, 
regulation and controlling 
energy performance of 
buildings
7.5
30,572
2.89
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
2.89
N/A
E
Acea Group • Sustainability Report 2022
39

Substantial contribution criteria
DNSH criteria
Economic activities
Code(s)
Absolute CapEx
Percentage CapEx
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Minimum safeguards
Percentage turnover aligned to 
the taxonomy, 2022
Percentage CapEx aligned to 
the taxonomy, year N-1
Category (enabling activity)
Category (transitioning activity)
(€000)
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
%
E
T
Installation, maintenance and 
repair of renewable energy 
technologies
7.6
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
E
Professional services related 
to energy performance of 
buildings
9.3
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
CapEx of environmentally sustainable 
activities (Taxonomy-aligned) (A.1)
800,970
75.60
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
75.60
N/A
A.2  Activities that are 
Taxonomy-eligible but not 
environmentally sustainable 
(not taxonomy-aligned 
activities)
Electricity generation from 
bioenergy
4.8
81
0.01
Transmission and distribution of 
electricity (*)
4.9
-
0.00
District heating/cooling 
distribution (*)
4.15
96
0.01
High-efficiency co-generation 
of heat/cool and power from 
fossil gaseous fuels
4.30
2,716
0.26
Construction, extension and 
operation of waste water 
collection and treatment (*)
5.3
39,027
3.68
Renewal of waste water 
collection and treatment (*)
5.4
20,756
1.96
Collection and transport of 
non-hazardous waste in source 
segregated fractions (*)
5.5
148
0.01
Anaerobic digestion of sewage 
sludge (*)
5.6
11
0.00
CapEx of activities that are 
taxonomy-eligible but not 
environmentally sustainable 
(not taxonomy-aligned 
activities)
62,835
5.93
Total (A1 + A2)
863,806
81.54
75.60
B. TAXONOMY NON-
ELIGIBLE ACTIVITIES
CapEx of Taxonomy non-
eligible activities (B)
195,619
18.46
Total (A+B)
1,059,425
100
Corporate identity
40

Table no. 8 – Percentage OpEx of the Acea Group, considered pursuant to the Disclosures Delegated Act, from products or services  
associated with Taxonomy-aligned economic activities - disclosure for 2022
Substantial contribution criteria
DNSH criteria
Economic activities
Code(s)
Absolute OpEx
Percentage OpEx
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Minimum safeguards
Percentage turnover aligned to 
the taxonomy, 2022
Percentage OpEx aligned to the 
taxonomy, year N-1
Category (enabling activity)
Category (transitioning activity)
(€000)
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
E
T
A. TAXONOMY ELIGIBLE 
ACTIVITIES
85.21
A.1 Environmentally 
sustainable activities 
(Taxonomy-aligned)
Electricity generation using 
solar photovoltaic technology
4.1
2,837
1.85
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
1.85
N/A
Electricity generation from 
hydropower
4.5
3,050
1.99
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
1.99
N/A
Transmission and distribution of 
electricity
4.9
8,630
5.63
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
5.63
N/A
E
District heating/cooling 
distribution
4.15
819
0.53
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.53
N/A
Construction, extension and 
operation of water collection, 
treatment and supply systems
5.1
60,193
39.29
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
39.29
N/A
Renewal of water collection, 
treatment and supply systems
5.2
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Construction, extension and 
operation of waste water 
collection and treatment
5.3
30,987
20.23
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
20.23
N/A
Renewal of waste water 
collection and treatment
5.4
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Collection and transport of 
non-hazardous waste in source 
segregated fractions
5.5
41
0.03
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.03
N/A
Anaerobic digestion of sewage 
sludge
5.6
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Anaerobic digestion of bio-
waste
5.7
2,710
1.77
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
1.77
N/A
Composting of bio-waste
5.8
117
0.08
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.08
N/A
Material recovery from non-
hazardous waste
5.9
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
Landfill gas capture  
and utilisation 
5.10
15
0.01
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.01
N/A
Infrastructure enabling low-
carbon road transport and 
public transport
6.15
812
0.53
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.53
N/A
E
Installation, maintenance and 
repair of energy efficiency 
equipment
7.3
991
0.65
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.65
N/A
E
Installation, maintenance and 
repair of charging stations for 
electric vehicles in buildings 
(and parking spaces attached to 
buildings)
7.4
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
E
Installation, maintenance 
and repair of instruments 
and devices for measuring, 
regulation and controlling 
energy performance of 
buildings
7.5
477
0.31
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.31
N/A
E
Acea Group • Sustainability Report 2022
41

Substantial contribution criteria
DNSH criteria
Economic activities
Code(s)
Absolute OpEx
Percentage OpEx
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Climate change mitigation 
Climate change adaptation 
Water and marine resources
Circular economy
Pollution
Biodiversity and ecosystems
Minimum safeguards
Percentage turnover aligned to 
the taxonomy, 2022
Percentage OpEx aligned to the 
taxonomy, year N-1
Category (enabling activity)
Category (transitioning activity)
(€000)
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
E
T
Installation, maintenance and 
repair of renewable energy 
technologies
7.6
129
0.08
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.08
N/A
A
Professional services related 
to energy performance of 
buildings
9.3
-
0.00
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
0.00
N/A
OpEx of environmentally 
sustainable activities 
(Taxonomy-aligned) (A.1)
111,808
72.99
100
0
0
0
0
0
Y
Y
Y
Y
Y
Y
Y
72.99
N/A
A.2  Activities that are 
Taxonomy-eligible but not 
environmentally sustainable 
(not taxonomy-aligned 
activities)
Electricity generation from 
bioenergy
4.8
114
0.07
Transmission and distribution of 
electricity (*)
4.9
0
0.00
District heating/cooling 
distribution (*)
4.15
412
0.27
High-efficiency co-generation 
of heat/cool and power from 
fossil gaseous fuels
4.30
2,754
1.80
Construction, extension and 
operation of waste water 
collection and treatment systems 
(*)
5.3
15,427
10.07
Renewal of waste water 
collection and treatment systems 
(*)
5.4
-
0.00
Collection and transport of 
non-hazardous waste in source 
segregated fractions (*)
5.5
13
0.01
Anaerobic digestion of sewage 
sludge (*)
5.6
-
0.00
OpEx of activities that are 
Taxonomy-aligned but not 
environmentally sustainable 
(not taxonomy-aligned 
activities)
18,721
12.22
Total (A1 + A2)
130,529
85.21
72.99
B. TAXONOMY NON-
ELIGIBLE ACTIVITIES
OpEx of Taxonomy non-
eligible activities (B)
22,657
14.79
Total (A+B)
153,186
100
Corporate identity
42

As indicated in the previous table, Acea is also eligible in the context 
of one of the six activities regarding energy production from nuclear 
and fossil fuels, regulated by the Complementary Delegated Act: 
this is activity 4.30 "High-efficiency co-generation of heat/cool 
48	  Activity 5 pursuant to Annex III, Standard templates for the disclosure referred to in Article 8(6) and (7) of Delegated Regulation (EU) 2022/1214 of the European Commission.
and power from fossil gaseous fuels"48 which, following the analyses 
performed, was found not to be aligned; the table below, simplified 
with respect to the standard model in Annex III of the Delegated 
Act, shows the relative KPIs for turnover, CapEx and OpEx.
Table no. 9 – Taxonomy-eligible but not aligned nuclear and fossil gas related economic activities
Economic 
activities
amount and proportion 
CCM + CCA
Climate change mitigation 
(CCM)
Climate change adaptation 
(CCA)
amount 
(€000)
%
amount (€000)
%
amount 
(€000)
%
Turnover
(…)
5
Amount and proportion of taxonomy eligible 
but not taxonomy-aligned economic activity 
referred to in Section  4.30 of Annexes I and 
II to Delegated Regulation 2021/2139 in the 
denominator of turnover
2,212
0.05
2,212
0.05
-
0
(…)
7
Amount and proportion of other taxonomy-
eligible but not taxonomy-aligned economic 
activities not referred to in rows 1 to 6 above 
in the denominator of the turnover
1,724,020
36.87
1,724,020
36.87
-
0
8
Total amount and proportion of taxonomy 
eligible but not taxonomy aligned economic 
activities in the denominator of the turnover
4,676,379
100
4,676,379
100
-
0
CapEx
(…)
5
Amount and proportion of taxonomy eligible 
but not taxonomy-aligned economic activity 
referred to in Section  4.30 of Annexes I and 
II to Delegated Regulation 2021/2139 in the 
denominator of CapEx
2,716
0.26
2,716
0.26
-
0
(…)
7
Amount and proportion of other taxonomy-
eligible but not taxonomy-aligned economic 
activities not referred to in rows 1 to 6 above 
in the denominator of CapEx
861,090
81.28
861,090
81.28
-
0
8
Total amount and proportion of taxonomy 
eligible but not taxonomy aligned economic 
activities in the denominator of CapEx
1,059,425
100.00
1,059,425
100.00
-
0
OpEx
(…)
5
Amount and proportion of taxonomy eligible 
but not taxonomy-aligned economic activity 
referred to in Section  4.30 of Annexes I and 
II to Delegated Regulation 2021/2139 in the 
denominator of OpEx
2,754
1.81
2,754
1.80
-
0
(…)
7
Amount and proportion of other taxonomy-
eligible but not taxonomy-aligned economic 
activities not referred to in rows 1 to 6 above 
in denominator of the OpEx
127,775
83.41
127,775
83.41
-
0
8
Total amount and proportion of taxonomy 
eligible but not taxonomy aligned economic 
activities in the denominator of OpEx
153,186
100.00
153,186
100.00
-
0
Acea Group • Sustainability Report 2022
43

STRATEGY AND SUSTAINABILITY 
INTEGRATED STRATEGY OVERVIEW 
49	  Acea Group Code of Ethics (2022 edition), Sustainability, Responsibility to Stakeholders and Environmental Protection, in the section Core Values and Principles 
The core values and principles enshrined in the Code of Ethics of 
the Acea Group, updated at the end of 2022, highlight the link be-
tween business strategy and sustainability. In particular, the Code 
emphasises that: “Acea intends to conduct its business while re-
specting the principles of sustainable development and contributing 
to the pursuit of the UN Sustainable Development Goals (2030 
Agenda) (...) Acea also operates in line with the principles issued by 
the United Nations Global Compact, to which Acea has formally 
and substantially subscribed. Acea is aware that the services it pro-
vides underpin the fundamental rights of individuals and the influence, 
even indirect, that its activities have on people's living conditions, on the 
economic and social development of the areas in which it operates, and 
on the general well-being of the community. That is why it plans its in-
vestments and conducts its business to pursue sustainable success 
in the medium to long term (...) and  works to integrate care for 
the social and environmental aspects of its business with corporate 
growth strategies (...)49”.
Therefore, Acea’s strategic planning seizes the opportunities of-
fered by the evolution of the reference framework and the new 
economic, social and environmental challenges, reconciling the in-
dustrial dimension and the sustainability aspects with the business 
objectives. 
The concept of a business management strategy oriented towards 
"sustainable success", which Acea also pursues through the use 
of tools and policies (see Chart no. 10), is also studied extensively 
through discussions with the institutional sphere, experts and other 
companies. Acea promotes this dialogue directly through initiatives 
such as the Innovation Day event (see box in the chapter on Institu-
tions and the Company), which included in-depth studies on Smart 
Cities, Open Innovation and the ecological transition, or otherwise 
as an active participant in other events such as Ecomondo, Maker 
Faire, the Water Festival, etc. 
Chart no. 10 – Sustainability tools
• Ethics and Sustainability Committee (Board Committee)
• Diversity and Inclusion Internal Committee
• Ethics Officer
• Code of Ethics ( 2022 edition)
• Enterprise Risk Management (ERM)
• Stakeholder engagement principles and procedure
• Policies (e.g. Management and Sustainability  
Systems, Investor Dialogue; Equality,  
Diversity & Inclusion, Anti-Corruption, etc.).
• Quality, Environment, Safety Energy,  
EMAS certified management systems
• Management regulations (e.g. Antitrust, DPO)
• Short and long-term incentive systems
• Awareness-raising and training
• Studies and research
• Stakeholder engagement  
(materiality analysis and projects 
with specific categories)
• Sponsorships and donations
• Business Plan (investments in sustainability)
• Group Sustainability Plan
• Sustainable finance instruments  
(e.g. Green Bonds)
• Sustainability Report (NFS)
• Website
• Communication on Progress  
(Global Compact)
• CDP
• Climate-related Disclosure (TCFD)
• Events and campaigns (Innovation Day, 
Sustainability Day)
• Global Compact Network Italy
• Sustainability Makers Network
• ICESP (Italian Circular Economy 
Stakeholder Platform)
• ESG Governance Lab
• Ratings and ESG Indices (Environment, 
Social, Governance)
GOVERNANCE 
BODIES,  RULES, 
PROCEDURES
PLANNING, 
REPORTING AND 
COMMUNICATION
MEMBERSHIPS 
AND RATINGS
LISTENING AND 
ENGAGEMENT
Acea’s commitment is appreciated by external observers, analysts 
specialised in ESG and the market. In this sense, Acea’s strong 
positioning in the Integrated Governance Index (see the chapter 
Corporate governance and management systems) is demonstrated by 
the improving trend in the Group’s rating by the Gender Equality 
Index of Bloomberg (see the chapter Personnel), the “innovation” 
awards received (see the chapter Institutions and the Company), the 
positioning in the ratings of the CDP - Carbon Disclosure Project, 
the improvement in the rating outlook given by Standard Ethics, the 
entry onto the ESG MIB Index and the assessments issued by ESG 
analysts (see the chapter Shareholders and Investors). 
Corporate identity
44

ACEA SUSTAINABILITY LEADER IN 2022
Acea was named on the list of the 200 most sustainable Italian 
companies published by Sole24Ore and Statista. The evaluation 
process was carried out on a sample of 1,500 publicly traded com-
panies with the highest turnovers in Italy that publish a sustainability 
report, and analysed 40 environmental, social and governance in-
dicators included in the reports. The analysis generated a score for 
each of the three areas on a scale from 0-100, and these were used 
to calculate the final score, also out of 100. The 200 companies 
with the highest final score were published in the Sole24Ore “Sus-
tainability Leaders” dossier.
The 2020-2024 Business Plan, which guides the Group, was de-
fined by taking into consideration 5 mega trends which mark the 
evolution of utilities: sustainability and circular economy; custom-
er focus; energy transition; innovation and digitisation; increased 
competitiveness on the market. 
In particular, the Business Plan has divided the Group’s growth guide-
lines into 5 strategic pillars summarised by the acronym GRIDS:
	•
Growth: Growth driven by the regulated market;
	•
Renewables: investment in renewables;
	•
Innovation: investment in new innovative services;
	•
Delivery: Results exceeded targets; 
	•
Sustainability: increasing focus on the environmental impact 
and circular economy.
The total business investments ,envisaged in the Plan, amount to 
€4.3 billion.
MAIN ACTIONS AND STRATEGIC OBJECTIVES OF THE 2020-2024 BUSINESS PLAN BY BUSINESS AREA 
business area
strategy
WATER 
Development of a Smart Water Company 
for sustainable use of water by improving 
the quality and efficiency of the service
Expansion through participation in new 
tenders in other territories.
	•
installation of smart water meters and districting of the network
	•
virtuous path of water resource protection with reduction of losses
	•
rationalisation of small treatment plants
	•
optimisation of network performance through the Water Management System
	•
securitisation of supply with work on the strategic Peschiera and Marcio aqueducts
NETWORKS 
Major player in the energy transition with 
enabling projects for increased electri-
fication and integration of distributed 
generation.
	•
investments for network resilience with interventions on specific substations
	•
network digitisation through remote control and IoT solutions
	•
network maintenance to improve service continuity
	•
2G smart meterinstallation
	•
new Network Service Management Centre
ENVIRONMENT 
Consolidation of the market towards the 
circular economy including in a "one-stop-
shop" logic.
Accelerated closing of the waste cycle in 
Central Italy.
	•
consolidation of core businessin energy recovery (WtE) and disposal of unsorted  
waste and organic fraction
	•
strengthening Waste to Material (WtM) supply chains in view of the circular  
economy (e.g. plastic, paper)
	•
further development in the special waste sector, also in synergy with the Group's  
water (e.g. sludge) and WtE (e.g. ash) activities
	•
development of industrial synergies
ENGINEERING  
AND SERVICES 
Development of a building oriented 
company for turnkey management of 
construction and engineering activities
	•
focus on core engineering activities
	•
construction of plants through the internalisation of construction activities  
in an EPC perspective
	•
reducing construction time and strengthening laboratory activities
	•
development of a research centre
Acea Group • Sustainability Report 2022
45

ENERGY 
(COMMERCIAL AND TRADING) 
Commercial growth in central and south-
ern Italy, also supported by the elimination 
of greater protection and "digital" offers. 
Development of a Services-Based Compa-
ny to strengthen customer relations and 
enhance Acea Group brands
	•
reinforcement in the reference territoriesand growth in Central and Southern Italy
	•
cross-selling and up-selling opportunities from full market liberalisation and a push  
for dual fuel offerings
	•
commercial strategy focused on digital channels, including through a new customer  
management platform 
	•
developments of the segment and mobility with installation of columnsandvalue-added  
services
	•
energy efficiency services offer
	•
Smart Comp installation with system managed remotely through an IoT platform  
developed by Acea
	•
installation of residential photovoltaic and solar thermal systems
GENERATION 
Growth of the PV portfolio to seize op-
portunities from the energy transition and 
decarbonisation process
	•
growth in generation from renewable sources to seize opportunities offered by the  
decarbonisation process, whether through the construction of new PV plants in  
industrial and agricultural areas and through M&A transactions
50	  A target to increase the amount of energy produced from biogas (renewable source) was also defined for the Company Deco, which entered into the NFS reporting boundary 
in 2022.
In line with the industrial development guidelines, the 2020-2024 
Sustainability Plan, divided into a governance level, intended to 
consolidate the integration of sustainability into the Company’s 
governance, and into five operating macro-objectives, split into 127 
targets by 2024 and their KPIs, shows the unique traits assumed 
by sustainability for the Group, in the practical management of 
production and organisational processes and in relations with stake-
holders (see boxes and charts 11 and 12). The 2020-2024 Sustain-
ability Plan was defined with the involvement of the organisation-
al structures (internal departments of the Parent Company and 
Operating Companies50), taking into account the material topics 
for 2019 defined by engagement with stakeholders, and remain-
ing in line with the objectives of the European Green Deal and the 
Agenda 2030 Sustainable Development Goals that are relevant 
to Acea’s businesses. Following the update of the 2022 materiality 
analysis, alignment with the most relevant topics identified during 
the multi-stakeholder engagement process was verified and con-
firmed.
The investments envisaged in the 2020-2024 Business Plan re-
lated to sustainability targets totalling €2.1 billion. In 2022, the 
progress of the targets, illustrated in detail in the following section, 
as well as the amount of investments made in the year was moni-
tored, which, as at 31 December 2022, was around €437 million; 
in total, in the 2020-2022 three-year period, the Business Plan 
investments related to sustainability targets amounted to around 
€1.2 billion.
THE GOVERNANCE LEVEL OF THE SUSTAINABILITY PLAN 2020-2024: CROSS-CUTTING OBJECTIVES 
FOR INTEGRATION
governance areas
strategy
SUSTAINABILITY IN THE RISK  
ASSESSMENT
	•
consideration of material ESG topics in the risk management  model;
	•
assessrisks and impacts on safety and the environment and mitigate them, including by 
adopting certified management systems
SUSTAINABILITY IN THE STRATEGY
	•
highlighting the total value generated by the Group with an integrated reading of economic 
and sustainable development
SUSTAINABILITY IN THE  
REMUNERATION POLICY
	•
enhancing the objectives aimed at promoting sustainability impacts by integrating them 
into the performance management models
SUSTAINABILITY CULTURE SPREAD 
	•
involving internal and external stakeholders in the matter by disseminating the 
“sustainability culture”
SUSTAINABILITY FOR  
SHAREHOLDERS AND INVESTORS 
	•
integrating financial withESG elements in communications and relations with shareholders 
and stakeholders
SUSTAINABILITY IN THE  
REGULATION SECTOR
	•
identifying sustainability topics  in the evolving trends of national and European regulations
SUSTAINABILITY IN THE  
MANAGEMENT OF PEOPLE
	•
developing an advanced, collaborative labour-management relations model that meets new 
social needs
SUSTAINABILITY IN PROCUREMENT
	•
promoting sustainability along the supply chain, while being mindful of the relevant best 
practices
Corporate identity
46

THE OPERATIONAL LEVEL OF THE 2020-2024 SUSTAINABILITY PLAN:  
SPECIFIC FEATURES OF THE 5 MACRO-OBJECTIVES 
macro objective
strategy
PROMOTING A FOCUS  
ON THE CUSTOMER
	•
increasing the  technical and commercial quality  of the services,while consolidating digital 
services; 
	•
improving the customer experience and the contact channels so that they fully meet 
customers' needs;
ENHANCING STAFF FOR  
THE GROUP’S GROWTH
	•
training,employee involvement  and increasing organisational well-being, including the 
protection and promotion of diversity 
	•
enhancing sustainability in performance management systems;
QUALIFYING PRESENCE  
IN THE REGIONS AND  
PROTECTING THE  
ENVIRONMENT
	•
increasing resilience of water and electricity infrastructure to ensure security of supply, 
adaptation to climate change and support for energy transition;
	•
limiting impacts on the natural environment, protecting the land and biodiversity and using 
resources more efficiently;
	•
streamlining and contributing to the decarbonisation of the energy system, with the 
increase of production from renewable sources and the consequent reduction of 
CO2emissions;
	•
reducing the city’s environmental impacts through smart green services for customers and 
the development of  circular economy initiatives;
	•
promoting sustainability along the supply chain, raising awareness of customers and 
students on sustainability issues, with a structured approach to stakeholder involvement;
PROMOTING HEALTH  
AND SAFETY ALONG  
THE VALUE CHAIN
	•
disseminating the culture of safety and prevention along the internal and external value 
chain;
	•
increasing verification and control activities and actions to ensure the health and safety of 
customers;
INVESTING  
IN INNOVATION  
FOR SUSTAINABILITY
	•
applying innovative technologies for network management (digitisation, remote control, 
IoT) in a smart city perspective and in other production and organisational processes; 
	•
developing synergies in research and innovation for knowledge sharing as well as project 
implementation, including in association with start-ups and scientific partnerships.
Acea Group • Sustainability Report 2022
47

Chart no. 11 – The 2020-2024 Sustainability Plan in numbers
PROMOTING A 
FOCUS ON THE 
CUSTOMER
ENHANCING 
STAFF FOR 
THE GROUP’S 
GROWTH
QUALIFYING 
PRESENCE IN THE 
REGIONS AND 
PROTECTING THE 
ENVIRONMENT
INVESTING IN 
INNOVATION FOR 
SUSTAINABILITY
PROMOTING 
HEALTH AND SAFETY 
ALONG THE VALUE 
CHAIN
58 targets (46%)
14 targets (11%)
22 targets (17%)
15 targets (12%)
18 targets (14%)
127 targets
€ 723.5 million Acea Ato 2
€ 670.5 million Areti
€ 444.9 million Acea Ambiente
€ 212.0 million Acea Produzione
€ 29.3 million Acea Innovation
4 Environmental
6 Social
5 Governance
€ 2.1 billion
invested from 2020-2024 
related to sustainability targets 
100% of the material topics  
covered (high and medium relevance)
15 material topics
96/127 targets  
related to the SDGs
4
50
25
24
18
23
34
76/127 targets  
in line with the Green Deal
1.  Guaranteeing the supply of clean, economical  
and secure energy
2. Mobilising the industry for a clean and circular economy
3. Building and renovating with a focus on energy and 
resource efficiency
4. Accelerating the transition to sustainable and  
intelligent mobility
5. Preserving and restoring ecosystems and biodiversity 
6. Working towards "zero pollution" for a toxin-free 
environment
NOTE: Each target can be related to multi-
ple material topics, SDGs and Green 
Deal objectives
76%
60%
16
4
34
19
2
12
Corporate identity
48

The Management and Sustainability Systems Policy51 adopted by 
Acea also sets out the principles, values and commitments made 
by the Group, and is an integral part of the Management Systems 
in accordance with ISO 9001, ISO 14001, ISO 45001 and ISO 
50001 (see also the section Management Systems). The Policy sees 
the following values as fundamental elements for sustainability: 
	•
promotion of a culture of quality; 
	•
respect for the environment and preservation of ecosystems; 
	•
fighting climate change:
51	  The Policy, updated in November 2020, can be found on the institutional website, www.gruppo.acea.it.
	•
the development of people and safety at workplace; 
	•
the efficient management of resources; 
	•
the assessment of the risk and the economic, social and envi-
ronmental impacts;
	•
participation in the well-being of the community and the devel-
opment of an ongoing dialogue with stakeholders;
	•
the promotion of creativity and technological and organisational 
innovation.
Chart no. 12 – The sustainability strategy guidelines
17 targets	 RESILIENCE AND MODERNISATION
18 targets	 CUSTOMER CARE
4 targets	
CIRCULAR ECONOMY
17 targets	 SUSTAINABLE WATER MANAGEMENT
3 targets	
DECARBONISATION OF THE ENERGY SYSTEM
9 targets	
SUSTAINABILITY ALONG THE SUPPLY CHAIN
14 targets 	 REDUCING THE ENVIRONMENTAL IMPACT
9 targets	
SMART CITY CONTRIBUTION AND IMPACT CONTAINMENT
7 targets	
INNOVATION
21 targets	 CARING FOR PEOPLE
8 targets	
ENGAGEMENT IN THE TERRITORY
127 
targets
Acea Group • Sustainability Report 2022
49

GOVERNANCE LEVEL 
THE 8 OBJECTIVES
Acea is committed to the adequate integration of sustainability 
in corporate governance by:
	•
the consideration of material ESG issues in its business risk 
management model; the assessment of safety and environmen-
tal risks and impacts of its activities with the aim of keeping them 
under control and reducing them also through the adoption of 
certified management systems;
	•
the integrated reading of economic, financial and sustainability 
data so as to present the overall value generated by the Group;
	•
the enhancement of corporate sustainability objectives within 
management performance models;
	•
the dissemination of a “sustainability culture” through initiatives 
of awareness and engagement of internal and external stake-
holders;
	•
the integration of financial aspects with the Group's sustaina-
bility objectives and ESG (Environmental, Social, Governance) 
aspects in its communication and relations with shareholders 
and investors;
	•
the reading of evolutionary trends of regulations both at a na-
tional and European level with respect to issues related to sus-
tainability in the areas the company works in;
	•
the development of an advanced labour-management rela-
tions model able to meet new social needs and focused on the 
well-being of the company and employees;
	•
sustainable supply chain management, implementing the best 
procedures in the fields of supply management and circular pro-
curement.
THE 2020-2024 SUSTAINABILITY PLAN 
AND THE OPERATIONAL GOALS
The 2020-2024 Sustainability Plan, as already mentioned, acts 
on governance and operational levels, identifying 8 cross-cutting 
objectives aimed at incorporating sustainability into the governance 
of the company and 5 macro-objectives for the Group. The 5 op-
erational macro objectives are broken down into 15 frameworks for 
action, 25 operational objectives, as illustrated in the figure, and 
127 objectives for 2024 and related KPIs that allow the progres-
sive achievement thereof to be monitored. Details of the Plan, the 
KPIs and the actions during the year are shown below; these are 
described briefly and where necessary described in more detail in 
the document. It is envisaged that the Plan will be updated peri-
odically, especially at an operational level, so that consistency with 
changes to the management and strategic industrial guidelines of 
the Group is ensured. 
Corporate identity
50

PROMOTING A 
FOCUS ON THE 
CUSTOMER
ENHANCING 
STAFF FOR 
THE GROUP’S 
GROWTH
QUALIFYING 
PRESENCE  
IN THE  
REGIONS AND 
PROTECTING THE 
ENVIRONMENT
PROMOTING 
HEALTH AND  
SAFETY ALONG  
THE VALUE CHAIN
INVESTING IN  
INNOVATION FOR 
SUSTAINABILITY
1
2
3
4
5
OPERATING LEVEL
THE 5 MACRO-OBJECTIVES (*)
Improving communication with customers
	•
Developing web presence and digital channels in compliance with the Group’s communica-
tion and positioning needs
Improving the quality of services
	•
Improve the sales quality of services
	•
Improving the technical quality of services
Professional enhancement, training and development of skills
	•
Enhancing and boosting Human Capital skills
	•
Investing in the development and improvement of the staff assessment and recruitment system 
Involving people in the Group’s identity
	•
Boosting the level of engagement of the company population
	•
Defining and promoting an employer branding plan 
Organisational inclusion and well-being
	•
Identifying and improving the organisational well-being of the entire company population
	•
Enhancing diversity and promoting inclusion
Reducing the environmental impact
	•
Planning and implementing actions aimed at fighting climate change (mitigation and adaptation)
	•
Promoting an efficient use of resources, thus facilitating circular economy
	•
Taking initiatives to protect the territory and limit impacts on the natural environment
	•
Enhancing certified environmental and energy management systems
Improving sustainability along the supply chain
	•
Implementing sustainability logics in procurement procedures
Contributing to the well-being of the community
	•
Promoting activities with positive impact on the collectivity and on the territories where the company works
Consolidating relations with the territory
	•
Contributing to create awareness on social and environmental matters
	•
Facilitating the engagement of stakeholders in company projects with the aim of creating shared values
Health and safety at workplace for Group workers
	•
Promoting a culture of health and safety at workplace
Health and safety at workplace for contractors and subcontractors
	•
Creating awareness among contractors on health and safety at workplace
Health and safety of the communities with which the Group operates
	•
Ensuring the health and safety of the customers of the reference territory for the various services provided
Organisational innovation
	•
Promoting “smart” processes and working methods
Technological and process innovation
	•
Promoting the resilience of the urban territory and innovation from a smart city perspective
	•
Implementing remote control systems and remote interventions
	•
Applying new technologies in leak detection and other operations
Creating and promoting knowledge
	•
Developing research projects in partnership with other relevant departments
(*) Each objective is divided into multiple targets and KPIs in the detailed Plan to which reference is made.
Acea Group • Sustainability Report 2022
51

2020-2024 SUSTAINABILITY PLAN TARGETS: KPIs AND ACTIONS FOR 2022
MACRO-OBJECTIVE NO. 1   PROMOTING A FOCUS ON THE CUSTOMER
OPERATIONAL 
OBJECTIVES
TARGET FOR 2024 - FUNCTIONS/OWNER 
COMPANIES OF THE PROCESS
KEY PERFORMANCE  
INDICATORS 
2022 ACTIONS
SCOPE OF ACTION 1: IMPROVING COMMUNICATION WITH CUSTOMERS 
Developing web 
presence and digital 
channels in compli-
ance with the Group’s 
communication and 
positioning needs
Ensuring alignment between the structure of the 
website and corporate communication needs in terms 
of effectiveness, transparency and quality of content, 
recognised through prominent positions in sector 
rankings.
ACEA SpA – COMMUNICATION
(digital and corporate media) 
Acknowledgements in sector 
analyses/rankings during the 
year:
Yes/No= Yes
Annual target reached
Acea received the Fortune Italia Best in Commu-
nication 2022 for the effectiveness and quality 
of its communications about the Group's projects 
and values to the media and on its website.
During the year, the website content was updated 
in line with the Consolidated Financial Statements 
and Sustainability Reports produced in 2021, and 
new editorial content about the main company 
projects was added, emphasising the focus on 
promoting human capital, the commitment to 
improving the efficiency of the services it provides, 
and local and community initiatives. Meanwhile, 
the website design was updated, new Homepage 
navigation features were added and the Stories 
and Events sections were redesigned. Moreover, 
three dynamic contact forms were added and the 
Acea Innovation mini website went live. 
Creation of a website for Areti with effective, useful 
information intended for users of electricity distribu-
tion (intermediate target to 2021).
ACEA SpA – COMMUNICATION
(digital and corporate media) 
Site realisation:
Yes/No= Yes
Target for 2021 achieved
Target for 2021 achieved in 2021 with the crea-
tion of the website.
Consolidation of presence on social channels with 
increased brand awareness through effective and 
engaging communication.
ACEA SpA – COMMUNICATION
(digital and corporate media) 
No. of social media followers in 
the reporting year
> no. of social media followers in 
the reporting year
-1= 93,789>77,001
Annual target reached
During the year specific content was posted on 
each social media channel, highlighting Acea’s 
commitment to the local region, to sustainability, 
to innovation and to people. Ad hoc editorial 
plans and marketing influencer projects increased 
the visibility of events and sponsorships. In 
line with the company's strategy and brand 
proposition, the Areti LinkedIn page and Waidy 
Wow Instagram channels were developed and 
managed. 
Encourage customers to use digital channels and 
reach, every year, 25% of Acea Energia's consumer 
and micro-business customer base with at least 1 
access per year to the reserved area.
ACEA ENERGIA
Customers who have logged 
in at least 1 time in the last 
12 months/“consumer” and 
“micro-business” customer 
base= 409,787/1,021,647= 
40.1% (average across the two 
markets: 41.0% ML and 39.5% 
SMT)
Annual target reached
Acea Energia is implementing a multichannel 
platform model that, thanks to simplified pro-
cesses, aims to provide a high quality, person-
alised customer experience. The new MyAcea 
Energia app was developed with a new chat 
function, the member's area of the MyAcea En-
ergia website was redesigned and the Acea Con 
Te loyalty programme was updated, improving 
the engagement mechanisms and increasing the 
functions of the Business Portal.
Creating at least one communication campaign per 
year intended for customers regarding the use of the 
MyAcea and online payment of bills app (reducing 
the impact of producing paper bills, reducing times, 
reducing movements, etc.).
ACEA SpA – COMMUNICATION
(communication planning & portfolio management)
Implementation of a communi-
cation campaign:
Yes/No= Yes
Annual target reached
The My Acea app ad campaign ran in April and 
May 2022 on digital and radio channels, and was 
repeated in June and July on the radio.
SCOPE OF ACTION 2: IMPROVING THE QUALITY OF SERVICES
Improve the sales 
quality of services 
Improving the real time measurement of the cus-
tomer experience through the Net Promoter Score 
(NPS) based on indicators of courtesy/professional-
ism and perceived service quality.
NPS annual target: courtesy/professionalism indica-
tor > 70%; perceived service quality indicator > 50%.
ACEA ENERGIA
NPS courtesy/professionalism 
indicator = 81.9%
NPS perceived service quality 
indicator= 60.5 % (average 
between the two markets; in 
detail ML 60% and SMT 64%)
Annual target reached
During the year the Company assigned manage-
ment contracts to several suppliers to minimise 
inefficiency risks, and began to consistently 
benchmark KPIs and qualitative/commercial 
performance. It also extended the service hours 
and outsourced the Unregulated Market chat 
service to increase service accessibility and 
omnichannelity. 
Corporate identity
52

Improve the sales 
quality of services 
Ensure access to the digital service point within 5 
working days of booking.
ACEA ATO 2 AND ACEA ATO 5
Average waiting days for branch 
appointment (< of 5 days) = 
Acea Ato 2: 3 days;
Acea Ato 5: 4.75 days.
Annual target reached
The Digital Service Point service was consolidated 
in 2022. Acea Ato 2 insourced the service in 
June, improving service quality and the ability to 
resolve customer queries in the first instance. As 
of December 2022 there are 20 Waidy Points 
across Italy that enable customers to manage their 
commercial activities by video call, supported by a 
digital facilitator. Acea Ato 5 adopted technolog-
ical systems and solutions to improve communi-
cation and increase the effectiveness of the digital 
contact channels by offering new services (digital 
switching and takeover). 
Improving the quality of metering systems by replac-
ing 21,000 meters per year. 
ACEA ATO 5
No. of meters replaced/No. 
of meters to be replaced = 
22,961/21,000, i.e. 109%
Annual target reached
Over 22,900 meters were replaced during the 
year, giving priority to the oldest meters.
Replacing some 317,000 meters to improve the 
quality of measurement systems.
GORI
No. of meters replaced/No. 
of meters to be replaced = 
80,607/317,000, equal to 
25% (54,431 in 2020, 13,257 
in 2021 and 12,919 in 2022)
During the year, around 12,900 meters were 
replaced; the slower replacement rate was 
influenced by the rescheduling of a number of 
projects.
Improvement in the management of appointments 
with the end customer for technical/commercial 
services and reduction of unfulfilled appointments by 
20% (2019 figure: 11%), with the introduction of new 
operating methods (single freephone number and ad-
ditional services) that facilitate direct and personalised 
contact.
ARETI
Missed appointments/total 
appointments reporting year 
< missed appointments/total 
appointments year 2019 = 
3,102/23,243, or 13.3% > 
11.45% in 2019 (increase of 
3%)
As of 2022, the computer systems allow the 
preparation of up-to-date reports that are made 
available to operators responsible for scheduling 
appointments, allowing them to classify users 
by category. Furthermore, as of October Areti 
manages the appointment diary of external 
companies directly. Despite this, the percentage 
of missed appointments rose compared to 2019.
Improving the techni-
cal quality of services 
Implementing in the design of strategic water 
infrastructure works (Marcio - Peschiera Aqueducts) 
of devices, criteria, recognised protocols for the max-
imization of benefits in sustainable terms (benefits for 
the protection of the territory, landscape, economic 
development).
Getting Envision certification on at least one strategic 
works project.
Acea Ato 2 and ACEA ELABORI
Preliminary assessment of 
the Marcio and Peschiera 
aqueducts projects with positive 
results:
Yes/No= Yes on Peschiera 
Aqueduct (in 2020)
Envision certification obtained 
on the design of at least one 
strategic work (Marcio and/or 
Peschiera Aqueducts) = No
A Sustainability Report on the new upper section 
of the Peschiera Aqueduct was prepared in line 
with the relevant NRRP regulations, and the 
authorisation process was launched in compli-
ance with Decree Law 77/21. For the Marcio 
Aqueduct, the document on the application of 
the Minimum Environmental Criteria has been 
finalised and the authorisation process in compli-
ance with Decree Law 77/21 is in its final stages. 
The formal receipt of the Final Assessment of 
the Services Conference and the Environmental 
Impact Assessment is pending.
Increase the Group's operational capacity in the 
execution of works (from design to construction), 
implementing the contracts managed by Acea Elabori 
in EPC Contract up to amounts > € 55M to 2024, 
with the consequent improvement in the quality of 
works (centralised coordination of the entire process, 
reduction in time, optimisation of costs, standardisa-
tion of processes).
ACEA ELABORI
Obtaining SOA certification for 
Acea Elabori:
Yes/No= Yes
Annual amount of construction 
activities managed under EPC 
Contract = €11.6 M
8 tender procedures for the supply of goods 
and services were launched; in 2022, 5 projects 
were launched and 7 are in completion, managed 
under EPC Contract.
Increase in treatment capacity in 13 municipalities 
by building 8 new treatment plants and upgrading 5 
existing ones: +6.9 times more population equivalent 
(PE) treated than in 2019.
ACEA ATO 5
Purification potential in PE/
purification potential in PE 
in 2019 (target scope) = 
18,800/8,000, equal to an 
increase of +2.35 times PE
In 2022 work on the Roccasecca Scalo treatment 
plant was completed; work on the Monte San 
Giovanni Campano Colli treatment plant is in 
progress; work on the Fontana Liri and Villa Latina 
Pontecorvo treatment plants is in various stages of 
the planning phase.
Increase in the capacity and efficiency of Acea Ato 
2's purification plants through upgrades at 10 plants 
(+39% of population equivalent treated compared 
to the 2019 figure, equal to 164,175 PE) and the de-
commissioning/centralisation of 36 treatment plants, 
which will affect approximately 188,000 PE.
ACEA ATO 2
Purification potential in PE/
purification potential in PE 
in 2019 (target scope) = 
170,171/164,175, equal to an 
increase of 3.7%
Decommissioned/centralised 
treatment plants= 17 (7 in 
2020, 6 in 2021, 4 in 2022)
PEs affected by the central-
isation of treatment plants= 
59,370 (15,730 in 2020, 
26,540 in 2021 and 17,100 in 
2022)
During the year a further four treatment plants 
were decommissioned: Carchitti, Morosina, 
Parco della Tiburtina, Santa Palomba.
Acea Group • Sustainability Report 2022
53

Improving the techni-
cal quality of services
To expand the treatment capacity and cover the 
sewage service through 21 interventions on the plants 
(17 to expand the treatment capacity and 4 to cover 
the service): + 6% of population equivalent treated 
and + 6% of users covered by the purification service 
compared to 2019 data (equivalent to 314,422 PE 
treated and 184,882 users covered by the service, 
respectively).
AdF
Purification capacity in PE/
purification capacity in PE in 
2019
% users covered by sewage ser-
vice/% users covered by sewage 
service 2019
In 2022, project design activities continued, 
leading to the preparation of 5 final projects and 
2 executive projects; the works implementation 
phase at the Montiano plant was launched. 
Replacing 40 of the current 361 thermal substations 
serving the remote-heating network (11%), for great-
er service efficiency and service reliability.
ACEA PRODUZIONE
No. of thermal substations 
replaced/total district heating 
substations= 35/361, i.e. 10% 
(of which 30 in 2020 and 5 
in 2021)
Activities were postponed to give priority to more 
urgent projects.
Replacement/installation of 18 valves on the district 
heating distribution network to perform out-of-
service interventions, thus reducing the impact on 
serviced utilities.
ACEA PRODUZIONE
No. of valves replaced or 
installed/No. valves to be 
replaced or installed= 12/18 
(of which 8 in 2020 and 4 in 
2021)
Activities were postponed to give priority to more 
urgent projects.
Compared to 2019 base levels, reducing the trou-
bleshooting times of Public Lighting systems in line 
with the zonal prioritisation defined considering the 
relevance of the area (e.g. aggregation sites): critical - 
6 h; high - 15 h; average - 19 h; low - 23 h.
Base levels measured in 2019 by relevance: CRITI-
CAL - 1 day and 12 h, HIGH - 1 day and 7 h, MEDI-
UM - 1 day and 11 h and LOW - 1 day and 11 h.
ARETI (Public Lighting)
CRITICAL relevance
HIGH relevance
MEDIUM relevance
LOW relevance 
The target and related KPIs are currently being 
revised to take into account the updated operat-
ing methods. 
MACRO-OBJECTIVE NO. 2   EMPOWERING PEOPLE FOR THE GROUP’S GROWTH
OPERATIONAL 
OBJECTIVES
TARGET FOR 2024 - FUNCTIONS/OWNER 
COMPANIES OF THE PROCESS
KEY PERFORMANCE  
INDICATORS 
2022 ACTIONS
SCOPE OF ACTION 1: PROFESSIONAL ENHANCEMENT, TRAINING AND DEVELOPMENT OF SKILLS
Enhancing and boost-
ing Human Capital 
skills 
Unroll at least one training initiative per year on sus-
tainability issues (e.g. circular economy, SDGs, Green 
Deal) aimed at 100% of the company population, 
with the aim of increasing the number of people 
involved each year.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development)
No. initiatives activated/initi-
atives to be activated per year 
= 4/1
No. employees involved in the 
reporting year >
no. employees involved in the 
reporting year 1 = 4,259 > 
3,249 in 2021
Annual target reached
In 2022 the second edition of “Sustainable 
Action” was published, involving 42 colleagues; 
the “Company 2030” training programme 
aimed at raising awareness of the Sustainable 
Development Goals of the UN 2030 Agenda 
continued and the “Sustainability and Digital” 
webinar was delivered as part of the “Being 
Digital” programme.
Raise the level of digitisation through the imple-
mentation of at least 1 awareness/ skills orientation 
campaign per year targeting 100% of the company's 
population, with the aim of involving at least 10% of 
employees per year (about 500 employees arc Plan).
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development)
No. campaigns launched = 1 
survey and 28 courses
No. of persons involved/
total persons informed = 
6,763/6,763
28 courses were launched/implemented during 
the year (16 digital, 6 vocational) as part of the 
Digital Area Training Plan with over 2,000 
participants; a communication campaign (on the 
intranet) was carried out to inform Group em-
ployees on the evolution of Acea's Digital Mind-
set and video recordings of the courses were 
made available. A new survey was carried out, 
confirming the overall increase in the Group's 
digital skills with an average of +13% achieved on 
across the Digital DNA skill set.
Support Active Ageing policies by carrying out at 
least two initiatives a year that stimulate the transfer 
and enhancement of skills between the different gen-
erations in the company, involving a greater number 
of people each year than the previous year.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development)
No. of initiatives to be launched/
total initiatives launched= 3/2
No. of people involved in the 
reporting year > no. of people in-
volved in the reporting year -1 = 
863 in the training courses and 
approx. 400 in the webinars
Note: Due to the nature of 
the initiatives implemented, 
which are aimed at different 
target groups and use different 
methodologies, it is not always 
possible to calculate the second 
KPI, i.e. progressively increase 
the population involved.
In 2022 three training courses were launched 
(new trainers, on-the-job trainers and “expert” 
trainers) as part of the “Trainer Training” project. 
Furthermore, as part of the Corporate Family 
Responsibility 2022 project, a webinar open to 
the entire company workforce and focused on 
the topic of generational exchange was launched.
Corporate identity
54

Investing in the 
development and 
improvement of the 
staff assessment and 
recruitment system
Promote in external selection processes the use of 
tools dedicated to a structured evaluation of the can-
didate (tests, screening through artificial intelligence 
and machine learning, virtual tests) enhancing talent 
and promoting inclusion.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development)
No. of external selection 
processes activated through 
dedicated tools/total external 
selection processes activated = 
256/256
Annual target reached
Acea increased the number of agreements with 
undergraduate and masters programmes aimed 
at recruiting new graduates to the Company, 
and attended 19 Career Days, meeting more 
than 3,500 students. A paragraph on Diversity 
and Inclusion was added to the staff recruitment 
procedure and a training course was delivered to 
all recruiters; the selection process involved tools 
such as challenges, Digital Mindset tests and 
personality tests linked to the Acea leadership 
model, video interviews and business case anal-
yses. The “candidate experience” and “Careers” 
sections of the Group website were updated. Job 
advertisements were distributed on the Insta-
gram and Tiktok social media channels. 
Progressive extension of objectives aimed at pro-
moting sustainability impacts to the entire population 
with respect to MBO assessed with performance 
management systems.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development)
No. of resources with sustain-
ability target in MBO/total 
resources in MBO = composite 
target: = 578/578, equal to 
100%
Annual target reached
In the MBO incentives scheme, a component 
open to the entire company workforce registered 
for the scheme was confirmed; the component 
is linked to the economic and financial targets 
at Group level and a composite (four criteria) 
sustainability target. A composite sustainability 
target was also continued for the second cycle of 
the 2022-2024 Long-Term Incentives Plan. 
SCOPE OF ACTION 2: INVOLVING PEOPLE IN THE GROUP’S IDENTITY
Boosting the level of 
engagement of the 
company population 
Ensuring that 100% of the company population is 
informed of the strategic choices, mission and policies 
of the Group, and increasing the feeling of aggre-
gation and belonging to the Group, implementing at 
least 6 initiatives/year to this end.
ACEA SpA – COMMUNICATION
(Media relations and internal communications)
% of the company population 
reached by the information= 
100%
No. of initiatives carried out 
during the year/ initiatives to 
be carried out = at least 6/6
Annual target reached
In 2022 3 “Connected with Acea” events were 
held and 6 associations were hosted as part of 
the “Acea Solidarity Mondays” programme. An 
awareness-raising campaign on the Code of 
Ethics was continued, and other communication 
campaigns about the Leadership and Perfor-
mance Management Model were developed. 
In September the Acea Green Cup was held, 
involving all Group Companies in a sports event 
and a Sustainability Contest. Meanwhile, support 
for company welfare initiatives continued, such 
as Acea Camp, Orientiamoci, Out of Office, 
Sostegno Donna, and Previeni con Acea. 
Increase the sense of belonging to the company by 
carrying out at least 2 initiatives per year with a social 
impact on the territory involving the Group employ-
ees concerned and informing 100% of the employees 
about these initiatives.
ACEA SpA – HUMAN RESOURCES 
(Talent acquisition & people development)
No. of initiatives launched/total 
initiatives to be launched= 3/2
Annual target reached
The “GenerAzione Connessa” School-Work 
Project was held during the year, involving 15 
schools and around 300 fourth-grade students 
(10 Professional Technical Colleges and 5 Col-
leges) in Lazio, Tuscany, Umbria and Campania, 
through 14 Sustainability Ambassadors and 9 
Acea STEM women. Acea also took part in Race 
for the Cure with a team of 100 colleagues and 
family members to support research and raise 
awareness about prevention. Finally, Acea par-
ticipated in the food support project “Solidarity 
Taxi” throughout the Rome region in collabo-
ration with the Christian Associations of Italian 
Workers of Rome. 
Defining and pro-
moting an employer 
branding plan
Implement at least one initiative per year, identified 
through internal surveys and aimed at strengthening 
the employer brand identity, involving 100% of the 
company population.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development)
Implementation of internal 
investigations: Yes/No= Yes
No. of initiatives launched/no. 
of initiatives to be launched= 1/1
No. of employees who 
responded to surveys and/
or joined initiatives/no. of 
employees involved = 250 
people involved in writing the 
Manifesto
Annual target reached
A Diversity&Inclusion survey entitled “La 
Diversità secondo noi” was conducted, involving 
the entire company workforce. The results of the 
survey fed into the development of a number of 
initiatives, such as the definition of the Equality 
Manifesto - “Diversity and Inclusion in the Acea 
Group”, developed with contributions from 
more than 250 people, produced in both paper 
format and as a video, and shared with the entire 
corporate population and on the Group's YouTube 
channel.
Acea Group • Sustainability Report 2022
55

SCOPE OF ACTION 3: ORGANISATIONAL INCLUSION AND WELL-BEING 
Identifying and 
improving the organi-
sational well-being of 
the entire company 
population
Designing and developing a training course related 
to organisational well-being, also aimed at mitigating 
any effects of work-related stress (Legislative Decree 
81/01), addressed to a significant sample of Acea 
SpA employees, equal to about 10% of the Acea SpA 
corporate population.
Acea SpA – HUMAN RESOURCES
(Workplace safety)
Designing the training course: 
Yes/No= Yes
No. trained employees/total 
employees (Acea SpA target 
perimeter)= 100/703, i.e. 14%
Target for 2024 achieved
Target for 2024 achieved in 2021; however, in 
2022 other training initiatives were carried out, 
with 4,040 hours of training devoted to the 
“I-Care Professional - Mirroring” project, which 
involved 295 people.
Involve the entire company population in at least 
2 information initiatives, also envisaging periodic 
follow-ups (surveys) and/or prevention campaigns 
aimed at promoting primary and secondary preven-
tion, correct lifestyles and psychophysical well-being.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development) 
No. information actions with 
periodic follow-up (surveys) 
and/or prevention campaigns 
carried out/No. information 
actions and/or prevention cam-
paigns to be carried out = 6/2
No. of participating employees 
/total company population= 
2,390(*)/6,763
(*) the figure may include em-
ployees who took part in several 
initiatives
Annual target reached
In 2022 a number of programmes were held: 
“Previeni con Acea” (4 days of endocrinological, 
dermatological and breast screening); “Wellness” 
(a platform promoting discounted entry at 
a network of sports facilities, live streaming 
courses, nutritional courses); “Out of Office” 
(a street-gym event to promote the adoption 
of healthy physical routines); and “Bike sharing” 
with 20 e-bikes for work-related travel. A 
support channel was also established for female 
employees: “Sostegno donna”. Finally, a survey 
was conducted to identify the emerging needs 
in the fields of prevention and well-being, and to 
collect feedback on the initiatives implemented. 
Improving welfare services in the area of health care 
and supplementary pensions and developing at least 
2 information campaigns per year aimed at 100% 
of employees to increase awareness of the services 
offered by the company.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development)
No. of information campaigns 
carried out/No. of information 
campaigns to be carried out 
= 2/2
No. of employees participating 
in welfare services/company 
population = 392(*)/6,763
(*) the figure may include em-
ployees who took part in several 
initiatives
During the year two information campaigns were 
carried out, aimed at promoting the importance 
of supplementary healthcare within the Group's 
welfare plan and to raise awareness about the 
health insurance services: remote medical and 
pharmacy services, health check-ups, and ortho-
dontic treatment. 
Improving work-life balance for parents and caregiv-
ers by promoting 3 initiatives per year to support 
employees with children and elderly parents.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development) 
No. of initiatives launched/total 
initiatives to be launched = 3/3
Annual target reached
A free care giver service was established, aimed 
at providing personalised consultancy services 
and guidance to support the management of 
educational and/or social and care needs; fur-
thermore, a careers guidance service (“Orienta-
moci”) was set up for employees’ children, as well 
as the Acea Camp summer camp for younger 
children. 
Enhancing diversi-
ty and promoting 
inclusion
Inform 100% of employees about 2 initiatives/year 
aimed at raising awareness of diversity and inclusion 
issues.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development) 
No. of informed employees/no. 
of employees to be informed= 
6,763/6,763
No. of initiatives launched/total 
initiatives to be launched = 6/2
Annual target reached
In 2022 the Equality Diversity and Inclusion 
policy was defined, the Group Equality, Diversity 
and Inclusion Committee was established, the 
Equality, Diversity and Inclusion Manager was 
appointed and certification UNI/PdR 125:2022 
on gender equality was obtained. 
Designing and developing a training action consisting 
of in-depth studies on specific diversity-related 
topics. The aim of the project is to share knowledge 
aimed at the cultural growth of resources.
ACEA SpA – HUMAN RESOURCES
(Talent acquisition & people development) 
Training action planning: Yes/
No= Yes
No. of employees involved in 
the training project/no. of em-
ployees to be involved= 33/33
Target for 2024 achieved
During the year a training course on D&I in the 
employee recruitment process was delivered to 
all Group recruiters, focusing on aspects such as 
how to value each resource without unconscious 
bias. In particular, the course explored issues 
surrounding the assessment tools used, the 
interview process, job adverts and recruitment 
channels.
Ensure supervision of the process of integration and 
reintegration of sensitive resources with congenital 
and acquired disabilities in the company.
Acea SpA – HUMAN RESOURCES
(Workplace safety)
Cases handled by the disability 
unit: Yes/No= Yes
Annual target reached
Once the most critical phase of the Covid-19 
pandemic was over, partial return to work for 
employees with disabilities was authorised to 
enable participation in health and safety training 
projects. The training course “La Gestione delle 
Emergenze – Conoscenze e Consapevolez-
za” (Emergency Management – Knowledge 
and Awareness) was delivered to around 600 
employees, addressing the topic of “Emergency 
and Disabilities” and illustrating the most efficient 
evacuation assistance measures for the various 
“categories” of disabilities (motor, sensory, cog-
nitive), including temporary disabilities.
Corporate identity
56

MACRO-OBJECTIVE NO. 3  QUALIFYING PRESENCE IN THE REGIONS AND PROTECT-
ING THE ENVIRONMENT
OPERATIONAL 
OBJECTIVES
TARGET FOR 2024 - FUNCTIONS/OWNER 
COMPANIES OF THE PROCESS
KEY PERFORMANCE  
INDICATORS 
2022 ACTIONS
SCOPE OF ACTION 1: REDUCING THE ENVIRONMENTAL IMPACT 
Planning and im-
plementing actions 
aimed at fighting 
climate change 
(mitigation and 
adaptation) 
Acquisition/construction of photovoltaic plants for a 
total of 747 MW of installed power with consequent 
expected reduction of the emission intensity index of 
plants managed by Acea Produzione up to 40 g CO2/
kWh (-55% compared to 89 g CO2/kWh in 2019).
ACEA PRODUZIONE 
MW installed/MW to be 
installed= 101/747 (*) gCO2/
kWh produced (and percentage 
reduction compared to 2019)= 
100.9 gCO2/kWh (+ 13% )
Increase in the coefficient due 
to the significant reduction in 
hydroelectric production as a 
result of historically low water 
contributions (contributions 23% 
lower than the historical average)
(*) the figure includes the 
capacity of the investee company 
not consolidated on a line-by-line 
basis.
The installed photovoltaic power and production 
capacity of Acea Produzione and its indirectly 
and directly associated companies is 101 MW; 
the energy produced by the plants, which 
amounted to 111,939, enabled a saving of 40,298 
tonnes of CO2. 
Reducing energy (electricity and gas) consumption of 
the company headquarters and other offices through 
energy efficiency measures with expected savings 
of over 900 MWh (232 MWh for the headquarters 
and 700 MWh for the Data Center) compared to 
pre-construction consumption (equal to 3,320 MWh/y 
for the headquarters and 4,115 MWh/y for the Data 
Center) and, for the company headquarters, savings of 
13,800 Sm3 compared to pre-construction consump-
tion (equal to 118,500 Sm3/y).
ACEA SpA (Energy Manager)
MWh pre-construction – 
MWh post-construction= 
7,435 - 6,503 = 932 MWh 
saved (*)
Sm3 pre-construction – Sm3 
post-construction= 118,500 - 
103,985 = 14,515 (*)
(*) estimated figures
A photovoltaic plant is currently being designed 
for the company headquarters, and restructur-
ing works to improve the efficiency of Floor 9, 
Building C and install window films on part of the 
building are being developed. A project to replace 
the UPS at the Data Center is being developed. 
Implementing energy leakage reduction interventions 
on the grid (voltage change, low-leakage transform-
ers, etc.) and other efficiency enhancement interven-
tions that will enable achieving around 8,500 MWh 
energy savings, around 2,677 tonnes of reduction of 
CO2 emissions and saving around 1,589 TOE over 
the course of the Plan.
ARETI
Note: the 2021 target has been revised in light of 
the reduction in electricity consumption in both 
2020 and 2021 following the pandemic
MWh saved/MWh net distrib-
uted= 744/9,408,392 (for a 
total of 3,641 MWh saved of 
which 1,770 in 2020 and 1,127 
in 2021)
t of CO2 not emitted= 1,311 
(637 in 2020, 406 in 2021 
and 268 in 2022) (*)
TOE saved= 681 (331 in 2020, 
211 in 2021 and 139 in 2022) (*)
(*) calculation made with the 
2019 location-based conver-
sion factor, the same one used 
to define the target
The main energy efficiency measures carried out 
in 2022 concerned: the installation of around 
170 transformers with very low losses, the reclas-
sification of 85 substations and the abolition of 
4.6 km of reduced section cable.
Reduction by around 200 tonnes of CO2 emissions 
through vehicle fleet renewal with the introduction of 
electric cars.
ARETI
t of CO2 not emitted= 55.9 
(5.2 in 2020, 26.6 in 2021 and 
24.1 in 2022) (*)
(*) value net of energy con-
sumed, calculated with the 
2019 location-based conversion 
factor, the same one used to 
define the target
Around a dozen electric Kangoo vehicles were 
deployed as research laboratories to detect faults 
on public and private lighting systems. 
Increasing the resilience of the electrical system 
through maintenance/network development projects 
with a consequent reduction of the intervention risk 
index (IRI) by 40% and the involvement of approxi-
mately 2,600 secondary substations by 2022.
ARETI
No. of substations involved in 
the interventions= 2,219 (635 
in 2020, 1,099 in 2021 and 237 
in 2022)
Change in the annual percent-
age of the IRI (post-interven-
tion value/pre-intervention 
value)= - 17%, i.e. - 63% 
accumulated with the value 
from 2020-2021 (*)
(*) ratio between the change 
in the IRI associated with the 
projects concluded in 2020-
2021-2022 included in the 
Resilience Plan (presented to 
ARERA in June 2021) and the 
pre-intervention IRI on the 
network involved 
Works were completed to improve grid resilience 
on 33 lines for the critical factor “Flooding” 
and the same number for the critical factor 
“Heatwaves”.
Acea Group • Sustainability Report 2022
57

Planning and imple-
menting actions aimed 
at fighting climate 
change (mitigation and 
adaptation)
Optimising biogas cogeneration (44,000 MWh of 
energy generated from biogas/year) in 3 compost 
plants, with consequent increase in green energy 
produced, and converting the Aprilia plant for the 
production of biomethane.
ACEA AMBIENTE and DECO
MWh/year from renewable 
sources of biogas = 36,315 
MWh
Conversion of Aprilia Plant: 
Yes/No= No
In 2022 the ordinary management of the Oriv-
eto, Monterotondo Marittimo, Aprilia and Deco 
plants continued.
Progress on the authorisation procedure for 
biomethane production at the Aprilia plant is 
pending. 
Increasing the resilience of the aqueduct system 
serving Rome and the Metropolitan City through new 
strategic works on the Peschiera and Marcio Aque-
ducts: achievement of 28% progress of the works on 
the Peschiera Aqueduct and completion (100%) of 
the authorisation phase for the works on the Marcio 
Aqueduct.
ACEA ATO 2
% of progress of Peschiera Aq-
ueduct construction work= 0%
% of progress of Marcio 
Aqueduct design/authorisation 
phase= 60%
The project integration for the works on the 
Peschiera Aqueduct was completed, in line with 
Decree Law 77/2021 on the NRRP Governance, 
and the other authorisation procedures have 
begun; for the Marcio Aqueduct, the Techni-
cal and Economic Feasibility Study drawn up 
according to the same standards was completed. 
With regard to the Marcio Aqueduct, the tender 
procedures for an Integrated Contract were 
started.
Designing and constructing 11 strategic works in order 
to increase the water supply safety and the resilience 
of the aqueduct system serving OTA 2 Central Lazio 
and the surrounding OTAs.
ACEA ATO 2
No. of works initiated: 1
The planning reports for 9 works were developed 
during the year. For 4 of these, funded under 
the NRRP, a Technical and Economic Feasibility 
Study was developed and the procedures and 
tenders for an Integrated Contract are underway. 
Works are also in progress for the restoration and 
renovation of the Monte Mario Water Centre. 
Developing a quality-quantity assessment pro-
gramme for at least 60% of the sewerage system 
serving the City of Rome to orient actions and 
mitigate the effects of parasitic water/rainwater and 
improving the resilience of systems to exceptional 
weather events.
ACEA ATO 2
km verified sewerage system/
km total managed sewerage 
system= 876/2,646, equal to 
approximately 33% (of which 
34 in 2022, 571 in 2021 and 
271 in 2020)
The Water Parasite study on the Roma Sud 
plant was completed, including studies on water 
from channel ditching, white and grey water, and 
seepage water from surface water tables. 
Defining an annual water supply plan to cover 10 
Municipalities (equal to 48% of inhabitants served) 
which includes climate and regional development 
predictions in order to identify needs more quickly 
and improve the service: maximum difference 
between the volume actually supplied and the volume 
predicted by the model less than 30%.
AdF
No. of municipalities covered by 
the water supply plan= 5
% of inhabitants served covered 
by the water supply plan/
inhabitants served 2019= 
87,577/386,123, equal to 
22.7%
Water delivered in the 
municipalities included within 
the scope of the Plan (Mm3)/
demand identified through 
forecasting models (Mm3)= 
11,721/13,394 (87.5%) (max-
imum difference between the 
volume actually delivered and 
the volume forecast by model 
= 12.5%)
In 2022, the Supply Plan was refined and 
rolled out to three municipalities according to a 
structured plan, which includes a monthly supply 
model per municipal area, classified by user 
categories; a rainfall and source data monitoring 
dashboard; a remote user data dashboard to 
monitor for consumption curves; and a model for 
forecasting flow rates.
Contributing to the decarbonisation of the energy 
system through upgrades to the anaerobic digestion 
sections of the treatment plants in Rome North and 
Rome East, necessary for the transformation of 
the biogas produced on site into biomethane for 
subsequent feeding into the gas network of 1 MSm3 
of biomethane.
ACEA ATO 2 
% of progress of upgrading 
works in Rome North and 
Rome East= 70%
Sm3 of biomethane fed into the 
network
The authorisation process for the construction of 
the Biogas Upgrading plants for the Roma Nord 
and Roma Est treatment plants was completed in 
2022 with the granting of the authorisations by 
Roma Capitale.
While neither project received grants as the 
maximum limit had already been met, the 
projects were both included in the final ranking of 
Proposals accepted for funding under the NRRP.
Increasing efficiency of the Company’s electricity 
consumption through the completion of manage-
ment and structural interventions in the integrated 
water service plants, with expected increased energy 
efficiency equal to 12 GWh, 5% of which certified by 
Energy Efficiency Certificates (white certificates).
ACEA ATO 2
% of target achieved= 55%, 
equal to around 6.57 GWh 
(1.86 in 2020, 2.61 in 2021 
and 2.10 in 2022)
GWh certified EEC/GWh total 
greater efficiency
During the year, energy efficiency works were 
carried out (including the replacement of the 
control dashboards at the La Storta and Santa 
Palomba water centres and the optimisation of 
the control automation system of the blowers in 
the oxidation section of the Cerquette treatment 
plant). The documentation for the approval of 
EECs is being processed by the GSE.
Overall 2% reduction in total electricity consumption 
by Acea Ato 5 (2019 figure: 77,707 MWh) through 
greater efficiency of 10 plants related to the water 
network and 1 to the water treatment network.
ACEA ATO 5
kWh saved estimated 
from efficiency improve-
ment/consumption 2019= 
1,678,933/77,707,000, equal 
to 2.2% (410,600 in 2020, 
456, 663 in 2021 and 811,670 
in 2022)
In 2022, works were conducted to improve 
the efficiency at 17 water sites (wells, aqueduct 
connections, lifting systems) and at the Ceccano 
treatment plant. 
Corporate identity
58

Planning and im-
plementing actions 
aimed at fighting 
climate change 
(mitigation and 
adaptation)
Increasing customer awareness of the sustainability 
of electricity consumption through specific initiatives 
aimed at promoting and increasing the purchase of 
“green” energy.
ACEA ENERGIA
Awareness-raising activities: 
Yes/No= Yes
MWh of green energy sold to 
customers on the free market 
(reporting year) > MWh of 
green energy sold to customers 
on the free market (previous 
year)= 2,536,000>2,196,000 
(*)
(*) the 2022 figure is esti-
mated; the 2021 figure was 
rectified following consolidation
Annual target reached
As of 2021, Acea Energia has offered new 
domestic and SME customers on the unregulat-
ed market the 100% ECO tariff, which provides 
for the supply of electricity certified with a 
“guarantee of origin” and gas with emissions that 
are offset by purchasing VER (Verified Emission 
Reduction) certified carbon credits. The Compa-
ny also promotes the installation of high energy 
efficiency products (boilers, air conditioning 
units) and e-mobility services for recharging 
electric vehicles at domestic customers’ homes 
through awareness-raising campaigns on digital 
channels and social media.
Reducing the consumption of primary energy sources 
by business customers through the manufacture of 
combined electrical and thermal energy production 
plants for a total electrical power of 6 MW and ex-
pected savings of approximately 1,500 TOE/year.
ECOGENA
MW installed
TOE saved
Offers were made to prospective customers for 
the construction of cogeneration or trigeneration 
plants. In particular, Ecogena was included in the 
final selection phase for the award of a contract 
for the construction of a 3.3 MW plant. A 2 
MW trigeneration plant is under construction. 
Scouting activities continued.
Maintaining full use of “green” energy to meet the 
internal electricity needs of the main Group Compa-
nies, equal to around 400,000 MWh/year and over 
140,000 tonnes of CO2/year avoided.
ACEA ENERGY and ACEA ENERGY 
MANAGEMENT
MWh (domestic consumption) 
supplied with green energy= 
350,000 (*) t CO2 avoided = 
126,000 (*)(**)
(*) estimated figures;
(**) the calculation was made 
with the 2019 location-based 
conversion factor, the same one 
used to define the target
Despite the rising costs of electricity and GOs, 
in 2022 most Group Companies continued to 
procure green energy for consumption in 2022, 
for a total of about 350 GWh (equivalent to 
about 126,000 tonnes of CO2 avoided).
Carrying out energy efficiency improvements at 
the “Saltatoi” and “Luco” water pumping stations, 
which are particularly energy intensive, with the aim 
of reducing the specific consumption of electric-
ity by 30% and 4% respectively compared to the 
pre-construction consumption in 2019 (Saltatoi 
1.92 kWh/m3; Luco 1.28 kWh/m3).
AdF
(Consumption of kWh/m3 in 
reporting year/ consumption 
of kWh/m3 pre-construction 
at the Saltatoi plant) -1= 
1.18/1.92 kWh/m3 for a reduc-
tion of 39%.
(Consumption of kWh/m3 in 
reporting year /consumption of 
kWh/m3 pre-construction at 
Luco plant)- 1 (from 2023)
For the “Luco” pump, an application for access 
to the energy savings certification mechanism 
(Energy Efficiency Certificates-EECs) was 
submitted to the GSE in 2022 and subsequently 
accepted. In addition, works to improve energy 
efficiency were started.
For the “Saltatoi” plant, the first post-interven-
tion report on energy savings achieved through 
the improvement of the EnPI indicator [kWh/
m3] was submitted to the GSE, with the issue of 
EECs still pending. 
Design of a quali-quantitative monitoring network 
of the main local aquifers, hydrogeological analysis, 
measurements and physical modelling of them and 
installation of 5 flow gauges, aimed at sustainable 
resource management and improved prediction of 
deficits due to climatic variations.
GORI
% of progress of network 
design= 100%
% of progress of aquifer hydro-
geological analysis, measure-
ments and physical modelling= 
50%
No. of flow gauges installed/no. 
of flow gauges to be installed 
= 5/5
Collaboration continued during the year with 
DISTAR - Department of Earth, Environmental 
and Resource Sciences of the University of Na-
ples Federico II, to conduct studies on the quality 
of groundwater in the Sarnese Vesuviano district.
Promoting an efficient 
use of resources, thus 
facilitating circular 
economy
Reducing lost volumes of water by 27% compared 
to 2019 (2019 figure: 308.5 Mm3 in lost volume) 
including through the installation of 2,500 pressure 
and flow gauges for remote monitoring of the water 
districts.
ACEA ATO 2
% reduction in lost volume of 
water compared to the 2019 
value = 17%, reaching 255.4 
Mm3 of lost volume (*)
No. of pressure meters and 
installed capacity = 1,450 (354 
in 2020, 641 in 2021 and 455 
in 2022)
(*) estimated data; the 2022 
data are consistent with the 
calculation methods indicated 
by the Authority and do not 
include the municipalities of 
Civitavecchia and Percile, in 
order to maintain the reporting 
boundary used in 2019 and 
to allow verification of the 
achievement of the improve-
ment targets.
In 2022, 1,373 km of water network was divided 
into districts and an additional 455 meters were 
installed.
Reducing lost volumes of water by 29.5% compared 
to 2019 (2019 figure: 92.8 Mm3 in lost volume).
ACEA ATO 5
% reduction in lost volume of 
water compared to the 2019 
value = 24%, reaching 70.7 
Mm3 of lost volume (*)
(*) estimated figures
As at 31/12/2022, 9 Municipalities have been 
divided into districts and works to improve the 
efficiency of the water network are underway in 
another 4 (Cassino, Frosinone, Ferentino and 
Sora). 
Acea Group • Sustainability Report 2022
59

Promoting an effi-
cient use of resourc-
es, thus facilitating 
circular economy
Reduction in lost volumes of water by around 26% 
compared to 2019 (2019 figure: 27.4 Mm3 in lost 
volume) through district planning interventions and 
systematic water leak searches.
AdF
% reduction in lost volume of 
water compared to the 2019 
value = 20.1%, reaching 21.9 
Mm3 of lost volume (*)
(*) estimated figures 
In the year, interventions were carried out on 
over 429 km of network for the creation of new 
remotely controlled water districts, 19,728 me-
ters were installed, and 2,531 km km of network 
was expected. 
Reducing lost volumes of water by 20% compared to 
2019 (2019 figure: 10 Mm3 in lost volume)
GESESA
% reduction in lost volume of 
water = 1%, reaching 9.97 Mm3 
of lost volume (*)
(*) estimated figures 
In 2022, an analysis of the most inefficient mu-
nicipalities was carried out in order to prioritise 
interventions; production meters and utility 
meters were installed at sources and certain 
districts were restructured. The implementation 
of strategic TLC systems to reduce losses has 
been launched, while reclamation works, pipeline 
replacement and the installation of automated 
systems are underway to avoid wasting water 
resources. 
Reducing lost volumes of water by 33% compared to 
2019 (2019 figure: 101.0 Mm3 volume lost) including 
by replacing 148 km of deteriorated pipelines.
GORI
% reduction in lost volume of 
water = 22%, reaching 78.6 
Mm3 lost volume km of pipe-
line replaced/km of pipeline to 
be replaced = 67.4/148 (49 
in 2020, 14 in 2021 and 4.4 
in 2022)
4.4 km of the network were replaced, 483 oth-
ers were districted and 1,528 km were surveyed 
through leak detection activities.
Constructing plants for electricity/thermal energy 
production (1 cogeneration from biogas, 2 photovol-
taic, 1 mini-hydroelectric) at Integrated Water Ser-
vice sites to cover internal consumption for around 
2,700 MWhe of electricity and 2,500 MWht of 
thermal energy produced per year, equal to around 
1,550 tCO2 avoided in total per year.
AdF
Plant Construction:
Yes/No= No
kWhe electricity produced and 
consumed on site
kWht thermal energy produced 
and consumed on site tCO2 
avoided
The executive design of the photovoltaic and mi-
ni-hydro plants was started and the construction 
phases of the anaerobic digesters were for the 
construction of the biogas cogeneration plant 
were launched.
Carrying out projects to recycle purified wastewater 
mainly for irrigation or for production processes up to 
8 Mm3/year of reused wastewater.
ACEA ATO 2
Mm3/year of reused wastewa-
ter= 1.8 
The Risk Management Plan for the reuse of 
water for irrigation purposes from the Fregene 
treatment plant is currently being drafted; for the 
project, a funding application has been made for 
funding from the CIS - Acqua Bene Comune Call 
by the Consortium that will use the reused water.
Manufacturing a treatment plant for the sand from 
the treatment processes and from the sewage net-
work cleaning, which will make it possible to recover 
up to 80% of the solid input material.
ACEA ATO 2 
Progress of work execution 
schedule/expected completion 
times
Recovered material/incoming 
material
The process for the Environmental Impact As-
sessment of the plant was completed during the 
year and the executive design was launched; the 
project is currently on schedule. 
Increasing the overall waste treatment capacity to 
around 2,900,000 tonnes (equivalent to around 
120% more with respect to the 2019 data).
ACEA AMBIENTE
authorised overall t capacity 
in reporting year/overall t 
capacity expected by 2024= 
2,562,865/2,900,000, equal 
to 88%
t of treated waste/overall t of 
treated waste (2019 figure)= 
189,717/286,772, equal to 
66% (*)
(*) figure from scope of con-
solidation
In 2022, the Group consolidated its position 
in the waste sector with the acquisitions of the 
“Grasciano Hub” and the companies Serplast, 
Tecnoservizi, and Italmacero. The management 
of the acquired plants continued and two Acque 
Industriali plants were closed.
Facilitating the circular economy process and 
strengthening the waste-to-material chain thanks to 
the recovery of raw and secondary materials from the 
waste input of dedicated plants (target by 2024: 88% 
RSMs recovered)
ACEA AMBIENTE
t RSMs recovered/t waste 
input= 182,615/246,236 equal 
to 74% (*)
(*) figure from scope of con-
solidation
The management of the plants continued. In 
2022 the Companies Serplast, Tecnoservizi and 
Italmacero were acquired. 
Corporate identity
60

Taking initiatives to 
protect the territory 
and limit impacts on 
the natural environ-
ment 
Raising customer awareness about the use of the 
digital channels, with the objective of reaching 60% 
of active users associated with MyAcea and increas-
ing the adoption of web bills: around 400,000 users 
with digital billing (equal to around 60 t/year of paper 
saved).
ACEA ATO 2
No. of utilities registered 
on MyAcea/total active 
utilities of Acea Ato 2 = 
362,918/754,569, equal to 
48.1%
No. of active web bills= 
385,353
t paper saved per year= 78.3
In 2022 the new version of MyAcea Acqua, the 
MyAcea customer area, was launched on the 
website and app, offering a clearer and simplified 
user experience. Works to integrate the new 
CRM system Salesforce also began.
Increasing the adoption of web bills, reaching around 
50,000 users who have chosen the digital bill option 
(over 250% more compared to the 2019 data, equal 
to 14,218) with expected paper savings of around 9 
t/year.
ACEA ATO 5
No. of active web bills = 
53,869, increase of 279%
t paper saved per year= 6.5
Target for 2024 achieved
In 2022 a campaign to strengthen customer 
master data was completed, with the aim of col-
lecting digital contact details and facilitating the 
activation of the interactive billing service.
Promoting the digitisation of processes and raising 
customer awareness about the use of the digital 
channels with the objective of increasing the number 
of users with web billing by 229% compared to 2019: 
around 368,000 digital bills (equal to around 11.04 t/
year of paper saved) in relation to 92,000 users.
AdF
No. of users with web billing/no. 
of users with active web billing 
in 2019 = 87,631/28,192, equal 
to 211% more
No. of users with active web 
billing= 87,631
t paper saved per year= 10.9
Two communications campaigns were organised: 
one integrated and constant campaign on the 
main contact points (print media, social media, 
advertising, online newspapers and interactive 
online banners) and a “Loyalty Bonus” campaign, 
a one-off incentive of €5 for customers who 
activate and maintain web & banking member-
ship for one year). The project to restructure 
business processes using the Salesforce system 
is also underway, including the simultaneous and 
immediate activation of online billing.
Increasing the number of web bills to 25% of total 
users (57,142 users in 2019), for around 3 t of paper 
saved.
GESESA
No. of active web bills = 9,344, 
around 16% of users
t paper saved per year= 1.5
As well as communication campaigns, Gesesa 
invested in digitalising and revising its processes, 
and added the option for users to sign up to 
online billing. 
Increasing the use of web bills: around 150,000 users 
with digital billing (over 150% more than the 2019 
figure of 58,500 users) equal to around 21 t of paper 
saved per year.
GORI
No. of active web bills= 
221,408
t paper saved per year= 30.6
Target for 2024 achieved
In 2022 the Online Billing service was promoted 
on the main physical and digital customer 
contact points.
Increasing the use of web bills: 400,000 users with 
the digital bill option (equivalent to around 60 t of 
paper saved/year).
ACEA ENERGIA
No. of active supplies with 
web bill option= 489,146 
(322,054 ML and 167,092 
SMT)/400,000
t paper saved per year= 80.7
Target for 2024 achieved
In 2022 services to promoted to improve the 
customer experience while also protecting the 
environment, such as online billing. Sustainability 
is at the heart of Acea Energia's strategy, and was 
driven through ad hoc communication campaigns 
and the engagement activities planned as part 
of the Acea Con Te loyalty programme, with the 
new Green Lovers section and the increase of 
sustainability bonuses.
Increasing the digitisation of processes, specifically in 
sales relations on the free market: 80% of contracts 
digitised, equal to 14 t/year of paper saved.
ACEA ENERGIA
% of contracts digitised= 46.7%
t paper saved per year= 11.6
During the year, works were completed to digi-
talise processes aimed at improving the customer 
experience, resulting in a steady increase in the 
percentage of digital contracts.
Removing 200 pylons by modernisation of the 
electrical supply system as well as high voltage 
transmission.
ARETI
No. of pylons removed/no. 
of pylons to be removed= 
119/200 (22 in 2020, 48 in 
2021 and 49 in 2022)
Another 49 pylons were demolished, including 
9 along the Flaminia - Smistamento Est line and 
35 on the Laurentina - Castel Romano (1 and 
2) line.
Contributing to the recovery of the ecosystem and 
the protection of biodiversity, through function-
al interventions to remove pollution from the 
hydrographic basin of the Sarno river, including the 
construction and/or restoration of function of the 
sewerage network and the consequent collection and 
treatment of the area’s inhabitants (around 70,500) 
and the elimination of 78 illegal discharges into the 
environment. 
GORI
No. of illegal discharges elimi-
nated/ no. of illegal discharges 
to be eliminated= 8/78
Inhabitants covered by the sew-
erage and treatment service/
inhabitants in the target scope
Another outlet in the municipality of Nocera 
Inferiore, which flowed directly into the Cavaiola 
stream, was closed during the year, bringing 
30,000 inhabitants into area served by the 
treatment system.
Increasing treatment efficiency by 6.2% in terms 
of reduction of BOD5 on 7 treatment plants being 
upgraded (purification efficiency of the BOD5 in 
2019 equal to 86.7%).
ACEA ATO 5
[(BOD5in-BOD5out/BOD5in)
reporting year - (BO-
D5in-BOD5out/BOD5in) 2019]* 
100= [((300-29,3)/300)-
((300-40)/300)]*100=3.6%
In 2022 revamping works on the Serrone La 
Mola plant were completed and works on the 
Anagni Ponte Piano plant are underway. 
Acea Group • Sustainability Report 2022
61

Taking initiatives to 
protect the territory 
and limit impacts on 
the natural environ-
ment
Increasing purification efficiency by 4% with respect 
to the 2019 figure (year of acquisition of treatment 
plants > 100,000 inhabitants equivalent treated) in 
terms of reducing SST of all plants managed (equal to 
85% in 2019).
GORI
(SSTin - SSTout / SSTin) x 100 
= 89%, +4% compared to 2019
Target for 2024 achieved
Targeted interventions to improve treatment 
efficiency were conducted.
Reducing waste from the thermal renewal processes 
(Terni and San Vittore del Lazio plants) by building 
a treatment and recovery plant for 100% of the ash 
produced.
ACEA AMBIENTE
Plant construction: 
Yes/No= No
t of ash recovered/t of ash 
produced
The plant authorisation process was completed 
during the year and an overall technical assess-
ment of the project is being carried out.
Reducing the annual amount of dehydrated/dried 
sludge leaving the treatment plants managed by Acea 
Ato 2 by 45% (compared to 2019 volumes equal to 
70,505 tonnes) by means of actions aimed at im-
proving the efficiency and industrialisation/innovation 
of sludge lines.
ACEA ATO 2
% of reduction= 10.2
Different types of plants are being designed/con-
structed: dryers (work in progress on the Roma 
Sud and Cobis plants); ozonolysis (activities also 
started at one treatment plant and planned at 
three others); dewatered sludge plant at Roma 
Nord and Roma Est, yet to be built. 
Design and installation, following a feasibility study, of 
a sludge dryer at a treatment plant, in order to reduce 
the amount of dehydrated/dried sludge produced by 
the treatment plants managed by Acea Ato 5 by 75% 
(compared to 2019 volumes, equal to 11,352 tonnes).
ACEA ATO 5
Design status
(0-100%)= 5%
Construction status
(0-100%)
% reduction 
The design phase of the dryer is ongoing, with 
topographical and geological surveys carried out 
in 2022.
However, the authorisation process at the com-
petent bodies is temporarily suspended.
Reduction of the annual amount of sludge disposed 
of by the treatment plants managed by AdF by 40% 
(compared to 2019 volumes, equal to 8,975 tonnes) 
through the construction of the sludge centralisation 
plant in Grosseto San Giovanni.
AdF
Plant construction:
Yes/No= Yes
% of reduction= 45.4
Target for 2024 achieved
Monitoring activities and other works aimed at 
ensuring that the thermochemical hydrolysis 
plant continues to operate at full capacity were 
carried out in the year.
240 t reduction of non-dehydrated sludge, equal to 
35% of the volumes recorded in 2019 (700 t), thanks 
to the use of centrifuges for sludge dehydration.
GESESA
Reduction % of non-dehydrat-
ed sludge= -7%
Sludge dewatering processes were conducted 
using the belt press at the San Biase treatment 
plant in the municipality of Telese Terme, with the 
centrifuge at the Cagni treatment plant in the 
municipality of Forchia, and with the filter press 
installed at the Portelle treatment plant in the 
municipality of Castelpoto. 
Enhancing certified 
environmental and 
energy management 
systems
Obtaining and maintaining ISO 14001 certification 
for companies with an environmental impact in the 
scope of the NFS.
Obtaining and maintaining ISO 50001 certification 
for energy-intensive companies (>10,000 TOE 
equivalent) in the scope of the NFS.
ACEA SpA - RISK & COMPLIANCE
(Integrated certification systems)
ISO 14001 Certified com-
panies/Companies in scope= 
15/16 (*)
ISO 50001 Certified compa-
nies/Energy-intensive compa-
nies in scope= 7/7 (**)
(*) the denominator does not 
include the companies in the 
photovoltaic sector that are not 
yet operational (Ecogena and 
Acea Innovation), as these are 
not relevant to the certification.
(**) Acque Industriali is no 
longer considered an ener-
gy-intensive business and is ex-
cluded from the denominator.
Of the 16 main operating companies that rep-
resent the majority of the Group's impact, 15 are 
ISO 14001 certified; of the 8 most energy-in-
tensive companies, 7 are ISO 50001 certified. 
Acque Industriali is no longer considered relevant 
to the energy certification following certain plant 
closures. 
Corporate identity
62

SCOPE OF ACTION 2: ENCOURAGING SUSTAINABILITY ALONG THE SUPPLY CHAIN
Implementing 
sustainability logics 
in procurement 
procedures
Achievement of an average of 26 points (20 points 
for Acea Ato 5) of technical scores referring to 
green/sustainable criteria (i.e. certifications, high effi-
ciency engines, reuse/ recycling/recovery of materials 
used, plastic reduction, eco-friendly product design, 
eco-friendly packaging, etc.) in tenders carried out 
with the most competitive bid for the procurement of 
supplies and services.
ACEA ATO 2; ACEA ATO 5; ARETI
Sum of green/sustainable 
score awarded*tender starting 
amount/total tender amount for 
calls carried out with the most 
competitive bid for the supply 
of supplies and services = Acea 
Ato 2: 19.49; Areti: 26.87; 
Acea Ato 5: 33.55
Green/sustainable criteria were included in the 
tenders published with the most competitive bid. 
For example, the criteria concern the posses-
sion of environmental certifications, the use 
of eco-friendly vehicles and energy efficiency 
requirements.
Guaranteeing self-assessment in terms of quality, 
environment, safety, energy and social responsibility 
(QESESR), where relevant, for 100% of the suppliers 
registered in the qualification systems relating to the 
Single Regulations for Goods and Services and 
Works.
ACEA SpA - PROCUREMENT  
AND LOGISTICS
No. of suppliers with QESESR 
self-assessment/total suppliers 
qualified by qualification sys-
tems related to the Single Reg-
ulations for Goods and Services 
and Works = 288/288
Annual target reached
100% of suppliers registered with qualification 
systems pertaining to the Single Goods, Services 
and Works Regulations filled out a QASER 
self-assessment questionnaire in 2022.
Dissemination of good practice in terms of green 
purchases through the inclusion of environmental 
sustainability criteria in the Technical Specifications 
approved by the A&L Department and used for 
the purchase of materials by the centrally managed 
Group companies.
ACEA SpA - PROCUREMENT  
AND LOGISTICS
No. of technical specifications 
approved with sustainability 
criteria/no. of technical specifi-
cations approved= 170/170
Annual target reached
During the year, 170 technical specifications 
were validated for materials regarding the sup-
plies of the Group companies and sustainability 
criteria were introduced in all of them (recycling, 
reuse, correct WEEE disposal, repairability).
Implementing the Vendor Rating model on the 
Group’s new tender portal which will involve around 
1,000 suppliers over the course of the Plan, inte-
grating it with the Sustainability aspect; a portion of 
the suppliers will also be assessed and monitored on 
environmental performance (Ecovadis project).
ACEA SpA - PROCUREMENT  
AND LOGISTICS
Vendor Rating model imple-
mentation: Yes/No= Yes
No. of suppliers assessed by 
vendor rating/no. of suppliers in 
target scope= 900/1,000
No. of suppliers involved in the 
Ecovadis project/no. of suppli-
ers assessed by vendor rating= 
339/900 
The Ecovadis rating was introduced as a reward-
ing criterion in tenders awarded on the basis of 
the most economically attractive offer.
Application of rewarding criteria of sustainability 
(health and safety, energy and environment, where 
applicable) in 80% of the calls for tenders and con-
tracts for Works, Goods and Services, assigned with 
the most competitive bid.
ACEA SpA - PROCUREMENT  
AND LOGISTICS
No. of calls for tenders and 
contracts with rewarding criteria 
of sustainability/no. of calls for 
tenders awarded with the most 
competitive bid = 110/112, 
equal to 98%
Annual target reached
Out of the total OEPV tenders launched in 
2022, 110 were launched with the introduction 
of rewarding criteria on Sustainability (Quali-
ty, Environment, Safety and Energy) and the 
Ecovadis rating. 
SCOPE OF ACTION 3: CONTRIBUTING TO THE WELL-BEING OF THE COMMUNITY 
Promoting activities 
with positive impact 
on the collectiv-
ity and on the 
territories where the 
company works
Consolidation and improvement of relations with the 
local community through the creation of a museum 
dedicated to Acea and the organisation of at least 5 
cultural events/communications initiatives related to 
the core business, which also envisage the develop-
ment of industrial sites and facilities of the Group’s 
companies.
ACEA SpA – COMMUNICATION
(Historical Archives, Event Management)
Acea Museum Construction: 
Yes/No= Yes
No. of events held= at least 5/5
No. of industrial sites/plants 
developed = 3
Annual target reached
Print media and digital campaigns were carried 
out and a partnership agreement was established 
with the “Roma Capitale Centrale Montemar-
tini” museum organisation to promote the Acea 
Immersive Museum (Museo Immersivo Acea - 
MIA). In the first six months of the year the MIA 
received over 36,500 visits from Italy, USA, 
South Korea, France, Germany, Switzerland and 
the United Kingdom. Key events included the 
Innovation Day and the official opening of the 
Totem (multimedia display panels) to explore the 
world of water. Three visits to the hydroelectric 
plants operated by Acea Produzione were organ-
ised, involving a total of 130 visitors. 
Installing 55 Water Kiosks in the territory managed by 
AdF for dispensing chilled natural or sparkling water 
to the public and tourists, favouring the reduction of 
plastic bottle use and CO2 emissions.
AdF
No. Water kiosks installed= 21 
(of which 14 installed in 2022)
Litres of water dispensed in the 
year= 1,023,302
t of plastic saved= 20
t of CO2 not emitted = 59
During the year, 14 water kiosks were installed (of 
which 10 are always in service), for a total of 21 
water kiosks across the managed area.
Acea Group • Sustainability Report 2022
63

SCOPE OF ACTION 4: CONSOLIDATING RELATIONS WITH THE TERRITORY
Contributing to 
create awareness on 
social and environ-
mental matters
Support or management of at least 10 awareness 
initiatives per year and promotion of socially useful 
campaigns (prevention of cancer, women’s rights, 
promoting diversity) or of socio-environmental 
importance (including the promotion of sport).
ACEA SpA - SPONSORSHIP AND VALUE 
LIBERALITY
No. of initiatives supported and/
or managed = at least 43/10
Annual target reached
In 2022 several initiatives were carried out, 
including the Six Nations Rugby Tournament 
and ASD Pink Basket in Terni; with regard to 
social interventions, the Group supported the 
construction of the new oncology centre at 
Policlinico Umberto I. The Group's projects 
aimed at young people included Acea Camp, the 
Volley Scuola tournament and an initiative aimed 
at preventing and overcoming youth hardship; 
in the cultural sphere, the Group supported 
the Rome Film Festival, the 52nd Giffoni Film 
Festival and the Water festival. 
Planning and implementing awareness campaigns 
aimed at compulsory school age students present in 
the territory where the companies of the Group work, 
as concerns responsible use of natural resources (at 
least 10,000 students and other users per year).
ACEA SpA – COMMUNICATION
(Event Management)
No. of students and other 
users involved per year/no. of 
students and other users to be 
involved= around 750
NOTE The educational project 
previewed in November 2022 
will be made available to all 
online users for two weeks in 
2023.
The 2022 “Acea Scuola - ProteggiAmo l’am-
biente” project is an opportunity to promote 
the best practices, projects and technologies 
adopted by the Acea Group to help protect the 
environment and to raise awareness of the issue 
among young people. The initiative is sponsored 
by the Department of School, Work and Profes-
sional Training of Roma Capitale. The educational 
project previewed in November 2022 will be 
made available to all online users for two weeks 
in 2023.
Creating at least 1 campaign per year or awareness 
initiatives addressing saving water, energy and envi-
ronmental protection targeting the collectivity.
ACEA SpA – COMMUNICATION
(Communication Planning & Portfolio  
Management) and Group companies
No. of campaigns or initiatives 
carried out during the year= 2
Annual target reached
Acea organised an institutional campaign on the 
Ecological Transition, aired on print and digital 
platforms from April 2022, as well a water-sav-
ing campaign on print and digital media and 
billboards in Rome and the surrounding province 
from June to September 2022.
Contributing to 
create awareness on 
social and environ-
mental matters
Undertaking the “Acea Group Stakeholder Engage-
ment Project” (stakeholder mapping, methods and 
operating tools) intended to improve the integration 
of stakeholder engagement into business processes 
and activities and to disseminate the stakeholder en-
gagement culture by organising at least 1 initiative per 
year, including in support of stakeholder engagement 
of the companies/areas.
ACEA SpA – SECRETARY OF THE BOARD  
OF DIRECTORS
Stakeholder Engagement in collaboration with the 
main operating companies
Group stakeholder mapping 
status (0/100%)= 100
Method and tool definition 
(0/100%)= 100
No. of stakeholder engagement 
initiatives carried out during the 
year= 13
Target for 2024 achieved
As part of the Group's stakeholder engagement 
initiatives, in 2022 five meetings with experts 
were held and eight workshops were organised to 
develop theoretical and practical skills on stake-
holder identification, mapping and weighting, 
and project planning and implementation. The 
special section of the intranet was updated, a 
specific risk metric within the ERM framework 
was defined, support for stakeholder engagement 
initiatives at Group Departments/Units and 
Companies continued, leading to a growing level 
of participation and interest, and a Report on the 
Group's stakeholder engagement performance 
was drafted.
Implementation of the project dedicated to the 
creation of a “Water Museum”.
ACEA SpA – COMMUNICATION
(Historical Archive)
“Water Museum” Construction: 
Yes/No= Yes
Target for 2024 achieved
Note: the target adopted 
before the pandemic to open 
a physical museum was rede-
signed and led to the creation 
of a virtual museum accessible 
through the installation of dis-
play panels in the Rieti area to 
offer access to a virtual Acea 
Museum, including a special 
feature about water.
In Rieti, ten interactive display panels were 
opened, providing access to the “Acea Immersive 
Museum” (MIA). This digital portal is dedicated 
to the over 110 years of Acea Group history 
where visitors can take 3D virtual tours to 
follow the routes of the water, from springs to 
aqueducts, to the tap in homes. The display 
panels enable users to connect to an extensive 
multimedia museum where they can explore the 
world of water in an interactive and innovative 
way. The initiative is part of the “Tourist trails to 
discover Italy's waters” project.
Completion of at least 3 projects per year for the 
redevelopment and upgrading of urban areas, metro-
politan areas and territories where the Group works 
through public and artistic lighting.
ACEA SpA - SPONSORSHIP AND VALUE 
LIBERALITY in partnership with Areti and other 
Group Companies
No. of initiatives carried out 
during the year = at least 11/3
In 2022 several monuments or institutions 
were illuminated to raise public awareness about 
specific events or anniversaries, such as World 
Multiple Sclerosis and Fibromalgia Days, as well 
as to show solidarity with the Ukrainian people or 
to mark the Sustainable Development Festival 
organised by ASviS.
Corporate identity
64

MACRO-OBJECTIVE NO. 4   PROMOTING HEALTH AND SAFETY ALONG THE VALUE 
CHAIN 
OPERATIONAL 
OBJECTIVES
TARGET FOR 2024 - FUNCTIONS/OWNER 
COMPANIES OF THE PROCESS
KEY PERFORMANCE  
INDICATORS 
2022 ACTIONS
SCOPE OF ACTION 1: HEALTH AND SAFETY AT WORKPLACE FOR GROUP WORKERS
Promoting a culture 
of health and safety 
at workplace 
Consolidating the downward trend in the Group’s 
accident indices (SI, FI).
ACEA SpA – HUMAN RESOURCES
(Workplace safety)
SI, FI in reporting year (*) ≤ 
reporting year -1= 
SI: 0.23 - FI: 5,22 ≥ 
SI: 0.20; FI: 5.09 
(*) estimated figures
In 2022, in order to pursue the continuous 
improvement of accident prevention in Group 
companies, an accident committee was set up 
to analyse causes and plan corrective actions; a 
collaboration agreement was signed with INAIL 
for the analysis of accidents and near misses, and 
working tables were held with companies in the 
utilities sector, sharing best practices. In addition, 
new indicators were introduced in the H&S 
dashboard, the Regulations for the Prevention of 
Covid-19 Infection were updated and the Health 
Emergency Management Advisory Committees 
were held with the participation of trade union 
organisations.
Carrying out at least one health and safety awareness 
campaign each year involving 100% of Group em-
ployees (NFS scope of operating companies). 
ACEA SpA – HUMAN RESOURCES 
(Workplace safety) 
in collaboration with COMMUNICATION 
(Media relations and internal communications)
No. of employees involved/no. 
of employees to be involved= 
6,763/6,763
To mark the 2022 World Day for Safety and 
Health at Work, an article was distributed to 
employees dedicated to the project “STEP - 
Training programme to develop a culture of 
safety and facilitate the evolution from Managers 
and Officers to Safety Leaders”, which involved 
occupational safety officers from Group 
companies, representatives from Acea's senior 
management and experts in the field. During 
the year, information on the practices to be 
adopted to prevent the spread of Covid-19 was 
distributed to all employees, based on changes 
to the epidemiological and regulatory situation.
Promoting a culture 
of health and safety 
at workplace
Obtaining and maintaining ISO 45001 certifications 
for the Companies in the NFS scope and, for Acea 
SpA, obtaining the Biosafety Trust Certification, while 
assessing the possibility to extend it to the operating 
companies. 
ACEA SpA - RISK & COMPLIANCE 
(Integrated certification systems)
Certified companies/companies 
in scope= 17/18 (*)
Obtaining Biosafety Trust 
Certification:
Yes/No= Yes
(*) the denominator excludes 
the 16 companies in the 
photovoltaic sector and Acea 
Innovation, not relevant for the 
purposes of the certification 
system
17 operating companies have a ISO 45001:2018 
certified system, while Acea SpA, Acea Energia, 
Areti, and Acea Elabori also hold the Biotrust 
Safety Certification. 
Involving 100% of Acea SpA employees in the 
“Vademecum” project intended to explore issues of 
health, safety and well-being, and raise awareness 
about the correct use of PPE for protection against 
infection from COVID-19, training and information 
about infection risks in line with the objectives of the 
Biosafety certification (2020).
ACEA SpA – HUMAN RESOURCES 
(Workplace safety)
Employees trained in risks 
from biological agents/total 
employees (Acea SpA target 
scope)= 100%
2024 Target achieved in 2021
Target achieved in 2021 with the conclusion of 
the training programmes on Safety and measures 
to limit the spread of Covid-19.
SCOPE OF ACTION 2: HEALTH AND SAFETY AT WORKPLACE FOR CONTRACTORS AND SUBCONTRACTORS
Creating awareness 
among contractors 
on health and safety 
at workplace
Creating awareness among contractors on health and 
safety, implementing a programme of supplier checks 
(24 per year) and carrying out engagement initiatives 
(video tutorials on safety best practices). 
ACEA ATO 5
No. of checks carried out/no. 
of checks to be carried out = 
352/24
Engagement initiatives: 
Yes/No= Yes
Annual target reached
Health and safety audits were conducted on 
contractors in 2022. Six contractors took part in 
an awareness-raising event on the issue of Safety 
organised by the Parent Company, while another 
ten contractors met with members of the Pre-
vention and Protection Service team. 
30% increase in the number of inspections (12,481 
in 2019) intended to check the application of safety 
standards and procedures on the contracts assigned 
to the control of the Procurement Safety Unit and 
creating awareness among suppliers on the culture 
of safety.
ACEA ELABORI
No. of security audits/security 
audits 2019= 14,724/12,481 
(+18%)
In 2022, Acea Elabori carried out 14,724 safety 
audits with an increase of 18% compared to the 
same period of 2019. 
Acea Group • Sustainability Report 2022
65

Creating awareness 
among contractors 
on health and safety 
at workplace
Defining and implementing a Supplier Engagement 
Plan (at least 5 initiatives over the 2020-2024 Plan), 
in synergy with the Group companies, on health 
and safety issues also by producing more detailed 
reporting on the injury prevention performance of 
contractors. 
ACEA SpA – HUMAN RESOURCES 
(Workplace safety)
Engagement Plan definition:
Yes/No= Yes
No. of initiatives launched/no. 
of initiatives to be launched 
= 2/5
No. of reports received / no. of 
contractors involved = 225/411 
(55%)
In 2022 tools were developed to facilitate the 
six-monthly reporting and analysis of accidents 
occurring to contractor personnel. Further-
more, around 250 contractors were invited 
to an awareness-raising event at La Fornace 
conference centre, of which 30 attended in 
person and the rest via live streaming. During the 
event, contractors were invited to join Acea on a 
journey towards the evolution of the Culture of 
Safety to reduce accidents.
Up to 70% increase in the percentage of contracts 
inspected for daily safety checks out of the total con-
tracts that could be inspected by the Procurement 
Safety Unit (45% in 2019). 
ACEA ELABORI
Average contracts inspected/
average contracts that could 
be inspected = 94/154, equal 
to 61%
During the year, 94 of 154 contracts were 
inspected, with an increase of 16 percent com-
pared to the 2019 figures. 
SCOPE OF ACTION 3: HEALTH AND SAFETY OF THE COMMUNITIES WITH WHICH THE GROUP OPERATES 
Ensuring the health 
and safety of the 
customers of the ref-
erence territory for 
the various services 
provided
Drawing up risk prevention/mitigation plans according 
to the guidelines of the Water Safety Plan for 100% 
of the population served by the aqueduct systems 
managed by Acea Ato 2.
ACEA ATO 2
Population served by the 
aqueduct systems with WSP/
total population served by 
Acea Ato 2 (year 2019)= 
3,422,387/3,791,167 = 90.3%
The indicator refers to the 
WSPs implemented and 
presented to the Ministry of 
Health for the supply sources 
(collection and supply) of the 
water source only. 
Note: the users affected by 
the supply system correspond 
to the users affected by the 
distribution system.
In 2022 the WSPs for the Doganella aqueduct 
systems and for the supply and distribution 
systems of the municipalities of Guidonia Mon-
tecelio, Albano Laziale, Marcellina and Manziana 
were submitted to the Ministry of Health. Work 
is underway to prepare the Sanitation Safety Plan 
(SSP) for the Cobis treatment plant. 
Drawing up risk prevention/mitigation plans according 
to the guidelines of the Water Safety Plan for 2 sourc-
es serving 15% of the population served. 
ACEA ATO 5
Population served by springs 
with WSP/population served
The Anagni Tufano spring was selected as the site 
for the drafting of the pilot WSP and the analysis 
of available document was started. 
Developing and implementing the Water Safety Plan 
(WSP) model on 150 of the 265 Water Supply Zones 
(WSZs), covering 55% of the population served. 
AdF
WSZs with WSP model/total 
WSZs= 39
Population served by the 
aqueduct systems with WSP/
total population served by AdF 
(year 2019)= 48,403/393,153, 
equal to 12.3%
The risk analysis model on the supply points was 
set up (identification of the assessment indices 
and measurement systems) and the implemen-
tation of the WSPs on the water systems fed 
by the Fiora spring — Central Branch, South 
Branch and Arbure spring — was completed in 
2022. In addition, the implementation of the 
WSPs was systematised through the creation of 
a specific management application, structured on 
a dedicated database and consultation interface 
on the Grafana platform. 
Drawing up risk prevention/mitigation Plans accord-
ing to the guidelines of the Water Safety Plan for 
100% of sources/population served.
GORI
Population served by springs 
with WSP/total population 
served
Preliminary activities are ongoing for the imple-
mentation of the WSP for the “Sarnese” system 
of Sources, including the preparation of an oper-
ating instruction manual for risk management.
Drawing up risk prevention/mitigation Plans 
according to the guidelines of the Water Safety 
Plan for sources that serve at least 55% of the total 
population.
GESESA
Population served by springs 
with WSP/total population 
served
In 2022 specific training of additional employ-
ees aimed at obtaining safety plan team leader 
certification was launched, while data collection 
to identify specific risks and related hazards is 
ongoing.
Reducing laboratory analysis response times by 25% 
(compared to 2019) through implementation of ana-
lytical screening and/or high automation (robotics and 
early warning) and/or high-tech techniques.
ACEA ELABORI
% reduction (response time for 
the year under review/response 
time in 2019) = 24% (10.18 
days/13.41 days)
No. techniques/survey systems 
introduced = 2
The dashboard for monitoring and identifying 
critical activities and defining corrective actions is 
operational; a prototype for the construction of 
an automated robot to analyse TSS in wastewater 
is under construction. In collaboration with the 
Istituto Superiore di Sanità, an NTA (No Target 
Analysis) method to analyse microplastics has 
been developed and tested on actual samples.
Corporate identity
66

MACRO-OBJECTIVE NO. 5   INVESTING IN INNOVATION FOR SUSTAINABILITY
OPERATIONAL 
OBJECTIVES
TARGET FOR 2024 - FUNCTIONS/OWNER 
COMPANIES OF THE PROCESS
KEY PERFORMANCE  
INDICATORS 
2022 ACTIONS
SCOPE OF ACTION 1: ORGANISATIONAL INNOVATION
Promoting “smart” 
processes and work-
ing methods
Consolidating and incrementing the % of employees 
each year who work remotely and preparing at least 
one survey per year to monitor expectations and 
satisfaction in relation to the process.
ACEA SpA – HUMAN RESOURCES 
(Talent acquisition & people development)
% of employees working re-
motely in the reporting year > % 
of employees working remotely 
in the reporting year - 1 = 67% 
2022
Note: the 2021 data reflected 
the situation caused by the 
pandemic and is not comparable 
with the 2022 data. The 2022 
data refers to companies subject 
to centralised management by 
Acea S.p.A. 
No. of surveys launched = 1/1
The use of remote working was structured and 
a relative trade union agreement was signed. In 
2022 a survey was launched to monitor remote 
working trends and the related effects. 
Launching at least two co-working spaces per year.
ACEA SpA – HUMAN RESOURCES 
(Talent acquisition & people development in collabo-
ration with Facility Management)
No. of co-working spaces 
opened/no. of co-working 
spaces to be opened= 3/2
Annual target reached
In 2022 Acea took part in Smart Alliance - New 
ways of working and training, promoted by the 
“Sistema Scuola-Impresa” developed by the 
ELIS Centre. Under the project, co-working 
spaces are made available at the offices of Enel 
X and ELIS, while additional co-working spaces 
were established at Acea’s headquarters and the 
Talent Garden. 
SCOPE OF ACTION 2: TECHNOLOGICAL AND PROCESS INNOVATION
Promoting the 
resilience of the 
urban territory and 
innovation from a 
smart city perspective 
Equipping 1,000 IP supports with video cameras, 
communication devices and/or environmental sensors 
ARETI (Public Lighting)
No. of poles equipped with 
intelligent equipment
In 2022, the design and development of 
the solution and the prototypes reached an 
advanced stage and the equipment production 
phase was launched. 
Optimising maintenance on IP infrastructure through 
the gradual application of Advanced Analytics systems, 
until 50% of interventions are covered by 2024. 
ARETI (Public Lighting)
No. of maintenance interven-
tions carried out with the appli-
cation of Advanced Analytics/
total interventions = 55/170, 
equal to 32%
A dashboard was created which generates a 
criticality ranking for the entire public lighting 
system, based on data including pre-checks, 
network failures, stress, size, geographical criti-
cality and estimated plant age. The ranking was 
used to identify priority areas of intervention.
Smart services applied to the organic fraction of waste: 
industrialisation and installation of 150 local compost-
ing systems for the transformation of organic fraction 
in compost.
ACEA INNOVATION
No. of structures installed/no. of 
structures to be installed= 4/150
During the year, collaborations with over 150 
municipal authorities were launched in order to 
respond to the NRRP call for tenders, and a 
composting plant was installed at the Italian ESA 
office. 
Contributing to making urban sites more sustainable 
through the offer of services intended to reduce 
environmental impact:
- insulation systems for thermal insulation (thermal 
cladding) and other energy efficiency services (100 
apartment complexes);
- residential photovoltaic and solar thermal systems 
(around 1,000 systems).
ACEA INNOVATION
No. of apartment buildings 
involved in interventions / no. 
apartment buildings planned = 
226/100 (of which 21 in 2021 
and 205 in 2022)
No. of photovoltaic and solar 
plants installed / no. of plants 
to be installed 204/1,000 (of 
which 21 in 2021 and 183 in 
2022)
In 2022 there were 205 interventions to con-
struct more sustainable buildings and around 180 
residential photovoltaic systems were installed.
Installation of at least 2,200 electric vehicle charging 
points and development of a platform for the manage-
ment of mobility services.
ACEA INNOVATION and ACEA ENERGIA
No. of charging stations installed 
/ no. of charging stations to be 
installed 423/2,200 (of which 
200 in 2021 and 223 in 2022)
No. of Acea Energia customers 
who used the platform in the 
year= 2,813
During the year, 223 e-vehicle charging stations 
were installed, of which 213 are for public use 
and 10 for private use. Over 2,813 users used 
the Acea e-mobility app, which can be used to 
quickly locate the closest charging point (includ-
ing those managed by other operators), reserve 
it, check the car’s charging status in real time and 
pay for the service.
Providing visibility to collaborations with start-ups 
through the organisation of events/initiatives in synergy 
with universities, institutions, etc.
ACEA SpA – COMMUNICATION 
(Event Management) 
No. of events/initiatives held=5
Annual target reached
In 2022, the launch event of the “Acea: Togeth-
er for the ecological transition” project was held, 
aimed at holding working tables on sustainability 
in collaboration with universities and research 
centres. The Terni and Naples stages of the Acea 
Innovation Tour were held, concluding with the 
final stage in Rome. Acea renewed its presence 
at the Ecomondo event and, for the ninth con-
secutive year, supported “Maker Faire in Rome 
- the European Edition”, presenting innovative 
and green solutions. 
Acea Group • Sustainability Report 2022
67

Promoting the 
resilience of the 
urban territory and 
innovation from a 
smart city perspective
In collaboration with start-ups, innovative SMEs, uni-
versities, research centres, hubs, business incubators 
and other innovation players, developing innovative 
projects linked to the Group’s core and non-core 
businesses, for at least 100 innovative proposals/year 
analysed, 10 trials/year (PoCs) launched and 1 industri-
alised process/year.
ACEA SpA – Technology & Solutions (Innovation)
No. of innovative ideas/ propos-
als analysed= 1,500
Trials started (PoC)= 14
Projects industrialised= 2
Annual target reached
Various pilot projects were launched, including: 
AI for Contact Centres, Smart Image Data 
Extraction, Drone Autonomo (MIDA), E-Sim, 
MeGA - Metrics for Grid Automation, Piatta-
forma OASI. Furthermore, 10 partnerships were 
established within the innovation ecosystem, 
such as those with Innovation Antenna San Fran-
cisco, Zero Accelerator, Open Italy, Mind The 
Bridge SEP, Casa delle Tecnologie Emergenti, 
Osservatorio Startup Intelligence, and Green 
Hydrogen Tech Accelerator. 
Implementing remote 
control systems and 
remote interventions
Installation of 400,000 smart meters.
ACEA ATO 2
No. of smart meters installed/
no. of smart meters to be 
installed= 33,822/400,000 
(8%) (25,063 in 2020, 2,795 in 
2021 and 5,964 in 2022)
Note: the figures from the pre-
vious two-year period have been 
adjusted following verification
Acea Ato 2 continued with the installation of 
some 6,000 “Add-On” NB-IoT devices such as 
“Proteus”, designed in collaboration with Areti.
Installation of 188,000 smart meters by 2024 which 
allow for remote readings, covering 80% of AdF users 
(equal to 231,690 in 2019). 
AdF
No. of smart meters installed/no. 
of smart meters to be installed= 
134,265/188,000 (82,626 
in 2020, 5,168 in 2021 and 
46,455 in 2022), 71%
No. of users with smart meter/
no. of users of AdF (in 2019) = 
134,634/231,690, equal to 58%
The replacement plan had to be redesigned due 
to the shortage in supply of electronic compo-
nents for the first half of the year caused by the 
macroeconomic context. From July onwards 
installation resumed at a faster pace, and works 
were completed in the municipalities of Follonica, 
Orbetello and Castelnuovo Berardenga. 
Replacing around 1,300,000 electronic meters with 
second generation (2G) devices, following a customer 
communications campaign about the electronic meter 
replacement plan. 
ARETI
No. of 2G meters installed/no. 
of 2G meters to be installed= 
648,745/1,300,000 (59,275 
in 2020, 316,176 in 2021 and 
273,294 in 2022), 49%
Customers reached by the 
campaign ≥ customers whose 
meters were replaced = 651,849 
≥ 642,206
The major replacement plan to replace 1G meters 
with 2G meters continued during the year, and 
specific information was sent to the affected 
customers. 
Implementing broadband connectivity on an optical 
fibre network owned by the company (or any other 
broadband connection) serving the operation of the 
power supply network covering all 70 Primary Substa-
tions (PSs) and 250 Secondary Substations (SSs).
ARETI
No. of PSs with broadband 
connection/70 PSs= 30/70, 
equal to 43% (14 in 2020, 10 in 
2021 and 6 in 2022)
No. of PSs with broadband con-
nection/250 PSs= 249/250, 
equal to 99.6% (7 in 2020, 91 in 
2021 and 151 in 2022)
Works were conducted to connect primary 
substations, secondary aggregation substations 
and secondary access substations to the fibre 
optic network.
Remote control of 100% of public lighting systems
(intermediate target for 2022).
ARETI (Public Lighting)
No. of remote-controlled public 
lighting control panels/total 
public lighting control panels= 
4,037/4,428, equal to 91% 
(1,145 in 2020, 885 in 2021 
and 300 in 2022)
An additional 300 remote-control panels were 
activated for a total of 2,330 panels connected 
via TLC. 
Extending the current remote control system with the 
aim of reaching a total of 460 plants remotely (2019 
figure: 278 plants connected via TLC).
ACEA ATO 5
No. of plants controlled remote-
ly/no. of plants to be controlled 
remotely = 395/460, equal 
to 86%
(9 installed in 2021 and 64 in 
2022)
Another 64 remote control systems were 
installed in 2022.
Remotely controlling at least 72% and 15% of MV and 
LV lines respectively of all MV/LV secondary trans-
former substations (medium and low voltage side). 
ARETI
No. of remote-controlled MV/
LV transformation SSs on 
medium voltage side/total MV/
LV transformation SSs in 2019= 
8,507/13,238, equal to 64%
No. of remote-controlled MV/
LV transformation SSs on 
low voltage side/total MV/LV 
transformation SSs in 2019= 
384/13,238, equal to 3%
As at 31/12/2022, remote control systems were 
activated on secondary transformer substations, 
equating to 64% on medium voltage systems and 
3% on low voltage systems.
Corporate identity
68

Implementing 
remote control 
systems and remote 
interventions
Remote control/measurement of 100% of the 
purification plants with capacity > 2000 PE (equal 
to 13 plants), 100% of the sewerage lifting plants (13 
plants) and 100% of the aqueduct plants of the Cities 
of Benevento and Telese Terme (29 plants).
GESESA
No. of purification plants > 
2000 PE remotely controlled/
no. of purification plants > 
2000 PE total = 13/13
No. of remotely controlled 
sewerage lifting plants/no. of 
total sewerage lifting plants = 
6/13
No. of remotely controlled 
aqueduct plants/no. of total 
aqueduct plants = 19/29
Alarms were installed on all sewage treatment 
plants with a capacity of more than 2,000 PE 
and remote control systems were installed on 
water plants.
Applying new 
technologies in leak 
detection and other 
operations
Expanding the analytical survey spectrum on the 
matrices managed (waste, water, emissions) with 
reference to new contaminants reported by the 
scientific community and the regulator.
ACEA ELABORI
No. of studies introduced= 5
Annual target reached
In 2022, four analytical studies were conducted 
to identify the compounds nonylphenol, 17-beta 
oestradiol, bisphenol A, Aloacetic acid. The list of 
PFAS (perfluoroalkyl substances) was extended, 
in line with the New Drinking Water Directive.
Implementing modelling methods, developing 
platforms and testing highly innovative techniques to 
support management and decision-making processes.
ACEA ELABORI
No. of methods implement-
ed= 1
No. of techniques implement-
ed= 1
No. of platforms created= 2
Annual target reached
The network of specific chemical sensors was ex-
panded to another Acea Ato 2 plant (Roma Nord 
treatment plant, in addition to those at Roma Est 
and Roma Sud); the SIFT-MS technology for 
the rapid measurement of volatile substances was 
successfully validated and is now able to collect 
emission and odour impact data; the algorithms 
for calculating odour reduction gains were 
validated and the expansion of Smart Odour 
functions is underway; the PICO platform was 
updated to promote shared knowledge (with 
more than 100 publications and conventions on 
the platform). 
Application of new loT technologies and advanced 
sensors with the installation of 300 sensors for the 
development of remote monitoring systems for water 
and sewerage networks.
GORI
No. of sensors installed/ no. 
of sensors to be installed: 
316/300
(95 in 2020 and 221 in 2021) 
Target for 2024 achieved
Target for 2024 achieved in 2021 with the 
installation of peripherals with NB-IoT and LoRa 
transmission systems on the water and sewerage 
networks.
SCOPE OF ACTION 3: CREATING AND PROMOTING KNOWLEDGE 
Developing research 
projects in part-
nership with other 
relevant departments 
Developing the research hub (Campus Grottarossa) 
by reinforcing collaborations/framework agreements 
with the scientific community on research, tech-
nological innovation and environmental sustaina-
bility, promoting synergies with the academic and 
institutional world and start-ups in order to identify 
development opportunities and applications for the 
Group.
ACEA ELABORI
No. of projects funded with 
Acea participation= (13 projects 
presented)
No. of scientific partnerships 
established= 20
No. of scientific publications or 
presentations at major confer-
ences= 21
Annual target reached
Various projects were presented to the European 
Horizon, LIFE, FISA and ICLEI calls, for the 
NRRP and to the Lazio Region. Partnership 
agreements were signed with academic and 
business partners. Abstracts for scientific papers 
were drafted, webinars were held and presenta-
tions at various scientific conferences were given.
Promoting innovation with at least 4 initiatives per 
year, internal and external, intended to promote 
scouting, idea generation, entrepreneurship and the 
culture of innovation, involving at least 200 people 
from the Acea Group. 
ACEA SpA – Technology & Solutions (Innovation)
No. of people involved= over 
500
No. of initiatives carried out/
no. initiatives to be carried out= 
32/4
Annual target reached
The initiatives conducted in 2022 include: the 
final event of the Innovation Garage project, the 
Innovation Day Tour, the InnovAction commu-
nity, the Innovation Gym, Women’s Open Call 
(3W: Women, Welfare & Worklife balance), and 
the Digital Innovation Antenna in San Francisco.
Acea Group • Sustainability Report 2022
69

CORPORATE GOVERNANCE  
AND MANAGEMENT SYSTEMS
CORPORATE GOVERNANCE AT ACEA 
The governance model adopted by Acea complies with the rec-
ommendations of the Corporate Governance Code and with the 
principles of transparency, balance and separation between 
guidance, management and control activities.
The Acea SpA Board of Directors establishes the strategic guide-
lines of the Group and is responsible for corporate governance. 
Three Committees are established within the Board with proposal 
and consultation responsibilities: the Control and Risks Commit-
tee, the Appointments and Remuneration Committee and the 
Ethics and Sustainability Committee.
There is also a Related-Party Transactions Committee, in imple-
mentation of CONSOB regulations, composed of independent 
Directors, and a Committee for the Region, which is entrusted 
with investigative, advisory and monitoring tasks, particularly for the 
management of sponsorships and donations granted by Acea, in 
compliance with the Company's prerogative rights and the regula-
tory and legal constraints applicable to individual subsidiaries, aimed 
at ensuring the development of healthy and virtuous relations with 
the regions in which the Group operates.
Lastly, the Board of Statutory Auditors performs supervisory du-
ties, according to the traditional model in force. 
Chart no. 13 – Activities of the Corporate Governance Committees 
 COMMITTEE 
 COMPOSITION 
 TASKS
CONTROL AND RISKS
APPOINTMENTS AND REMU-
NERATION
ETHICS AND SUSTAINABIL-
ITY
At least 3 Independent Directors or, 
alternatively, Non-Executive Direc-
tors with an independent majority, 
from whom the Chairman is chosen
At least 3 Non-Executive Directors 
with an independent majority, from 
whom the Chairman is chosen.
At least 3 Non-Executive Directors 
with an independent majority, from 
whom the Chairman is chosen.
Issues a prior opinion to the BoD regarding the definition of the 
Guidelines for the Internal Control and Risk Management System 
for the Group companies, including those relevant for medium/long-
term sustainability, so that they are correctly identified, measured, 
managed and monitored. Supports the assessments and decisions of 
the Board of Directors on these issues. Assists the Board of Direc-
tors, together with the competent Function and having consulted 
with the independent auditor and Board of Statutory Auditors, in 
assessing the correct use of accounting standards adopted in order 
to draw up the consolidated non-financial statement as per Legis-
lative Decree 254/2016. For the matters within its remit, monitors 
the adequacy and effective implementation of the Code of Ethics.
Provides opinions to the Board of Directors regarding its composi-
tion: size, adequacy of skills, compatibility of positions.
Proposes the remuneration policy for Directors and Executives to 
the Board of Directors, promoting medium-long term sustainability.
In a proactive and advisory manner, supports the Board of Directors 
in the context of corporate ethics and environmental, social and gov-
ernance topics.
Promotes the integration of sustainability into the corporate strat-
egy and culture.
Supervises the main sustainability issues related to business activities 
and interactions with stakeholders.
Examines the guidelines of the Sustainability Plan and, once ap-
proved by the Board of Directors, supervises its monitoring.
Checks the adequacy and implementation of the Code of Ethics.
Promotes a culture of diversity and fighting discrimination in the company.
10 MEETINGS IN 2022
11 MEETINGS IN 2022
8 MEETINGS IN 2022
During the year, the Departments, Functions and Business Units 
tasked with oversight of relevant topics such as Communication, 
Administration, Finance and Control, Investor Relations & Sus-
tainability, Procurement and Logistics, Human Resources, Oc-
cupational Health and Safety, etc. were convened as normal by 
the Board Committees of reference. Furthermore, the measures 
adopted to develop and improve understanding on issues of sustain-
ability within the Group's governance bodies include a number of 
specific induction initiatives, such as the detailed study conducted 
by Directors in June 2022 on the EU Regulation 2020/852 on the 
Corporate identity
70

Taxonomy of Environmentally Sustainable Economic Activities and 
on the Corporate Sustainability Reporting Directive. 
The company is managed by the Board of Directors, which can have 
from 5 to 9 members depending on the decision of the Sharehold-
ers’ Meeting. Board members remain in office for three financial 
years and can be re-elected. The method for selecting the mem-
bers of the Board guarantees gender representation, an adequate 
number of Directors representing minorities and Independent Di-
rectors in accordance with the law52.
The Board in office, appointed in May 2020, is composed of 9 di-
rectors, 4 of whom are women.
As at 31 December 2022, and considering the date of first appoint-
ment of the BoD, Directors have an average term of office of ap-
proximately 3.8 years.
52	  Pursuant 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 
31/12/2022, 5 Directors are effectively independent.
The Board of Directors met fifteen times during the year.
The Chief Executive Officer is the only executive Director.
In accordance with the Corporate Governance Code, Acea carries 
out a board evaluation annually, availing of an external advisor in 
order to assess the adequacy of the dimension, composition and 
function of the BoD and its internal Committees, as well as the 
issues discussed.
The Report on corporate governance and shareholders’ structure, avail-
able on the Group's website (www.gruppo.acea.it), provides informa-
tion about the Directors of Acea SpA: CVs, gender, qualification of 
independence, Directors’ interests and related party transactions, 
presence in meetings of the Board and the Committees they are 
members of and any positions in other Companies. The Report also 
describes the appointment and replacement process for members of 
the Board of Directors as regulated by the Articles of Association.
 
Table no. 10 – Structure of the Board of Directors and Committees of Acea SpA (as at 31.12.2022)
Role in the BoD
Appointments 
and Remunera-
tion Committee
Control 
and Risks 
Committee
Ethics and 
Sustainability 
Committee
Executive 
director
Independent 
director
Michaela Castelli (*)
Chairperson
Fabrizio Palermo (**)
CEO
X
Liliana Godino
Director
Member
Chairperson
X
Gabriella Chiellino
Director
Member
Chairperson
X
Massimiliano Capece Minutolo Del Sasso 
Director
Chairperson
Member
Member
X
Alessandro Caltagirone
Director
X
Massimiliano Pellegrini (***)
Director
Member
Giacomo Larocca
Director
Member
Member
X
Francesca Menabuoni (****)
Director
Member
Member
(*) On 14 February 2023, Director and Chairperson of the Board of Directors Michaela Castelli resigned from her position as Director and Chairperson of the Board of Directors, 
and on 17 February 2023 Barbara Marinali was appointed as Director and Chairperson of the Board of Directors.
(**) Director and CEO Giuseppe Gola and the Board of Directors of Acea reached an agreement for the consensual termination of the existing relationship on 26 September 2022. 
On the same date, Fabrizio Palermo was appointed Director and CEO.
(***) Director Giovanni Giani tendered his resignation as Director on 27 June 2022 due to other professional commitments. Director Massimiliano Pellegrini was appointed to 
replace Giovanni Giani at the board meeting of 18 July 2022. 
(****) The Director Diane Galbe, following the new appointment, submitted her resignation to the Acea BoD on 25 February 2022. Director Francesca Menabuoni was appointed 
to replace Diane Galbe by the Acea Ordinary Shareholders' Meeting of 27 April 2022. 
 
THE ROLE AND POWERS OF THE BOARD OF DIRECTORS IN ACEA
The duties lying with the Board of Directors pursuant to the law pro-
visions, the Articles of Association and in compliance with the rec-
ommendations provided in the Corporate Governance Code include:
	•
Definition of the strategic direction;
	•
Economic and financial coordination of the Group’s activities;
	•
Definition of the guidelines of the Internal Control and Risk 
Management System (SCIGR), nature and level of risk com-
patible with the Company’s strategic objectives, including signif-
icant risks for medium-long term sustainability;
	•
Establishing the Committees required by the Corporate Govern-
ance Code and appointing their members;
	•
Adopting the Organisation, management and control model as 
pursuant to Legislative Decree no. 231/01;
	•
Assessing the adequacy of the organisational, administrative and 
accounting structure of Acea and its strategic subsidiaries;
	•
Interacting with the shareholders, encouraging their participa-
tion and enabling them to exercise their rights;
	•
Evaluating the independence of its non-executive members at 
least on a yearly basis.
Acea Group • Sustainability Report 2022
71

FUNCTIONS OF THE CHAIRPERSON AND CHIEF EXECUTIVE OFFICER
The Chairman is the legal representative of the Company and is 
vested with powers of signature. He/she also convenes and chairs 
the Board of Directors and Shareholders’ meetings. The Chairman 
supervises the secretariat of the Board of Directors of the Parent 
Company and oversees the proceedings of the Board of Direc-
tors, ensuring the timeliness and completeness of the meeting and 
pre-meeting information; ensures that appropriate information 
flows are in place between Acea and the Group companies in order 
to monitor the consistency between the strategic guidelines and 
the performance; verifies the implementation of the resolutions 
adopted by the Board of Directors and the rules and principles of 
Corporate Governance, also in implementation of the powers re-
served to the Board of Directors. He also presides over the topics 
of corporate social responsibility.
The Chief Executive Officer is entrusted with the ordinary business 
of the Company. He/she has signing powers for the company and 
legal and procedural representation and any other powers delegat-
ed to him/her within the limits of the law and the By-laws. His/her 
terms of reference are based on long-term plans and annual budg-
ets approved by the Board of Directors. Moreover, he/she ensures 
and monitors compliance with operating guidelines, implementing 
organisational and procedural changes to the Parent Company’s 
activities consistent with the guidelines issued by the Board of Di-
rectors.
The Chairperson and the Chief Executive Officer may jointly 
implement acts reserved for the Board of Directors concerning 
contracts, purchases, participation in tenders, issue of sureties, ap-
pointment of members of the Board of Directors and Boards of 
Statutory Auditors of the most significant subsidiaries and affiliates 
when the urgency of the matter does not allow their convocation, 
informing the Board at its first subsequent meeting, which shall es-
tablish the existence of proven urgency and need.
MANAGEMENT AND COORDINATION OF THE ACEA GROUP
The Acea Group Management and Coordination Regulation, ap-
proved by the Board of Directors of Acea SpA, defines the gen-
eral rules that regulate governance relations between the Parent 
Company and the Companies directly or indirectly controlled by 
it and subject to its management and coordination. The Regulation 
establishes the Acea Group's organisational guidelines and code of 
conduct, aimed at guaranteeing and guiding the management of the 
Subsidiary Companies towards common Group objectives, consist-
ent with the strategic guidelines defined by the Parent Company, 
to achieve a more effective risk monitoring process to maximise 
shareholder value, as well as to ensure effective focus on stakehold-
ers in the areas in which Acea operates. 
When conducting its business, the Parent Company seeks to bal-
ance the interests involved, drawing inspiration from the principle 
of “compensatory advantage”, according to which individual trans-
actions must be examined and assessed ex ante by each Company 
in the light of any other advantage (real or potential) derived by the 
same Company from the pursuit of Group interests and policy. The 
transactions carried out by each Subsidiary must therefore not be 
considered solely in the interest of the Company itself, but in the 
broader context of the economic, asset-related and financial ex-
pectations, directly or indirectly deriving from the economic, as-
set-related and financial strategies of the entire Group.
INTEGRATED GOVERNANCE INDEX 2022 AND ACEA POSITIONING
The Integrated Governance Index (IGI) is a consolidated analysis 
which assesses companies’ evolution against sustainability govern-
ance developments. The questionnaire underlying the index, now 
in its seventh edition in 2022, is addressed to the top 100 Com-
panies listed on the Italian Stock Exchange, to the Companies that 
publish a Non-Financial Statement pursuant to Legislative Decree 
no. 254/2016, and to the top 50 non-listed financial and industri-
al Companies in the Mediobanca classification. The questionnaire 
consists of an ordinary area, divided into ten areas of analysis, and 
an extraordinary area, which varies each year, and explores par-
ticularly significant issues. In 2022, the extraordinary area focused 
on the extended ESG identity, also considering the supply chain. 
The topics examined by the ordinary area range from the Corporate 
Governance Code to remuneration linked to ESG aspects, from 
the purpose to ESG digital governance.
Acea, now in its sixth year of participation, achieved a score of 
60.45 (scale of 0-100), coming 16th out of a total of 86 respond-
ents and recording an improvement compared to the previous year 
(score of 59.23 and 21st place out of 80 respondents). In particu-
lar, Acea significantly outperformed other listed companies in areas 
such as Board and Sustainability Committees, Human Resourc-
es and the integration of ESG issues into strategies. Areas where 
Acea performed less well this year were Succession Plans and the 
integration of ESG into remuneration policies.
Corporate identity
72

In accordance with current legislation, the Ordinary and Extraor-
dinary Shareholders’ Meeting may be called up by the Board of 
Directors and at the request of shareholders representing at least 
5% of the share capital. Furthermore, in compliance with such pro-
visions, the shareholders representing at least 2.5% of the share 
capital may request the addition of new topics be added to those 
to be discussed and submit resolution proposals for matters already 
included in the agenda of the Meeting. 
Shareholder participation is facilitated by technology-based inter-
actions (electronic notice of proxies; notice of call posted on the 
website). Prior to the date set for the meeting, the shareholders may 
submit enquiries regarding topics on the agenda, also by email. There 
are no shares with limited voting rights or devoid of such right53. 
53	  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.
Except for the shareholder Roma Capitale, restrictions shall ap-
ply 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.
Within the Parent Company there are also several temporary or 
permanent Internal Committees involving representatives from the 
management team, which handle significant aspects of corporate 
management, such as the Coronavirus Prevention Committee that 
was set up at the onset of the pandemic and, in 2022, the Equality, 
Diversity & Inclusion Committee.
TOP MANAGEMENT REMUNERATION DETERMINATION PROCESS
A Remuneration policy is in place in Acea concerning top manage-
ment, directors tasked with specific duties and executives holding 
key positions. 
The remuneration system regarding these individuals is based on a 
clear and transparent process, with a key role being played by the 
Appointment and Remuneration Committee which formulates 
proposals regarding the remuneration Policy and the Board of 
Directors of the Company which approves them. The role of the 
two main corporate governance bodies ensures the observance of 
rules which avoid producing conflicts of interest and ensuring clarity 
through adequate information.
The Shareholders’ Meeting, pursuant to art. 2389 of the Civil Code, 
may decide not to intervene in determining the remuneration of 
the executive directors and members of the Committees, or may 
establish the maximum threshold, leaving the Board to decide on 
how to allocate it. It also resolves in favour of or against (binding 
resolution, pursuant to article 123-ter of the Consolidated Law on 
Finance, paragraph 3-ter), the first section of the Remuneration 
Report (paragraph 3 of the same article) and in favour of or against 
(non-binding resolution, pursuant to article 123-ter of the Consol-
idated Law on Finance, paragraph 6) the second section of the Re-
muneration Report (paragraph 4 of the same article). The Board of 
Directors determines the remuneration of the Chairperson, Chief 
Executive Officer and other Directors with specific duties, on pro-
posal by the Appointments and Remuneration Committee, and also 
the remuneration due to the members of the Committees within 
the Board of Directors and the remuneration of the Executives with 
strategic responsibilities. The BoD, unless the Shareholders’ Meet-
ing has already done so, determines the breakdown of the overall 
remuneration among the individual Board members.
Finally, please note that the remuneration of board members re-
mained unchanged from the resolution of 5 June 2014; 
For more details see the Report on the remuneration policy and on 
the fees paid – 2022 available on the website www.gruppo.acea.it.
Under the regulations in force (CONSOB Issuers' Regulations), 
the Report on the Remuneration Policy and on the Fees Paid must 
include information on the shareholdings of members of the Board 
of Directors and Board of Statutory Auditors, General Managers 
and other Executives with strategic responsibilities; therefore, the 
shares held at the end of the reference year are reported, as well 
as details of those purchased and/or sold during the year. There are 
no specific requirements for the ownership of shares by Acea SpA 
Directors, but under Acea's Internal Dealing regulation, in line with 
market abuse regulations, transactions must comply with certain 
obligations (over-the-limit transactions and blackout periods). 
Acea Group • Sustainability Report 2022
73

INTERNAL CONTROL AND  
RISK MANAGEMENT SYSTEM
Acea’s Internal Control and Risk Management System (SCIGR), 
which plays a central role in the Group’s corporate governance 
structure, consists of a set of people, tools and organisational struc-
tures intended to:
	•
identify the risks that can affect the pursuit of the objectives 
defined by the Board of Directors;
	•
encourage the taking of conscious decisions that are consistent 
with the company’s objectives, within the context of a wide-
spread knowledge of the risks and the level of tolerance to them, 
legality and company values;
	•
safeguard the company’s assets, the efficiency and effective-
ness of its processes, the reliability of the information provided 
to corporate bodies and the market and compliance with internal 
and external regulations.
The Internal Control and Risk Management System Guidelines 
promote the sound management of the Group in line with the cor-
porate objectives through a process of identification, measurement, 
management and monitoring of the main risks and the activation of 
information flows to ensure sharing and coordination between the 
various actors involved. The Guidelines take into account the rec-
ommendations of the Corporate Governance Code of Borsa Italiana 
and are inspired by existing best practices, in particular COSO – In-
ternal Control – Integrated Framework (Committee of Sponsoring 
Organisations of the Treadway Commission) and are intended to: 
	•
Provide guidance for the actors of the SCIGR, so that the main 
risks pertaining to the Acea Group, including those regarding 
sustainability in the medium-long term, are correctly identified 
and adequately measured, managed and monitored;
	•
identify principles and responsibilities with regards to govern-
ing, managing and monitoring risks linked to company activities;
	•
Provide for control activities at all operational levels and identi-
fy tasks and responsibilities to ensure coordination between the 
main subjects involved in the System. 
Risk management is a cross-cutting process with widespread re-
sponsibilities among all the parties of the company: the Board of 
Directors and the Board Committees, the Director in charge of 
the SCIGR (who is also the Chief Executive Officer), the Board of 
Statutory Auditors, all the managers and employees, the Manager 
in charge, the second level Supervisors, the Oversight Committee, 
Data Protection Officer, the Internal Audit Function and the Risk 
& Compliance Function.
Chart no. 14 – The architecture of the SCIGR
CONTROL AND RISKS 
COMMITTEE
OPERATIONAL 
CONTROLS
MANAGEMENT 
CONTROLS
BOARD OF DIRECTORS
DIRECTOR IN CHARGE OF THE SCIGR
BOARD OF STATUTORY 
AUDITORS
FINANCIAL REPORTING 
MANAGER
231 OVERSIGHT
 COMMITTEE
DPO
THIRD-LEVEL CONTROLS
INTERNAL AUDIT
AUDITING, CERTIFYING 
BODIES, ETC.
FIRST-LEVEL CONTROLS
Employees and operating struc-
tures responsible for risks and 
their daily management
Functions which ensure and in-
dependently check the SCIGR's 
adequacy
Corporate functions which supervise management of 
certain risks through control and monitoring
SECOND-LEVEL CONTROLS
ERM
SGI QESE
MOD. 262
PRIVACY
SAFETY
MOG 231
ANTITRUST - UNFAIR 
BUSINESS PRACTICES
CYBER SECURITY
…
Corporate identity
74

Chart no. 15 – The key players of the SCIGR
BoD: determines the guidelines of the SCIGR so that the main risks for Acea and its subsidiaries are identified, measured 
and managed
Appointed Director: implements the SCIGR guidelines and takes care – also by using the Audit and Risk & Compliance 
Departments – 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
Company staff: acts with different responsibilities, from management to workers, in maintaining an efficient process of iden-
tifying managing risks, operating with respect to the procedures and performing activities of control on the line
Financial Reporting Officer: is responsible for establishing and maintaining the Internal Control System regarding Financial 
Statements
Risk & Compliance – ERM: defines the risk assessment and prioritisation methodology and coordinates the management of 
the periodic Risk Assessment process
Oversight Committee: has powers of initiative and action regarding the operation of the 231 Model
Data Protection Officer: in charge of overseeing company organisation compliance with Reg. EU 679/2016 through guid-
ance, control and monitoring activities
Internal Audit: carries out independent audits on the operations and suitability of the SCIGR using an audit plan (risk based) 
approved by the BoD and monitors the execution of the action plans issued following the audits performed
Dedicated corporate structures in the Holding Company oversee 
specific models for monitoring risks, including risks relating to the 
potential commission of crimes.
The internal control structures constantly monitor and adapt their 
operating models in order to oversee the relevant risks in the best 
manner possible.
Table no. 11 – Models and controls
Models and controls
Oversight areas
Guidelines of the Management and Control Model pursuant to Law 
262/2005
Risks connected with the Group’s Financial Reporting
Privacy Governance Guidelines
compliance with EU Regulation 2016/679 (GDPR) and other national and 
European provisions on the protection of personal data
Antitrust Compliance Programme
compliance with antitrust and consumer regulations  and development of a 
corporate culture to ensure the protection of competition and consumers
Oversight of Cyber Security
cyber risk, also in compliance with EU Directive 2016/1148 on European 
Information Systems and Networks (NIS)
Oversight of ISO45001 and ISO14001
occupational health and safety risks and environmental risks 
Organisation, Management and Control Model pursuant to Legislative 
Decree 231/2001
risk of commission of administrative offences and crimes in the 
areas covered by Legislative Decree 231/2001 
Acea Group • Sustainability Report 2022
75

THE ACEA “PRIVACY GOVERNANCE MODEL” 
Acea has adopted a Group Privacy Governance  Model, compliant 
with the indications of Regulation (EU) 2016/679 on data pro-
tection (GDPR), which constitutes the organisational and control 
framework in which the roles and responsibilities and the imple-
menting methods of the basic principles of the Privacy regulation 
are identified, with a preventive risk-based approach supported by 
continuous monitoring and periodic reviews.
This Model - which is also adopted by the Subsidiary Companies - is 
reviewed annually on the basis of the performance in previous years 
and is amended to strengthen its effectiveness (Control Frame-
work).
Acea oversees the various areas with an impact on privacy, grad-
ually leading to the adoption of policies on remote working, data 
security management and compliance.
In 2022, the risk analysis of all data processing included in the Par-
ent Company’s records was completed, aimed at ensuring the con-
stant and prompt update of the associated risks. Processing consid-
ered to be potentially high risk, according to the specific situation, 
is subject to specific analyses such as the DPIA (Data Protection 
Impact Assessment), LIA (Legitimate Interest Assessment) and TIA 
(Transfer Impact Assessment). For outsourced activities, specific 
contractual tools were adopted to govern personal data processing 
and continuous monitoring of procurement activities is ensured.
During the year, the provisions issued by the Italian Data Protec-
tion Authority, such as those concerning Google analytics, were 
implemented, and other initiatives were launched:
	•
an internal awareness campaign, with the promotion on the 
company intranet of “training pills” on key data protection con-
cepts;
	•
the development, in collaboration with the physical and cyber 
security departments of the Parent Company, of a second-level 
governance and monitoring tool (PSRC tool), consisting of a 
library of 62 risk-adapted control measures/domains, aimed at 
overseeing privacy security and data protection risks;
	•
a GDPR compliance pilot project for suppliers, appointed as 
data controllers, in order to comply with the obligations of su-
pervision and control over the processing of personal data for 
the Acea Group.
ANTITRUST COMPLIANCE PROGRAMME
Antitrust law and consumer protection regulations represent key 
compliance areas and are a major focal point for the Acea Group, 
which has implemented a project to revise and update the existing 
Antitrust Compliance Programme, with the aim of defining and 
formalising a structured and high-profile Antitrust Compliance 
Governance Model. Building on its experience and the insights of-
fered by the enforcement practice of the Italian Antitrust Author-
ity, the Group is able to strengthen the internal control system in 
this area and to refine compliance strategies, in accordance with the 
guidelines provided by case law and by the Italian and EU antitrust 
authorities. In 2022, Acea's Board of Directors approved the "An-
titrust Compliance and Consumer Protection Guidelines", which 
aim to provide subsidiaries with a common framework that outlines 
the guidelines for the implementation of their own Antitrust Com-
pliance Model, each according to its own specific characteristics. 
The Subsidiary Companies appoint an Antitrust Officer who is re-
sponsible for the implementation of the Model.
CYBER RISK, INFORMATION ASSETS AND ICT SYSTEMS
The development of digital technologies for the management of in-
frastructure and essential services requires the parallel development 
of measures to combat cyber security threats.
According to scenario data, the number of cyber attacks in the 
energy sector in the first half of 2022 was 42% higher than the 
total number of attacks in 2021; during the same period, the costs 
incurred by companies due to cyber damage tripled, and this figure 
is expected to double again by 2025 At the same time, the Euro-
pean Union intervened on the evolution of the sector's regulations, 
while in Italy the Italian Cyber Security Regulatory Authority (ACN 
- Agenzia per la Cybersecurity Nazionale) became fully operational.
Cyber security and the development of skills in all Information Se-
curity domains (technology, legal, risk management, incident man-
agement, training, etc.) are therefore becoming highly strategic 
areas.
In 2022, the holding company's Cyber Security Unit continued to 
develop capacities and optimise its technological innovation, pro-
cesses and organisation, and plays a key role in the security of the 
Continuous monitoring based on a preventive risk-based approach
DPO – Risk & Compliance team
Training
Periodic 
monitoring
Privacy 
screening
DPIA
Risk anal-
ysis
P
ri
va
c
y 
b
y 
d
es
ig
n
P
ri
va
c
y 
b
y 
d
ef
a
ul
t
Sa
f
et
y 
m
ea
su
re
s
S
ec
ur
it
y 
in
ci
d
e
nt
s
S
u
p
pl
ie
r 
m
an
a
ge
m
e
nt
Corporate identity
76

Group's operating companies. In particular, a new strategy, objec-
tives, technologies and processes were defined in the areas of IT, OT 
and IoT, applying a holistic and unified approach to the increasingly 
challenging issue of security. During the year, the second phase 
of the cyber risk analysis programme was conducted, increasing 
the number of assets in the scope of the analysis and attempting 
to develop an integrated risk overview in the relevant areas. The 
Vulnerability Management Programme, aimed at researching and 
mitigating vulnerabilities was consolidated, extending the scope of 
the analysis and developing the supporting technologies, while the 
Security by Design process, which focuses on defining IT security 
requirements and is fundamental to developing business-oriented 
technology projects, was also strengthened. 
Thanks to the development of Cyber Threat Intelligence, the vol-
ume of managed information deriving from within and outside the 
Company was significantly expanded, laying the foundations for the 
comprehensive and integrated monitoring of the cyber climate. In 
addition, the creation of a catalogue of security services, delivered as 
a continuous service or on demand, has improved the efficiency and 
cost effectiveness of the cyber risk management service, also con-
solidating cyber security as a competitive advantage for the business.
Other measures implemented to improve the Group's cyber re-
silience, particularly in the Cyber Legal area, include a regulatory 
monitoring service aimed at identifying cyber security legislative 
initiatives that directly impact the context in which Acea operates, 
and, in this regard, proactively identifying the necessary compliance 
measures. 
To develop institutional accreditations, meetings were held with the 
main institutions aimed at consolidating Acea's position as a stra-
tegic partner in the field of cyber security and as an active partic-
ipant in the definition and revision of directives and implementing 
decrees on the subject, establishing the company as a major player 
both in the protection of critical infrastructures and in the security 
of the Energy and Water sectors.
Real-Time Security Monitoring and Incident Management capa-
bilities were increased tenfold, partly in response to the current 
geopolitical scenario which strongly impacted the cyberspace in 
2022. For example, in January 2022 there was a marked increase 
in cyber attacks from Eastern Europe, peaking in February when 
attacks rose from 2 million per month to over 9 million per month.
Finally, the awareness and training campaign aimed at the entire 
company workforce to develop knowledge and individual skills on 
cyber security continued. Acea also continued to take part in the 
ECHO programme, the European network of Cybersecurity cen-
tres and competence Hub for innovation and Operations, to es-
tablish a Europe-wide network of cybersecurity centres, and in the 
H2020 ATENA project on the security and resilience of digital 
infrastructures.
 
PROTECTION OF PHYSICAL AND DIGITAL ASSETS AND MANAGEMENT OF INTERNAL RISKS
The Security Unit is part of the Human Resources Department and 
is responsible for defining the guidelines and policies on the safe-
guarding and protection of the company's physical assets, as well as 
associated actions aimed at preventing fraudulent conduct and en-
suring compliance with current security regulations. It also oversees 
the design, installation and maintenance of the Security Systems 
for the company sites of subsidiary companies and coordinates the 
implementation of plans for the continuity of operations and the 
management of emergencies. 
The Security Unit manages the security and reception facilities and 
personnel and controls the Security Operating Room (SOS), the 
video surveillance, anti-intrusion and alarm systems; lastly, in col-
laboration with the relevant structures and companies of the Group 
it coordinates the proper performance of the activities required by 
judicial authorities, security institutions and the police.
In 2022, the IT equipment in the Security Operations Room was 
replaced; as part of the project, PAM systems using AI-based 
password protection and software encryption technology were de-
veloped and installed to mitigate the risks and possible effects of 
hacker attacks. The Group continued to monitor and manage the 
risk associated with the Covid-19 pandemic at its sites.
Within the framework of the Internal Control and Risk Manage-
ment System, Group companies adopt their own Organisation, 
management and control models pursuant to Legislative Decree 
no. 231/2001 to prevent the risk of certain crimes or administrative 
offences committed in their interest or benefit by senior manage-
ment or subject to the management or supervision of the latter. 
The development of the Models is preceded by a mapping of the 
business areas concerned (so-called “risk areas”) and the identi-
fication of sensitive activities and potential offences. The Models 
are promptly updated in response to changes in the organisation or 
activities carried out, or following the introduction of new cases in 
the catalogue of predicate offences of the aforementioned Legisla-
tive Decree. In 2022, regulatory updates to Legislative Decree no. 
231/2001 concerned the entry into force of Law no. 9/2022 con-
taining “Provisions on crimes against cultural heritage”, which in-
troduced “Crimes against cultural heritage” (Art. 25-septiesdecies) 
and “Laundering of cultural assets; destruction and looting of cul-
tural assets and landscape” (art. 25-duodevices) as new offences.
For Acea, the adoption of principles and compliance with the rules set 
out in the Company Code of Ethics – an integral part of the 231 Model 
and the internal control system – are also relevant to prevent the crimes 
pursuant to Legislative Decree no. 231/2001, as well as representing a 
key reference for recipients of the Code. The Oversight Committee 
(OC), which is designated as a key player under the Decree, has full 
and autonomous powers of initiative, action and control regarding the 
operation, effectiveness and observance of the specific Models. Or-
ganisational controls are managed by the Internal Audit Function, 
which ensures the verification and monitoring of certain process-
es  instrumental to Legislative Decree no. 231/2001, such as the 
circumstances in which the conditions or means for the commis-
sion of several offences could manifest, on behalf of the Oversight 
Committee of the subsidiaries that have adopted the Model. 
The Internal Audit function carries out the controls envisaged in 
the Audit Plan, approved by the Board of Directors and subject to 
the opinion of the Control and Risk Committee. The Plan is drawn 
up on the basis of the analysis and prioritisation of the main risks 
for Acea and its subsidiaries, carried out during the Risk Assessment, 
Acea Group • Sustainability Report 2022
77

also thanks to the monitoring carried out by the corporate Func-
tions responsible for second-level controls. 
In 2022, around 91% of the Plan activities concerned corporate 
processes deemed as exposed to the risks as per Legislative Decree 
no. 231/2001, amongst which the crimes regarding corruption, the 
environment, and in violation of injury prevention laws and the laws 
safeguarding occupational health.
With regard to audits of processes related to corruption risks, 
there are, in particular, periodic audits of sponsorships, consulting, 
personnel selection, purchasing and payments, and out-of-court 
settlements for all subsidiaries that adopted the Model pursuant to 
Legislative Decree no. 231/2001.
As required by the professional standards of the Institute of Inter-
nal Auditors (IIA), the audits also assess the specific fraud risks of 
the process analysed and test the operation of the related controls. 
With reference to detection audit activities, 23 Key Risk Indicators 
have been adopted for the purchasing area, which are analysed pe-
riodically. 
REPORTS RECEIVED ON THE CODE OF ETHICS AND THE ROLE OF THE ETHICS OFFICER
In November 2022, the Board of Directors of Acea SpA adopted 
the new Code of Ethics, revising and updating the 2018 version. In 
addition to reflecting regulatory and organisational developments, 
the update aimed to make the Code of Ethics more usable and ap-
plicable to the various businesses within the Group, and to enable 
the wider dissemination of Acea's principles and values to all Group 
companies and individuals. 
Meanwhile, references were added to the principles and standards 
associated with the Group's strategic initiatives, particularly those 
related to sustainability, and the following topics were developed:
	•
the protection of human rights in every operational context, in-
cluding the supply chain;
	•
explicit reference to inclusion, the involvement of Acea’s person-
nel, and organisational well-being;
	•
commitment to preserving ecosystems and biodiversity;
	•
commitment to defining a climate change mitigation and adap-
tation strategy;
	•
the importance of dialogue and discussion with stakeholders;
	•
interacting with sustainability-conscious suppliers.
Acea has a procedure which can be activated by both employees 
and external parties, for the receipt, analysis and processing of re-
ports – so-called “whistleblowing” reports – relating to potential 
violation of the law, the internal rules and the Code of Ethics, as well 
as issues pertaining to the Internal Control System, corporate in-
formation, the Company’s administrative responsibility (Legislative 
Decree no. 231/2001), fraud and conflicts of interest, while ensur-
ing the maximum level of confidentiality and privacy when pro-
cessing the reports received in order to protect the whistleblower 
and the reported party. The “Comunica Whistleblowing” company IT 
platform uses an advanced encryption system for communications 
and its database to guarantee compliance with required regulatory 
standards (Law no. 179/2017), confidentiality for whistleblowers, 
secure filing of documents sent and uploaded to the system and 
confidential management of analysis and other processes.
The reports related to alleged violations of the Code of Ethics and 
the SCIGR of the Group companies are sent to the Ethics Officer, 
the collegial body within the Group that manages the system for 
reporting alleged violations due to non-compliance with the law, 
the internal regulations and the Code of Ethics and monitors ob-
servance of the values of transparency, legality, fairness and eth-
ical integrity in relations with all stakeholders. The Ethics Officer 
also prepares periodic reports on the main findings to company top 
management and the supervisory bodies.
In 2022, 38 reports were received by the Ethics Officer, of which 
24 related to alleged violations of the Code of Ethics and 14 to 
other cases (commercial complaints, reports of alleged abusive 
connections to the water and electricity networks) and were there-
fore classified as 'not relevant'; 16 of these reports were sent to the 
Ethics Officer's e-mail address, 12 by regular mail and 10 by the 
Whistleblowing Platform.
The 24 “relevant” reports concerned: 4 on customer relations, 7 
on health, safety and environment, 6 on procurement and suppli-
er relations, 2 on human resources, 2 on protection of company 
assets, 1 on transparency and fairness, and 2 on compliance with 
company regulations. At the end of the investigations, 7 reports 
were assessed as “justified” and, therefore, the relevant corrective 
actions were taken, 14 reports were assessed as “unjustified”, 2 were 
filed as “unsubstantiated” and “unverifiable”, and 1 was classified as 
“suspended”, pursuant to the Whistleblowing procedure, as it con-
cerned a labour dispute with an employee.
Failure to comply with the Code of Ethics by employees may re-
sult in disciplinary measures, as defined in the Code itself and in the 
OMC Model 231 adopted by Group companies, such as fines or 
suspension from service which may affect remuneration.
The Ethics Officer is also tasked with supporting the company de-
partments appointed to Code of Ethics training, by promoting com-
munication programmes and activities intended for their maxi-
mum dissemination, in addition to the Ethics and Sustainability 
Committee in monitoring the adequacy and implementation of the 
Code of Ethics, for the matter within its remit. To this end, the Ethics 
Officer can suggest that the Ethics and Sustainability Committee 
issue or amend any guidelines and operating procedures in order 
to reduce the risk of violation of the Code of Ethics and indicate 
opportunities to update it. In 2022, the Ethics Officer periodically 
monitored the uptake of training on the Code of Ethics and Whis-
tleblowing. Furthermore, two live training sessions on the whistle-
blowing process were held by the Ethics Officer aimed at managers 
and senior management.
INTEGRATED ANALYSIS AND RISK MANAGEMENT 
METHOD
Thanks to the ERM Programme, based on the COSO framework 
“Enterprise Risk Management (ERM) - Integrating with Strategy and 
Performance” 2017, the Acea Group isimproving the integrated vi-
sion and proactive management of risks. 
The aim of the ERM process is to:
	•
represent the type and significance (probability and economic-fi-
nancial and/or reputational impact) of the main risks, also with im-
pacts on sustainability, that may jeopardize the achievement of the 
Group’s strategic and business objectives;
	•
addressing response strategies and subsequent additional miti-
gation actions.
Corporate identity
78

The methodology and tools uses to identify risks and assess their 
severity in a consistent manner at a Group level, through the defi-
nition of the Risk Model, has further focused attention on ESG as-
pects and the risk scenarios associated with the issues that emerged 
from the Materiality Analysis (see “Communicating Sustainability: 
Methodological Note” for more details). During the Risk Assess-
ment, performed at least once a year at Group level, the Risk Own-
ers identify the risk scenarios related to the Acea material topics, 
highlighting the possible impact and typical control activities imple-
mented in order to manage and mitigate them. The results of the 
ERM Process are also taken into account when planning actions 
to mitigate risks and seize opportunities by Group companies with 
certified Management Systems.
The Group Risk Assessment Report, drawn up downstream of the 
activities and according to the schedule defined above, provides the 
Board of Directors and Committees of Acea SpA with an overview 
of the Group's overall risk profile and its evolution over time. Fur-
thermore, at the request of the supervisory and/or administrative 
bodies, the Risk & Compliance Function may be called upon to pro-
duce specific reports associated with risk assessments on particular 
areas, including ESG topics, in line with the methodology and ERM 
framework.
The ERM processes allow for constant interaction between the 
ERM Unit of the Parent Company’s Risk & Compliance Function 
and the focal points in the Risk & Compliance Units of the Oper-
ating Companies (see Chart no. 16).
 
Chart no. 16 – The ERM Unit and the corporate focal points
OPERATING COMPANY
RISK & COMPLIANCE UNIT
ERM FOCAL POINT
OPERATING COMPANY
RISK & COMPLIANCE UNIT
ERM FOCAL POINT
•	 RISK IDENTIFICATION AND 
ASSESSMENT
•	 DEFINITION OF MITIGATION 
PLANS
•	 RISK IDENTIFICATION 
AND ASSESSMENT
•	 DEFINITION OF 
MITIGATION PLANS
•	 PERIODIC RISK 
ASSESSMENT
•	 MONITORING 
IMPLEMENTATION
•	 OF MITIGATION ACTIONS
•	 PERIODIC RISK 
ASSESSMENT
•	 MONITORING 
IMPLEMENTATION
•	 OF MITIGATION ACTIONS
ERM UNIT
HOLDING RISK & COMPLIANCE FUNCTION 
•	  ACEA SpA PERIODIC RISK ASSESSMENT 
•	 GROUP CONSOLIDATION RISK ASSESSMENT
•	 REPORTING TO TOP MANAGEMENT AND ADMINISTRATION AND CONTROL BODIES
tools, method, 
coordination
information flows
information flows
ACTION 
OWNER
ACTION 
OWNER
RISK 
OWNER
RISK 
OWNER
ACTION 
OWNER
ACTION 
OWNER
RISK 
OWNER
RISK 
OWNER
ACTION 
OWNER
ACTION 
OWNER
RISK 
OWNER
RISK 
OWNER
SUPPORT AND FACILITATION
SUPPORT AND FACILITATION
INFORMATION FLOWS
INFORMATION FLOWS
Acea Group • Sustainability Report 2022
79

Table no. 12 – Acea material topics, risks and management methods
Highly significant material topic  
and related risk
Potential impact  
on Acea
Potential impact  
on stakeholders
Risk management approach  
and associated impacts
SUSTAINABLE AND CIRCULAR  
WATER MANAGEMENT
adverse natural events and/or  
climate change (*);
authorisation delays impacting on optimal 
management conditions 
economic/financial 
reputational
natural environment, 
communities/citizens, 
inhabitants served by the water 
service, ecosystem innovation 
and research/business partners/
scientific communities/
membership bodies, institutions
	•
Policies, processes and procedures (relations 
with institutional representatives and 
authorisation bodies)
	•
Dedicated organisational structures
	•
Focus of investments 
	•
Business Continuity and Maintenance Plans 
	•
Specialist studies and analyses (ISO 17025) 
	•
IT security systems 
ETHICS AND INTEGRITY  
IN BUSINESS CONDUCT
Conduct contrary to binding regulations, 
internal rules and standards of reference
economic/financial 
reputational
communities/citizens, 
inhabitants served by the 
water service, Areti users, 
Acea Energia customers, 
shareholders and investors, 
employees, suppliers/production 
chain, innovation and research 
ecosystem/business partners/
scientific community/
membership bodies, institutions
	•
Policies, processes and procedures (Code 
of Ethics – Organisation, Management and 
Control Model 231/2001 – Whistleblowing 
system)
	•
People and organisation (training and 
communication plans)
	•
Monitoring and periodic reporting
PROTECTION OF ECOSYSTEMS  
AND BIODIVERSITY
Exceeding the emission limits envisaged by 
laws and authorisation decrees;
failure to meet targets to increase renewable 
energy consumption;
impacts on environmental balance conditions 
caused by plants that unexpectedly do not 
comply with legal limits
economic/financial 
reputational
all stakeholders
	•
Policies, processes and procedures (ISO 14001 
and EMAS)
	•
People and organisation (dedicated structures 
and training)
	•
Focus of investments
	•
Monitoring and support tools
	•
Specialist studies and analyses
	•
Periodic reporting 
	•
Maintenance plans 
	•
Remote control and remote management 
applications
CLIMATE CHANGE AND ENERGY 
TRANSITION
failure to build sustainable plants and to adapt 
operating practices to the evolution of climate 
change and to achieve the dissemination 
objectives of consumption from renewable 
sources (production of energy from renewable 
sources, resilience of the electricity grid, 
availability of water)
economic/financial 
reputational
all stakeholders 
	•
Policies, processes and procedures (ISO 
50001, ISO 14001, UNI 11352 and EMAS)
	•
Dedicated organisational structure
	•
Specialist studies and analyses
	•
Focus of investments
	•
Periodic reporting 
TECHNOLOGICAL INNOVATION  
AND DIGITAL TRANSFORMATION
operational inefficiency due to technological 
and innovative inadequacy; 
Cyber risk/Operational Technology (*)
economic/financial 
reputational
all stakeholders 
	•
Policies, processes and procedures (dialogue 
with institutional counterparts)
	•
Monitoring and periodic reporting
	•
People and organisation (training and skill 
consolidation)
	•
IT security systems
MANAGEMENT AND TREATMENT OF 
WASTE FOR A CIRCULAR ECONOMY 
failure to comply with regulations; 
obstacles in the waste treatment and delivery 
market (*)
economic/financial 
natural environment, 
communities/citizens, new 
generations, suppliers/
production chain, ecosystem 
innovation and research/
business partners/scientific 
communities/membership bodies
	•
Policies, processes and procedures
	•
(ISO 14001 and EMAS) 
	•
People and organisation
	•
(specific units and training)
	•
Periodic reporting
	•
Audits on customers/suppliers/partners
	•
Consolidation through corporate acquisitions 
(M&A)
	•
Monitoring and control plans
OCCUPATIONAL HEALTH AND SAFETY
accidents at work, risk of spreading disease 
economic/financial 
reputational
employees 
	•
Policies, processes and procedures (ISO 
45001, Biosafety Trust, ISO39001)
	•
People and organisation (dedicated structure, 
training and communication plans)
	•
Supplier checks
	•
Extraordinary maintenance on plants serving 
the offices, office sanitisation
	•
Monitoring and periodic reporting
Corporate identity
80

DIALOGUE AND ENGAGEMENT WITH 
STAKEHOLDERS AND TERRITORY
tensions with stakeholder representatives 
in the region with negative effects on the 
development of activities (*)
economic/financial 
reputational
all stakeholders 
	•
Policies, processes and procedures 
	•
People and organisation (stakeholder 
engagement oversight activities, training and 
skill consolidation)
	•
Dialogue with counterparties
SKILLS DEVELOPMENT AND 
EVOLUTION OF THE WORKING 
ENVIRONMENT
lack of adequacy both in terms of skills and 
composition of company workforce
economic/financial 
reputational
employees
	•
Policies, processes and procedures 
(remuneration and incentive policies)
	•
People and organisation (dedicated structures 
and training)
	•
Performance evaluation system
	•
Monitoring and periodic reporting
SUSTAINABILITY IN INFRASTRUCTURE 
DESIGN, CONSTRUCTION AND 
MANAGEMENT
environmental and social impacts from 
inadequate and failed design, construction and/
or management of plants/ networks (*)
economic/financial 
reputational
natural environment, 
communities/citizens, new 
generations, inhabitants 
served by the water service, 
Areti users, Acea Energia 
customers, shareholders and 
investors, suppliers/production 
chain, innovation and research 
ecosystem/business partners/
scientific community/
membership bodies, institutions 
	•
Policies, processes and procedures 
	•
(application of sector best practice)
	•
Monitoring and periodic reporting
	•
People and organisation (training and skill 
consolidation)
	•
Implementation of specific applications
	•
Maintenance plans
CUSTOMER FOCUS
failure to reach service quality levels; 
difficulty in meeting customer expectations (*)
economic/financial 
reputational
communities/citizens, 
inhabitants served by the water 
service, Areti customers, Acea 
Energia customers
	•
Policies, processes and procedures 
	•
Dedicated organisational structure
	•
Periodic reporting (analysis of customers and 
services)
	•
Regulatory framework and reference legislation 
monitoring
	•
Investment in customer care software
SUSTAINABILITY AND CIRCULARITY 
ALONG THE SUPPLY CHAIN 
failure to audit the procurement process;
failure of suppliers to comply with 
the requirements (health and safety, 
environmental, anti-corruption)
economic/financial 
reputational
suppliers/production chain, 
ecosystem innovation and 
research/business partners/
scientific communities/
membership bodies 
	•
Policies, processes and procedures 
	•
Quality monitoring of goods/services received 
	•
Qualified suppliers register
	•
Specialist benchmark studies and analyses
COMPANY WELL-BEING, DIVERSITY 
AND INCLUSION
increased absenteeism rate; negative company 
climate; 
possible lawsuits from employees
reputational
employees
	•
Policies, processes and procedures 
	•
People and organisation 
	•
Training and communication plans
	•
Corporate welfare initiatives (e.g. flexible 
benefits, health check-ups) 
GOVERNANCE FOR SUSTAINABLE 
SUCCESS
non-compliance with Legislative Decree 
no. 254/2016; inadequacy of the internal 
regulatory system with respect to the 
guidelines of the Corporate Governance Code
reputational
Shareholders and investors, 
employees, institutions 
	•
Policies, processes and procedures (updating 
and verification of information systems and the 
organisation)
	•
Board committees (Ethics and Sustainability, 
Control and Risks) 
	•
Certification of data managers and reporting 
assurance by the auditor
	•
Monitoring and periodic reporting
- ECONOMIC GOVERNANCE TOPICS - SOCIAL TOPICS - ENVIRONMENTAL TOPICS
Note: the complete list of stakeholders includes: natural environment, communities/citizens, new generations, inhabitants served by the companies of the Water area within the NFS 
reporting boundary, Areti users (energy distribution), Acea Energia customers (protected market, free market, gas), shareholders and investors, employees (companies in the NFS 
reporting boundary), suppliers/production chain, innovation and research ecosystem/business partners/scientific community/membership bodies, and institutions.
(*) Risks marked with an asterisk correspond to the main emerging risks that may have a significant impact on the Acea Group.
Acea Group • Sustainability Report 2022
81

In 2022 a new materiality analysis cycle was conducted with the direct 
involvement of Group managers, aimed at identifying and assessing the main 
material topics with impacts on the company, its performance and its devel-
opment. In order to develop greater synergy with the risk assessment sphere, 
managers were guided by qualified experts to focus on the main opportu-
nities associated with the identified material topics. A number of 
suggestions emerged from the collective discussion, including: the 
central role of new technologies and the ability to develop syner-
gies with qualified players in the innovation ecosystem, not only to 
improve industrial processes but also to develop innovative services 
and products for the ecological transition; the importance of high 
quality relations with stakeholders, to be sought through a careful 
and participatory dialogue, aimed at responding to central needs; 
and the need to develop new skills and key areas of expertise for 
the managed businesses.
According to the most recent report on global risks, the Global Risk 
Report 2023, published by the World Economic Forum in Janu-
ary 2023, the findings of the 2022-2023 Global Risks Percep-
tion Survey again place the failure to mitigate and adapt to climate 
change at the top of the list of “top ten global risks”, which repre-
sent the greatest long-term (ten-year) threats, followed by the risk 
of natural disasters and extreme weather events, and biodiversity 
loss and ecosystem collapse.
Acea carefully monitors this area and the initiatives undertaken have 
enabled the Group to maintain a strong position in the CDP (formerly 
Carbon Disclosure Project) rankings; furthermore, in order to expand 
on the analysis of the risk factors generated by climate change and 
their impacts on the businesses managed, the Group has continued 
its alignment process with the Recommendations defined by the Task 
Force on Climate-related Financial Disclosures with the analysis of 
other potential long-term risks (for more details see Relations with 
the Environment, section Environmental and climate risks: analyses 
and disclosure). 
The response to the CDP Questionnaire includes an assessment of 
risks and opportunities associated with the activities over a short, 
medium and long-term horizon, the main results of which are 
shown in Table no. 13, including the time horizon of the scenario and 
the most significant implications for the company, in terms of eco-
nomic-financial, reputational, environmental and customer impact. 
Table no. 13 – Risks and opportunities related to climate change: CDP evidence 
RISKS
Risk type
Type details and risk description
Most impacted business 
areas
Time frame
TRANSITION
Risks arising from the ongoing 
transition to a decarbonised economic 
system (e.g. regulatory, technological, 
market)
Legislative/Regulatory
These risks may manifest in the following ways: higher carbon tax 
policies and white certificates; changes to incentive schemes; 
tightening of the values linked to the Emission Trading Scheme 
(both in terms of emissions allowed and the cost of actual emission 
allowances); regulatory developments that require the reduction of 
impacts in the conduct of business operations 
Energy production 
(thermoelectric and 
waste-to-energy)
Electricity grid 
management
Water management
short-medium-
long
Technology
Technological evolution may impose the reconversion of the design of 
processes in order to make them less polluting (for example replacing 
existing plants or parts thereof with other low-emission technologies)
Energy production 
(thermoelectric and 
waste-to-energy)
Electricity grid 
management
Water management
medium
Legal
These include risks related to the worsening of legal and economic 
sanctions for failure to comply with technical quality and performance 
standards in the electricity and water services (fines and incremental 
compliance costs)
Electricity grid 
management
Water management
medium-long
Market
Commercial risks are attributable to the failure to adapt the products/
services of the Group companies to the new requirements of 
customers, who are more aware of the topics of sustainability, or to 
the increase in poverty, also caused by climate change, which changes 
the habits of consumers/customers
All businesses and 
Commercial in particular medium-long
Reputational
Reputation risk derives from a negative perception of the company’s 
image by its stakeholders as a result of negative events/conditions 
associated with climate change (e.g. interruption in services caused by 
the scarcity of water or by extreme weather events)
The Acea Group
short/medium 
term
Corporate identity
82

PHYSICAL
Risks arising from the physical effects 
of climatic events (acute if related 
to episodic phenomena, or chronic if 
related to long-term changes) 
Acute 
Extreme weather events such as heavy rainfall and cloudbursts place 
stress on the resilience of the electricity grid (interruption to power 
supply) but also create difficulties in the normal management of over-
abundance of water in the water service: cloudbursts can also cause 
a temporary service disruption in wastewater treatment plants or the 
entire sewerage network service. Heat waves cause peaks in demand 
for energy/water on the electricity distribution grid/water network. 
Electricity grid 
management
Water management
Energy production
short-medium-
long
Chronic
The reduction in rainfall can have a negative impact on the electricity 
distribution service, the production of electricity by the hydroelectric 
plants and the availability of water for human consumption, thus 
causing an increase in energy consumption for the withdrawal of 
water.
The risk of more frequent lightning strikes can cause interruptions to 
the distribution of electricity and thus economic damage.
Temperature changes can cause variations in the composition of 
incoming waste (decomposition) in waste-to-energy plants, even 
changing the technological/operating needs associated with variations 
in emissions and the necessary processing. Incentives are also linked 
to the biodegradable quantity of the waste.
Electricity grid 
management
Water management
Energy production
Environment Segment
short-medium-
long
OPPORTUNITIES
Drivers
Type details and opportunity description
Industrial areas affected
Time frame
Circular economy
Promotion of circular economy models and waste recovery projects, 
for example with waste-to-energy processes combined with material 
recovery (for example: bottom and fly ash recovery)
Environment Segment
medium
Development of photovoltaic plants
Diversification of production facilities with the acquisition and/or 
construction of photovoltaic plants that, in addition to receiving 
incentives for the feeding of electricity produced into the grid, allow 
balancing any reductions in hydroelectric production. 
Production of electricity; 
technological innovation
medium
Increase in network resilience
Investments to improve the resilience of the electricity grid 
promoted by ARERA.
Distribution of 
electricity
medium
Market and services
Opportunities arising from the change in energy demand related 
to changes in peak ambient temperatures and the increase of the 
average temperature, with an impact on price growth and volumes 
sold
Energy sales
short/medium 
term
54	  The document is available online at the website www.gruppo.acea.it.
In June 2022, following a project completed in 2021 aimed at iden-
tifying, selecting and analysing the most relevant climate risks for 
the main Group companies, the 2021 Climate-Related Disclosure of 
the Acea Group54 was published in accordance with the recommen-
dations of the Task Force on Climate-related Financial Disclosures 
(TCFD), marking the beginning of a journey to improve awareness 
and financial reporting practices on the most significant aspects of 
climate change. The climate analysis project continued in 2022, ex-
panding the number of Companies in the water sector involved in 
the analysis and increasing the physical and/or transition risks con-
sidered. For more details, see the 2022 Acea Project on the TCFD 
Approach box in the Relations with the Environment chapter.
Lastly, in relation to the management of operational risks in case of 
emergency and the preventive and operational initiatives defined 
by the Group companies, refer to the chapter Institutions and the 
Company (paragraph Plans for emergency management).
Acea Group • Sustainability Report 2022
83

ANALYSIS OF POTENTIAL ENVIRONMENTAL RISKS 
The companies operating in the water, energy infrastructure and 
generation and the environment business areas that have ISO 
14001:2015 certified environmental management systems identi-
fy the potential negative environmental impacts generated by the 
activities in relation to specific events or operations.
For the water sector, the main risks concern: acute or chronic cli-
matic phenomena or seismic events, which could cause structural 
failure or malfunctions of plants and network systems managed, 
causing water shortages for users or accidental spillage of pollut-
ants; inefficient operational management of water, which could 
cause high levels of losses with consequent excessive consumption; 
water stress; possible breach of water control parameters with envi-
ronmental consequences; inadequate interventions on the sewage 
treatment system with possible contamination of the soil and water 
bodies; risks of fires and explosions in treatment plants related to 
the production of biogas, with possible impacts in terms of emis-
sions into the atmosphere.
In the context of energy networks, the main risks are attributable to 
the existence of overhead and underground systems with impacts 
in terms of land use and subsoil, the generation of waste and im-
pacts on ecosystems, the generation of electromagnetic fields with 
impacts in terms of exposure, the maintenance of transformation 
plants with potential soil and subsoil contamination with hazardous 
materials, and the maintenance and construction of plants with im-
pacts in terms of production of special waste.
For the electricity generation activities, carried out with renewable 
and conventional power plants, the potential environmental risks at-
tributable to the ordinary management of the plants or in the event 
of critical events like fires or explosions may lead to the accidental 
spillage of pollutants or the exceeding of threshold values in emis-
sions (into the atmosphere, surface water and sewerage). An exam-
ple of environmental risk derives from the potential dangerousness 
of structural failure of hydraulic works attributable to critical natural 
phenomena (such as earthquakes of particular intensity and/or mil-
lennial floods), which could affect the territory downstream of the 
plants (e.g. floods).
The environment sector involves the treatment, recovery 
and disposal of waste, the recovery of materials and energy 
(waste-to-energy and composting) and the collection, transport, 
recovery and disposal of non-hazardous waste produced by waste 
treatment plants. In this context, potential risks for the environ-
ment could take the form of spills of hazardous substances and 
consequent contamination of the soil and aquifers or surface wa-
ters, or of emissions into the atmosphere or water above specific 
prescribed limits, the treatment of waste not compliant with the 
reference legislation with repercussions on plant operations, un-
intentional fires that may cause interruptions to plant operations 
and pollution of the surrounding areas, as well as the failure to 
make investments or carry out works on the plants, with impact on 
the company’s management due to delays in the issue of author-
isations; finally, environmental exposure can be caused by noise, 
odour and dust produced during extraordinary maintenance of the 
plants.
Corporate identity
84

MANAGEMENT SYSTEMS 
A system of internal rules was prepared for the regulation of the or-
ganisation, providing both general and specific guidance:
	•
Group guidelines: policies, regulations and management rules 
with which the Parent Company defines the general guidelines, 
guiding, coordinating and controlling the Group companies;
	•
procedures: acts governing the way in which a process is imple-
mented, identifying roles and responsibilities.
The Integrated Certification Systems Unit within the Risk & Com-
pliance Function of the Parent Company defines the methods and 
standards of reference for the implementation of QESE (Quality, 
Environment, Safety and Energy) certified management systems, 
as well as for further certifications and accreditations of interest to 
the Group, and operates in synergy with the same Units of the Op-
erating Companies. These Units collaborate with the Energy Man-
ager for the development and management of the Energy Manage-
ment System and with the Head of the Prevention and Protection 
Service (RSPP) and the emergency coordinator for the Workplace 
Health and Safety Management System. The management of 
health, safety and environmental emergencies is handled by means 
of a specific procedure.
Acea also appoints an Energy Manager, both at Parent Company 
and Operating Company level, and a Mobility Manager, to comply 
with legal requirements and ensure the optimal management of in-
ternal energy use and staff mobility. They seek systemic efficiencies 
and savings, creating positive external effects, such as lower use of 
resources and reduction of greenhouse gases, the optimisation of 
travelling times and routes for employees, also with positive impacts 
on road safety and urban traffic. Through coordination with Energy 
Managers in the Companies, the Energy Manager has the duty of 
promoting energy efficiency, with actions to reduce consumption 
and cost control, while optimising the Group’s energy costs.
Chart no. 17 – The certified integrated management system
SINGLE RESPONSIBILITY 
FOR DIFFERENT APPLIED 
MANAGEMENT SYSTEMS
CERTIFIED INTEGRATED 
MANAGEMENT SYSTEM
REPORTING OF THE 
REPRESENTATIVES FOR THE 
MANAGEMENT SYSTEMS OF THE 
GROUP COMPANIES TO THE 
REPRESENTATIVE OF ACEA SPA
CENTRALISATION OF AUDITS, 
DOCUMENT STREAMLINING, COST 
REDUCTION
WORK SHARED WITH THE 
COMPANY DEPARTMENTS 
THAT MANAGE PROCESSES 
WITH IMPACT ON THE SYSTEMS
In 2022, the main operating companies present in the scope of 
reporting adopted certified management systems (see table 14). 
The achievements during the year include the award of UNI/PdR 
125:2022 - Guidelines for gender equality to Acea SpA. 
In particular, of the 18 main operating companies, which represent 
the biggest ESG impacts of the Group, 89% hold a quality certi-
fication; (the 2 companies that do not yet hold the certification, 
Acea Produzione and Acea Innovation, began the certification pro-
cess in 2022, of which the first phase is complete); 89% hold envi-
ronmental certifications (100% of companies in the Environment 
sector and 80% in the Water sector); 94% have a  safety certifica-
tion; and 45% have a certified energy management system (100% 
of energy-intensive companies). The Acea Ambiente plants located 
in Terni, San Vittore del Lazio and Orvieto, the Acque Industriali 
site in Pagnana (Empoli), the Bergplant and the Deco sites are also 
EMAS registered.
Acea Group • Sustainability Report 2022
85

Table no. 14 – Certified management systems in the Acea Group (as at 31.12.2022) 
Quality
(ISO 9001)
Environment
(ISO 14001)
Safety
(ISO 45001)
Energy
(ISO 50001)
Other
Acea SpA
X
X
X 
X
Biosafety trust certification 
UNI/PdR 125:2022
WATER
Acea Ato 2 
X
X
X
X
Acea Ato 5 
X
X
X 
X
Gesesa 
X
X
X
X
Gori
X
X
X
AdF
X
X
ENGINEERING AND SERVICES
Acea Elabori 
X
X
X
UNI CEI EN ISO/IEC 17025:2005
Accreditation of analysis laboratories UNI CEI 
EN ISO/IEC 17020:2012
Accreditation of inspection bodies Biosafety 
Trust Certification
BIM UNI/PdR 74:2019 system certification 
and BIM UNI 11337-7 professional certification: 
2018 UNI/PdR 78:2020
ENERGY INFRASTRUCTURES
Areti 
X
X
X
X
Biosafety Trust Certification
GENERATION
Acea Produzione 
X
X
Ecogena 
X
X
X
UNI CEI 11352:2014
ENERGY (commercial and trading)
Acea Energia 
X
X
X
Biosafety Trust Certification
Acea Innovation
ENVIRONMENT
Acea Ambiente 
X
X
X
X
EMAS
Aquaser 
X
X
X
ISO 39001:2016
Acque Industriali
X
X
X
X
EMAS
Berg
X
X
X
EMAS
Demap
X
X
X
Deco
X
X
X
EMAS 
SA 8000
The companies with certified management systems carry out an 
annual Management Review to assess the effectiveness of the 
systems, propose possible improvements and verify the progress of 
activities. On these occasions, attended by the Top Management 
and the first line of managers of the Companies in question, ele-
ments are analysed, including: policy; context analysis and materi-
ality analysis at Group level; Group sustainability targets and their 
monitoring; risk assessment; process performance; significant en-
vironmental and energy aspects; changes in legal requirements and 
those relating to occupational health and safety, environment and 
energy; supplier performance; customer satisfaction levels; analy-
sis of complaints; accidents and injuries.
The results of the review for 2022, finding no criticalities, con-
firmed the adequacy and efficiency of the management Systems.
In line with the current Management Systems and Sustainability Pol-
icies, Acea monitors the objectives required by the Management 
system in an integrated manner with the objectives of the 2020-
2024 Sustainability Plan approved by the Board of Directors. 
THE ISO 37001 CERTIFICATION PROCESS  
OF ACEA SPA 
In 2022, after adopting the Anti-Corruption Policy - approved 
by the Holding Company's Senior Management and distributed at 
Group level - Acea continued on the path towards obtaining the 
ISO37001:2016 certification (Anti-bribery management sys-
tems).
The management system is a flexible tool that envisages a systemic 
approach to the prevention and combating of corruption, is applied 
to the prevention of the phenomenon governed by the articles of the 
penal and civil code and provides a guide to implement, maintain, up-
date and improve a Management System designed to promote the 
transparency of all company processes.
Creating a management system to prevent corruption is an effec-
tive way of implementing actions that reduce the risk of corruption 
in organisations and, as a result, limit the exposure to liability in-
cluding in terms of the application of the sanctions set out by Italian 
Legislative Decree no. 231/2001. 
Corporate identity
86

GENDER EQUALITY AT ACEA: UNI/PDR 125:2022 CERTIFICATION 
In December 2022, Acea became the first listed Italian multiutility 
to obtain UNI/PdR 125:2022 certification, the only national stand-
ard on gender equality and recognised in National Recovery and 
Resilience Plan.
UNI/PdR 125:2022 defines guidelines to support female empow-
erment within company growth paths. This gender equality recogni-
tion is a testament to the company's commitment to diversity and 
inclusion, as well as its ability to adopt concrete measures to reduce 
gender disparities with respect to opportunities for growth, wage 
parity, parental protections and work/life balance. The certification 
body issued a satisfaction score of 90% and noted in particular the 
company welfare and work/life balance initiatives adopted. A spe-
cific officer has been appointed to manage and maintain the effec-
tiveness of the system,
and Acea is continuing its positive trend in this regard through 
constant awareness-raising and training campaigns. In this regard, 
the Acea Group has adopted an Equality, Diversity and Inclusion 
Policy to ensure that these rights are protected and guaranteed in 
all organisational and management processes. A Group Equality, 
Diversity & Inclusion Committee has also been established to lead 
the cultural evolution and promote a corporate culture based on 
knowledge, inclusion and the promotion of diversity and fair treat-
ment of people through the implementation of specific initiatives, 
coordinated by the Equality, Diversity & Inclusion Manager.
STAKEHOLDERS AND ALLOCATION  
OF GENERATED VALUE 
STAKEHOLDERS AND THEIR INVOLVEMENT 
Stakeholders are the various parties that play a key role in mak-
ing it possible to achieve the company’s objectives and represent 
the main recipients, direct or indirect, of the value created, but 
also the impacts generated, by the assets managed, according to 
a principle of mutual influence. For this reason, for example, the 
natural environmental and the community are also considered 
stakeholders. 
As such, Acea is committed to developing trusting relationships, 
adopting an inclusive and proactive approach to stakeholders aimed 
at enhancing the outcomes of dialogue and debate, in line with the 
commitments expressed in the Management and Sustainability 
Systems Policy, the principles enshrined in the Code of Ethics, up-
dated at the end of 2022, and the Principles and Values of Stake-
holder Engagement. 
In the stakeholder engagement process, the identification phase 
identifies the subjects involved in the company's activities, assess-
ing the level of mutual influence at both qualitative and quantitative 
levels. The analysis phase examines the interactions between the 
company and the stakeholders and between different categories of 
stakeholders in order to develop opportunities for dialogue (engage-
ment) and shared responsibilities. Finally, the management phase 
establishes the responses to the identified needs of  stakeholders 
or the company itself, in order to pursue the achievement of the 
company's objectives while also meeting stakeholder expectations.
Chart no. 18 – Stakeholders and their involvement
STRATEGY
IDENTIFY
INNOVATION
SOCIAL
COMMUNITY
SUPPLIERS
STAKEHOLDERS
ENVIRONMENT
ECONOMY
SMART CITIES
ANALYSE
MANAGE
Acea Group • Sustainability Report 2022
87

STAKEHOLDER ENGAGEMENT IN THE ACEA GROUP
By managing a responsible and long-lasting relationship with 
stakeholders, based on trust, dialogue and transparency in an ev-
er-changing context, the Group is able to improve decision-making 
processes by directing its commitment to the most relevant issues, 
while building a shared path that creates value over time for the 
community and the market, with greater prospects for stability.
In this regard, in 2022 the Acea Stakeholder Engagement Unit 
conducted various measures to incorporate stakeholder engage-
ment activities into the Group's strategies, processes and business. 
In particular, improvements to the tools, methods and stakeholder 
engagement initiatives and projects were made to further support 
the Group's Corporate Departments/Functions and Companies, 
which responded with growing interest and engagement.
The awareness-raising and analysis campaign launched in 2021 
continued: meetings with sector experts were held with the aim of 
promoting the culture, skills and tools of stakeholder engagement in 
the various business contexts and increasing awareness of the stra-
tegic role of stakeholder engagement.
Workshops were also held to acquire theoretical knowledge and 
develop applied methodologies through the adoption of operation-
al tools aimed at stakeholder identification, mapping and weighting 
and the design and implementation of engagement methods. 
The stakeholder engagement section of the intranet promoted 
greater awareness within the Group and allowed for the systema-
tised sharing of processes, tools and materials. In particular, in De-
cember 2022 the first video pill of the stakeholder engagement 
awareness-raising module was posted, aimed at promoting meth-
ods for using stakeholder engagement tools and stimulating and 
strengthening the proactive involvement of Acea Group personnel. 
Other video pills will be posted in 2023.
The 2022 Report on the Group's Stakeholder Engagement Perfor-
mance is currently being finalised.
Stakeholder Engagement activities are managed in line with the in-
ternational standards of reference (AA1000 Stakeholder Engage-
ment Standard and Global Reporting Initiative).
Chart no. 19 –  Stakeholder mapping
COMMUNITY
CUSTOMERS
INSTITUTIONS
COMPANY
EMPLOYEES
SUPPLIERS
SHAREHOLDERS 
AND INVESTORS
ENVIRONMENT
The boxes below illustrate the most significant interactions between 
Acea and the main categories of stakeholders in 2022.
Acea is one of Italy's leading multi-utility companies 
in terms of number of customers and area served, 
with around 1.2 million customers in the energy sec-
tor, over 248,000 customers in the gas sector, over 
1.7 million withdrawal points for energy distribution 
and 2.8 million water users, serving a total of 8.6 mil-
lion inhabitants in Italy.
The evolution of market demands towards green and innovative 
solutions is monitored by the Group through increasingly specific 
and broad tariffs and products, such as those launched recently by 
Acea Energia on 100% sustainable power and gas, and the services 
linked to electric mobility. In 2022 all Group Companies that man-
age customer relations improved their remote communication chan-
nels and increased the digitalisation of commercial processes, dividing 
the MyAcea app into separate apps for each service in order to de-
velop more targeted and personalised methods of communication. 
Furthermore, initiatives such as the Digital Service Point and inter-
active billing were continued for companies in the Water sector, and 
Acea Ato 2 and Acea Energia opened the new regional “Waidy Point” 
and “Acea Energia Point” service desks. Acea adopts initiatives aimed 
at maintaining a high level of customer trust and managing relations 
with consumer associations, such as the implementation of targeted 
awareness-raising actions and the adoption of exclusive digital and 
telephone communication channels. The Company also monitors 
critical situations via the activities of the ADR Body for out-of-court 
settlement of disputes - in 2022, for the managed companies, there 
were 356 reports (345 in 2021) - and carries out initiatives to pre-
vent unfair commercial practices, with 827 cases reported to sales 
agencies in 2022, equal to 88% of the cases analysed. 
For Acea, as a provider of essential public services that 
are mainly subject to regulation by the public author-
ities, the relationship with institutions is of fundamen-
tal importance both for planning and performing the 
company activities. In this context, in concert with 
the relevant institutions, the Group continued actions 
to develop the infrastructure works within its remit, also within the 
framework of the National Recovery and Resilience Plan (NRRP).
Acea is active in the prevention and management of critical events 
and in the event of an emergency it provides support to the au-
thorities responsible for public health, civil protection and public 
safety, for example through plans for managing emergencies of the 
water companies, shared with local Institutions (such as Govern-
mental Territorial Offices, Local Health Authorities, Area Manage-
ment Agencies), or the electricity companies, which are essential 
for restarting the system in the event of a blackout of the National 
Transmission Grid or re-establishing power for strategic users or us-
ers of social importance.
INSTITUTIONS
CUSTOMERS
Corporate identity
88

SHAREHOLDERS 
AND INVESTORS
SUPPLIERS
COMPANY
EMPLOYEES
Interactions also take place through research projects on matters 
of public interest with bodies such as ENEA, Istituto Superiore di 
Sanità (ISS) and CNR, with the aim of developing innovative solu-
tions to industrial processes, specifically with regard to the sustain-
able management of waste and water resources, and the recovery 
of materials from residues from waste combustion.
Acea participates in research centres, standard-setting bodies and 
industry associations, acting as promoter or contributing to re-
search and experimentation in the businesses in which it operates. 
Also as a result of this commitment, Acea takes part in international 
programmes (Horizon2020), for example through the PlatOne , 
BeFlexible and Promisces projects.
By seizing the opportunities arising from the market 
and the context of reference, Acea is focused on a pro-
cess of full integration of sustainability into its strategic 
decisions, placing sustainable success, as indicated in 
the Italian Corporate Governance Code, as an objec-
tive of its activity.
The Business Plan and the Sustainability Plan are both projected 
to run over the 2020-2024 horizon, and investments to 2024 
amount to €4.3 billion, of which €2.1 billion relate to sustainability 
targets.
The performance management system in force, as an integrated 
governance instrument in the long term (LTIP) and in the medi-
um term (MBO), provides for a composite sustainability indicator, 
which includes targets aligned with the Group's business and sus-
tainability plans.
For Acea, overseeing the innovation ecosystem is fundamental 
for accessing ideas and business and technological opportunities. 
Consequently, the Group has developed partnerships with Inno-
vUp (formerly Italia Startup), Talent Garden and Open Italy, and 
has launched collaborations with specialised observatories at Milan 
Polytechnic University (Digital Innovation, Startup Intelligence and 
Space Economy).
In 2022 Acea launched 4 Open Calls on smart cities, new sustain-
able energy sources, critical infrastructures and work/life balance, 
as well as the Digital Innovation Antenna to boost the scouting of 
start-ups and innovative solutions in the Silicon Valley ecosystem.
The Group's commitment to research and innovation has been rec-
ognised with the award of the SMAU 2022 Innovation Award.
In 2022, Acea continued the process to obtain the ISO 37001:2016 
certification (Anti-bribery management systems).
The relationship with the capital markets guaran-
tees the best conditions thanks to a careful diver-
sification of sources. About 82% of the debt stems 
from bond placement operations. With reference 
to bank loans, Acea mainly borrows from institu-
tional operators, such as EIB and Cassa Depositi 
e Prestiti, worth around 13%, whose mission is to support strategic 
infrastructure. Acea's share price fell 31.1% on the stock market, 
mainly in line with the performance of other domestic utility com-
panies. The value of each share fell from €18.76 as at 30 December 
2021 to €12.92 as at 30 December 2022 (the last stock exchange 
session of the year) with a capitalisation of €2,752 million. The 
ratings agencies Moody’s and Fitch confirmed the long and short-
term rating.
The interest of “sustainable investors” towards Acea is growing, 
from 6.4% of the share capital and to around 51% of total institu-
tional investors.
In August 2022 Acea signed the first "Sustainability Rating Linked" 
revolving credit line with Cassa Depositi e Prestiti, for a value of 
€200 million and a duration of three years, the pricing of which is 
linked to the level assigned to Acea by the Standard Ethics rating 
and the Integrated Governance Index (IGI) ranking classification.
During the year Acea was also included on two benchmark sustain-
ability indices for Italian listed companies: MIB ESG, by Euronext, 
and SE Mid Italian Index, by Standard Ethics. These initiatives con-
firm Acea's growing interest towards sustainable capital markets, 
and are intended to encourage ESG investors to invest in Acea 
shares.
In 2022, the value of orders for goods, services and 
works amounted to approximately €1.9 billion, with 
around 3,780 suppliers involved. 60% of the total vol-
umes in the year were procured through the use of 
competitive tendering procedures. 
The protection of staff employed by the suppliers was 
subject to specific measures. In particular, several meetings were 
held with contractors on occupational health and safety, compli-
ance with contractual regulations, and employment protection, and 
an event was organised to raise awareness among employers and 
contractors on accident prevention.
Workers' safety is a fundamental part of all services provided on 
behalf of the Group. Consequently, this was monitored through 
the performance of 14,719 site inspections, confirming the trend 
seen in the last three year period of a significant predominance of 
“non-serious” cases of non-compliance, and a steady decrease in 
the percentage weight of “serious” cases of non-compliance out 
of the total cases of non-compliance detected. In 2022, as part 
of the Safety Check project launched in 2020, Acea Elabori car-
ried out in-depth studies on personal data protection, and a Data 
Protection Impact Assessment (DPIA) was conducted with the in-
volvement of the DPO (Data Protection Officer). During the year 
the Group Vendor Rating project continued, aimed at analysing, 
assessing and monitoring supplier performance through indicators 
relating to punctuality, quality and safety, and the Ecovadis model 
was adopted, which evaluates suppliers on the basis of 21 CSR cri-
teria (environment, employment and human rights, ethics and sus-
tainability in procurement practices); in this regard, 339 suppliers 
were assessed, with an average score of 59.5/100 (against an Italian 
average of 50.4/100), and a further 180 are being assessed.
Employees are the company’s most important asset. 
Acea is committed to promoting the best conditions 
of stability, promoting safety and developing a sense 
of cohesion and participation in the company’s mission.
In 2022, the total staff of the companies within the 
scope of reporting was numbered 6,763 people, of 
which 24% women. 99% of the company population have a perma-
nent employment contract. The professional structure is composed 
as follows: 60% are employees, 31% are workers, 8% are executives 
and 1% are managers. 427 people were hired, 44% of which aged 
30 years or younger. 253 people left, 64% aged over 50 years. 
Acea Group • Sustainability Report 2022
89

During the year particular attention was paid to mitigating the risk of 
work-related stress, exacerbated by the pandemic, with the launch 
of the I-Care Professional - Mirroring project. 109,979 total hours 
of occupational health and safety training were provided to Group 
personnel in 2022 (58,600 hours in 2021).
Training on digitalisation also continued and the second edition of 
the “Agire sostenibile per fare la differenza” [Sustainable action to 
make a difference] project, aimed at increasing the culture of sustain-
ability within the Group, was completed.
In 2022, at Group level, the Equality & Care Annual Plan was 
adopted, the Equality, Diversity & Inclusion Manager was ap-
pointed and the Equality, Diversity & Inclusion Committee was 
established.
Also in 2022, Acea became the first listed Italian multi-utility 
company to obtain the gender equality certification (UNI/PdR 
125:2022) and received the Top Employers Italia award for the 
second year running.
Countering rising global temperatures and the 
related effects of climate change, land use, and 
declining biodiversity represent the main chal-
lenges faced by the world at large. The responses 
of the European Union with the Green Deal, and 
Italy with the NRRP, focus on strategic initiatives 
in the areas of the circular economy, renewable energy and energy 
efficiency, land protection and the protection of water resources. 
As regards climate change, the Group is continuing to develop its 
executive-level scenario analyses and is committed to lowering 
GHG emissions with energy efficiency and energy saving meas-
ures, as well as initiatives to promote adaptation and mitigation 
processes. Key actions in this regard include the level of compliance 
with the requirements of the EU Taxonomy on the first two climate 
targets, and the publication in June 2022 of the first 2021 Group 
Climate-Related Disclosure according to the TCFD recommen-
dations. In 2022, the preliminary work aimed at the construction 
of the New Upper Strand of the Peschiera-Le Capore Aqueduct 
to secure the water supply of Rome and its province continued 
through the completion of the Technical-Economic Feasibility 
Studies and the start of the authorisation procedures for a num-
ber of sections. The actions carried out by the Group's main wa-
ter companies to implement the Water Safety Plans (WSPs) and 
loss recovery programmes also continued. In 2022, the volume of 
total lost water resources among the water companies included in 
the reporting boundary of the NFS fell by 6% compared to 2021 
(-14% compared to 2020). The Group conducted a particularly 
intensive programme of actions to promote the circular economy, 
also through the acquisition of major waste treatment companies 
such as Deco SpA, with key achievements in this area including the 
EMAS circular economy awards assigned jointly to Acea Ambiente 
and Berg, for the reuse of ash, and to Acea Ambiente, for the use 
of compost as fertiliser.
In the energy sector, in order to promote technologies to enable the 
increasingly conscious use of electricity by consumers, the mass in-
stallation campaign of second-generation meters continued, with 
over 273,000 installations in the year. Finally, in 2022, as part of 
the modernisation plan, work continued on increasing resilience to 
the critical factors “heat waves” and “flooding”, which affected 58 
km of MV cables and 88 substations.
Acea pursues its own commitment to corporate so-
cial responsibility through a range of community ini-
tiatives, from promoting sport and supporting social 
and cultural campaigns to providing aid in health cri-
ses. For example, the Group continued to contribute 
to the fight against the pandemic through the Acea 
Vaccination Hub, which in 2022 not only administered Covid-19 
vaccines but also served as a welcome area and health facility for 
Ukrainian refugees. Also in the health sector, Acea continued 
to support a number of hospital facilities, specifically Policlin-
ico Agostino Gemelli and  Policlinico Umberto I. Meanwhile, the 
“Tourist trails to discover Italy's waters” project, launched to mark 
World Water Day and connected to the Acea Immersive Museum, 
represented an innovative tool to raise local and environmental 
awareness. New generations and schools have always been a priority 
focal area for the Group. In 2022, Acea continued its commitment 
to students with the creation of the “Acea Scuola - ProteggiAmo 
l’ambiente” training programme and other initiatives focused on the 
values promoted by sport such as Volley Scuola -Trofeo Acea and 
Acea Camp. There was no shortage of initiatives for the older gener-
ations too: the “Acea for the community” project sponsored by the 
Municipality of Rome, is designed for residents at senior centres 
in Rome and the surrounding province and aims to raise awareness 
about energy consumption, with a view to making savings and safe-
guarding natural resources. In the world of sport, Acea's prominent 
support for the Rome Marathon is underscored by tying its name to 
the event: “Acea Run Rome The Marathon” is the most important 
and popular race for Italian and international athletes in Italy. The 
Group also sponsors the Roma-Ostia Half Marathon. 
MATERIAL TOPICS AND IMPACTS PERCEIVED  
BY STAKEHOLDERS
During the process to develop the 2022 materiality analysis (see 
Communicating Sustainability: Methodological Note for more de-
tails), stakeholders were involved in multi-stakeholder focus groups, 
and particular emphasis was given to the identification of the main 
perceived impacts regarding the topics of the Acea Group consid-
ered to be of “high” or “medium” significance. The results of the en-
gagement activity, specifically the most significant areas of impact 
for stakeholders and the main positive and negative impacts, both 
actual or potential, are summarised in Table no. 15.
COMMUNITY
ENVIRONMENT
Corporate identity
90

Table no. 15 – Main impacts perceived by stakeholders, associated with 2022 material issues with high and medium significance
MATERIAL TOPICS
most significant areas of impact  
for stakeholders
main (actual/potential)  negative and  positive impacts perceived  
by stakeholders
SUSTAINABLE  
AND CIRCULAR 
WATER 
MANAGEMENT 
optimisation of infrastructure and networks to 
increase resilience and guarantee water supply
 reduced access to high-quality water due to system inefficiencies related to 
water stress and extreme weather events
 safeguarding the water supply through the development of new 
infrastructural and technological solutions
evolution towards a circular water resource 
management model (including water reuse, 
sewage sludge recovery and reuse, etc.) 
 failure to reduce pressures on water resources due to limited reuse of treated 
water
 contribution to the improvement of environmental and social contexts by 
optimising solutions for the circular water resource management
(reuse of treated water, sludge, etc. for different purposes)
ETHICS AND 
INTEGRITY 
IN BUSINESS 
CONDUCT 
compliance of company performance with 
industry standards
 deterioration of contextual conditions (quality of life, relations between the 
company and stakeholders, etc.) due to non-compliance, disputes and litigation
 greater guarantee of access to high-quality services that meet standards
promotion of ethical values, including 
combating unlawful conduct and corruption, 
throughout the value chain
 weakening of action to promote ethical principles in the relevant contexts 
due to bureaucratic-administrative barriers and cultural resistance
 contribution to the development of a healthy socio-economic system guided 
by ethical principles and respect for rules
PROTECTION OF 
ECOSYSTEMS AND 
BIODIVERSITY
reduction of pressure on ecosystems (e.g. 
reduced emissions, efficient use of natural 
resources, reduction of land use, etc.) to 
protect ecosystem health and preserve natural 
cycles
 inability of infrastructures to adapt to their host ecosystems
 increased awareness of the impact of activities on biodiversity and the 
ecosystem through the development of specific analysis models
interventions aimed at protecting the ecosystems 
in areas in which the company operates 
(protection of springs, natural heritage, protected 
areas and animal and plant species, etc.)
 failure to formalise specific commitments to protect biodiversity and 
ecosystems
 development of synergies with scientific partners and institutions to monitor 
biodiversity-rich areas and create ecological corridors
CLIMATE CHANGE 
AND ENERGY 
TRANSITION
adoption of energy models with a low 
environmental impact (generation from 
renewable sources, energy efficiency, 
cogeneration, green energy consumption, etc.) 
 slow development of low environmental impact solutions due to bureaucratic 
and authorisation constraints
 contribution to the sustainable development of regions and socio-economic 
contexts through climate action
development of value-added services related to 
energy transition 
 low scalability of green technologies for the community
 improvement of environmental and social contexts through the development 
of decarbonisation solutions in different contexts (smart cities, sustainable 
mobility, building efficiency, etc.)
TECHNOLOGICAL 
INNOVATION 
AND DIGITAL 
TRANSFORMATION
development of innovative and environmentally 
sustainable services and products in response 
to the changing needs of the environment and 
people 
 increased inequalities caused by services provided in a predominantly digital 
mode (elderly, poorly digitised population, etc.)
 improvement in the quality of life of the community through the availability 
of services and products in line with emerging needs
creation of an high-quality, open and 
interconnected innovation and research 
ecosystem
 missed opportunities for innovative development due to lack of qualified skills 
and dedicated investment
 contribution to social progress and cultural growth
MANAGEMENT 
AND TREATMENT 
OF WASTE FOR 
A CIRCULAR 
ECONOMY
management and reduction of waste produced 
by communities through its energy and material 
recovery (e.g. compost)
 possible community resistance to new facilities
 contribution to the resolution of critical issues related to mass waste 
production
strengthening of secondary raw material 
recovery chains from waste materials (plastic, 
paper, etc.)
 possible challenges in the proper management of supply chains
 reduction of environmental changes caused by the use of raw materials
Acea Group • Sustainability Report 2022
91

OCCUPATIONAL 
HEALTH AND 
SAFETY 
building safe and secure working environments, 
starting with accident prevention
 occurrence of occupational accidents, with possible effects on public safety
 increase in safety and consequent improvement of service levels
promotion of a culture of workplace safety 
along the supply chain
(contracts, etc.)
 weakened action of promoting a culture of workplace safety in less well-
equipped contexts such as small and very small businesses
 contribution to the improvement of the occupational health and safety 
conditions of supplier personnel
DIALOGUE AND 
ENGAGEMENT WITH 
STAKEHOLDERS 
AND TERRITORY
responses to multi-stakeholder requirements, 
with shared value projects and co-design 
initiatives
 increased disputes with stakeholders due to their ineffective involvement in 
projects with a high impact on the region
 synergetic development of projects and initiatives that better respond to 
genuine stakeholder needs
specific identification and consideration of 
minorities and vulnerable stakeholders
 insufficient implementation of initiatives for families and businesses in 
economic difficulty that reflect the challenging context (high bills, inflation, 
etc.)
 community support through the promotion of targeted initiatives, also in 
synergy with local institutions and associations (new forms of poverty, energy 
crisis, etc.)
SKILLS 
DEVELOPMENT 
AND EVOLUTION 
OF THE WORKING 
ENVIRONMENT
promotion of meritocratic working contexts 
able to optimise and increase skills and abilities
 resistance to cultural and professional change
 increase in skills, greater job satisfaction and creation of new jobs
adoption of new work models capable 
of responding to the needs of digital 
transformation, also with agile logic, based on 
collaboration and flexibility
 shortage of new key skills (tech jobs, etc.)
 improvement of work/life balance and work contexts
SUSTAINABILITY IN 
INFRASTRUCTURE 
DESIGN, 
CONSTRUCTION 
AND MANAGEMENT 
creation of high-quality and environmentally 
and socially sustainable infrastructures and 
projects 
 possible implementation difficulties caused by a lack of design models and 
expertise that incorporate sustainability
 development of a long-term design approach, capable of incorporating 
sustainability and “just transition” logics
adoption of a design approach that integrates 
the genuine needs of stakeholders and 
promotes the acceptance of projects and 
infrastructures by the community
 reduced social acceptability of infrastructures due to inadequate 
management of participatory processes
 contribution to sustainable regional development
CUSTOMER FOCUS
availability of easily accessible and customised 
customer care services, also thanks to the 
increasing use of digital channels
 decrease in the level of customer trust due to lack of clear communication 
and transparency
 improvement of the customer experience and relationship with the company
availability of services in line with emerging 
customer needs and lifestyles 
 insufficient attention to the growing difficulties faced by customers in the 
current context (war, energy crisis, high bills, inflation, etc.)
 increasing sustainability in practices and consumption styles
SUSTAINABILITY 
AND CIRCULARITY 
ALONG THE SUPPLY 
CHAIN 
implementation of procurement processes that 
prioritise the use of products and services that 
combine quality, eco-compatibility (recycled, 
reusable, etc.) and social responsibility
 possible exclusion of small and very small businesses that are less structured 
in terms of sustainability
 reduction of the socio-environmental impact of goods and services
increasing supply chain certification, also 
in relation to social aspects (protection of 
employment rights, human rights, quality of 
supplies, etc.) and environmental aspects 
(emissions, pollution, etc.) 
 increased initial burdens on suppliers who are required to make greater 
commitments to sustainability
 support for the promotion of sustainability among suppliers
Corporate identity
92

COMPANY WELL-
BEING, DIVERSITY 
AND INCLUSION
creation of inclusive and diverse models and 
workplaces that respect people
 failure to reduce cultural and organisational barriers to promoting diversity
 development of social and professional inclusion paths and projects
promotion of a workplace culture oriented 
towards preserving the well-being of people 
within the organisation and respecting their 
private lives (welfare, work/life balance 
initiatives, etc.)
 reduced effectiveness of promotion initiatives due to cultural resistance 
caused by a “traditional” view of work
 development of the concept of well-being, which is extended to workers, the 
community and the region ("all-round" well-being)
GOVERNANCE 
FOR SUSTAINABLE 
SUCCESS 
long-term value creation through the 
integration of sustainable success (social and 
environmental dimensions) into strategic 
objectives, management remuneration policies 
and internal control systems 
 incomplete and non-transparent information available to stakeholders
 effective incentive systems linked to sustainability targets;
construction of governance models capable of 
developing long-term strategies that consider 
sustainability guidelines 
 greenwashing
 lasting contribution to the social, environmental and economic development 
of the local context
SUSTAINABLE 
FINANCE 
promotion of environmental and social 
elements in business financing decisions (Green 
Bonds, etc.)
 lack of development of socio-economic contexts due to difficulties in 
managing public funding
 increased investment in sustainable development (ecological transition, social 
inclusion, etc.)
DISTRIBUTION OF THE VALUE GENERATED BY ACEA
The overall economic value generated by the Acea Group in 2022 is € 5,209.9 million (€ 4,012.4 million in 2021). 
Below is a breakdown of the above figure amongst the stakeholders: 68.1% to suppliers, 16.1% to the company as resources to be withheld; 
5.9% to employees; 4.1% to shareholders in the form of dividends; 2.1% to financiers in the form of interest on capital provided; 3.6% to the 
public administration55 in the form of taxes paid and 0.1% to the community by way of sponsorships and donations for events and similar 
endeavours. 
55	  The amount paid to the public administration net of public contributions which Acea receives (equal to € 17.9 million) is € 168.8 million.
Table no. 16 – Economic value directly generated and distributed 
(2021-2022) 
(in € million)
2021
2022
total economic value directly generated
4,012.3
5,209.9
distribution to stakeholders
operating costs (suppliers)
2,453.3
3,549.8
employees
275.8
305.1
shareholders (*)
219.7
212.1
financiers
97.4
111.7
public administration
150.7
186.7
community
7.9
6.3
company
807.5
838.2
(*) Includes dividends for the financial year proposed by the BoD, any dividends from 
reserves and minority interests.
Table no. 17 – Breakdown of value generated by stakeholder 
(2021-2022)
2021 (%)
2022 (%)
suppliers
61.1
68.1
employees
6.9
5.9
shareholders
5.5
4.1
financiers
2.4
2.1
public administration
3.8
3.6
community
0.2
0.1
company
20.1
16.1
Acea Group • Sustainability Report 2022
93

2
RE L AT IO N S 
WIT H T HE 
S TA KE HO LD ER S

CUSTOMERS AND THE COMMUNITY 
SCOPE
56	  See the Annual report on the status of services and activities carried out, 2022 edition (on 2021 data), Structure, pricing and quality in the electricity sector, available online on the 
website of the Authority (ARERA). 
57	  The relevant national Authority accurately defines the energy market segments. See the ARERA website. 
58	  See the Annual report on the status of services and activities carried out, 2022 edition (on 2021 data), Structure, pricing and quality in the electricity sector, available online on the 
ARERA website.
Data pertaining to the volume of customers, apart from the Com-
panies Acea Energia, Areti, and, in the water segment, to the Com-
panies Acea Ato 2, Acea Ato 5, Gesesa, Gori and AdF also includes 
data related to Umbria Energy and other water companies (Acque, 
Publiacqua, AdF and Umbra Acque) – that are not included in the 
NFS scope – highlighting the single contribution for the sole pur-
pose of providing a “global” dimension. Data pertaining to perceived 
quality, delivered quality, tariffs, customer care and communication 
activities relates to the operating Companies – Acea Energia, Areti, 
Acea Ato 2, Acea Ato 5,Gesesa, Gori and AdF – and the Parent 
Company – as recalled in the text. 
ACEA GROUP CUSTOMERS: ELECTRICITY AND WATER SERVICES
Over 
1.4 
million customers  
for energy and gas
Over 
1.6 
million withdrawal 
points for  
electricity  
distribution
Over 2.7 
million water user 
accounts in Italy
(of which more than 
956,700 in Lazio), 
equal to around 
8.6 million 
inhabitants served
(4.2 million in Lazio)
Social bonuses for 
electricity, gas and water
(national and local) have 
respectively generated 
savings 
 
of €60.6 and 
29.5 million for eligible 
customers/users
According to the latest data from the Regulatory Authority for 
Energy, Networks and Environment (ARERA)56, Acea Energia is 
Italy’s seventh largest operator in terms of volumes of electricity 
sold on the final market, with a share increased from 2.7% in the 
previous survey to 3.1%, and fourth, with a 3.3% market share, for 
energy sold to households (“domestic customers”). The compa-
ny also confirmed its position as Italy’s second largest operator in 
terms of volumes sold to customers of the standard market service, 
with a market share of 5.3%, and rose to tenth in terms of volumes 
sold to the free market, with a share of 2.8% (it was eleventh in the 
previous survey, with a share of 2.3%). 
The contracts managed by the Group for electricity and gas (free 
market and standard market service57), as at 31 December 2022, 
are more than 1,420,700, with an increase compared to the 2021 
figure (+1%), which concerned all types of customers in the free 
market segment (see Table no. 18).
Areti, holder of the ministerial concession for the distribution of 
electricity in the territory of Rome and Formello, is Italy’s third 
largest operator in terms of volumes of energy distributed, with 
3.4% of the market share (4.5% in the “domestic” and 3.0% in 
the “non-domestic”) market and Italy’s second largest operator in 
terms of withdrawal points58. As at 31 December 2022, it manages 
1,650,024 withdrawal points. The growth of the customer base, 
which generally shows slight increases or decreases, is due both to 
urban expansion and disposals resulting, for example, from discon-
tinued operations (see Table no. 18).
Relations with the stakeholders
96

MORE ACCENTUATED GROWTH IN 2022 OF “PROSUMERS” CONNECTED TO THE ACEA NETWORKS 
59	  As of Decree Law no. 124 of 26 October 2019, converted with amendments by Law no. 157 of 19 December 2019, which introduced the automatic recognition of the social 
bonus for financial hardship. Furthermore, Decree Law no. 130 of 27 September 2021 introduced the supplementary social bonuses from 01/10/2021; Decree Law no. 21 of 21 
March 2022, limited to the electricity and gas social bonuses, increased the ISEE threshold for accessing benefits for 2022 to € 12,000 for the period 1 April to 31 December 
2022; Decree Law no. 50 of 17 May 2022, without prejudice to the ISEE threshold envisaged for the first quarter of 2022, in case of an ISEE certificate provided in 2022, 
provided for eligibility for recognition of the annual bonuses starting from 01/01/2022.
60	  In order to obtain the bonus for economic hardship, it is sufficient to request the ISEE certificate; if the household meets the conditions that entitle it to the bonus, INPS, in 
compliance with privacy regulations, sends the necessary data to the Integrated Information System (IIS), managed by Acquirente Unico company, which cross-checks the data 
received with those relating to electricity supplies, enabling the automatic payment of the bonus to those entitled.
61	  For customers with financial hardship and health problems reference is made to the number of customers who benefited from the bonus at least once during the year.
A prosumer is at the same time a producer and consumer of energy; 
it partially or totally ensures its own energy supply and transfers any 
surplus produced to the grid. In the new energy model, prosumers 
play an increasingly consolidated and widespread role, interacting 
with both the distributor and the entity in charge of selling/collect-
ing energy. Acea responds adequately to the evolution of the en-
ergy model, by developing the capacity of connection, transmission 
and distribution systems.
As at 31/12/2022, there were 17,993 prosumers active on the ener-
gy distribution network managed by Areti: this figure has increased 
by 14%, from the 15,786 prosumers recorded in 2021, marking a 
jump compared to the annual growth trend of 8% recorded in the 
previous three-year period (2019-2021). 
The largest number of prosumers (14,736) are qualified as "do-
mestic prosumers", i.e. customers with residential user contracts 
who are also small-scale energy producers, and 3,257 are qualified 
as "other uses", i.e. non-domestic users (businesses, professional 
firms and artisans). About 10,000 of the prosumers on the Acea 
network are fed Acea Energia customers. The energy fed into the 
grid by these entities in 2022 is 97.34 GWh (15% more than the 
84.43 GWh fed in 2021), of which about 74% is from photovoltaic 
sources.
ELECTRICITY AND GAS SOCIAL BONUS: SAVINGS OVER € 60 MILLION FOR ELIGIBLE ACEA ENERGIA 
CUSTOMERS 
The payment of the electricity and gas social bonus envisaged for 
customers in financial hardship and for customers that, due to their 
state of health, require energy-intensive medical equipment, has 
undergone legislative changes in the last two years59, which, among 
other things, include the automatic recognition for citizens/house-
holds who are eligible of the electricity and gas social bonuses for 
financial hardship60 (while the bonus for physical hardship continues 
to be managed by municipalities and/or CAF – tax assistance cen-
tres). These changes led, in 2022, to another significant increase in 
the number of users of the bonus (electricity and gas) and to the 
amounts recognised.
In particular, in 2022, 108,90961 Acea Energia customers were eli-
gible to benefit from the electricity bonus (standard market service 
and free market) (around 89% more than the 57,644 customers 
eligible in 2021), with a financial saving generated for those eligible 
of around € 51.1 million. In detail, 107,979 bonuses were paid for 
economic hardship (99% of the total) and 1,102 for physical hard-
ship (state of health), making a total of 109,081, which is higher 
than the number of beneficiary customers as one customer may 
benefit from both subsidies. 
Similarly to the electricity bonus, ARERA provides for the "GAS 
bonus", with similar procedures. The number of customers eligible 
for this bonus in 2022 was 29,752 (19,147 in 2021), representing 
economic savings equal to about € 9.5 million.
Overall, during the year, the bonus system (both electricity and 
gas) resulted in savings of around € 60.6 million for Acea Energia 
customers who benefited from it (this figure in 2021 was € 8.8 
million.
In the territory served by the distribution network managed by 
Areti, which refers to customers served by both Acea Energia and 
other sellers, in 2022 there was a total of 126,584 customers eli-
gible for the electricity bonus (125,073 for financial hardship, 1,511 
for physical hardship), recording an increase of around 38% in the 
number of those eligible (91,796 eligible for the bonus in 2021).
The major changes recorded in the year should be considered main-
ly in relation to the legislative amendment of the ISEE threshold 
value for accessing the benefits (from 9,530 for 2021 to 12,000 
for 2022).
Acea is also Italy’s leading integrated water service operator 
(catchment, supply, purification, wastewater collection and treat-
ment) in terms of population covered, with over 2.7 million con-
nected users and 8.5 million inhabitants served (see Table no. 18). 
Within the area of Rome and province alone, managed by Acea 
Ato 2, there are more than 754,000 users and a served population 
equal to nearly 3.8 million people. Starting from this area – OTA 
2-Central Lazio – over time the Group has expanded its activities, 
becoming the reference operator also 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). Moreover, the Group operates in a number of South 
American countries.
Acea Group • Sustainability Report 2022
97

THE APPLICATION PROCESS OF THE NATIONAL SOCIAL WATER BONUS IN 2022 
62	  Pursuant to Decree Law no. 124 of 26 October 2019, converted with amendments by Law no. 157 of 19 December 2019.
63	  Resolution 63/2021/R/com, subsequently amended and supplemented by resolution 257/2021/R/com.
64	  Resolution 366/2021/R/com.
The social water bonus, implemented by ARERA, provides for a 
discount for the supply of water to domestic users under ascer-
tained socio-economic hardship, based on specific thresholds of 
the ISEE indicator and calculated according to family numbers 
(per capita basis), applying the discounted tariff to the quantity of 
water required to satisfy the protected amount (about 50 litres/
inhabitant/day). Area Governing Bodies may introduce or confirm 
further measures of protection for users in financially vulnerable 
conditions, granting a local “supplementary water bonus”. 
From 1 January 2021 the national water social bonuses for financial 
hardship were automatically recognised for eligible citizens/house-
holds, without requiring submission of an application62. The Author-
ity approved the provisions for the management of the transition 
period to the new automatic recognition system and the application 
methods63, governing the activities of the territorially competent 
water operator, such as the identification methods for the water 
supplies to be subsidised, the quantification criteria and the pay-
ment of the bonus to those eligible. The automatic recognition of 
the bonus involves an exchange of information flows between the 
Water Operator, Acquirente Unico SpA (the manager of the In-
tegrated Information System) and INPS, assigning to the Opera-
tors the responsibility of processing the personal data64 required 
to identify the users and pay the bonuses. The procedure to appoint 
the Operators as data processors of the data that allow Acquirente 
Unico to transmit the information of the eligible parties (starting 
the automatic recognition system) is still being finalised. In 2022, 
ARERA approved, with resolutions 106/2022 and 651/2022, the 
“Simplified regulation for the recognition and payment of the 2021 
water bonus” and its extension to 2022, but it is still carrying out the 
adequacy checks on the privacy obligations of the operators and, as 
a result, is gradually authorising the start of the information flows. 
Therefore, not all companies of the Acea Group have had access to 
the information flows required to begin paying the automatic bonus. 
The main changes made to the operational regulation (envisaged 
from the bonuses for 2023) reside in:
1.	 the assumption that the household receiving the electricity so-
cial bonus is also entitled to the water social bonus, without fur-
ther verification by the operator;
2.	 the communication of the information relating to the ISEE 
households in receipt of the social bonus – for the relevant year 
– by the Integrated Information System of Acquirente Unico to 
the operators;
3.	 the quantification of the bonus calculated on the standard 
numbers (3 members) should the operator not know the actual 
numbers, or if this assessment does not allow for payment of 
the benefit by the expected deadline (for 2022 equalisation is 
envisaged within 3 months from the first bonus payment, with 
recalculation using the effective numbers);
4.	 the payment of the benefit may be made for direct and indirect 
(condominiums) users through a one-off cheque or, for direct 
users only, in the bill.
 
NATIONAL AND INTEGRATED WATER BONUS USERS FOR ACEA GROUP COMPANIES
In 2022, Acea Ato 2 paid national water bonuses to 179,733 us-
ers, for a value of around € 19.8 million and supplementary water 
bonuses (local) to 4,171 users for a value of € 835,569. The data 
related to the national water bonuses are much higher than 2021 
(8,034 national water bonuses, for a value of around € 354,000), 
since the Company fully received the envisaged information flows 
(see the box dedicated to the water bonus application procedure) 
and applied the automatic payment, which activates without re-
quiring an application, to everyone with an ISEE below the thresh-
old established for 2021 and/or 2022. 
Acea Ato 5 communicated that it had received from Acquirente 
Unico, in July 2022, the information flows essential for recognition 
of those eligible for the water bonus for 2021 and 2022; there-
fore, as at 31 December 2022 it had paid national water bonuses to 
23,161 users, direct and indirect, which generated an overall finan-
cial saving for the beneficiaries of around € 4.22 million.
AdF continued to give visibility to the possibility of accessing the 
national water bonus and the  supplementary bonus through the 
fiora.it website and by notices posted at “AdF Points”. As for the 
national water bonus (2021 and 2022), the Company is still waiting 
to receive the lists of beneficiaries from Acquirente Unico; on the 
other hand, it paid the supplementary water bonus to 3,576 users, 
for amounts equal to € 626,472. 
Gori, which received the underlying information flows, in 2022 paid 
the national water bonus to 102,054 users, for a value of around € 
4 million (in 2021 bonuses were paid to 21,538 beneficiaries, for an 
amount of € 880,739).
In 2022, Gesesa published a release via its social channels to pro-
vide visibility and information about the procedures on accessing the 
benefits relating to the water bonus and on the application methods 
envisaged by the new legislation. However, the Company has not yet 
received the information flows in preparation for payment of the bo-
nuses. 
Considering, on a whole, the data related to the national water bo-
nuses, for the water companies in the scope that were authorised to 
pay them, upon conclusion of the privacy management checks by 
the Authority, and the figures of the supplementary water bonuses, 
where applied, the system generated for the beneficiaries an over-
all economic saving of over € 29.5 million.
Relations with the stakeholders
98

Table no. 18 – Acea Group customers (energy and water sectors) (2020-2022)
u. m.
2020
2021
2022
energy and gas sales (Acea Energia and Umbria Energy) 
standard market service (*) 
no. of withdrawal points
738,989
690,806
637,724 
free market EE - mass market 
no. of withdrawal points
364,378
393,182
426,963 
free market EE - large customers 
no. of withdrawal points
72,195
94,698
108,246 
free market gas 
no. of redelivery points
212,234
228,148
247,785 
total
no. of supply contracts
1,387,796
1,406,834
1,420,718
energy distribution (Areti)
domestic customers, low voltage 
no. of withdrawal points
1,330,557
1,338,868
1,348,757
non-domestic customers, low voltage 
no. of withdrawal points
296,248
298,736
298,399
customers at medium voltage 
no. of withdrawal points
3,116
2,851
2,862
customers at high voltage 
no. of withdrawal points
7
6
6
total
no. of withdrawal points
1,629,928
1,640,461
1,650,024
water sale and distribution (main water Companies of Acea Group)
Acea Ato 2 (*)
no. of users
705,685
705,607
754,569 
Acea Ato 5
no. of users
200,876
201,878
202,209 
Gori
no. of users
531,987
533,662
534,263 
Gesesa
no. of users
57,247
57,404
57,470 
AdF (***)
no. of users
232,152
233,440
234,089 
Acque 
no. of users
327,412
329,973
342,259
Publiacqua (****)
no. of users
399,943
402,363
405,786 
Umbra Acque
no. of users
234,185
234,850
235,946 
total
no. of users
2,689,487
2,699,177
2,766,591
Acea Ato 2
population served
3,705,295
3,705,995
3,791,167 
Acea Ato 5
population served
467,993
455,164
450,434 
Gori 
population served
1,398,678
1,395,841
1,392,279 
Gesesa
population served
116,897
110,316
110,093 
AdF (*****)
population served
382,724
380,463
377,648 
Acque 
population served
734,898
734,898
735,059
Publiacqua (****)
population served
1,217,083
1,234,292
1,234,292 
Umbra Acque (****)
population served
494,272
493,960
490,272 
total
population served
8,517,840
8,510,929
8,581,244
(*) The 2021 figure relating to the withdrawal points in the standard market service has been adjusted following consolidation; this also led to a recalculation of the total supply 
contracts for the sale of energy and gas.
(**) The 2022 figures include an estimated portion pertaining to users in newly acquired municipalities. 
(***) The total users also includes the number of existing aqueduct users. The 2022 values for aqueduct, sewerage and purification, as for the previous years, are to be considered 
provisional because they are calculated according to the criteria indicated in ARERA Res. 5/2016.
(****) Figures for 2022 are estimates; some 2021 figures on users and/or “population served” have been adjusted, after the final calculation, also leading to a recalculation in total 
users and population served.
(*****) Figures for 2022 refer to the latest ISTAT population update in October 2022.
Acea Group • Sustainability Report 2022
99

PERCEIVED QUALITY
65	  As regards water services, the main results of the customer satisfaction surveys carried out by Acea SpA and reported here concern the customers of the companies Acea Ato 
2 (Rome and Fiumicino and province) and Acea Ato 5 (Frosinone and province) operating in the Lazio area, Gesesa and Gori, both operating in Campania, and AdF, operating 
in Tuscany. 
66	  Interviews on "contact channels" are aimed at selected customers, using the "call back" method, from among those who have used the services (toll-free numbers for commercial 
information or fault reporting, website, branch, technical intervention, chat channels and digital service points) immediately before the first entry and consented to be contacted 
again. 
67	  Computer Assisted Telephone Interviewing of a stratified sample based on variables and representative of the universe of reference, following a structured questionnaire. Depend-
ing on the sample, the statistical error varies between +/- 2.5% and a maximum of +/- 4.2% and the level of significance is 95%. 
Surveys of customer and 
public satisfaction with 
services delivered: more than 
39,993 people 
interviewed
Overall opinion in 2022 
on the services provided (score 1-10): 
• electricity service “sales”(MV and LV): 7.8 and 
“distribution”: 7.5
• public lighting service: 6.9
• water service in Rome, Fiumicino and province: 7.9 and 
7.5 in Frosinone and province: 6.5
• in Sarnese Vesuviano: 6.7
• in Benevento and province: 7.1
• in Grosseto, Siena and province: 7.7
The Customer listening Unit of the Parent Company coordinates 
the process of measuring customer and citizen satisfaction with the 
services provided in the electrical, water65 and public lighting sec-
tors. The Unit works in agreement with the operating companies 
that manage the services and supports the corporate managers and 
top management of Acea SpA with analysis of the data collected. 
The customer satisfaction surveys (“quality perceived”) are car-
ried out with support from a market research company, selected 
through tender procedures. Since 2022, most of the surveys are 
distributed evenly throughout the year so as to generate frequent 
results that allow the Group companies to intervene promptly, 
where necessary, on the provision of the services and communi-
cation. For example, the new continuous survey method for the 
experience of customers who contacted Acea through the various 
channels available (callback)66 makes it possible to minimise the im-
pact of any seasonal peaks or defined anomalies. 
The reports on the results of the surveys of the total sample sur-
veyed are, however, always produced at the end of the six-month 
period, therefore, in this context the findings of the 2022 half-year-
ly surveys are presented.
In line with previous years, the surveys on the perceived quality of 
the services were conducted using the CATI67 method; the CAWI 
method (online surveys), introduced in 2021, was used more signifi-
cantly especially in relation to the perception of the digital channels. 
Therefore, also as a guarantee of comparability, it is deemed use-
ful to maintain the representation of only data collected using the 
CATI method in this context, which made it possible to process the 
following main indicators:
	•
the overall judgement on the general quality of the service (scale 
of 1 to 10), where 1 means very bad and 10 means very good, 
which expresses an instinctive evaluation by customers; 
	•
overall opinions on individual aspects of the service  (scale of 
1-10);
	•
the percentages of satisfaction with the items, or quality fac-
tors, selected within each aspect of the service, according to the 
importance attached to them by the respondents.
In 2022, a total of 39,993 people were interviewed about the qual-
ity of the services provided by Acea Energia, Areti – both for the 
distribution and public lighting service – Acea Ato 2 (Rome and 
Fiumicino and province), Acea Ato 5, Gori, Gesesa and AdF. The 
overall opinions expressed on each service, as an average of the two 
six-monthly surveys, fall within 6.5 and 7.9 (see the charts below 
and the tables at the end of this paragraph).
The overall opinions expressed on the electricity service and the 
main aspects into which it is divided indicate, for Acea Energia sales, 
positive evaluations and above average satisfaction (rating >7/10), 
both for the service in general (7.7/10 for standard market custom-
ers and 7.8/10 for free market customers) and for all aspects of 
the standard market service and “billing” on the free market; other 
aspects of the free market, including the “online branch”, are in the 
area of complete satisfaction (ratings of 8-10). For distribution, 
managed by Areti, the overall rating was 7.5/10 and the aspects of 
the service received overall ratings higher than 7/10, with fault re-
porting achieving complete satisfaction (8/10). Residents of Rome 
were interviewed about the Public Lighting service for all areas. The 
overall opinions on the service and its aspects are confirmed to be of 
average satisfaction (rating of 6-7), with 'fault reporting' receiving 
higher ratings of 7.6/10.
Relations with the stakeholders
100

As regards the water service (sale and distribution of water), the 
satisfaction of customers of Acea Ato 2 (Rome and Fiumicino and 
province) and Acea Ato 5 (Frosinone and province), in the Lazio 
area, customers of Gori and Gesesa, operating in Campania, and 
customers of AdF, operating in Tuscany, was measured. The over-
all opinion on the service provided by Acea Ato 2 in Roma and 
Fiumicino was 7.9/10; all aspects of the service monitored were 
close to or higher than 8/10. For Acea Ato 5, which operates in 
the city and province of Frosinone, the overall rating of the service 
is 6.5/10; the overall opinions on “billing” and “technical aspects” 
are on the average level of satisfaction, “branch” receives a rating 
over 7/10, while all other aspects receive overall ratings of complete 
satisfaction, over 8/10. For Gori, which manages the service in the 
Sorrento peninsula and Vesuvius centres between the provinces of 
Naples and Salerno, the overall opinion was also 6.7/10; “technical 
intervention” recorded complete satisfaction (8.4/10) whereas all 
other aspects reported opinions equal to or higher than 7/10. With 
regard to AdF, which operates in Tuscany, in the provinces of Gros-
seto and Siena, the overall opinion on the service was 7.7/10; the 
overall rating of the service aspects were over 7/10 for “billing” and 
over 8/10, i.e. in the area of complete satisfaction, for all other are-
as. For Gesesa, lastly, which operates in Benevento and its province, 
the overall opinion of the service was 7.1/10; an overall rating of 
7.3/10 was received for both “technical aspects of the service” and 
“billing”.
The charts below show, for each service, the 2022 overall opinion 
(scale of 1-10), as the average of the two half-yearly surveys, and 
Tables 19 and 20 also show the percentages of satisfied customers 
insofar as the most important quality factors for the electricity sales 
and distribution services, the public lighting service and the water 
service, and the comparison with the previous year, with indication 
of the most significant deviations. 
Chart no. 20 – Overall opinion and on aspects of electricity service – sale and distribution of energy - 2022 (scale of 1-10)
BILLING
7.6/10
7.7/10
7.8/10
OVERALL 
ASSESSMENT
OVERALL 
ASSESSMENT
7.5/10
TECHNICAL 
ASPECTS OF THE 
SERVICE
7.7/10
PLANNED  
INTERRUPTION
7.1/10
BILLING
7.6/10
TOLL-FREE NUMBER 
SALES
8.2/10
BRANCH
8.1/10
FAULT  
REPORTING
8.0/10
BRANCH
7.8/10
TECHNICAL  
INTERVENTION
7.8/10
ONLINE BRANCH
8.0/10
TOLL-FREE  
NUMBER SALES
7.9/10
SALES OF ENERGY
ENERGY DISTRIBUTION
PROTECTED MARKET
FREE MARKET
NOTE: the overall opinions and on the individual aspects of the service – shown in the chart are the average of the two semi-annual surveys.
Acea Group • Sustainability Report 2022
101

Chart no. 21 – Overall opinion and on aspects of the public  
lighting service in Rome and Formello - 2022 (scale of 1-10)
BRANCH
8.5/10
BILLING
7.9/10
TOLL-FREE  
NUMBER SALES
8.2/10
SALES AND DISTRIBUTION OF WATER
OVERALL  
ASSESSMENT
6.9/10
OVERALL 
ASSESSMENT
7.9/10
TECHNICAL 
ASPECTS OF THE 
SERVICE
6.8/10
TECHNICAL 
ASPECTS OF THE 
SERVICE
8.2/10
FAULT  
REPORTING
7.6/10
FAULT  
REPORTING
8.1/10
PUBLIC LIGHTING
Acea Ato 2 SpA Rome 
and Fiumicino
TECHNICAL  
INTERVENTION
7.8/10
Chart no. 22 – Overall opinion and on aspects of the water 
service – sale and distribution of water in Rome and Fiumicino - 
2022 (scale of 1-10)
NOTE: the overall opinions and on the individual aspects of the service – shown in the chart are the average of the two semi-annual surveys. 
SURVEYS ON SATISFACTION WITH WATER SERVICE IN OTHER AREAS IN OTA 2 – CENTRAL LAZIO 
Customer satisfaction surveys were also conducted in the province 
of Rome. In particular, in 2022, the two six-monthly surveys in-
volved a sample of 2,200 customers with direct users, represent-
ative of three territorial areas – North Lazio, East Lazio and South 
Lazio – falling within Optimal Territorial Area 2 – Central Lazio, 
managed by Acea Ato 2. 
Since 2022, in addition to the “sales toll-free number” already 
monitored in 2021, the callback surveys also looked at “fault report-
ing” and “technical intervention”, whereas contact in the “branch” 
was intercepted, as in previous years, through general survey.
The overall opinion on the water service in 2022 was 7.5/10, an 
increase on the figure for 2021 (7.2/10); ratings for individual as-
pects of the service were 7.6/10 for “technical aspects” (including 
continuity of service and water pressure level), 7.7/10 for “billing”, 
8.1/10 for “fault reporting”, 8.3/10 for “technical intervention”, 
8.2/10 for “sales toll-free number”, whereas the low numbers of 
those who used the “branch” did not allow for a statistic of the fig-
ure. The ratings expressed are therefore in the area of average and 
high satisfaction.
Relations with the stakeholders
102

Chart no. 23 – Overall opinion and on aspects of the water  
service – sale and distribution of water in Frosinone and its  
province - 2022 (scale of 1-10)
BRANCH
7.8/10
BILLING
6.6/10
TOLL-FREE  
NUMBER SALES
8.0/10
SALES AND DISTRIBUTION OF WATER
OVERALL  
ASSESSMENT
6.5/10
TECHNICAL 
ASPECTS OF THE 
SERVICE
6.9/10
FAULT  
REPORTING
8.2/10
Acea Ato 5 SpA
TECHNICAL  
INTERVENTION
8.5/10
BRANCH
7.5/10
BILLING
6.9/10
TOLL-FREE  
NUMBER SALES
7.3/10
SALES AND DISTRIBUTION OF WATER
OVERALL  
ASSESSMENT
6.7/10
TECHNICAL 
ASPECTS OF THE 
SERVICE
7.0/10
FAULT  
REPORTING
7.9/10
TECHNICAL  
INTERVENTION
8.4/10
Chart no. 24 – Overall opinion and on aspects of the water  
service – sale and distribution of water in Sarnese Vesuviano - 
2022 (scale of 1-10)
NOTE: the overall opinions and on the individual aspects of the service – shown in the chart are the average of the two semi-annual surveys.
Chart no. 25 – Overall opinion and on aspects of the water 
service – sale and distribution of water in Territorial Conference 
no. 6 “Ombrone” - 2022 (scale of 1-10)
BRANCH
8.6/10
BILLING
7.8/10
TOLL-FREE  
NUMBER SALES
8.3/10
SALES AND DISTRIBUTION OF WATER
OVERALL 
ASSESSMENT
7.7/10
TECHNICAL 
ASPECTS OF THE 
SERVICE
8.1/10
FAULT  
REPORTING
8.4/10
TECHNICAL  
INTERVENTION
8.7/10
BILLING
7.3/10
SALES AND DISTRIBUTION OF WATER
OVERALL ASSESS-
MENT
7.1/10
TECHNICAL 
ASPECTS OF THE 
SERVICE
7.3/10
Chart no. 26 – Overall opinion and on aspects of the water  
service – sale and distribution of water in Benevento and its  
province - 2022 (scale of 1-10)
NOTE: the overall opinions and on the individual aspects of the service – shown in the chart are the average of the two semi-annual surveys.
Acea Group • Sustainability Report 2022
103

THE PERCEIVED QUALITY OF THE WATER SEGMENT WEB PORTALS, RESULTS OF THE 2022  
SATISFACTION SURVEYS 
With a view to the growing importance of the digital channels, 
Acea upgraded the monitoring of the contact experience through 
the reserved area of the websites available to customers, introduc-
ing, in 2022, a sample portion collected via CAWI to also intercept 
the most digitalised users.
The companies Acea Ato 2 (Rome), Acea Ato 5, AdF and Gori re-
ceived overall ratings higher than 7/10 and the areas deemed most 
important by customers, albeit with varying weights in the differ-
ent businesses, were mainly the “possibility to communicate meter 
readings”, the “clarify of the information” and “ease of browsing”.
Table no. 19 – Results of customer satisfactions surveys: sales and distribution of energy, public lighting service (2021-2022) 
average of the two interim reports
u. m.
2021
2022
electrical service – sale of energy  – ACEA ENERGIA
standard market service customers 
sales activity (overall opinion)
1-10
7.9
7.7
aspects of the service and elements of quality
billing 
1-10
7.7
7.6
correctness of the amounts (*)
%
91.9
93.6
bill clear and easy to read
%
90.1
91.8
sales toll free number
1-10
8.4
7.9
operator’s competence
%
93.6
93.4
clarity of operator’s answers
%
92.6
93.3
branch
1-10
8.4
7.8
operator’s competence
%
92.2
95.8
operator’s courtesy and availability
%
94.0
95.1
free market customers 
sales activity (overall opinion)
1-10
7.6
7.8
aspects of the service and elements of quality
billing 
1-10
7.5
7.6
correctness of the amounts (*)
%
86.8
91.3

bill clear and easy to read
%
88.6
91.0
sales toll free number
1-10
8.3
8.2
operator’s competence
%
89.1
92.6
clarity of answers provided
%
88.5
91.3
branch
1-10
8.4
8.1
operator’s competence
%
90.5
90.3
operator’s courtesy and availability
%
92.0
91.7
on-line branch
1-10
7.7
8.0
ease of browsing
%
92.9
95.3
clarity of the information found
%
94.9
95.0
electrical service – energy distribution – ARETI (Rome and Formello)
distribution activity (overall opinion)
1-10
7.8
7.5
aspects of the service and elements of quality
technical aspects of the service 
1-10
7.9
7.7
service continuity
%
97.5
94.5
planned interruption 
1-10
7.5
7.1
prior notice of suspended supply
%
87.1
85.8
clarity of information on notices regarding recovery times
%
86.8
88.2
fault reporting
1-10
6.9
8

clarity of the information provided
%
78.3
89.3

easy to follow the automatic answering machine
%
76.8
87.5

technical intervention
1-10
7.7
7.8
intervention speed following the request 
%
80.3
79.8
technicians’ competence
%
85.1
86.8
public lighting service – ARETI (Rome and Formello)
lighting service (overall opinion)
1-10
6.7
6.9
aspects of the service and elements of quality
technical aspects of the service
1-10
6.7
6.8
service continuity
%
77.2
87.1

replacement times of posts knocked down 
%
83.0
78.2

fault reporting
1-10
7.5
7.6
clarity of the information provided
%
86.3
89.5
operator’s courtesy and availability 
%
90.8
90.3
(*) The figure refers to the correctness of the amounts of the electricity supply on the bill.
NOTE: the table shows only the quality factors indicated as most important by the sample of interviewees in 2022, which may lead to consequent changes in the 2021 column. 
The right-hand column also shows the most significant deviations, of about 5 percentage points, for the individual items surveyed.
Relations with the stakeholders
104

Table no. 20 – Results of customer satisfactions surveys: water service (2021-2022)
average of the two interim reports
u. m.
2021
2022
water service – sale and distribution of water – ACEA ATO 2 (Rome and Fiumicino)
water service (overall opinion)
1-10
7.9
7.9
aspects of the service and elements of quality
technical aspects of the service
1-10
7.9
8.2
service continuity
%
96.2
97.4
billing 
1-10
7.3
7.9
correctness of invoiced consumption (*)
%
93.9
95.3
bill clear and easy to read
%
92.3
95.1
fault reporting
1-10
8.1
8.1
operator’s courtesy and availability
%
93.5
94.0
clarity of the information provided 
%
91.3
94.5
technical intervention
1-10
8.1
7.8
technicians’ competence 
%
90.6
93.3
intervention speed following the request
%
85.5
83.8
sales toll free number
1-10
8.0
8.2
operator’s competence
%
89.3
92.6
operator’s courtesy and availability
%
90.9
93.8
branch
1-10
8.6
8.5
operator’s competence
%
93.5
92.3
operator’s courtesy and availability
%
95.2
94.4
water service – sale and distribution of water – ACEA ATO 5 (municipalities within OTA 5 – Frosinone)
water service (overall opinion)
1-10
6.3
6.5
aspects of the service and elements of quality
technical aspects of the service
1-10
6.9
6.9
service continuity
%
81.6
84.8
billing 
1-10
6.5
6.6
correctness of invoiced consumption (*)
%
75.7
82.1
bills sent regularly
%
76.4
81.8

fault reporting
1-10
7.9
8.2
clarity of the information provided 
%
89.3
93.8

operator’s courtesy and availability
%
90.8
94.3

technical intervention
1-10
7.8
8.5

technicians’ competence
%
88.0
92.8

intervention speed following the request
%
81.8
92.8

sales toll free number
1-10
7.8
8.0
operator’s competence
%
93.5
92.3
clarity of the information provided
%
93.3
92.8
branch  (**)
1-10
7.9
7.8
operator’s competence
%
97.6
95.0
clarity of the information provided
%
97.8
94.0
water service — sale and distribution of water — GORI (municipalities within the Sarnese-Vesuviano District Area)
water service (overall opinion)
1-10
6.6
6.7
aspects of the service and elements of quality
technical aspects of the service
1-10
7.1
7.0
service continuity
%
79.8
84.5
billing 
1-10
6.6
6.9
correctness of invoiced consumption (*)
%
72.6
83.4
bills sent regularly
%
79.0
80.7
fault reporting
1-10
7.7
7.9
clarity of the information provided 
%
86.9
90.8
operator’s courtesy and availability
%
89.1
91.0
technical intervention
1-10
8.5
8.4
technicians’ courtesy and availability
%
91.8
92.8
intervention speed following the request
%
90.5
90.8
Acea Group • Sustainability Report 2022
105

sales toll free number
1-10
7.9
7.3
clarity of the information provided
%
89.4
91.8
operator’s competence
%
88.9
90.8
branch 
1-10
8.0
7.5
operator’s competence
%
89.1
92.0
clarity of the information provided
%
88.9
93.0

water service – sale and distribution of water – AdF (municipalities falling within Territorial Optimal Conference no. 6 Ombrone) 
water service (overall opinion)
1-10
7.5
7.7
aspects of the service and elements of quality
technical aspects of the service
1-10
7.6
8.1
service continuity
%
92.3
94.8
billing 
1-10
7.2
7.8
correctness of invoiced consumption (*)
%
87.6
93.6
bill clear and easy to read
%
87.2
92.3
fault reporting
1-10
8.3
8.4
clarity of the information provided 
%
90.8
93.8
operator’s courtesy and availability
%
93.8
95.8
technical intervention
1-10
8.5
8.7
technicians’ courtesy and availability
%
96.5
97.0
intervention speed following the request
%
93.5
95.5
sales toll free number
1-10
8.4
8.3
operator’s competence
%
94.6
95.5
operator’s courtesy and availability
%
94.1
95.0
branch 
1-10
8.3
8.6
operator’s competence
%
89.8
95.5
operator’s courtesy and availability
%
91.8
95.3
water service — sale and distribution of water — GESESA (***) (municipalities within OTA – Calore Irpino) 
water service (overall opinion)
1-10
6.9
7.1
aspects of the service and elements of quality
technical aspects of the service
1-10
7.2
7.3
service continuity
%
84.2
89.6
billing 
1-10
6.9
7.3
correctness of invoiced consumption (*)
%
80.1
91.6
bills sent regularly
%
83.1
89.1
(*) From the first half of 2022 the formulation of the question “correctness of the amounts” was replaced, for all companies in the Water Business, by “correctness of invoiced 
consumption”.
(*) It should be noted that in the satisfaction surveys of Acea Ato 5 customers relating to the "branch" aspect, the data for the first half of 2021, included in the calculation of the 
average for the year, refers to a sample of only 52 respondents, which is lower than the statistical significance, due to the low influx recorded for the pandemic situation.
(***) For Gesesa, a smaller company, the service aspects investigated and represented herein are “technical aspects” and “billing”. 
NOTE: the table shows only the quality factors indicated as most important by the sample of interviewees in 2022, which may lead to consequent changes in the 2021 column. 
The right-hand column also shows the most significant deviations, of about 5 percentage points, for the individual items surveyed. 
 
QUALITY DELIVERED
Acea oversees the quality of the services provided with interven-
tions aimed at its constant improvement. To this end it trains people 
and ensure that they attend seminars, applies innovative technology 
to the management of processes, renews and expands the infra-
structure (networks and plants), increasing its resilience, also aimed 
at the reduction of failures and timely recovery, increases the offer 
of digital contact channels, complementing the traditional ones and 
takes care of communication with customers.
The “quality delivered" is also measured via benchmarks defined by 
the sector authority or indicated in the service contracts and man-
agement agreements with local authorities, in particular: 
	•
for the Public Lighting service, the contract between Acea and 
Roma Capitale regulates the qualitative parameters (perfor-
mance standards); 
	•
the technical and commercial quality standards in the energy 
sector (for both distribution and sales) and the contractual and 
technical quality standards in the integrated water service are 
defined and updated by the Energy, Networks and Environment 
Authority (ARERA) and, for the water sector, also by the local 
authorities.
The main regulatory interventions by ARERA in 2022 for the 
electricity and water sectors are summarised in the Group profile, in 
the paragraph “Context analysis and business model”, to which refer-
ence should be made. 
In addition to complying with the quality standards laid down by the 
regulation, Group companies operate in accordance with UNI EN 
ISO certified management systems based on a rationale of con-
tinuous improvement (see also Corporate identity, in the paragraph 
Management systems). 
Relations with the stakeholders
106

QUALITY IN THE ENERGY SEGMENT 
This section illustrates the quality aspects relating to electricity dis-
tribution services in the municipalities of Rome and Formello, and 
public lighting in the municipality of Rome, both managed by Areti68, 
while for electricity and gas sales, managed by Acea Energia, see the 
68	  Areti holds the ministerial concession for the distribution of electricity in the areas indicated and manages public lighting under the Service Contract stipulated between Acea 
SpA and Roma Capitale.
69	  Prosumers are both consumers and producers of energy, which they use for their own consumption or sell to the grid (see the box on prosumers connected to Acea's networks, 
which are constantly increasing, in the section on Acea Group customers: electricity and water services).
70	  Areti’s Resilience Plan was submitted to ARERA in June 2019.
section on Customer Care.
The Company operates in compliance with the QESE (Quality, En-
vironment, Safety and Energy) Management System for both the 
construction and management of distribution infrastructure and 
Public Lighting.
THE DISTRIBUTION OF ELECTRICITY
Plan for en masse replace-
ment of second generation 
devices:
installed another 
273,294 2G 
meters 
in 2022 for over 1.6 million 
meters remotely managed
As part of Areti’s resilience plan, 
critical factor “heat waves”:
modernised 58 km 
of MV CABLE and rebuilt 
53 secondary 
substations , critical 
factor “flooding”: rebuilt 
35 secondary 
substations
in 2022:
8,507 
MV nodes 
remotely 
controlled
Carried out mass 
drone inspections, 
for a section of 
the overhead MV 
network equal to 
160 km
ti plans and carries out the modernisation and expansion works on 
the electricity distribution network, consisting of high (HV), me-
dium (MV) and low (LV) voltage power lines, primary and secondary 
substations, and systems for the remote control and measurement 
of energy drawn from and fed into the grid. The interventions take 
into account the objectives established by the national authori-
ty (ARERA), the progressive evolution of electricity applications, 
the increase in “prosumers”69, new connections, etc., and aim to 
make the infrastructures increasingly resilient, with an adequate 
and enabling network configuration for future scenarios, such as 
widespread electric mobility and progressive electrification of con-
sumptions. 
The integrated development of the electricity grids is defined in the 
Master Plans for the HV, MV and LV networks, which Areti imple-
ments through construction - and also decommissioning or dem-
olition, and consequent containment of environmental impacts, in 
specific areas-, transformation, modernisation, maintenance, etc. 
(see Table no. 21). The interventions carried out each year are aimed 
at rationalising and upgrading the networks, increasing transport 
capacity and margins for further use, increasing their adaptability 
and reducing network losses and voltage drops, improving service 
continuity. 
In 2022, as part of the implementation of the Resilience Plan70, 
58 km of medium voltage cable at 20 kV were upgraded and 53 
secondary substation renovations were carried out to increase their 
resilience to the critical factor of "heat waves", and 35 secondary 
substation renovations were carried out to increase resilience to 
the critical factor “flooding”. For the LV networks, 86 km were put 
in place as part of the overall network modernisation programme, 
in preparation for the subsequent voltage change from 230 V to 
400 V. Remote control was extended to additional secondary sub-
stations and reclosers, for a total of 8,507 remote-controlled MV 
nodes at 31 December 2022 (7,582 in 2021).
Acea Group • Sustainability Report 2022
107

Table no. 21 – Main interventions for the management and development of electricity grids and substations (2022) 
type of work 
HV lines and primary substations (PSs)
Demolition of grid and supports
work continued on the dismantling of high-voltage lines, which had been taken out of service, leading to 
the removal of a total of 49 pylons of the 150 kV and 60 kV lines; a total of 5.4 km of the 60 kV high-
voltage lines in EPR underground cable (Castel Romano HV lines 1 and 2 leaving PS Laurentina towards 
Via Gadda terminal area) were decommissioned.
Construction of grid and supports
the new 150 kV Selvotta – Castel Romano line was completed and put into service (formed of the 5.8 
km overhead stretch and 24 supports as well as the 2 km cable section); the works to build the new stretch 
of the 150 kV North Rome – San Basilio underground cable line (3.4 km) are awaiting authorisation; 
the works to upgrade the 150 kV high-voltage Capannelle – Cinecittà/O cable in existing O.F. with 
XLPE cable (cross linked polyethylene) were launched, from terminal area “Osteria del Curato” to PS 
Cinecittà/O (1.56 km of new HV cable installation and subsequent removal of two sets of three HV cables 
in existing O.F. for a total of 2.7 km).
Station upgrading, expansion, renovation
interventions were carried out in 49 primary substations; at PS Prenestina works were completed to 
renovate the high-voltage 150 kV section and new TR 3; at PS Ostiense works began to replace the 150 
kV high-voltage switchgear with the installation of the first high-voltage hybrid section; at PS Selvotta, 
the new TR1 150/20 kV was put into operation.
Ordinary and extraordinary maintenance  
on PS station equipment
interventions were made on 98 high-voltage circuit breakers and 686 medium-voltage circuit breakers 
were maintained; 17 on-load tap changers of power transformers were overhauled and 36 high-voltage 
measuring transformers were replaced; the 220/150 kV ATR transformer at the Cinecittà/F primary 
substation was also replaced.
HV and MV protection and measures
Remote management
the following were prepared, calibrated and put into operation 60 new MV line bays; checked 601 posts 
(57 HV posts and 544 MV posts) and 56 transformers (between HV/MV and MV/MV).
measures 
earth resistance measurements were carried out on 2,731 secondary substations; step and contact 
voltages and total earth resistance measurements were conducted on 13 substations (10 primary and 3 
secondary).
MV and LV lines
Modernisation and upgrading of MV networks 
(transformation from 8.4 kV to 20 kV) and  
LV networks (transformation from 230 V  
to 400 V)
143 km of 20 kV MV cable (25 km for expansion and 118 km for upgrading), including 58 km to increase 
resilience to heat waves, and 156 km of LV cable (70 km for expansion and 86 km for upgrading in 
preparation for voltage changeover) were installed.
ordinary and extraordinary maintenance 
Massive drones inspections were carried out for an extension of the overhead MV network equal to 160 
km, in order to carry out specific interventions to replace equipment, supports, conductors, etc. necessary 
for the preservation and maintenance of the functionality of the systems.
secondary substations (SSs) and remote control
construction, extension, reconstruction SS
721 secondary substations were built/upgraded/rebuilt (140 for new connections or power increases, 581 
for upgrading to 20 kV, renewing equipment, setting up remote control), of which 88 substations were 
rebuilt to increase resilience to "heat waves" (53 substations) and "flooding" (35 substations).
ordinary and extraordinary maintenance on SS 
1,328 extraordinary maintenance operations and 583 inspections on secondary substations were carried 
out
remote control
remote control was extended to 241 secondary substations and 681 reclosers (8,507 MT nodes were 
remote controlled at 31 December 2022) and 4043 maintenance operations were carried on TLCs and 
reclosers.
In 2022, Areti continued to carry out interventions to protect the 
primary and secondary substations, as part of the activities aimed 
at raising the levels of security for the protection of infrastructures 
from cyber risks, technological solutions have been implemented 
to protect field equipment, capable of filtering data traffic. New 
solutions were also implemented for monitoring the data networks, 
identifying and responding to incidents in light of the creation of 
the Security Operation Centre (SOC). See also the chapter Insti-
tutions and the Company for an in-depth analysis of research and 
innovation and the projects implemented in the year.
As part of the plan for the mass replacement of first-generation 
(1G) meters with second-generation (2G) ones, launched in the 
last quarter of 2020, which will progressively affect the entire 
managed territory, in 2022 Areti installed a further 273,294 2G 
meters; the new meters encourage greater customer awareness of 
consumption, thanks to the data available, and a reduction in esti-
mated billing. 
The total number of remote-controlled meters (1G and 2G) installed 
on low-voltage active users at 31 December 2022 is 1,652,552.
Relations with the stakeholders
108

PUBLIC LIGHTING
204,676  
light points and 
231,437 
bulbs managed in Rome:
92% of the park LED 
lamps
2,059  
lamp posts reinstalled 
and  
10,502 mainte-
nance interventions on 
LED lamps/fixtures
lighting  
projects  
in the green areas of the capital:
Nicholas Green Park, Stefano 
Cucchi Park, Antonella Renzi 
Park, Volpi Park, Spallette Park 
and green areas on Via G. Falck 
and Via Levanna
71	  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 December 2027.
Areti manages, by virtue of the Service Agreement71 between Acea 
SpA and Roma Capitale, works on the functional and artistic-mon-
umental public lighting infrastructures, for over 204,600 lighting 
points located on a territory covering about 1,300 km2.
The company handles the design, construction, operation, main-
tenance and renovation of lighting networks and installations, and 
plans interventions in accordance with the instructions of the local 
government departments and supervisory departments, which are 
responsible for new urban developments, redevelopment projects 
and cultural heritage. 
In addition to the service provided to Roma Capitale, Areti also 
makes public and artistic lighting services available to other stake-
holders (e.g. ecclesiastical bodies, hotels, etc.).
Table no. 22 – Public lighting in Rome in figures (2022) 
lighting points (no.)
monumental artistic lighting points (no.)
204,676 
around 10,178
bulbs (no.)
231,347 
MV and LV network (km)
8,166
Energy consumption for public lighting, which has seen a downward 
trend in previous years thanks to the modernisation of the systems 
with the installation of LED lamps, has stabilised; as at 31 December 
2022, the 212,799 LED lamps installed cover 92% of the total num-
ber of lamps (see Relations with the Environment; The Use of Materials, 
Energy and Water and the Environmental Accounts). 
In 2022 activities continued for the development of an innovative 
technological solution intended for the creation of a “smart pole”, in 
a “smart city” perspective. In particular, the design and development 
of the solution and the prototypes reached an advanced stage and the 
phase of the equipment also went into production. 
The lighting projects carried out during the year include, by way of 
example, the new lighting of some parks and gardens located in 
central and suburban areas of the capital, for the benefit and greater 
safety of citizens, and among the functional projects were systems 
to serve certain streets without lighting. During the year, certain 
plants subsequently acquired were also adapted and plant sections 
were built for major public works with multi-year timeframes (see 
the info boxes). 
LIGHTING WORKS IN PARKS AND GARDENS
In 2022, Areti carried out multiple lighting interventions in parks 
and gardens of the capital; in particular, with financing from the 
Department for Coordination and Development of Infrastructure 
and Urban Maintenance (CSUMI) of Roma Capitale, new lighting 
was created in the Nicholas Green Park, in Rome’s Municipio XIII, 
which involved the installation of 38 lighting points for the pedes-
trian routes within the park, the play area and the sports field, for 
an overall installed power of 950W, and the green area on Via Gior-
gio Falck (in Municipio V), with the installation of 11 lighting points 
for the pedestrian route and the play area (power 400W). Lighting 
was installed in the Stefano Cucchi Park (6 lighting points) and the 
Antonella Renzi Park (14 lighting points), using the available funds 
of Municipio X and VII respectively, for a total installed power of 
500W; upgrading and lighting works were carried out in the Volpi 
Park in Municipio XV (17 lighting points, total power 700W) and 
the Spallette Park in Municipio XI (13 lighting points, overall power 
500W), thanks to the collaboration with the Roma Capitale Envi-
ronment Department.
Lastly, in the green area on Via Levanna (Municipio III), a new public 
lighting system was created through the installation of 13 lighting 
points, for a total power of 500W. 
All the interventions mentioned were carried out using LED light 
sources.
Acea Group • Sustainability Report 2022
109

FUNCTIONAL INTERVENTIONS 
72	  For the purpose of calculating service levels, reports pertaining to damages caused by third parties are not be considered.
73	  Fines are calculated using the following criteria: if the average repair time (TMR) is higher than the average allowable repair time (TMRA), for each type of report daily fines are 
applied to each notice for which the lead time (LT) exceeds the value of the TMRA. If the TMR is lower than or equal to the TMRA, for each type of report daily fines are applied 
to each notice for which the LT exceeds the value of the maximum allowable recovery time (TMAX). 
The upgrade to Piazza Sempione (in Municipio III), which created 
a large pedestrian zone, also led to the restructure of the public 
lighting system, through the removal of the existing system (-450 
W) and the installation of 8 candelabras in style equipped with LED 
lanterns (total 280W). The pedestrian zone between Via Castore 
Durante and Via delle Palme (in Municipio V) was lit with 8 LED 
lighting points with an overall power of 400W. Lastly, Via Fortu-
nato Pintor, in Municipio XIV, was lit through the installation of 8 
supports with street fixtures (400W). 
MAJOR WORKS AND TAKING OVER SYSTEMS 
As part of the major public works affecting the streetscape and the 
public lighting systems, Areti is carrying out interventions for the 
creation of new systems as works progress for:
	•
demolition of the Tangenziale Est overpass of 
	•
widening of the road surface on Via Tiburtina
	•
creation of the road network in the Comprensorio Direzionale 
Pietralata (formerly SDO)
The systems relating to the Spizzichino Bridge were also adapted 
and taken over (61 lighting points for an installed power of 3500W) 
and the Nuvola Conference Centre (55 lighting points for 3500W 
of power). 
Every year, Areti carries out efficiency and safety upgrades at lighting points, as well as scheduled and extraordinary maintenance on the 
installations (see Table no. 23).
Table no. 23 – Main interventions for improved efficiency, safety, repairs and maintenance (2022)
type of work
(no.)
energy efficiency/technological innovation
(replacement of fixtures)
780 light points replaced (not including new LED installations)
safety measures
3,520 lighting points made safe – class 2
checking corrosion on lamp posts
27,285 supports verified (functional and artistic)
LED lamp reinforcement/maintenance
10,502 maintenance jobs
Reinstalling lamp posts that were corroded or knocked down due to accidents
2,059 lamp posts reinstalled
NOTE: the table includes operations carried out for the Municipality of Rome and third parties.
Acea monitors the quality parameters of the public lighting service 
with regard to the repair time of faults, calculated from the time 
the citizen’s report72 is received. The performance standards are ex-
pressed by an average allowable restoration time (TMRA), within 
which repairs should be carried out, and a maximum time (TMAX), 
beyond which a penalty mechanism is triggered73. 
For the 2022 performance relating to the average recovery time 
(TMR) of the functionality of the plants, for the various types of 
failure, Table no. 24 shows the best estimate available, since at the 
time of publication of this document, the data are in the process 
of being consolidated; all the performances are below the average 
restoration time limits allowed by the contractual standards.
Table no. 24 – Public lighting fault recovery: penalties, standards and Acea performance (2021-2022) 
type of fault
daily penalty  
for delays
standard contractual service (*)
Acea service 
(euro)
TMRA (average permitted  
recovery time)  
(working days)
TMAX (maximum recov-
ery time) (working days)
TMR (average recovery 
time)  
(working days)
2021
2022
blacked out neighbourhood – MV grid failure 
70
1 working day
1 working day
< 1 working day
<1 working 
day
blacked out street – MV or LV grid failure
50
5 working days
8 working days
1.2 working days 1.6 working 
days
blacked out stretch (2-4 consecutive lights 
out)
50
10 working days
15 working days
9.7 working 
days
8.9 working 
days
Lighting points out: single lamps, posts, sup-
ports and armour
25
15 working days
20 working days
23.4 working 
days
14.7 work-
ing days
(*) Consistent with previous years, data were monitored in compliance with provisions under Annex D/2 to the 2005-2015 Municipality of Rome – Acea SpA Service Agreement.
Relations with the stakeholders
110

Control systems, such as remote management, detect the fault situa-
tion, which can also be reported via contact channels (call centre, app, 
web, fax or letter)74. In 2022, 12,385 fault reports were received75 , a 
reduction of around 32% compared to the previous year (18,340 re-
ports), and 91% were followed up within the year. 
The percentage distribution of the total number of reports re-
ceived by type of fault is shown in Chart no. 27. The most signif-
icant incidents concern “blacked out street” (46%) and “lighting 
point out” (40%). “Blacked out stretch” is more contained (14%), 
but still higher than 2021. During the year there have been no cases 
of “Blacked out neighbourhood” due to grid failure.
Chart no. 27 – Types of public lighting faults out of total reports 
received (2022)
0%Blacked out neighbourhood – grid 
failure
46% Blacked out street – grid failure
14% Blacked out section
(2-4 lamps switched off in a row)
40% switched off lighting point
(single lamps, posts, supports and armour)
Areti also has consolidated expertise in artistic and monumental light-
ing, of which there were 10,178 dedicated lighting points in 2022. In 
addition to interventions relating to new constructions or modernisa-
tion works that are designed and carried out in accordance with the 
supervisory departments, examples also include the special lighting/
switching off lights at symbolic sites, such as those carried out in 
2022 at the Colosseum, Senate Palace, Lazio Region Palace, etc. with 
the intention of raising citizens’ awareness during particular anniver-
saries. For the remainder, only ordinary maintenance was carried out 
during the year, including a particularly important case involving the 
replacement of the underwater projectors in the Fountain of the Nai-
ads, in Piazza della Repubblica. Other maintenance interventions were 
carried out at the archaeological sites of Trajan’s Market, at the Baths 
of Caracalla, the Baths of Diocletian and the Colosseum, at the site of 
Castel Sant’Angelo, the palaces of the EUR and in the monumental 
parks of Municipio I and Municipio II.
THE QUALITY LEVELS REGULATED BY ARERA IN THE 
ELECTRICITY SECTOR
The Regulatory Authority for Energy, Networks and the Environ-
ment (ARERA) defines, at a national level, the commercial quality 
standards (timing of the technical-commercial services requested by 
customers, such as estimates, work on connections, activation/deac-
74	  More detailed information on call centre performance and written complaints is provided in the Customer Care section.
75	  The data excludes reminders and repeated reporting of the same fault.
76	  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.
77	  Integrated Test on the output-based regulation of electricity distribution and measurement services – Annex A to ARERA resolution 646/2015/R/eel as subsequently amend-
ed and supplemented.
78	  This is due to the misalignment between the delivery times of reports to the Authority and those required by law for the publication of this document.
79	  Where due, automatic compensation is paid to the customer by deduction from the amount charged in the first subsequent bill and if needed in following bills, or paid by direct 
remittance. In any case, such automatic compensation must always be paid to the customer within 6 months from the date of receipt of the written complaint or the request for 
reimbursement of double billing, with the exception of customers who are billed quarterly, for which the term is set at 8 months. For distribution activities, automatic compen-
sation is paid by the distributor to the service recipient within 7 months from the date on which the required service is provided.
80	  The amount set by the Authority for compensation for non-compliance with the specific quality standards for the distribution service starts from a basic amount of € 35 for domestic 
low voltage customers; € 70 for non-domestic low voltage customers and € 140 for medium voltage customers. In the event of non-compliance with the specific quality standards of 
the sale, the seller shall pay the final customer an automatic compensation of € 25. Compensation grows in relation to the delay in the provision of the service.
tivation of the supply, response to complaints) and technical quality 
standards (continuity of supply) of the electricity service; it period-
ically reviews them, directing operators to constantly improve per-
formance.
Commercial quality is divided into "specific" and "general" levels, 76for 
the distributor (differentiated for low and medium voltage supplies) 
and for those of the seller (see Tables 25, 26 and 27). 
Every year Acea communicates to ARERA the results achieved and 
includes them in the bill it sends to its customers. 
The 2022 commercial and technical quality results77 related to the 
distribution and metering, as disclosed herein, represent the best esti-
mate available 78 at the time of writing and may not precisely coincide 
with those submitted to ARERA as part of the annual reports. 
As regards the “specific” levels of commercial quality, compared to 
the previous year, there is an improvement in the completion time 
of simple works for the creation of new ordinary LV connections (in 
particular for domestic users) and ordinary MV connections, where-
as other performance has remained stable. On the other hand, there 
was a worsening in the estimate time for works on LV networks, both 
in terms of the average days for preparing the estimate and the per-
centage of compliance with the standard. With regard to the “general” 
levels relating to responses to written complaints/enquiries, there was 
an improvement in performance compared to 2021, with a recovery 
both in terms of average days to process complaints and the percent-
age of response within the times envisaged by ARERA, with the same 
number of requests received as last year (see Table no. 25). Automatic 
compensation to customers79 to be paid in case of non-compliance 
with “specific” quality levels, start from a basic amount80, which can be 
doubled (if the timing of the activities exceeds the standard between 
two and three times) or tripled (if the timing exceeds the standard by 
three times).
For the quality aspects of the sales service, managed by Acea Energia, 
in the context of the “specific levels” of commercial quality in 2022, 
the percentages of compliance with the standards set by ARERA de-
creased due to billing corrections for the standard market, but, on the 
other hand, improved significantly for the free market. The percent-
ages of compliance also contracted for the reasoned reply to written 
complaints, in both markets, but to a lesser extent for the free market 
(see Table no. 26).
With reference to Areti’s performance related to the incentive regula-
tion of the duration and number of interruptions without prior notice 
for low-voltage users, the data related to the 2022 financial year – 
summarised in Table no. 27 – indicate that in the urban areas char-
acterised by the highest degree of concentration of users (so-called 
high and medium concentration territorial areas), the continuity of 
the service was guaranteed with a better quality compared to last year. 
Positive results are also being achieved in suburban and rural areas. 
In addition to the indicators described above, the electricity distributor 
is also required to comply with specific levels of service continuity with 
Acea Group • Sustainability Report 2022
111

reference to medium voltage users for which automatic compensation 
will be paid81 in cases where the number of interruptions during the year 
exceeds a defined standard.
Finally, separately for medium and low voltage users in the event of 
81	  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 in their utility plants from having repercussions on the Areti network, damaging other customers connected nearby. Furthermore, they must send their own 
plant adequacy statement, issued by parties with specific technical and professional expertise. Where customers fail to meet the requirements whereby compensation may be 
sought, that amount is paid by Areti as a fine to the Energy and Environmental Services Fund.
failure to comply with the maximum power restoration times, there 
is an additional reimbursement to be paid by the distribution com-
pany to each user that is disconnected for more than 4 or 8 hours 
respectively. 
Table no. 25 – Main specific and general levels of commercial quality – energy distribution (2021-2022) (ARERA parameters and Areti 
performance – 2021: data submitted to ARERA; 2022: estimated data)
ENERGY DISTRIBUTION
SPECIFIC LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA PARAMETERS 
– maximum time by 
which the service must 
be performed
average actual 
completion 
time for 
services
percentage of 
services carried 
out within time 
limit
average actual 
completion 
time for 
services
percentage 
of services 
carried out 
within time 
limit
2021
2022
LOW VOLTAGE (LV) SUPPLIES
DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE
estimates for work on LV networks (ordinary connections)
15 working days
9.44
92.77%
14.72
71.66%
completion of simple work (ordinary connections)
10 working days
10.48
71.21%
10.25
81.76%
completion of complex works 
50 working days
11.94
95.21%
18.73
91.82%
supply activation
5 working days
1.39
97.50%
1.50
97.17%
deactivation of supply on customers request
5 working days
1.05
98.59%
1.10
98.54%
reactivation of supply following disconnection for late 
payment
1 working day
0.11
99.33%
0.12
99.05%
resumption of the supply following faults of the metering 
equipment (requests sent during business days from 08:00 
to 18:00)
3 hours
3.52
60.07%
3.43
62.10%
resumption of the supply following faults of the metering 
equipment (requests sent during non-business days or from 
18:00 to 08:00)
4 hours
2.40
86.40%
2.94
81.78%
maximum punctuality band for appointments with customers
2 hours
N.A.
91.60%
N.A.
87.08%
NON-DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE
estimates for work on LV networks (ordinary connections)
15 working days
9.61
90.58%
14.85
69.40%
completion of simple work (ordinary connections)
10 working days
11.05
77.21%
10.58
79.87%
completion of complex works 
50 working days
17.55
92.67%
29.06
86.29%
supply activation
5 working days
2.27
93.63%
2.31
93.51%
deactivation of supply on customers request
5 working days
4.94
94.58%
2.61
94.03%
reactivation of supply following disconnection for late 
payment
1 working day
0.14
99.30%
0.12
98.86%
resumption of the supply following faults of the metering 
equipment (requests sent during business days from 08:00 
to 18:00)
3 hours
3.48
62.78%
3.23
64.41%
resumption of the supply following faults of the metering 
equipment (requests sent during non-business days or from 
18:00 to 08:00)
4 hours
2.51
84.91%
2.67
81.89%
maximum punctuality band for appointments with customers
2 hours
N.A.
91.68%
N.A.
89.13%
MEDIUM VOLTAGE SUPPLIES (MV)
END CUSTOMERS
ARETI’S PERFORMANCE
estimates for work on MV networks
30 working days
17.14
84.05%
17.33
93.06%
completion of simple work
20 working days
3.00
100%
12.00
100%
completion of complex works 
50 working days
9.88
92.86%
14.60
97.14%
supply activation
5 working days
10.52
56.53%
9.6
56.00%
deactivation of supply on customers request
7 working days
19.53
67.86%
37.13
16.67%
reactivation of supply following disconnection for late 
payment
1 working day
0.43
100%
0.37
100%
maximum punctuality band for appointments with customers
2 hours
N.A.
92.11%
N.A.
89.80%
Relations with the stakeholders
112

GENERAL LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA PARAMETERS 
minimum percentage of 
services to be performed 
within a maximum time
average actual 
completion 
time for 
services
percentage of 
services  
performed 
within the  
maximum time
average actual 
completion 
time for 
services
percentage of 
services per-
formed within 
the maximum 
time
2021
2022
LOW VOLTAGE (LV) SUPPLIES
DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE
reply to written complaints/enquiries regarding distribution 
operations
95% within 30 calendar 
days
85.47
50.70%
28.55
73.53%
reply to written complaints/enquiries regarding metering 
operations
95% within 30 calendar 
days
72.46
44.72%
47.25
61.51%
NON-DOMESTIC CUSTOMERS
ARETI’S PERFORMANCE
reply to written complaints/enquiries regarding distribution 
operations
95% within 30 calendar 
days
59.08
66.53%
32.82
69.68%
reply to written complaints/enquiries regarding metering 
operations
95% within 30 calendar 
days
79.03
38.46%
68.00
50.60%
MEDIUM VOLTAGE SUPPLIES (MV)
END CUSTOMERS
ARETI’S PERFORMANCE
reply to written complaints/enquiries regarding distribution 
operations
95% within 30 calendar 
days
34.73
75.38%
25.00
77.00%
reply to written complaints/enquiries regarding metering 
operations
95% within 30 calendar 
days
136.74
20.83%
42.00
66.10%
NOTE: The symbol “/” is used when services were not requested during the year, n.a. means the data are not applicable.
Table no. 26 – Main specific and general levels of commercial quality – energy sales (2021-2022) (ARERA parameters and Acea Energia 
performance – data submitted to ARERA) 
ENERGY SALES
SPECIFIC LEVELS OF COMMERCIAL QUALITY (*)
SERVICES
ARERA PARAMETERS
maximum time by which the 
service must be performed
percentage of services carried 
out within time limit
percentage of services carried 
out within time limit
2021
2022
MORE PROTECTED SERVICE
ACEA ENERGIA PERFORMANCE
billing adjustments
60 calendar days 
100%
85.71%
double billing adjustments
20 calendar days
/
100%
reasoned reply to written complaints
30 calendar days
92.30%
80.09%
FREE MARKET
ACEA ENERGIA PERFORMANCE
billing adjustments
60 calendar days 
52.89%
68.24%
double billing adjustments
20 calendar days
/
/
reasoned reply to written complaints
30 calendar days
93.08%
89.47%
GENERAL LEVELS OF COMMERCIAL QUALITY
SERVICES
ARERA PARAMETERS
minimum percentage of services 
to be performed within a maxi-
mum time
percentage of services  
performed within the  
maximum time
percentage of services per-
formed within the maximum 
time
MORE PROTECTED SERVICE
ACEA ENERGIA PERFORMANCE
reply to written enquiries
95% within 30 calendar days
99.72%
97.39%
FREE MARKET
ACEA ENERGIA PERFORMANCE
reply to written enquiries
95% within 30 calendar days
99.64%
99.25%
(*) Free market and more protected service customers with low and medium voltage supplies, and end customers of low-pressure natural gas (predominantly domestic customers 
and small businesses) receive an automatic compensation calculated on a base value of € 25 if standards are not met.
The symbol “/” is used when services were not requested during the year, N.A. means the data are not applicable.
Acea Group • Sustainability Report 2022
113

Table no. 27 – Service continuity data – energy distribution (2020-2022) 
(ARERA parameters and Areti performance – 2020-2021: data certified by ARERA; 2022: provisional data) 
ENERGY DISTRIBUTION – CONTINUITY INDICATORS – LV CUSTOMERS
DURATION OF DISRUPTIONS AND PERCENTAGE CHANGES
SERVICES
average cumulative duration of long disruptions without prior 
notice under the operator’s responsibility per LV customer per year 
(minutes)
percentage changes
2020
2021
2022
2022 vs. 2020
2022 vs. 2021
high concentration
42.3
30.4
29.9
-29.31%
-1.64%
medium concentration
52.0
45.5
38.1
-26.73%
-16.26%
low concentration
47.6
47.3
44.6
-6.30%
-5.71%
AVERAGE NO. OF DISRUPTIONS AND PERCENTAGE CHANGES (*)
SERVICES
average no. of disruptions without prior notice under the operator’s 
responsibility per LV customer per year 
percentage changes
high concentration
1.869
1.603
1.389
-25.68%
-13.35%
medium concentration
2.589
2.461
1.909
-26.26%
-22.43%
low concentration
3.064
3.247
2.504
-18.28%
-22.88%
(*) 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).
Note: 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 concentration”; 
between 5,000 and 50,000 inhabitants is defined as “medium concentration”; less than 5,000 inhabitants is defined as “low concentration”.
QUALITY IN THE WATER AREA
165 Water Kiosks  
active in the communities 
managed by Acea Ato 2, Gori 
and AdF:
over 38.7 million litres of 
water supplied, equal to  
774 tonnes of plastic/
year saved and over 
2,000 tonnes of CO2 not 
emitted into the atmosphere
Strategic 
infrastructure:
launched authorisation 
procedures to build the new 
upper section of the Peschiera 
Aqueduct and carry out 4 
sub-projects
Waidy Wow,  
the “water community” 
app installed on around 
106,000 devices:
presented the latest upgrade 
at Acea Innovation Day 2022
82	  In July 2021, with Regional Council Resolution no.  10, the Optimal Territorial Area 2 - Central Lazio-Rome was modified to include the Municipality of Campagnano di Roma, 
which previously belonged to OTA 1 - North Lazio-Viterbo.
83	  In 89 municipalities, Acea Ato 2 managed the entire IWS (aqueduct, sewerage and waste water treatment), and the IWS was partially managed in another 17 municipalities.
84	  Acea was 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.
85	  Including the management of two municipalities outside the area (Conca Casale and Rocca d’Evandro).
The Acea Group manages the integrated water service (IWS) in sev-
eral Optimal Areas of Operations (OTA) or District Areas of Lazio, 
Tuscany, Campania and Umbria through subsidiaries and investee 
companies.
Below, in line with the scope of reporting (see Communicating sus-
tainability: methodological note), we describe the activities carried 
out in Lazio, Campania and Tuscany by the following companies:
	•
Acea Ato 2, in OTA 2 - Central Lazio (Rome and 112 other mu-
nicipalities82, of which 89 are managed83 by Acea Ato 2, equal 
to about 98% of the population in the area), the Group’s “his-
torical” area of operation84, with a pool of around 3.8 million in-
habitants served;
	•
Acea Ato 5, in OTA 5 – southern Lazio – Frosinone (86 mu-
nicipalities managed85 in the area of Frosinone and vicinity, equal 
to about 93% of the population), for about 450,000 residents 
served;
	•
Gori operates in the Sarnese-Vesuviano district (in 76 munici-
palities - 59 in the province of Naples and 17 in the province of 
Relations with the stakeholders
114

Salerno - of which 74 are managed), with approximately 1.4 million 
residents served;
	•
Gesesa operates in the OTA - Calore Irpino (22 municipalities 
managed, in the area of Benevento and province), with more than 
110,000 residents served. 
	•
AdF, operating in the OTA 6 Ombrone, which includes 55 mu-
nicipalities (28 in the province of Grosseto and 27 in the prov-
ince of Siena) with a population of more than 390,000 (for over 
377,600 residents served 
The integrated water service (IWS) involves the entire cycle of drinking 
water and wastewater, from the collection of water from the springs 
until its return to the environment, and is regulated by a management 
agreement signed between the Company that takes charge of the ser-
vice and the Area Authority (AGB – Area Governing Body). 
The Regulatory Authority for Energy, Networks and the Environment 
(ARERA), which also regulates the water sector at a national level, has 
defined the minimum essential contents of the "Standard Agreement" 
between the entrusting bodies and the service operators. For the main 
regulatory interventions in the water sector undertaken during the year 
by ARERA, see paragraph Context analysis and business model (Group 
Profile chapter), and for more details see the Authority’s website. 
The Integrated Water Service Charter, annexed to the Agreement, 
defines the general and specific quality standards that the operator 
must respect in relation to the users, in compliance with the ARERA 
Resolutions on contractual quality and technical quality aspects. The 
User Regulations, also annexed to the Agreement, govern the relation-
ship with customers, establishing the technical, contractual and eco-
nomic conditions that are binding for the operatorin the provision of 
services. For the contractual quality performance of water companies, 
see below the sub-section Levels of quality regulated by ARERA in the 
water segment.
86	  These are the "New Marcio Aqueduct - Lot I", the "Raddoppio VIII Syphon - Casa Valeria Section - Ripoli Tunnel Exit - Phase I", the "Ottavia - Trionfale Supply System" and 
the "Monte Castellone - Colle S. Angelo (Valmontone) Pipeline".
87	  According to Ministerial Decree 517/21 and the Decree of the State General Accounting Office no. 160/22 (provision for launch of works that cannot be postponed).
88	  On the basis of the opinion of the authority responsible for overseeing public works expressed at the meeting on 14/10/2020 (no. 46/2020) and pursuant to art. 44, paragraph 1-bis of 
The management activities of the integrated water service, though 
closely related and therefore allowing an optimal definition of the 
processes, must relate to situations that are very diversified from the 
standpoints of size, demographics, geomorphology and hydrology of 
the regions served, which also have an impact on the infrastructure to 
be implemented.
The Companies operate in compliance with the procedures of the cer-
tified management systems, in particular, for Acea Ato 2, Acea Ato 5 
and Gesesa in the areas of Quality, Environment, Safety and Energy, 
for Gori in the areas of Quality, Environment and Safety and for AdF 
in the areas of Quality and Safety (see, for further details, The corpo-
rate identity, The management systems).
CONSISTENCY, INTERVENTIONS AND REMOTE  
CONTROL
The companies managing the IIS are engaged in progressive digitising 
of the networks, through studies, field surveys and data entry into the 
geo-referenced information system (GIS). In particular, as at 31 De-
cember 2022, Acea Ato 2 has over 85% of the networks traced in the 
GIS system; Acea Ato 5 has digitised around 5,399 km of the water 
network (measured in the field and published in GIS) as at 31 Decem-
ber 2022, corresponding to around 87% of the total. Gori and Gesesa 
have georeferenced the stocks shown in Table no. 28 and are contin-
uing to survey and update the data; Gesesa has already georeferenced 
the water sites (wells, springs, reservoirs/partitions) and the sewage lift-
ing and treatment plants, including their functional diagrams.
AdF, in 2022, activated a process to validate the information present 
on the GIS system, through the obligation to update certain type of 
activities in GIS, which made it possible to validate around 565 km of 
aqueduct and around 61 km of sewerage.
Table no. 28 – Water mains areas 2022 (georeferenced data)
company
drinking water network (km)
sewerage network (km)
Acea Ato 2
13,468 (740.9 km of aqueduct, 1,190 km of supply network and 11,537 km of distribution) 6,447
Acea Ato 5
6,181 (1,233 km of supply network and 4,948 km of distribution network)
1,800
Gori
5,227 (867 km of supply network and 4,360 km of distribution network)
2,697
Gesesa
2,093 (180 km of supply network and 1,913 km of distribution network)
527 (among outfalls, main and secondary collectors)
AdF
8,360 (1,993 km of supply network and 6,366 km of distribution network)
1,754 (among outfalls, main and secondary collectors)
The networks are connected to a complex system of equipment 
and plants necessary for the operations of the aqueduct, treatment 
and sewerage services. ach year, the Companies carry out:
	•
infrastructure interventions such as modernisation or strengthening 
of the plants, the remote control of infrastructures, the completion, 
extension or the drainage of pipelines and networks, to contain the 
losses and improve the efficiency and quality of the service provided;
	•
interventions to improve utility management (such as installation 
and replacement of meters), in addition to everything concerning 
the relationship with customers, for which reference is made to the 
paragraph Customer care; 
	•
interventions to protect people and territory, aimed at ensur-
ing the quality of the drinking water distributed and the water 
returned to the environment, such as the Water Safety Plans 
(WSPs) and laboratory controls; see the section Relations with 
the environment, paragraph Water segment). 
For a quantification of the main interventions carried out by the com-
panies during the year and the analytical checks on drinking water and 
waste water carried out independently or by Acea Elabori, see Table 
no. 29.
In 2022, Acea Ato 2 continued the development of all interventions 
intended to secure and modernise the Peschiera aqueduct system, 
essential strategic infrastructure to ensure the greater resilience of 
the procurement and supply system managed. Technical and Eco-
nomic Feasibility Studies were completed and the authorisation pro-
cedures were launched for the 4 sub-projects86 relating to hydraulic 
works, identified in 2021, which will also be carried out with financing 
of around € 244 million obtained as part of the National Recovery and 
Resilience Plan (NRRP)87. As regards the main intervention, the “New 
Upper Section of the Peschiera Aqueduct”, which will also be carried 
out thanks to financing of € 700 million established by the 2023 
Budget Law (Italian Law no. 197/22), the authorisation procedure was 
launched in 202288. 
Acea Group • Sustainability Report 2022
115

The design of the infrastructure is also defined, in collaboration with 
Acea Elabori, with specific attention to sustainability criteria, in ac-
cordance with the Envision Protocol.
In 2022, Acea Ato 2 installed 178 hydro valves to optimise the op-
erating pressures of the distribution networks and reclaimed 204.5 
km of water mains; it started work on major supply systems to in-
crease the resilience of complex municipal systems with particular 
Law 108/21.
reference to the Albano Laziale and Civitavecchia interconnec-
tions; to increase the availability of water in the municipalities man-
aged, it completed the new drinking water plants serving the Orsini 
and La Dolce wells in the municipalities of Ariccia and Manziana. 
The programme to install flow-limiting devices on rural utilities has 
also continued to limit non-drinking consumption.
Table no. 29 – Main interventions on the drinking water and sewerage networks and controls on drinking water and wastewater (2022)
INTERVENTIONS ON DRINKING WATER NETWORKS, METERS AND WATER TESTS
type of work
ACEA ATO 2
interventions due to network failure/leak detection 
35,396 interventions (35,090 due to faults, 306 leak detection) 
planned interventions
11,540 interventions
Meter installations (new installations and  
replacements)
15,726 interventions (12,501 new installations and 3,225 replacements)  
and 45,780 mass replacements under contract
network extension 
9.04 km of expanded network
network reclamation 
204.5 km of reclaimed network 
drinking water quality control
11,966 samples collected and 365,546 tests performed 
ACEA ATO 5
interventions due to network failure/leak detection 
10,119 interventions 
planned interventions
3 interventions (on distribution network)
Meter installations (new installations and replacements)
26,005 interventions (3,044 new installations and 22,961 replacements)
network extension 
0 km of expanded network 
network reclamation 
46.3 km of reclaimed network (*)
drinking water quality control
2,565 samples collected and 107,420 tests performed
GORI
interventions due to network failure/leak detection 
16,412 interventions 
planned interventions
7,003 interventions 
Meter installations (new installations and replacements)
25,484 interventions (12,565 new installations and 12,919 replacements)
network extension 
0.78 km of expanded network
network reclamation
14.7 km of reclaimed network
drinking water quality control
4,908 samples collected and 132,538 tests performed 
GESESA
interventions due to network failure/leak detection 
3,190 interventions (3,090 due to faults, 100 leak detection)
planned interventions
123 interventions 
Meter installations (new installations and replacements)
1,162 interventions (257 new installations and 905 replacements)
network extension
2 km of expanded network
network reclamation 
1.8 km of reclaimed network
drinking water quality control
1,048 samples collected and 12,307 tests performed 
AdF
interventions due to network failure/leak detection 
8,901 interventions (8,288 due to faults, 613 leak detection)
planned interventions
54 interventions 
Meter installations (new installations and replacements)
19,728 installations (3,257 new installations and 16,471 replacements)
network extension
2 km of expanded network 
network reclamation 
33 km of reclaimed network
drinking water quality control
4,514 samples taken and 121,738 tests performed (120,940 on drinking water  
and 798 on surface water) 
INTERVENTIONS ON SEWERAGE NETWORKS AND TESTS
type of work
ACEA ATO 2
interventions due to network failure 
2,986 interventions
planned interventions 
245 interventions
network extension
21.8 km of expanded network 
network reclamation 
13.4 km of reclaimed network
Relations with the stakeholders
116

wastewater quality control
6,999 samples collected and 135,906 tests performed 
ACEA ATO 5
interventions due to network failure 
347 interventions
planned interventions 
-
network extension
-
network reclamation 
1.7 km of reclaimed network 
wastewater quality control
3,281 samples collected and 67,810 tests performed 
GORI
interventions due to network failure 
433 interventions
planned interventions 
7,521 interventions
network extension
15.9 km of expanded network
network reclamation 
8.4 km of reclaimed network
wastewater quality control
1,582 samples collected and 43,564 tests performed 
GESESA
interventions due to network failure 
117 interventions
planned interventions 
6 interventions
network extension
-
network reclamation 
-
wastewater quality control
630 samples collected and 12,234 tests performed 
AdF
interventions due to network failure 
335 interventions
planned interventions 
24 interventions
network extension
3.95 km of expanded network 
network reclamation 
2.95 km of reclaimed network
wastewater quality control
7,734 samples collected and 40,481 tests performed 
89	  With human intervention only in emergencies.
Acea Ato 2's aqueducts and supply network are equipped with re-
mote-control systems: meters and sensors connected to the field 
equipment provide the central system with useful information on 
the condition of the network and its operation (system set-up, 
pump and valve status, hydraulic, chemical, physical and energy 
measurements), highlighting any alarms and offering the possibil-
ity of remote operation, such as turning pumps on or off, opening, 
closing or adjusting valves. Rome's particularly complex distribution 
network is fed by water centres, where remote control has been im-
plemented extensively. The number of water centres and points on 
the network that are partially or fully remote-controlled has further 
increased: at the end of 2022, there were 1,211 remote-controlled 
plants on the collection and distribution network (springs, wells, aq-
ueducts, supply systems, water centres, drinking water treatment 
plants) and a further 1,947 remote-controlled ones along the dis-
tribution network (1,256 districtisation points, 124 water kiosks and 
567 network pressure measuring points, including 401 hydro valves 
and 166 pressure points). Of these, 507 are equipped with water 
quality measurement systems. For thethe sewage system the pro-
gressive remote control of the entire sector is very advanced which 
intervenes on both central systems and plants (large and small 
treatment plants and sewage lifting plants): the main treatment 
plants are already remotely controlled through on-site rooms  and 
further work to upgrade the technology and connect them to the 
central room is in progress.
The water sites managed by Acea Ato 5 - including supply 
sources, distribution plants, sewage lifting stations and purifi-
cation plants - are partly equipped with remote control, which 
makes telemetry, remote command and control possible, as well 
as the detection of hydraulic (water flow rate, network pres-
sure, tank level, operating status of electric pumps), electri-
cal and qualitative (turbidity and residual chlorine) parameters. 
qualitative (turbidity and resid al chlorine) parameters. At the end 
of 2022, there were 395 plants with a remote control system in-
stalled (equipped with hydraulic measurements – flow rates, pres-
sure and levels – 16 of which were also equipped with water quality 
control), and 111 network points (with continuous pressure or flow 
monitoring systems). 
The plants managed by Gori, relating to the drinking water, sew-
age and purification systems, are all equipped with remote-control 
systems; there are a total of 677 plants (269 water sites and 203 
water network nodes, 195 sewage sites and 10 purification sites), at 
which telemetry, remote command and control activities, as well as 
the detection of hydraulic parameters, are carried out. A local con-
trol system provides automated management89 of electric pumps 
and valves, according to a logic of energy efficiency and saving of 
water resources; in the largest reservoirs, outflow control valves are 
installed and remotely controlled, for dynamic adjustment of the 
quantity of resource supplied, based on different water availability 
scenarios. The application of IoT technologies in nodes of the water 
and sewerage networks where electricity is absent also allows es-
sential network parameters (pressures and flows) to be monitored.
With another 2 interventions in 2022, Gesesa continued the grad-
ual installation of the remote-control system at the sites managed; 
in particular, automation was implemented in the Forchia reservoir 
well and a remote-control system only previously accessible locally 
was moved to the company SCADA (Supervisory Control and Data 
Acquisition) system. A tender was also held in the final part of the 
year to award contracts for further interventions. 
In 2022, AdF expanded remote control to another 52 aqueduct 
sites; constant monitoring of the networks (district flow measure-
ments and control valves) and of the smaller reservoirs makes it 
Acea Group • Sustainability Report 2022
117

possible to reduce inefficiencies, as well as to optimise their man-
agement. The automatic instruments installed on the pumping 
systems of the sewage lifts also facilitate predictive maintenance, 
frequency analysis of alarms, and the status of priority process 
meters for management and budgetary purposes. Work continued 
during the year to implement automatic regulation of the network, 
depending on pressure conditions, and tests on battery-powered 
pressure and flow rate sensors with NB-IoT technology. As at 31 
December 2022, there were a total of 1,895 remote-control sites 
managed by AdF, relating to the drinking water, sewage and purifi-
cation systems, including plants and manholes (of which 508 aque-
duct sites and 221 water network nodes, 202 sewage sites and 115 
purification sites).
The issue of limiting losses on distribution networks is carefully 
monitored by all Group companies, which are committed to the sus-
tainable management of the water cycle; to this end, organisational 
structures dedicated to protecting the resource have been set up. 
The companies carry out districtisation, inspection and reclamation 
of the networks, installation of automatic valves and other pressure 
control instruments, verification and calibration of meters, identifica-
tion of abnormal consumption and implement interventions to coun-
ter illicit connections and improper use of the resource. The specific 
activities undertaken in 2022 by each company are illustrated in the 
dedicated chapter Water Segment in the section Relations with the 
environment, to which reference should be made.
UTILITY MANAGEMENT AND SERVICE CONTINUITY 
The companies continued in 2022 with the installation of new me-
ters and the replacement of old ones (see figures in Table no. 29). 
As part of its mass meter replacement activities, Acea Ato 2 has 
continued its functional project for the gradual remote reading of 
water meters, initially by developing and patenting, in collaboration 
with Areti, an “Add-On” remote reading device called “Proteus” and, 
in 2022, by installing, in addition to Proteus, other NB-IoT “Add-On” 
devices, for around 6,000 devices installed in the year, which led, 
in total, to around 34,000 remote reading devices. The Company 
also plans to introduce specific solutions according to different re-
quirements, with the installation of “Add-On” devices mainly on the 
large sizes, whereas for lower sizes (for example with DN15 pipes), it 
is implementing the design and development of an “integrated smart 
meter” remote reading device with innovative and advanced NB-
IoT technology for the water service, which is expected to provide 
benefits in terms of remote management and optimisation of quality, 
quantity and security of data.
AdF continued to implement remote reading of meters in the area, 
installing a device that makes it possible to increase reading frequency 
and to facilitate data collection; in 2022 it installed around 20,000 
remote reading meters, achieving coverage of 58% of the entire fleet 
of meters. AdF also has a platform for analysing, checking and mon-
itoring data from remote reading, which, by also integrating data col-
lected from fixed and mobile concentrators, allows greater control of 
the flows supplied and network balance. 
The continuity of the water supply is a fundamental service param-
eter for customer satisfaction, which is subject to regulation by the 
ARERA. Table no. 30 shows the data of the last three years relating 
to disruptions and water reductions, urgent (due to accidental breakdowns of pipelines or plants, energy interruption, etc.) or planned, for 
the Companies in question. 
Table no. 30 – Number, type and duration of disruptions in the supply of water (2020-2022)
type of disruption
2020 
2021
2022
ACEA ATO 2 (*)
urgent disruptions (no.)
1,207
911
882
planned disruptions (no.)
212
336
262
total disruptions (no.) (**)
1,419
1,247
1,144
suspensions lasting > 24hrs (no.)
suspensions lasting > 24hrs (no.)
196
196
167
167
179
179
ACEA ATO 5
urgent disruptions (no.)
521
691
686
planned disruptions (no.)
568
397
457
total disruptions (no.) (**)
1,089
1,088
1,143
suspensions lasting > 24hrs (no.)
0
0
0
GORI 
urgent disruptions (no.)
3,042
2,629
2,610
planned disruptions (no.)
103
59
141
total disruptions (no.) (**)
3,145
2,688
2,751
suspensions lasting > 24hrs (no.)
0
0
0
GESESA
urgent disruptions (no.)
90
17
36
planned disruptions (no.)
57
19
46
total disruptions (no.) (**)
147
36
82
suspensions lasting > 24hrs (no.)
1
8
0
Relations with the stakeholders
118

AdF (*)
urgent disruptions (no.)
1,918
2,158
2,470
planned disruptions (no.)
313
342
457
total disruptions (no.) (**)
2,231
2,500
2,608
suspensions lasting > 24hrs (no.)
48
44
62
(*) The 2021 figures for Acea Ato 2 have been consolidated; the figures for the 2020-2021 two-year period for AdF, net of the item suspensions lasting > 24hrs, have been adjusted 
excluding the disruptions lasting over one hour, in line with what was reported to ARERA. Additionally, the 2022 figures for Acea Ato 2 and AdF are being consolidated. Any 
adjustments, after data consolidation, will be reported in the next reporting cycle.
(**) As envisaged by ARERA, total disruptions include shutdowns (due to damage to pipes/pipelines and network changes) and interruptions due to disruptions and system anoma-
lies. The number of total out of service cases is therefore used for the calculation.
90	  The figure, although significant, is certainly underestimated because it does not take into account the emission savings induced by not transporting the bottles by road/rail.
91	  Consumption data of the AdF water kiosks managed by the municipalities are not available.
WATER DISTRIBUTED AND RETURNED  
TO THE ENVIRONMENT 
The quality of the drinking water distributed safeguards aspects re-
lated to the health and safety of the community and the resource 
returned to the receiving water bodies has impacts on safeguarding 
ecosystems. Consequently, all the Companies independently carry 
out controls on drinking and wastewater using internal laboratories 
or with the support of Acea Elabori (see Table no. 29). 
In particular, tests on water intended for consumption are carried 
out on samples collected from springs and wells, supply plants, res-
ervoirs and along distribution networks, as well as samples collected 
for extraordinary testing and specific parameters. Test frequency 
and sampling points are defined taking into consideration the vol-
umes of water distributed, population served, network and infra-
structure conditions and specific characteristics of local springs 
(see also Environmental relations). 
All the Water Operations Companies in the Group have started 
preparations or begun to implement Water Safety Plans (WSPs), 
aimed at preventing and reducing the risks inherent to the drink-
ing water service; the activities in question, conducted in 2022, are 
illustrated in the Water Area chapter in the "Relations with the En-
vironment" section, to which reference should be made.
As regards the territory managed by Acea Ato 2, the spring water 
collected to supply the Rome and Fiumicino area presents levels 
of excellent quality at the source, while in the Castelli Romani area 
and other areas of upper Lazio, the volcanic nature of the terrain 
adds mineral elements to the aquifer such as fluorine, arsenic and 
vanadium, in concentrations exceeding those envisaged by the law. 
For some time, Acea Ato 2 has been working to resolve these is-
sues, such as by decommissioning some local sources of supply and 
replacing them with higher quality springs. In 2022, in particular, 
Acea Ato 2 built new drinking water plants or upgraded/expanded 
existing plants in the municipalities of Ariccia, Allumiere, Rignano 
Flaminio and Manziana. It has also started work on aqueduct in-
terconnections in the municipalities of Civitavecchia and Albano 
Laziale that will ensure greater network resilience and improve the 
service provided.
In 2022, AdF implemented the project launched in 2021 to moni-
tor the quality of supply sources with online instrumentation. The 
project involved the installation of the instruments, the acquisition 
of the remote-control signals and the preparation of the relative 
control/reporting dashboards, through which it is possible to in-
tegrate the qualitative data collected with quantitative informa-
tion and with the meteorological and hydrogeological information 
made available online by the related regional services, updated on 
a daily basis. The 8 supply sources monitored in 2021 were joined 
in 2022 by another 10 sources, for a total control of around 75% 
of the resource collected from the environment. The installation 
of online measurement systems and the uptake of remote control 
makes it possible to continuously monitor the quality of the water 
and activate early warning systems as provided for in the guidelines 
of European Directive 2020/2184 on the safety of drinking water. 
Gori distributes quality water, collected from deep wells. The 
qualitative characteristics of the water are verified by the internal 
“Francesco Scognamiglio” laboratory, located in Pomigliano d’Ar-
co, which uses cutting-edge instruments, including a spectrometer 
capable of determining all the metals indicated by the regulations in 
force on drinking water. 
Gesesa participates in the technical round table, together with 
the Campania Water Authority, local, provincial and regional in-
stitutions, Arpac and the local health authorities, dedicated to the 
monitoring and characterisation of the groundwater resource that, 
through the Campo Mazzoni and Pezzapiana wells, supplies the city 
of Benevento. In 2022, Gesesa continued a project for the creation 
of an activated-carbon filtration system for the treatment of drink-
ing water for the water plant in Benevento (see also Water Segment 
in Relations with the Environment).
In 2022, there were 165 water kiosks active (124 of Acea Ato 2, of 
which 36 in the City of Rome and 88 in the province of Rome, 20 
of Gori and 21 of AdF); these are dispensers of chilled natural or 
sparkling water, installed throughout the territory, available to citi-
zens and tourists, free of charge or at minimal cost. The water dis-
tributed is the same as the aqueducts and the quality is certified by 
regular checks conducted by the companies and the relevant local 
health authorities. The initiative continues to be met with a positive 
response and in the year in question, the “kiosks” supplied a total 
of over 38.7 million litres of water (about 34.2 million litres from 
Acea Ato 2, about 3.5 million litres from Gori and about 1 million 
litres from AdF water kiosks), with a percentage of sparkling wa-
ter of about 39%. The environmental benefits are clear: the litres 
dispensed are equivalent to 774 tonnes of plastic saved over the 
year (equal to around 26 million 1.5 litre bottles) and over 2,000 
tonnes of CO2 not emitted into the atmosphere (around 34% more 
emissions avoided than the 2021 figure of 1,580 tonnes of CO2 
avoided), due to the lack of bottle production90 and net of emissions 
due to the energy consumption of the kiosks91 and the CO2 added 
to obtain sparkling water.
Acea Ato 2 is also responsible for water up to the “point of supply” 
for the drinking water fountains in Rome (so-called . The Waidy 
Acea Group • Sustainability Report 2022
119

Wow app, designed by a team in the Acea Group, makes it possible 
to identify the water supply points located throughout the territo-
ry, not only in the areas served by the Group companies, but across 
Italy, with over 50,000 water points mapped. The application is 
designed and developed to create a community, to improve the 
lifestyle of the people who use it, and to promote values and habits 
formed with respect for the environment. It led to communication 
initiatives that disseminate the culture of water and the beauty of 
the territory: indeed, one feature makes it possible to identify per-
sonalised routes by following the “water ways” (drinking fountains, 
fountains, water kiosks) or to access pre-set thematic routes and 
related multimedia content. Finally, the app gives access to a “web 
radio”, a channel dedicated to infotainment with 24-hour music 
programming and the inclusion of short videos on sustainability in 
collaboration with LifeGate. As part of Acea Innovation Day 2022, 
the latest upgrade to the Waidy application was presented, car-
ried out with the start-up UP2YOU, which can precisely calculate 
the environmental benefits that people can help generate by us-
ing drinking fountains, and in particular to reduce plastic and CO2 
emissions. As at 31 December 2022, the Waidy Wow app was in-
stalled on 105,947 devices.
FUNCTIONS OF THE WAIDY WOW APP
Geolocalise 
water points
To find the 
closest drink-
ing fountain 
and learn 
about the 
water quality
Create or follow 
routes
To walk or cycle 
alongside the 
water and experi-
ence its beauty
Rediscover the 
past
To discover his-
torical news about 
water fountains 
Encourage good 
practices
To take part in 
contests, to mon-
itor hydration and 
the impact on the 
environment
Leave feed-
back
To send pos-
sible reports 
and add water 
points not yet 
surveyed
Read news 
and advice
To stay updated 
about sus-
tainability 
with exclusive 
content
THE PERCEIVED QUALITY OF DRINKING WATER, RESULTS OF THE 2022 SATISFACTION SURVEYS
Acea measures customer habits and perceptions regarding the 
quality of the drinking water supplied. The customer satisfaction 
surveys not only include an overall opinion on water quality, but also 
an in-depth analysis of the subject. The outcomes presented below 
are the average of the two half-yearly surveys.
For Rome and Fiumicino, where the service is managed by Acea Ato 
2, the overall opinion on taste, smell and clarity of drinking water 
expressed by the sample of respondents remains stable and high at 
7.5/10 (7.6/10 in 2021); 35.8% of those interviewed, a figure that is 
down compared to 2021 (39.2%), state that they habitually drink 
the water that comes to their homes, while 30.7% (28% in 2021) 
state that they never drink it; the reasons given by those who never 
drink water at home continue to include the habit of drinking mineral 
water, followed by the response “it is not good for my health”.
In the other areas served by Acea Ato 2, in the province of Rome, 
the overall satisfaction rating for water quality was 7/10, a slight 
increase (6.8/10 in 2021); as for consumption habits, 24% of the 
sample (25.1% in 2021) stated that they regularly drink tap water 
and 41% (45.9% in 2021) never drink it; for the latter, the main 
reason is related to the habit of drinking mineral water, followed by 
the opinion on the taste.
For Acea Ato 5 customers in Frosinone and vicinity, in 2022 the 
overall opinion expressed on drinking water came to 6.4/10 (it 
was 6.1/10 in 2021). The percentage of respondents stating that 
they habitually drink tap water remains limited and is decreasing 
at 15.6% (17% in 2021), while the percentage of those stating that 
they never drink it, equal to 58.7% is high (previously 54.9%). 
For the latter, the main reasons given were the habit of drinking 
mineral water and aspects related to health. 
In the Sarnese Vesuviano district, the overall opinion on drink-
ing water expressed by Gori customers in 2022 remains stable at 
6.4/10 (6.2/10 in 2021), with the percentages of respondents who 
say they habitually drink tap water decreasing to 19.6% (23% in 
2021), and those who never drink it increasing to 58.7% (52.4% in 
2021). The main reasons cited by those who do not prefer tap water 
are “it is not good for my health” and “I am accustomed to drinking 
mineral water”.
For customers of Gesesa, in Benevento and province, the overall 
opinion expressed on the quality of drinking water is 6.8/10 (6.9/10 
in 2021); a slight decrease is recorded in the percentage of cus-
tomers who say they drink tap water regularly, which was 15.3% 
in 2022 (16.6% in 2021) and an increase (62%) in those who state 
that they never drink it (55.6% in 2021); in this area, the prevailing 
reasons given were “I am accustomed to drinking mineral water” and 
“it is not good for my health”.
For customers of AdF, operating in the provinces of Grosseto and Sie-
na, the overall opinion expressed on drinking water improved and was 
7.5/10 (6.9/10 in 2021). The percentage of respondents stating that 
they habitually drink tap water, 38.9%, also increased (36.9% in 2021) 
and the percentage of those stating that they never drink it decreased 
to 37.7% (40.2% in 2021), mainly, also in this case, due to the habit of 
drinking mineral water and because they do not like the taste.
Relations with the stakeholders
120

The collection of wastewater and its treatment prior to being re-
turned to the environment takes place through a complex system 
and a configuration organised by “areas” comprising wastewater 
treatment plants, sewerage networks connected thereto and the 
associated pumping stations. Acea Ato 2 manages 725 sewage 
lifting plants, 171 purification plants and more than 7,000 km of 
sewerage networks (of which 6,447 km mapped on GIS); in 2022, 
the company continued with its plan to centralise the purification 
plants, for the work carried out, see the box in the Water Area chap-
ter of the section Relations with the environment. 
The Acea Ato 2 Environmental Operations Centre constantly 
monitors data recorded remotely using cutting-edge technology 
relating to hydrometric and rainfall information for the Rome area, 
shared with the Rome Hydrographic and Tide Gauge Operations 
Office, as well as data on the quality of water of the water bodies: in 
2022, 349 samples were taken at 25 sampling points on the Tiber 
and Aniene rivers and at 33 sampling points on Lake Bracciano.
In the territory of the municipality of Rome, Acea Ato 2 also man-
ages the lifting plants and tanks for the watering network and the 
non-drinking water network supplying the water features of the 
most important artistic fountains. In particular 9 of the main ar-
tistic and monumental fountains of the capital: the Triton Foun-
tain, the three fountains in Piazza 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 
Fountain of the Naiads. 
The infrastructure of the water treatment and sewerage service 
managed by Acea Ato 5 includes, as at 31 December 2022, 233 
sewage lifting plants, 125 purification plants and approximate-
ly 1,800 km of dedicated networks. Gori manages 2,697 km of 
network serving the water treatment and sewage system and 12 
treatment plants some serving individual municipalities and others 
serving inter-municipal areas of Sarnese-Vesuvius agriculture. 
Gori continues to implement an important project, launched in 
2021, to complete the sewerage and purification works in the Sar-
no hydrographic basin, which will have a significant environmental 
impact not only in terms of re-establishing the river ecosystem, 
thanks to the elimination of polluting discharges, but also with pos-
itive effects on the entire area, including the health of agricultural 
products, and the Gulf of Naples.
As at 31/12/2022 the infrastructure of the water treatment and 
sewerage service managed by AdF included 294 sewerage lifting 
plants, 150 treatment plants (and 152 Imhoff tanks) and over 1,754 
km of sewage networks. Gesesa, in the territory served, manages 
20 sewerage pumping stations, 32 treatment plants and 527 km 
of dedicated networks. 
92	  For most of the services the regulation of contractual quality aspects is in force from July 2016 according to resolution 655/2015/R/Idr or RQSII (Regulation of the contractual 
quality of the integrated water service).
93	  Contractual quality premiums related to the achievement of improved quality standards with respect to those defined in Resolution 655/2015/R/IDR were introduced by 
Resolution 664/2015/R/Idr on the Integrated Water Service Tariff Method for the second regulatory period (2016-2019).
QUALITY LEVELS REGULATED BY ARERA  
IN THE WATER SECTOR 
The Regulatory Authority for Energy Networks and Environment 
(ARERA) defines the specific and general levels of contractual 
quality for the water sector92. With resolution 547/19, the Author-
ity amended and supplemented the previous regulations outlining 
an incentive system divided into bonuses and penalties to be at-
tributed from 2022 based on operator performance. In late 2021, 
the ARERA issued its guidelines for consultation on the update of 
the methods for verifying contractual quality data (control proce-
dures and penalty amounts) and, with resolution 639/2021 of 30 
December, established flexible elements in the mechanisms used 
to assess performance, including cumulative evaluation of quality 
objectives on a two-year basis (2022-2023).
The introduction of the new contractual quality incentive system 
did not maintain the possibility, provided for in the past93, of access-
ing premiums in the event of the achievement of improved quality 
standards with respect to those defined at national level.
Acea Ato 2 has in any case maintained the improved levels of con-
tractual quality standards, as defined by the application submitted 
in 2016 by the Area Governing Body (Conference of Mayors of 
OTA 2 Central Lazio) and accepted by ARERA, and by the amend-
ments subsequently made by resolution 4/20 of the Conference 
of Mayors relating to the updating of the Service Charter. In par-
ticular, the improvement standards concern 39 indicators out of 
the 47 established by the resolution. For some services envisaged 
in the Service Charters attached to their respective concession 
agreements, Acea Ato 5 and AdF also pursue and have maintained 
standards that are better than those imposed by the Authority.
The timing of the delivery of data on specific and general contrac-
tual quality levels to the Authority shall be subsequent to the pub-
lication of this document. Therefore, unconsolidated data for all 
companies are presented here, based on the best estimates avail-
able at the time of publication, and are intended as indicative of 
performance trends; consolidated data will be published in the next 
reporting cycle (see Tables 31-35).
There is a mechanism for automatic compensation of customers in 
the event of non-standard performance on "specific" indicators, the 
value of which varies according to the delay in performance (see 
also the box describing investigations, rewards and penalties in the 
chapter Institutions and the Company). 
The water companies, as required by the Authority, communicate 
commercial performance data to users in their bills once a year: 
Acea Ato 2, Acea Ato 5 and AdF also publish them online, and all 
publish information on the quality of the drinking water distribut-
ed on their websites.
Acea Group • Sustainability Report 2022
121

Table no. 31 – The main specific and general levels of contractual quality in the water sector (2021-2022) – Acea Ato 2 – (ARERA  
parameters, improvement standards and Acea Ato 2 performance – 2021 data are consolidated, 2022 data are not consolidated)
ACEA ATO 2 - CONTRACTUAL WATER QUALITY SEGMENT 
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA STANDARDS
ACEA ATO 2 
IMPROVEMENT 
STANDARD
average 
actual 
completion 
time for 
services
degree  
of com-
pliance 
average 
actual 
completion 
time for 
services
degree 
of com-
pliance 
ACEA ATO 2 PERFORMANCE
2021
2022
estimate for water connection  
with inspection
20 working days 
15 working days
6.1
98.6%
4.0
99.1%
estimate for sewage connection  
with inspection
20 working days
15 working days
3.7
98.6%
3.6
100%
execution of the water connection  
with simple work
15 working days
10 working days
4.2
100%
4.3
100%
execution of the sewage connection  
simple work
20 working days
15 working days
6.6
100%
/
/
supply activation
5 working days
3 working days
2.7
97.4%
3.2
97.7%
reactivation or takeover of the supply  
without changing the meter rate
5 working days
3 working days
1.5
98.4%
1.5
98.6%
reactivation or takeover supply with  
changes to the meter rate
10 working days
6 working days
1.0
100%
1.0
100%
reactivation of supply following  
disconnection for late payment
2 working days
1 weekday
0.8
99.3%
0.6
99.5%
deactivation of supply
7 working days
3 working days
2.8
98.4%
2.1
99.4%
transfer of registration
5 working days
3 working days
0.2
99.6%
0.3
99.2%
estimates for works with inspection
20 working days
15 working days
5.8
99.2%
4.0
99.7%
completion of simple work 
10 working days
6 working days
3.9
100%
3.2
100%
punctuality band for appointments
180 minutes
120 minutes
0.8
99.8%
0.9
99.1%
reply to complaints
30 working days
20 working days
5.7
99.8%
5.7
100%
reply to written enquiries
30 working days
20 working days
5.3
99.7%
4.8
100%
billing adjustment
60 working days
55 working days
6.8
100%
6.4
100%
GENERAL LEVELS OF QUALITY
ACEA ATO 2 PERFORMANCE
2021
2022
completion of complex water connection
90% of the services 
within 30 working 
days
90% of the services 
within 20 working 
days
8.2
97.6%
8.2
97.9%
completion of complex sewage connection
90% of the services 
within 30 working 
days
90% of the services 
within 25 working 
days
13.1
97.1%
38.0
70.0%
completion of complex works 
90% of the services 
within 30 working 
days
90% of the services 
within 20 working 
days
14.9
93.1%
12.9
94.9%
maximum time for the agreed appointment
90% of the services 
within 7 working days
90% of the services 
within 5 working days
2.8
97.0%
2.2
99.6%
arrival at the location of the emergency call
90% of the services 
within 3 minutes 
from the telephone 
conversation with the 
operator
90% of the services 
within 2 minutes 
from the telephone 
conversation with the 
operator
1.4
98.9%
1.9
97.4%
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
6.0
99.8%
5.7
100%
reply to the emergency call (CPI)
90% of the services 
within 120 seconds
90% of the services 
within 110 seconds
55
97.4%
13
98.0%
Note: the 2022 data are being consolidated and have still not been submitted to the OTS or reported to ARERA. The symbol “/” is used when there are no services during the year.
Relations with the stakeholders
122

Table no. 32 – Main specific and general levels of contractual quality in the water sector (2021-2022) – Acea Ato 5 – (ARERA  
parameters, improvement standards from the Service Charter, and Acea Ato 5 performance – 2021 data are consolidated, 
2022 data are not consolidated)
ACEA ATO 5 - CONTRACTUAL WATER QUALITY SEGMENT 
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA STAND-
ARDS
ACEA ATO 5 
IMPROVEMENT 
STANDARD 
(from SC)
average actual 
completion time 
for services
degree of 
compliance 
average actual 
completion 
time for 
services
degree of 
compliance 
ACEA ATO 5 PERFORMANCE
2021
2022
estimate for water connection with inspection
20 working days 
10 working days
3.6
98.0%
3.4
99.5%
estimate for sewage connection with inspection 20 working days
10 working days
7.9
94.1%
5.8
90.6%
execution of the water connection with simple 
work
15 working days
1.9
99.3%
2.5
100%
execution of the sewage connection simple 
work
20 working days
-
-
-
-
supply activation
5 working days
2.9
97.4%
2.1
99%
reactivation or takeover of the supply without 
changing the meter rate
5 working days
1.4
98.9%
1.7
98.7%
reactivation or takeover supply with changes  
to the meter rate (*)
10 working days
0.0
100%
-
-
reactivation of supply following disconnection 
for late payment
2 working days
0.9
97.3%
0.9
98.8%
deactivation of supply
7 working days
5 working days
2.1
99.4%
2.2
99.9%
transfer of registration
5 working days
0.1
99.7%
0.2
99.6%
estimates for works with inspection
20 working days
3.3
99.3%
2.8
100%
completion of simple work 
10 working days
2.0
100.0%
6.0
100%
punctuality band for appointments
180 minutes
0.8
99.7%
1.6
99.4%
reply to complaints
30 working days
20 working days
10.0
98.7%
9.2
96.4%
reply to written enquiries
30 working days
10 working days
7.9
99.9%
7.2
99.2%
billing adjustment
60 working days
6.5
100%
5.9
100%
GENERAL LEVELS OF QUALITY
ACEA ATO 5 PERFORMANCE
2021
2022
completion of complex water connection
90% of the 
services within 30 
working days
90% of the services 
within 20 working days
12.6
90.4%
22.2
85%
completion of complex sewage connection
90% of the 
services within 30 
working days
90% of the services 
within 20 working days
21.5
66.7%
50.9
60.8%
completion of complex works 
90% of the 
services within 30 
working days
11.8
85.7%
18.3
85.4%
maximum time for the agreed appointment
90% of the servic-
es within 7 working 
days
1.9
99.8%
2.5
99.8%
reply to written billing adjustment requests
95% of the 
services within 
30 working days 
from receipt of the 
request
95% of the services 
within 10 working days 
from receipt of the 
request
8.8
98.5%
8.1
98.4%
arrival at the location of the emergency call
90% of the servic-
es within 3 minutes 
from the telephone 
conversation with 
the operator
90% of the services 
within 70 minutes 
from the telephone 
conversation with the 
operator
96.5
87.9%
105.3
89.3%
NOTE: The symbol "-" indicates that the average time cannot be calculated because the service is on/off.
Acea Group • Sustainability Report 2022
123

Table no. 33 – Main specific and general levels of contractual quality in the water sector (2021-2022) –  
Gori (ARERA parameters and Gori performance -  2021 data are consolidated, 2022 data are not consolidated)
CONTRACTUAL QUALITY WATER SECTOR- GORI
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA STANDARDS
average actual 
completion time 
for services
degree of 
compliance 
average actual 
completion 
time for 
services
degree of 
compliance 
GORI PERFORMANCE
2021
2022
estimate for water connection with inspection
20 working days 
6.05
98.9%
6.51
99.0%
estimate for sewage connection with inspection
20 working days
36.47
98.2%
6.49
98.6%
execution of the water connection with simple work
15 working days
15.13
81.2%
11.71
85.7%
execution of the sewage connection with simple work
20 working days
8.57
100%
23.00
66.7%
supply activation
5 working days
4.76
93.4%
4.81
91.8%
reactivation or takeover of the supply without changing the 
meter rate 
5 working days
1.94
97.3%
1.78
97.9%
reactivation or takeover of the supply with changes to the 
meter rate 
10 working days
/
/
/
/
reactivation of supply following disconnection for late payment
2 working days
2.55
97.4%
1.14
96.5%
deactivation of supply
7 working days
3.71
98.6%
3.06
98.5%
transfer of registration
5 working days
0.5
99.1%
0.5
98.7%
estimates for works with inspection
20 working days
5.48
99.4%
18.70
99.1%
completion of simple work 
10 working days
17.23
62.5%
16.24
67.2%
punctuality band for appointments
180 minutes
0.91
99.1%
1.9
98.0%
reply to complaints
30 working days
13.9
85.8%
11
98.7%
reply to written enquiries
30 working days
6.5
95.9%
6.4
99.0%
billing adjustment
60 working days
1.2
100%
16
100%
GENERAL LEVELS OF QUALITY
GORI PERFORMANCE
2021
2022
completion of complex water connection
90% of the services 
within 30 working days
25.39
77.7%
31.15
70.5%
completion of complex sewage connection
90% of the services 
within 30 working days
27.37
72.4%
27.78
73.0%
completion of complex works 
90% of the services 
within 30 working days
41.44
66.3%
31.76
67.6%
maximum time for the agreed appointment
90% of the services 
within 7 working days
6.71
93.8%
3.1
97.6%
arrival at the location of the emergency call
90% of the services 
within 3 minutes from 
the telephone conver-
sation with the operator
2.04
98.0%
1.4
97.8%
reply to written billing adjustment requests
95% of the services 
within 30 working days 
from receipt of the 
request
9.5
95.2%
14.4
99.0%
reply to the emergency call (CPI)
90% of the services 
within 120 seconds
52
97.4%
47
97.2%
NOTE: The symbol “/” is used when there are no services during the year.
Relations with the stakeholders
124

Table no. 34 – Main specific and general levels of contractual quality in the water sector (2021-2022) –  
Gesesa (ARERA parameters and Gesesa performance – 2021 data are consolidated, 2022 data are not consolidated)
CONTRACTUAL QUALITY WATER SECTOR - GESESA
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA STANDARDS
average actual 
completion 
time for 
services
degree of 
compliance 
average actual 
completion time 
for services
degree of 
compliance 
GESESA PERFORMANCE
2021
2022
estimate for water connection with inspection
20 working days 
5.08
98.5%
5.78
62.44%
estimate for sewage connection with inspection
20 working days
/
/
/
/
execution of the water connection with simple work
15 working days
2.56
94.7%
2.31
100%
execution of the sewage connection with simple work
20 working days
/
/
/
/
supply activation
5 working days
28.90
57.1%
7.61
65.67%
reactivation or takeover of the supply without changing the 
meter rate 
5 working days
3.15
89.8%
3.48
83.24%
reactivation or takeover of the supply with changes to the 
meter rate 
10 working days
/
/
/
/
reactivation of supply following disconnection for late payment 2 working days
69.38
83.7%
2.33
66.67%
deactivation of supply
7 working days
3.22
98.8%
3.21
94.50%
transfer of registration
5 working days
1.0
98.9%
0.91
97.01%
estimates for works with inspection
20 working days
4.16
100.0%
4.93
98.15%
completion of simple work 
10 working days
1.74
97.2%
3.20
93.33%
punctuality band for appointments
180 minutes
1.77
94.9%
9.8
97.26%
reply to complaints
30 working days
10.35
100%
18.9
99.29%
reply to written enquiries
30 working days
9.62
100%
15.8
100%
billing adjustment
60 working days
1.94
100%
4.6
100%
GENERAL LEVELS OF QUALITY
GESESA PERFORMANCE
2021
2022
completion of complex water connection
90% of the services 
within 30 working days
9.49
93.0%
8.46
95.65%
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
2.16
100%
4.89
98.21%
maximum time for the agreed appointment
90% of the services 
within 7 working days
3.09
97.7%
3.6
94.98%
arrival at the location of the emergency call
90% of the services 
within 3 minutes from 
the telephone conversa-
tion with the operator
34.69
68.0%
9.22
85.94%
reply to written billing adjustment requests
95% of the services 
within 30 working days 
from receipt of the 
request
31.14
100%
14.9
100%
reply to the emergency call (CPI)
90% of the services 
within 120 seconds
85.85
88.0%
84.85
87.0%
NOTE: The symbol “/” is used when there are no services during the year.
Acea Group • Sustainability Report 2022
125

Table no. 35 – Main specific and general levels of contractual quality in the water sector (2021-2022) – AdF – (ARERA parameters, improvement 
standards from the Service Charter, and AdF performance – 2021 data are consolidated, 2022 data are not consolidated)
CONTRACTUAL QUALITY WATER SECTOR- AdF 
SPECIFIC LEVELS OF QUALITY 
SERVICES
ARERA STAND-
ARDS
AdF IMPROVE-
MENT STAND-
ARD (from SC)
average actual 
completion 
time for 
services
degree of 
compli-
ance 
average actual 
completion 
time for 
services
degree of 
compliance 
AdF PERFORMANCE
2021
2022
estimate for water connection with inspection
20 working days 
5.41
98.9%
7.41
99.63%
estimate for sewage connection with inspection
20 working days
5.40
99.0%
7.81
99.31%
execution of the water connection with simple work
15 working days
6.56
94.6%
7.34
96.88%
execution of the sewage connection simple work
20 working days
N.A.
N.A.
N.A.
N.A.
supply activation
5 working days
3.58
93.1%
6.25
90.89%
reactivation or takeover of the supply without 
changing the meter rate
5 working days
2.03
97.8%
1.87
98.28%
reactivation or takeover supply with changes to the 
meter rate
10 working days
/
/
/
/
reactivation of supply following disconnection for 
late payment 
2 working days
0.85
97.6%
0.85
98.59%
deactivation of supply
7 working days
5 working days
2.81
98.1%
2.34
96.99%
transfer of registration
5 working days
0.19
99.9%
0.20
99.97%
estimates for works with inspection
20 working days
5.82
99.2%
7.04
99.33%
completion of simple work 
10 working days
3.85
95.1%
4.63
94.74%
punctuality band for appointments
180 minutes
1.6
99.4%
1.5
99.12%
reply to complaints
30 working days
25 working days
15.4
99.5%
14.25
100%
reply to written enquiries
30 working days
25 working days
15.3
99.5%
12.46
100%
billing adjustment
60 working days
11.8
100%
25.14
100%
GENERAL LEVELS OF QUALITY
AdF PERFORMANCE
2021
2022
completion of complex water connection
90% of the ser-
vices within 30 
working days
14.5
92.8%
11.71
95.13%
completion of complex sewage connection
90% of the ser-
vices within 30 
working days
20.4
84.9%
19.68
93.18%
completion of complex works 
90% of the ser-
vices within 30 
working days
20.0
90.6%
11.57
96.05%
maximum time for the agreed appointment
90% of the 
services within 7 
working days
2.6
98.0%
3.10
98.28%
arrival at the location of the emergency call
90% of the 
services within 
3 minutes from 
the telephone 
conversation with 
the operator
1.5
94.3%
1.51
94.86%
Relations with the stakeholders
126

reply to written billing adjustment requests
95% of the 
services within 
30 working days 
from receipt of 
the request
17.2
99.9%
19.81
99.53%
reply to the emergency call (CPI)
90% of the 
services within 
120 seconds
43
97.5%
33.42
98.70%
NOTE: The symbol “/” is used when there are no services during the year.
94	  Based on the number of served collection points and the volumes sold in 2021 (ARERA, 2022 annual report).
95	  Resolution 289/2022/R/com provides for the monthly update to the spending estimate of offers at variable price and of the protection services in order to include the effects 
of volatility in prices to allow for an adequate comparison between the fixed price and variable price offers. Source: ARERA – data and statistics.
PRICING
ELECTRICITY SERVICE PRICING
In Italy, there are two main types of electricity markets: the stand-
ard market service and the free market. In the standard market ser-
vice, the operator of reference of the territory, which operates in 
a monopoly regime, offers the supply service to the customer at 
economic and contractual conditions regulated by ARERA. On the 
other hand, in the free market the services offered and related pric-
es are the result of competition among all operators. In this context, 
customers choose their supplier and the offer that most meets their 
requirements. The legislation has established the gradual abandon-
ment of the standard market service, setting the dates by which the 
transition to the free market system will become definitive, the full 
entry into force of which is now set for January 2024.
The costs of supplying electricity are made up of three items of ex-
penditure: “energy” (supply and retail marketing), “transport and 
meter management” (costs for delivery to customers and read-
ing consumption) and “taxes” (consumption tax and VAT), while 
“system charges” (costs for activities in the general interest of the 
electricity system, borne by all end customers), present up to 2021, 
were reduced to zero by the Government.
In 2022, the decreasing trend in the number of customers sub-
scribing to the standard market service was confirmed, accelerated 
by the increase in prices, mainly due to international tensions, which 
drove customers to look for more favourable economic conditions 
and therefore to change suppliers. 
According to the latest ARERA data available, the number of 
standard market service customers, in terms of withdrawal points, 
accounts for 38% of Italian domestic and non-domestic customers 
(43% in 2021). 
The expansion of the free market is evident observing the volumes of 
electricity sold: free market customers, in fact, consume 86% of the 
total energy intended for the end market94 (84% in 2021).
For a “standard” consumption on the standard market – equal to 
2,700 kWh/year, with a power of 3 kW – the total annual expendi-
ture for electricity, estimated by ARERA95 in December 2022, was € 
1,081.67, more than double the previous year (€ 515 per year). 
Chart no. 28 – Electricity price trend for a standard domestic customer (€ cent/kWh) (2021-2022)
Source: ARERA website – statistical 
data.
4.01
9.24
4.18
2.63
Q1 2021
3.84
37.20
4.99
Q1 2022
4.01
9.94
4.18
2.70
Q2 2021
3.84
32.93
4.57
Q2 2022
4.01
13.55
2.44
2.89
Q3 2021
3.85
33.08
4.58
Q3 2022
4.01
22.18
3.51
Q4 2021
3.85
55.36
6.80
Q4 2022
€ cents
Taxes
System charges 
Energy 
Transport and meter management
Acea Group • Sustainability Report 2022
127

WATER SERVICE PRICING
By Resolution no. 580/2019/R/IDR of 27 December, the Energy, 
Networks and Environment Regulatory Authority (ARERA) ap-
proved the Water Tariff Method (WTM-3) for the period 2020-
2023, the guiding principles of which are to overcome the Water 
Service Divide, making operating and management costs more ef-
ficient, promoting environmental sustainability and increasing the 
public's awareness of their water consumption habits. Moreover, the 
added tools and checks envisaged ensure that any tariff increases 
are only possible as a result of investments actually made or certi-
fied improvements in management. 
Table no. 36 – Average water prices applied (2022) 
Company
€/mc
Acea Ato 2 
1.95
Acea Ato 5 
2.78
Gesesa 
1.65
Gori 
2.52
AdF
4.04
CUSTOMER CARE
Higher  
members and 
volumes of charging 
sessions carried out 
through the Acea 
e-mobility 
app
In 2022, new  
apps were  
activated for  
the electricity  
and water services:
MyAcea 
Energia and 
MyAcea 
Acqua
20  
Waidy Points  
for Acea Ato 
2, in the city 
and province of 
Rome, and  
189 Acea 
Energia Points 
active across 
Italy
Around 2,536 
GWh of “green” 
energy sold by 
Acea Energia to 
customers of the 
free market, + 15% 
compared to the 
consolidated figure 
for 2021
208.5 
tonnes of paper/
year saved, +37% 
compared to the 
2021 figure, thanks 
to customers of 
the electricity and 
water services who 
have chosen  
electronic billing
CUSTOMER CARE POLICY
Looking after customer relations forms the basis of the strategy of 
Acea, which intends to improve the “customer journey”, the ex-
perience customers have when they come into contact with the 
Group. The operating companies pursue this objective in their daily 
management of interactions with customers, while at the Parent 
Company the Customer Listening Unit ensures the monitoring 
and measurement of customer satisfaction with services provided, 
to support the companies with finding possible improvement ac-
tions. In 2022 the customer satisfaction surveys consolidated and 
upgraded reporting on the experience on the digital channels (see 
paragraph Perceived quality).
In addition, the Customer Listening Unit, in conjunction with the 
operating companies and through a market research company, car-
ries out mystery client surveys to monitor the quality of customer 
contact channels: in 2022, the check on the “video call” channel 
was also rolled out to AdF. The results are shared with Service Man-
agers and contact operators and facilitate the identification of areas 
for improvement in each contact channel to take any necessary cor-
rective measures. 
Through the unit ADR Body - Consumer Associations Coordina-
tion Unit within the Parent Company, Acea monitors how requests 
made by Consumer Associations are handled. The Unit of the 
Holding has maintained constant relations with the main Consumer 
Associations to gather requests from local communities and con-
tinued to raise awareness for the use of exclusively dedicated digital 
and telephone channels, which are managed by the Companies to 
respond adequately to the new needs emerged since the beginning 
of the pandemic.
The Consumer Associations recognised by the National Consumer 
and User Council (CNCU) also support and represent customers 
who intend to resort to a joint settlement procedure for the out-of-
court settlement of commercial disputes, used by Acea. Following 
the Memorandum of Understanding for ADR (Alternative Dispute 
Relations with the stakeholders
128

Resolution) conciliation signed by 19 consumer associations and 
the main Group companies96, the ADR body97 was set up, which 
allows customers of Acea Energia, Areti, Acea Ato 2, Acea Ato 5 
and Gesesa to access out-of-court dispute resolution through the 
ADR procedure. With a view to continuous improvement, in 2022 
a process of surveys launched in the previous year was consolidated 
with the aim of measuring customer satisfaction in relation to such 
activities. In 2022, the Body received a total of 356 requests for 
procedures – 135 for the water sector and 221 for the energy sector 
– an increase of 3.2% compared to the previous year (345 requests 
in 2021). Of these, in accordance with the law and the Regulation, 
235 were assessed as proceeding and 121 as not proceeding. 
96	  The Protocol was signed in 2016 between the Associations and the companies Acea Energia, Areti, Acea Ato 2 and Acea Ato 5; since December 2020, Gesesa has also joined 
the ADR body. Three other Group companies active in the water sector, not included in the scope of the NFS, are signatories of the Protocol, and have received a total of 20 
requests for ADR procedures, 14 of which are considered eligible.
97	  Since February 2017 the ADR Body has been included by resolution in the list maintained by the Authority.
98	  In compliance with ARERA resolution 228/17 and Article 66 quinquies of the Consumer Code.
Gori, which has long signed a Memorandum of Understanding 
for the conciliation of disputes with local consumer associations, 
also handled 91 conciliation requests in 2022 and concluded 119 
ARERA conciliation requests. 
AdF has a relationship of constant collaboration and comparison 
with the Consumer Associations active in the territory; in 2022 it 
ensured direct channels of contact with the representatives of the 
local associations, in order to limit disputes and facilitate their set-
tlement, through open and constructive dialogue.
The judicial disputes that took place during the year between Acea 
and the customers is explained in the dedicated box.
DISPUTES WITH CUSTOMERS 2022
Legal proceedings brought by customers against companies of the 
Acea Group mainly concerned disputes relating to charges for ser-
vice supply, adjustments, pricing structures and service activation 
delays.
There were 391 such disputes in 2022, significantly less than the 
2021 figure (612 disputes started in the year). 
As at 31 December 2022, the total number of disputes pending 
with customers (including disputes initiated in previous years) 
amounted to 1,741, down with respect to the previous year (1,985). 
This type of litigation is the one that can be resolved most quickly 
and normally with a less costly procedure. 
Acea Energia has defined and applies specific procedures, depend-
ing on the channel used, to combat “disputed activations/con-
tracts” and “unsolicited supplies”98. 
For customers of the free market, in the event of a contract pro-
posal signed using door-to-door sales or by telephone, the Com-
pany carries out procedures to verify the correct behaviour of the 
sales operator, the clear presentation of the content of the contract 
signed, and, above all, the customer’s awareness of having made a 
choice by means of a confirmation call aimed at limiting the risk of 
misunderstanding and belated exercise of the right of withdrawal. 
Acea Energia checks the completeness and absence of alterations 
of all printed contracts and listens to all the telephone records pro-
duced by the sales reps. In the event of issues being detected, the IT 
systems prevent continuation of activation of the offer. 
For the digital sales channel, in use at the physical channel shop 
in shop, in 2022 the digital acceptance process was introduced to 
replace the process with a biographometric signature via tablets and 
an App external to the Acea Energia systems. The new process is 
implemented by preparing the contract directly on the CRM of 
Acea Energia and providing customers with all the contractual and 
precontractual elements to affix their electronic signature, through 
the receipt of a one-time password (OTP) directly to their mobile 
phone.
For the telemarketing channel, in 2022, the “Adobe Sign” digital 
sales process went live, nearly entirely replacing the more compli-
cated traditional method. The new process only has one vocal order 
(not of a contractual nature but to reinforce privacy and quality 
checks) with an electronic signature also based on a one-time pass-
word (OTP). With the digital process, the customer contacted, who 
has expressed interest in receiving a contract proposal, can receive 
in advance, at his/her e-mail address, all the precontractual and 
contractual material in digital format and proceed only later, if de-
sired, with the digital signature of the contract, by entering the OTP 
received via SMS on the mobile phone number indicated. Signing 
of the contract by digital signature is the only method envisaged for 
acceptance of the proposal and this reduces the risk of persuasive 
phenomena induced by the sales network.
With the 2022 Agency Mandates, which govern the relation with 
the network of sales agents, Acea Energia confirmed the application 
of a specific annex (“Penalties”) which regulates the sanctioning 
process of the Agencies, providing for a broad, articulated and scal-
able range of violations and related amounts to be paid according to 
valid principles of proportionality. In this context, in 2022 Acea En-
ergia analysed 940 contract proposals (subject to “unfair commer-
cial practice”), identified through customer complaints or reports 
or through quality controls carried out internally by the Company, 
for cases of “disputed activations/contracts”, “unsolicited supplies”, 
“malpractice” or other violations provided for in the “Penalties” an-
nex. As a result of the verification activities, Acea Energia reported 
to the Agencies 827 cases of “unfair commercial practices”, nearly 
88% of the cases analysed. As is customary, in 2022 the Com-
pany again carried out a mandatory training programme for sales 
representatives (see the Suppliers chapter) and maintained, in the 
aforementioned agreements, bonus/malus mechanisms related to 
the quality of the contracts acquired. 
Additionally, in 2022 Acea Energia continued the process, already 
undertaken and in continuous evolution, intended to improve the 
usability and functionality of the digital channels available to cus-
tomers, through digitalisation and simplification, to provide servic-
es that are more and more focused on the needs of customers. This 
includes a project launched during the year to update and simpli-
fy the MyAcea Energia app. The commercial and communication 
strategy was also strengthened, highlighting aspects of sustainabil-
ity, through commercial offers and value-added services that con-
tribute to protecting the environment. 
Acea Group • Sustainability Report 2022
129

This strategy is also found in the partnership with WINDTRE, which, 
since 2021, has seen the creation of a shared brand: WINDTRE 
Electricity&Gas Powered by Acea Energia with a portfolio of sus-
tainable offers. With the new brand, highly innovative for its con-
figuration, Acea Energia has introduced a model of collaboration 
that enhances the commercial potential of the WINDTRE brand 
and the strength of Acea Energia in the management of the Elec-
tricity & Gas service, with the aim of proposing to customers offers 
marked by transparency, reliability and proximity, thanks to its wide-
spread national presence in 2022.
Acea Energia communication in 2022 prioritised the proximity to 
customers and their central role. For this purpose, the communi-
cation campaigns, mainly carried out through the digital channel, 
99	  Like the 2021 figure, the figure for G.O. certified green energy sold in 2022 by Acea Energia and AEMA also includes the main Group companies’ internal consumption, which 
contributes approximately 350 GWh out of an estimated total of 2,536 GWh. The final calculation is expected in March 2022, and the consolidated data will be updated in the 
next reporting cycle.
aimed to educate and raise customer awareness, while promoting 
virtuous behaviour, digital services, electric mobility, value-added 
and environmentally sustainable products such as latest genera-
tion air conditioners and boilers. Communication focused on re-
gions with high potential, with the aim of promoting the knowledge 
of the brand, the values and the company assets. The digital and 
innovative positioning achieved was therefore enhanced thanks to 
the MyAcea Energia app, which allows for self-management of 
accounts, and the Acea e-mobility app, which allows customers to 
charge their electric vehicle easily. The recognition expressed by 
the Financial Times and Statista also deserves a special mention, 
with Acea Energia, representing the Acea Group, included in “Eu-
rope’s Climate Leaders 2022”, namely among the 400 leading 
companies in Europe in the fight against climate change.
THE ACEA E-MOBILITY APP BY ACEA ENERGIA
In 2022, Acea Energia strengthened its presence on the market of 
charging services for electric vehicles. Performances arising from 
diffusion of the Acea e-mobility app show a 150% increase in reg-
istered users compared to the end of 2021 and a 50% increase in 
charging sessions carried out. The development of the sector of 
charging stations also allowed for the significant increase in charging 
points reachable via app.
The Acea e-mobility app is characterised by a number of strengths:
	•
widespread presence, with more than 15,000 easily identifiable 
recharging points around the country; 
	•
affordability, with a tariff that has not changed, despite price 
increases by competitors; 
	•
digitalisation: top-up and payment via Card or App;
	•
assistance 24 hours a day and 7 days a week for using the app 
and for information on prices, payment methods, invoices and 
problems with the recharging service or the charging stations.
Using the App, customers can geolocate the nearest charging sta-
tion, book it and recharge their car in a smart way. The offer is based 
on two different tariffs, depending on the type of charging station, 
for quick or fast recharges.
In 2022 the “green” energy sold99 by Acea to customers on the free 
market, estimated at 2,536 GWh, continued to increase, by over 
15% compared to the volumes consolidated in 2021 (2,196 GWh). 
The share of this item out of the total energy sold in the year to 
free market customers (around 5,986 GWh, see also Environmental 
Accounts) reached 42% (36% on the 2021 consolidated figures).
ACEA ENERGY’S 2022 COMMERCIAL PROPOSALS FOR THE FREE MARKET: 100% ECO AND NEW SERVICES
In 2022 Acea Energia continued the commercial offer of 100% 
Eco electricity and gas and value-added products such as boilers 
and air conditioners.
Acea Energia's sustainable offers include 100% Green Light and 
0% CO2 Gas, in line with the Acea Group's objectives of environ-
mental protection and commitment to the territory.
The electricity supplied has a “Guarantee of Origin” (G.O.) elec-
tronic certificate that attests to the renewable origin of the sources 
used for its production. The gas offsets CO2 emissions, achieved 
through the purchase of certified carbon credits (VER – Verified 
Emission Reduction). The carbon credits purchased for 2022 con-
tributed to funding climate change mitigation projects in Peru and 
India with tangible benefits for the local communities.
Finally, in compliance with the provisions of ARERA, in its product 
catalogue Acea Energia has prepared the differentiated PLACET 
offers – Free Price at Equivalent Protected Conditions – for fami-
lies (domestic use) or small businesses (non-domestic use).
During the year, sales of so-called “VAS” (value-added services) 
were consolidated, such as high energy efficiency boilers, air con-
ditioners and other products, to reduce consumption, with a view to 
sustainability. With the purchase or replacement of obsolete equip-
ment with that offered by Acea Energia, the customer can take ad-
vantage of the tax benefits envisaged by current regulations. The 
offer proposed by Acea Energia consists, in addition to the physi-
cal asset, of services such as consulting, installation and assistance, 
aimed at ensuring a "turnkey" solution. Acea Energia installed over 
5,000 units of high efficiency products in 2022.
Relations with the stakeholders
130

In January 2022, Acea Energia launched the third edition of the 
loyalty programme Acea con Te with multiple new changes and a 
strong focus on sustainability:
	•
the section sustainable awards in the catalogue and in the 
“Emozioni da Prima Fila” [Front Row Excitement] competitions 
was expanded; 
	•
“Green Lovers” was launched, an ongoing section in the re-
served area dedicated to engagement and edutainment initia-
tives focused on sustainability;
	•
engagement initiatives were carried out, such as surveys on en-
ergy efficiency and reducing consumption;
	•
a competition was created with prizes up for grabs to support house-
holds in their daily spending (economic sustainability).
100	 Regulation EU 679/2016 (GDPR).
Thanks to the improvement in the health emergency, the in-per-
son events of the “Emozioni da Prima Fila” [Front Row Excitement] 
competition resumed, with prizes such as e-bike tours, visits to the 
beehive, and trekking in Monte Terminillo. The partnership with 
Gambero Rosso also continued through a co-marketing agreement 
to convey a sustainable food and wine culture to those enrolled in 
the programme. Subscribers can take advantage of ad hoc events 
on the Gambero Rosso Academy training platform, plus win prizes 
and follow specific events in the wine, travel and food sectors, while 
enjoying dedicated discounts.
ACEA ENERGIA POINTS INCREASE ACROSS ITALY
Acea Energy confirmed its commitment to the optimisation of its 
physical network and, during the health emergency, in compliance 
with all the safety measures, opened new “Acea Energia Points”, in 
Rome and outside Rome using a Shop in Shop formula, i.e. setting 
them up in pre-existing multi-brand stores.
The Acea Energia Points, a point of reference for customers who 
want to activate an electricity and gas account on the free market, 
ensures, thanks to digitalised procedures, reduced waiting times, 
quality of service and an improved customer experience. A total 
of 189 Acea Energia Points were active as at 31 December 2022, 
distributed across Italy, in particular in the regions of Lazio, Cam-
pania, Calabria, Molise, Apulia, Veneto, Lombardy, Piedmont, Sicily 
and Sardinia.
Water companies have also stepped up communication initiatives 
aimed at customers. On World Water Day, the Acea Group con-
firmed its commitment by launching a national campaign to raise 
awareness about saving water, in which Acea Ato 2 took part. In line 
with previous years, Acea Ato 2 also re-proposed the communica-
tion campaign on the supplementary water bonus, to inform eligible 
customers about the possibility to take advantage of this significant 
benefit at local level in their bill, which can be used in conjunction 
with the national social bonus, subject to an application to the Op-
erational Technical Secretariat of OTA 2 Central Lazio (OTS). The 
communication campaign was carried out through press, digital and 
outdoor, especially in the province, where there is a higher con-
centration of direct users. During 2022, outdoor LED walls were 
used for the first time in the communication campaigns, placed at 
strategic points in Rome with a notable image return; this method 
was used, for example, close to the Auditorium on Via della Concil-
iazione, close to St Peter’s Basilica, to promote the interactive web 
bill. Lastly, the water-saving campaign was also re-proposed in the 
summer months, to raise customer awareness on the responsible 
use of water, when LED advertising walls were used once again, for 
example at the Rome Marina in Ostia or along the main Roman 
consular streets, guaranteeing excellent return thanks to the high 
brightness that allows for visibility day and night.
Each year, Acea Ato 5 proposes communication initiatives to make 
customers aware of specific issues, such as communicating meter 
readings and mitigating the risk of meters freezing, and informing 
them about the planned replacement of the meters. The “Water 
Identity Card” initiative was also maintained in 2022, allowing us-
ers to provide their residential address in order to have access to 
data and information on the quality of the water supplied, including 
an indication of the values of the main analytes that characterise the 
water in the area of interest. 
AdF has defined an integrated communication plan with new “cus-
tomised” touch points for the specific needs of customers. To pro-
mote the activation of web billing and bank or post office direct deb-
its, the Company had already promoted the loyalty bonus in 2021, a 
one-off incentive intended to reward the most virtuous users who, 
through this choice, activated at least 12 months ago, contribute 
to paper savings and demonstrate trust in AdF. As at 31 December 
2022, by virtue of this initiative, AdF has paid a total of € 230,270 
to 46,054 users. From June 2022, with “AdF da te, un nuovo servizio 
per rimanere sempre informati” [AdF at home, a new service to stay 
informed], the Company invited customers to provide their con-
tact details, via online forms, in order to receive real-time updates 
via e-mail or SMS about possible water disruptions and important 
communications about the integrated water service. In December 
2022, the Singolarizzare conviene [Singularising is worth it] informa-
tion campaign was launched, to promote the separation of users who 
use a single centralised meter in a shared apartment complex. The 
main benefits for customers who choose to “singularise” their water 
account are more awareness around water use, measurement and 
precise billing of consumption and incentives. 
Each year, Gori informs customers and raises their awareness of 
the correct protection of meters and systems from frost and on the 
quality of water distributed, transmitting the communication initi-
atives on various channels and using videos and other media for the 
web and the press. 
CONTACT CHANNELS AND PERFORMANCE 
In all customer relations, Acea Group is committed to guarantee-
ing the respect of privacy in the management of personal data. In 
particular, Acea keeps updated safeguards on the issue of privacy 
to better respond to the evolution of the relevant legislation, in line 
with the European regulations (General Data Protection Regulation 
- GDPR)100 on the protection of personal data (see in-depth anal-
ysis in Corporate Identity, The Internal Control and Risk Management 
System).
Acea Group • Sustainability Report 2022
131

Acea makes available to customers traditional contact channels 
(call centre and branch) and digital contact channels that are more 
advanced every year. The health emergency, triggered in 2020 and 
continuing partly into 2022, has in fact made it essential to spread 
the use of remote channels, spurring companies to continually 
improve them. In 2022, therefore, all Group companies manag-
ing customer relations implemented initiatives aimed at improving 
remote contact channels and increasing the digitalisation of com-
mercial processes. This strategy led to the separation of dedicated 
apps for different services, succeeding the single MyAcea app, to 
allow for the development of more targeted and distinctive com-
munication methods. 
Acea Energia launched the new MyAcea Energia reserved area, live 
since March 2022, also available in the form of an app for mobile 
devices (Android and iOS), which allows customers to manage their 
electricity and gas accounts, with a new user experience plus an 
expanded range of actions available. The MySER App, on the other 
hand, is dedicated to the standard market service.
As at 31 December 2022, over 196,000 users were registered on 
the MyAcea Energia App and over 284,300 on the MySER App. 
The web area for the free market recorded more than 438,000 
total unique log ins during the year.
In 2022, Acea Energia also continued to develop new features on 
the portal for “large customers” to access information about sup-
plies, payments, contracts, invoices and consumption data. In par-
ticular, features were released during the year for the bulk uploading 
of technical and commercial services and improvements to graphics 
and reporting.
In March 2022, the new app (for Android and iOS) was also 
launched for the water service (Acea Ato 2 and Acea Ato 5): 
MyAcea Acqua. 
As at 31 December 2022, there were 362,918 users registered in the 
online customer area pertaining to Acea Ato 2, an increase of around 
5% (345,355 in 2021). This figure corresponds to 48% of the cus-
tomers with active water supplies at the end of the year (754,569). 
Through an external supplier, Acea Ato 2 manages the chat service 
to help customers browse the website and, after registration, use 
the services available in the customer area MyAcea.
During the year, the Company continued the initiatives already 
undertaken to promote the greater digitalisation of the customer 
experience:
	•
the development of the digital branch, the service that can be 
used, upon reservation, via computer equipped with a webcam 
or via smartphone. With a view to overcoming the digital divide, 
the Company has also made available, by appointment, access 
to local branches, known as "Waidy Points" (see the dedicated 
box below);
	•
an integrated customer relationship management platform, 
Salesforce, with an omnichannel perspective; the project also 
includes the development of a tool (Salesforce dunning) aimed 
at streamlining the solicitation process in the event of credit re-
covery;
	•
digitisation of two important commercial processes (transfer 
and takeover), to make them digitally usable with the possibility 
of finalising the contract by accepting a link received by email;
	•
the transition to the new telephone platform, CTI Genesys, 
and consequent transfer of the contact centre service. The tools 
accompanying the new platform, which speed up call manage-
ment thanks to the integration, already usable, in SalesForce, 
will simplify contact centre operations and improve customer 
experience.
Acea Ato 5 continued to implement new technologies to develop 
more effective customer management systems and solutions and 
for the evolution of the contact channels (digital branch, sales toll-
free number, My Acea Acqua app, e-mail, web portal), increasing 
the offer of new digital services. The initiatives undertaken centre 
on the intention to bring the customer closer to smart technology 
services, so as to rely less and less on help from operators. In 2022, 
the company also carried out information campaigns, both in the 
press and via e-mail and SMS, to promote the use of remote con-
tact channels (MyAcea Acqua app, website, toll-free number, ded-
icated numbers) and the new interactive bill. Subscriptions to the 
relevant web area increased reaching a total of 61,820 users, 9% 
more than the 2021 figure (56,623 users), accounting for around 
30% of total active contracts in the year. Furthermore, through an 
external supplier, Acea Ato 5 also manages the chat service to help 
customers use the services on the MyAcea customer area.
AdF sought to promote the use of the new MyFiora customer area, 
introduced in late February 2022 with an advertising campaign Un 
nuovo modo di essere MyFiora [A new way to be MyFiora], using tra-
ditional and digital media. The initiative contributed to an increase in 
the number of registered customers to 59,073, up 12% on the 2021 
figure (52,847 registered). Thanks to a completely revamped inter-
face, the new customer area provides an excellent response to the 
needs of customers, with the possibility to manage water accounts 
completely autonomously, and offers a more intuitive navigation 
experience. In addition to the web section, updated versions of the 
MyFiora app were also released on the digital stores (for Android 
and iOS), with a new and more modern interface. With the aim of 
promoting the digital services, AdF also introduced, in July 2022 
the myfiora transfer bonus, which rewards customers who choose to 
manage the transfer request using the self-service feature, by ac-
cessing the portal. The one-off bonus is paid in the first bill. As at 31 
December 2022, 251 customers had chosen this method (equal to a 
total amount paid by the company of around € 8,500). Lastly, social 
media are the most used communication channels by customers for 
interacting with AdF. In 2022, the company invested in the growth 
and development of the social community, recording a 16% increase 
compared to the previous year with 11,291 fans/followers on Face-
book (9,696 in 2021).
Gori continued to promote participation in digital services (My-
Gori, web bill and interactive bill), recording an increase of around 
16% in registered users in the MyGori reserved area and, as at 31 
December 2022, totalling 186,180 users (160,843 in 2021). In 
2022, Gesesa undertook communication initiatives to promote 
the MyGesesa area, sending meter readings and awareness of the 
toll-free numbers. Registered users in the MyGesesa reserved area 
increased by 13% compared to the previous year, reaching 10,200 
users as at 31 December 2022 (9,009 users in 2021). 
On the website www.acea.it dedicated to the free market and on 
the website www.servizioelettricoroma.it dedicated to the pro-
tected market of Acea Energia there are guides to reading the bill. 
These guides are also available for customers of the water service 
found in the Water section of the Acea Group website www.gruppo.
acea.it. 
The bill for all the water companies in the Acea Group was renewed, 
in 2021, with a complete restyling, simplification and rationalisation 
of the content, an e-mail template for the delivery of the web bill, 
designed to convey to users the image of a company that is digitally 
ready and attentive to sustainability issues. The interactive bill was 
also introduced, which complemented the web bill in PDF format. 
The latter, available via PC, smartphone and tablet, is designed as a 
navigable dashboard available to the customer and shows the main 
information elements on the home page (water user data, billing pe-
riod, actual billed consumption, amount to be paid, payment status), 
allowing for easy and immediate understanding of the dynamics of 
consumption and related expenditure. 
Relations with the stakeholders
132

As mentioned, all companies, in the water service as well as energy 
sales, have encouraged the activation of the web bill and digital pay-
ments by promoting the increase of the significant related environ-
mental benefits101.
In particular, as at 31 December 2022, the number of Acea Ato 2 
users with digital billing was 385,353, around 7% more than in 2021 
(358,707 users with web billing), with an annual paper saving of 
78.3 tonnes.
At the end of 2022, there was a total of 87,631 AdF users with 
active web billing, around 37% of the total users, with a 5% increase 
compared to the previous year (83,277 users with web billing in 
2021) and a paper saving of 10.9 tonnes per year. 
Subscriptions to the web bill service, for Gori users, reached 
221,408 as at 31 December 2022, around 12% higher than the 
previous year (197,790 users with web billing in 2021), with a saving 
of 6.5 tonnes of paper per year.
At the end of 2022, Acea Ato 5 recorded 53,869 users with active 
web billing, 13% more than the figure for 2021 (47,623 users), with 
a saving of 5.7 tonnes of paper per year.
As at 31 December 2022, Gesesa had 9,344 users with active web 
billing, around 14% more than in 2021 (8,206 users), with a saving 
of 1.5 tonnes of paper per year. 
Lastly, as at 31 December 2022, Acea Energia recorded 489,146 
active supplies with web billing (specifically, 322,054 for the free 
market and 167,092 for the standard market service), with an in-
crease of around 24% compared to the figure for 2021 (394,655 
supplies with web billing), for a paper saving in the year of 80.7 
tonnes. 
Overall, therefore, thanks to the web billing service offered by 
Group companies and the customers who activated it, 208.5 
tonnes of paper were saved in the year, 37% more than the 2021 
figure (152 tonnes of paper).
For Acea Ato 2 and Acea Ato 5, the contact centre service is man-
aged by an external supplier, identified by each company through 
a tender102 (Acea Ato 5 awarded the contract for the service in 
June 2022). The service is carried out according to the One Call 
Solution (OCS) approach, in order to meet the needs expressed 
by customers through a single contact; the quality of the service is 
monitored and the staff are trained and attend refreshers on pro-
cedure and how to interact with the customer. 
Acea Energia internally manages the social media channel (Face-
book) for free market customers and the dedicated chat channel, 
while for the standard market service (Rome Electricity Service) 
the chat channel is managed by an external supplier; it also manages 
the toll-free numbers for the free market and the standard market 
service, outbound campaigns, back office customer care activities, 
the toll-free number for making appointments at the branch, the 
Pedius toll-free number and the Premium toll-free number. The 
Pedius App, which is available for all devices, allows people with a 
hearing impairment to contact the call centre – on a telephone line 
with a dedicated priority queue – by writing text messages in chat, 
which are read to the operator by a computerised voice, while the 
operator’s answers are returned to users in written form.
101	 It is important to consider that the paper savings shown for each company are calculated on the basis of sheets/envelopes effectively saved, with variables, from company to 
company, that depend on the billing frequency and the type of communications sent to customers.
102	 Acea Ato 5 awarded the service contract in June 2022 to the supplier that won the public tender held in 2021.
In 2022, the Group’s toll-free numbers received a total of more than 
5.4 million calls, an increase of 3.3% compared to 2021 (approximate-
ly 5.3 million calls); the upward trend recorded in recent years is con-
sistent with the greater use of remote contact channels. 
The overall service level, despite the increase in the number of calls re-
ceived in the year under review, was 91%, in line with the performance 
recorded in 2021 (see Chart no. 29 and Tables nos.37 and 38 for the 
performance of individual companies, at the end of this section). 
Chart no. 29 – Total telephone traffic for Acea's toll-free numbers 
(2021-2022) 
5,289,331
5,463,230
4,819,544
4,957,326
2021
2022
responses/received
2021: 91%
2022: 91%
no. of calls received
no. of responses
NB: the 2021 figures have been slightly adjusted to consolidate Acquedotto del Fio-
ra’s data; the 2021 and 2022 figures also include Acea Energia’s commercial toll-free 
number, activated following the agreement with WINDTRE.
Chart no. 30 – Percentage breakdown of inbound calls to Acea 
toll-free numbers (2022) 
17.1% electricity protected market 
sales - Acea Energia
23.2% electricity and gas free mar-
ket sales - Acea Energia
4.3% electrical faults - Areti
2.3%  public lighting faults Rome 
- Areti 
1.8% cemetery lighting- Areti
17.8%  water sales - Acea Ato 2
7.8%  water faults - Acea Ato 2
4.6% water sales - Acea Ato 5 
1.4%  water faults - Acea Ato 5 
0.6%  water sales - Gesesa
0.3%  water faults - Gesesa
11.8% water sales - Gori
2.5%  water sales - Gori
3.4%  water sales - AdF
1.0% | water faults - AdF
NB: Acea Energia’s toll-free num-
ber for the free market, electricity 
and gas, also includes the volumes 
handled as part of the agreement 
with WINDTRE.
Acea Group • Sustainability Report 2022
133

The opening of physical branches continues to be organised to en-
sure maximum safety for users and staff, with customers allowed 
entry by appointment only. This, together with the further devel-
opment of remote channels, has continued to result in much lower 
number of visitors than in pre-pandemic years and, for some com-
panies, another decrease in 2022.
The branches at Acea’s headquarters in Rome, in Piazzale Os-
tiense, for the electricity, gas and water services managed by 
Acea Energia and Acea Ato 2, allowed entry to a total of 47,232 
customers in 2022 (the figure for 2021 was 50,254 customers, 
that for 2020 was 88,723 customers and that for 2019, before 
the pandemic emergency, 204,542 customers), with service 
levels close to 100%. In compliance with health safety measures, 
branches allowed entry by appointment only.
If the total figures for all companies in the scope are considered, 
126,918 customers were received at the branches (121,674 in 2021; 
103	 For the use of branches by appointment, the Authority has introduced an additional standard, linked to the maximum time of appointment at the branch. The maximum time 
for the agreed appointment at the branch is the time between the day on which the Operator receives the request for an appointment at one of its branches from the end user 
and the day on which the appointment is made available at that location.
163,527 in 2020 and 555,496 in 2019); the slight increase on the 
figure for 2021 is due to higher numbers of visitors than in the pre-
vious year, recorded by Gori, AdF and Gesesa, and for the standard 
market service of Acea Energia. See Tables 37 and 38 for the per-
formance over the last two years of the individual Companies.
In June 2022, the digital service point was internalised by Acea 
Ato 2, with an increase in the quality of the service provided and 
a decrease in the volumes managed – from an average of 1,200 
monthly appointments at the start of the year to an average of 
400 monthly appointments at the end of 2022 – thanks to the 
experience of the resources employed, the synergy between the 
different channels and the commitment to resolve the customer’s 
request during first contact. Acea Ato 2 also activated new Waidy 
Points in 2022 (see box with details).
ACEA ATO 2 OPENS NEW WAIDY POINTS IN THE TERRITORY
Waidy Point, launched by Acea Ato 2 in May 2021, is an additional 
service and contact channel, which performs the same functions as 
the traditional physical branch but in a digital version, with the aim 
of combining innovation and proximity to customers. It is a mobile 
structure equipped with a monitor, internet, scanner and printer, 
which customers can use, assisted by an on-site staff member, to 
contact an operator via video call and carry out any commercial 
action. The service was designed, using innovative solutions, to re-
duce the “digital divide”, with the aim of supporting customers with 
less familiarity with computer tools or with no access to them. The 
Waidy Point solution also allows for a more widespread diffusion 
across the territory. In fact, the municipalities that request one and 
provide a digital facilitator can activate agreements with Acea Ato 2 
for the opening of additional territorial hubs, in premises within the 
municipality itself, with hardware provided by the company.
As at 31 December 2022, there were 20 Waidy Points across the 
territory (6 in 2021), of which 14 managed by Acea Ato 2 and 6 
by municipalities. 
Also for AdF, access to the two AdF Points in Grosseto and Sie-
na was kept by appointment103, which could be booked through the 
sales toll-free number, the website or at both locations. Customers 
were also able to use the digital service point, again by appointment; 
this contact method, which guarantees widespread coverage across 
the territory, is increasingly more appreciated and has recorded an 
increase in contact of over 36% compared to the previous year, 
managing to cover 19% of total contact via branch. The customer 
clustering process has seen the definition of new professional fig-
ures dedicated to the management of specific customer segments 
(Member Municipalities, Businesses, Condominiums, “Industrial 
Waste”), which have confidential contact channels. Since 2022, a 
channel with dedicated staff has also been reserved for top clients, 
i.e. large customers with monthly billing. Lastly, close attention was 
paid during the year to users that recorded significant anomalous 
consumption, with prompt telephone contact, to allow customers 
to act as quickly as possible on any hidden leaks, reducing difficulties 
related to billing and to protect the water resource.
Lastly, Gesesa also has the digital service “Prenotami” [Book me], 
with which customers can choose the day and time to access the 
branch by appointment.
The operating companies handle written complaints, following the 
processing of cases using information systems: from reporting to res-
olution. 
For the energy service, the “replies to written complaints/enquir-
ies” both by the sales Company and the distribution Company, are 
services included among the levels of commercial quality subject 
to regulation by the national Authority (see sub-paragraph Quality 
levels regulated by ARERA in the electricity sector). Likewise, for the 
water service, the contractual quality levels, specific and general, 
introduced by the Authority, also provide for management pro-
cedures and response times to enquiries, written complaints and 
requests for billing corrections (see sub-paragraph Quality levels 
regulated by ARERA in the water sector).
For the public lighting service, responses to written complaints/
requests are handled directly by Areti. In 2022, a total of 3,409 
complaints/enquiries were received, a slight decrease on the fig-
ure for 2021 (3,704 complaints/enquiries); Areti replied to 92% of 
them by 31 December 2022.
Relations with the stakeholders
134

Table no. 37 – Energy: toll-free number and branch performance (2021-2022) (*)
TOLL-FREE NUMBERS 
u. m.
2021
2022
COMMERCIAL TOLL-FREE NUMBER (Acea Energia) - STANDARD MARKET SERVICE
total calls received
no.
774,011
934,318
total answers
no.
740,472
875,662
service level (% of answers to calls received)
%
95.7%
93.7%
average waiting time 
min. sec.
1’48”
2’32”
average conversation time
min. sec.
6’03”
5’43”
COMMERCIAL TOLL-FREE NUMBER (Acea Energia) - FREE MARKET (energy and gas) (**)
total calls received
no.
1,042,053
1,269,188
total answers
no.
971,657
1,135,789
service level (% of answers to calls received)
%
93.2%
89.5%
average waiting time
min. sec.
1’22”
2’48”
average conversation time
min. sec.
7’13”
6’56”
FAULT TOLL-FREE NUMBER (Areti) 
total calls received
no.
214,186
236,028
total answers
no.
209,074
229,120
service level (% of answers to calls received)
%
97.6%
97.1%
average waiting time
min. sec.
1’46”
1’24”
average conversation time
min. sec.
3’37”
3’06”
PUBLIC LIGHTING - FAULT TOLL-FREE NUMBER (Areti)
total calls received
no.
160,998
126,103
total answers
no.
156,758
121,189
service level (% of answers to calls received)
%
97.4%
96.1%
average waiting time
min. sec.
2’12”
1’16”
average conversation time
min. sec.
3’00”
2’57”
CEMETERY LIGHTING - COMMERCIAL TOLL-FREE NUMBER/FAULTS (Areti)
total calls received
no.
121,817
98,081
total answers
no.
120,013
85,665
service level (% of answers to calls received) 
%
98.5%
87.3%
average waiting time
min. sec.
8’03”
3’04”
average conversation time
min. sec.
4’34”
4’04”
BRANCHES
ACEA ENERGIA - STANDARD MARKET SERVICE BRANCH
tickets issued
no.
13,594
15,648
customers served
no.
13,562
15,547
service level (% customers served/tickets issued)
%
99.8%
99.4%
average waiting time 
min. sec.
3’17”
5’58”
average service time (***)
min. sec.
7’07”
n/a
ACEA ENERGIA - FREE MARKET BRANCH (energy, gas and offers)
tickets issued
no.
19,262
17,683
customers served
no.
19,234
17,645
service level (% customers served/tickets issued)
%
99.9%
99.8%
average waiting time 
min. sec.
4’13”
4’00
average service time (***)
min. sec.
8’49”
n/a
(*) The volumes of channels subject to sector regulation are consistent with the calculation methods envisaged for reporting to ARERA. For example, for the toll-free numbers of 
Acea Energia and Areti, the average waiting time is the time that elapses between answering, even if it is made through an automatic answering machine, and the beginning of the 
conversation with the operator or the end of the call if the caller hangs up before the beginning of the conversation with the operator.
(**) Includes data from the "WindTre Luce and Gas powered by Acea Energia" partnership service, active from 12 July 2021.
(***) For 2022, the average management time (TMG) of the branches is no longer present in the system since the current queue manager does not manage this method.
Acea Group • Sustainability Report 2022
135

Table no. 38 – Water: oll-free number and branch performance (2021-2022) (*)
TOLL-FREE NUMBERS
u. m.
2021
2022
COMMERCIAL TOLL-FREE NUMBER (Acea Ato 2 - city and province of Rome)  (**)
total calls received
no.
1,059,740
977,149
total answers
no.
952,917
888,961
service level (% of answers to calls received)
%
89.9%
91.0% 
average waiting time before answer 
min. sec.
2’17”
2’29”
average conversation time
min. sec.
4’30”
4’35”
FAULT TOLL-FREE NUMBER (Acea Ato 2 - city and province of Rome) (***)
total calls received
no.
427,973
428,607
total answers
no.
423,858
406,634
service level (% of answers to calls received)
%
99.0%
94.9%
average waiting time before answer 
min. sec.
0’15”
0’12”
average conversation time
min. sec.
3’02”
2’57”
COMMERCIAL TOLL-FREE NUMBER (Acea Ato 5 – Frosinone and province)
total calls received
no.
293,023
252,139
total answers
no.
249,970
224,531
service level (% of answers to calls received)
%
85.3%
89.1%
average waiting time before answer 
min. sec.
2’42”
2’49”
average conversation time
min. sec.
4’09”
4’48”
FAULT TOLL-FREE NUMBER (Acea Ato 5 - city and province of Frosinone)  (***)
total calls received
no.
149,171
76,502
total answers
no.
120,255
73,267
service level (% of answers to calls received)
%
80.6%
95.8%
average waiting time before answer 
min. sec.
0’53”
0’29”
average conversation time
min. sec.
3’55”
3’21”
COMMERCIAL TOLL-FREE NUMBER (Gesesa - city and province of Benevento)
total calls received
no.
38,475
35,246
total answers
no.
28,264
30,968
service level (% of answers to calls received)
%
73.5%
87.9%
average waiting time before answer
min. sec.
3’08”
2’59”
average conversation time
min. sec.
5’00”
4’57”
FAULT TOLL-FREE NUMBER (Gesesa - city and province of Benevento)
total calls received
no.
16,708
16,086
total answers
no.
14,007
14,168
service level (% of answers to calls received)
%
83.8%
88.1%
average waiting time before answer 
min. sec.
1’12”
1’32”
average conversation time
min. sec.
2’27”
2’33”
COMMERCIAL TOLL-FREE NUMBER (Gori - Naples and Salerno provinces)
total calls received
no.
588,292
648,444
total answers
no.
458,648
508,066
service level (% of answers to calls received) 
%
78.0%
78.4%
average waiting time before answer
min. sec.
4’51”
4’53’’
average conversation time
min. sec.
5’09”
5’05”
Relations with the stakeholders
136

FAULT TOLL-FREE NUMBER (Gori - Naples and Salerno provinces)
total calls received
no.
131,595
134,442
total answers
no.
125,845
131,308
service level (% of answers to calls received)
%
95.6%
97.7%
average waiting time before answer 
min. sec.
0’52”
0’48”
average conversation time
min. sec.
3’26”
3’27”
COMMERCIAL TOLL-FREE NUMBER (AdF - provinces of Grosseto and Siena) (****)
total calls received
no.
213,496
188,750
total answers
no.
191,453
176,149
service level (% of answers to calls received)
%
89.7%
93.3%
average waiting time before answer 
min. sec.
2’18”
1’53”
average conversation time
min. sec.
5’50”
6’31”
FAULT TOLL-FREE NUMBER (AdF - provinces of Grosseto and Siena) (****)
total calls received
no.
57,793
55,659
total answers
no.
56,353
54,938
service level (% of answers to calls received)
%
97.5%
98.70%
average waiting time before answer 
min. sec.
0’43”
0’33”
average conversation time
min. sec.
3’35”
3’47”
BRANCHES 
Acea Ato 2 (Rome - head office branch) (**) 
tickets issued
no.
17,398
13,901
customers served
no.
17,293
13,817
service level (% customers served/tickets issued) 
%
99.4%
99.4%
average waiting time 
min. sec.
1’00”
01:00’’
average service time 
min. sec.
18’55”
21:43
Acea Ato 5 (2 branches city and province of Frosinone) 
tickets issued
no.
14,896
13,872
customers served
no.
14,896
13,872
service level (% customers served/tickets issued)
%
100%
100%
average waiting time 
min. sec.
1’15”
1’05”
average service time 
min. sec.
16’12”
17’20”
Gesesa (1 branch Benevento and province) 
tickets issued
no.
5,563
9,939
customers served
no.
5,562
9,891
service level (% customers served/tickets issued)
%
100%
99.5%
average waiting time 
min. sec.
0’42”
4’01”
average service time 
min. sec.
14’42”
8’45”
Gori (6 branches in provinces of Naples and Salerno) (*****)
tickets issued
no.
44,602
47,637
customers served
no.
42,103
43,705
service level (% customers served/tickets issued) (****)
%
94.4%
91.7%
average waiting time 
min. sec.
13’13”
7’07”
average service time 
min. sec.
16’43”
16’43”
Acea Group • Sustainability Report 2022
137

AdF (7 branches in provinces of Grosseto and Siena) (****)
tickets issued
no.
6,385
8,238
customers served
no.
6,385
8,238
service level (% customers served/tickets issued)
%
100%
100%
average waiting time 
min. sec.
2’00”
1’00”
average service time 
min. sec.
15’00”
16’00”
(*) The volumes of channels subject to sector regulation are consistent with the calculation methods envisaged for reporting to ARERA. For example, for the fault toll-free number, 
'total answers' means, in line with the Authority's guidelines, 'total answers within TMA' and 'service level' means the % of calls with TMA within the standard.
(**) the 2022 figures of Acea Ato 2 for both toll-free numbers and the branch are being consolidated and have not yet been communicated to the Authority.
(***) Calls handled by the automatic system or terminated by the customer during navigation within the interactive voice responder are also considered as answers. The figures of the 
2022 fault toll-free number are still being consolidated.
(****) Certain 2021 figures have been adjusted for consolidation in line with what has been communicated to the Authority, while the 2022 figures are being consolidated and have 
not yet been communicated to the Authority. 
(*****) The figures for 2022 are updated to November since at the time of drafting the document they were being consolidated and had not yet been communicated to the Authority. 
COMMUNICATIONS, EVENTS AND SOLIDARITY
Special award at the  
19th Press,  
Outdoor & Promotion Key 
Awards for the institutional 
campaign: Leaders in the 
ecological transition with all 
our energy
Acea  
Green Cup 
2022, second edition: 
awarding the Group’s 
most sustainable 
projects
Acea Scuola  
2022/2023 Let’s Protect 
the Environment in digital 
format on the Acea  
EcoVillage platform
Inaugurated the 
first multimedia 
totems in the Rieti 
area as part of the 
project Tourist trails 
to discover Italy’s 
waters – MIA (Acea 
Immersive  
Museum)
COMMUNICATION
The Communication Function of the Parent Company directs and 
coordinates the communication and information strategies and 
initiatives, of Acea SpA and of the subsidiaries, defining the devel-
opment of the Group image. The main tool for this activity is the 
Annual Communication Plan, which is defined and monitored as 
time progresses. The Function also oversees information coverage 
by journalists, managing relations with the media and drafting and 
disseminating non-price-sensitive press releases, the preparation 
of press reviews and the organisation of press conferences for the 
various business areas. It also coordinates communication activi-
ties and internal dissemination of documents, news and editorial 
content, brand enhancement, management of corporate identity, 
creation of institutional, advertising and commercial campaigns, 
organisation of public or institutional events, development and 
management of environmental education and solidarity projects, 
as well as special projects and external events aimed at strengthen-
ing the bond between Acea and the territory. 
In-house expertise also covers the design and production of pho-
tographic and video services, management of the Group's modern 
and historic documentary and photographic archives, and the pro-
motion of Acea sites/plants for educational and cultural purposes.
The Communication Function also defines the digital strategy and 
digital identity, in line with the strategic guidelines decided by Top 
Management, the positioning of the Group in the digital ecosystem, 
through the design, development and management of the institu-
tional website and the websites of the companies aligned with the 
corporate identity. 
It is responsible for the operational management of social media 
channels to disseminate and enhance, in addition to news and in-
formation about the Group, brand awareness, the Group’s values 
and mission and the initiatives it carries out during the year.
In 2022, the Group’s advertising communication emphasised the 
key elements of the Communication Plan: sustainability and envi-
ronment, innovation, and territory. These were the “pillars” of the 
major institutional campaign on the ecological transition launched 
in April in the main national and local newspapers, online and in 
print, intended to highlight Acea’s role in this area, aligned with Eu-
ropean and national strategy (see the dedicated box).
Relations with the stakeholders
138

ACEA’S INSTITUTIONAL CAMPAIGN FOR THE ECOLOGICAL TRANSITION
The campaign carried out in 2022, called Protagonisti della tran-
sizione ecologica con tutte le nostre energie [Leaders in the ecological 
transition with all our energy], sought to increase brand awareness 
and underline the company’s sense of commitment to the ecolog-
ical transition at national level. The campaign therefore capitalised 
on Acea’s positioning, based on the synergy and collaboration with 
the territories where it operates and on the constant drive towards 
the future and the innovation of the businesses managed, with a 
particular focus on aspects of sustainability.
Through impactful and iconic communication, the institutional 
campaign drew attention to the Group, describing all areas of ac-
tivity. The textual part of the campaign, with the payoff “Il futuro è il 
nostro ambiente” [The future is our environment], aimed to convey 
the Group’s commitment to and energy spent on creating progress 
in the ecological transition.
This was a very substantial communication effort, on air in April and 
May, with a total of over 50 appearances in the press and over 10 
million web impressions. 
In July 2022, the campaign was awarded the 19th Press, Outdoor 
& Promotion Key Award – Special Prize.
The Group’s commitment to sustainability and the environment 
was also underlined by a water saving campaign by Acea Ato 2, 
which was on air for three months in the summer across the entire 
province of Rome in the press, digital and outdoor with over 5,000 
posters, and by an energy saving campaign by Areti, focused on 
the responsible use of air conditioners, on air in August 2022, with 
digital and outdoor formats in Rome. 
Homage was paid to the “territory” by the campaign to spread 
awareness of the water bonus by Acea Ato 2 (press and digital in 
April and May 2022), by the digital campaign on the Acea Immer-
sive Museum, online between May and December, and the final 
campaign of the year dedicated to the “Roma By Light” Christmas 
contest, the photography competition pair with the Christmas light 
decorations set up by Acea. 
To support the activities of Acea Energia, a communication cam-
paign was launched in April 2022 and continued until early 2023 
to improve awareness of the company and the digital channels 
available to customers. The campaign, developed through targeted 
and crossing actions, with thousands of radio adverts, press releases 
and digital strategy, had a significant media response thanks to the 
involvement of two exceptional testimonials, Emanuela Fanelli and 
Frank Matano. 
In 2022, the Group’s commitment to students continued with 
Acea School – ProteggiAmo l’ambiente [Let’s Protect the Envi-
ronment], a training course that allowed young people to discover 
the best practices, projects and technologies implemented by the 
Group to manage the activities sustainably, learning about cer-
tain aspects such as alternative energy sources (see the dedicated 
box).
Acea Group • Sustainability Report 2022
139

2022/2023 DIGITAL EDITION OF ACEA SCHOOL – PROTEGGIAMO L’AMBIENTE  
[LET’S PROTECT THE ENVIRONMENT]
For the third year in a row, Acea has offered the digital edition of the 
training course to raise young people’s awareness of environmental 
sustainability. Before the health emergency, the course was carried 
out in person. This delivery method has been effective and in 2022, 
the Acea School – ProteggiAmo l’ambiente [Let’s Protect the En-
vironment] event was held on Acea EcoVillage, a digital platform 
rich in multimedia content and presented by Biagio Venditti and 
Francesca La Cava, two young actors from the Netflix series “DI-
4RIES”. The actors were given the task of guiding students on their 
discovery of the Acea EcoVillage: a colourful and interactive world 
of information, videos and quizzes centred around sustainability and 
protecting the planet. The educational course aimed to promote 
environmental training and raise young people’s awareness of the 
innovative actions, projects and technologies implemented by the 
Acea Group to help preserve the natural environment for future 
generations. The educational event was offered to students in Rome 
and the Metropolitan City in November 2022, will be repeated in 
February 2023, then made available to everyone across Italy.
In June and July 2022, Acea Innovation Day was renewed, the event 
dedicated to the world of innovation and to new frontiers in sustain-
able development, this year offered as a roadshow with three stops 
– Terni, Naples and Rome – each of which covered specific topics: 
smart city, open innovation for the ecological transition, and digital 
transformation (see the dedicated box in the chapter Institutions 
and Businesses). The Acea Innovation Tour 2022 was live streamed 
by 5,000 people and, afterwards, Acea prepared and published a 
dedicated report on its institutional website. 
In September 2022, with the collaboration of Marevivo and Monina 
Corporate Sailing, Acea organised the second Acea Green Cup, in 
the area in front of the Port of Cala Galera, a day of sport reserved 
for Group employees, with the aim of strengthening the sense of 
team and sharing the projects carried out by the Group companies 
relevant for sustainability and environmental protection (see box 
with details).
Lastly, Acea launched the project Itinerari turistici alla scoperta 
delle acque d’Italia [Tourist trails to discover Italy’s waters] - MIA 
(Acea Immersive Museum) created by the Communication Func-
tion of the Parent Company, by Acea Ato 2 and with scientific sup-
port from the Gecoagri Landitaly Cultural Association, inaugurating 
several interactive totems in Terni/Rieti (see the dedicated box).
ACEA GREEN CUP 2022 
Over the years, the Acea Group has undertaken a virtuous and 
responsible journey through the creation of projects intended to 
promote industrial growth while staying mindful of protecting the 
territory and the environment. To boost awareness of such projects 
among employees and to underline their importance, for the sec-
ond year in a row Acea organised Acea Green Cup, the intercom-
pany initiative held on 18 September 2022 at the Marina of Cala 
Galera, in the province of Grosseto. 
Sponsored by the Ministry for the Ecological Transition and carried 
out in collaboration with Monina Corporate Sailing, Marevivo and 
Safe, the event received certification as a low environmental im-
pact initiative from EcoEvents, a partner company of Legambiente. 
The day involved different sports activities, including a beach volley-
ball tournament, a padel tournament and a sailing regatta between 
14 teams of employees from the Acea Group companies, for a total 
of around 250 people involved. 
In addition to competing in the sports competition, each partici-
pating team presented a project in an internal contest, which re-
warded the best initiatives in terms of sustainability. The projects 
presented included: the creation of a website, energieperilsarno.it, 
to inform the territory about the reclamation and monitoring works 
of the Sarno hydrographic basin; the Renewable Energy Communi-
ties; the research and study Volatolomics da espirato, conducted by 
the Engineering area with Tor Vergata University and the associa-
tion Sagen, aimed at the early diagnosis of certain kinds of tumours; 
the “UP2YOU” study to calculate savings of CO2 emissions thanks 
to reduced use of plastic bottles; Insieme a noi, con la vostra energia! 
[Alongside us, with your energy!], a training programme based on 
new assessment methods and tools that make it possible to devel-
op the potential and habits of candidates; Resilient Umbria, for the 
creation of a pipeline that will supply a new water treatment plant 
near the Petrignano Station. Prizes were awarded in the following 
categories: ecological transition, social protection and develop-
ment, innovation, and start-ups, in addition to several special prizes 
such as the Marevivo Award, SAFE Award, and People’s Prize.
Relations with the stakeholders
140

ACEA LAUNCHES THE ITINERARI TURISTICI ALLA SCOPERTA DELLE ACQUE D’ITALIA MIA [TOURIST 
TRAILS TO DISCOVER ITALY’S WATERS ACEA IMMERSIVE MUSEUM] PROJECT 
At a press conference on 22 March 2022, on World Water Day, 
Acea presented the project Itinerari turistici alla scoperta delle acque 
d’Italia MIA [Tourist trails to discover Italy’s waters Acea Immersive 
Museum], carried out with scientific support from Gecoagri Lan-
ditaly, an Interuniversity Research Group and Cultural Association, 
which involved the inauguration of several interactive totems across 
the territory, through which users can connect to the Acea Immer-
sive Museum. This digital portal is dedicated to the over 110 years 
of Acea Group history where visitors can take 3D virtual tours to 
follow the routes of the water, from springs to aqueducts, to the 
tap in homes, and discover the world of water in an innovative and 
interactive manner. Each totem has a QR code that allows users 
to navigate a virtual environment of text and photo galleries that 
explain the history and water resources of Rieti and the surrounding 
area: rivers, lakes, waterfalls, springs, canals, aqueducts, and baths. 
Thanks to immersive high-resolution aerial shots, the tourist water 
trail lets users fly over towns, the course of rivers, wide valleys, the 
Rieti valley, protected areas, and “land” in multiple points of inter-
est, enriched with data sheets and material developed by the Geco-
agri Landitaly Association. 
The Communication Function manages Acea’s attendance at im-
portant events each year. In 2022 the Group attended the Green 
Med Symposium, a “workshop for green ideas, training and dissem-
ination” (see box for details). It also attended and supported the 
Maker Faire in Rome – European Edition; centred around techno-
logical innovation, the event is now a regular fixture in Acea’s cal-
endar and the chance to show its evolution in this area year after 
year. Over the three days of the 10th edition, held in Rome from 
7 to 9 October 2022 at the Gazometro in Ostiense, Acea pre-
sented technological solutions that, applied to its infrastructure and 
industrial areas, support the development of the circular economy 
(see the dedicated box in the chapter Institutions and Businesses). 
In November, Acea also renewed its active presence at Ecomon-
do, confirming its “green” calling and presenting several particularly 
innovative and sustainable projects (see the dedicated box in Rela-
tions with the Environment, Environmental Sustainability and the Main 
Challenges).
ACEA AT THE GREEN MED SYMPOSIUM 2022
The Green Med Symposium 2022, held in Naples from 8 to 10 
June, is organised by Ricicla.tv, an editorial organisation that sought 
to become an aggregator of businesses and institutions, to create 
synergy among the expertise required for recovery in Southern Ita-
ly. The objective is to propose the dissemination of quality scientific 
information by training and informing citizens, students and profes-
sionals about the possibilities offered by innovation and research in 
the field of technologies that serve the environment.
The event’s main institutional partner was the Campania Region, with 
involvement from the Ministry for the Ecological Transition, the Min-
istry for the South and Territorial Cohesion, the National Register of 
Environmental Operators, ISPRA and Ecomondo.
The Acea Group sought to participate by contributing its exper-
tise in various areas and businesses. In particular, Gori and Gesesa 
presented several aspects of sustainable water management, Acea 
Ambiente analysed the waste transition, with particular focus on 
“critical materials” and Acea Innovation shared its experience of 
e-mobility and circular communities (energy & waste transition).
With the coordination of the Communication Function, Acea opens 
its plants to students and visitors with a technical/scientific interest, 
thanks to employees willing to be their guide at the sites. This opportu-
nity, suspended during the health emergency, resumed again in 2022 
as soon as it became possible, welcoming 130 people over 3 visits.
As mentioned, communication on the digital channels, web and 
social media, is handled by the Digital and Corporate Media Unit, 
in the context of the Communication Function, in line with the 
Group’s digital strategy and digital identity and reflecting its values, 
mission and industrial positioning. 
The corporate site (www.gruppo.acea.it) explains Acea’s background 
and how it operates. The site is constantly updated and has a clear or-
ganisation of information with corporate content as well as the ser-
vices and initiatives of Acea, and allows for a fluid and intuitive nav-
igation, with distinctive graphics, consistent with the Group’s brand 
identity, and a particular focus on visual communication. In 2022, 
the new “features” homepage was introduced, to highlight the topics 
and developments of greatest interest located further within the site, 
bringing the most relevant initiatives of the Group to the fore.
Acea’s commitment to effective communication in terms of trans-
parency and quality of the content present on its institutional site is 
also recognised through significant rankings in sector classifications. 
For example, the company was ranked in the category of “5 star” 
companies in the most recent study, now available, conducted by 
Lundquist and Comprend (Webranking Italy 2021-2022). 
During the year, the Acea website highlighted the initiatives under-
taken to ensure the continuity of services and express closeness to 
the community, also in the face of the Covid-19 health emergency, 
through the constant updating of the page dedicated to this infor-
mation, including the activities of the Acea Vaccine Hub.
Information was given about the main events in 2022, mentioned 
previously, organised by the Group or in which it took part, highlight-
ing the events to which Acea associates its brand, through sponsor-
ships (see the dedicated paragraph below), such as the Rome Mar-
athon and the Film Festival. During the year the “Events” section 
underwent restyling and reorganisation to make its navigation more 
effective and to optimise its positioning in search engines. A search 
by category feature was introduced to the “Events” main page and, 
in the detailed pages, a timeline of previous editions was inserted, 
facilitating the immediate use of older content. Furthermore, in 
line with the most recent style trends in digital communication, the 
“Stories” section was renewed, which describes the Group’s com-
mitment to the territory, innovation and sustainability, character-
ising it with a design that breaks away from the rest of the site, to 
Acea Group • Sustainability Report 2022
141

make it even more distinctive. The work was also centred around 
the aspects of user experience and user interface, to make the nav-
igation more simple and fluid.
As well as being dealt with in the “Stories” and the reference section 
“Our Commitment”, sustainability is highlighted on all pages of the 
website as a key element for the Group's growth and value creation, 
with references to dedicated initiatives and projects in each area. In 
2022, in particular, much visibility was given to topics of social sus-
tainability, including diversity, equity and inclusion, by developing 
specific content.
Furthermore, the website highlighted the main lighting of monu-
ments or institutional sites by Acea, in coordination with the Pub-
lic Administration, on particular anniversaries, for example to raise 
awareness among citizens for the prevention of diseases such as 
breast cancer or other events with a high social impact.
Every year, on the occasion of the Shareholders' Meeting, the Acea 
Group's "Navigable Financial Statements" are published on the web-
site, making the Consolidated Financial Statements and Sustaina-
bility Report available for viewing in interactive mode, with open 
data and multimedia content. The online reports present Acea's 
results, values and projects and allow visitors to grasp the multiple 
connections that link the two annual reports on one screen. For the 
first time, in 2022, the navigable version of Acea Ato 2’s Sustaina-
bility Report was created.
The website also performs a service function, with the timely pub-
lication of notices about any water stoppages affecting the areas 
where the Company operates. For several years, it has provided 
data about emissions, monitored in real time, from the Group's two 
waste-to-energy facilities and the Tor di Valle power plant, and the 
main parameters of the quality of the water supplied by companies 
that operate in the industry can be consulted online. In addition, 
the institutional website has given visibility to the certifications and 
environmental declarations that illustrate Acea Ambiente’s com-
mitment.
In April 2022, following the company’s rebranding, Areti’s website 
(www.areti.it) underwent a restyling: it now features information 
content aimed at electricity distribution users, for example an area 
devoted to the plan to replace 2G meters, and it offers smooth 
navigation and an effective user experience as well as quick access, 
further improved by recent interventions, to the reserved area to 
manage utilities and services. 
Acea Innovation’s mini-site (www.aceainnovation.it), hosted within 
the Group’s website, was created to introduce the company to a 
wide audience and as a contact channel for customers interested 
in the services offered: sustainable mobility, widespread compost-
ing and energy upgrading; during 2022 three dynamic forms were 
created for the acquisition of leads grouped by the three services 
offered, namely evolutionary techniques that improve user experi-
ence, facilitating initial contact with the company.
The Group's website is active on the domain www.gruppo.acea.it. 
The 2022 figures for page views and access cannot be compared 
with the 2021 figures because, from last year, accesses and views on 
the MyAcea reserved area, now grouped by type of service (water 
and energy) and outside the Group domain, are no longer included 
in the analysis. In 2022, therefore, the corporate site recorded a 
total of around 6.1 million page views, equal to around 3.4 million 
accesses. The desktop connection method still prevails, accounting 
for around 67% of accesses (2,266,886), followed by mobile phone 
for around 32% (1,074,678 accesses) and connection via tablet re-
mains low, at 32,083 accesses in the year, or around 1%. 
The Acea Energia website (www.acea.it) recorded over 2 million ac-
cesses in 2022. In the year in question, the most used device to ac-
cess the site was mobile phone for the first time, surpassing desktop 
(52% via mobile and 45% via desktop); tablet access also increased 
slightly, to 3% (2% in 2021). The website, dedicated to the sale of 
electricity and gas for the free market, has a user-friendly navigation 
to help customers, in addition to sections devoted to “guides” and 
“stories”, where insights are provided on topics such as innovation in 
the energy sector, wind energy, e-mobility, energy saving, etc., which 
account for around 27% of total access to the site from Google. 
On the website www.servizioelettricoroma.it, dedicated to Acea En-
ergia customers on the standard market service, in 2022 456,754 
accesses were recorded, with desktop accounting for 80.3% of the 
connection method, mobile phone 19% and tablet 0.7%.
Lastly, on Areti’s website (areti.it), over 715,000 page views were 
recorded in 2022, equal to more than 175,000 accesses; again in 
this case the connection method via desktop prevailed – around 
60% of accesses (105,896) – followed by mobile telephone – 
around 38% of accesses (67,278) – and by tablet – for around 1% 
(2,195 accesses).
Chart no. 31 – Acea corporate website 2022: access methods 
2,266,886  desktop PCs
1,074,678 mobile phones
32,083  | tablets
total accesses: 
3,373,647
Acea continues to strengthen its social media presence, increas-
ing the number of followers (see the dedicated box) thanks to an 
effective storytelling strategy and specific content for each chan-
nel, with the aim of highlighting the elements that characterise the 
Group’s commitment, in line with the communication tone of the 
institutional website. In 2022, Areti’s LinkedIn page and Waidy 
Wow’s Instagram channel were also created, and are managed in 
line with the respective strategies and brand propositions.
Relations with the stakeholders
142

ACEA NUMBERS ON SOCIAL MEDIA – 2022
Acea strengthened its presence on the main social channels during 
2022. Here are the key figures, all up on the previous ones:
The Acea Group’s Facebook channel, which focuses on corporate 
content and supported cultural events, has reached a fanbase of 
7,712 followers, an increase of 22.4% compared to 2021, and 
achieved over 40,000 interactions (and 7.1 million video views). 
Thanks to constant moderation, user enquiries received on the page 
are directed to the dedicated support channels. 
The Instagram profile, with direct and informal communication 
aimed at talking about Acea's commitment to the area, counts 
5,689 followers (+19% compared to 2021) and received 7,871 
clicks. 
The Twitter profile, which is one of the main touchpoints for in-
teraction with institutional stakeholders and updates on corporate 
content and Group results, has 5,299 followers (+11% compared 
to 2021) who interact with Acea through comments and shares 
(22,356 interactions during the year); 
The LinkedIn profile reached 75,089 followers (around 23% more 
than in 2021), with 217,295 interactions during the year. On this 
channel Acea reinforces its role as a multi-utility company in order 
to attract talented and skilled workers.
The YouTube profile, where Acea's videos are collected, has 1,280 
subscribers (+18.5% compared to 2021).
The Group is also present on Facebook and Instagram with Acea 
Energia. Both channels were used for the promotion of electricity 
and gas offers and for the dissemination of commercial initiatives 
on the free market. Facebook and Instagram respectively reached 
16,071 (+11.6% compared to 2021) and 1,826 followers (+62% 
compared to 2021) and both have become important touchpoints 
for managing customer requests, also by inviting customers to use 
online services available in the MyAcea customer area of the web-
site www.acea.it. 
Areti has been present on LinkedIn since February 2022 with a 
channel dedicated to highlighting the company’s initiatives and 
conveys, in line with the brand proposition, its values and mission. 
The LinkedIn channel of Areti reached 2,320 followers. 
Lastly, Waidy Wow has also been present on Instagram with its own 
channel since June 2022. Waidy Wow is a new tool, which in these 
initial months has laid the foundations for a solid online presence: a 
clear editorial format that balances socially active and light-hearted 
content, communicating it with a current and authoritative tone.
The Media Relations and Internal Communication Unit monitors 
relations with national and local media, in a spirit of mutual respect 
for roles and cooperation, with the aim of conveying the correct 
corporate image and position of the Group through the media. 
Press releases and press conferences in 2022 disclosed the eco-
nomic results achieved, the initiatives carried out by the Group 
and information of public interest relating to the provision of ser-
vices. Media Relations, together with the Digital and Corporate 
Media Unit and in coordination with other competent Functions/
Departments of the Holding Company, handles the dissemination 
of press releases relating to major corporate events, such as the 
Shareholders’ Meeting and the approval of the financial statement 
figures. Through press articles, television, radio and web services 
and “Tg Acea” – published weekly on the intranet, the company’s 
website and YouTube – the Unit has guaranteed media coverage 
of the main events and initiatives carried out by the Group, with a 
particular focus on the development of the content of corporate 
communication. 
The constant interaction with the operating companies allows the 
Unit to provide feedback on reports of inefficiencies coming from 
the media, interacting with press editors to have the company’s re-
plies published. 
Media Relation manages the national and local press review on a 
daily basis, making it available through the company's Intranet. 
This activity is complemented by the transmission of additional and 
timely information about the Group or relevant to the business 
managed, thanks to the regular monitoring of press agencies and 
the web (web news, social media and blogs). 
Among the communications that accompanied the initiatives of 
particular importance during 2022 are, by way of example: 
	•
communication actions on sustainability, including communi-
cations on Acea’s evaluation by Gaia Rating, on the improve-
ment achieved in the Bloomberg Gender Equality Index, on 
the new Sustainability Rating Linked credit facility and on Acea’s 
entry into the MIB ESG index; the communications on World 
Energy Saving Day, the event M’illumino di Meno [I will use less 
light], World Earth Day and World Water Day; the communi-
cation with ASviS on the opening of the Sustainable Develop-
ment Festival, with special lighting of the Cestia Pyramid, and 
the communications on the Group’s presence at the Ecomondo 
trade fair in Rimini;
	•
communications issued in the year regarding the electric mobil-
ity sector and Acea Innovation’s agreements for the ecological 
transition. These include the initiatives with Federdistribuzione, 
with the ESA, with the Municipality of Scarlino, and with the 
Municipality of Castel Gandolfo. Plus communications on the 
launch of works for the Ecological Transition Plan and, for Eco-
mondo, the communication on Acea Innovation’s new services 
for electric mobility: “iPads” and “Nose”;
	•
communications regarding the HR results achieved, such as the 
positioning in the Top Employers ranking, the agreement signed 
with UniteImaSapienza, the launch of the service aimed at employ-
ees for e-bike rental; the initiatives activated on International Day 
for the Elimination of Violence against Women; the result achieved 
in the Financial Times and Statista ranking for Diversity & Inclusion 
and the gender equality certification from RINA;
	•
communications linked to news and current affairs, with a par-
ticular focus in 2022 on the health emergency and rising utili-
ty bills. These include the communications regarding the Acea 
Vaccine Hub, also opened in March to Ukrainian refugees; the 
note regarding excess profits and the communication on the 
agreement between Acea Energia and SACE for instalment ar-
rangements for utility bills;
	•
for Acea Energia, the communication on the launch of the new 
national campaign dedicated to sustainability and the commu-
nications on the extension of the commercial partnership with 
Wind across Italy;
	•
the initiatives regarding electricity distribution include the com-
munication on the agreement between Areti and RSE for the 
decarbonisation of electricity infrastructure and communications 
on the creation of the new high-voltage power line in south Rome 
and on the start of consultations for the RomeFlex project;
	•
the water sector communication on the installation of a water 
kiosk at the MEF site and the presentation with NTT Data of 
Acea Group • Sustainability Report 2022
143

the Waidy Management System, with press release and dedicated 
interviews about the agencies; summer communications following 
media requests about the drought emergency, to reiterate the lack 
of critical situation in the territory of Rome, for which press re-
leases, responses to newspapers and websites were given, as were 
interviews with press agencies;
	•
communications regarding the photovoltaic plants in Basilicata, 
with the inauguration of the Ferrandina plant, and in Sardinia with 
the authorisation for the Bolotana plant;
	•
actions connected to carrying out and promoting the Acea Inno-
vation Tour 2022, with stops in Terni, Naples and Rome, and the 
communication in April regarding the launch of an Acea digital 
antenna in San Francisco;
	•
communications on the consolidation of Acea’s position in the 
waste recycling and treatment industry, through the acquisitions 
of plants and companies during the year;
	•
communications relating to Acea programmes aimed at young 
people, such as the launch and completion of the school-to-work 
programme called GenerAzione Connessa and the launch of the 
new edition of Acea School on a digital platform;
	•
communication actions for the installation and inauguration of the 
multimedia totems as part of the project “Itinerari turistici alla sco-
perta delle acque d’Italia” [Tourist trails to discover Italy’s waters], 
tied in with the Acea Immersive Museum;
	•
corporate communications about the closing of the transaction for 
the sale to Equitix of a majority stake in the newco acquiring the 
photovoltaic assets; on the signing of the agreements with Suez for 
the design and marketing of digital metering systems for the water 
service; on the closing of the acquisition of certain A2A connec-
tions as part of the gas distribution and lastly on the closure of the 
first stage of the business combination with ASM Terni. 
The Media Relations and Internal Communication Unit also guaran-
teed – through press articles, television, radio and web services – me-
dia coverage of the main events and initiatives in which Acea partic-
ipated or which it held in the field of value liberality and sponsorship.
EVENTS AND SOLIDARITY
The economic value distributed to the community (in terms of  
sponsorships, trade fairs, conferences, etc.) in 2022 is approximately 
104	 This item also includes expenses incurred for “trade fairs and conference” but not “technical” sponsorships.
€ 6.3 million104 (€ 8 million in 2021). Of this amount, some 800 
thousand euros have been earmarked for sponsoring cultural, social 
and sporting events. Allocations by way of donations for major initia-
tives amounted to approximately € 1.8 million (€ 2 million in 2021).
Acea offers its services, such as the supply of electricity and water or 
switching on/off public lighting, on the occasion of events and special 
circumstances of a solidarity and symbolic nature, such as, for ex-
ample, special lighting/switching off of the Colosseum, in expression 
of solidarity with the Ukrainian population, as part of the campaign to 
raise awareness of the fight against the death penalty, on Rare Disease 
Day, on National Day against Eating Disorders, the M’illumino di meno 
[I will use less light] event, of the Senate Palace, such as for Interna-
tional Day for the Elimination of Violence against Women and World 
Multiple Sclerosis Day, of the Lazio Region Palace, on particular anni-
versaries, such as during Breast Cancer Awareness Month in October, 
World Patient Safety Day and World Autism Awareness Day, and the 
special lighting of the Cesta Pyramid, for the Festival of Sustainable 
Development. These services, referred to as 'technical sponsorships', 
had a total economic value of around €274,000 in 2022. 
The company participates in the main events related to its business ac-
tivities and supports, every year, including with sponsorships, initiatives 
considered of high cultural and social value for the development of the 
areas it operates in and for the benefit of the community (see also the 
summary boxes at the end of the section). The Sponsorship and Value 
Liberality Function advises on and manages requests from the entire 
region and from the Group’s corporate structures, to submit them for 
the assessment of the Committee for the Region, a corporate body 
assigned the tasks of consultation and monitoring in relation to spon-
sorships and donations, in order to guarantee a sound and virtuous 
development of relations with the territories in which the Acea Group 
operates. The applications approved by the Committee for the Region 
are subject to Integrity Due Diligence, for an ethical and reputational 
assessment of the applicants, according to best practices.
In 2022, Acea continued to support several hospitals, allocating to 
them a portion of the funds allocated to sponsorships, in particular the 
Policlinico Agostino Gemelli and the Policlinico Umberto I, which up-
graded and created several wards, and carried out other solidarity ini-
tiatives.
ACEA FOR THE COMMUNITY
In 2022, Acea launched a project, sponsored by the Municipality 
of Rome, which involves the members of senior centres in the city 
and province of Rome. The goal of the initiative is to create more 
awareness about energy use among this population group, both in 
terms of saving and safeguarding resources. It also intends to im-
prove knowledge of the digital channels. Events are planned at sen-
ior centres during which staff from Acea Ato 2 and Acea Energia 
will raise the community’s awareness of various topics: social bonus, 
instalment arrangements for utility bills and lessons about scams, 
information about the water cycle and the energy supply chain, with 
a focus on the natural environment, and training on water and ener-
gy saving. A tablet will also be activated and delivered to the chair-
persons of the senior centres selected, to communicate via video 
call with the branches of Acea Ato 2 and Acea Energia and to carry 
out online commercial practices, to report faults, disruptions, or to 
submit complaints or enquiries.
The Group also sought to contribute to cultural events and events 
of social interest, for the relaunch of the territory and the well-be-
ing of citizens. The main events held in 2022 included the Van Gogh 
exhibition open in Rome from October 2022 to March 2023 at 
Foro Bonaparte, which made some 60 works by the great Dutch 
painter and other artists in his circle exceptionally accessible. To 
promote the recovery of theatre, musical and cinema activities, 
Acea once again joined the Fondazione Teatro dell’Opera di Roma 
as a private member and sponsored shows by that theatre and by 
Caracalla. It also sponsored the 2022 editions of the Two Worlds 
Festival in Spoleto, the 100 Cities in Music initiative, the Film Festi-
val at Rome’s Auditorium Parco della Musica, and other similar local 
initiatives, such as the Etruria Eco Festival 2022 and the Tolfa Jazz 
Festival 2022.
Relations with the stakeholders
144

Alongside entrepreneurial initiatives for young people and the pro-
motion of innovation, Acea sponsored the second edition of the 
Italian Smart Design 2022 competition and the catalogue that pre-
sented the projects.
Among the main sporting events of the year, Acea, as per usual, as-
sociated its brand with the two running events of great importance 
for the capital: the Rome Marathon – Acea Run Rome The Mara-
thon – and the Rome-Ostia Half Marathon, which were held on 27 
March and 17 October 2022 respectively, as well as the 2022 Rugby 
Six Nations, held from 13 February to 12 March at Rome’s Stadio 
Olimpico. The Group has sponsored numerous other sports initiatives 
and some teams, such as Virtus Basket Siena, ASD Orvieto Basket 
and Rugby Perugia, and has supported, as every year, initiatives aimed 
at children such as Volley Scuola - Acea Trophy (see the dedicated 
box) and Acea Camp. Started in 2015 from an idea of Carlton Myers 
and thanks to the support of Acea, every summer, at the end of the 
school year, the latter event has offered, over time, the opportunity 
to thousands of children, aged between 6 and 16, to practice individ-
ual and team sports, at a sustainable cost for families and accepts, 
first of all, those in greater economic hardship. 
THE VOLLEY SCUOLA TOURNAMENT – ACEA TROPHY 2022
With a focus on the promotion of the values conveyed by sports, 
every year Acea supports events that concern children, combin-
ing them with awareness of sustainability issues. In particular, the 
2022 Volley Scuola Tournament, organised by FIPAV Lazio (Vol-
leyball Association), saw the involvement of around 120 secondary 
schools in the city and province of Rome, with a potential catch-
ment of around 100,000 students. The tournament has always 
been inspired by strong ethical values and has transformed, over 
time, into a workshop of ideas with an educational purpose, adding 
an educational element to the sport, through seminars on civic ed-
ucation, in-person or remote events with figures and experts from 
different sectors, and the creation of publications. The celebration 
of World Water Day and World Food Day, topics such as bullying, 
cyberbullying and the values of sport have become part of educa-
tion guidance and also constituted an excellent catalyst for students 
during the pandemic.
In the 2022 edition of the Volley Scuola Tournament, Acea held 
three seminars for students: the first, entitled “L’acqua è vita. L’im-
pegno di Acea” [Water is Life. Acea’s Commitment], was held on 
22 March on World Water Day, and also saw the presentation of 
the Waidy Wow App; the second, held on 6 April, was dedicated to 
the topic “Il laboratorio, la ricerca e l’innovazione per l’acqua e l’ambi-
ente” [Laboratory, Research and Innovation for Water and Environ-
ment]. On World Earth Day on 22 April, students were told about 
the “Biomonitoraggio della qualità ambientale attraverso l’utilizzo delle 
api” [Biomonitoring of Environmental Quality using Bees], a project 
studied by Acea for several years.
Lastly, following the seminars, the finals of the 2022 edition of the 
Beach Volley Scuola – Acea Trophy were held on 25 May at the “La 
Spiaggia” facility in Ostia. Throughout the month, the event marked 
a turning point – and recovery – for sports and education, and saw 
750 teams from the Lazio Institutes face off on the sand.
From 12 November to 12 December, the Waidy Wow team, in col-
laboration with Acea and Volley Scuola, promoted the Waidy Wow 
sustainability mission, a contest with the aim of rewarding students 
and schools that make concrete commitments to becoming ex-
amples of excellence in terms of sustainability, reducing their en-
vironmental footprint and promoting a culture of respect for the 
environment through virtuous behaviours and actions.
The following boxes describe some of the main events supported by the Acea Group in 2022, through sponsorships or donations.
ACEA FOR CULTURE, INNOVATION AND SUSTAINABILITY 
sponsor of the “Van Gogh” exhibition at the Museo Foro Bonaparte in Rome from 8 October 2022 to 26 March 2023, dedicated to the 
famous Dutch painter (Arthemisia Arte e Cultura) 
contribution as private partner and sponsor of the 2021/2022 theatre season of the Rome Opera Theatre (Rome Opera Theatre Foundation) 
sponsor of the 42nd Festival of Medieval Towns and Villages dedicated to classical and lyrical music (Associazione Musicale Ernico 
Simbruina)
partner and sponsor of the 17th Rome Film Festival, held from 13 to 23 October 2022, which saw the organisation of showings, exhibi-
tions, meetings and events, welcoming directors and international stars (Fondazione Cinema di Roma)
sponsor of 100 Cities in Music 2022 (XIII edition), dedicated to the promotion of live music through the organisation of performances at 
low prices or free admission in 14 municipalities in Lazio (European Music Cultural Association)
sponsor of the 2022 Two Worlds Festival, the international music event held in Spoleto between 24 June and 10 July (Two Worlds Festi-
val Foundation)
sponsor of various cultural initiatives and summer events outside of Rome, such as the Tolfa Jazz Festival 2022 (ETRA cultural asso-
ciation), the Etruria Eco Festival 2022 (Circolo del Cinema Luce a Cavallo), the Civitavecchia Summer Festival 2022 (Associazione 
Culturale Stazione Musica), the theatre performances of Reate Festival 2022 (Fondazione Vespasiano)
participation, through the payment of 3 scholarships, in the 14th Edition of the 2nd Level Master in “Homeland Security – Systems and 
Tools for Security and Crisis Management” (UCBM Academy – Biomedical Campus University)
sponsor of the 2022 Italian Smart Design national competition for students and recent graduates of architecture and design, on the develop-
ment of smart urban system sustainable designs, and the creation of the catalogue that presented the designs (Casa della Creatività SCRL)
Acea Group • Sustainability Report 2022
145

sponsor of Forum PA Smart City – Digital Agenda, the most important national event dedicated to organisational and technological 
innovation processes in the Public Administration. Its 2022 edition focused on the implementation of investments and reforms of the 
NRRP (FPA SRL)
technical sponsorship of the initiative “I will use less light (M'illumino di meno) 2022”, with the switching off of the Senate Palace to 
raise awareness of energy saving
technical sponsorship for the 2022 Sustainable Development Festival, involving the projection of the UN SDG logo on the Pyramid of 
Cestius
2022: ACEA FOR SOLIDARITY
solidarity contributions aimed at upgrading or equipping healthcare infrastructure for hospital centres in Rome, such as Policlinico 
Agostino Gemelli (Pulmonology Department) and Policlinico Umberto I (Cancer Centre).
contribution to the 2022 Fiaba Day event (XX edition), organised in Rome on 4 October 2022, to promote discussion and awareness of 
issues relating to the removal of architectural, psychological and sensory barriers, to ensure equal opportunities, accessibility and usability 
for everyone (Fiaba Non-profit)
participation in International Day for the Elimination of Violence against Women, World Autism Awareness Day, International HPV 
Awareness Day, National Day against Eating Disorders, in awareness campaigns against the death penalty, in Breast Cancer Awareness 
Month 2022, in Rare Disease Day and many other anniversaries, with technical sponsorships such as special lighting for the Senate 
Palace, the Colosseum and the headquarters of the Lazio Region 
contribution to “Est...iamo ancora insieme 2022”, a summer camp for socialising, inclusion and developing the independence of disabled 
young people. The event represents an opportunity for children and young people with disabilities to come together and socialise during 
the summer period 
support for the Municipality of Santa Marinella for the Help Ukraine project to offer material, psychological and social inclusion aid to 
refugees fleeing the war 
support for schools in the Municipalities of the Marche aimed at restoring the social and emotional well-being of young students in the 
regions affected by flooding in September 2022
2022: ACEA FOR SPORT AND YOUNG PEOPLE
sponsor of Acea Run Rome The Marathon 2022, the 42 km competitive road race, held in the capital on 27 March 2022, is the one with 
the most spectators (Infront Italy) and the most Italian and foreign athletes participating.
sponsor of the Rome-Ostia Half Marathon 2022, the most important running event over a distance of 21 km, held in Rome on 6 March 
2022 (RCS Sport)
sponsor of the 7th edition of the “Tournament for Peace”, an event held in Umbria in May 2022 and dedicated to Under 16s football clubs 
from across the world (L.N.D. Servizi – Umbria Regional Committee)
sponsor of the 23rd Rugby Six Nations 2022, the annual rugby tournament between the national teams of France, Wales, England, Ire-
land, Italy and Scotland, held in March 2022 (FIR)
support for sports activities and events in the territories of operation outside of Rome: basketball (ASD Virtus Basket Siena; ADS Orvieto 
Basket, ASD Pink Basket Terni), football (Benevento Calcio), running (ASD Filippide - D. LF Chiusi Avis Castiglione del Lago, Amatori 
Podistica Terni, Athletic Terni), rugby (Rugby Perugia), hockey (ADS Follonica Hockey 1952), and volleyball (Pallavolo Follonica) 
title sponsor of the 2022 edition of the Volley Scuola Tournament – Acea Trophy, dedicated to secondary schools in the city and province 
of Rome and organised by Fipav Lazio; at the 2022 event the sport was accompanied by an educational element, through seminars on 
civic education, and in-person or remote events with figures and experts from different sectors (Fipav Lazio)
sponsor of Acea Camp 2022, the event aimed at students, in June and July, with the aim of introducing and disseminating the practice of 
sports and raising awareness of social and environmental issues (Beside Management Srl)
sponsor of Run For Autism 2022, the 10 km competitive race and 5 km open to all, held in Rome on 3 April and promoted by Progetto 
Filippide, to raise awareness of autism and give hundreds of young people from all over Italy a special day (A.S.D. Sport and Society Asso-
ciation - Filippide Project Rome)
sponsor of the 2022 "I’m Separating Wastes Too" project for schools, which combines sports activities with educational activities on circu-
lar economy issues (ASD Virtus Basket Aprilia) 
Relations with the stakeholders
146

SUPPLIERS 
105	 For the NFS scope, see Disclosing sustainability: methodological note. With reference to this scope, the water companies Gori, AdF and Gesesa, the environment companies 
Berg, Demap and Deco (the latter in the NFS scope from 2022) and the companies operating in PV (with the exception of Acea Solar) are not centrally managed. 
106	 The data of the three companies operating in the water sector that manage procurement activities independently and of Deco are aggregated here with those managed centrally 
in order to represent overall relations with suppliers in the year under review. The figures for Berg and Demap and the photovoltaic companies (except Acea Solar) have not been 
included, as these companies recorded very low costs for materials and services totalling 1% of those incurred by the companies in the NFS scope. 
107	 The Acea Code of Ethics, approved by the Board of Directors in its latest version updated in November 2022, dedicates specific space, and numerous other references in the text, 
to Relations with Suppliers. The Code is shared on the company’s intranet and is available online at www.gruppo.acea.it, in the Governance section. Particular attention is paid to social 
safeguards in higher-risk contexts: “In supply contracts with suppliers from at-risk countries, defined as such by recognised organizations, contractual clauses have been introduced that involve 
compliance of the supplier 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 fight against forced labour, guaranteed minimum wage, limited work hours, etc.).”
CONSOLIDATED EXTERNAL COSTS
In 2022, the Group’s consolidated external costs totalled about € 
3.56 billion (+44.5% compared to 2021). The higher increase, for 
around € 900 million, is due to the procurement of electricity on 
the free market and on the gradual protection market. 
Procurement of goods, services and works related to the Group 
Companies subject to reporting are managed centrally by the Pur-
chases and Logistics Function of the Parent Company105, with the 
exception of Gori, AdF, Gesesa and Deco, which independently 
manage their business. The total value of the order recorded in 
2022, including the amounts of the aforesaid non-centrally man-
aged companies106, amounts to around € 1.9 billion, a slight de-
crease compared to 2021 (over € 2 billion). Regarding the cen-
trally managed companies, the value of 2022 procurement was 
approximately € 1.5 billion, compared to over € 1.7 billion in 2021. 
PROCUREMENT POLICIES 
The Purchasing and Logistics Department of the Parent Compa-
ny defines policies and guidelines and manages, as a service, the 
procurement of goods, services and works required by the De-
partments of the Holding Company and the main Group Com-
panies. To perform its duties, it values the technical skills of the 
buyers, handles the requests of “internal customers” (Functions/
Companies in the Group) and develops a transparent relationship 
with suppliers.
In 2022, the Purchasing and Logistics Department also oversaw 
the flow of materials, logistics and warehouses of the Group, 
managing the operations of the central depot and most of the 
territorial depots of Areti and Acea Ato 2, at the service of the 
operational personnel dispatched to the territory. It also supplied 
materials for scheduled and urgent works, interacting with most 
of the companies contracted by the two largest operating com-
panies. At the logistics centre of Santa Palomba, verification of 
water meters and activities at the low-voltage laboratory of Areti 
(Engineering and Testing Unit) were carried out. From November 
2022, with a view to flow optimisation, all activities carried out by 
the logistics centre of Santa Palomba were taken over directly by 
the operating companies. 
DEALINGS WITH SUPPLIERS AND PROCUREMENT 
MANAGEMENT
The Acea Code of Ethics, updated at the end of 2022, recalls the 
reference principles107 that should guide relations between Acea, 
as a contracting authority, and its suppliers (contractors and sub-
contractors), “on the basis of the principle of mutual benefit and 
cooperation that underlies such relations”:
Around € 1.9 billion  
= total value of the 2022 
Orders for goods, services and 
works:
processed over 7,830  
orders/contracts  
and 3,780 suppliers 
involved
78% of quali-
fied suppliers com-
pleted a self-assess-
ment questionnaire 
on sustainability 
-relevant aspects 
during the year
The Construction Site 
Safety Unit carried out 
14,724  
safety inspections  
at construction sites: 
ratio of “serious” 
non-conformities to 
total non-conformities 
detected decreased in 
the three-year period
399 suppliers
(+129% compared 
to 2021) assessed 
according to the 
EcoVadis model: 
the sustainability 
rating is a bonus 
criterion 
Acea Group • Sustainability Report 2022
147

•
equal opportunities for each supplier;
	•
conduct based on mutual loyalty, transparency and collaboration;
	•
compliance with rules and procedures, including verification 
processes to identify potential risks to reputation and/or cor-
ruption; 
	•
protection, by the supplier or sub-supplier, of the human rights 
of their employees (decent working conditions, protection of 
health and safety) and safeguarding of the environment (pro-
tection of ecosystems and biodiversity, rational use of natural 
resources, minimisation of waste, energy saving, etc.), respect 
for privacy, and guarantee of the quality of goods, services, and 
performance.
Suppliers issue a declaration of acceptance and commitment to 
comply with the provisions contained in the Code of Ethics, which 
constitutes an element of the contractual relationship. Any violation 
of the principles and criteria of conduct envisaged by the Code of 
Ethics, revealed by audits, will authorise Acea to take appropriate 
measures.
With a specific focus on topics of social importance along the sup-
ply chain, for many years now, Acea has shared a Water Contracts 
Protocol with the trade unions involved in the water contracts and 
contractors, which concerns aspects such as employment protection 
(fair application of the social clause on the subject of contract chang-
es), combating irregular forms of work or work that does not comply 
with the applied national collective bargaining agreements, health and 
safety at work and compliance with contractual regulations.
108	 Acea issues tender procedures for the procurement of works, goods and services in compliance with current legislation (Legislative Decree no. 50/2016), with reference to the 
ordinary and special water and energy sectors. In particular, for tenders in special areas involving amounts below the EU threshold, Acea applies Internal Regulations consistent 
with the principles of the EU Treaty for the protection of competition. Finally, for tenders that do not fall within the scope of application of the Code on public contracts (so-
called “extraneous or private law”), selection procedures are used which comply with the principles of free competition, equal treatment, non-discrimination, transparency and 
proportionality. 
109	 Equal to 82% of the total volumes of the companies in the NFS scope, including those not managed centrally.
110	 In compliance with the requirements of the National Anti-Corruption Authority (ANAC) and the so-called “Anti-Corruption Law” (Law 190/2012).
111	  Legislative Decree no. 50 of 18 April 2016 and subsequent amendments and additions. Public Contracts Code.
112	  The 2022 analysis produced by Administration, Finance and Control also included the companies Gori, AdF and Gesesa, which have provided data even through they are not 
managed at the centralised level. It was not possible to include Deco for this first year of entry in the NFS scope. The companies Berg, Demap and two photovoltaic companies 
were also left out of the analysis due to the low share of the costs incurred. 
113	  The calculation of the figure is a simple average of the difference between the due date of the invoice in the system and the date of actual payment.
114	  The calculation of the figure is the result of the average of the difference between the expiry date of the bill in the system and the date of actual payment weighted according 
to the amount of the bills.
115	  The figures for the 2022 dispute refer to all the Companies within the NFS scope (see Disclosing Sustainability: Methodological Note). 
Acea mainly uses tenders108 to select suppliers, adopting criteria of 
transparency: in 2022, 60% of procurement, managed at a cen-
tralised level109, was awarded through a tender procedure. 
For centrally-managed Group companies, the Purchases and Logis-
tics Function has published on the website 110, in the “Supplier” Area, 
the documentation  relating to purchases regulated by the Public 
Procurement Code111. Operators who are interested in participating 
in tenders can freely access the portal of the Qualification Systems 
and the portal for participation in online calls for tenders. The web 
portal is based on the same operational procedure as traditional ten-
ders: it checks the adequacy of the supporting document, acknowl-
edges possession of the eligibility requirements, discloses the bids and 
displays the ranking. The companies operating in the water segment, 
which manage their own procurement process, also carry out tenders 
electronically, while Deco does not use tenders, rather it follows a 
procedure that involves the qualification of suppliers, market surveys 
accompanied by several offers from qualified suppliers on the com-
pany’s vendor list and the issue of purchase orders.
The Administration, Finance and Control Function monitors supplier 
payment times: in 2022, for the companies in the scope112, the aver-
age payment delay was 34.4 days113 (a slight increase compared to 
the 27.3 days recorded in 2021); the same figure, weighted in light of 
the amounts, falls to 26 days114. This was the case for 34% of the value 
of payments made in the year (compared to 26% in 2021), while the 
percentage of amounts paid on time was 66% (74% in 2021).
DISPUTES WITH SUPPLIERS IN 2022 
The disputes115 between the company and its suppliers mainly con-
cern non-payment of invoices and judgements on procurement 
matters. 
With regard to non-payment of invoices for supplies of goods, ser-
vices and works, there has been a decrease in the number of disputes 
that have arisen: 4 in 2022 (8 in 2021). These are injunctions con-
cerning invoices that were not paid for formal reasons and are quickly 
resolved by settlement proceedings.
As for the civil litigation in the field of procurement contracts, mainly 
concerning the registration of reservations by contractors, contract 
terminations, considerations and damages, 8 cases were filed in 
2022, a decrease compared to the previous year (14 cases).
Moreover, 12 administrative disputes began in 2022 (20 the previ-
ous year) concerning tenders. 
As at 31 December 2022, the total number of disputes pending with 
suppliers (including disputes initiated in previous years) amounted to 
102, in line with the figure for 2021 (100 disputes). 
At the end of the year, there were also 26 pending disputes started 
by employees of contractors, who are appealing against the latter 
and against the contracting authority – as jointly and severally liable 
– for work credits accrued as an employee of the contractor during 
the duration of the contract. The figure is in line with the previous 
year.
Relations with the stakeholders
148

SUSTAINABILITY CRITERIA IN TENDERS
In 2022, for the Group Companies under analysis, over 7,830 or-
ders/contracts were processed, for a total of more than 3,780 sup-
pliers involved (please see the Order Analysis below). 
Within the centralised management of tenders, which covers 
around 82% of the total value of procurement within the 2022 
scope of consolidation, amounting to 3,115 orders/contracts man-
aged and 1,664 suppliers involved, as a requirement for participa-
tion, for 100% of tenders for the award of works contracts and for 
numerous contracts for the purchase of goods and services, Acea 
requires UNI EN ISO 9001 quality management system and the 
UNI EN ISO 45001:2018 occupational health and safety certi-
fications. Furthermore, for the 149 product categories subject to 
tender and relating to the purchase of goods, services or works, 
evaluation criteria of the technical offer based on the following 
systems are included during the tender process, when applicable: 
UNI EN ISO 14001 – UNI CEI EN ISO 50001 – UNI ISO 
37001 – FSC Chain of Custody. 
These requirements were added to potentially eligible calls for ten-
ders, awarded on the basis of the most economically advantageous 
offer. In 2022, 98% of the 112 potentially eligible contracts con-
cluded116 were awarded on the basis of sustainability criteria. Spe-
cifically, for some tenders for water, electrical and civil engineering 
works awarded with the method indicated, rewarding criteria were 
also included regarding the use of ecological vehicles, addition-
al training of workers in the area of safety, and the possession of 
certifications (where not already participation requirements) in the 
following areas: environment, health/safety, energy efficiency, the 
use of environmentally sustainable materials and anti-corruption. 
Finally, the technical specifications for procurement by Group 
Companies include sustainability criteria concerning materials, 
such as recycling, re-usage and the repairability index.
Acea will include, where relevant, the normative references to the 
Minimum Environmental Criteria (CAM) adopted by Decree of 
the Ministry for the Environment, Land and Sea Binding parame-
ters or bonuses in tender documents117. In particular, the reference 
to CAMS was applied in tenders related to the rental services for 
generators, ordinary and extraordinary maintenance contracts for 
lifting systems, the purchase of computers and printer cartridges, 
in addition to categories such as paper, office furnishings, public 
lighting – supply and design of LED lighting fixtures – work clothes, 
cleaning of buildings, maintenance of green areas and vehicles. 
116	  Consultancy activities are excluded from this calculation.
117	  From www.mite.gov.it: “Minimum Environmental Criteria (CAM) are the environmental requirements defined for the various phases of the purchasing process, aimed at 
identifying the best design solution, product or service from an environmental point of view throughout the life cycle, taking into account market availability. [...] Their systematic 
and uniform application makes it possible to spread environmental technologies and environmentally preferable products”. 
118	  The amount of purchases managed at the centralised level refers to tenders awarded during the year, without any distinction between investments and operating cost, annual 
and multi-annual contracts. Purchases of commodities, regularisation orders and intercompany orders are excluded. The figures for the companies that are not centrally man-
aged, for a total of € 343 million, do include all purchase types.
ANALYSIS OF PROCUREMENTS  
AND THE SUPPLY CHAIN
SCOPE 
The information and data presented in the paragraph in an aggre-
gated manner concern all companies included in the scope – please 
see Disclosing Sustainability: Methodological note – including the 
companies Gesesa, Gori and AdF, operating in the water sector, and 
Deco, in the environment sector, which are not managed centrally, and 
excluding Berg and Demap and two FTV companies, which together 
account for 1% of the costs of materials and services of the companies 
in the consolidation area. 
The 2022 tenders for the procurement of goods, the provision of 
services and the execution of works, had a total economic value, as 
initially mentioned, of around € 1.9 billion118 (compared to over € 
2 billion in 2021); in terms of the percentage ratio with the figures 
from the previous year, the following three items decreased, almost 
entirely uniformly: “goods” (-10%), “works” (-9%) and “services” 
(-8%) (see Table no. 39).
Chart no. 32 – Value of ordered goods, services and works and 
percentage on total (2022)
13% | 236 mln € goods
42% | 800 mln € services
45% | 844 mln € works
2022
NOTE: Figures are rounded off to the nearest unit.
The distribution of the value of procurement for the business mac-
ro-areas – Network Operations (Energy Infrastructure), Gener-
ation, Commercial, Water Operations, Engineering Operations, 
Environment Operations (waste-to-energy and environmental 
services) and Corporate (Acea SpA) – shows, in particular, com-
pared to 2021, a decrease in absolute values of procurements for 
the Engineering, Commercial and Water sectors, though the latter 
continues to account for the highest weighting of total procure-
ments, and a significant increase for the Generation, Networks (in 
particular “works”) and Environment sectors (see Chart no. 33 and 
Table no. 39).
Acea Group • Sustainability Report 2022
149

Chart no. 33 – Orders (goods, services, works) by business area (2021-2022) 
2021	
2022
174 mln €	
325 mln €	
Networks (Energy Infrastructure)
25 mln €	
81 mln €	
Generation
429 mln € 	
238 mln €	
Commercial
996 mln €	
851 mln €	
Water 
87 mln €	
22 mln €	
Engineering and Services
136 mln €	
189 mln €	
Environment 
207 mln € 	
174 mln €	
Corporate 
2022
2021
NOTE: Figures are rounded off to the nearest unit. Networks (Energy Infrastructure) includes the company Areti, Generation includes the companies Acea Produzione, Ecogena 
and Acea Solar. Commercial includes Acea Energia and Acea Innovation. Water includes the companies: Acea Ato 2, Acea Ato 5, Gori, Gesesa, AdF. Engineering and Services 
includes Acea Elabori. Environment includes: Acea Ambiente, Aquaser, Acque Industriali and Deco. Present in the Corporate segment is only Acea SpA. 
119	  It should be noted, however, that Deco, which entered the scope of analysis in 2022, contributes to the total for the year with 599 suppliers; with the same scope, the difference 
compared to 2021 would have been 11%.
As mentioned, the procurement needs of the Group’s companies 
included in the scope in the year totalled 7,837 orders/contracts 
and involved 3,780 suppliers (around 32%119 more than the 2,869 
suppliers in 2021). In terms of the geographic distribution of the 
suppliers, in 2022, most suppliers (52%) were in central Italy, of 
which 26% in Lazio, followed by northern Italy (30%), southern Italy 
and the islands (16%) and only 2% were foreign. The geographical 
distribution of the value of the procurements among the mac-
ro-regions, in terms of percentage weight on the total amounts (€ 
1,036 million for goods and services and € 844 million for works), 
is more concentrated in central Italy, with 55% of the item “goods 
and services” and 73% of the item “works”, followed by northern 
Italy, which absorbs 32% of the item “goods and services” and 12% 
of the item “works” and by southern Italy and Islands (with 10% of 
the item “goods and services” and 15% of the item “works”). During 
the year, 40% of the value of “goods and services” and 60% of the 
value of “works” were concentrated in Lazio (Graphs 34 and 35, 
and Table no. 40).
Chart no. 34 – Geographical distribution of the amounts for 
goods and services in Italy and abroad (2022)
32% | 327 mln €
value of orders from Northern Italy
55% | 566 mln € 
value of orders from Central Italy
10% | 103 mln € 
value of orders from southern Italy  
and islands
4% | 40 mln € 
value of orders abroad
2022
NOTE: figures are rounded off to the nearest unit.
Chart no. 35 – Geographical distribution of the amounts of works 
in Italy (2022)
12% | 103 mln € 
value of orders from Northern Italy 
73% | 613 mln € 
value of orders from Central Italy
15% | 128 mln € 
value of orders from southern Italy 
and islands
2022
NOTE: figures are rounded off to the nearest unit. In 2022, for the companies in the 
scope, the value of foreign procurement was zero.
Table no. 39 – Procurement data (2021-2022)
u. m.
2021
2022
Δ% 2022/2021
VALUE OF PROCUREMENT THROUGH TENDERS
goods
million €
262
236
-10%
services 
million €
866
800
-8%
works
million €
926
844
-9%
total
million €
2,054
1,880
-8%
GOODS, SERVICES AND WORKS AS A PERCENTAGE OF TOTAL ORDERS
goods
%
13%
13%
0%
services 
%
42%
42%
0%
works
%
45%
45%
0%
Relations with the stakeholders
150

VALUE OF ORDERS BY BUSINESS AREA
Networks (Energy Infrastructure)
million €
174
325
87%
Generation
million €
25
81
224%
Commercial 
million €
429
238
-44%
Water 
million €
996
851
-15%
Engineering and services
million €
87
22
-75%
Environment 
million €
136
189
39%
Corporate 
million €
207
174
-16%
NUMBER OF PURCHASE ORDERS MANAGED
POs for goods, services and works
no.
6,482
7,837
21%
NOTE: all the figures in the table are rounded off to the nearest unit. 
Table no. 40 – Procurement nationwide (2021-2022)
u. m.
2021
weight as % 
of total/year
2022
weight as % 
of total/year
NUMBER OF SUPPLIERS OF GOODS, SERVICES AND WORKS NATIONWIDE
suppliers north Italy
no.
893
31%
1,136 
30%
suppliers central Italy
no.
1,366
48%
1,956
52%
suppliers Lazio
no.
897
31%
969
26%
suppliers south Italy and islands
no.
556
19%
617
16%
foreign suppliers
no.
54
2%
71
2%
total suppliers 
no.
2,869
100%
3,780
100%
GEOGRAPHICAL BREAKDOWN OF AMOUNTS FOR GOODS AND SERVICES
value of orders from Northern Italy 
million €
426
38%
327
32%
value of orders from Central Italy
million €
575
51%
566
55%
value of orders from Lazio
million €
426
38%
419
40%
value of orders from southern Italy and islands
million €
117
10%
103
10%
value of orders abroad
million €
10
1%
40
4%
total value of orders for goods and services
million €
1,128
100%
1,036
100%
GEOGRAPHICAL BREAKDOWN OF AMOUNTS FOR WORKS
value of orders from Northern Italy 
million €
118
13%
103
12%
value of orders from Central Italy
million €
701
76%
613
73%
value of orders from Lazio
million €
546
59%
505
60%
value of orders from southern Italy and islands
million €
107
11%
128
15%
value of orders abroad
million €
0
0%
0
0%
total ordered for works
million €
926
100%
844
100%
NOTE: all the figures in the table are rounded off to the nearest unit. The “northern Italy” geographical area includes Valle d’Aosta, Piedmont, Lombardy, Veneto, Trentino-Alto Adi-
ge, Friuli Venezia Giulia, Emilia-Romagna and Liguria; “central Italy” includes Tuscany, Umbria, Marche, Lazio, Abruzzo and Molise; “southern Italy and islands” includes Campania, 
Basilicata, Apulia, Calabria, Sicily and Sardinia. The geographical area “abroad” includes suppliers that are mainly European. 
Acea Group • Sustainability Report 2022
151

SUSTAINABILITY IN THE SELECTION 
AND ASSESSMENT OF SUPPLIERS: 
FROM QUALIFICATION TO ONGOING 
CONTRACTS
Various systems for qualifying suppliers of works, goods and services 
are active in Acea in observance of principles of competition and equal 
treatment.
The Supplier Qualification Unit: 
	•
coordinates working groups to identify the qualification require-
ments;
	•
draws up the Qualification Regulations;
	•
establishes Qualification systems of European significance120 
and Supplier Lists for so-called “below threshold” or private 
contracts.
During 2022, the product tree shared between the Group companies 
whose procurement is managed centrally included 567 product groups 
and the Unit in charge managed, as of 31.12.2022, 162 Supplier lists.
To register with the Lists/qualification systems, companies must 
visit the Acea institutional website (www.gruppo.acea.it suppliers 
section) which is a dedicated portal; the requests are processed, in-
cluding verification of the possession of the requirements and relat-
ed communications to the supplier. During 2022, a total of 1,554 
applications for registration in the Qualification Systems/Lists 
were processed (+66% compared to the 934 applications in 2021), 
amounting to 713 successful applications in total. Specifically:
	•
253 qualification applications processed for “works” Qualifica-
tion systems”;
	•
460 qualification applications processed for Qualification Sys-
tems/Suppliers’ Lists for “goods and services”.
The qualification requirementsrequested of suppliers to register on 
the Qualification System are “standard” – these include require-
ments of  a moral nature envisaged by the laws in force in the sec-
tor – and “specific”, i.e. they refer to the product group or groups 
included in each Supplier List.
Among the specific requirements, in some cases Acea requires its po-
tential suppliers to have certain Authorisations and/or certifications:
	•
UNI EN ISO 9001 certification (binding requirement for all 
the “works” product groups and for almost all the “goods and 
services” suppliers); 
	•
UNI EN ISO 14001 certification (for inclusion in the lists of 
suppliers for special non-hazardous waste, cleaning services, 
armed surveillance service and concierge/reception);
	•
Registration with the National Environmental Operators’ Reg-
ister or authorisation to manage a plant for the recovery/disposal 
of waste (for inclusion in suppliers’ lists for Waste Management 
Systems);
	•
UNI EN ISO 45001 certification (for inclusion in the suppliers’ 
list for the electro-mechanical maintenance of industrial plants 
and cleaning services);
	•
UNI EN 15838:2010 certification (for inclusion in the suppli-
ers’ list for “Call Centre and Back Office”);
	•
SA 8000 certification (for inclusion in the suppliers’ list for 
“Cleaning services”);
	•
UNI 10891 certification (for inclusion in the suppliers’ list in the 
“Armed surveillance service and concierge/reception”).
120	 Pursuant to Article 134 of Legislative Decree no. 50/2016 as amended.
121	  The number of qualified suppliers does not coincide with the 713 successfully processed applications for registration in qualification systems, as suppliers can register in more 
than one qualification system. 
For admission to the Qualification Systems of Community-wide sig-
nificance, companies wishing to qualify must declare their availability 
to undergo an audit at the administrative head office, aimed at assess-
ing 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. 
The assessment of suppliers involves different types of controls that 
are implemented depending on the List and the different statuses 
that the supplier acquires with respect to Acea: 
	•
during the qualification phase; 
	•
qualified; 
	•
qualified with contract in progress. 
In order to be able to register on the suppliers’ list relating to the 
Single Regulations for Goods and Services and Works which, for 
2022, concerned 116 out of 162 total Suppliers’ Lists (“qualification 
phase”), suppliers must complete a self-assessment questionnaire on 
the Quality, Environment, Safety, Energy and Social Responsibility 
(QASER) management systems that are considered important for 
sustainability on the Vendor Management platform. In 2022, this 
questionnaire was completed by 288 suppliers (201 for goods and 
services and 87 for works), representing 100% of the qualified sup-
pliers on the supplier lists for the aforementioned Single Regulations 
and 78% of the total qualified suppliers in the year (equal to 368)121.
Furthermore, in continuity with a practice that has been consolidated 
for several years, the Purchasing and Logistics Function, in syner-
gy with the Sustainability Planning & Reporting Unit, sent a panel of 
100 Group suppliers an in-depth questionnaire to assess their com-
mitment on environmental issues, with a particular focus on energy 
consumption. 47 companies responded to the questionnaire in full 
and the results of the survey are shown in the Relations with the en-
vironment section, in the chapter on The Use of Materials, Energy and 
Water (Energy Consumption paragraph), to which reference is made. 
Of the companies that manage their own procurement, it should 
be noted that Deco, which requires suppliers that intend to register 
in the company’s vendor list to complete a questionnaire, signed by 
their legal representative, centred around topics of socio-environ-
mental importance, such as the adoption of a 231 Organisational 
Model, any presence of current legal proceedings for the offences 
envisaged by Italian Legislative Decree no. 231/01 or by environ-
mental or occupational safety regulations as well as any possession 
of certifications on QASER management systems or EMAS reg-
istrations. Furthermore, Deco requires suppliers during registration 
to sign a commitment to corporate social responsibility on the as-
pects envisaged by international standard SA 8000, which allows 
for a higher score to be achieved during qualification. As at 31 De-
cember 2022, Deco had 541 letters of commitment signed by the 
legal representatives of the suppliers on the vendor list, 87 of which 
from the 155 new suppliers registered in 2022. The company carries 
out an analysis to identify its “key” suppliers, namely those that, 
while performing their activities, could have a greater influence on 
the corporate activities and, in particular, impact the quality of the 
service, the environment and certain aspects of health and safety 
at work. In addition to their obligation to complete the aforesaid 
questionnaire before entering into a contractual relationship, all key 
suppliers are periodically assessed to confirm their qualification and 
may be subject to second-party audits.
Relations with the stakeholders
152

AdF also applies, where relevant, preferential sustainability criteria 
upon registration on the Suppliers’ List, and for qualification in the 
product categories, for example by requiring operators who intend 
to qualify in the product category “hazardous and non-hazard-
ous special waste disposal services” to certify that they have ISO 
14001:2015 certification. 
AdF continues its application of the Circular Economy Protocol, 
in order to protect local suppliers and enhance the quality and so-
cio-environmental sustainability of the supply chain. The Protocol, 
specifically promoted by AdF and drawn up with the direct involve-
ment of stakeholders (institutions, sector authorities, credit insti-
tutes, universities, trade unions, etc.), makes it possible to reserve 
part of the procurement of goods, services and works, that are not 
subject to the rules of the Procurement Code, to local econom-
ic operators, who can register in a dedicated and specially created 
register to qualify in the product categories related to the circular 
economy. Social and environmental responsibility is also taken into 
account when assessing qualification requests, and incentive criteria 
that are linked to further commitments are envisaged, such as, for 
example, hiring staff belonging to protected categories, good prac-
tices in terms of health and safety in the workplace, use of vehicles 
with low environmental impact, etc. (see the Circular Economy 
Regulation available in the "Suppliers Area" of the institutional web-
site www.fiora.it). As at 31 December 2022, there were more than 
130 qualified suppliers within the scope of the Protocol. Finally, 
in order to assess the effectiveness of the process, AdF constantly 
monitors the qualifications in the categories included in the Register, 
periodically checking the results achieved and the quality of the 
actions taken and sharing them with local stakeholders. The success 
of the initiative, launched in 2020, is based on mutual benefit and 
generates a virtuous cycle in terms of reliability and an increase in 
sustainability: on the one hand, local suppliers can be confident of 
long-term assignments, on the other they assume the commitment, 
in order to remain on the Register, of full compliance with the envis-
aged sustainability criteria.
Once qualified, the supplier may be subjected to a second-party 
audit on Quality, Environment, Safety, Energy and Social Re-
sponsibility (QASER) Management Systems in order to verify the 
actual application of active certified Management Systems and the 
management methods of other areas relevant to sustainability. In 
2022 audits were conducted on the Teams platform, with remote 
sharing of documentation; 29 of the main suppliers were select-
ed and subjected to an audit. These suppliers operated in the most 
critical sectors for “environment” and “safety” (waste management 
and works). 
Each supplier was sent feedback indicating the degree of compli-
ance per scheme and overall, as well as a report with recommen-
dations for improvement. Overall, it was found that 100% of the 
audited suppliers are certified for Quality (ISO 9001), 97% for 
Environment (ISO 14001), 93% for Safety (ISO 45001), 52% 
for Social Responsibility (SA 8000), and 41% for Energy (ISO 
50001). An overall average overall average compliance, compared 
to the requirements of the audited schemes (QASER), of about 
83% (88% for Quality, 82% for Environment, 88% for Safety, 66% 
for Energy and 83% for Social Responsibility).
During the year, Deco also prepared an Audit Plan of its “key 
suppliers” and investigated 2 companies on aspects envisaged by 
the standard SA 8000 such as the use of child labour or forced 
or compulsory labour, discrimination, worker safety, compliance 
with national collective bargaining agreements and labour law, and 
freedom of association, which found no non-conformities. Should 
non-conformities be detected, based on their severity, a recovery 
plan is defined which allows the supplier to raise awareness and im-
prove its performance, with the exception of particularly serious 
findings that could lead to the interruption of the contractual re-
lationship. 
The Group Vendor Rating system has been implemented in the 
single purchasing portal since 2021. The system monitors various 
supplier performance indicators (punctuality, quality, safety) and 
generates a “vendor rating index”, which in 2022 was calculated 
for 900 suppliers; this was supplemented by a sustainability rating, 
according to the EcoVadis model, calculated during the year on 
339 suppliers (see the info box and Chart no. 36). 
VENDOR RATING AND ECOVADIS MODEL: CSR AS BONUS CRITERION IN TENDERS  
WITH MOST COMPETITIVE BID
The Group Vendor Rating System is used to analyse, assess and 
monitor supplier performance using objective (non-discretionary) 
criteria and, where possible, automatic criteria. The Vendor Rat-
ing index is calculated using a weighted combination of detailed 
indicators that monitor the main aspects relative to the execution 
phases of the contract: punctuality, quality and safety. The model 
was defined for goods, services and works for the combined product 
supplier/group; as at 31 December 2022, the index was calculated 
for 900 suppliers, with the generation of scorecards that, for each 
product supplier/group of reference, show the summary indicator 
and the detailed indicators.
To assess the sustainability performance of its partners, Acea also 
adopted the EcoVadis model. EcoVadis is a global CSR (Corporate 
Social Responsibility) rating agency that uses international stand-
ards. The Ecovadis model calculates the sustainability rating ac-
cording to 21 CSR criteria related to the environment, work and 
human rights, ethics and sustainability in purchases, which was inte-
grated into the vendor rating model. Accurate analyses are dedicat-
ed to the suppliers through: a customised evaluation questionnaire; 
data collection and analysis done by CSR experts; the establish-
ment of corrective plans and relative monitoring, and the sharing 
of the evaluation with the Ecovadis network. In 2022, 339 suppliers 
were assessed (+129% compared to the 148 in 2021) and 180 are 
still under assessment, with an average score of 59.5/100 (against 
an Italian average of 50.4/100).
The CSR evaluation was included as a bonus criteria in tenders with 
the most competitive bid, offering different scores based on the rating 
obtained from the Ecovadis assessment, in order to reward the most 
virtuous companies in terms of environmental protection and Corpo-
rate Social Responsibility.
Acea Group • Sustainability Report 2022
153

Chart no. 36 –  management systems and policies of suppliers 
evaluated by Ecovadis (2022)
339
100%
ISO 9001
262
77%
ISO 14001
243
72%
ISO 45001
48
14%
ISO 50001
224
66%
Anti-
corruption 
Policy
134
40%
Working 
Conditions 
Policy
339 suppliers 
evaluated
NB: suppliers may have several management systems/policies.
HEALTH AND SAFETY ALONG 
THE SUPPLY CHAIN: AWARENESS 
RAISING AND AUDITS
The Group is extremely attentive to occupational safety, which it 
also applies across the supply chain. In particular, Acea has tasked 
organisational structures, in the parent company and the operating 
companies, with activities aimed at monitoring and more effectively 
controlling how suppliers manage safety. 
The Site Safety Unit 122in Acea Elabori, is the Group structure of 
reference, for the management of the safety of works and servic-
es contracted out by Group companies (mainly Acea Ato 2, Acea 
Ato 5, Areti and Acea Ambiente123), ensuring compliance with the 
highest standards and with regulations124. To this end:
	•
Support and assistance to the Works Manager and general 
Safety Coordination;
	•
Coordination of safety in the design phase and during execu-
tion at specific sites;
	•
Safety inspections for works and services that do not require 
coordination during execution;
	•
Services ancillary to safety inspection activities.
122	 In December 2022, the Site Safety Unit was renamed the Safety Unit.
123	 For Acea Ambiente, Acea Elabori's Construction Site Safety Unit has mainly carried out Safety Coordination during execution (CSE) activities on a smaller number of sites.
124	 Legislative Decree no. 81/08 “Consolidated Act on Safety”, as amended.
125	 Such as electrical or electromechanical maintenance work carried out on plants, meter changes, road repairs, video-inspections and sewerage pumping, etc.
126	 Operated equipment rental is a contract that involves the rental of work equipment and the performance of a specialized operator, essential for the operation/use of the equip-
ment itself.
127	 The number includes visits for all types of contracts, both main ones and “minor ones”. 
128	 For the main contracts, as envisaged in the contract documentation, the results of audits are recorded according to four categories: compliant or non-applicable, minor (gen-
erally corrected on the spot), medium and major infractions. The non-conformities are associated with corrective actions and penalties applied by the contracting company on 
the basis of the provisions of the tender documentation, and, serious infractions may lead to the suspension of works.
129	 In 2020, over 14,904 inspections, 1,457 non-conformities were recorded (of which 962, or 66%, of minor importance; 337 of medium importance, and 158, or 11%, of major 
importance). In 2021, over 15,444 inspections, 1,023 non-conformities were recorded (of which 677, or 66%, of minor importance; 251 of medium importance, and 95, or 9%, 
of major importance).
Site safety inspections are mainly related to the main works that 
are the subject of maintenance contracts for networks and services 
in the water and electricity sectors, but also concern minor con-
tracts125.
All supported by the use of computer systems, the activities are 
distinguished into works requiring Safety Coordination during the 
execution phase (Coordinators appointed as needed by the Works 
Director) or during the design phase and works with random or 
on-demand safety inspections. 
For the interventions carried out during the year the following peo-
ple were involved:
	•
21 Safety coordinators in the execution and design phase, as-
signed to specific worksites as needed; 
	•
18 Safety inspectors, who assessed and verified the safety 
standard through random inspections;
	•
4 Planners, who followed the planning and dispatching of the 
safety inspections to the sites of the contractors;
	•
10 Technical Support resources, who managed the technical and 
professional audits of the companies engaged in the contracts.
In particular, in 2022, the Site Safety Unit:
	•
carried out the activities in support of the  technical and profes-
sional audits of 1,045 companies (45% of contractors and 55% 
of subcontractors and operated equipment rentals126), about 
29% more than in 2021 (812 companies); 
	•
activated Safety Coordination in the Execution phase for 411 
tasks and carried out Safety Coordination in the Design phase 
for 73 tasks; 
	•
carried out 14,724 on-site safety127 inspections. 
During the audit of the staff of contractor and subcontractor com-
panies, the Site Safety Unit also ascertains that the Employer has 
provided basic health and safety training and, where applicable, 
specific training.
The occupational health and safety audits conducted during the 
inspections in 2022 made it possible to detect a total of 1,686 
non-conformities128 (of which 1,178 of minor importance, 380 of 
medium importance and 139 of major importance), confirming the 
trend detected in the last three-year period of a clear prevalence 
of the weighting as a percentage of minor non-conformities (70% 
in 2022) and the constant decrease in the weighting as a percent-
age of major non-conformities (8% in 2022) of the total non-con-
formities found129. 
Relations with the stakeholders
154

THE SAFETY CHECK PROJECT: “PRIVACY” CHECKS PERFORMED
130	 Note that the company Deco, included in the NFS scope since 2022, had no site activities in the year in question.
131	  The Shared Protocol regulating measures to combat and contain the spread of the Covid-19 virus in workplaces was signed on 14 March 2020 by the trade unions and em-
ployers' organisations in agreement with the Government. It was further supplemented on 24 April 2020 and updated with the Protocol of 6 April 2021, for the duration of the 
emergency.
Acea Elabori and the Technology & Solutions Function of the Par-
ent Company, between 2020 and 2021, developed and carried out 
an initial pilot of the Safety Check project, which aims to prevent 
potential risk situations by using IoT sensors to monitor remotely 
and in real time the safety conditions of staff in the work sites. 
During the pilot in 2021 – lasting 4 months and involving 5 oper-
ating technicians – the detection system, formed of sensors, tags, 
smart watches and an IoT infrastructure connected to a dashboard, 
received around 1,200 inputs from the field, most of which trig-
gered deliberately (for example by removing the protective helmet) 
to test its efficacy. 
In 2022, Acea Elabori carried out research on personal data pro-
tection: with the involvement of the DPO (Data Protection Of-
ficer), the Data Protection Impact Assessment (DPIA) was carried 
out, using the method provided by the French Data Protection 
Authority (CNIL – Commission nationale de l’informatique et des lib-
ertés). This activity made it possible to identify the impacts, risks, 
privacy responsibilities and the adequacy of the safeguards. The 
next steps will involve the Technology & Solutions Function iden-
tifying and contracting a supplier and Acea Elabori implementing 
measures in preparation for launching the activity.
The Acea Elabori Site Safety Unit and all Group Companies that 
independently manage site audits130, either in whole or in part, also 
contribute to protecting the safety of contractors working on 
the construction sites, by meeting the employers of the compa-
nies before the start of work and informing them of the standards 
adopted. In fact, all contractors are informed by the relevant Units 
in charge of managing the contract, the Works Management and 
the relevant Safety Coordinators for the Execution of the Works 
(the latter where provided for by current legislation), through the 
DUVRI (Single Risk Assessment Document, to be attached to the 
contract), the SCP (Safety and Coordination Plan) or specific co-
ordination meetings. 
As an example, AdF, which conducts its own inspections, took steps 
to carry out coordination meetings with the contracting compa-
nies on the correct procedures to be followed in terms of health 
and safety, and carried out 2 training/coaching courses aimed at 
contractor staff, for a total of 40 hours of training on the correct 
use of systems for the recovery in emergencies for staff operating 
in the workplace, through the preparation of specific anchor lines 
for each type of plant.
Acea Elabori, due to the construction activities that it carries out 
as a contractor, has adopted an innovative control model that pro-
vides for interaction between a specifically established role (the 
High Vigilance Monitoring Officer (REMAV)), the Delegated Ex-
ecutives, the Employer and the Safety Officers, with the support of 
a dedicated app (Vigilanza 4.0), developed in collaboration with La 
Sapienza University in Rome. The REMAV performs monitoring 
for the verification of compliance with prevention and protection 
measures on site, using checklists that consider general behaviour, 
safe work instructions, and requirements of conformity of the work 
environments and sites. The outcomes of the inspections, which are 
tracked and sent via the app to the delegated executives and the 
employers, make it possible to assess the overall safety level and, 
where necessary, to identify improvement prevention and pro-
tection measures for workers and to intervene to ensure their im-
plementation. In 2022, 10 high vigilance monitoring sessions were 
carried out, during which no critical issues were found.
In Acea, moreover, the Training Camp is still operational. The 
space, dedicated to the training and education of staff on occupa-
tional health and safety and technical/specialist subjects, is used 
for both internal training (see also chapter Staff) and to explain 
certain working methods to contractor staff; training and coach-
ing are related to specific activities such as, for example, climbing/
descending medium and low voltage power line poles, access to 
underground confined spaces, and, above all, securing the plants 
during works, which represents the activity with the greatest con-
sequences on safety. 
Contractors have been trained to comply with the "Shared proto-
col for the regulation of measures for the prevention and contain-
ment of the spread of the COVID-19 virus in workplaces"131 which 
requires the adoption of technical, organisational and procedural 
measures (safety measures to prevent contagion), defined on the 
basis of a precautionary approach, for the management of health 
emergencies both in the workplace and with regard to the pro-
curement of goods and supplies, extending also to the site owners 
and all subcontractors and sub-suppliers present; an operational 
instruction containing the Covid-19 Prevention Guidelines was 
provided to contractors. 
The Companies that carried out site inspections during the year, 
above and beyond the work of the Site Safety Unit, took the Par-
ent Company’s guidelines into consideration. In particular, Acea 
Ato 2 increased the activities assigned to the Supervision and In-
spection Unit, and 2,467 inspections were conducted during the 
year (1,118 in 2021) at contractors, with no serious critical issues 
detected. Acea Ato 5 also stepped up its audit activities and carried 
out 544 inspections (270 in 2021) through its Internal Security 
Team (Risk & Compliance and Security Unit), to audit suppliers on 
occupational health and safety, environmental issues and quality 
of the work carried out. The findings of the inspection visits were 
shared with the companies concerned, to suitably raise their aware-
ness of the issues detected by the inspection, including through 
specific meetings.
This also applies to non-centrally managed companies: Through its 
Technical Management Systems Unit, in 2022 AdF increased the 
audits to verify safety conditions and compliance with the Cov-
id-19 regulations, performing 503 audits (223 in 2021) and de-
tecting 28 deviations concerning lack of documentation, but no 
cases of procedural problems and/or lack of PPE; Gori conducted 
2,953 on-site health and safety audits and Gesesa carried out 31 
inspections at contractors’ sites to check compliance with safety 
regulations and to identify and resolve anomalies. 
Acea Group • Sustainability Report 2022
155

To improve oversight of health and safety along the value chain and 
to make such topic a distinctive trait of the Group, the Investor Re-
lations & Sustainability Department and the Occupational Safety 
Unit of the Parent Company, in synergy with the parent company 
Units and the operating companies handling relations with suppli-
ers in various capacities, launched in 2020 and subsequently im-
plemented a project entitled “Sustainability and safety, a virtuous 
132	 The frequency index of accidents is calculated using the following formula: [(number of accidents/total hours worked in the period) x 1,000,000] with accident meaning a 
work-related incident that prevents the employee of the contractor from returning to work during the day on which the accident occurred and/or on the following day/work shift 
scheduled.
pair”. The project aims to actively involve contractors working with 
Acea, urging them to conduct training sessions and in particular, 
improve the process of collecting and reporting accident data. For 
this purpose, an event was organised in 2022 to raise awareness 
about safety in the workplace among the Group’s main suppliers 
(see info box).
HEALTH AND SAFETY IN THE WORKPLACE: AN EVENT AIMED AT SUPPLIERS 
On 16 May 2022 Acea organised an event at its La Fornace confer-
ence centre with the aim of increasing awareness among the em-
ployers and workers of the contractors about accident prevention. 
Thanks to support from the RSPPs of the Group companies, it was 
possible to involve 250 contractors. 
The event, also available via livestream, was introduced by speech-
es by Group managers, who illustrated the corporate strategy, 
strongly oriented towards sustainability, with a particular focus on 
the topic of workplace health and safety of staff of contractors, 
considered essential partners of the company.
Moreover, the event was attended by the Prevention and Protec-
tion Service Managers (RSPPs) of the Group companies, the Di-
rectors of Works and Services of Acea SpA and the Purchasing and 
Logistics Function.
The event recalled the aims of the project Sustainability and Safety, 
a Virtuous Pair and, in a precise manner, presented the accident 
data collection survey in order to help suppliers fill out the request-
ed information.
In line with the previous two-year period, in 2022 the operating 
companies of the Group identified 411 suppliers of the main works 
and services active during the year and asked them to complete 
the data collection survey on access occurring during the year on 
Acea contracts. The questionnaire received a response from 225 
contractors, or 55% of the panel selected. An analysis of the survey 
data found that there were a total of 28 accidents in 2022 involving 
contractor staff employed on Acea contracts (around 400 peo-
ple), divided in 24 occupational accidents (of which 21 with minor 
injuries) and 4 non-occupational accidents (all with minor injuries). 
Additionally, there were no fatal accidents during the year, nor were 
there any occupational diseases involving contractor staff. The main 
causes of accidents are due to stumbling, bumping, slipping, cuts, 
crushing, and road accidents. The frequency index132 of total ac-
cidents, measured by the survey, is 3.23 and the severity index is 
0.14.
With a view to continuous improvement, period analyses were con-
ducted to define additional actions to be taken in order to stand-
ardise the process and successfully involve an increasing number of 
Group suppliers.
INVOLVEMENT OF SUPPLIERS ALSO IN OTHER  
SENSITIVE ISSUES 
Some Group companies carry out activities for engagement and 
awareness of suppliers with respect to technological developments 
implemented in operating processes and Group guidelines, to en-
sure constant alignment and adequate training of partners working 
on behalf of the Company.
In 2022, Areti involved suppliers on the use of the new licence por-
tal – training 9 contractor operators – and continued training on 
“Hammer Meter Readers - Time Meters Received”, involving 15 con-
tractor operators, for a total of 20 hours of training. The initiatives 
were held on the Teams platform, with contributions from 5 inter-
nal teachers.
Every year, Deco engages with 5 suppliers on aspects envisaged by 
the standard SA 8000, using a dedicated questionnaire, which also 
includes supplier perception of the management of those same as-
pects by Deco, with the aim of gradually raising their awareness of 
social responsibility aspects, associated in particular with the pro-
tection of workers’ rights.
Finally, every year, Acea Energia monitors the quality of the sales 
service provided by the door-to-door and/or telemarketing agen-
cies in the “domestic” and “micro-business” segments of the de-
regulated market, and in accordance with the Agency Mandate, it 
trains those who work in the name and on the behalf of Acea so 
that they can convey adequate information to customers (please 
also see the chapter on Customers). In particular, in 2022 Acea 
Energia carried out a training programme for a total of 401 hours, 
of which 212 hours were delivered to 336 door-to-door sellers, for a 
total of 34 days, and 189 hours delivered to 91 telemarketing agen-
cy workers (front end, back office and supervisors).
Relations with the stakeholders
156

STAFF 
133	 The chapter illustrates the data relating to employees of the companies within the NFS scope (see Disclosing Sustainability: Methodological Note), i.e. staff who have an 
employment contract with them and whose duties are under their direct control, with the exception of the companies in the PV area which have no staff and Berg, which is not 
managed centrally and accounts for very little, as indicated in the text. The total workforce, for all the Companies within the consolidation, was 10,455 during the year (9,348 
in 2021). For staff not employed by the companies but over which direct control is exercised, please refer to the paragraph Collaboration with Universities and Schools and the 
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures. 
134	 Berg, however, is excluded, as it was not possible to collect the information at the reporting date of the document. However, as these companies are small, the number of 
employees is not very significant and does not change the data illustrating the overall characteristics of the Group's workforce.
ACEA’S EMPLOYEES
people with a perma-
nent contract: 99%
427 new hires in 2022:
44% are young people 
under 30 years old
women on the Acea 
Board of Directors:
44.4% 
In 2022, the company’s total staff133 numbered 6,763 people. 
Table no. 41 – Evolution of employees by macro-area (2020-2022) 
business area
2020 (no. of employees)
2021 (*) (no. of employees)
2022 (*) (no. of employees)
Water
3,303
3,353
3,425
Networks (Energy Infrastructure)
1,280
1,264
1,287
Generation
87
89
97
Commercial
392
397
420
Environment
338
362
506
Engineering and Services
274
298
305
Corporate
700
703
723
total
6,374
6,466
6,763
(*) the 2021 amounts do not include the workforces of the companies Berg and Demap, for a total of 33 people, and those relating to 2022 do not include the workforce of the 
company Berg, of 19 people. 
The Water Operations segment recorded the highest numbers 
and accounts with 51% of the total, in line with the number of 
Companies included and the percentage of business on the 
Group’s operations. The Energy Infrastructures segment fol-
lowed, which represents 19% of the total figures. 
The information and data set out below in the chapter include134 
Demap and Deco, the latter within the scope of reporting since 
2022. 
COMPOSITION AND TURNOVER 
The Acea SpA Human Resources Management Department han-
dles the administration of the personnel employed by the subsidi-
aries according to defined procedures. To this end, the Department 
uses computer systems (SAP HCM, SAP SuccessFactors) oper-
ating at the Group level for the management of employee records, 
salaries, merit plans, etc. 
The staff composition confirms the prevalence of men, accounting 
for 76% of the total staff. This is caused by the fact that there are 
still more men than women with technical skills in Italy today. The 
professional structure is stable and is composed as follows: 60% are 
employees, 31% are workers, 8% are executives and 1% are managers. 
7.4% of the workforce less than 30 years old, 50.3% is between 30 
and 50 years old and 42.3% of people are over 50 years old.
With regard to the level of education, we confirm the steady in-
crease of university graduates, who have increased to 29% of the 
total (27% in 2021) and the substantial stability of diploma hold-
ers, accounting for 48% of the total (for the above data, please see 
Chart no. 37 and Table no. 42).
Acea Group • Sustainability Report 2022
157

Chart no. 37 – Composition of the staff: gender, age and category (2022)
2,062 | 6
381 | 120
2,646 | 1,409
371 | 185
68 | 16
workers 
≤ 30 years
clerical 
workers
> 30 years and 
≤ 50 years
managers
> 50 years and 
≤ 60 years
executives
> 60 years
men
women
2,428 | 974
1,868 | 441
470 | 81
99% of the workforce are employed with a permanent contract, 
which has increased slightly compared to 2021 (+1%). The length 
of the employment relationship indicates the stability of employ-
ment: 40% of the people who left during the year worked for the 
Group for 30 to 50 years and 59% up to 30 years (please see Chart 
no. 38 and Table nos. 42 and 44). 
Chart no. 38 – Contract types and length of the employment relationship (2022) 
total workforce:
6,763 
employees
6,668 permanent contract	
38 fixed-term contract	
57 professional training apprenticeship 
contract
≤ 30 years
> 30 years and 
≤ 50 years
> 50 years and 
≤ 60 years
116 | 34
84 | 18
1
men
women
427 people joined the company in 2022 (300 men and 127 wom-
en), 80% of whom on the basis of open-ended contracts divided 
into: 273 recruitments from the external labour market, 99 became 
permanent employees (including 37 young people who did intern-
ships or apprenticeships in the company), 23 were hired internally 
and 32 were granted apprenticeships (see chart no. 39 and table 
no. 44). 
44% of newly hired staff during the year were aged 30 or under. 
Chart no. 39 – Types of entries and age of the staff (2022) 
 
32  apprenticeships
273 hires
23 in-house hires
99 stabilisation
≤ 30 years
> 50 years
> 30 years 
and ≤ 50 years
20 | 3
148 | 67
132 | 57
men
women
427 
incoming 
employees
There were 253 people who left the company in 2022 (201 men 
and 52 women): 90 subscriptions to the “isopension” (early re-
tirement), 28 voluntary redundancy plans, with the agreed and 
incentivised termination of the employment contract, 23 retired, 
90 resigned, 6 were dismissed, 6 left due to contract expired and 
10 passed away (see Chart no. 40 and Tables 44 and 45). 64% of 
the outgoing staff was over 50 years of age.
Relations with the stakeholders
158

Chart no. 40 – Types of exits and age of the staff (2022)
 
90 isopension
28  early retirement
6 dismissal
6  contract expiry
90  resignation
10  death
23 retirement
253 
exits
≤ 30 years
> 50 years
> 30 years and 
≤ 50 years
140 | 22
44 | 22
17 | 8
men
women
The rate of turnover was 10.1% (9.7% for men and 11.1% for women), 
the incoming rate was 6.3% (5.8% for men and 7.9% for women) 
and the outgoing rate was 3.7% (3.9% for men and 3.2% for wom-
en) (see Table no. 43).
WOMEN IN ACEA 
In 2022, Acea had 1,616 female workers (up 6% from 1,528 in 
2021), representing 24% of the total workforce. 
The proportion of female executives as a percentage of total ex-
ecutives  (16 out of 84) is equal to 19%. The percentage of women 
in managerial positions is 33% of the category (185 out of 556) 
(Chart no. 41, while women accounted for 44% (855 out of 1,928) 
of the graduates employed by the Group. 
Chart no. 41 – The distribution of the staff from a gender perspective (2022)
5,147 men
1,616 women
total workforce:
6,763 
employees
women univer-
sity graduates 
women 
managers
women 
executives 
total 
women 
855
185
16
1,616
women
A total of 68 women participate in the corporate governance of the 
reporting companies (Boards of Directors and Boards of Statutory 
Auditors), representing 37.6% of the total members (in 2021, wom-
en in the governance bodies totalled 53, equal to 37.1%). 
In the Parent Company, women make up for 44.4% of the mem-
bers sitting on the Board of Directors (4 women out of 9 members) 
and 40% of the members of the Board of Auditors (2 women out 
of 5 members, including 1 alternate), thus Acea has exceeded the 
quotas imposed by legislation (Law 120/2011). We also report that 
every internal board committee includes one or more women, and 
that the Chair of the Control and Risks, Appointments and Re-
muneration, Ethics and Sustainability Committees is assigned to a 
female Director (see also Corporate Identity, section Corporate gov-
ernance in Acea). 
Chart no. 42 – Women in the corporate governance bodies (2020-2022)
113 men
68 women
corporate governance 
bodies
181 members
2022
2021
2010
37.6%
37.1%
38.0%
women in corporate governance bodies
Acea Group • Sustainability Report 2022
159

Table no. 42 – General data on personnel (2020-2022) 
u.m.
2020
2021
2022
men
women
total
men
women
total
men
women
total
COMPOSITION OF THE STAFF
number
executives
73
17
90
67
15
82
68
16
84
managers
341
150
491
350
169
519
371
185
556
clerical workers
2,517
1,295
3,812
2,552
1,338
3,890
2,646
1,409
4,055
workers 
1,975
6
1,981
1,969
6
1,975
2,062
6
2,068
total
4,906
1,468
6,374
4,938
1,528
6,466
5,147
1,616
6,763
WOMEN IN ACEA
%
women out of the total workforce
23
24
24
female executives out of total executives
19
18
19
female managers out of total managers
31
33
33
female graduates out of total graduates
43
44
44
EDUCATION LEVEL OF THE PERSONNEL
number
university graduates
904
696
1,600
976
765
1,741
1,073
855
1,928
high school graduates
2,541
643
3,184
2,546
637
3,183
2,626
640
3,266
other qualifications
1018
55
1,073
999
57
1,056
1,048
54
1,102
not defined
443
74
517
417
69
486
400
67
467
total
4,906
1,468
6,374
4,938
1,528
6,466
5,147
1,616
6,763
AVERAGE STAFF AGE
years
average company age
48
45
47
48
45
47
49
41
45
average age of executives
53
51
53
53
52
53
51
53
52
average age of managers
51
49
50
51
49
50
54
49
52
average age of clerical workers
47
44
46
47
44
46
30
40
35
average age of workers
47
49
47
47
50
47
48
45
46
AVERAGE SENIORITY OF THE STAFF
years
average corporate seniority
16
14
16
16
14
16
12
10
11
average seniority of executives 
17
16
17
17
17
17
16
18
17
average seniority of managers 
19
18
19
19
17
19
13
13
13
average seniority of clerical workers
17
14
16
17
14
16
9
8
9
average seniority of workers
14
18
14
14
19
14
9
13
11
TYPE OF EMPLOYMENT CONTRACT 
number
staff with permanent contract
4,783
1,435
6,218
4,859
1,501
6,360
5,088
1,580
6,668
(of which) part-time staff
23
102
125
20
81
101
17
82
99
staff with fixed-term contract
69
19
88
40
11
51
19
19
38
staff under apprenticeship contracts
54
14
68
39
16
55
40
17
57
total
4,906
1,468
6,374
4,938
1,528
6,466
5,147
1,616
6,763
Relations with the stakeholders
160

Table no. 43 – Movements of personnel (2020-2022)
u.m.
2020
2021
2022
men
women
total
men
women
total
men
women
total
INCOMING STAFF: CONTRACT TYPE
number
permanent
283
82
365
201
82
283
244
99
343
fixed-term
67
19
86
32
9
41
30
22
52
professional apprenticeship contracts
17
4
21
5
6
11
26
6
32
total
367
105
472
238
97
335
300
127
427
OUTGOING STAFF: REASONS
isopension (early retirement)
-
-
-
-
-
-
73
17
90
layoffs
103
18
121
95
25
120
0
0
0
early retirement 
35
5
40
41
2
43
28
0
28
retirement
10
0
10
10
0
10
20
3
23
terminations
8
0
8
8
0
8
6
0
6
other reasons (*)
47
9
56
65
16
81
74
32
106
total
203
32
235
219
43
262
201
52
253
TURNOVER RATES, INCOMING AND OUTGOING RATES PER AGE GROUP (**)
%
turnover rate
11.6
9.3
11.1
9.2
9.2
9.2
9.7
11.1 
10.1 
incoming rate
7.5
7.2
7.4
4.8
6.3
5.2
5.8 
7.9 
6.3 
≤ 30 years
2.7
2.7
2.7
1.8
2.6
2
2.6 
3.5 
2.8 
> 30 years and ≤ 50 years
3.8
4.1
3.9
2.5
3.6
2.8
2.9 
4.1 
3.2 
> 50 years
1
0.4
0.8
0.4
0.1
0.4
0.4 
0.2 
0.3 
outgoing rate
4.1
2.2
3.7
4.4
2.8
4
3.9 
3.2 
3.7 
≤ 30 years
0.1
0.2
0.1
0.2
0.4
0.3
0.3 
0.5 
0.4 
> 30 years and ≤ 50 years
0.4
0.4
0.4
0.5
0.5
0.5
0.9 
1.4 
1.0 
> 50 years
3.6
1.6
3.2
3.7
1.9
3.3
2.7 
1.4 
2.4 
(*) For 2022, the item includes: 10 deaths (not due to accidents at work), 90 resignations, and 6 contract expirations.
(**) 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.
Table no. 44 – Age groups, employment contract length (2020-2022)
u.m.
2020
2021
2022
men
women
total
men
women
total
men
women
total
STAFF AGE GROUPS
number
 
≥ 25 years and ≤ 30 years
302
91
393
330
105
435
381
119
500
> 30 years and ≤ 50 years
2,384
900
3,284
2,368
929
3,297
2,428
975
3,403
> 50 years and ≤ 60 years
1,822
419
2,241
1,832
426
2,258
1,868
441
2,309
> 60 years
398
58
456
408
68
476
470
81
551
total
4,906
1,468
6,374
4,938
1,528
6,466
5,147
1,616
6,763
INCOMING STAFF: AGE GROUPS 
≤ 30 years
132
39
171
91
40
131
132
57
189
> 30 years and ≤ 50 years
188
60
248
125
55
180
148
67
215
> 50 years
47
6
53
22
2
24
20
3
23
total
367
105
472
238
97
335
300
127
427
OUTGOING STAFF: AGE GROUPS 
≤ 30 years
6
3
9
12
6
18
17
8
25
> 30 years and ≤ 50 years
18
6
24
25
8
33
44
22
66
> 50 years
179
23
202
182
29
211
140
22
162
total
203
32
235
219
43
262
201
52
253
DURATION OF THE EMPLOYMENT CONTRACT OF THE OUTGOING STAFF 
≤ 30 years
94
14
108
121
17
138
116
34
150
> 30 years and ≤ 50 years
109
18
127
98
26
124
84
18
102
> 50 years and ≤ 60 years
0
0 
0 
0 
0 
0 
1
0
1
total
203
32
235
219
43
262
201
52
253
Acea Group • Sustainability Report 2022
161

HOURS WORKED, SALARY AND PENSION FUNDS
HOURS WORKED IN ACEA
Acea works in compliance with labour legislation and in accord-
ance with the National Collective Bargaining Agreements of refer-
ence, with a particular focus on cases relating to working hours and 
the duration of work, minimum guaranteed wages, age categories 
and restrictions on the use of legal child labour, proper management 
of disadvantaged categories. 
Again for 2022, the Group has maintained remote working as the 
main working method, mainly for staff with administrative profiles.
Hours worked in the year, ordinary and overtime, excluding man-
agers, amounted to 10,939,428 hours of which 78% by male staff 
(8,491,925 hours), due to the higher proportion of men in the 
company’s workforce (76% of the total). 
Analysing the overtime hours, the influence of gender is even more 
evident: 94% of overtime is in fact attributable to men and only 6% 
to women (please also see the sub-paragraph Remuneration). 
Days of absence totalled 100,882, mainly due to illness, various 
leave (for reasons of study, health, etc.), maternity/paternity leave, 
and trade union reasons (see Chart no. 43 and Table no. 45).
The absenteeism rate for the year was 3.6% (3.7% for men and 3.1% 
for women), up from 2.7% in 2021. 
Chart no. 43 – Hours worked by the staff and absences (2022) 
58,442  sick leaves
11,240 maternity/paternity leaves
100 strike
5,372 trade union leave
2,691 leaves of absence
23,036 various other leaves
(study, health, mourning, etc.)
total absences 
in days: 
100,882
overtime 
hours worked
total hours 
worked
ordinary 
hours worked
8,491,925 | 2,447,503
8,084,277 | 2,423,640
407,648 | 23,862
men
women
In addition to leave, staff can access reduced working hours, in ac-
cordance with the terms defined by the company: in 2022, part-
time staff amounted to around 1.5% of total staff.
For managers and stage-three workers, independent scheduling 
is permitted, which allows the “personalized” management of work 
schedules, in compliance with contractual provisions. 
For employees with a “fixed schedule”, arrival and departure flexi-
bility is permitted, according to established slots, and a total num-
ber of monthly hours of leave can be used during the times estab-
lished.
REMUNERATION
The wages that Acea pays its employees, excluding executives and 
top management, are determined by applying the National Collec-
tive Bargaining Agreements (CCNL) of reference, which ensure the 
minimum salary levels according to professional categories.
The company also applies a remuneration policy that includes mer-
it-based principles, in line with the Performance Management and 
Leadership Models adopted, with effects on the fixed and variable 
components of the remuneration, determining remuneration that is 
above the minimum salaries set by the National Collective Bargain-
ing Agreements (see also sub-paragraph Incentive Systems and Staff 
Evaluation).
The percentage weight of gross average effective remuneration of 
women, including fixed and variable components, as compared to 
that of men shows that for executives the pay gap is 9.6%, in favour 
of men; for middle managers, men’s salaries are slightly higher than 
women’s, the men receive 2.4% more remuneration than women; 
for clerks and manual workers, the pay gap is 10.2% and 5.2% re-
spectively, again in favour of men, due to the fact that activities with 
higher additional remuneration (on-call, shifts, allowances, over-
time, etc.) are mainly carried out by men who hold technical roles. 
Breaking down the data further by age group: the pay gap narrows 
slightly for female managers over 50 and more substantially for 
those aged between 30 and 50; female middle managers over 50 
receive pay that is substantially aligned with those of men in the 
same age bracket; finally, the pay gap narrows, in particular, for fe-
male clerks under the age of 30, demonstrating that the remuner-
ation for the new jobs required by the company are more uniform 
from a gender perspective (see Chart no. 44 and Table no. 45).
Relations with the stakeholders
162

Chart no. 44 – Women's pay as a percentage of men's pay by qualification and age group (2022) 
executive (*)
executive (*)
middle manager
middle manager
clerk
clerk
manual worker
manual worker
90.4%
97.6%
89.8%
94.8%
92.2%
97.4%
92.1%
98.3%
92.7%
91.0%
95.0%
73.5%
90.5%
99.7%
< 30 years
between 30 and 50
> 50 years
(*) The item does not include senior managers benefiting from the Long Term Incentive Plan (LTIP).
PENSION FUNDS AND DEFINED CONTRIBUTION PLANS 
Supplementary pensions are a form of voluntary contribution 
aimed at generating income that is supplementary to the pension, 
the amounts paid by workers being invested in the financial market 
by specialized operators.
The pension funds of reference for Acea staff are, mainly: Previn-
dai, reserved for executives, and Pegaso (managed jointly by Utili-
talia and Trade Union Organisations) for non-management staff, to 
whom the National Collective Bargaining Agreements of the elec-
trical and gas-water segments apply.
The Pegaso Fund adopted a Strategic Plan that illustrates the or-
ganisation’s management guidelines, including instruments for 
measuring ESG factors (environmental, social and governance).
There were 4,157 Pegaso members among the Acea employees in 
2022, of which 78% men and 22% women (see Table no. 45). The 
company paid about € 8.7 million in severance pay to the fund and 
€ 3.4 million in supplementary contributions; for some years it has 
been possible to pay part or all of the performance bonus into the 
fund, benefiting from an additional share paid by the company. 
Table no. 45 – Hours worked, absences, remuneration and members of the supplemental pension fund (2020-2022) 
u.m.
2020
2021
2022
men
women
total
men
women
total
men
women
total
HOURS WORKED BY THE STAFF
hours
 
regular 
7,771,112 2,256,024
10,027,137 8,036,229
2,354,212 10,390,441 8,084,277
2,423,641 10,507,918
overtime 
399,694
14,871
414,565
399,874
17,616
417,489
407,648
23,862
431,510
total hours worked
8,170,806 2,270,896 10,441,702
8,436,103
2,371,828
10,807,931
8,491,925 2,447,503 10,939,428
TYPE OF ABSENCES 
days
 
sick leave
35,163
7,815
42,978
33,518
7,218
40,736
45,737
12,705
58,442
maternity/paternity
1,499
7,929
9,428
1,730
10,640
12,370
1,920
9,320
11,240
strike
0
0
0
1159
257
1416
83
17
100
trade union leave
3,756
377
4,133
3,996
399
4,395
4,934
437
5,372
leave of absence
2,015
734
2,749
1,617
813
2,430
2,123
569
2,691
miscellaneous leave (study, health, 
bereavement and general reasons)
18,402
5,378
23,780
16,157
4,750
20,907
17,192
5,844
23,036
total absences
(not incl. holidays and accidents)
60,835
22,233
83,068
58,177
24,077
82,254
71,989
28,892
100,882
Acea Group • Sustainability Report 2022
163

AVERAGE GROSS FEMALE PAY AS A PERCENTAGE OF MALE PAY BY QUALIFICATION (*)
%
executives
98.2
89.7
90.4
managers
98.2
99.6
97.6
clerical workers
87.8
91.2
89.8
workers
94.6
92.5
94.8
AGE GROUPS AND GENDER OF THE EMPLOYEES ENROLLED IN THE PEGASO FUND
number
≤ 25 years
32
0
32
56
3
59
68
5
73
> 25 years and ≤ 30 years
92
25
117
103
29
132
130
39
169
> 30 years and ≤ 35 years
143
70
213
155
76
231
216
109
325
> 35 years and ≤ 40 years
202
103
305
224
90
314
330
112
442
> 40 years and ≤ 45 years
261
89
350
258
99
357
403
152
555
> 45 years and ≤ 50 years
293
101
394
293
96
389
469
128
597
> 50 years and ≤ 55 years
466
144
610
454
154
608
612
179
791
> 55 years and ≤ 60 years
440
112
552
434
102
536
623
123
746
> 60 years
276
60
336
276
71
347
377
82
459
total
2,205
704
2,909
2,253
720
2,973
3,228
929
4,157
(*) 2020 data do not include AdF and Gori.
LABOUR-MANAGEMENT RELATIONS 
67% of employees 
are union members
signed the “New 
Normal” Remote 
Working Agreement
signed the agreement  
governing the implementing 
methods of the 
Isopension Plan
Acea applies the Single Contract for the electricity sector and 
the Single Contract for the gas-water sector. All the workers are 
therefore covered by national collective bargaining agreements. 
In 2022, unionisation was around 67% and 258 employees held 
management or trade union representation positions, of which: 19, 
appointed following an agreement, were Workers’ Representatives 
for Safety and the Environment (RLSAs) and 7, appointed follow-
ing elections, were Unitary Trade Union Representatives (RSUs) 
for the company Acea Ato 5.
Within the Human Resources Function of the Parent Compa-
ny, the Industrial Relations Unit oversees the company’s policies 
regarding trade union relations, ensuring consistency with the 
Group’s objectives. The discussions on the specific corporate re-
quirements are conducted within the framework of national collec-
tive bargaining (CCNL) at the sector level, and between companies 
and internal employee representatives.
The Labour-Management Relations Model applied in Acea defines 
a system of high-profile trade union relations based on bilateral 
agreements and participation, combining business objectives and 
social demands.
The Labour-Management Relations Protocol structures the sys-
tem of union participation and dialogue on three levels – Group, 
industrial segment and corporate – and provides for several areas 
of comparison: economic and financial performance, employment 
policies, selection, promotion, development and training of staff, 
occupational safety, corporate welfare, promotion of diversity and 
inclusion; industrial policy and investment plans; performance bo-
nus, organisation of working hours, technical and specialized train-
ing and professional development. 
Relations with the stakeholders
164

Acea has a consultation procedure for workers, that can be applied 
directly or through their representatives. It covers issues such as 
occupational safety, respect for the environment and sustainable 
development of production activities and, in order to favour the 
involvement of employees in trade union relations activities, it has 
set up a dedicated e-mail address. There are also Bilateral Commis-
sions, composed of company representatives and employees, who 
express their opinions on issues such as training, remote working, 
corporate welfare and occupational health and safety and participa-
tory models, such as Unitary Trade Unions (RSU) and Workers for 
Safety and the Environment (RLSA).
In 2022, the main agreements signed by Acea with the trade unions 
concerned welfare, organisation of work, training, and sustainability. 
In particular, in January, an agreement on corporate welfare was 
reached, which defined a new management model for supplemen-
tary healthcare aimed at improving health coverage offered to em-
ployees, in line with changes in contractual and tax regulations. As 
a result of this agreement, a new healthcare policy has been active 
since June 2022, for employees and their dependent family mem-
bers, which also provides coverage for certain dental services.
The measures of social importance carried out in the year include 
the agreements reached with the dual objective of enhancing 
complementary insurance and rewarding the work of staff for the 
achievement of good company performance, which, from 2022, 
provides employees who achieve positive results and in case  the 
profitability indicator (EBITDA) outperforms, an additional pay-
ment of € 200 to be allocated to the Pegaso contractual Comple-
mentary Social Security Fund. 
With reference to the organisation of work, the “New Normal” 
Remote Working agreement was reached, which guarantees em-
ployees access to remote working, on a voluntary basis, usually up 
to a maximum of 60% of the monthly working days and for a total 
period of 12 months.
Also of particular importance was the agreement on the New Skills 
Fund, which confirms, in line with the renewals of the national col-
lective bargaining agreements applied, the central role of training in 
acquiring and refreshing the skills necessary for the transformation 
135	 Article 2112 of the Italian Civil Code and Article 47 of Law 428/90 as subsequently amended and supplemented.
of working methods and technologies. Pursuant to this agreement, 
the Group companies have envisaged that part of the working 
hours be dedicated to a training project that includes courses on 
the digital and ecological transition. 
Lastly, in 2022, in line with the provisions of the Agreement dat-
ed 30 July 2020, also with the purpose of managing generational 
turnover, the agreement that governs the implementing methods 
of the Isopension Plan was signed for employees who, between 1 
August 2023 and 30 November 2027, meet the requirement for 
retirement or early retirement.
As regards the information notice to the employees regarding 
possible organisational changes or corporate reorganisations that 
effect employment relations, Acea takes different positions de-
pending on the situations explained below: 
1. organisational changes: in the event of establishment of new 
Units or changes in assignments or responsibilities, the Human 
Resources Department issues an Organisational Provision and 
sends a communication to the competent functions, which post 
it on the bulletin board and the company intranet. In the event 
of organisational changes that affect the staff, the trade union 
representatives are informed. If they concern a single employee 
(change in workplace, schedules, etc.), he receives communica-
tion by the Human Resources Unit of the person’s Company;
2. Corporate reorganisations: in the event of reorganisation, as a 
result of significant organisational and production changes, with 
effects on working conditions and employment, the methods of 
informing the employees and the Trade Union Representatives, 
are regulated by the CCNL applied in the Group and by the La-
bour-Management Relations Protocols;
3. corporate transformations (such as alienations, mergers, acqui-
sitions, transfers of company branches): in cases of corporate 
transformation, the notices to the employees are regulated by 
the legislation in force135, which anticipates information obliga-
tions towards employees that allows them to verify the business 
reasons for the transactions, the correct methods of the process 
and the consequences on the employment relationship.
DISPUTES WITH EMPLOYEES AND TRADE UNIONS 
The labour disputes mainly concern dismissals, classification 
changes, differences in remuneration, indemnities not received, 
demotions, and employment relationships.
In 2022 there were 24 new labour disputes (23 in 2021). A total 
of 86 labour disputes were pending as at 31 December 2022 – 
including those initiated in previous years. There are no trade union 
disputes.
Acea Group • Sustainability Report 2022
165

OCCUPATIONAL HEALTH AND SAFETY 
continued training to 
promote healthy working 
environments, to counter 
work-related stress
over 109,979 
hours of training on 
occupational health and 
safety provided to staff
the accident 
rates were essen-
tially stable: FI 
5.22 
and SI 0.23
136	 Companies with seconded or no staff are therefore excluded.
137	 Accidents during commutes relate to travel from home to work and from work to home, using private or company vehicles, which take place outside of working hours, as estab-
lished by the relevant Federutility note. They are not included in the calculation of accident indices used herein.
Acea is committed to a widespread safety culture both in Group 
Companies, through the direct involvement of employees, and 
along the supply chain (please see the Suppliers chapter). 
Safety management is precisely structured at the organisational 
level. All Group companies for which the holding company con-
siders certification important due to the size of the workforce and 
the type of activities carried out have implemented Certified Man-
agement Systems136 (see also Corporate Identity, chapter Corporate 
Governance and Management Systems). 
The Occupational Safety Unit of the parent company is in charge 
of the coordination and direction in this area, monitoring the 
Group companies on the application of legislation, guidelines and 
company policies. 
Each company has direct responsibility for the operational man-
agement of safety and takes care of training staff, monitoring ac-
cidents and assessing the risks to the workers, preparing the Risk 
Assessment Document (RAD). Following these activities, the Oc-
cupational Safety Unit prepares a centralised annual accident re-
port for Group Companies. 
The analysis method of the accidents follows the Guidelines for the 
classification of accidents, prepared by Utilitalia and in compliance 
with the standard UNI 7249:2007, with reference to the INAIL 
measurement criteria and the instructions of ESAW (European 
Statistics of Accidents at Work).
In accordance with the law, Acea identifies the dangers present in 
the company’s activities which may cause injury or illness through 
inspections carried out jointly in the workplace by the Head of the 
Prevention and Protection Service (RSPP), the Company Phy-
sician, the Workers’ Safety Representatives (RLS) and the Unit 
Heads, who are involved from time to time. Then the company 
assesses the risks to workers’ health and safety in relation to the 
hazards detected in the workplace, verifies the possibility of elim-
inating them, adopts preventative and/or protection measures to 
implement to keep the risks under control and draws up the Risk 
Evaluation Document (RAD). In the case of accidents, an investi-
gation is launched to determine the causes of the event and identify 
appropriate corrective actions to prevent it recurring. 
With a view to constantly improving the operational management 
of occupational safety, Acea has developed Group Safety Guide-
lines and a HSE (Health, Safety, Environmental) Dashboard to 
measure and monitor performance data, also in relation to sector 
benchmarks, and to implement improvement measures. 
In 2022, following changes introduced by Decree Law no. 146/202 
which imposed the obligation to appoint a Safety Officer, Acea de-
fined a specific criterion to identify this role within the organisation. 
It also implemented the Fire Prevention Management System and 
updated the risk assessment of work-related stress.
To manage the pandemic that continued partly in 2022, in ac-
cordance with regulatory provisions, Acea continued to share the 
prevention and protection initiatives against coronavirus with the 
Group Workers’ Safety Representatives (RLS) and the Group 
RSPP (Prevention and Protection Service Manager) Coordination 
Committee.
Acea SpA is certified according to the Biosafety Trust Certifica-
tion management system (see also Corporate Identity in chapter 
Corporate Governance and Management Systems) and, as required 
by the certification, has set up the Committee for the prevention 
and management of Coronavirus and other infections. This Com-
mittee is composed of the Competent Doctor and the main Acea 
Functions and its purpose is to coordinate infection prevention and 
management activities, monitor the epidemiological context, and 
take the necessary actions to counter the emergency. Areti, Acea 
Elabori and Acea Energia also achieved the same certification.
In addition, during the year Acea SpA and the other Group compa-
nies constantly updated their relevant risk assessment documents 
(RAD) in accordance with the provisions of the measures to com-
bat the spread of the coronavirus.
In 2022 the number of accidents increased slightly compared to 
compared to last year: 59 accidents (56 in 2021) occurred in the 
course of work activity, none fatal, and 17 of which in transit137, name-
ly while commuting from home-work (19 in 2021). The accident indi-
ces, calculated excluding accidents during commutes, are substantially 
stable: the frequency index is 5.22 and the severity index stands at 
0.23 (see Chart no. 45 and Table no. 46). Accidents are subdivided 
into: 19 typically occupational of which 1 serious (with initial prognosis 
greater than 40 days), 17 for work-related travel and 23 of another 
type. The main causes of injury were: tripping, bumping, slipping and 
crushing.
Relations with the stakeholders
166

Chart no. 45 – Accidents and indices by gender and business area (2022)
59
57
38
10
8
1
1
1
2
total  
accidents
accidents 
men
accidents 
women
water
environ-
ment
genera-
tion
corporate
engineering 
and services
energy  
infrastructure
severity  
index 
frequency 
index
0.23
5.22
NOTE: Male frequency index 5.04 and female frequency index 0.17; male severity index 0.22 and female severity index 0.01. The graph shows only those business areas that 
reported accidents during the year.
Analysing the breakdown of accidents by gender (net of accidents 
occurring during commutes) shows that 57 accidents involved male 
personnel, of which 53 were blue collar workers and 4 white collar 
workers, and 2 accidents occurred to female staff with an admin-
istrative profile.
The companies with the highest number of accidents, not including 
those occurring during commutes, are: Gori (15 accidents), Acea 
Ato 2 (13 accidents) and Areti (10 accidents), which naturally have 
greater exposure to the risk of accidents in relation to the type of 
activity performed.
As mentioned, Acea also implemented and maintained multiple 
prevention and protection measures in view of limiting the spread 
of coronavirus in 2022. Specifically:
	•
it kept up-to-date the Circulars, internal Guidelines and Health 
Protocols drawn up by the Competent Doctors and the Protocol 
for the Management of Covid-19 cases in the company;
	•
revised the Risk Assessment Document, with the new assess-
ment of the biological risk related to the Sars-Cov-2 virus, and 
the emergency plans;
	•
implemented prevention and protection measures; 
	•
offered employees the possibility to get vaccinated against 
Covid-19 at the Acea Vaccine Hub;
	•
planned information and training courses for all employees and 
set up dedicated communication channels.
In order to make the working environment safe, Acea has reorgan-
ised the way people access company premises and consolidated 
the procedures for the management of common spaces, planning 
attendance through the ServiceNow platform, intensifying the 
cleaning, sanitation and sterilisation shifts in the workplace, in-
stalling thermoscanners for measuring body temperature at en-
trances and sanitizing films that reduce the bacterial load were 
placed on lift buttons and food and drink dispensers, bathroom 
handles and on staircase handrails, and multi-layered antibacterial 
mats for shoe soles were placed at the entrances.
Operational staff, who continued to provide services in the field and 
in contact with the public, were given specific personal protective 
equipment (PPE) and provided with information sessions on their 
correct use.
Lastly, with a view to providing staff with health prevention tools, the 
company implemented a flu vaccination campaign aimed at em-
ployees and the family members who live with them.
Lastly, in 2022 the Vaccine Hub activated by Acea at one of its 
company sites in 2021 remained operational, with 15 vaccine lines 
and medical and nursing staff. Between May 2021 and December 
2022, the Hub administered a total of over 171,000 doses of the 
Covid-19 vaccine. 
The Occupational Safety Unit is also tasked with promoting healthy 
working environments and mitigating work-related stress. In 2022, 
the project to promote individual and professional well-being of 
employees continued with the delivery of the I-Care Professional 
– Mirroring course: the initiative involved 295 employees of Acea 
SpA (162 women and 133 men) for a total of 4,040 hours of train-
ing.
In 2022, a course was launched aimed at the prevention of joint 
and muscle disorders, which involved two pilot sessions of the 
course Everyday – Ergonomics and Self-massage, during which 33 
people (for a total of 825 hours of training) were taught theoreti-
cal concepts and physical exercises by experts. 
The Group companies train staff and supervisors regarding  
occupational health and safety in compliance with current leg-
islation (please also see the sub-paragraph below Staff Training 
and Development). 
Below are some initiatives carried out:
	•
Acea SpA organised the course Gestione delle emergenze – Cono-
scenze e consapevolezza [Emergency Management – Knowledge 
and Awareness], according to a broad approach that, in addition 
to fire and earthquakes, also covered biological emergencies (in 
line with the provisions of the Biosafety certification), environ-
mental emergencies and terrorist attacks, promoting conduct 
in line with the new vision of emergencies. The course involved 
1,406 employees, delivering a total of 11,248 hours of training 
to them, and also addressed the topic of emergencies and disabil-
ities, with the explanation, in case of evacuation, of the most ef-
fective assistance techniques for people with a disability (motor, 
sensory, cognitive), including temporary disabilities. In general, 
the training courses organised by Acea SpA during the year paid 
special attention to disabled people, for example, by providing 
sign language interpreters, using simplified methods and struc-
turing inclusive work groups;
	•
In line with the initiative launched in 2021, Acea Ato 2 adopt-
ed a second means of reinforcing the Camper della Sicurezza 
[Safety Camper] project and of promoting the culture of safety 
Acea Group • Sustainability Report 2022
167

and protection of health in the region, with mobile initiatives at 
offices, sites and other workplaces. It also carried out training 
courses on the use of defibrillators installed at the offices in 
Fregene, CoBis, Gianicolo, Tivoli, Ostia, and Frascati and com-
pleted two training courses on Accidents and Near Misses and 
Emergency Management, which involved 1,200 and 600 em-
ployees respectively. Lastly, with reference to the management 
of the health emergency, Acea Ato 2 continued to monitor the 
evolution of the pandemic and to implement the envisaged pre-
vention and protection measures;
	•
Acea Ato 5 continued, through the activities of the internal 
Coronavirus Prevention Committee, the information cam-
paign aimed at staff on the evolution of the pandemic and on 
the expected correct behaviour, through specific notices. In 
2022, the Reset 2.0 project was completed, which involved all 
operating staff in individual meetings intended to verify the 
skills acquired and capacity achieved, to detect any gaps to be 
bridged with targeted training interventions as well as to share 
the main topics pertaining to occupational health and safety. 
The company launched the Near Miss project in collaboration 
with the RLS, to raise awareness among staff of the importance 
of recognising and reporting “near accidents”, and an awareness 
campaign on the use of semi-automatic defibrillators (SAEDs), 
training 82 employees for this purpose and installing 6 devices 
in the work places, sales branches and operating centres. Lastly, 
to guarantee continuous training and coaching, a Training Cen-
tre equipped with a simulator for working in confined spaces 
was built at the Operating Centre in Frosinone Monti Lepini. In 
2022, Acea Ato 5 provided a total of 4,144 hours of education 
and training in the field of health and safety at work, involving 
305 workers;
	•
AdF provided safety education and training, in particular, for 
operational staff who were trained in the use of new recovery 
devices for interventions in confined environments, required 
for cleaning and restoration of drinking water accumulations (25 
people and 100 hours of training provided). Furthermore, during 
the year the Zero Accident Project (ZAP) was launched, intended 
to raise awareness among all staff (administrative, technical and 
operating) of adequate perception of risk and the opportunity of 
reporting “near misses”;
	•
Acea Ambiente held training courses on first aid, defibrillators, 
fire fighting, confined spaces, heavy machinery, and physical 
risks, and training for executives and officers;
	•
Areti continued staff training at its Training Camp, a space 
dedicated to training on workplace health and safety (safe as-
cent/descent on medium and low voltage power line poles; safe 
access to confined underground areas; the use of work/safety 
tools, training for emergencies in a dangerous environment, 
etc.), involving, in 2022, 279 people, to whom a total of 3,776 
hours of training were delivered;
	•
Areti continued staff training at its Training Camp, a space 
dedicated to training on workplace health and safety (safe 
ascent/descent on medium and low voltage power line poles; 
safe access to confined underground areas; the use of work/
safety tools, training for emergencies in a dangerous environ-
ment, etc.), involving, in 2022, 279 people, to whom a total of 
3,776 hours of training were delivered. As part of the “Sicurez-
za è Vita” [Safety is Life] initiative, the company also organised 
two training days on work-related stress management aimed at 
Managers of Operating Units and Regional Team Leaders, and 
Safety Days, monthly training days on safety in the work sites, 
which involved inspections by Unit Managers and management 
during the operational training;
	•
Acea Energia implemented the Biosafety Trust Certification 
System, continuing with the necessary checks and with the im-
plementation and updating of the envisaged procedures, and 
carried out a training session dedicated to the role of the Safety 
Officer in light of legislative updates. The company delivered a 
total of 1,030 hours of training in the year on workplace safety, 
involving 116 employees; 
	•
Acea Elabori organised refresher courses on specific risks 
(chemical risk, biological risk, radiation protection, etc.), emer-
gencies (ASA), first aid (APS), and training courses for Safety 
Officers;
	•
Gesesa conducted 15 training courses on occupational safety, 
and delivered a total of 1,240 hours of training, involving 165 
employees. Furthermore, on World Day for Safety and Health 
at Work, it organised the Star bene lavorando [Well at Work] 
training course, aimed at the entire company population, divid-
ed into two modules, one dedicated to Workstation Posture and 
Ergonomics; Combating Joint and Muscle Pain, and the other to 
Combating Smoking and Risks Related to Misuse of Alcohol while 
Driving and in the Workplace.
109,979 total hours of training were provided to Group personnel 
in the field of occupational safety in 2022 (58,600 hours deliv-
ered in 2021).
Table no. 46 – Health and safety (2020-2022)
number
2020
2021
2022
ACCIDENT BREAKDOWN BY BUSINESS AREA 
Water
31
45
38
Energy Infrastructure
13
6
10
Generation
0
0
1
Energy (commercial and trading)
0
0
0
Environment
4
5
8
Engineering and Services
2
0
1
Corporate (Acea SpA)
1
0
1
total
51
56
59
fatal accidents
0
0
0
ACCIDENT INDICES
total days of absence
total days of absence
2,044
2,044
2,195
2,195
2,582
2,582
Frequency Index (FI)
Frequency Index (FI)
(number of accidents per 
(number of accidents per 
1,000,000/working hours)
1,000,000/working hours) (*) (**)
 (*) (**)
4.84
4.84
5.09
5.09
5.22
5.22
Severity Index (SI)
(days of absence per 1,000/working 
hours) (*)
0.19
0.20
0.22
(*) the hours worked used to calculate the accident indices differ from the hours worked 
illustrated in the sub-section Hours worked in Acea; the two processes meet different 
operational requirements and specific calculation parameters are applied to each. 
(**) accident means a work-related incident that prevents the employee from returning 
to service during the day on which the accident occurred and/or on the following day/
work shift scheduled.
NOTE: The Water Operations area includes 5 companies, the Energy Infrastructure 
area 1, the Generation area 3, the Energy area 3, the Environment area 6, the Engi-
neering and Services area 1 and the Corporate area 1. The data in the table does not 
include accidents currently being assessed.
Relations with the stakeholders
168

HEALTH MONITORING 
Health monitoring, regulated by a company procedure that defines 
its planning and management, is carried out in cooperation with 
external professionals in compliance with current legislation (art. 41 
of Legislative Decree no. 81/08). 
Formally appointed doctors conduct medical examinations prior to 
employment, in the event of a position change, periodically ac-
cording to health protocols, at the worker's request and prior to re-
sumption of work following absence for health reasons lasting more 
than 60 continuous days. 
Workers exposed to specific risks are included in a targeted check-
up programme.
In collaboration with the employers and the relevant Protection and 
Prevention Service Managers (RSPPs), the Competent Doctors 
define health protocols according to the workers’ exposure to the 
various risks.
At the headquarters, a first aid office, available between 08.00 and 
20.00, provides staff and visitors with first aid in the event of illness.
In 2022, 4,126 examinations were carried out on an equal number 
of employees of the Group companies for which the occupational 
medicine service is managed centrally by Acea SpA, for a total eco-
nomic value of approximately € 400,000.
Health monitoring includes the prevention of occupational diseases 
that workers may contract 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 meas-
ures and health protocols for the risk profiles associated with spe-
cific duties, and monitoring any damage to workers’ health, issuing 
suitability assessments, and applying limitations and prescriptions, 
where necessary, in order to prevent possible occupational diseases. 
In 2022, in Acea, there were no reports of suspected occupational 
diseases.
HUMAN CAPITAL DEVELOPMENT AND COMMUNICATIONS 
Upgraded therecruiting 
network with social  
channels
Adopted and disseminated 
the new Leadership 
Model for the success 
of the organisation
Launched the new  
Development Centre 
programme for the skills  
development of staff
Acea, thanks to the digitalisation of business processes and the 
Teams digital workspace platform, continued in 2022 to provide its 
people with working methods and tools adequate for extensive use 
of remote working, formalised in the “New Normal” Remote Working 
agreement (see paragraph Industrial Relations), with the aim of pre-
serving people’s involvement in the Group’s identity, developing 
skills through remote training, and ensuring organisational well-be-
ing through targeted initiatives.
PERSONNEL SELECTION
The selection process is governed by a Group procedure, updated in 
2022 with the introduction of selection criteria consistent with the 
diversity & inclusion principles adopted. 
Acea further strengthened its recruiting network, by developing 
and integrating new distribution channels for job adverts to in-
tercept profiles of interest, like Indeed, the top job search portal in 
Italy, and by using social channels, in particular Instagram and TikTok, 
where the first recruiting trial campaigns have been launched. 
In 2022, a total of 256 searches for personnel took place, which 
identified 464 people, and concerned individual profiles or multi-
ple candidates for open positions in the Group companies, involv-
ing around 43,000 candidates.
The selection process can include several stages depending on the 
specifics of the search: CV screening, online challenges using gam-
ification (technical quizzes and business games to assess numerical 
reasoning, verbal ability, visual-spatial skills, logic), video interviews, 
assessment of soft skills, motivation and skills through collective 
tests and individual interviews. 
To monitor the effectiveness of the selection process, more use was 
made of the specific indicators, including for diversity, considered in 
the processing of reports and included in the dedicated dashboard. 
During the year the Green Engineering Talent Day took place to 
search for young people trained in the energy transition, sustain-
ability and innovation, to join Acea Energia and Acea Innovation.
Acea also participates in professional orientation events promoted 
by university bodies, to meet new graduates and soon-to-be grad-
uates to include in their selection processes. In 2022, Acea met 
around 3,500 candidates, participating in: Virtual JobMeeting En-
gineering, 42Roma Luiss, Luiss Career Day Roma, Math Career Day 
sede CNR, Sapienza Career Day, Inclusive Job Day, Digital Diversity 
Week, STEM Girl, and Virtual Job Meeting STEM Girl.
Acea Group • Sustainability Report 2022
169

GROUP CULTURE AND STAFF ENGAGEMENT
In 2022, Acea revised its Leadership Model, which promotes a 
flexible organisational culture and guides people’s careers and the 
realisation of Group objectives, inspired by values such as perfor-
mance excellence, teamwork and resilience. 
The model is applied to all processes associated with people man-
agement: selection, intended to hire talent in line with the Group’s 
values; the performance management process, which measures in-
dividual contribution to the achievement of the corporate goals in 
accordance with the values adopted; training and development as 
well as compensation policies and salaries, which, also considering 
the results of the performance management system, are intended 
to help people grow and to reward their efforts.
For the dissemination of the new Model, a communication cam-
paign was carried out, aimed at the entire company population, 
and specific training and information sessions were organised (see 
sub-paragraph Staff Training and Development). 
The main employee engagement and change management activi-
ties carried out in 2022 included:
	•
the initiative, dedicated to the Production & Energy Service 
area, to increase the sense of team, with the use of coaching 
techniques, the sharing of new work methods and a vision capa-
ble of guiding people towards the achievement of common and 
individual goals;
	•
the Disegniamo il nostro Futuro [Let’s Design Our Future] pro-
ject, dedicated to the Risk & Compliance Function of the hold-
ing company, intended to build a common mission through the 
use of team building and team coaching techniques. 
In 2022, the HR Special Projects Unit also designed internal and 
external initiatives intended to empower people, through the active 
engagement of employees, to contribute to the improvement of 
the company climate and the promotion of well-being, the dissem-
ination of the values of sustainability and inclusion. 
The main projects were:
	•
Friday breakfasts, meetings between the Chief Executive Of-
ficer and several Group employees, selected on the basis of 
gender, age, seniority in the company, educational qualification, 
position and professionalism, intended to share proposals and 
feedback about specific areas of interest, promoting different 
perspectives;
	•
Ukraine emergency, a project to support the population affected 
by the war, which had employees involved in fundraising and col-
lecting essential goods to be sent to the Basilica di Santa Sofia (the 
Ukrainian church in Rome) and to the Community of Sant’Egidio. 
Deliveries were made to the Basilica di Santa Sofia thanks to the 
Acea Solidarity Taxi, in collaboration with the ACLI (Associations 
of Christian Italian Workers) in Rome and its volunteers (former 
Acea employees now retired). Furthermore, cash donations by 
employees were sent to the Community of Sant’Egidio, for the 
purchase of medicines to be sent to Ukrainian cities under siege 
and to welcome refugees to the region, and to the Community of 
Santa Sofia, for the creation of a space in Rome dedicated to child 
victims of the war;
	•
the second edition of Acea Talks – Conversazioni diversamente 
sostenibili [Differently Sustainable Conversations], produced 
with contributions from the internal and transversal work team 
and designed to raise awareness among the Group’s stakehold-
ers, through the creation and dissemination of video interviews 
held with individuals from academia, culture, the arts, sport and 
the social sector. The 2022 edition focused on topics of diversity, 
equity and inclusion, in relation to which the interviewees offered 
innovative interpretations and useful analyses to encourage re-
flection and raise awareness;
	•
Passaggio in Acea – Parole a ruota libera per conoscere i mestieri 
del nostro Gruppo [Discussed by Acea – Informal chats about the 
trades of our Group], a project designed to promote greater knowl-
edge of the various professional skills present in the company, en-
couraging employee engagement through interviews;
	•
awards for Acea Group employees with at least 40 years of sen-
iority in the company, a tribute to the commitment and profes-
sionalism shown by employees during their many years of service 
and, at the same time, an opportunity for intergenerational ex-
change between senior employees and new hires;
	•
Top Employers Italy, the certification, obtained for the second 
year in a row, for positive HR management in terms of working 
conditions, career, training, professional growth and well-being;
	•
the Acea Group Equality Manifesto, presented on World Day for 
Cultural Diversity for Dialogue and Development (see info box in 
the paragraph Diversity, Inclusion and Welfare).
STAFF TRAINING AND DEVELOPMENT
208,391 hours 
of training delivered  
in traditional,  
experiential and 
e-learning formats
Digitalisation:
over 2,000  
people trained in 
2022
GenerAzione Connessa: 
308 students involved 
in courses on the green  
revolution and the  
ecological transition
Carried out the second 
edition of the course 
Sustainable Action for 
Difference
The development of professional skills is essential for the evolu-
tion of the Group and the achievement of its industrial objectives. 
To facilitate this process, in 2022 the Acea Academy Business School 
was created, which ensures the acquisition of managerial, digital and 
technical/specialist skills as well as compulsory refreshers on respect 
for legislative compliance. The Acea Business School is characterised 
by a diversified and inclusive training approach, with multiple for-
mats: from classroom training to the use of digital learning and short 
Relations with the stakeholders
170

training videos, it helps to equip the Group with innovative and stra-
tegic skills, in response to emerging professional requirements, and 
to spread the knowledge of value-based, behavioural and leadership 
models consistent with the company’s vision and mission. 
A Group procedure defines roles, responsibilities and tasks in the 
management of training processes for the development of exper-
tise, knowledge and professional skills necessary to act in company 
positions. The process is divided into the following macro-activities:
	•
identification of the training needs, consistent with business 
objectives, centrally managed by the Holding Company, and the 
definition of the guidelines and the budget which orientate the 
training interventions of the year, taking into account the specif-
ic training needs of each Group Company; 
	•
definition of the Operating Companies’ Training Plan, based on 
the specific needs identified (for example, operating-technical) 
and Group needs (“transversal” training);
	•
administrative management and provision of training, by the 
Parent Company’s and the Operating Companies’ Training Units.
Acea funds training through its membership in interprofessional 
bodies for continuous training - Fonservizi, Fondirigenti and For.
Te. which the main Group companies belong to. 
As in the previous year, the 2022 training courses were designed to 
be carried out mainly remotely, by means of "synchronous" training 
(live webinars) alternating with "asynchronous" training (recorded vid-
eos and e-learning courses).
As mentioned, following the adoption of the new Leadership Model, 
a dedicated training programme was developed, aimed at the entire 
company population (see the info box). 
THE ACEA GROUP LEADERSHIP MODEL TRAINING COURSE
In order to create adequate dissemination of the new Acea Lead-
ership Model and reach the entire company population, training 
on digital learning was carried out through the Pianetacea platform.
To increase the effectiveness of the training, short videos were 
created in a diversified manner for the different target audienc-
es (clerks, operators, etc.), so that each person could connect the 
values and behaviours illustrated to his/her daily work life. At the 
same time, the interactive approach guaranteed a more proactive 
and engaging experience, which was essential to promote conduct 
aimed at achieving the strategic objectives.
The training course and the related material were developed ac-
cording to standards for content accessibility, with audio and subti-
tles in formats compatible with software for facilitated reading, with 
a view to a continuing focus on inclusivity.
With reference to managerial training, in 2022 training courses on 
Communication, Effectiveness, Leadership & Network took place.
In particular, the Basi di Leadership [Leadership Basics] course was held, 
dedicated to a target audience of talented young people for the devel-
opment of leadership and managerial skills. It involved 63 people for a 
total of 1,169 hours of training delivered. Thanks to the use of various 
technologies, the participants gained experience of leadership skills 
development in complicated settings, to encourage greater awareness 
of their own abilities. 
Digitisation training continued during the year with accessible cours-
es for the entire company population, for the dissemination of a new 
mindset and the growth of digital competencies and skills aimed at 
innovating company processes. To this end, the Digital Selfie survey 
was administered, which found an overall increase in the Group’s dig-
ital skills (+13% compared to the previous measurement). New train-
ing requirements were defined and met by targeted courses includ-
ing: Digital Path, which involves courses structured over three levels 
of study and intended for a select target audience, and Vocational, a 
format structured into courses set across a single level and open to all 
Group employees. The courses on digital topics carried out in the year 
included: Data Driven, Data Analytics, New Clients, Customer Journey, 
Service Design, Industry 4.0, IoT Solutions & IoT Lab, Digital Self Empow-
erment, Digital Leadership, Agile Mindset, Collaboration in the Digital Age, 
Augmented Reality, Digital Sustainability and Blockchain. The training in-
itiative involved a total of over 2,000 people, for a total of 610 hours 
of training delivered.
In order to develop the internal competencies of employees and place 
these at the Group companies’ disposal, the Formazione per formatori 
[Training for Trainers] course continued, intended to inform the 90 em-
ployees involved, identified on the basis of the type of expertise held, 
about the main training and classroom management techniques. 
With the support of SAFE (centre of excellence for studies and training 
on topics related to energy and the environment), the Transizione ener-
getica e normativa ambientale [Energy Transition and Environmental 
Legislation] training course was also carried out (see info box).
THE ENERGY TRANSITION AND ENVIRONMENTAL LEGISLATION TRAINING COURSE
Acea sought to offer a training course that could provide an over-
view of European and Italian environmental legislation, with direct 
testimonies from operators and institutions from the world of ener-
gy and the environment, and the necessary expertise to understand 
the market and the organisational context and transform the infor-
mation acquired into tangible and strategic actions.
The course, entitled Transizione energetica e normativa ambientale [En-
ergy Transition and Environmental Legislation], involved 94 employees 
and was arranged into three modules that covered the European and 
Italian legislative and strategic framework, the European New Green 
Deal, Italy’s National Integrated Plan for Energy and Climate 2030, It-
aly’s National Recovery and Resilience Plan (NRRP), Industry 4.0, the 
evolution of environmental legislation, the Consolidated Environmental 
Law, Italian Legislative Decree no. 152/06, the Environmental Impact 
Assessment and the Strategic Environmental Assessment (EIA and 
SEA), the Integrated and Single Environmental Authorisations (IEA 
and SEA), the Life Cycle Assessment (LCA) and the effective com-
munication strategies as a strategic driver of development.
In 2022, training continued for the “Sustainability Ambassadors” 
in the various Functions and Group companies, carried out thanks 
to the second edition of the Agire sostenibile per fare la differenza 
[Sustainable Action for Difference] course, organised alongside the 
Investor Relations & Sustainability Function of Acea SpA and with 
support from SCS Consulting (see the info box). 
Acea Group • Sustainability Report 2022
171

SECOND EDITION OF THE SUSTAINABLE ACTION FOR DIFFERENCE COURSE 
In 2022, Acea planned and carried out the second edition of the 
Agire sostenibile per fare la differenza [Sustainable Action for Differ-
ence] course with the aim of continuing to grow and disseminate 
the culture of sustainability within the Group. In particular, the 
training course sought to: 
	•
provide targeted skills and tools to strengthen the Acea Group’s 
Sustainability Community; 
	•
develop projects with shared value intended to integrate ele-
ments of sustainability into operating processes and promote the 
development of intercompany synergy and shared best practices; 
	•
monitor the effectiveness of the course and maintain a high 
level of participant engagement, through assessments, check-
points to verify the progress of projects and discuss any critical 
issues, and the use of Teams to provide transversal talking points 
and updates of interest.
A total of 42 people were involved in this training course/workshop, 
with 12 projects activated on the following macro-areas: Sustaina-
ble Processes, Tools for Sustainability, Sustainable Innovation, Culture, 
Purpose and Territory, held 3 check-point meetings and 36 one-to-
one meetings aimed at monitoring the progress of the projects. 9 
short training videos were also created and shared with participants 
about the main topics of sustainability.
To support the implementation of the management system for the 
prevention of corruption (UNI ISO 37001:2016) (see also Cor-
porate Identity), a dedicated training course was carried out which 
involved 55 people (of which 28 men and 27 women, divided into 9 
executives, 41 middle managers and 5 clerks), identified following a 
risk assessment, to whom a total of 99 hours of classroom training 
was delivered. The e-learning version of the course was also de-
signed during the year, which will be given to all Group employees 
in 2023. 
The e-learning training delivered via the Pianetacea platform also 
continued, aimed at the entire company population, regarding legis-
lation pursuant to Italian Legislative Decree no. 231/01, pertaining to 
the Administrative Responsibility of Entities and on the new Organ-
isation, Management and Control Model implemented by Acea, on 
the Code of Ethics, on the whistleblowing procedure, on Italian Leg-
islative Decree no. 262/05 pertaining to the Internal Control System 
for Financial Reporting and the QASE Integrated Management Sys-
tem, with the aim of completing the training of all staff and new hires. 
Short training videos on the Privacy Governance Model adopted by 
the Group were also provided.
The Group companies carried out independent remote training, for 
example:
	•
Acea Produzione focused its training on topics related to permit-
ting activities in the photovoltaic sector;
	•
Acea Ambiente organised the “AMBIENTiamoci” training 
course, aimed at new hires, which explained the business supply 
chains and the main ongoing projects, highlighting networking, 
teamwork, shared goals and challenges, and the agile mindset; 
	•
Aquaser, to improve its performance in the field and hone in 
on the “zero accidents” objective, provided transport staff with 
courses on the use of specific equipment (mobile centrifuge, 
sewerage pump, etc.) handled as part of their main work ac-
tivities. The company renewed its commitment to road safety 
by scheduling events intended to illustrate the main operating 
procedures and by promoting communication and interaction;
	•
Deco organised a training course for the development of lead-
ership, intended to improve resource management and adopt an 
effective style of communication. It also held on-site training 
on the control and management of the motor of the system for 
energy recovery from landfill gas, aimed at electrical mainte-
nance technicians. Lastly, it involved staff who hold a category 
C licence in a course aimed at the correct application of driving, 
breaks and rest times, as well as on the correct use of analogue 
and digital tachographs to increase safety levels while driving;
	•
Acea Elabori continued the EPC Academy, with accredited cours-
es on Foundations of Works Management, Site Environmental 
Management and other topics, carried out through widespread 
internal training on the ARIS platform, MEV warehouse accounts 
payable cycle, Antitrust and Legislative Decree no. 231/2001. It 
also continued the technical/specialist training associated with 
the laboratory area, the drone pilot, design, and hydraulic mod-
elling;
	•
Acea Energia organised the GDPR Privacy course on the latest 
developments in data processing (data protection compliance, se-
curity of computer and network systems, profiling analysis models, 
big data, worker privacy, etc.) and the course on the Lean Pres-
entation Design method. Lastly, in the context of digital mar-
keting, it organised specialist training courses on SEO with the 
aim of exploring topics in terms of Search & Advertising;
	•
Areti carried out various training projects to align skills with the 
integration of the MV/LV/PL Network. The company delivered 
training modules on administrative responsibility (Legislative De-
cree no. 231/2001) and continued the training project HV Grid 
– Primary Substations and Protections. Lastly, in the context of 
the Conosci Areti [Do You Know Areti] training plan, it trained new 
hires using onboarding processes dedicated to different profes-
sional forms;
	•
Acea Ato 2 organised the course SAM – SAP Asset Manager 
with the aim of training 762 resources belonging to operations 
on the use of the new application for final calculations from the 
field. It created the Waste Management Environment course 
and Welcome Aboard, a project designed to welcome and sup-
port 87 new hires.
	•
Acea Ato 5 oversaw training on the Quality, Environment, Safe-
ty and Energy Integrated Management System, continued the 
Salesforce course on the use of the new CRM and implemented 
a course for maintenance technicians dedicated to the use of 
SAM, the new system for final calculations from the field that 
replaced SAP WFM. It carried out a training course aimed at 
managers to develop a new mindset and new skillsets to interact 
effectively with their team and external stakeholders, through 
proper management of stressful situations; 
	•
AdF continued the process to consolidate the agile culture within 
the company, accompanied by the dissemination of the reverse 
coaching culture, introduced through experiential training aimed 
at senior managers, middle managers and high-potential junior 
managers. In the technical and operational context, AdF launched 
specific training courses on digitalisation and innovation, with 
particular reference to data analysis and interpretation and man-
agement systems;
	•
Gori organised the Parole ostili [Hostile Words] project, created 
after signing the “Manifesto for non-hostile communication”, 
aimed at employees with the objective of countering all forms 
Relations with the stakeholders
172

of violence, marginalisation and discrimination and to teach 
new language skills and the ability to listen. The training course 
was built using preferences expressed by employees through 
surveys. Two training courses were also launched on Industrial 
Relations and Internal Auditing. 
The traditional and experiential training activities and those on the 
e-learning platform totalled 1,347 courses (886 in 2021). Traditional 
and experiential training was attended by 5,249 people, of which 21% 
women. Courses delivered digitally were attended by 3,264 people, 
of which 30% women. 
138	 The indicator was calculated by comparing the number of hours attended with the total number of employees. 
In 2022, a total of 208,391 hours of traditional, experiential and 
e-learning training was provided, an increase compared to the 
169,522 hours in 2021 (see Table no. 47). 
In 2022, the total hours of training per capita138 was 31 (26 in 2021). 
When analysing the data from a gender perspective, men recorded 
31 hours of training per capita and women 29 hours. The breakdown 
by qualification is: 15 hours of training per capita for managers, 31 for 
executives, 30 for employees and 33 for other workers. 
The overall 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 2022, to € 2,607,445.
Table no. 47 – Training (2021-2022)
TRADITIONAL AND EXPERIENCE-BASED TRAINING COURSES 
course type
courses (no.)
training (hours)
2021
2022
2021
2022
managerial
21
41
14,749
7,708
safety
250
629
58,164
107,612
governance model (*)
34
72
4,260
5,148
operating-technical
571
551
53,575
67,073
total
876
1,293
130,748
187,541
TRAINING COURSES PROVIDED THROUGH THE PIANETACEA E-LEARNING PLATFORM 
whistleblowing
1
1
2,762
504
Sustainability and Agenda 2030
1
1
16,836
3,991
Leadership Model
0
1
0
1,429
technical training
0
25
0
3,401
Code of Ethics
1
1
590
966
antitrust law
1
4
8,643
3,942
GDPR – new European privacy regulation
0
7
0
81
administrative liability of entities (Legislative Decree no. 231/01) 
1
6
590
2,796
safety
2
6
464
2,367
QASE management systems
1
1
358
677
Legislative Decree no. 262/05
1
1
475
696
total
10
54
38,774
20,850
BREAKDOWN OF TRAINING HOURS BY QUALIFICATION AND GENDER 
title
2021
2022
men
women
total
men
women
total
executives
724
149
873
1,013
255
1,268
managers
13,062
6,277
19,339
11,317
5,994
17,311
clerical workers
63,614
32,609
96,223
80,061 40,725
120,786
workers
52,952
135
53,087
68,820
206
69,026
total
130,352
39,170 169,522
161,211
47,180
208,391
NOTE: Training hours do not include training provided to staff who left the company during the year.
(*) the governance training includes anti-corruption.
Acea Group • Sustainability Report 2022
173

In order to develop people’s skills and professionalism, the indi-
vidual performance assessment system is in place. Performance is 
assessed periodically by line managers on the basis of the level of 
achievement of the objectives assigned to colleagues, in line with 
the Group’s industrial and sustainability objectives, and with refer-
ence to the corporate values outlined in the Leadership Model. 
In 2022, to better monitor and guide the succession processes for 
the benefit of a stable organisational model, the new Development 
Centre programme was launched, involving over 200 people. It in-
volves the creation of individual projects for skills growth, which 
contributes to personal success and the success of the organisation 
(see info box). 
The activities related to people development are monitored on the 
SuccessFactors platform and with the help of an internal dashboard 
that can process reports.
INDIVIDUAL DEVELOPMENT PLANS 
The individual development plans are defined on the basis of a de-
tailed Catalogue, in light of the skills to be developed and with a view 
to innovation and continuous improvement, including tools and are-
as of intervention. The Catalogue contains 19 types of development 
measures and tools, grouped into 9 types of training courses, 7 
types of focus team coaching (on employee management, strategic 
thinking, decision-making, effective communication, peer relations 
and change management, managing emotions), individual coaching 
courses, mentoring for both mentors and mentees, supported by 
specific training on methodology and process and, finally, high-level 
training. 
In 2022, 215 assessments were carried out and development plans 
were designed for 56 people in the Group.
Professional development of staff through promotions in the year 
concerned 951 people of which 243 were women, i.e. 26%.
COLLABORATION WITH UNIVERSITIES AND SCHOOLS 
Acea develops partnerships and cooperation with universities, par-
ticipates in studies and research, meetings between companies and 
students and stipulates agreements to promote internships and ap-
prenticeships. Acea consolidated relations with the Tor Vergata, La 
Sapienza, LUISS Guido Carli, Studi Europei di Roma, Federico II di 
Napoli, Lumsa, Scuola Superiore Sant’Anna di Pisa, Università de-
gli studi della Tuscia, Cassino universities and Polytechnic University 
of Milan via the conclusion of agreements aimed at encouraging the 
transition of graduates into the working world. In 2022, despite the 
ongoing difficulties associated with the pandemic, Acea renewed the 
curricular agreements, intended to promote exchange between new 
graduates and the working world, for curricular and extra-curricular 
internships with the Universities of Roma Tre, Tor Vergata, La Sa-
pienza, LUISS Guido Carli, Uni Marconi, Bocconi, Università degli 
Studi Internazionali di Roma – UNINT and Università degli Studi di 
Cassino e del Lazio Meridionale – UNICAS. In 2022, Deco activated 
a framework agreement with the Università Gabriele D’Annunzio di 
Chieti-Pescara, thanks to which it was able to host interns. 
Acea defined partnerships and agreements for the Maris Master, in 
“Reporting, Innovation and Sustainability” and for the EMBA Mas-
ter, both held at Tor Vergata University.
It maintained contacts and relations with the placement depart-
ments of the Alma Mater Studiorum University of Bologna, the 
Polytechnic University of Turin, the Aldo Moro University of Bari, 
the University of Camerino, the Parthenope University of Naples, 
the University of Pisa, those of Palermo, Catania and Messina, and 
the University of Naples Federico II.
In 2022, AdF signed agreements with the University of Siena for 
the development of new technologies based on artificial cells for the 
treatment of wastewater, and with the University of Pisa to develop 
high-level training and research activities on topics of cybersecu-
rity, robotics, Internet of Things and data analysis, in both cases in 
collaboration with Agile Academy. Thanks to these interactions, in 
2022 Acea established 41 training internships and 36 curricular 
internships. It hired 34 young graduates and stabilized the positions 
of 37 young people previously holding internship positions. 
The Group also utilises the professional skills of its staff in university 
master’s degrees and courses and for technical projects. In 2022, 
qualified company staff worked as teachers or provided corporate 
testimonies for university master’s degrees, covering issues relat-
ed to energy, the environment, sustainability and innovation. In 
particular, Acea collaborated with SAFE, a centre of excellence for 
studies and training on issues related to energy and the environ-
ment, and with the LUISS School of Technological Innovation.
Acea also concludes agreements with high schools for school-to-work 
projects and with local high schools and commercial schools in the 
country. GenerAzione Connessa [Connected Generation] (see dedicat-
ed box) was an important project implemented in 2022, in collabora-
tion with schools and thanks to the contribution of Group companies. 
THE GENERAZIONE CONNESSA PROJECT 
The GenerAzione Connessa [Connected Generation] project in-
volved around 308 students from 15 high schools (colleges and 
technical colleges) in Lazio, Umbria, Tuscany and Campania, with 
the aim of raising awareness among the younger generations of en-
vironmental sustainability, diversity and inclusion and encouraging 
them to develop innovative thinking, by nurturing virtuous exchange 
between school and the working world. 
The format focused on the green revolution and the ecological tran-
sition and saw the creation of “Acea Workshops”, during which stu-
dents, supported by facilitators from the ELIS team and the Sustain-
ability Ambassadors of the Group companies, digitally developed 
innovative ideas and creative solutions.
The 2 winning project ideas were developed by: 
	•
the team Smart Under Water with the project MicRobot, a device 
that identifies microplastics present in the water; 
	•
the team Smart Lux, with the project Illuminazione pubblica 
intelligente [Smart Public Lighting] based on sensors.
Relations with the stakeholders
174

INCENTIVE SYSTEMS AND STAFF EVALUATION
In 2022, a new Performance Management Model was applied to 
the entire company population, connected to the evolution of the 
Leadership Model and structured into two different kinds: one for 
executives and middle managers, the other for clerks and manual 
workers. Devised for the assessment of performance and skills, the 
model represents a driver for the achievement of the Group’s growth 
objectives and guides policies for people development, enhancing the 
connection with compensation policies and salary reviews.
The remuneration policy adopted envisages short-term and long-
term fixed and variable remuneration measures (MbO, LTIP).
Regarding long-term incentives, the Long-Term Incentive Plan 
(LTIP) is in place, reserved for Executives with Strategies Respon-
sibilities and other Executives holding key positions in the Group. 
The Plan is divided into three cycles, each lasting three years, at the 
end of which a monetary bonus will be paid, if the objectives are 
achieved. This method is aimed at guaranteeing the continuity of the 
company’s performance, steering the management towards results 
with a medium and long-term outlook. The calculation system is 
subject to the degree of achievement of objectives, as determined 
by the Board of Directors after consulting the Appointments and 
Remuneration Committee, of an economic-financial nature (NFP/
EBITDA and NFP/NP), tied to the profitability of the share (EPS) 
and associated with the Group’s sustainable success, through a 
composite sustainability indicator given a percentage weighting of 
10%, which includes objectives in line with the Group’s industrial and 
sustainability planning. 
The short-term incentive system (annual), Management by Ob-
jectives (MBO), is applied to senior and middle management and 
entitles them to receive a monetary bonus based on the achieve-
ment of objectives established for the year. The system is divided 
into Group objectives which are the same for all involved parties, 
Area objectives (applicable across the relevant Area) and individual 
objectives. 
The Group objectives that are applied to 100% of the recipients of 
the MBO incentive scheme, are based on four indicators (KPIs): 
three of an economic-financial nature (EBITDA, net profit, net fi-
nancial position) and one composite sustainability indicator given a 
weighting of 10%. Managers can choose their Area objectives from 
among those included in the Dedicated catalogue, with a direct link 
to the company’s strategy and operational management. 
With the introduction of sustainability objectives in the incentive 
systems for the MbO population and for top management (LTIP), 
Acea has confirmed the integration of sustainability into business 
activities, strengthening the link between remuneration mecha-
nisms and the achievement of social and environmental objectives.
Employees who are middle managers, clerical and manual workers 
– including those with part-time, fixed-term (including temporary) 
and apprenticeship contracts – are eligible for the performance 
bonus every year. This is a variable payment, linked to qualitative 
and quantitative results achieved in the realisation of business ob-
jectives, in line with the industrial and sustainability planning, which 
aims to have workers participate in company processes and projects 
to increase profitability and improve competitiveness, productivi-
ty, quality and efficiency. Furthermore, payment of an additional 
amount was made by the company in favour of those who allocate 
the performance bonus to supplementary pension schemes. 
There are also benefits for employees, including those with part-time, 
fixed-term contracts and apprenticeship contracts, such as meal 
vouchers, a discounts on electricity tariffs (for staff hired before 9 
July 1996), the subsidies provided through the Company Recreation-
al Club (CRC) and a supplementary health insurance policy. Other 
forms of benefits are provided to staff to support their well-being. 
These include: contributions for medical expenses, health check-ups, 
contributions for the use of emotional and physical well-being ser-
vices, work-life balance and related to family. Furthermore, specific 
benefits are offered to executives, such as the use of a company car 
and the reimbursement of fuel costs. Two insurance policies are avail-
able for all staff, which, in the event of death or accident, guarantee 
the beneficiaries the payment of monetary compensation. 
INTERNAL COMMUNICATIONS
The Internal Media Relations and Communications Unit of the 
holding company oversees communication to employees and con-
tributes to promoting the Group’s principles, values and strategic 
objectives and developing a shared company culture. 
In 2022, the digital platforms again continued to play a central role 
in communication between the company and people, in particular 
My Intranet, a digital environment dedicated to employees which, 
by facilitating the sharing of information, initiatives and events or-
ganised by the Group companies, strengthens people’s engagement 
and sense of belonging to the Group. 
During the year, the portal was upgraded with the new Equality & 
Care section, launched with an internal communication campaign 
and carried out with the aim of promoting inclusion, appreciation of 
diversity and the full expression of individuals in the Group. The sec-
tion highlights the Diversity, Equality & Inclusion Policy adopted by 
Acea and the UNI/PdR 125:2022 certification on Gender Equality 
achieved in the year. 
Another digital interaction channel between Acea and employees is 
the Acea Ti Premia [Acea Rewards You] portal, the innovative space 
for aggregation which makes it possible to share projects, events 
and company gadgets and promote engagement. 
For the first time, in 2022, Acea Ti Premia hosted the second edi-
tion of the Acea Green Cup 2022, with a page dedicated to the 
contest’s candidate projects, various multimedia content and a vot-
ing mechanism for the projects (see also info box in chapter Cus-
tomers, paragraph Communication, Events and Solidarity).
In 2022, the internal communication initiatives remained in line 
with the pillars of strategic planning: ecological transition, sustain-
ability, diversity and inclusion, welfare, safety, engagement, soli-
darity, and innovation. 
The dedicated team, in collaboration with the Human Resources 
Function, provided support for corporate welfare initiatives, de-
signed to promote the emotional and physical well-being of staff 
and their family members, including: Acea Camp, the summer 
camp dedicated to children of employees; Orientiamoci, the webi-
nar aimed at employees and their children to help them make deci-
sions about their professional future; Out of Office, the first street 
gym event organised by Acea, and Sostegno Donna, the support 
channel aimed at female workers in situations of hardship (see also 
the paragraph Diversity, Inclusion and Welfare).
In 2022, the Connessi con Acea [Connected with Acea] project also 
took place, designed by the Communication Function. Its three 
events (see also the paragraph Diversity, Inclusion and Welfare) were 
entirely translated simultaneously into sign language:
	•
Female Empowerment, In Conversation with Giulia Baccarin, held 
on International Women’s Day;
	•
Diverso da chi? [Different from who?] a webinar organised on 
World Day for Cultural Diversity for Dialogue and Develop-
Acea Group • Sustainability Report 2022
175

ment, which hosted the Director of the Fondazione Giangia-
como Feltrinelli and covered topics of diversity and inclusion in 
work and private life; 
	•
Generazioni a confronto [Comparing Generations], a webinar acti-
vated as part of the Corporate Family Responsibility programme, 
attended by the National President of the Forum of Family As-
sociations to explore the importance of generational exchange.
To promote the culture of well-being, the Internal Communication 
team, in collaboration with the Human Resources Function, support-
ed the Previeni con Acea [Prevent with Acea] communication cam-
paign, intended to raise employee awareness about health, preven-
tion and healthy lifestyles. In 2022, the Acea Solidarity Mondays were 
promoted, the initiative that involves employees in supporting char-
itable activities (AISM, Antea, UNHCR, Alfa Odv, La lega del filo 
d’oro, Un…Due…Tre Alessio), and a collection was organised for food 
and essential items in favour of families in most need, in collaboration 
with the Welfare Unit and the ACLI at Acea, delivered thanks to the 
Solidarity Taxi (see also the paragraph Diversity, Inclusion and Welfare).
In continuity with previous years, Christmas gift-giving took place 
in collaboration with Banco Alimentare, with the purchase of 6,475 
gifts for Acea Group employees, and a portion was donated to the 
Community of Sant’Egidio, for the organisation, in collaboration 
with Acea’s Company Recreational Club (CRC), of a Christmas 
lunch for people in financial hardship.
Lastly, during the Christmas celebrations, in collaboration with the 
Events Management Unit, the Chief Executive Officer spoke to 
staff at the headquarters.
DIVERSITY, INCLUSION AND WELFARE
Adopted the 
Equality 
Diversity & 
Inclusion Policy 
and established a dedicat-
ed internal committee
The Solidarity 
Taxi  initiative  
continues for the  
delivery of food and 
essential goods to 
families in most need
Acea further improves 
its score in the  
Bloomberg Gender 
Equality Index: 
81.58/100
Acea SpA is the first 
Italian multiutility to 
achieve certification for 
gender equality
(UNI/PdR 125:2022)
Inclusion, protection of diversity (gender, age, disability, religion, 
race, etc.), combating sexual harassment and bullying are issues 
monitored at the governance level. Indeed, Acea has a Code of 
Ethics, updated at the end of 2022 (see Corporate Identity) and an 
active Ethics and Sustainability Committee, which, among other 
things, has the responsibility of assisting the Board of Directors 
in matters of diversity, with the task of promoting the culture of 
valuing diversity and combating all forms of discrimination.
Acea is one the signatories of the “Utilitalia Pact – Diversity makes 
the Difference”, drafted by the Commission for the Management 
and Promotion of Utilitalia’s Diversity, and has adopted a Group 
procedure on the “Protection, inclusion, promotion of the diversi-
ty and well-being of workers” and signed the CEO Guide to Human 
Rights by the World Business Council for Sustainable Development 
(WBCSD).
The company promotes the application of principles of inclusion 
and appreciation of diversity in all HR management processes (se-
lection, training, development, corporate welfare, etc.), including 
via dedicated procedures.
To this end, in 2022, the Equality & Care Annual Plan was adopted 
at Group level, which includes D&I and corporate welfare objec-
tives and projects, shared with the Ethics and Sustainability Com-
mittee, and showcased on the corporate intranet in a dedicated 
section (see the sub-paragraph Internal Communication).
With specific reference to D&I, the Plan is essential for defining 
a programme of activities aimed both at Group employees, with 
specific initiatives, as well as external stakeholders, with projects 
that generate a positive impact for customers, communities and 
institutions. Each objective is structured into specific actions which 
are monitored using quantitative and qualitative indicators. 
With the aim of implementing the initiatives defined in the Plan, 
Acea has adopted an Equality, Diversity & Inclusion Policy, which 
formalises the Group’s commitment to D&I, has appointed an 
Equality, Diversity & Inclusion Manager, and has established the 
Equality, Diversity & Inclusion Committee (see info box).
ESTABLISHED THE EQUALITY, DIVERSITY & INCLUSION COMMITTEE
In 2022, Acea established the Equality, Diversity & Inclusion 
Committee, a technical and consulting body formed of the Chief 
Executive Officer and several Group managers. The committee 
strives to guide a corporate culture based on promotion of diversi-
ty and fair treatment of people, defining the actions necessary to 
create an inclusive and diverse environment, with the support and 
coordination of the Equality, Diversity & Inclusion Manager.
Relations with the stakeholders
176

In December, Acea SpA was the first listed Italian multiutility to 
achieve certification on gender equality (UNI/PdR 125:2022) and 
the figure responsible for the gender equality management system 
was appointed to manage said system. 
To disseminate the culture of inclusion and value of diversity, in 
2022 Acea informed and raised awareness among employees with 
initiatives open to the entire company population, including:
	•
the Acea Group Equality Manifesto, created thanks to contri-
bution from employees and presented on World Day for Cultur-
al Diversity for Dialogue and Development;
	•
the webinar Female Empowerment – In Conversation with Giulia 
Baccarin, on 8 March, during which discussions were held on 
how technology and artificial intelligence could help us under-
stand the phenomena and promote appreciation of diversity, as 
well as the importance of supporting the entrepreneurial spirit of 
young talent in STEM, with a focus on women;
	•
the webinar Diverso da chi? La diversità e l’inclusione del Gruppo 
Acea [Different from who? Diversity and Inclusion of the Acea 
Group], held on World Day for Cultural Diversity for Dialogue 
and Development, intended to explore the value of equality and 
inclusion in personal and professional settings;
	•
the webinar Generazioni a confronto: come gestire e crescere 
dal confronto generazionale in casa ed in azienda [Comparing 
Generations: How to Manage and Growth from Generational 
Exchange at Home and at Work], which offered useful insights, 
solutions and strategies to find opportunities for growth from 
intergenerational exchange and successfully assist younger gen-
erations in a complicated and continuously changing context;
	•
the opening of a direct communication channel dedicated to 
Diversity & Inclusion to make space for the voices of each in-
dividual, to disseminate initiatives and information and collect 
requests and proposals on these issues.
During the year, Acea obtained various recognitions that attest to 
its commitment to diversity, inclusivity and female empowerment. 
In particular, the company:
	•
was included by the Financial Times and Statista in the special 
ranking of Europe’s Diversity Leaders 2023 (using 2022 fig-
ures), which selects 850 European companies that demonstrate 
leadership in terms of diversity and inclusion;
	•
was included among the 2,000 businesses assessed in the study 
Italy’s Best Employers for Women 2023 (using 2022 figures), 
conducted by the Istituto Tedesco Qualità e Finanza, which, on 
the basis of online references, awarded the 360 best employers 
for women in Italy.
Lastly, Acea was also assessed as part of the Bloomberg Gender 
Equality Index (GEI) in 2022, for the third year in a row. This index 
measures gender equality in terms of five areas: female leadership 
and talent pipeline, wage parity and equality between the sexes, inclu-
sive culture, sexual harassment policies and promotion activities aimed 
at women. The assessment was 81.58 (on a scale of 0-100), an 
improvement on the previous assessment (80.67) and above the 
averages for the sector (73.75) and the sample analysed (72.94) 
(see also chapter Shareholders and Investors).
In the context of corporate welfare, Acea adopts reconciliation meas-
ures to support parenthood, strengthened thanks to the Diversity and 
Inclusion Protocol mentioned above, such as extended parental leave 
for family reasons for working mothers or working fathers, extend-
ed paternity leave, with the addition of two extra days of paid leave, 
on top of those required by law, to be taken within two months of 
the birth, adoption or fostering of a child; the hourly permits for the  
enrolment of children at nursery school, kindergarten and the first 
day of primary school.
Furthermore, an extension is envisaged to the number of days of 
remote working, according to the current provisions of the law, for 
pregnant working mothers with children up to the age of 3 and 
working fathers with children up to the age of 3, in the absence of 
another parent or with another working parent who does not have 
access to remote working, and for staff who are family caregivers.
With a view to reducing the gender gap in terms of opportunities 
for growth, Acea took part in the “Riparto” open notice, issued by 
the Department for Family Policy – Presidency of the Council of 
Ministers, which promotes female empowerment. 
Again in 2022, the company participated in the Sistema Scuola Im-
presa [Business School System”] project, coordinated by the Elis 
consortium, helping to create the “Inspirational Talks Role Mod-
el” initiative: a programme for the promotion of STEM (Science, 
Technology, Engineering and Mathematics) training programmes 
among female middle and secondary school students. The project, 
in continuity with 2021, involved 15 female Acea Group profession-
als who, as role models, recounted their experiences of professional 
success in male-dominated sectors and sent a message of encour-
agement to the younger generation about the possibility of realising 
their professional aspirations. 
Acea actively promotes corporate well-being, starting with the 
needs of its staff, which are determined over time through surveys. 
The Group Welfare Plan was enhanced in 2022, identifying six 
fundamental pillars relating to: health, work-life balance, emotional 
and physical well-being, supplementary pensions, economic assis-
tance, and family. 
The income support measures include the option to convert the per-
formance bonus into welfare services (flexible benefits) through the 
My Welfare platform, enriched with personal and family services 
(family services, travel, transport, health and health insurance, sup-
plementary pensions, sport and leisure, etc.), as well as the imple-
mentation of the category of fringe benefits, according to the pro-
visions of current legislation. Furthermore, employees can use the 
Corporate Benefits exclusive platform, which contains a wide range of 
products offered at a discount.
Acea has reused part of the tax relief, enjoyed thanks to the Wel-
fare Plan, for the benefit of all employees through the payment of an 
additional amount for those who allocate their performance bonus 
to supplementary pension schemes (see also the paragraph Industrial 
Relations) and by offering preventive health services and check-ups, 
carrying out campaigns to promote primary and secondary preven-
tion and healthy lifestyles as well as making an economic contri-
bution to the provision of services for the emotional and physical 
well-being of employees and their families.
To promote the initiatives of the Welfare Plan, in 2022 a significant 
communication campaign was carried out with information videos 
about the measures implemented by the company in favour of em-
ployees, the administration of a survey to map emerging require-
ments as well as the organisation of multiple information events. 
During the year, Acea:
	•
organised the prevention campaign  Previeni con Acea [Prevent 
with Acea] as part of which it activated the Bimbi Sicuri [Safe 
Children] course aimed at employees and dedicated to paediat-
ric prevention in emergencies and organised, in collaboration with 
Susan G. Komen Italy, four days dedicated to cancer prevention 
for employees, during which 520 breast, dermatological and 
Acea Group • Sustainability Report 2022
177

endocrinological screenings were carried out free of charge;
	•
participated, with a team formed of 100 colleagues, in the Race 
for the Cure, the largest event dedicated to women who are fac-
ing or have faced breast cancer; 
	•
on International Day for the Elimination of Violence against 
Women, deployed the Sostegno Donna [Support for Women] 
channel of assistance to those who need to talk to selected pro-
fessionals, also offering the possibility of undertaking specific 
counselling, psychological, psychotherapeutic, pedagogical and 
parenting support courses;
	•
developed Mi prendo cura di te [I take care of you], a caregiv-
er service, totally free of charge, aimed at providing person-
alised advice from a professional able to support people in the 
management of educational and/or social care needs (support 
services for the elderly and people with disabilities, for children, 
specialised services with the availability of psychologists, nurses, 
physiotherapists, etc.);
	•
strengthened the wellness programme in collaboration with 
Fitprime, intended to promote physical well-being and fuel and 
encourage the adoption of a healthy lifestyle with sports, diet 
personalised by a nutritionist and street gym events, which took 
place during the year in the streets of the historic centre;
	•
introduced a bike sharing service intended to facilitate sustaina-
bility mobility for work-related travel;
	•
actions in support of parents to encourage a better balance be-
tween work and childcare, such as the summer camp for boys 
and girls aged 6 to 14, which aims to promote the values of sport 
among the younger generations, the course on career guidance, 
aimed at parents and children aged 16 to 19, to promote bet-
ter awareness of their soft skills, and an information campaign 
about the company’s crèche (see the paragraph Community Life 
at Acea);
	•
deployed a permanent advice channel aimed at working mothers 
and fathers, through which the company interacts with them and 
collects information about their needs with a view to reducing the 
gender gap;
	•
activated an agreement with the “Unitelma Sapienza” online uni-
versity, providing discounts for employees and their family mem-
bers for bachelor’s and 1st and 2nd level master’s degrees;
	•
participated, alongside the Innovation Unit of Acea SpA and the 
association “La Carica delle 101”, in the launch of the 3Ws call 4 
start-ups – Women, Welfare and Work-Life Balance, aimed at 
scouting innovative corporate welfare services (see also chapter 
Institutions and the Company).
Finally, the solidarity and food support project Solidarity Taxi con-
tinued in 2022. It was promoted in the Rome area in collaboration 
with the ACLI of Rome with the aim of providing concrete help to 
the families in most need and those most affected by the pandem-
ic. The project involved the donations of parcels containing food 
and medicine by employees, and former employees contributed by 
driving a van, loaned free of charge by Acea, to deliver the solidarity 
parcels in the municipality of Rome. 
Acea has employees belonging to protected categories (disabled 
people, orphans, etc.) who, in compliance with the law139, are guar-
anteed support services, assistance and technical support tools to 
facilitate the performance of the tasks entrusted to them. In 2022, 
200 employees (117 men and 83 women) belonged to protected 
categories. 
In the year under review, there were no cases of discrimination 
against Group employees.
139	   Italian law no. 68/99.
COMMUNITY LIFE AT ACEA
Some structures perform work of a social nature, directly involv-
ing employees: the Company Recreational Club (CRC), the Gold 
Medal Association and the Association of Christian Italian Workers 
(ACIW). 4,448 members were enrolled in the Company Recrea-
tional Club in 2022. 
The CRC was responsible for managing the company’s crèche, 
open to children of employees and children of residents of Munic-
ipality I, and accommodating 34 children in the first half of 2022 
and 35 in the second half. 
The Club offers cultural, sport, tourism, economic, and commercial 
initiatives and personal services, and its aim is to enhance the free 
time of its members, without losing sight of aspects of social in-
terest. An important solidarity tool among employees is the Emer-
gency 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 Resources Function 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 services, 
dental services, legal advice, etc. and active commercial agree-
ments, sports ticket sales, theatre 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 (ACLI) at Acea pro-
motes social initiatives, solidarity and support. 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 employ-
ees. The association is also involved in providing services such as 
mortgage and loan advice, school assistance for children of em-
ployees attending lower and upper-secondary schools, and various 
other initiatives benefiting employees, such as the organisation of 
language courses and cultural and sports activities. The ACLI once 
more supported initiatives of social value in the local area in 2022 
(Banco Alimentare, Caritas, etc.).
Chart no. 46 – Members that have used CRC services (2022) 
2,022 members utilized tourism 
services
1,145 members interested in insurance 
instalments
26 members interested in purchase 
instalments
936 members utilized the so-called 
“dono della Befana” bonus benefits
20 members utilized scholarships
Relations with the stakeholders
178

SHAREHOLDERS AND INVESTORS
Through the Investor Relations & Sustainability Function and in 
cooperation with the competent corporate structures, as a listed 
issuer, Acea provides the financial community with a flow of con-
tinuous, timely and useful information for a correct assessment 
of the Group’s current and prospective situation, with adequate 
emphasis on ESG elements (Environmental, Social and Governance) 
that are increasingly integrated with financial aspects. The informa-
tion is conveyed through current and potential direct relationships 
with analysts and investors, and through specific communications 
(price-sensitive press releases, company presentations) that are 
made available on the institutional website (www.gruppo.acea.it), 
respecting the principles of propriety, clarity and equal access.
Additionally, working with the competent structures, the Corporate 
Affairs Function is responsible for the management of information 
flows with the Supervisory Authorities (Consob and Borsa Italiana) 
and the corporate obligations required by law for listed companies.
ECONOMIC FLOW TO  
SHAREHOLDERS AND INVESTORS 
For shareholders, at the Shareholders’ Meeting, the Board of Di-
rectors proposed the distribution of a dividend of € 0.85 per share, 
in line with 2021, equivalent to € 180.6 million, which correspond 
to a payout of 65% on net income, after allocations to third parties. 
In 2022, Acea suffered a decrease of 31.1% on the stock exchange, 
a trend substantially in line with the performance of Italian local util-
ities. The closing price at 30 December 2022 (final trading day of 
the year) was € 12.92, corresponding to a market capitalisation of 
€ 2,752 million.
The maximum value of € 18.84 was reached on 3 January, while 
the minimum value of € 10.70 was reached on 12 October. During 
2022, the daily average volumes traded were above 131,000 shares 
(compared to 120,000 in 2021).
Table no. 48 – Performance of stock exchange indexes and Acea 
shares (2022)
change % 31.12.2022
(compared to 31.12/2021)
Acea
-31.1%
FTSE Italia All Share
-14.1%
FTSE MIB
-13.3%
FTSE Italia Mid Cap
-21.0%
MIB ESG
-14.4%
ACEA IN THE MIB ESG AND IN THE SE MID ITALIAN INDEX
In 2022, Acea was included in two sustainability indices of reference 
for companies listed on the Italian stock exchange: MIB ESG and SE 
Mid Italian Index.
MIB ESG includes 40 companies, selected from the basket of the 
60 companies with higher liquidity, on the basis of the best social sus-
tainability, environmental and governance performances assessed by 
Moody’s ESG Solution as well as exclusion from controversial sectors 
(e.g. tobacco and arms) or disputes concerning lack of compliance 
with the principles of the United Nations Global Compact.
SE Mid Italian Index includes 20 medium-sized companies, selected 
on the basis of capitalisation and free float values, on a benchmark 
of 30 stocks, and their weighting in the index derives from the score 
assigned to them by Standard Ethics Rating (SER), requested or not.
€ 111.7 million are allocated to financing stakeholders (€ 97.4 mil-
lion in 2021). The average overall all-in cost of the Acea Group’s 
debt on 31/12/2022 was 1.44%.
Regarding the composition of medium/long-term debt consolidated 
as at 31 December 2022, approximately 82% of the total amount 
derived from transactions on the capital market (corporate bonds). 
Regarding the banking sector, the Group mainly deals with entities 
whose mission is to finance strategic infrastructure, such as the Eu-
ropean Investment Bank (EIB, around 10% of the consolidated debt) 
and the Cassa Depositi e Prestiti (CDP, around 3% of the consolidat-
ed debt). These Institutions ensure loans, to entities with creditwor-
thiness such as Acea, with a maturity 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.
THE FIRST SUSTAINABILITY RATING-LINKED LOAN BY ACEA 
In August 2022 Acea signed an initial revolving “Sustainability 
Rating Linked” credit line of € 200 million with a duration of 3 
years with Cassa Depositi e Prestiti, connected to two sustainability 
rating targets. The pricing of the new credit line is linked to the level 
assigned to Acea by the ratings of Standard Ethics and the Inte-
grated Governance Index of ETicaNews and their related perfor-
mance. As for the current situation, in case of improvement in the 
two ratings in a given period in 18 months and until the end of the 
three years, the applicable spread would shrink; in case of improve-
ment of just one rating and confirmation of the other, the reduction 
of the spread would be lower; if, however, the opinion worsens, the 
spread would increase.
During the year, Standard Ethics confirmed the Group’s corporate rat-
ing at “EE” (investment grade) and increased Acea’s outlook from “sta-
ble” to “positive”, while ETicaNews assigned Acea the Integrated Gov-
ernance Index (IGI) rating of 60.45 (scale 0-100), following which the 
company was ranked 16th out of the 86 total candidates, entering the 
category “ESG Identity Leader”.
Acea Group • Sustainability Report 2022
179

AGENCY RATINGS 
Table no. 49 – 2022 rating
Agency
Long-term rating
Outlook
Moody's 
Baa2
negative
Fitch
BBB+
stable
Following the rating assigned to Italian sovereign debt, Moody’s 
changed Acea’s outlook from “stable” to “negative”, at the same 
time confirming the long-term issuer rating and the senior unse-
cured rating at “Baa2”, the Baseline Credit Assessment at “Baa2”, 
and the “(P)Baa2” level assigned to the EMTN programme. Acea’s 
ratings remain a notch above those of the Italian government, by 
virtue of the quality of the diversified business portfolio and the 
Group’s strategic focus on regulated activities.
Fitch entirely confirmed its rating previously assigned to Acea of 
“BBB+” and a “stable” outlook. The rating reflects Acea's strategic 
focus in regulated activities, along with prudent management of en-
ergy hedges and the solid level of available liquidity.
FINANCIAL DISCLOSURE 
In compliance with the Policy for the Management of Relations with 
Institutional Investors, Shareholders and Bondholders (Engagement 
Policy), Acea had around 400 interactions during the year with in-
stitutional investors, analysts and bondholders, through participation 
in events also held digitally: “one-on-one” meetings and wider pres-
entations, investor conferences, roadshows and reverse roadshows. 
Furthermore, conference calls and webcasts were held during the 
approval of the annual and interim results and numerous contact was 
made with analysts/investors including through email exchanges.
In 2022 over 110 studies/notes on the Acea stock were published. 
Five business banks analyse Acea shares with a high level of conti-
nuity: four brokers gave the Acea share a “positive” rating and one a 
“neutral” rating at 31 December 2022. 
ESG ANALYSTS EVALUATE ACEA
In the current macroeconomic context – characterised by global 
recession, inflationary pressures, increased interest rates, and the 
conflict in Ukraine – sustainable funds are showing resilience in line 
with “traditional” ones.
The increasing attention ESG investors place on Acea is confirmed 
by their growing participation in the company’s equity. Based on an 
analysis carried out in November 2022, these Shareholders repre-
sent 6.4% of Acea’s share capital (5.5% in the previous year) and 
about 51% of the total number of institutional investors (compared 
to 40% in 2021). They consist mostly of European funds, followed 
by investors from North America.
Acea’s position in assessments by analysts, ratings and benchmarks 
is shown below.
Acea was included in the “Management” cat-
egory with level B by CDP (formerly the Carbon Disclosure Pro-
ject), a slight decrease on the level previously assigned (A-) because, 
despite scores higher than the sector average in nearly every area of 
analysis, the lack of definition of Group science-based climate targets 
impacted negatively on the rating.
CDP is the international organisation of reference, supported by 
over 680 institutional investors, with over 130 trillion in assets under 
management, which promotes attention on the global management 
of the risks and impacts of climate change, inviting companies to pro-
vide structured and precise information on the subject. Each year the 
CDP publishes a ranking of its assessments for each organisation. In 
2022, over 18,700 businesses, of which 5,800 in Europe, disclosed 
their information through the CDP questionnaire. 
 Acea saw its sustainability solicited rating 
confirmed by the independent agency Standard Ethics (SE), with 
a rating of EE (investment grade, F/EEE scale), as well as its positive 
outlook and long-term expected rating (EE+). In 2022, Acea en-
tered the SE Mid Italian Index formed of 20 companies listed on 
the Italian Stock Exchange selected from a list of 30 companies, 
whose composition is based on capitalisation and free float values 
and in consideration of the industrial sector and the rating assigned.
Acea has been included among the 15 largest EU-listed multiutili-
ties of the SE European Multi-Utilities Index since 2020. This in-
dex strives to provide an overview of the level of sustainability pro-
gressively achieved by companies operating in the field of essential 
public services.
 Acea further improved its performance in the as-
sessment of the French ESG agency GAIA Rating (EthiFinance 
Group), achieving a score of 62/100 (38/100 in the previous year, 
recalculated using the new methodology in force from 2022), rank-
ing 9 points higher than the sector average. The agency assesses 
companies in 4 areas of analysis: environment, social, governance, 
and stakeholder relations. In particular, Acea achieved the following 
scores in 2022: Governance 70, Social 81, Environment 83, External 
Stakeholders 80, all above the average score for companies in the 
sector. The assessment process is based both on public evidence 
provided by the companies and on direct comparison with them; 
at both stages the agency carries out checks on the reliability and 
robustness of the data.
Acea's presence in the Bloomberg Gender Equality Index has been 
confirmed for the third consecutive year, with a further improve-
ment in the score received, which is 81.58 for 2022. This index in-
cludes 485 companies, from 45 countries, which best value gender 
equality in their disclosure and corporate practices (for more de-
tails see the paragraph Diversity, Inclusion and Welfare in the chapter 
Staff).
During the year Acea also received ESG ratings from other major 
players: Sustainalytics, which assigned the company a medium level 
of risk (just above the threshold with a score of 20.1), demonstrat-
ing its optimal oversight of management; MSCI ESG Rating which, 
by assessing the proactive management of the ESG risks to which 
Acea is exposed, confirmed the “A” rating (scale from AAA (leader) 
to CCC). During the year there were also interactions with Corpo-
rate Knights for the agency’s ESG assessment initiatives, and with 
ISS ESG which confirmed the rating already issued (C+). 
Relations with the stakeholders
180

INSTITUTIONS AND THE COMPANY
Acea  
receives the 
SMAU 
2022 
Innovation 
Award
third edition  
of Acea  
Innovation Day  
a tour of “People, Terri-
tories and Experiences 
through the Ecological 
and Digital Transition”
Collaboration  
continues with  
House of Emerging  
Technologies in 
Rome: smart 
city of the 
future
Foundation of Acea  
Innovation  
Antenna:  
the first international 
collaboration programme 
for scouting start-ups and 
innovative solutions active 
in Silicon Valley
140	 The obligation arises for the Parent Company due to its control of Acea International, the vehicle company through which shares in the overseas companies are held. The data 
produced in the Country by Country Report are merged into the audited Consolidated Financial Statements.
141	  The low amount of revenue, and consequently the taxes paid, in relation to the Group’s activities in foreign countries has led to the overseas companies being reported as 
non-material from an economic/financial point of view; in addition, the potential evolution of the sector and other strategic and representative criteria regarding the Group’s 
development and main impacts, have resulted in them not being included within the scope of the Consolidated Non-Financial Statement. The main data and information referring 
to these companies are however included in the Sustainability Report (see the chapter Water companies data sheets and overseas activities). Although the issue of GRI 207 – Tax 
was not included among the material issues identified with the involvement of stakeholders and therefore does not appear in the GRI Content Index, it is nevertheless mentioned 
here as testament to transparency and good accounting practice.
Acea interacts with institutional actors and stakeholders of refer-
ence according to a participatory logic in order to generate shared 
value for the benefit of all stakeholders, primarily the community 
and the regions it operates in.
RELATIONS WITH INSTITUTIONS 
Relations with the institutions are focused on the economic dimen-
sion (taxes and fees) and the social dimension (relations with local 
institutions, sector authorities, consumer associations and other 
civil representatives etc.), in line with current legislation and the 
Group’s Code of Ethics, updated in 2022.
The economic value distributed in the year to public authorities 
in the form of taxes was € 186.8 million (approximately € 150.7 
million in 2021). The tax rate for the year is equal to 37.6% (it was 
30% in 2021). 
The Tax Management Unit in the Parent Company’s Adminis-
tration, Finance and Control Department, develops tax policy at 
Group level, monitors legislative changes, ensures periodic compli-
ance and provides assistance and advice to the Acea SpA structures 
and the Group companies for the application of tax regulations. 
The Unit also prepares, where appropriate, specific information on 
the subject for the Control and Risk Committee. Acea interacts 
with the Authorities appointed in a collaborative and transparent 
manner and annually reports on updates to the main legal tax dis-
putes in the Consolidated Financial Statement, to which reference 
should be made. In compliance with the relevant legislation, Acea  
produces a Country by Country Report140, which lists the informa-
tion on taxes paid in each jurisdiction in which the Company operates.  
According to the latest Country By County Report filed by Acea in 
2022 with the Italian Revenue Agency covering 2021 data, 97% of 
the total amount is paid in Italy141 while the remaining 3% is paid in 
the Dominican Republic, Honduras and Peru, where the Company 
operates in the water sector to improve the service, with reference 
to certain technical and management aspects (see the chapter Wa-
ter companies data sheets and overseas activities). Overseas activi-
ties refer to locally managed businesses and are not connected to 
delocalisations carried out to draw fiscal benefits from favourable 
jurisdictions. In fact, Acea has not defined a tax strategy and does 
not intend to establish any aggressive tax planning to gain a com-
petitively advantageous position.
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 2022, the total amount of this item was ap-
proximately € 3.25 million (€ 2.91 million in 2021). 
Partnerships with public institutions are aimed at carrying out in-
itiatives with positive effects in the local region and the public’s  
quality of life (see the chapters Customers and the community, Per-
sonnel and Relations with the environment). 
The new edition of the Group’s Code of Ethics, approved in late 
2022, devotes a section to Relations with Institutions, Public 
Administration, Political Parties, Trade Unions and Associations, 
establishing that: “Acea actively and fully cooperates with independent 
Authorities, establishes relationships with the Public Administration in 
compliance with the reference regulatory provisions, as well as with the 
Acea Group • Sustainability Report 2022
181

internal procedures, so as not to compromise its reputation and integri-
ty, always operating with fairness, equity, transparency and traceabil-
ity, avoiding collusive and corruptive attitudes and actions of improper 
influence. Acea does not contribute in any way to the financing of 
parties and trade unions or other organisations related to them, or 
of their representatives and candidates. Acea does not make contribu-
tions to organisations with which a conflict of interest may arise, such 
as trade unions, environmental or consumer protection associations». 
In 2022, Acea did not contribute in any way to the financing of 
parties or other political organisations, trade unions, including with 
legal form as an association or foundation instrumental to them, nor 
of their representatives and candidates.
The supervision of relations with institutional entities is defined by 
an organisational model that attributes competences and respon-
sibilities to the corporate structures of reference. In particular, the 
Institutional Relations Function protects corporate interests and 
represents the Group’s positions in dialogue with Industry associa-
tions, Research centres, Standard-setting bodies and local, nation-
al and international public and private institutions and bodies. The 
Legal Affairs Function supports the Group Companies for legal 
aspects related to the activities, the Corporate Affairs Function 
handles communications with the Supervisory Authorities Borsa 
[Italian stock exchange] and Consob [National Commission for 
Companies and the Stock Exchange] and the Regulatory Function, 
in coordination with the relevant divisions established within the 
Group Companies, handles relations with the regulatory bodies in 
the relevant sectors, also to minimize 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 – including through interaction with administra-
tive, regulatory and control bodies. 
INTERVENTIONS BY SECTOR AUTHORITIES WITH RESPECT TO ACEA: REVIEWS, BONUSES AND PENALTIES
Regulatory Authority For Energy, Networks and Environment 
(ARERA)
In the regulated sectors, the Regulatory Authority for Energy, 
Networks and Environment (ARERA) has established bonus and 
penalty mechanisms to encourage the improvement of the perfor-
mance of service operators.
In the distribution of electricity, the regulatory experiment on service 
continuity for LV users, approved by the Authority, envisages a final 
balance at the end of the first four-year period 2020-2023, there-
fore Areti paid no penalty in 2022.
However, during the year Areti paid around € 9,000 to the Cas-
sa per i Servizi Energetici e Ambientali (CSEA) for exceeding the 
standards set for MV users and around € 615,000 to MV and LV 
end customers for prolonged and extended outages. By January 
2023, the company will receive around € 8.5 million as a bonus for 
interventions aimed at increasing the resilience of the distribution 
service in relation to 2021.
In the water sector, with resolution 183/2022/R/idr, ARERA defined 
the first application of the incentive mechanism for the regulation 
of the technical quality of the integrated water system (RQTI) for 
the years 2018-2019, which provides for bonuses and penalties, on 
the basis of which: Acea Ato 2 received a bonus of € 23,644,920; 
Acea Ato 5 a penalty of € 168,817 and a bonus of € 731,691; Gori 
€ 208,184 penalty and € 1,846,066 bonus; AdF € 79,746 penalty 
and € 271,277 bonus, for a total of € 456,747 in penalties and € 
26,493,953 in bonuses. 
Furthermore, the water companies in 2022 accrued automatic com-
pensation to customers (Acea Ato 2 for around € 220,000, Acea 
Ato 5 for € 11,000, AdF for € 16,000, Gori for € 127,000, and 
Gesesa for € 26,000), relating to contractual quality performance.
Antitrust Authority (AGCM)
On 13 December 2022, the Authority informed Acea Energia of 
the start of an investigation proceeding, adopting at the same time, 
a precautionary proceeding against the company, through which 
it disputed a possible violation of art. 3 of the Aiuti-bis Decree. 
The company appealed against the legitimacy of the precaution-
ary proceeding before the Lazio Regional Administrative Court. 
On 30 December 2022, the AGCM, following the order adopted 
by the Council of State on 22 December 2022 in relation to an-
other market operator, and taking into account the changes made 
to art. 3 of the Aiuti-bis Decree by the so-called “Milleproroghe” 
[Thousand Delays] Decree, amended the precautionary proceeding 
previously adopted in relation to Acea Energia, suspending only the 
effectiveness of unilateral change and/or renewal/update/variation 
communications of the economic conditions of tender for perma-
nent contracts with no clear, effective and predetermined or prede-
terminable expiry. In consideration of the proceeding, the company 
proposed additional justifications for the appeal as part of the case 
already pending with the Lazio Regional Administrative Court, with 
the aim of obtaining its annulment.
Judicial Authorities
On 5 July 2022 the Court of Frosinone, receiving the request 
filed by the Public Prosecutor’s Office, ordered against Acea Ato 
5 the preventive seizure of the Imhoff treatment plant named La 
Valle Centro Strada, located in the Municipality of Fontechiari. The 
decree was issued following the exceeding of limit values for waste-
water discharged by the treatment plant and due to the absence 
of the required authorisation for the discharge of wastewater into 
the soil. This initiative is part of the criminal proceeding filed under 
no. 670/2022 R.G.N.R. involving two managers of the Company. 
On 8 November 2022 the Public Prosecutor’s Office issued the 
decree for seizure of the plant following the communication of de-
commissioning by Acea Ato 5 of the Imhoff tank subject to seizure. 
With reference to Demap, following a fire that occurred in De-
cember 2021, an order was issued to seize the burnt waste and the 
related warehouse owned by it. To date, the criminal proceeding 
is against persons unknown in relation to the offences set out by 
art. 256, Legislative Decree no. 152/2006 (unauthorised waste 
management activities) and art. 449 of the Penal Code (negligent 
crime).
Relations with the stakeholders
182

EMERGENCY MANAGEMENT PLANS
In synergy with public institutions, private entities and research 
bodies, Acea carries out environmental and social initiatives and 
projects aimed at protecting common heritage; these projects are 
referred to and illustrated herein (see, for example, Relations with 
the Environment or the chapter Customers).
Acea is active in the prevention and management of critical events, 
and in the event of an emergency it provides support to the au-
thorities responsible for public health, civil protection and public 
safety. 
In particular, the Group companies ensure the highest levels of 
safety and continuity in the provision of managed services, in col-
laboration with public institutions.
To this end, they have established procedures and tools that, in crit-
ical events (unavailability of central systems, breakdowns, adverse 
weather conditions, peak demand and network stress, etc.), are able 
to restore operating conditions of networks, plants and systems 
in a timely manner (see also the chapter on Protection of assets 
and management of internal risks in the section on The company as 
a stakeholder). 
Each operating company has Plans for managing emergencies and 
intervention procedures and, through the control centres, con-
stantly monitors the status of networks and equipment – water 
and sewage, electricity and public lighting – in partnership with the 
Municipal and National Civil Protection and local authorities.
Whenever an event affects the managed services (damage to plants 
and/or networks, water/energy crisis, etc.), the companies of the 
Group notify the competent bodies to facilitate the coordination 
of interventions.
Acea SpA has a procedure for managing health and environmental 
emergencies with an impact on the population, for which it defines 
the level of risk (low, medium and high) and provides for the or-
ganisation of intervention teams. The company also holds Biosafety 
Trust certification for actions to prevent and control viral infections, 
including coronavirus.
The emergency management Plan of Areti, which manages the 
distribution of electricity, deals with widespread breakdowns and 
unavailability of the grid. It defines the different states of activa-
tion (ordinary, alert, alarm and emergency), according to the oper-
ational and environmental conditions, the procedures for the acti-
vation (and subsequent reset) of the same states, the units involved 
and the respective roles, and the resource materials necessary for 
maintaining or restoring equipment. It also provides for the appoint-
ment of a Head of Emergency Management and an employee ded-
icated to the management of safety, in specific cases. The detailed  
Operating Plans indicate methods for quickly managing the types of 
disruption (such as flooding, fires, disruptions to the remote-con-
trol network, etc.) and procedures to be followed, for example, for 
restarting the electrical system in the event of a blackout of the 
National Transmission Grid (NTG) or re-establishing power for 
strategic users (such as parliament, the government, the State of 
Vatican City, etc.), the materials, equipment and resources to be 
involved depending on the case. The master plan and detailed oper-
ating plans are updated on a yearly basis and periodically improved 
on the basis of analyses of real cases. The effectiveness of proce-
dures and the functionality of equipment are tested by means of 
drills. In addition, with a view to improving processes, the Company 
created a platform for the real-time acquisition and monitoring of 
weather events, in order to prevent potential risks from changes to 
the operating conditions of the electric grid.
Plans for the management of emergencies of the water companies 
define conditions that compromise the continuity and quality of 
the integrated water service, classify the emergency levels, de-
scribe the preventive and remedial measures for the types of un-
foreseen events (damage to the networks, pollution, water crisis and 
emergencies related to the sewerage and treatment service) and 
provide for the division of tasks among the areas involved (technical 
area and communications). These are shared with local institutions 
(such as Governmental Territorial Offices, Local Health Authorities, 
Area Management Agencies). In particular, the Acea Ato 2 Plan is 
updated in line with the Water Safety Plan guidelines and takes 25 
critical scenarios into consideration, specifying the consequences, 
manoeuvres to be carried out on infrastructure, and the mitigation 
actions required for each of them. The Emergency Standing Com-
mittee is also operational, which meets periodically, proposes train-
ing activities, and establishes interventions in serious emergencies.
AdF collaborated with the Tuscan Water Authority on the up-
dating of the Emergency Operating Plan for the drinking water 
crisis (EOP), aimed at monitoring and preventing water emergen-
cies through the periodic reporting of critical issues found within 
the region, and providing support for operational decisions when an 
emergency arises. In the context of the critical issues outlines in the 
Plan, AdF has in place a Water Crisis Emergency Management Op-
erating Procedure which, establishes the sequence of activities to 
be carried out, detailing all of the entities involved, measures to be 
taken, documents/databases to be consulted/updated/produced, 
and correspondence to be sent, for every expected level of severity.
For an organised and prompt approach to the emergencies that 
could occur on backbone pipelines and plants, AdF has prepared 
specific Disaster Recovery operating manuals, which act as guide-
lines in the event of damage and contain precise instructions on the 
manoeuvres to be carried out. For breakdowns on the main back-
bones that serve the majority of the region, the manuals indicate 
the time frames, the instrument references, offsetting measures to 
alleviate the disruption and the operations for reopening the flow, 
also allowing non-expert staff to manage the main steps in an emer-
gency.
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 
minimize unplanned non-routine maintenance work. Each site is 
also equipped with Emergency Plans that take into account the 
scenarios identified for endogenous and exogenous emergen-
cies. These Plans examine aspects related to the safety of work-
ers, ensuring their safety with specific behavioural and evacuation 
procedures, checked on a yearly basis, and aspects related to the 
protection of the environment, identifying the interventions aimed 
at limiting contamination of environmental media (air, water and 
soil). Permits by virtue of which the plants are managed also include 
communication requirements and methods for non-routine or 
emergency events to the competent bodies, in order to guarantee 
the maximum dissemination of information and, where appropri-
ate, the coordination of the intervention.
In 2022, Acea Elabori further revised the Emergency Plans of the 
Grottarossa and EUR2 Centres, previously updated in 2021 with 
the inclusion of the measures to counter the spread of Covid-19, 
and implemented the management system for the prevention and 
control of infections by Biosafety Trust Certification (RINA). 
Finally, it should be noted that during the year, a specific training 
course was dedicated to “emergency management” and aimed at 
employees of the Group companies (see paragraph Occupational 
health and safety).
Acea Group • Sustainability Report 2022
183

PROJECTS FOR THE INNOVATIVE AND SUSTAINABLE 
DEVELOPMENT OF THE AREA
In the water segment, Acea has adopted the Smart Water Com-
pany model which is characterised by responsible and sustainable 
management of water resources, thanks to the increasing digitali-
sation of the network. 
During the year, some water companies, in agreement with local 
administrators, started or continued a programme of installation 
of Water Kiosks in the areas managed (see the chapter Customers, 
paragraph Quality Delivered in the Water Segment). 
Furthermore, AdF created and inaugurated the Museum of Water 
in the Municipality of Castiglione d’Orcia (SI), a space intended to 
enhance the connection between community and water resources, 
and to raise awareness among citizens of environmental issues. AdF 
also activated a course dedicated to Renewable Energy Communi-
ties, with the objective of promoting the territory’s energy transi-
tion, including through several conferences and public events, for 
example with the Union of Municipalities of the Val di Merse (SI) 
and with the Municipality of Abbadia San Salvatore (SI). 
In 2022, in collaboration with the Campania Region and the Cam-
pania Water Authority, Gori continued with its plan to remove pol-
lution from the hydrographic basin of the Sarno river, thanks to the 
Energie per il Sarno [Energy for the Sarno] project. In particular, 
energieperilsarno.it was launched during the year to engage with 
citizens. The website describes, in real time, the progress of the 
investment programme. Furthermore, in synergy with those same 
institutions, Gori launched the Azioni per l’acqua [Actions for Wa-
ter] project, financed with NRRP funds and intended to protect the 
water resource and reduce leaks in the distribution networks.
The Acea Group collaborates with ENEA, the Istituto Superiore di 
Sanità (ISS), the CNR and other organisations of scientific impor-
tance, with the objective of developing innovative solutions to indus-
trial processes, in particular on the sustainable management of the 
waste cycle and the water resource and on the recovery of materials 
of value from residues of the combustion of waste. 
Lastly, in 2022, Acea Ambiente signed a memorandum of under-
standing with the Metropolitan City of Turin to verify the feasibility 
of reusing recycled polymers to create road surfaces, in line with 
the principles of circular economy and environmental sustainability. 
In order to promote the innovative and sustainable development of the 
sectors of reference, the Group activates collaborations and partner-
ships with complementary companies or organisations operating in 
sectors similar to the businesses it manages and with innovative players. 
In 2022, Acea was a partner in the “Re-SHApCeA” call, promoted 
alongside EY, to identify innovative ideas in three areas: A new model 
for smart cities; infrastructure, buildings and networks, and a new work-
place and workforce model. The call saw the involvement of 10 Acea 
mentors, who supported the start-ups in the presentation of their 
ideas, and led to the selection of 5 interesting start-ups.
Furthermore, Acea launched the “Green Hydrogen Tech Accelera-
tor” initiative during the year, in collaboration with Open Innovation 
and Deloitte Officine Innovazione, to create a technological accel-
erator, aimed at Italian and international start-ups, and to identify 
innovative solutions for hydrogen-based technologies: from pro-
duction and transportation, to storage and energy consumption. 
In this area, more than 260 start-ups were assessed and 5 were 
selected for in-depth technological meetings. Lastly, in collabora-
tion with Open Innovation and ELIS, scouting events were launched 
for new technological solutions to be applied to waste-to-energy, 
treatment and bio-refineries.
Participation continued in the project Casa delle Tecnologie Emer-
genti [House of Emerging Technologies] in Rome, sponsored by 
the Department of Economic Development, Tourism and Em-
ployment, for the development of the smart city of the future. With 
reference to this initiative, in 2022, the following were launched: a 
call for the selection of start-ups with innovative design solutions, 
related to emerging technologies or 5G networks, to be developed 
in the sector of mobility or tourism, and the public notice for the 
selection of micro-businesses, small and medium enterprises to be 
admitted to the technological transfer.
During the year, Acea Elabori entered into new agreements with 
businesses active in the sectors of the circular economy, advanced 
plant and emissions abatement, including those with: NATURE 
4.0, a project on the technological development and validation of 
environmental sensors; Smart Urban Cities and Smart Comp, which 
also involved the installation of a sensor calibration laboratory in 
Grottarossa; SRA and FKV, for the development of new analytical 
solutions in the field of measurements of volatile substances ex-
haled when breathing and for the determination of the content of 
“organic fluoride” in various environmental media, and FLIMSlab, 
for the development of a sensor platform used to determine  
microplastics in water. 
Acea Innovation and Agile Academy (another Group company) signed 
a memorandum of understanding with the Consortium for the Pro-
tection of Morellino di Scansano, for the development of Renewa-
ble Energy Communities, the realisation of interventions in the field 
of electric mobility and economic/social studies and research on new 
technologies, environmental sustainability and the circular economy. 
AdF took part, as a partner, in the network that presented the Eu-
ropean project LIFE Turbines for the decarbonisation of urban water 
networks.
Finally, with the aim of bringing together the protagonists of in-
novation to study new models of urban development, Acea organ-
ised the third edition of Innovation Day (see info box).
ACEA INNOVATION DAY 2022: A TOUR OF “PEOPLE, TERRITORIES AND EXPERIENCES THROUGH THE 
ECOLOGICAL AND DIGITAL TRANSITION”
The Acea Innovation Day, an event now in its third edition, express-
es the Acea Group’s desire and need to combine tradition with the 
challenges of the future, focusing on two fundamental topics: sus-
tainability and innovation. 
The 2022 edition of Acea Innovation Day was centred around “Per-
sone, territori, esperienze. Per raccontare la transizione ecologica e dig-
itale” [People, Territories and Experiences. Narrating the Ecological 
and Digital Transition]. The initiative, which made space for exchange 
between several protagonists in the institutional and industrial sec-
tors involved in Italy’s digital and ecological transformation, took place 
over three stops in regions where the Group operates – Umbria, 
Campania and Lazio – each focused on a specific topic. The first stop, 
in Terni, Umbria, explored the topic of the Smart City, highlighting 
Acea’s aim to support the digital transformation of cities, delivering 
Relations with the stakeholders
184

better services and developing technological solutions that catapult 
them into the future. Not by chance, Terni is a city where Acea has 
created and implemented innovative solutions related to sustainable 
mobility and has a lively ecosystem of young people and start-ups 
aimed at building a green and sustainable future. The event also in-
volved awards, in the virtual setting of the metaverse, for 3 start-ups 
that participated in the Re-SHApCeA call.
The second stop was in Naples, Campania within the Green Med 
Symposium exhibition and focused on the challenges of Open Inno-
vation in the technological and digital transition, also involving the 
region’s local Group companies, including Gori and Gesesa, which 
described their experiences of innovation. In particular, the event 
presented the model for innovation of the Campania Region and 
Acea and launched an open call by Acea and OTAs, to respond to 
the challenges of the ecological transition. The latest upgrade to 
the Waidy Wow application was also introduced, carried out with the 
start-up UP2YOU, and focused on decarbonisation.
The final stop in Rome explored the topic of a digital transformation 
capable of accompanying the evolution of our cities and country, as 
a prerequisite of an ecological transition, also analysing the European 
Programme and Framework 2022, which looks at the centrality of 
investments in start-up innovation and in particular women-led start-
ups. During the event the Digital Innovation Antenna was presented, 
inaugurated by Acea at the Mind the Bridge Innovation Center in San 
Francisco, and the 3Ws Call 4 Start-ups – Women, Welfare and Work/
Life Balance was launched, organised alongside the Welfare Unit of 
Acea SpA and the association La Carica delle 101, intended to inno-
vate the corporate welfare services (see also box Awards in the field 
of innovation and chapter Staff).
The media partner of the initiative was Il Messaggero, with 5,000 
users connected via live stream and 200,000 views on online and 
offline media.
Collaborations with Universities and Research institutes are car-
ried out within the framework of conventions and agreements.
To assess changes in the availability of water resources in the short 
and long term, in 2022 Acea Ato 2 continued its collaboration with 
the CNR Institute for Water Research for the development of tools 
and instruments for forecasting the flow rates available for drinking 
water purposes in relation to short-term scenarios (less than 1 year), 
and the collaboration with the University of Catania for the pre-
diction of the probability of satisfying the available water flows in 
the event of climate change in medium and long-term scenarios 
(30, 50 years). Furthermore, in terms of initiatives to protect and 
safeguard sources of supplies, it entered into a research agreement 
with La Sapienza University of Rome’s CERI Geological Risk Pre-
vention and Control Research Centre, for the study of geological 
hazards, with the implementation of monitoring systems and the 
relative reporting for managerial purposes, at the Peschiera and La 
Capore Springs plants, some of the main supply sources managed.
In 2022, AdF, alongside Agile Academy, signed a Collaboration 
Agreement with the Department of Biological, Geological and 
Environmental Sciences (BIGEA) at the University of Bologna 
aimed at carrying out studies, research and trials in the context of 
forecasting the availability of water resources, planning their use 
and managing the integrated water cycle. The company is also an 
industrial partner of the research doctorate “Smart Artificial Cells 
for Remediation of Environmental Pollutants” coordinated by the 
Department of Biotechnology, Chemistry and Pharmacy at the 
University of Siena, aimed at the development of a new technology 
for the treatment of emerging pollutants, such as pharmaceuticals, 
drugs, pesticides, and plant protection products, etc. (see also the 
box Research and innovation in the water area). 
During the year, in collaboration with IRSA-CNR, Acea Elabori 
launched the BIOREF project for the development of biobased 
products obtained from organic, safe and low-impact waste.
Areti entered into a collaboration contract with RSE – Research 
on the Energy System for the evolution of electricity infrastruc-
ture, in line with the decarbonisation targets set by Agenda 2030, 
studying, in particular, the interactions of electric vehicle charging 
systems, on public land as well as private property, with the electric-
ity distribution grid. The agreement is part of the Mission Innovation 
initiative, which sees Italy, in particular Areti and RSE, in support of 
the Ministry for the Environment and Energy Security, involved in 
the Green Powered Future Mission, a project aimed at promoting and 
financing the development of smart grids. The company continued 
its collaboration with the Department of Astronautical, Electrical 
and Energy Engineering (DIAEE) of the University of Rome La Sa-
pienza to conduct studies and research in the relevant areas. Lastly, 
Areti became a partner of the Linux Foundation for Energy (LFE), 
an open source foundation focused on the energy systems sector, 
which exploits the best solutions to scale, modernise and digitally 
transform the energy systems sector. Thanks to its collaboration 
with the Foundation, Areti launched the implementation of the 
Advanced Distribution Management System (ADMS) for the man-
agement of the electricity distribution grid, using as a reference 
the architecture designed for the Service-based Open-source Grid 
automation platform for Network Operation of the future (SOGNO) 
that LFE is developing.
Lastly, Deco launched a collaboration with the Department of En-
gineering and Geology at the Università Gabriele D’Annunzio di 
Chieti for the monitoring of inclinometer measurements and sta-
bility studies on land and river banks.
The virtuous relationship with the local region is also expressed 
through the collaboration between Group companies and the edu-
cational world of the new generation  (see Customers, section on 
Communication, events and solidarity, and Personnel, section on 
Development of human resources and communication). 
In 2022, Acea Ato 2 offered its support to the Liceo Orazio in 
Rome, organising training events on water management, and re-
newed the Difendiamo l’acqua [Let’s Defend Water] initiative, with 
events aimed at primary and lower secondary schools in the munic-
ipalities of Gallicano nel Lazio, Guidonia Montecelio, Castel Gan-
dolfo, Lariano, and Nemi.
AdF organised environmental education activities, with visits to 
springs and events at schools, and distributed over 2,500 bottles 
to students.
Deco carried out the educational project Un goal per il futuro. Fai 
vincere la sostenibilità [One goal for the future. Victory for sus-
tainability], aimed at primary and lower secondary schools in the 
Abruzzo Region, to promote the knowledge and dissemination of 
the culture of sustainability. The young people were asked to write 
a report on their choice of at least one of 17 Sustainable Devel-
opment Goals. The papers were evaluated by Deco’s Sustainability 
Team, which selected and awarded the three best reports.
Gesesa continued the “Plastic Free” project aimed at local insti-
tutes and universities and donated water bottles and dispensers to 
reduce the use of plastic.
Acea Group • Sustainability Report 2022
185

COMPARISON WITH THE REFERENCE CONTEXT
In addition to the collaborations with universities and the afore-
mentioned partnerships, Acea participates in research centres, 
standard-setting bodies and industry associations, playing strategic 
roles, participating in projects of interest and contributing to studies 
related to the businesses in which it operates.
THE MAIN 2022 MEMBERSHIPS OF RESEARCH CENTRES, STANDARD-SETTING BODIES AND INDUSTRY 
ASSOCIATIONS
During the course of the year the Group renewed and activated 
numerous memberships of organisations of interest, including:
	•
AGICI – Finanza d’Impresa;
	•
AICAS Associazione Italiana Consiglieri, Amministratori e Sindaci; 
	•
AIDI Associazione Italiana Illuminazione;
	•
Analysis;
	•
Andaf;
	•
ANFOV;
	•
ASCAI;
	•
Aspen Institute Italia;
	•
Assochange;
	•
Associazione Amici della Luiss Guido Carli;
	•
Associazione Civita; 
	•
Associazione Geotecnica Italiana; 
	•
Associazione Idrotecnica Italiana (Italian Hydro-technical 
Association – AII);
	•
Associazione 
Infrastrutture 
Sostenibili 
(Association 
of 
Sustainable Infrastructure – AIS);
	•
Associazione Italiana Internal Auditors;
	•
Associazione Italiana Esperti Infrastrutture Critiche (Italian 
Critical Infrastructure Experts Association – AIIC);
	•
Associazione Elettrotecnica ed Elettronica Italiana (Italian 
Electro-technical and Electronic Association – AEI);
	•
Associazione nazionale fornitori di elettronica (National 
Electronics Suppliers Association – Assodel);
	•
Assogas;
	•
Assonime;
	•
ASTRID;
	•
CEDEC Bruxelles (European Federation of Local Energy 
Companies);
	•
CEEP Bruxelles (European Centre of Employers and 
Enterprises providing Public services);
	•
Centro Studi Americani (Centre for American Studies);
	•
CDP Worldwide;
	•
CISAMBIENTE;
	•
CISPEL Confservizi Toscana;
	•
CLUB Ambrosetti;
	•
Comitato Elettrotecnico Italiano (Italian Electro-Technical 
Committee – CEI);
	•
Confindustria Chieti-Pescara;
	•
Confindustria Umbria;
	•
Conseil de cooperation economique;
	•
CONSEL Consorzio Elis per le Formazione;
	•
CSR Manager Network Italia; 
	•
Distretto Tecnologico Nazionale sull’Energia (Di.T.NE.);
	•
EDSO Bruxelles (European Distribution System Operators’ 
Association for Smart Grids);
	•
Elettricita Futura (“Future Electricity” formerly Assoelettrica-
AssoRinnovabili);
	•
Energy and Strategy Group – Politecnico di Milano (Polytechnic 
of Milan) (ES-MIP);
	•
EU Bridge Harmonized Electricity Market Role Model;
	•
EU-DSO 
(European 
Distribution 
System 
Operators’ 
Association);
	•
EURELECTRIC Bruxelles (Union of the Electricity Industry);
	•
FAI Fondo per l’Ambiente Italiano (Fund for the Italian 
Environment);
	•
FERPI;
	•
FIRE (Federazione Italiana per l’uso Razionale dell’Energia) 
(Italian Federation for the Rational Use of Energy); 
	•
FISE Assoambiente;
	•
Fondazione Global Compact Network Italia (Global Compact 
Network Italy Foundation); 
	•
Fondazione Roma Europa;
	•
Fondazione Utilitatis (Study and Research Centre for Water, 
Energy and the Environment);
	•
Gruppo Galgano;
	•
IATT (Italian Association for Trenchless Technology);
	•
ICESP Piattaforma Italiana Economia Circolare coordinata da 
ENEA;
	•
I-Com (Istituto per la Competitivita – Institute for 
Competitiveness);
	•
IGI (Istituto Grandi Infrastrutture);
	•
InnovUp;
	•
ISES Italia (International Solar Energy Society – Italian Section);
	•
Laboratorio dei Servizi Pubblici Locali di REF-Ricerche (Local 
Public Services Laboratory of REF-Ricerche;
	•
Linux Foundation for Energy;
	•
Motus E;
	•
NORMAN NETWORK;
	•
Italian Phosphorus Platform coordinated by AENEA and 
MATTM;
	•
Proxigas;
	•
Servizi Professionali Integrati;
	•
Task Force Demand Side Flexibility;
	•
Task Force TSO-DSO on Distributed Flexibility;
	•
Task Force TSO-DSO on Smart Grid Indicators;
	•
Technopole;
	•
UNI (Italian Standards Body);
	•
Unindustria Lazio;
	•
UPA Utenti Pubblicità Associati;
	•
Utilitalia (Federazione delle imprese ambientali, energetiche 
ed idriche) (Federation of Environmental, Energy and Water 
Companies);
	•
UNICHIM;
	•
World Energy Council (WEC). 
Relations with the stakeholders
186

Acea participates in occasions for dialogue with the business world 
and the scientific community on issues of national and interna-
tional importance and offers its own specialist contribution on the 
occasion of conferences, forums and workshops on topics linked to 
its managed companies, also presenting publications and works of 
technical-scientific relevance. 
In 2022 Areti published in the international journal The European 
Physical Journal - Special Topics: Complex Urban Systems, the article 
Analytical fault impact-model for the electrical grid, which presented 
the analytical mathematical model designed and developed by the 
company to calculate the impact of faults on the electrical grid.
During the year, the Group participated in events including: Ecomondo, 
the biggest trade fair for the green and circular economy in the Euro-Med-
iterranean region; the FORUM PA, a national event on innovation de-
signed to create collaboration between central and local administrations 
and companies active in the territories around the objectives of Italy’s 
National Recovery and Resilience Plan (NRRP); SMAU Milano 2022, 
the exhibition for CSR and social innovation, and Maker Faire Rome, 
the European event for innovation (see info box).
Furthermore, Acea took part in important events on innovation, such 
as Gli Stati Generali delle Città Intelligenti [The General States of 
Smart Cities] organised by Blum for the City Vision event in Padua; 
the Utility Day at the Forum D’Assago; the Scaleup Summit of Mind 
the Bridge in San Francisco and the conference of the Start-up Intel-
ligence Observatory by PoliMi, Imprese e startup nella transizione: in-
novazione digitale per un futuro sostenibile [Businesses and start-ups 
in the transition: digital innovation for a sustainable future]. 
Gesesa and Gori attended the Green Med Symposium, an event 
dedicated to the green economy and the ecological and digital tran-
sition (see the box Acea Innovation Day 2022: a tour of “People, Ter-
ritories and Experiences through the Ecological and Digital Transition”). 
Gori took part in the Giffoni Film Festival, speaking during the 
masterclass dedicated to water sustainability and answering ques-
tions from the young participants, and in the Climate Smart Utilities 
Recognition Programme in Copenhagen, during which it explained 
its vision, strategies and programmes for managing climate change.
ACEA AT MAKER FAIRE ROME 2022
Acea participated, for the eighth consecutive year, in Maker Faire 
Rome – The European Edition, Europe’s largest innovation event. 
This edition was held both digitally and in person.
From 7 to 9 October, Acea was present at the Gazometro Ostiense 
with a dedicated stand where it presented solutions in support of 
developing the circular economy to the community of makers and 
startuppers from all over Italy and to visitors:
- Acea Smart Comp, the mini-plant for nearby composting;
- the MIDA project, developed in collaboration with the Italian 
start-up Wesii, to monitor photovoltaic plants (see also the box – 
Research and Innovation at Acea SpA);
- the autonomous mobile robot by Pixies capable of independently 
navigating large indoor and outdoor spaces, avoiding obstacles while 
collecting litter.
On sustainability issues, Acea participates in networks of experts, 
working groups, studies and sector research organised by the ac-
ademic world, civil society, institutions and business entities. In-
deed, the company is active as an associate in the Global Compact 
Network Italy Foundation, the representative body of the United 
Nations Global Compact in Italy, the Sustainability Makers - the 
Professional Network (formerly the CSR Manager Network), the 
national association that brings together the main Italian companies 
active in corporate social responsibility. 
Acea’s participation in Utilitalia, the federation that brings togeth-
er the multi-utilities of water, environment, energy and gas, is also 
expressed through its participation in technical panels and topical 
working groups. In 2022, Acea took part in initiatives organised by 
the federation on antitrust, data breaches, EU regulations on sus-
tainable finance, and the Taxonomy.
The company also participates in benchmark analyses on sus-
tainability in Italian Utilities, like those carried out by the Utilitatis  
research centre and Top Utility.
THE COMPANY AS A STAKEHOLDER 
THE MANAGEMENT OF COMPANY ASSETS 
Acea protects and enhances its tangible and intangible assets, 
pursuing a sustainable financial position and governing the internal 
needs, linked to the operating management and the growth pros-
pects, consistently with the aims expressed in the business mission 
and the strategic plan.
In 2022 investments totalled € 1,050 million, up 8.2% (€ 970 
million in 2021). These were distributed by business segment as 
follows: € 46.2 million for the Environment area, in particular for 
work on plants and for the change in the scope; € 49.6 million for 
the Commercial and Trading area, in line with the previous year, 
for the activities related to the acquisition of customers, the im-
plementation of the new CRM and improvements to the Contact 
Centres; € 611 million for the Water area, with increases due to the 
investments of Acea Ato 2, Gori, AdF, and SII; € 5.8 million for the 
Engineering area, mainly related to Acea Elabori; € 268.8 million 
for the Energy Infrastructure area, for work on MV/LV networks, 
substations, measurement and remote control instruments and 
projects to re-engineer information systems; € 30.3 million for the 
Generation area, both for work on hydroelectric plants and Acea 
Produzione’s district heating network and for upgrading and main-
tenance of photovoltaic, including investments for the construction 
of photovoltaic plants on agricultural and industrial land. Finally, the 
Parent Company and Overseas with investments for about € 32.7 
million and € 5.8 million, respectively. 
Acea Group • Sustainability Report 2022
187

Chart no. 47 – Investment breakdown by macroarea (2021-2022)
Depreciation, amortisation, provisions and write-downs amounted 
to approximately € 739 million (+9.5% compared to 2021). The 
increase in amortisation and depreciation mainly relates to invest-
ments in the period and the ongoing entry into operation of assets 
with particular reference to the water companies. Impairment of 
receivables, although up compared to the previous year (+€ 27.1 
million), maintained essentially the same impact compared to 2021 
in terms of total Group revenue (2.20%).
THE COMMITMENT TO RESEARCH AND INNOVATION
Scientific and technological innovation at the service of business 
processes is one of the pillars of the Group’s strategic planning, an 
area in which it invested over € 3 million in 2022. 
At Acea, innovation is a cross-sectional strategic lever that is open to 
the external ecosystem; through its innovative approach, the Group 
aims to explore new businesses and create new development models. 
The innovation line is managed by the Technology & Solutions 
Function of Acea SpA, which has the task of developing and im-
plementing infrastructures, systems, products and services in the 
technological, innovative and digital field, directing and coordinating 
the preparatory activities for the generation of products and ser-
vices in the market segments of interest, and by Acea Innovation 
which facilitates the Group's design and innovation initiatives, gen-
erating products and services for the business (B2B) and institu-
tional (B2G) markets, particularly in the area of electric mobility.
The innovation model adopted by Acea identifies internal needs 
and areas of interest and implemented typical Open Innovation 
processes, with the collective generation of ideas and the involve-
ment of internal and external stakeholders starting from the con-
ception process, moving on to trialling, to the implementation of 
the projects. 
According to this logic, the promotion of the Group’s culture of 
innovation and the development of internal entrepreneurship are 
fundamental.
For a systematic approach to innovation, in 2022:
	•
the new corporate entrepreneurship programme named Acea 
Innovation Gym was developed, aimed at young people under 35 
who joined the company less than two years ago, which covered 
topics of artificial intelligence and robotics;
	•
dissemination programmes for the culture of innovation were or-
ganised, as were idea generation workshops, to creatively address 
business and innovation needs, like the Learn & Inspire project, an 
advanced learning course on topics related to the world of inno-
vation – Smart Human Organisation, Psychology of Storytelling, 
Digital Innovation, Body Language & Pitching Skills, Building your 
Product Roadmap, and ESG – promoted by the Human Resources 
Function and by the Innovation Unit of Acea SpA;
	•
4 open calls were launched on smart cities, new sources of sus-
tainable energy, critical infrastructure and work/life balance, 
and participation in The Big Hack was promoted, an internation-
al hackathon to develop prototypes for hardware and software 
projects;
	•
alongside players from academia and the technology sector, 
co-innovation projects were organised, including the Working 
Groups for the Ecological Transition;
	•
the Digital Innovation Antenna was launched, the internation-
al collaboration, previously mentioned, aimed at optimising the 
scouting of start-ups and innovative solutions present in the Sil-
icon Valley ecosystem;
	•
the Group’s internal Innovation Community continued to be 
active, for which the InnovAction – L’innovazione è semplice! [In-
novation is Simple!] programme was created, aimed at exploring 
innovative ideas and new technologies, through monthly web-
casts and podcasts that use the edutainment method;
	•
the third edition of the Innovation Day was organised (see info 
box).
The Innovation Model also involves the use of market analysis, con-
tinuous scouting and development of national and international 
partnerships, with players in the innovation ecosystem active in 
sectors of strategic interest to the Group. This allows the Group to 
activate privileged channels of access to ideas, business and tech-
nological opportunities, academic research and provides new tal-
ents to innovate business, processes and corporate products. 
To this end, in 2022 Acea participated in the following programmes:
	•
Mind the Bridge Scaleup Summits, which promotes a sustainable 
and global business ecosystem thanks to programmes and ac-
tivities intended to encourage exchange between scaleups and 
international companies;
30.3
39.4
46.2
36.1
268.8
274.5
611.0
522.1
49.6
49.9
5.8
9.9
32.7
34.4
5.8
4.6
2021
2022
Overseas
Engineering 
and Services
Water
Corporate
Energy  
Infrastructure
Energy (Commercial 
and Trading)
Environment
Generation
Relations with the stakeholders
188

•
Elis Open Italy, the aim of which is to promote dialogue and 
collaboration between large companies, Italian start-ups, ena-
blers of innovation and young talent. Open Italy has created a 
space where various stakeholders can meet and work together 
to incentivise the introduction and development of innovative 
solutions within the Italian economy;
	•
the Osservatorio Digital Innovation [Digital Innovation Ob-
servatory] of the Polytechnic University of Milan, a point of 
reference for digital innovation in Italy, in which Acea partici-
pates mainly through the Startup Intelligence Observatory, a 
community of discussion and open innovation at the apex of 
innovation. In 2022, Acea took part in the Space Economy 
Observatory to explore the opportunities of space technology, 
and in the Quantum Computing Observatory, centred around 
cutting-edge technologies in the fields of quantum and high-per-
formance computing (HPC);
	•
Zero Accelerator, the startup accelerator born from the col-
laboration between the National Network CDP Venture Cap-
ital SGR - Fondo Nazionale Innovazione, Eni, LVenture Group 
and ELIS to support the best startups and innovative SMEs that 
develop projects and solutions in the greentech/cleantech field 
aimed at minimising carbon impact, facilitating the reduction 
of emissions, optimising the waste cycle by speeding up energy 
transition processes and promoting the circular economy;
Furthermore, in 2022 the collaborations with Talent Garden on 
digital transformation and corporate innovation projects continued, 
as did those with InnovUp (formerly Italia Startup), the no-profit 
association that represents the ecosystem of Italian start-ups, ex-
panded to all private and public entities, to promote the creation of 
a new national business fabric.
In recognition of its achievements in innovation, in 2022 Acea again 
received the prestigious Innovazione SMAU award (see info box).
AWARDS IN THE FIELD OF INNOVATION
In 2022, Acea won the SMAU 2022 Innovation Award, with the 
project 3Ws – Women, Welfare and Work/Life Balance – Startups 
for a better life, an initiative carried out in collaboration with the 
Welfare Unit of Acea SpA and La Carica delle 101, an association of 
female professionals who provide pro-bono mentorship to new busi-
nesses. It involved an open call dedicated to start-ups with a high 
percentage of women committed to the development of solutions 
to improve work/life balance and define corporate welfare services 
(also see the chapter Staff).
With reference to the Group’s industrial processes and infrastruc-
ture, the following boxes illustrate, by way of example, the main  
research and innovation projects carried out in 2022 by Acea SpA’s 
Technology and Solutions Function, Acea Innovation, Acea Elabori 
and the industrial segments of the Group. We also recall what has 
already been illustrated in the paragraph Relations with institutions, 
and in particular Projects for the innovative and sustainable devel-
opment of the territory, Customers and the community and the 
section Relations with the environment.
RESEARCH AND INNOVATION AT ACEA SPA
In 2022, the Innovation unit of Acea SpA's Technology & Solutions 
Function with the involvement of all the company's entities and ex-
ternal start-ups, launched and/or realised numerous experiments 
and initiatives for the innovation and digitalisation of services, in-
cluding:
	•
the MeGA project, led by Acea SpA and Areti in collaboration 
with M2D Technologies, made it possible to create a platform 
that could analyse medium and low voltage SCADA protocols 
(the computer system for the supervision and management of 
an electrical power station) and extract indicators on the func-
tioning of new automation solutions;
	•
VR Training, an initiative developed with Areti and the start-up 
Start Smart involving the use of virtual reality to prepare col-
leagues to work in hostile environments like confined spaces; 
	•
MIDA, a project developed in collaboration with the start-up 
Wesii to monitor photovoltaic plants, with an ultra-technologi-
cal model of self-flying drones equipped with a thermal camera, 
which can fly over plants at a height of 25 metres, monitoring 
the integrity of the panels in real time and optimising mainte-
nance interventions and costs;
	•
Machine Learning – Elabori, the activation of a machine learning 
infrastructure that enhances all of Acea Elabori’s logs and data, 
making it possible to carry out forecasts and predictive analyses 
in the cloud to improve the planning of dispatching and the per-
formance of analyses and work sites; 
	•
Up2You (Waidy – Water), a solution developed with the innova-
tive start-up Up2You, which makes it possible to very precisely 
calculate the sustainability benefits associated with using the 
Waidy app; 
	•
Al for Contact Centres (Acea Energia), a platform based on 
artificial intelligence that allows for an improvement in Acea 
Energia’s outbound lists, with a consequent improvement in the 
conversion rate.
Acea Group • Sustainability Report 2022
189

RESEARCH AND INNOVATION IN THE COMMERCIAL AREA
In 2022, the company Acea Innovation continued the develop-
ment of electric mobility functions. It upgraded the Charging Point 
Operator platform, in interoperability with e-Mobility Service Pro-
viders, with two new interoperability options with Be-Charge and 
Hubject and launched Acea Energia’s EMSP platform (Electric 
Mobility Service Provider), in which new functions were made avail-
able, including FLAT tariffs and profiling for Business clients. The 
company also developed and launched a private network model to 
create B2B private networks in which integrated electric charging 
stations are installed with a dedicated portal that allows customers 
to monitor the charging sessions carried out, and implemented a 
new system for managing energy communities.
As part of its activities in the sale of electricity and gas commodities 
and non-commodity services, Acea Energia has launched and/or 
completed the following innovative projects:
	•
the E2CRM digital transformation programme which involved 
adopting the Salesforce CRM platform, enabling all processes 
to be implemented digitally, with a consequent reduction in con-
tacts through traditional channels and paper-based flows, and 
new functions to be developed on the portal reserved for cus-
tomers in the Large & Business segment;
	•
the change to the digital channels with the creation of projects 
to revisit and increase the features of certain digital touchpoints, 
including revising the website, the design of a new sales funnel, 
the launch of the new app with features intended to reduce tele-
phone contact, a renewed routing model for the management 
of the telephone channel and the launch of two agile rooms to 
improve processes from a client-centric perspective (close the 
loop, predictive call management, etc.), and the monitoring of the 
KPIs of the individual processes.
Relations with the stakeholders
190

RESEARCH AND INNOVATION IN THE NETWORKS (ENERGY INFRASTRUCTURE) AREA
In 2022, Areti implemented several innovative projects as part of its 
electricity distribution activities, including:
	•
the PlatOne project, financed by the European programme Ho-
rizon 2020, intended to develop and test technological solutions 
and new market schemes capable of enabling the flexibility of the 
utilities connected to the distribution network, with the aim of 
promoting transparent and inclusive participation of end custom-
ers in the electrical flexibility market. The project involves public 
and private organisations operating in Italy, Greece, Belgium, and 
Germany, under the coordination of RWTH Aachen University in 
Germany and Areti coordinates the Italian trial implemented in 
the Rome area. The pilot is based on a multi-platform architecture 
which, using blockchain technology, simulates a local flexibility 
market, enabling the users connected to the distribution network 
to provide services to the local and global electricity system. Acea 
Energia is an aggregator of the project, gathering availability of 
end customers and offering them to the market, before then dis-
tributing the revenues with those customers;
	•
the European project BeFlexible, launched in September 2022 
with the involvement of other organisations, including Enel 
Group, Terna and RSE, is intended to test the use of flexibility 
services as well as the synergy between the electricity system 
and other sectors for the stability and security of the grid. The 
project aims to define and standardise a catalogue of flexibil-
ity services, shared with the stakeholders involved in the pro-
ject (grid operators, dispatching users, aggregators, prosumers, 
technology providers) and to trial, through the use of techno-
logical solutions developed in other European projects, a com-
mon market model for the supply of such services, promoting 
the involvement of end customers and synergy across sectors 
(gas, water, heat, mobility, etc.). Areti participates in the initi-
ative by enhancing the architecture developed in the PlatOne 
project; 
	•
the Flow project, financed by the Directorate-General for En-
ergy of the European Commission, intended to identify tech-
nological solutions and coordination methods with all actors in-
volved which allow for a management of electric mobility with 
respect for grid security and quality of service. The project, 
launched in July 2022, involves various organisations, coordi-
nated by Spain’s IREC, including Enel Group, Terna, Engineer-
ing SpA and RSE. Again in this case, Areti participates in the 
project by enhancing the architecture developed as part of the 
PlatOne project;
	•
the RomeFlex pilot project, financed by ARERA and aimed at 
creating a flexibility market for the electricity grid across the 
Rome area, expanding the trial already in place with the PlatOne 
project. In December, Areti launched a public consultation to 
allow stakeholders to make comments about the regulations re-
quired for application of the trial; 
	•
the POLEDRIC project, for the construction, in Rome, of 
a type of intelligent public lighting pole, able to improve the 
service, through sensors and advanced technologies, and enable 
additional environmental, security and communication servic-
es, from a smart city perspective (environmental sensors, traf-
fic and parking monitoring sensors, video surveillance and video 
analysis, etc.);
	•
The G.I.M.M.I. project (Massive and Targeted Infrastructure 
Inspection Management), to reduce undiscovered faults on 
overhead lines and asset monitoring, through periodic analysis 
of satellite images and targeted drone inspections;
	•
the BVLOS experiment which involved the inspection of an 
overhead line conducted using a remotely piloted drone, with 
4G connectivity and completely autonomous flight;
	•
the AUTONOMOUS project, to reduce the incidence of faults 
in the primary substation, by means of preventive inspections 
either autonomously or remotely guided by a UGV (Unmanned 
Ground Vehicle) drone. In 2022, the testing of the solution was 
completed with the setting up of a recharging box in which the 
drone, at the end of the mission, can recover and recharge itself, 
and the data collection and management platform was created, 
which is necessary for the integration of the new solution in the 
current inspection processes;
	•
 the Automa per selezione guasto in TLC [Automated Fault Se-
lection in TLC] experiment, aimed at supporting and automating 
human operations by means of Robotic Process Automation 
techniques for remote fault selection on the network. In early 
2022, the demonstrator implementation experiment was com-
pleted, which made it possible to perform fault selection on a 
portion of a real network, using logic developed in matlab which, 
thanks to innovative Robotic Process Automation techniques, in-
teracted with the SCADA system. The demonstrator project 
made it possible to verify the validity of the approach and to de-
fine the integration solution when fully operational;
	•
the project Automation of Low Voltage Lines, aimed at enabling 
remote control and automating the reclosure of low voltage 
lines from the secondary substation on disconnection for excess 
power; Mass installations of the solution began in 2022;
	•
the Bilateral LTE Automation project, which involves the imple-
mentation of a field automation solution to select the fault line 
and uses the 4G network to make the switches along the line 
communicate. In 2022, the mass installations of the solution 
and the evolution of central device management platform were 
launched for the remote management of peripheral Industrial IoT 
devices that support other remote and service monitoring solu-
tions in secondary substations;
	•
the transition to an operating environment of the pilot project 
for the application of Internet of Things – IoT technologies to 
secondary substations, with the aim of collecting and analys-
ing measurements of environmental parameters and electri-
cal quantities from the low-voltage network, to improve plant 
maintenance and energy loss control. In 2022, the engineering 
of the solution in the field was completed with the installation of 
the technology in 50 secondary substations, and an IoT Moni-
toring platform was implemented;
	•
the IA-TEXT-MEANING trial, which enabled the creation of a 
platform that could analyse, interpret semantically and classi-
fy the text notes related to field interventions made by WFM 
operators.
Acea Group • Sustainability Report 2022
191

RESEARCH AND INNOVATION IN THE WATER AREA 
With the aim of improving its operational performance, in collabo-
ration with Acea Elabori, Acea Ato 2 implemented research activ-
ities and technological-digital innovation on:
	•
the satellite radar technique Intasar Monitoring required to 
monitor the stability of elevated structures on the ground (e.g. 
tanks) with specially designed reflectors to improve accuracy 
and resolution;
	•
monitoring of emerging organic micropollutants (EOM) and endo-
crine disruptors in the wastewater of medium- to large-sized plants, 
selected according to process scheme and territorial location; in 
2022 monitoring activities continued at the CoBIS and Roma Sud 
plants and those of the Tiber River relating to environmental risk as-
sessment and analysis; 
	•
the combined use of the two disinfectants, sodium hypochlorite 
and chlorine dioxide, in different proportions at the Grottarossa 
drinking water plant, with the aim of finding an effective com-
position of the mixture of the two disinfectants that prevents 
the proliferation of algae in the clariflocculators and minimises 
the use of chemicals while continuing to guarantee full microbi-
ological compliance of the outgoing water;
	•
the trial, at the Grottarossa drinking water plant, on the use 
of coadjuvant polyelectrolytes of PAC in the clariflocculation 
process with the aim of improving the performance of the plant 
under serious operating conditions following heavy rainfall;
	•
the creation of a model to estimate the load capacity of the 
filter material at the Pescarella drinking water plant, based on 
the chemical composition of the incoming water and the flow 
rates processed by each filter, for the purpose of prolonging the 
lifetime of the filter material and creating uniform wear and tear 
of the filters;
	•
the monitoring of the trichloroethylene and tetrachloroethylene 
parameters and the study of the abatement capacity of the fil-
ter media (GAC) at the Laurentino drinking water plant, for the 
purpose of upgrading its performance and optimising resources 
thanks to the reduction of the supply/regeneration cycles of ad-
sorbent material and disposal of spent material, guaranteeing the 
compliance of the water distributed;
In terms of drinking water processing and purification, the following 
activities were carried out:
	•
the adoption of an automatic coagulant dosage system on the 
basis of the turbidity recorded at input and the optimisation of 
such dosage according to a feedback logic, on the basis of the 
turbidity detected at output of the clariflocculation treatment, 
for the purpose of upgrading the efficacy of the process while 
reducing product consumption;
	•
the optimisation of the disinfection treatment through the re-
duction of the dosage of sodium hypochlorite and product qual-
ity control with the aim of intercepting non-compliant discharg-
es and reducing the level of chlorates in the water distributed to 
protect the health of consumers; 
	•
the extension of backwashing times with water of the sand fil-
ters to improve the filtration process with a reduction in the lev-
els of dissolved aluminium present at output of treatment;
	•
the creation of an innovative trial treatment plant for water in-
tended for human consumption capable of removing arsenic. 
	•
the characterisation of the floating residue from the desanding/
de-oiling process of urban wastewater and assessment of the 
best treatment technologies; 
	•
conclusion of the full-scale experimentation of Taron technology 
at the Santa Fumia wastewater treatment plant, which uses a 
dynamic rotating disc filtration system that combines secondary 
sedimentation and tertiary filtration in a single step, optimising the 
wastewater treatment process; 
	•
conclusion of the study on lysis technologies for optimising bi-
ogas/biomethane production from anaerobic digestion plants at 
some purification plants. 
With regard to innovation applied to the management of water distri-
bution networks new generation techniques - satellite, noise recorder 
and fibre optics - were tested for hidden leak detection (Noise Logger 
and Satellite Radar Interferometry):
	•
the calculation on an experimental basis of GHG (greenhouse 
gases) of the purification sector, including in collaboration with 
the Politecnico delle Marche.
In addition, with reference to forecasting the availability of water 
resources, Acea Ato 2 has implemented a machine-learning algo-
rithm based on the random forest techniqueto identify meteorolog-
ical proxies (temperature and/or precipitation) or management 
proxies (volumes drawn) correlated to the variability of the state of 
preservation of the resource, with reference to the different collec-
tion sources (springs, well fields, etc.) 
In 2022, with external support, Acea Ato 5 conducted a pump au-
dit to analyse the efficiency of the pumping systems of one of the 
main well fields managed (site in Posta Fibreno) and implement-
ed a corrective measure to significantly reduce the plant’s energy  
consumption. 
AdF has carried out: 
	•
a Proof of Concept (PoC) pilot to test a Smart Chatbot, based 
on artificial intelligence and conversational AI agent technology to 
improve navigation experience on the website;
	•
mass remote reading of meters across the territory through 
drive-by and walk-by reading, covering over 50% of the installed 
base of meters, and developing further implementations of the 
NEXTex platform, using predictive analysis tools on the infor-
mation collected via the meters;
	•
the completion of a PoC aimed at defining a platform for man-
aging and integrating data from smart meters, both drive-by 
and nbIOT, and no-meter sensors, with the aim of creating a data 
hub, performing advanced management of events and alarms 
and feeding analytics systems;
Within the framework of internal projects implemented in agile mode, 
it has developed two dashboards integrated with SCADA systems and 
analytics tools, for monitoring water requirements, planning water 
production, creating consumption forecast scenarios using predictive 
algorithms, and for monitoring the electricity budget and the energy 
performance of the main plants.
Lastly, in the context of the development of the Water Safety Plans 
(WSP), AdF systematised the implementation methodology by de-
veloping a PosgreSQL database dedicated to storage of the data, 
the calculation and logging of risks and measures identified to con-
tain priority risks, and, in collaboration with the company SIMAM, 
conducted an experiment at the Sant’Angelo plant in the munic-
ipality of Senigallia aimed at the production of biomethane with 
zero CO2 emissions from EER waste (sludge produced from the 
treatment of urban wastewater) with ASAC patented technology.
Relations with the stakeholders
192

RESEARCH AND INNOVATION IN ENGINEERING AND SERVICES
In 2022, in collaboration with the Technology & Solutions Function 
of Acea SpA and the start-up BeamDigital, Acea Elabori contin-
ued experimentation on the Safety Check project, for the remote 
monitoring of the safety conditions of the personnel working at the 
sites, carrying out analyses on personal data protection. 
Implementation continued of the Master Reclamation project, a 
data retrieval system able to retrieve customer master data, using 
machine learning and artificial intelligence, and automate internal 
data quality processes.
With reference to the innovation of business processes, it should be 
noted that Acea Elabori has BIM (Building Information Modelling) 
certification for engineering design, which employs intelligent digi-
tal models throughout a project’s entire life cycle and works on sev-
en dimensions, visualising not only progress and costs, but also the 
sustainability of the project and encouraging the implementation 
of choices oriented towards a positive impact on the environment.
Acea Elabori carried out numerous other projects for the Group 
companies. In particular, in 2022, in collaboration with the SAGEN 
association and Tor Vergata University, “VOLATOLOMICS” was 
launched, a social innovation project intended to define a meth-
od for assessing the volatile fraction of the metabolome through 
breath analysis, implemented using an advanced examination 
technology developed by Acea Elabori. The purpose of the initi-
ative is to validate, using research on a sample of the population, 
a non-invasive and low-cost diagnostic screening technique that 
can also be used for genome analyses. The project won a sustain-
ability award for protection and social development in an internal 
contest, as part of the Acea Green Cup 2022.
Focusing once more on the social aspect, Acea Elabori launched 
a collaboration with the Department of Translational and Preci-
sion Medicine at La Sapienza University in Rome, for the develop-
ment of advanced analysis and diagnostic methods to evaluate the 
weight of exposure to persistent organic pollutants (POPs) in the 
progression of metabolic-associated fatty liver disease (MAFLD).
RESEARCH AND INNOVATION IN THE ENVIRONMENT AREA
In 2022, the following research and innovation activities carried out 
by the Environment business are worth mentioning:
	•
completion of the design activity for the recovery of sodium  
bicarbonate and calcium chloride dihydrate in combination 
with the treatment of fly ash for the reduction of hazardous 
characteristics of the matrix and of the recovery;
	•
execution of the first phase of the on-site pilot project for the 
treatment of bottom ash for the recovery of the inert fraction 
present;
	•
obtaining the experimental authorisation for the plasmix treat-
ment pilot plant, which is part of a wider project for the sustaina-
ble recovery of mixed plastics (plasmix) and their transformation, 
through the GASIFORMING™ process, into pure marketable 
methanol. The project implements circularity recovering materi-
al from waste destined for landfill or waste-to-energy, vertically 
integrating the plastics chain, and producing methanol from a 
renewable source. 
	•
execution of the first phase of testing related to the characteri-
sation in terms of concentration of pollutants in the areas.
Acea Group • Sustainability Report 2022
193

3
RE L AT IO N S  WI TH 
TH E  E NVIR O N M E N T

ENVIRONMENTAL SUSTAINABILITY  
AND THE PRIMARY CHALLENGES 
142	 From the Global Risk Report 2023, published by the World Economic Forum in January 2023: the findings of the Global Risks Perception Survey again place the failure to 
mitigate and adapt to climate change at the top of the list of “top ten global risks” as the greatest long-term (ten-year) threats, followed by natural disasters and extreme 
weather events, and biodiversity loss and ecosystem collapse.
143	 Available on the Group website: www.gruppo.acea.it
According to the surveys conducted each year by the World Eco-
nomic Forum, including the most recent Global Risk Report 2023142, 
environmental risks are among the top long-term global threats. The 
major challenges everyone is facing include the continuous rise in 
global temperature, as well as other extreme events related to inten-
sifying climate change, land use and declining biodiversity (see the 
boxes "Climate Change at COP27" and "Biodiversity: Policies and 
Instruments for Protection").
After the pandemic, which also persisted through some of 2022, the 
global scenario became characterised by international tensions and 
conflict, the energy crisis, and rising inflation.
Against this backdrop, Italy is implementing its National Recovery 
and Resilience Plan (NRRP), published in 2021, in line with the Euro-
pean Green Deal and the “Next Generation EU” recovery package. 
As well as outlining the challenges in the near future, particularly for 
environmental sustainability, the NRRP supports and promotes It-
aly's ecological transition by allocating major investments to several 
strategic sectors, such as the circular economy, renewable energy, 
energy efficiency, the national electricity grid to support mobility, 
territorial protection and water conservation.
Operating in a sphere of interdependence between the environment, 
the territory and the community, Acea takes into account the UN 
Sustainable Development Goals and is a major player in the ecological 
transition, implementing development projects aimed at promoting 
the circular economy and the smart city concept, promoting the use 
of renewable energy sources to replace fossil fuels, increasing the 
resilience of electricity and water distribution infrastructure, and in-
creasing the focus on water conservation and technological innova-
tion applied to infrastructure management.
As regards climate change, the Group continues to develop its ex-
ecutive-level scenario analyses and is committed to lowering GHG 
emissions with energy efficiency and energy saving measures, as well 
as other initiatives to promote adaptation and mitigation processes.  
This is evidenced by the Group's level of compliance with the require-
ments of the first two climate objectives under Regulation 2020/852 
(see the chapter on Information required by the European Taxono-
my) and the publication, in 2022, of the Group's first Climate-related 
Disclosure143, in accordance with the recommendations of the Task 
Force on Climate-related Financial Disclosure, as well as the addi-
tional project on the subject carried out during the year (see box).
With regard to managing water, in agreement with the relevant in-
stitutions, Acea continued preparatory actions for the construction 
of the new upper section of the Peschiera-Le Capore Aqueduct 
to safeguard the water supply in the city and province of Rome. 
In this regard, the Technical and Economic Feasibility Studies were 
completed and the authorisation procedures for certain sections 
are underway.
Acea has played a primary role with regard to the circular econo-
my, for a number of years, with activities aimed at reducing waste 
of resources, for example by utilising process waste and enabling 
recovery of energy and secondary raw materials. In this context, 
the Group has progressively expanded in the field of waste manage-
ment (Environment Segment). For example, the waste processing 
and disposal company Deco (included in the reporting boundary 
as of 2022) operates a Mechanical Biological Treatment plant for 
municipal solid waste, one of the largest and most technologically 
advanced facilities in Europe, which transforms biostabilised waste 
into Solid Recovered Fuel (SRF), used to power dedicated and 
non-dedicated plants, such as waste-to-energy plants and cement 
plants, with less than 35% of incoming waste going to landfills. 
Once again, in 2022, the Acea Group attended Ecomondo, the 
top green and circular economy trade fair in the European and 
Mediterranean area, presenting a series of projects the main 
business areas developed (see box). 
ACEA PROJECTS AT ECOMONDO 2022 
The Acea Group took part in Ecomondo, held in Rimini from 8 to 11 
November 2022. The event aimed to represent all sectors involved 
in the ecological transition: integrated waste recovery services and 
solutions, the integrated water cycle, land reclamation and regener-
ation, renewable energy, mobility and green infrastructure, circular 
economy models, and protecting natural resources.
Acea had a 200 m2  Group stand at the event, where it presented 
its most recent initiatives. These include the Waidy Wow App, which 
maps over 50,000 geo-located water sources and promotes the 
responsible use of water to reduce the environmental impact, the 
DepurArt project, developed during the renovation of the Fregene 
treatment plant operated by Acea Ato 2, which transformed the 
site into a cultural attraction, and the Conoscenza Comuni shared 
knowledge project, an intuitive online platform that enables users 
to consult detailed information on the water management servic-
es provided by Acea Ato 2 for each Municipality. Acea Ambiente, 
which discussed the topic of plastic recycling, signed a memoran-
dum of understanding with the Metropolitan City of Turin and 
Turin Polytechnic University for a pilot project on the use of recy-
cled polymers in road surfaces with a view to identifying innovative 
solutions to transform polymers into high-quality and sustainable 
asphalt. Acea Innovation illustrated the systemic approach and the  
holistic and integrated vision that underpins Acea’s commitment to 
the ecological transition. 
Relations with the environment
196

Acea Elabori promoted the topic of circular communities as new 
production and sustainable consumption models. It also presented 
some of its research:
	•
“H2020 PROMISCES: cost-effective PFAS analysis in complex 
matrices”, an analysis to identify how industrial pollution prevents 
the full development of the circular economy in the EU and 
strategies that could help to overcome the barriers identified;
	•
a study developed in collaboration with IRSA-CNR to examine 
the opportunity to produce high value-added material using re-
covered organic waste;
144	 Available on the Intergovernmental Panel on Climate Change website.
145	 In particular, in 2022 the output of the photovoltaic plants of the investee company reached 92.8 MW. Added to the 7.8 MW of Acea Production, total installed capacity stood 
at 100.6 MW.
146	 In 2022, along with Acea Ato 2, Areti, Acea Produzione and Acea Ambiente, the companies Acea Ato 5, AdF, Gori and Gesesa took part in the TCFS project.
	•
an analysis to demonstrate the effectiveness of an advanced 
monitoring system to determine odorous impacts;
	•
a study conducted in collaboration with ISS, ENEA and La Sapi-
enza University of Rome showing the results of the development 
of an analytical method for measuring plastics in water intended 
for human consumption;
	•
a study of Lake Bracciano that analysed the monitoring meth-
ods, the results of isotopic analyses and surveys, satellite data 
and the complete numerical model that could be used to draw 
up long-term scenarios.
ENVIRONMENTAL AND CLIMATE 
RISKS: IN-DEPTH ANALYSIS  
AND DISCLOSURE 
CLIMATE RISKS
Although the COVID-19 pandemic has represented the priori-
ty emergency in recent years, the current geopolitical situation is 
forcing us to confront an unprecedented energy crisis, while the 
intensification of climate change is having serious impacts locally 
and globally. These two factors have resulted in a slowdown of the 
world's leading economies.
As noted earlier, climate change is one of the most significant envi-
ronmental and social challenges of our era. The Conference of the 
Parties (COP) to the United Nations Framework Convention on 
Climate Change, held in Sharm el-Sheikh in November 2022 (see 
box for more details), confirmed the goal ratified in 2021 in Glasgow 
to maintain global temperatures below a 1.5°C increase on pre-in-
dustrial levels.
However, according to the latest IPCC Report published in 2022, 
the average global temperature increase since 1850 has been 
around 1°C144. Despite the current containment measures in place, 
keeping the global temperature rise below 1.5°C will require further 
commitments.
CLIMATE CHANGE AT COP27
The 27th Conference of the Parties (COP27) to the United Na-
tionals Framework Convention on Climate Change was held in 
Sharm el-Sheikh from 6 to 18 November 2022, against a backdrop 
of global crisis. The negotiations focused on five key topics: decar-
bonisation, climate adaptation, nature, food, and water. 
Meanwhile, on 16 November during the G20 Summit in Bali, these 
issues were incorporated into the updated “G20 Action Plan on the 
2030 Agenda, adopted in 2016.
COP27 ended with the issuing of a final decision, the Sharm el-
Sheikh Implementation Plan. The plan maintains the agreements 
ratified in the Glasgow Climate Pact (COP26), under which the 
signatory countries undertake to maintain the global temperature 
increase to below 1.5°C compared to pre-industrial levels.
The Agreement highlights the need to transition to an economy 
based on renewable sources and to reduce the use of fossil fuels. 
Efforts to gradually eliminate coal were encouraged, favouring 
low-emission sources and promoting the elimination of fossil fuel 
subsidies. As regards the Nationally Determined Contributions - 
NDC, countries that had not yet presented their decarbonisation 
commitments were encouraged to do so, while those that already 
have were asked to update them by the end of 2023.
The main change involves the introduction of the “loss and dam-
age” principle, which calls for the payment of indemnities to the 
most vulnerable developing countries for climate damage suffered. 
This principle will be implemented by establishing a specific Fund 
to be defined at a later date. The next conference, COP28, will be 
held in Dubai from 30 November to 12 December 2023.
Acea has continued its climate-change mitigation and adaptation 
strategy i) with an increase in the energy efficiency of Companies and, 
regarding water, with the reuse of purified wastewater in agriculture ii) 
implementing actions aimed at increasing the resilience of infrastruc-
ture, and iii) adopting a plan to significantly increase generation from 
renewables145, and with the dual objective of achieving a high level of 
efficiency for final domestic usage and usage in energy processes, and 
reducing carbon intensity (gCO2/kWh produced). The results ob-
tained to date are shown in Table no. 63 on energy intensity indices and 
in Table no. 69 on emission intensity indices. 
Acea assesses  climate risks, classifying them into physical and 
transition risks, in accordance with the CDP Questionnaire and 
with the recommendations of the Task Force on Climate-related 
Financial Disclosures (TCFD). After an initial project conducted 
in previous years, in 2022 Acea worked in synergy with the main 
Group companies146 to analyse the main climate-related risks on its 
business areas (see box for more details). 
Acea Group • 2022 Sustainability Report
197

THE 2022 ACEA PROJECT ON THE TCFD APPROACH
147	 Article 4, paragraph 3 of Legislative Decree 152/2006 on Environmental Regulations.
148	 The data includes fines received in previous years but paid in 2022. With reference to Acque, Publiacqua and Umbra Acque, which are not included in the reporting boundary 
of the NFS, the fines paid were, respectively: €43,555; €58,500 and €150,000.
149	 In this case, the environmental regulatory reference is D.P.C.M. of 8 July 2003.
Acea, which has long been aware of the global challenge of climate 
action through to its experience with CDP, has aimed to expand 
its knowledge of the application of international climate scenarios 
through the development of two consecutive projects, most re-
cently in 2022, on the application of the approach recommended 
by the Task Force on Climate-related financial Disclosures (TCFD). 
The 11 Recommendations issued by the TCFD on Climate-Relat-
ed Financial Disclosures represent the benchmark model at inter-
national and EU level. They are applicable to all organisations, are 
focused on risks and opportunities connected to climate change 
and increasing the capacity for a panorama based on precise anal-
yses of scenarios. The scope of the 2022 project was extended to 
include the main Group companies operating in the water, energy 
production, energy distribution, and waste treatment and recovery 
sectors in the process to identify physical risks and the necessary 
transition. 
The project also involved certain key departments of the Parent 
Company, particularly in the process to prioritise the identified 
risks. 
Once the priority risks to be evaluated and compared with the 
more representative scenarios and parameters were identified, the 
in-depth analysis began. For most Companies involved, the risk of 
drought and water stress was identified as one of the critical phys-
ical risks. Other risks analysed included extreme precipitation and 
flooding (Acea Produzione, Areti and Gori), heat waves (Areti) and, 
during the first project, the risk of lightning strikes (Acea Ambiente 
and Acea Produzione). In terms of transition risks, carbon pricing 
was identified as the most representative risk by most of the Com-
panies involved. 
The outcome of the analyses, finalised at the end of the year, will be 
incorporated into Acea's climate-related disclosure, updating the 
first edition on FY 2021 published in 2022.
ENVIRONMENTAL MANAGEMENT
The majority of Group Companies have implemented Integrated 
Management Systems certified in accordance with standard UNI EN 
ISO (see info. box Corporate Identity in the chapterCorporate govern-
ance and management systems). The Parent Company has adopted an 
Integrated Management System with Quality, Environment, Safety 
and Energy systems that facilitates environmental compliance and a 
Management and Sustainability Systems Policy aimed at promot-
ing the respect and protection of the environment, also in line with 
the main principles of the Code of Ethics, and updated in 2022.
The UNI EN ISO 14001:2015 Environmental Management System 
offers greater capacity to identify and manage the impacts that the 
Company has or could have on the environment by promoting com-
pliance with the regulations in force.
Some Group plants are subject to an Environmental Impact Assess-
ment (EIA) under Art. 28 of Italian Legislative Decree 152/2006, 
as amended, with the aim of ensuring that “human activity is com-
patible with the conditions for sustainable development, i.e., con-
structed and operated in line with the regenerative capacity of eco-
systems and resources, the preservation of biodiversity and a fair 
distribution of the benefits of economic activity”147. Furthermore, 
all sites subject to EIA or IEA (Integrated Environmental Assess-
ment) are required to adopt an Environmental Monitoring Plan 
(EMP) containing the set of measures used to assess the actual im-
pact on the work on various environmental components (water, air, 
soil, fauna, flora, etc.). In the water sector, projects that are usually 
subject to EIA are aqueducts and treatment plants with a treatment 
capacity of over 10,000 population equivalent. 
Some plants in the Environment sector may also be subject to EIA/
IEA such as, for example, the Orvieto hub, and the waste-to-en-
ergy plants in Terni and San Vittore del Lazio. The waste-to-energy 
plants have also adopted the Eco-Management and Audit Scheme 
(EMAS), an instrument used to evaluate and improve environmen-
tal performance and report it to stakeholders.
The Group's operating companies are committed to ensuring the 
continued efficiency of the Environmental Management System 
through the correct management of impacts and regulatory com-
pliance. This commitment, however, does not prevent the emer-
gence of situations, usually caused by contingent circumstances, 
that may lead to cases of non-compliance that can be challenged 
by the competent control bodies and authorities (see the box on In-
vestigations, Awards and Sanctions in the Institutions and the Com-
pany chapter). During the year the companies included within the 
scope of the NFS received approximately 60 environmental fines, 
with the consequent payment of approximately € 272,500148. An 
additional 56 environmental disputes are currently being settled. 
Environmental problems of greater significance are forwarded to the 
Units responsible, which establish the facts reported and request the 
necessary action, as well as providing feedback to the Bodies involved. 
Exceptionally, it may happen that the Company receives significant 
reports from individual persons; in this case they will be checked and, 
where needed, it will intervene to resolve them.
In the electricity distribution sector, Areti may receive comments 
concerning alleged environmental damage to buildings that house 
electrical installations. However, this concerns installations indispen-
sable for the correct exercise of the electricity distribution network, 
created by the Company following authorisations granted by Bodies 
which are custodians of the land and therefore fully compliant with 
the legislation of reference, including both town planning and envi-
ronmental legislation149. The Assets and Special Projects Unit, which 
protects the company’s assets, receives the notes of dispute from the 
owners of the immoveable properties that host transformer substa-
tions or are adjacent to power lines, and subsequently the Areti Risk 
& Compliance and Safety Unit carries out the instrumental checks 
in response to the disputes. In 2022 8 complaints were processed, 
which have not yet been closed as the counterparties have submitted 
appropriate appeals to the relevant Courts.
Relations with the environment
198

SAFEGUARDING OF LAND  
AND BIODIVERSITY
Areas connected to conservation and the promotion of biodiversi-
ty have an increasingly important role in the environmental agen-
da of leading international institutions. These are set out in the UN 
Sustainable Development Goals (Agenda 2030) and, taking into 
account the European Green Deal, focus on on the main causes 
of biodiversity loss, including land use, habitat fragmentation, ex-
150	 The Constitutional law also regulates the methods and types of protections for wildlife and specifies that private economic activity may not occur in a way that harms human 
health and the environment.
151	  BATs (Best Available Techniques) refer to the best technical, management and control solutions able to guarantee a high level of environmental protection, while BEMPs refer 
to Best Environmental Management Practices. 
ploitation of natural resources and pollution. The European Union, 
which in 2020 published the EU Biodiversity Strategy for 2030 
(COM (2020) 380 final), aims to define binding targets to re-
store damaged ecosystems, improve the condition of habitats and 
protected species, reduce pollution and promote the “greening” 
of urban environments. Furthermore, Regulation 2020/852 (the 
“European Taxonomy”) lists the “Protection and restoration of bi-
odiversity and ecosystems” among its six key environmental objec-
tives (see Communicating Sustainability: Methodological Note).
BIODIVERSITY CRISIS: POLICIES AND TOOLS FOR BIODIVERSITY PROTECTION
Growing biodiversity loss and the progressive reduction of nat-
ural areas were addressed at the 15th Conference of the Parties 
on Biological Diversity (COP15), held in Montreal from 7 to 19 
December 2022. During COP15 the Kunming-Montreal Global 
Biodiversity Framework - GBF was adopted, an agreement that 
establishes four macro-objectives and 23 targets to be achieved 
by 2030 to halt and reverse biodiversity loss. None of the 20 ob-
jectives defined previously by the Global Strategic Plan for Biodi-
versity 2011–2020, also known as the Aichi Biodiversity Targets, 
were fully achieved. The implementation of the GBF provides for 
the following by 2030: the protection of 30% of the Earth's land 
and water (mainly through regulated systems of protected areas), 
the restoration of 30% of degraded ecosystems, the recognition 
and respect of the rights of local and indigenous communities, and 
the reduction of the risk from pesticides by at least 50%. The GBF 
also enshrined the commitment of developed countries to allocate 
$20 billion per year from 2025 and $30 billion from 2030 in aid 
to developing countries and small island states. As a result, all 196 
signatory countries were requested to update or, where not already 
defined, prepare National Biodiversity Plans and Strategies.
The aims established at COP15 are in line with the EU proposals 
issued in June 2022. In the context of the European Green Deal 
and the EU Biodiversity Strategy for 2030, the European Com-
mission has proposed the so-called Nature Package, containing the 
Nature Restoration Law. This is the first European law that explic-
itly aims to restore nature by setting binding targets for Member 
States. The restoration of ecosystems, habitats and species will help 
to increase biodiversity, strengthen nature’s resilience, contribute 
to the achievement of the European climate change mitigation and 
adaptation goals, and meet international commitments. The pro-
posed law provides for the restoration of at least 20% of all land and 
ocean in the EU. Specifically, in order to combine the restoration of 
biodiversity with climate action, the law identifies ecosystems with 
the greatest potential for storing carbon and preventing and reduc-
ing the impact of extreme events as priority areas for intervention.
In line with European guidelines, Italy, which has the highest rate 
of biodiversity in Europe but with a mostly critical conservation 
status of protected species and habitats, introduced in 2022 “the 
protection of the environment, biodiversity and ecosystems” into 
the fundamental principles of Article 9 of its Constitutional Char-
ter150. Furthermore, the National Forestry Strategy to Protect Bi-
odiversity and the National Biodiversity Strategy (NBS) for 2030 
were approved. The former is a strategic tool to outline the forest-
ry policies and plans, while the latter, which confirms the vision to 
2050 of the previous NBS 2020, identifies two strategic objec-
tives for terrestrial and marine environments: the construction of 
a network of protection areas and the restoration of ecosystems. 
This is structured into eight specific objectives, including deliver a 
50% reduction in the number of national Red List species threat-
ened by invasive alien species by 2030, and protect at least 30% of 
terrestrial environments and 30% of marine environments through 
an integrated system of protected areas, Natura 2000 and other 
legally protected areas.
Acea Group Companies conduct activities that could potential-
ly have impacts on biodiversity, such as the integrated cycle of 
waste, operation of power generation plants, management of wa-
ter sources and treatment plants and the distribution of electric-
ity. On this basis, Acea focuses closely on safeguarding the eco-
systems in areas where it operates, as defined in the procedures of 
the Environmental Management Systems, which pursue continu-
ous improvement with a view to reducing environmental impacts, 
in the context of assessments for the planning and creation of 
plants, as well as management of operational areas. The Com-
panies manage processes in compliance with the environmental 
authorisations issued to each plant. 
The environmental provisions contained in the authorisations issued 
by the competent administrative authority are established on the 
basis of technical and environmental assessments considering the 
area surrounding each plant, to safeguard the flora and fauna pres-
ent and protect the natural environment, in line with sector-spe-
cific BATs or BEMPs151 where applicable. 
Specifically, the activities involved in the Integrated Water Service 
are aimed at the maintenance of optimal environmental conditions 
and sites where water is drawn, near to springs, are managed with 
attention to the conservation of existing ecosystems and the pres-
ervation of the water flow. 
Acea Group • 2022 Sustainability Report
199

Likewise, with treatment activities, the primary goal is that discharg-
es, after appropriate treatment, comply with the limits established by 
regulations in the sector and are therefore compatible with the natu-
ral habitats of the receiving bodies of water. In implementation of this 
commitment, targets have been established for improved treatment 
efficiency for certain Water Companies (see the paragraph Strategy and 
sustainability, The 2020-2024 Sustainability Plan and operational goals). 
For hydroelectric power stations, Acea Produzione manages with-
drawals and inputs of water in compliance with the Concessions is-
sued by the competent authorities and with applicable regulations. 
Management Projects have been prepared for all reservoirs, with 
the relative impact studies for those in protected areas, with the goal 
of maintaining reservoir capacity and protecting the water quality of 
the reservoir and the receiving body of water, as well as guarantee-
ing the correct operation of discharge systems and dams (Legislative 
Decree 152/2006 and Ministerial Decree of 30/06/2004). As re-
gards waste-to-energy plants, Acea Ambiente manages atmospheric 
emissions in compliance with the operating authorisations issued by 
the competent authority and in accordance with the Air Quality Plan 
for the area in which the production activity is located (for more de-
tails, see the chapter on Emissions).
The company provides for the protection of the habitats of all spe-
cies present in order to mitigate the effect of the artificial barrier 
of the dams, which interferes with the natural migration of fish and 
the gradual sedimentation of the riverbed, with consequent chang-
es in the native flora of the banks. In addition, protection of the 
aforementioned basins ensures the living conditions of the “resi-
dent” and “migratory” birds, which use these sites for reproduction 
and feeding even during migration. 
Other plants in the energy sector, which generate electricity using 
152	 The Protected Natural Areas (EUAP) at national level are those areas recognised officially by the State pursuant to Framework Law 394/91. The Natura 2000 Network, 
established pursuant to “Habitat” Directive 92/43/EEC, is the main policy instrument of the European Union for the conservation of biodiversity. It is composed of Sites of 
Community Interest (SCIs) which are then designated as Special Conservation Zones (SCZs) and also includes the Special Protection Areas (SPAs) established by “Birds” 
Directive 2009/147/EC on the conservation of wild birds. The areas composing the Natura 2000 network are not reserves where human activities are excluded: the Directives 
intend to guarantee the protection of nature whilst also taking “account of economic, social and cultural requirements and regional and local characteristics”.
153	 Areas were mapped using QGIS, an open-source GIS application that enables viewing, organisation, analysis and presentation of spatial data, processing each layer of the sites/
plants belonging to the Companies.
154	 The analyses are based on infrastructure data of the main Group companies as at 2020. As of 2022, no significant changes had occurred.
155	 Where SCIs/SCZs and SPAs coincide, the areas are counted once amongst SCIs/SCZs. 
156	 There are 11 risk categories, from Extinct (EX), applied to species for which there is definitive evidence that the last individual example has died, and Extinct in the Wild (EW), 
assigned to species for which there are no longer natural populations but only individuals in captivity, through to the category Least Concern (LC), applied for species that are 
not at risk of extinction in the short or medium term. Between the categories of Extinct and Least Concern, there are the threatened categories, which identify species at 
progressive risk of extinction in the short or medium term: Vulnerable (VU), Endangered (EN) and Critically Endangered (CR).
fossil fuels and waste-to-energy, are incompatible with protected 
areas and therefore cannot be located within them.
Acea has identified those of its sites/plants located in areas with a 
high level of biodiversity or Protected Natural Areas (EUAP) rec-
ognised nationally and sites of the Natura 2000 Network (SCIs, 
SCZs and SPAs)152 established at European level, through mapping 
of the infrastructure of the main operating companies (Acea Ato 
2, Acea Ato 5, Gori, Gesesa, AdF, Acea Ambiente, Acea Produz-
ione and Areti)153. Analysis conducted in 2020154 on over 23,000 
sites/plants, including pylons but excluding underground electricity 
grids and pipelines, has shown that 2,290 sites, corresponding to 
approximately 10%, represent potential interference with biodi-
versity-rich areas. Plants of the Environment Segment, carrying 
out waste-processing activity, are not located in the aforesaid areas. 
Considering, instead, only the sites/plants which could have a sig-
nificant impact on biodiversity, the number drops to 1,145 and the 
total percentage to 5%. 
Significant impacts have been estimated taking into consideration 
the design, implementation and management phases of plants, 
and therefore exclude sites/plants with minimal impacts, such as 
the Water Kiosks of Acea Ato 2, the secondary substations of Areti 
and the photovoltaic plants included considered as residential plants 
of Acea Produzione.
The analyses conducted on the overhead electricity distribution 
network (1,472 km analysed) showed interference with protected 
areas for approximately 27%, corresponding to 404 km of network. 
The total number of natural areas intersected by sites/plants/net-
works with a significant impact total 130 (55 EUAP, 61 SCIs/SCZs 
and 14 SPAs)155 for a total area of 223.4 hectares. 
Chart no. 48 – Acea sites/plants analysed, with potential impacts on biodiversity and protected areas intersected 
NOTE: where SCIs/SCZs and SPAs coincide, they are only considered once under SCIs/SCZs. 
In the areas affected, there are many animal and plant species, 
including some on the International Union for Conservation of 
Nature (IUCN) Red List of Threatened Species (in the categories 
“vulnerable”, “endangered” and “critically endangered”)156, i.e. at 
risk of extinction in the short or medium term. These species there-
fore represent a conservation priority.
~23,000 sites/plants and 1,472 km  
of electricity grid analysed 
• Integrated Water Service (pipelines, 
drains and treatment) 
• WtE and waste treatment plants 
• Production of electricity 
• Electricity transmission and distribution – 
primary substations, pylons and grids
1,145 sites in protected ar-
eas with potential impact 
(5%) for a total surface 
area of 223.4 hectares
130 protected 
areas intersected
404 km of electricity 
grid with potential impact 
(27%) 
55 EUAPs
61 SCIs-SCZs
14 SPAs
types of areas:
land and marine
2,290 sites/plants in 
protected areas (10%) 
and 404 km of electricity 
grid (27%)
Relations with the environment
200

A total of 45 IUCN Red List species are potentially affected. 
Specifically, there are 3 plant species (1 critically endangered and 
2 endangered) and 42 animal species, of which 7 are critically en-
157	 The EFI is defined based on data provided by the Carta della Natura, a national IT system created by ISPRA (Italian Institute for Environmental Protection and Research), which 
is a cartographic and evaluation tool used to identify the distribution of Italian ecosystems across the country and analyse them based on their current state, considering physical, 
biotic and human factors. 
158	 For preparation of the EFI, the initial step was calculation of the relationship between the area of each habitat and that of the protected area containing it, generating a value for 
the portion of the protected site occupied by each habitat. This value was then multiplied by the fragility of the habitat as defined by ISPRA (Italian Institute for Environmental 
Protection and Research). Following this, all of the environmental fragility values of the habitats present in each protected area were added together. Having defined the EFI 
for each protected area intersected, this information was then cross-referenced with the individual Group plants with significant impacts located in the protected areas (plants 
identified as sites with potential impacts, from “low-medium to “high”). Finally, to identify the “priority” areas with high levels of biodiversity, the IFA was multiplied by the area 
intersected by the plants. The higher the value for the index, the higher the “priority” of the area.
dangered, 9 are endangered and 26 are considered vulnerable (see 
Chart no. 49 for details).
Chart no. 49 – Number of species listed in the IUCN Red List with habitat in the protected areas intersected 
3 Plant species
42 Animal species
3 flora 1 critically endangered, 2 endangered
6 mammals all vulnerable 
10 birds 1 critically endangered, 1 endangered and 8 vulnerable
1 amphibian endangered
12 fish 3 critically endangered, 4 endangered and 5 vulnerable
8 molluscs and crustaceans 2 critically endangered, 2 endangered 
and 4 vulnerable
5 reptiles 1 critically endangered, 1 endangered and 3 vulnerable
8 critically 
endangered (CR),  
11 endangered  (EN) 
and 26 considered 
vulnerable (VU)
45 PROTECTED SPECIES ON IUCN RED LIST
Following a further in-depth study, carried out in 2021 with the aim 
of identifying the “priority” biodiversity-rich areas impacted by the 
sites/plants/electricity grids of the Group's main companies, i.e., the 
most fragile habitats and/or those most impacted by external factors, 
Acea developed an Environmental Fragility Index (EFI)157, a tool 
designed to assess, for each protected area impacted, the different 
habitats included and the portion of land occupied, the fragility of the 
habitat and the type of sites/plants present158. This led to the identifi-
cation of 12 biodiversity-rich zones considered as priority areas due 
to their increased vulnerability. In eight of these — Monti Lattari 
regional natural park, Monti Lattari ridge, Piana di S. Vittorino - Pe-
schiera sources, Valle dell'Aniene natural reserve, Farfa river (medi-
um-high course), River Sarno basin regional natural park, Mount Mai 
and Mount Monna, Litorale romano natural reserve — sites/plants 
have potential impacts , while four may be affected by interference 
from  electricity distribution networks (Pineto urban regional park, 
Castel Porziano -coaststripe, Castel Porziano - Presidential estate, 
Insugherata natural reserve). 
Acea Group • 2022 Sustainability Report
201

Awareness of potential interference enables optimisation of opera-
tions and the Companies have planned and/or implemented various 
actions to safeguard biodiversity, some in “priority” areas with a 
high level of biodiversity, as summarised in the info box.
THE MAIN PROJECTS IN “PRIORITY” AREAS WITH A HIGH LEVEL OF BIODIVERSITY
“PRIORITY” AREAS 
WITH A HIGH LEVEL 
OF BIODIVERSITY 
ACTIONS
Piana di S. Vittorino - 
Peschiera sources
River Farfa
(medium-high course)
The two areas are affected by the Peschiera-Le Capore aqueduct system managed by Acea Ato 2 on which 
works are in progress to double the upper section of the aqueduct. The project was defined to meet the re-
quirements of the Envision protocol, the first rating system for sustainable infrastructure, which evaluates 
the economic, environmental and social sustainability of infrastructure and includes specific evaluation criteria 
linked to biodiversity, such as the preservation of sites of high ecological value. In the river Farfa area, the 
Company has engaged the University of Naples Federico II for preparation of a technical and scientific study 
into the natural characteristics of the Farfa river that includes the collection site of the Le Capore spring. The 
study highlighted how the release of water downstream of the Le Capore springs has benefits on the ecosys-
tem, supporting restoration of the natural river environment with its rich diversity of animal and plant species. 
The River Farfa is also subject to an agreement between Acea Ato 2 and the Nazzano regional natural reserve, 
Tevere-Farfa, with the aim of monitoring the evolution of the river ecosystem within the protected area.
River Sarno basin 
regional natural park
Gori is working on important works to resolve pollution of the river Sarno hydrographic basin through completion 
of the sewerage system and consequent collection and treatment. The project, carried out in synergy with various 
local players, also involves the Marevivo Onlus environmental association and will have significant impacts on 
recovery of the river ecosystem and, consequently on the entire Gulf of Naples. 
Valle dell’Aniene 
natural reserve
Litorale Romano 
natural reserve
To check for any critical issues in the habitats surrounding the major treatment plants in Rome, Acea Ato 2 
has conducted special monitoring of areas it is responsible for and the surroundings. Previous studies have fo-
cused on the treatment plants in Roma Nord, Roma Sud and CoBIS Ostia, located within the Litorale romano 
natural reserve, while in 2022, the Roma Est treatment plant, located in the Valle dell'Aniene natural reserve, 
was evaluated. The results achieved so far have demonstrated that the plants analysed have a positive effect on 
the ecosystem, constituting synanthropic biodiversity hotspots, i.e. places where species that coexist or are 
learning to coexist with humans, tending to form a rich and stable ecological community. Indeed, the specific 
environmental conditions and the low impact of man-made structures facilitates the presence of an extremely 
particular wildlife community. Similar monitoring is planned for 2023 at the Fregene treatment plant also lo-
cated in the Litorale romano natural reserve. 
In the Litorale romano natural reserve protected area, Areti is pursuing a project to decommission and demolish 
electricity power lines and pylons, and has installed nests boxes on various substations to protect birdlife.  
The initiatives launched by the Companies also involved other oth-
ers, again of particular natural interest, although not classified as 
“priority” areas. 
In order to limit the potential impacts of overhead infrastructure for 
the distribution of HV and MV electricity on birds, Areti employs 
risk mitigation initiatives in collaboration with the relevant author-
ities, making use of the best technological solutions for problems 
that are likely to occur in sensitive areas or areas of particular nat-
uralistic value. Specifically, in compliance with the Memorandum of 
Understanding for restructuring the electricity grid, works continue to 
decommission and demolish  overhead power lines within impor-
tant protected areas, including Veio natural park, Marcigliana nat-
ural reserve and, south of Rome, Decima Malafede natural reserve, 
(as well as in the priority area of Litorale romano natural reserve). 
For details of the works performed in 2022, see the section  Energy 
distribution in the chapter Energy Segment. The electricity distribu-
tion company and the Park Authority of Veio natural park signed 
a pledge of commitment under which the Company guarantees 
financial and operational support to launch a plan for  monitoring 
birdlife by installing bird-deterrent devices on earth cables of over-
head lines, composed of plastic spirals that make the cables more 
visible, significantly reducing the risk of bird collision. Furthermore, 
in 2022, Areti supported the Ornis Italica project to protect barn 
owls (see the box on “Nesting of Barn Owls on Areti Sites”), while 
Acea Ato 2 continued its work conducted in previous years to mon-
itor the presence of peregrine falcons (included on the Red List 
under the “Least Concern” category) at the SCI-SCZ site of Villa 
Borghese and Villa Pamphili, in a specific area around the Acqua 
Vergine Springs. As always, a community of scholars, ornithologists 
and enthusiasts had the opportunity to follow the lives of the birds 
of prey that live among the Acqua Vergine springs, thanks to a web-
cam managed by Ornis Italica, an association of researchers pro-
moting the Birdcam.it project, which broadcasts images of a nest 
situated on Acea infrastructure (www.birdcam.it). The project was a 
great success in 2022, with the birth and development of peregrine 
falcon chicks.
Acea Ato 2 carried out monitoring to assess the hydrological system 
of the River Mignone, with the aim of promoting the sustainable 
management of water withdrawals and water resources and pre-
serving the balance of natural ecosystems. This project was con-
ducted in collaboration with the Park Authority of the Canale Mon-
terano natural reserve in which the plant is located. 
Relations with the environment
202

In 2022, AdF signed two river contracts for the Pecora and Pesa 
river basins, with the aim of developing proposals, formulated jointly 
by the various stakeholders, on regional and environmental devel-
opment topics which will help to reduce impacts on the ecosystems 
of the two water basins.
In 2020, as a tool to monitor ecosystem quality in areas where its 
plants are located, Acea Ambiente developed the “UrBees” pro-
ject, in collaboration with bee-keeping experts and the Sacro Cuore 
Catholic University, aimed at environmental monitoring by observ-
ing the behaviour of bees, as bioindicator insects, at the San Vit-
tore del Lazio (FR) waste-to-energy plant. Biomonitoring is a tool 
for environmental control that allows the effects of pollution to be 
identified, observing living organisms and their biological parame-
ters through the study of ecological changes due to the effects of 
159	 The value is higher than that added in chart no. 54, which features a geo-referenced value.
one or more polluting substances present in the biosphere. Hon-
eybees, in particular, are one of the best “sentinel species”. They 
support plant biodiversity and enable determination of qualitative 
and quantitative data regarding the health or lack thereof of a 
specific ecosystem, along with mapping of an area’s biodiversity. 
The observations made have highlighted the overall good health 
of the bees and the absence of instances of unexpected illnesses 
or depopulation. In 2022, the countless flights made by the bees 
produced 90 kg of honey from three different blends of botani-
cal species: Honey 40 flowers, Honey 35 flowers and Honey 36 
flowers. The analysis of the samples of honey produced revealed a 
total of 83 different species of plant, pointing towards high floral 
biodiversity. 
NESTING OF BARN OWLS ON ARETI SITES
In 2022, Areti launched a partnership with the nature organisation 
Ornis Italica, a scientific non-profit association of biologists and nat-
ural scientists that aims to develop scientific knowledge on the be-
havioural ecology of birds and wildlife. Specifically, the Company took 
action to protect a specific species of bird, the barn owl (included 
on the IUCN Red List under the category “Least Concern”), whose 
habitat coincides with the Areti's areas of operation, and identified 
potential sites to install nest boxes to promote their breeding. 
The collaboration led to the installation of 30 nest boxes on elec-
tricity substations, some of which are located in biodiversity-rich 
areas, such as the Litorale romano natural reserve and the Marcig-
liana natural reserve protected areas.
 
During the first phase of monitoring, it emerged that 4 of the 30 
nests installed were occupied by barn owls and also by little owls 
and kestrels (also on the Red List in the “Least Concern” catego-
ry). According to Ornis Italica, this is an excellent result, particularly 
given the short period of time between installation and nesting.
MANAGEMENT OF WATER RESOURCES, SPRINGS AND 
PROTECTED AREAS 
Through the companies Acea Ato 2, Acea Ato 5, Gori and Gesesa, 
the Group mainly uses springs located in uncontaminated areas for 
water supply. 
The supply system of the area managed by Acea Ato 2 is composed 
of seven aqueduct systems that transport water from 14 main 
sources to the distribution networks and from numerous smaller 
local sources (mainly wells), for a total flow that exceeds 21,000 
litres/second. The drinking water aqueduct and distribution network 
extends for more than 15,700 km159. 
In addition to this priceless natural resource, following upgrading 
works on the Grottarossa drinking water plant, Lake Bracciano, 
and the river Tiber also represent water reserves, after appropriate 
treatment, to be used only in the event of water emergencies.
Acea Group • 2022 Sustainability Report
203

EVALUATION OF THE GROUNDWATER AVAILABILITY 
160	 The areas of absolute protection are the areas immediately surrounding the catchments or off-springs, as defined in Legislative Decree no. 152/2006.
161	  https://www.wri.org/aqueduct.
162	 Water with total dissolved solids ≤ 1,000 mg/l.
In accordance with that established by the criteria of the Water 
Framework Directive (WFD, 2000/60/CE), investigation of the 
availability, in quantitative terms, of potential groundwater resourc-
es and the possible impacts associated with the withdrawal of water 
resources from springs can be performed by monitoring certain var-
iables through implementation of appropriate interpretive models.
The main aspects to monitor can be identified as precipitation (rain 
and snow), evapotranspiration, surface run-off and infiltration into 
the soil in the area where the balance is assessed. For the refill-
ing areas representative of the aquifers managed by Acea Ato 2,  
a continuous calculation methodology was implemented (from 
1990 to today), for quantification of the components of the hy-
drological balance at a daily level. This method, re-proposed by 
Acea Ato 2 according to the national guidelines (Technical criteria 
for analysis of quantitative status and monitoring of groundwater 
stores ISPRA 157/2017), is considered a valid tool to monitor the 
quantity of groundwater stores. 
Acea Ato 5 has continued a study on water availability on certain 
important sources. Analysis of precipitation and withdrawals has 
been performed for the years 2017-2022. In particular, in 2022, 
there was a significant reduction in precipitation for almost the en-
tire year and, as noted above, rainfall patterns are a primary factor 
in refilling springs. Thanks to the method used in the study, it was 
possible to predict the reduced availability. A report is prepared on 
a periodic basis that, based on the patterns observed and compar-
ing the availability scenarios of previous years, formulates hypoth-
eses on water availability for the summer period. The document is 
presented by the Company at the periodic meetings convened by 
the Permanent Observatory on the Use of Water Resources of the 
Lazio Region. AdF constantly monitors the volume of water with-
drawals using data provided continuously by remote-control gauges 
or data taken in the field by operating personnel and sent by tablet 
to the company management system. The data received from the 
two channels flow into a single system which is used to monitor the 
water districts to direct leak detection activities, and to monitor the 
water balance and the relative technical quality indicators (M1a and 
M1b). On the basis of this monitoring, three-monthly updating is also 
carried out on a document shared with the Tuscan Water Authority 
regarding possible water-emergency status, with indication of crit-
ical issues involving “drought” (lack of resources) and management 
or infrastructural actions planned to handle such issues. Monitor-
ing dashboards created to enable the real time assessment of the 
qualitative and quantitative characteristics of supply sources have 
proved particularly useful for monitoring the situation of the water 
crisis declared in summer 2022 in terms of resource use planning 
and for reporting and communication purposes
In the Municipalities that fall within OTA 5 Lazio Meridionale - 
Frosinone, Acea Ato 5 manages 80 sources, 75 of which are active, 
with 41 wells/well fields and 34 springs. In addition to these sourc-
es, the Company purchases/sells water through exchange points 
with other operators and with a Municipality in a neighbouring area. 
From the sources, the water is transported to the Municipalities 
through a supply network, which follows a complex distribution net-
work beginning with tanks and dividing elements before reaching all 
users served, and totalling 6,181 km. 
Gesesa, which operates in District 1 Calore Irpino in the Campania 
Region, for the supply of drinking water, manages approximately 
2,093 km of network, springs, primarily seasonal, and collects the 
majority of the water utilizing groundwater wells. There are three large 
collection systems: the Benevento plain, constituted of the well of 
Pezzapiana, a well located at the aquifers of Monte Taburno and a well 
located near to the Grassano spring. 
AdF, which operates in Optimal Territorial Conference no. 6 “Om-
brone” (ex OTA 6), manages the drinking water system through a 
network that stretches approximately 8,360 km. Almost 50% of 
the water is drawn from the Fiora springs located on the slopes of 
Monte Amiata, while in the Siena area, the most significant systems 
are the Luco well field and the Vivo aqueduct, which takes water 
from the three springs of Amiata Ermicciolo, Ente and Burlana, lo-
cated in the Vivo d’Orcia area.
The water system managed by Gori in the Sarnese Vesuviano territo-
rial district has three main subsystems: Vesuviano, Monti Lattari and 
Ausino. The Vesuviano System is the most extensive of the three and 
arises from the functional integration of the Sarno aqueduct and the 
Vesuviano aqueduct, in turn interconnected with external elements 
of the Campano aqueduct, the West Campania aqueduct and the 
Serino aqueduct. This is responsible for supplying the majority of the 
OTA 3 municipalities. The Monti Lattari System serves the territory 
of the Sorrento Peninsula, the Island of Capri and the Stabiese plain. 
Finally, the Ausino System, represents the supply framework for the 
municipalities of the OTA that occupy the eastern edge of the ter-
ritory. The water drawn from endogenic sources represents approx-
imately one third of the total, while the remainder originates from 
systems outside the OTA.
All of the Companies guarantee operation and correct maintenance 
of collection infrastructure, primary and secondary water plants, sup-
ply systems and distribution networks and user meters. Extraordinary 
maintenance is also performed (renovation, upgrading and/or expan-
sion of plants and networks). 
In 2022 Acea Ato 2 continued to develop the programme of works 
under the “Safeguarding and modernisation of the Peschiera water 
system” project (Annex 4, Art. 44, Decree Law 77/21, converted 
with amendments into Law 108/21). As of 2021, these works have 
been conducted under the authority of the Extraordinary Com-
missioner. In particular, the Technical Economic Feasibility Studies, 
produced according to the Guidelines established by Art. 48 of De-
cree Law 77/21, were completed and, in December 2022, author-
isation and tender procedures were launched for four sub-projects 
to develop hydraulic works, partly financed by the NRRP (see the 
section Quality in the water area in the Customers and Community 
chapter).
The location and surface area of the fully protected areas160 are 
shown in Table no. 50. Please note that the sources illustrated are 
all drawn in “areas under water stress” as defined at international 
level161 by the World Resources Institute. The water drawn is fresh-
water162, apart from 1.3% of the amount drawn by AdF, correspond-
ing to approximately 0.8 million cubic metres, from marine sources. 
The amounts drawn by the Companies from the springs listed are 
indicated in the Environmental Accounts.
Relations with the environment
204

To protect areas where springs are located, Acea Ato 2 also em-
ploys satellite monitoring. Surveillance is concentrated in the plac-
es showing – on the basis of the comparison between two images 
taken from space at a distance of several months – an unjustified 
or suspect morphological variation, such as new, unsurveyed con-
structions, earth movements, small landfills. The Company per-
163	 Compared to the previous version of the document, the data on fully protected areas have been restated following the progressive conclusion of ongoing studies to outline the 
protected areas.
forms checks on site to identify any threats to water resources, 
ensuring precise monitoring. In fact, in 2022, thanks to the use of 
a satellite to perform change detection and additional inspections 
carried out along the supply and collection network, 63 violations 
were identified.
Table no. 50 – The principal sources under protection
sensitive area
municipality
area (m2) (*)
IN OTA 2 – CENTRAL LAZIO163
Peschiera springs
municipality of Cittaducale (Rieti, Lazio)
187,289
Le Capore springs
municipality of Frasso and Casaprota (Rieti, Lazio)
618,273
Acqua Marcia spring
municipalities of Agosta-Arsoli-Marano Equo (Rome)
818,457
Acquoria spring
municipality of Tivoli (Rome)
8,862
Pantano Borghese Acqua Felice springs 
municipality of Zagarolo (Rome)
392,123
Simbrivio springs
municipality of Vallepietra (Rome)
190,624
Ceraso springs and wells (Simbrivio aqueduct)
municipality of Vallepietra (Rome)
9,072
Pertuso springs 
municipality of Trevi – Filettino (Lazio)
66,853
Doganella springs
municipality of Rocca Priora (Rome)
137,873
Acqua Vergine springs
municipality of Rome
220,566
Torre Angela wells 
municipality of Rome
49,897
Finocchio wells
municipality of Rome
32,197
Laurentina wells
municipality of Ardea
7,650
Pescarella wells
municipality of Ardea
2,472
Lake Bracciano
municipality of Rome
1,038
supply works on the Tevere River by the Grottarossa water 
treatment plant
municipality of Rome
1,769
supply works on the Mignone River by the Lasco del Faleg-
name river crossing
municipality of Canale Monterano 
2,000
other supply sources 
(minor springs and other well fields)
various municipalities in OTA 2
80,000
IN OTA 5 – SOUTHERN LAZIO 
Posta Fibreno wells
municipality of Posta Fibreno (Frosinone)
20,000
Tufano wells
municipality of Anagni (Frosinone)
18,000
Capofiume spring
municipality of Collepardo (Frosinone)
10,000
Madonna di Canneto spring
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
IN THE PROVINCE OF BENEVENTO – OTA – CALORE IRPINO
18 wells 
municipalities of Benevento, Telese Terme, Castelpagano, 
Vitulano, Melizzano, Sant’Agata de’ Goti, Cautano
9,110
Ciesco spring
Castelpoto
307
Faitillo and Orto dei Ciuffi spring
San Giorgio La Molara
2,412
Gradola spring
Tocco Caudio
707
Monticelli spring
Castelpagano
358
Pietrafitta and Ruggiero spring
Torrecuso
2,242
San Vito spring
Frasso Telesino
249
Voneventa spring
Molinara
516
Acea Group • 2022 Sustainability Report
205

IN THE SARNESE VESUVIANO DISTRICT
Vado spring
municipality of Bracigliano (Salerno)
1,338
Forma spring
municipality of Gragnano (Naples)
322
Imbuto spring
municipality of Gragnano (Naples)
187,159
S.M. Lavorate spring
municipality of Nocera Inferiore (Salerno)
5,971
S.M. La Foce spring and well field
municipality of Sarno (Salerno)
60,202
Fontana Grande source
municipality of Castellammare di Stabia (Naples)
330
centres of Murata, Pugliana, Casaliciello, Santa Lucia and 
Tartaglia
municipalities of Cercola, Ercolano, Pollena Trocchia, Rocca-
rainola and San Giorgio a Cremano (Naples)
15,473
centre of Monte Taccaro and Angri well field
municipality of Angri (Salerno)
43,072
well field of Suppezza, Gragnano, San Mauro Montalbino, 
Mercato Palazzo and Santa Lucia
municipalities of Castellammare di Stabia, Gragnano, Nocera 
Inferiore and Sarno (Salerno)
46,610
wells of Traiano, Stromboli-Vesuvio and Petraro
municipalities of Castel San Giorgio, Mercato San Severino 
and Nocera Superiore (Salerno)
7,203
21 wells in the province of Salerno
municipalities of Bracigliano, Castel San Giorgio, Corbara, 
Fisciano, Mercato San Severino, Nocera Inferiore, Nocera 
Superiore, Pagani and Siano (Salerno)
10,657
4 wells in the province of Naples
municipalities of Castellammare di Stabia, Palma Campania, 
Roccarainol and San Giorgio a Cremano (Naples)
1,529
IN OPTIMAL TERRITORIAL CONFERENCE NO. 6 “OMBRONE”
Spring of Galleria Alta – Galleria Bassa – Fonte Carolina
municipality of Santa Fiora (Grosseto)
37,046
Ermicciolo Spring
municipality of Castiglione d’Orcia (Siena)
3,885
Arbure Spring
municipality of Castel del Piano (Grosseto)
7,443
Ente Spring
municipality of Arcidosso (Grosseto)
327
Burlana Spring
municipality of Seggiano (Grosseto)
2,442
Luco well field
municipality of Sovicille (Siena)
10,063
(*) The surface area data is estimated.
ENERGY SEGMENT
SCOPE 
The chapter Energy Segment includes Acea Produzione, Areti, the Acea Ambiente, Deco and Ecogena energy production plants (Ecogena is 
only included for data on energy produced and Energy Efficiency Certificates). Waste-to-energy activities are also described in the chapter 
Environment Segment.
842 GWh  
energy produced 
(941 GWh including the 
PV plants not included in 
the NFS reporting scope)
64%
energy produced from 
renewable sources 
(68% including the 
PV plants not included in 
the NFS reporting scope)
approximately 169,500 t  
of CO2 saved thanks to electricity  
produced from renewable sources instead 
of conventional sources (200,300 t CO2 
including the production of the PV plants 
not included in the NFS reporting scope)
Relations with the environment
206

The Group, which operates in the generation of electricity and 
thermal energy, in the distribution of electricity in Rome and For-
mello, including management of public lighting, and in the sale of 
electricity, heating and gas, manages the entire chain of production 
and supply through the operations of separate independent Com-
panies, as required by electricity-market regulations.
To improve the management of distribution infrastructure, Acea 
implements hi-tech innovative solutions — remote control, IoT and 
smart grids — enabling increased resilience. The increased flexibility 
of the grid also responds to the trend of increasing numbers of pro-
sumers connected (see also chapters Customers and the community 
and Institutions and the Company).
ENERGY PRODUCTION: FOSSIL AND 
RENEWABLE ENERGY SOURCES
GROUP PLANTS 
Through Acea Produzione  and Acea Ambiente, the Group generates 
electricity primarily from renewable sources. The majority of produc-
tion is provided by hydroelectric plants and another significant por-
tion, also partially renewable, from waste-to-energy plants utilising 
paper-mill waste and Solid Recovered Fuel (SRF).
Acea also launched a major programme to increase its activities in 
the photovoltaic sector, in line with the 2020-2024 Business Plan, 
which plans for an installed capacity of around 750 MW through ac-
quisitions and the construction of new plants. As of March 2022, this 
aim has been supported by a financial transaction under which Acea 
transfers its existing photovoltaic assets — which are either already 
in operation or in the process of being connected to the grid — to 
a Company of which Acea Produzione is a minority shareholder164, 
while retaining control of the management of the plants, and has 
signed agreements aimed to purchase the renewable energy pro-
duced by the plants.
164	 In particular, this refers to AE Sun Capital Srl, established in January 2022, and 40% owned by Acea Produzione and 60% by the investment fund Equitix Investment Management.
165	 The power station is operational only in the event of extraordinary energy demand, and operation can also be managed remotely from the control room at the Tor di Valle Power 
Station.
166	 Output of the Acea Produzione, Acea Solar, Acea Renewable and SF Island plants.
167	 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.
Lastly, Acea Produzione has generation plants from fossil fuel 
(thermoelectric) – the latter mainly through the high-efficiency 
cogeneration plant of the Tor di Valle plant, which had greater avail-
ability during the year..
The power park includes:
	•
7 hydroelectric power stations located in the Lazio and Abruzzo 
regions for a total of 122 MW;
	•
2 thermoelectric power stations located within the Municipal-
ity of Rome area: Montemartini (78.3 MW)165 and Tor Di Valle 
(28.5 MW), for 106.8 MWe total available installed capacity;
	•
a photovoltaic park for a total of 7.8 MW166 (total capacity, in-
cluding the plants owned by the investee company and not con-
solidated on a line-by-line basis, is 100.6 MW).
The generation of energy from waste-to-energy processing is man-
aged by Acea Ambiente, taking place at two plants located in San Vit-
tore del Lazio and Terni, and both with percentages of biodegradable 
material (renewable source) varying between 40% and 50%. The total 
gross electrical power currently available is approximately 58 MWe.
In addition, the Environment Segment produces electricity using 
biogas derived from the anaerobic digestion process at the Orvieto 
Technology Hub, the sites managed by Deco and the composting 
plants of Aprilia and Monterotondo Marittimo.
The Company Ecogena, certified as an ESCo (Energy Services 
Company) in accordance with UNI CEI 11352:2014, develops the 
energy efficiency initiatives for the Group and reports their results 
to Gestore dei Servizi Energetici (GSE) for the awarding of Energy 
Efficiency Certificates (EEC).
The activities assigned to Ecogena include also the design and build-
ing of cogeneration and trigeneration plants167 for the combined 
production of electricity, heat and cooling energy.
The total production capacity of the cogeneration plants managed 
by Ecogena, combined (or not) with district heating networks, 
amounts to a total electrical output of 1.9 MW, located in areas 
across the Lazio region.
Table no. 51 – Installed power of the electric power stations of Acea Produzione
hydroelectric power stations
thermoelectric power stations 
A. Volta di Castel Madama (Rome) power station
gross power 9.4 MW
Tor di Valle power station: high-efficiency cogeneration (CAR) section (*) (Rome) methane fuel 
- gross power 28.5 MW
G. Ferraris di Mandela (Rome) power station
gross power 8.5 MW
Montemartini power station (Rome) diesel fuel - gross power 78.3 MW 
Salisano power plant (Rieti)
gross power 24.6 MW
 
G. Marconi di Orte power plant (Viterbo)
gross power 20.0 MW
Sant’Angelo power plant (Chieti)
gross power 58.4 MW
Cecchina power plant (Rome)
gross power 0.4 MW
Madonna del Rosario power plant (Rome)
gross power 0.4 MW
general total: gross capacity 229 MW 
(*) The CAR plant in Tor di Valle provides district-heating service in the area south of Rome.
Acea Group • 2022 Sustainability Report
207

Installed capacity, which totals168 around 305 MW (398 MW includ-
ing the Investee company not consolidated on a line-by-line basis), is 
represented in Chart no. 50, broken down by energy source.
Chart no. 50 – Installed power of Companies included in the 
NFS divided by energy source (MW) (2022)
78.3 diesel fuel
30.4 natural gas (cogeneration)
58 waste-to-energy
121.7 hydroelectric
7.8 photovoltaic solar
9.1 biogas
ELECTRICITY PRODUCED
In 2022, total gross electricity production fell by 17%, from 1,016 
GWh in 2021169 to 842 GWh in 2022 (941 GWh, including energy 
produced by the photovoltaic plants of the subsidiary not consoli-
dated on a line-by-line basis).
The reduction is mainly due to the lower rainfall in the year, which 
impacted hydroelectric energy production (down 23%). Biogas 
production increased by 16%, partly due to the inclusion in the re-
porting scope of Deco (without this, the increase would have been 
7%). For further details, see the Environmental Accounts.
Electricity generated from renewable sources, amounting to approx-
imately 538 GWh (636 GWh including the photovoltaic plants of the 
subsidiary not consolidated on a line-by-line basis) represents the 
majority at around 64%170, with the following contributions:
	•
335.3 GWh from hydroelectric power,
	•
152.6 GWh from waste-to-energy,
	•
36.3 GWh from biogas (Orvieto, Deco171, Aprilia and Montero-
tondo Marittimo waste management plants)
	•
13.5 GWh from photovoltaic plants172 (111.9 GWh including the 
plants of the subsidiary not consolidated on a line-by-line basis), 
see Chart no. 51 and Table no. 52.
After the completion of upgrading and energy efficiency measures in 
2022, the  revamping of the Sant’Angelo power plant was completed, 
with the goal of optimising the use of available water resources, with 
the same specifications in terms of installed power and authorised by 
concession.
A significant portion of the energy from waste-to-energy pro-
duction, as already noted, is associated with the combustion of 
the biodegradable fraction of waste used as a primary source. In 
particular, the renewable share of the fuel (SRF) of the San Vit-
tore del Lazio plant was 46.8% of the total of waste-to-energy 
168	 Total installed power includes the plants operated by Acea Produzione, Ecogena, Acea Ambiente (waste-to-energy plants and the Orvieto, Aprilia, Monterotondo Marittimo 
and Grasciano 2 plants) and Deco for the production of biogas.
169	 The data for Ecogena, previously reported separately, is now included in the 2021 data.
170	 68% if including the photovoltaic plants of the subsidiary not consolidated on a line-by-line basis.
171	  The Deco plants, which joined Acea Ambiente in 2022, produced 2.7 GWh.
172	 This does not include the energy produced by two photovoltaic plants operated by AdF and the Terni waste-to-energy plant, which produced 12.8 and 454.3 MWh respectively, 
mainly for self-consumption. 
in 2022, while at the Terni plant this share was 40.8%.
Chart no. 51 – Electricity produced subdivided by primary energy 
source (TJ) (2022) 
7.9 diesel fuel
425.1 natural gas
664.2 waste-to-energy (thermoe-
lectric)
1,207.1 hydroelectric
549.3 waste-to-energy (renewable)
48.6 photovoltaic solar
130.7 biogas
NOTE: the values reported in the chart are expressed in TJ (1 GWh=3.6TJ).
Table no. 52 – Electricity produced 
(by primary energy source) (2020-2022)
primary energy source
2020
2021
2022
TJ (GWh) (*)
ELECTRICITY PRODUCED
(FOR PRIMARY ENERGY SOURCE)
diesel fuel
5.4
(1.5)
5.9
(1.6)
7.9
(2.2)
natural gas
(co-generation)
362.5
(100.7)
406.1
(112.8)
425.1
(118.1)
waste-to-energy (approxi-
mately 55% of the total in 
2022)
716.8
(199.1)
730.4
(202.9)
664.2
(185.5)
total thermoelectric 
1,048.6
(291.3)
1,142.4
(317.3)
1,097.2
(304.8)
hydroelectric
1,354.7
(376.3)
1,564.9
(434.7)
1,207.1
(335.3)
waste-to-energy (approxi-
mately 45% of the total in 
2022)
529.3
(147.0)
552.7
(153.5)
549.3
(152.6)
biogas
96.9
(26.9)
113.0
(31.4)
130.7
(36.3)
photovoltaic solar (**)
269.9
(75.0)
283.0
(78.6)
48.6
(13.5) (***)
total renewables
2,250.7
(625.2)
2,513.6
(698.2)
1,935.8 
(537.7) (***)
general total
3,299.3
(916.5)
3,656.0
(1,015.6)
3,032.9 
(842.5) (***)
(*) 1 GWh = 3.6 TJ.
(**) Photovoltaic energy includes the production at the plants located on sites of 
the water area (Acea Ato 2 and Acea Ato 5) and in Orvieto, for a total of 1.7 GWh  
produced. Natural gas includes production by Ecogena.
(***) Including the data from the photovoltaic plants of the subsidiary not consolidated 
on a line-by-line basis, the 2022 data would be solar photovoltaic 402.8 TJ (111.9 GWh), 
total renewables 2,290.0 TJ (636.1 GWh), overall total 3,387.1 TJ (940.9 GWh).
Relations with the environment
208

THERMAL ENERGY PRODUCED
Total thermal energy produced in 2022 was 105.3 GWh.
The Tor di Valle thermoelectric power plant generated 87.7 GWh 
of thermal energy.
The heat generated was used to serve 40,794 residents in the area 
south of Rome (Mostacciano, Torrino and Mezzocammino) by 
173	 With regard to polychlorinated biphenyls (PCBs), pursuant to Legislative Decree no. 209/99 and Law no. 62/05, Acea disposed of transformers with PCBs above the 500 
ppm threshold in 2009. In 2022, 114 transformers with PCBs above 50 ppm but below the threshold of 500 ppm, with 41 reported to ARPA, with a PCB quantity of 6,398 
ppm and a weight of approximately 46 tonnes, all of which were recovered.
means of a district-heating network which provides a volume equal 
to 3,668,967 cubic metres.
This thermal energy is supplemented by the 17.6 GWh produced by 
the Ecogena plants in 2022.
For production data for the three-year period for Acea Produzione 
and Ecogena, see Products in the Energy section of the Environ-
mental Report.
ENERGY DISTRIBUTION
THE DISTRIBUTION NETWORKS 
management of the 
distribution grids in 
Rome and Formello:
approximately 
32,200 km
approximately 
10,000 GWh 
of electricity demand 
(Areti)
improves territorial protection 
(underground HV network/total 
HV network):
49.3% (47% in 2021)
Areti manages the electricity distribution network of Rome and For-
mello, covering approximately 32,200 km and capable of supplying 
over 2.8 million residents. In terms of volumes of electricity distrib-
uted, about 9,400 GWh in 2022, Acea is the third largest Italian op-
erator in the sector. 
Table no. 53 presents the principal plant data of the Company, includ-
ing the number of primary and secondary substations, the transform-
ers173 and the km of overhead and underground distribution lines.
The environmental indicator related to protecting the land, calculated 
as a percentage share of the underground high-voltage (HV) network 
in relation to the total of the HV lines in use (overhead and under-
ground), improved thanks to the continuing transformation and mod-
ernisation of the high and extra-high-voltage electricity distribution 
grid, and stood at 49.3% in 2022 (47% in 2021). 
Table no. 53 – Number of plants and overhead and underground distribution lines (2020-2022)
Areti
systems and output
u. m.
2020
2021
2022
High-Voltage/High-Voltage – High­Voltage/Medium-Voltage primary substa-
tions
no.
70
70
70
High-Voltage/High-Voltage and High-Voltage/Medium-Voltage transformers
no.
171
170
169
transformation power 
MVA
7,881
7,921
7,757
substations in use
no.
13,292
13,309
13,347
Medium Voltage/Medium Voltage - Medium Voltage/Low Voltage transformers
no.
12,897
12,893
12,914
transformation power
MVA
6,298
6,313
6,347
overhead and underground networks
high voltage network – overhead lines
km
282
275
247
high voltage network – underground lines
km
243
244
240
medium voltage network – overhead lines
km
421
420
420
medium voltage network – underground lines
km
10,211
10,269
10,357
low voltage network – overhead lines
km
1,642
1,642
1,595
low voltage network – underground lines
km
18,511
18,829
19,396
Acea Group • 2022 Sustainability Report
209

The activities defined in the Plan to modernise the high-voltage (150 
kV) electricity distribution network174, which are constantly being de-
veloped, reduce the environmental impact thanks to the demolition of 
power lines and the removal of pylons, and help to deliver energy sav-
ings through the reconfiguration and optimisation of the HV network:
	•
works continued to dismantle decommissioned HV lines, with 
removal of a total of 49 pylons for 150-kV and 60-kV lines; 
	•
5.4 km of 60 kV high-voltage lines in EPR underground cable 
(Castel Romano HV lines 1 and 2 leaving PS Laurentina towards 
Via Gadda terminal area) were decommissioned; 
	•
the new 150 kV Selvotta - Castel Romana line (comprising a 5.8 
km overhead section with 24 pylons and a 2 km underground 
section) was completed and entered into operation;
	•
works to modernise the existing 150 kV Capannelle - Cinecittà/O 
HV line began (laying of 1.6 km of new HV cable and subsequent 
removal of two sets of three HV cables extending for 2.7 km).
The management of the electricity distribution network of Rome and 
Formello is characterized by the continuous improvement of the per-
174	 Defined in the Memorandum of Understanding signed in 2010 between Areti SpA, Municipality of Rome and Terna SpA.
175	 Deco also manages other plants that have merged directly into the company Acea Ambiente. For more details see the section Integrated Waste Treatment - Orvieto hub and Deco 
sites.
formance, with a particular focus on energy efficiency. Areti implements 
measures, such as the reclassification of medium voltage levels from 8.4 
kV to 20 kV and the installation of MV/LV transformers with very low 
losses, which help to reduce grid losses. In 2022, grid losses amounted 
to 6.5% of total issued power, in line with the previous year (6.0%). For 
further information see the Energy savings section in the chapter The use 
of materials, energy and water. 
Upgrading electricity lines promotes and supports the energy tran-
sition. In this context, certain projects launched by Areti, such as 
PlatOne, G.I.M.M.I. and Be Flexible, are particularly significant. 
The PlatOne project also involves Acea Energy and aims to effec-
tively manage the expected increase in distribution network loads by 
actively involving customers. The G.I.M.M.I. project focuses on de-
veloping a system that improves grid monitoring and maintenance. 
The third project, launched in September 2022, tests the use of flex-
ibility services, as well as synergies between the electricity system and 
other sectors, to promote network stability and security. For more 
details, see the section "The Commitment to Research and Innova-
tion" in the Institutions and the Company chapter. 
ENVIRONMENT SEGMENT
SCOPE
The chapter refers to Acea Elabori for the Smart Comp project. 
The activities of the waste treatment hubs, waste-to-energy plants 
and composting plants, all within Acea Ambiente, and the activities 
of Aquaser, Acque Industriali and the Bio Ecologia plant (the latter 
within Acea Ambiente), the companies Berg and Demap and, as of 
2022, the company Deco175.
36,976 t 
of quality  
compost  
produced: 
+31%  
compared to 2021
36 GWh of energy 
produced from approx.  
20,207 kNm3  
of biogas
waste-to-energy:
387,346 t 
of waste input and 
approximately 
93,820 t of waste 
output:
24% (output/input)
Awards  
EMAS 2022  
in the Circular Economy 
category awarded jointly to 
Acea Ambiente and Berg for 
the reuse of ash and to Acea 
Ambiente (Orvieto) for the 
use of compost as fertiliser
Acea has continued to expand its capabilities in management of the 
final part of the waste cycle, for optimised recovery, recycling and re-
use and, where possible, recovery of energy. The Group manages the 
following activities: the treatment of municipal solid waste (MSW) 
and other types of waste (such as green waste from separated waste 
collection, industrial waste, etc.) for the recovery of material and dis-
posal of residual materials in landfill, the storage, selection, sorting and 
separation of multi-material waste originating from separated waste 
collection, such as plastic and metal packaging, for subsequent recov-
ery, the treatment of liquid waste such as leachates and liquid sludge, 
waste-to-energy that recovers the energy portion of the waste and 
reduces the landfill required for disposal, and the production of high 
quality compost for agricultural use.
Relations with the environment
210

The management of solid and liquid waste is performed at plants 
using advanced technology and in recent years, in order to improve 
and renew processes and increase recovery of materials and/or en-
ergy, some of them have been upgraded or expanded.
The Companies that operate in that area conduct research, also in 
collaboration and partnerships with university institutions and com-
panies operating in the circular economy field. Included in this con-
text is the Acea Smart Comp local composting activity carried out 
by Acea Elabori. 
The Acea Smart Comp project continued in 2022 with the support 
from the University of Tuscia and Enea. Going beyond the logic of waste 
transition, since 2020, the project has proposed a new organic waste 
management model that shifts management in large plants to decen-
tralised waste management. This project, which has enabled the Com-
pany to become organic waste free and patent the control system for 
electric composters, involved several different companies. In fact, the 
technology adopted involved areas such as wireless sensor technology, 
involving partnerships with start-ups such as Nature 4.0, air filtration 
with photocatalysis, automated bin rotation, with an integrated waste 
weighing system, predictive maintenance, which involves hardware 
that can be installed on Smart Comp systems to interface with an IoT 
platform, and optical waste recognition, which involved a partnership 
with Keybiz to define the algorithms and process the video streams. The 
project also involves the strategic introduction of the solution into the 
new concept of circular communities and smart apartment buildings. 
In this regard, pilot projects were launched on different types of poten-
tial circular communities, or community aggregators, such as barracks, 
parishes, district markets and universities.
During the Ecomondo event, Acea Ambiente presented various 
plastic recycling initiatives, including the innovation plant currently 
being constructed in Cittaducale designed to sort and recover plas-
tic waste from separated urban waste collection (for more details 
see the "Ecomondo" box in the Environmental Sustainability and 
the Main Challenges chapter).
The following paragraphs provide further details of operational as-
pects of activities in the circular-economy field.
WASTE-TO-ENERGY, COMPOSTING, 
DISPOSAL OF SOLID AND LIQUID 
WASTE AND RELATED SERVICES
Chart no. 52 illustrates the types of processing and recovery of ma-
terials or energy for the Environment Segment.
Chart no. 52 – Incoming volumes of waste managed by type of 
plant/activity (t) (2022)
387,346 waste-to-energy (pulper 
and SRF)
194,858 compost (including 
Orvieto)
295,554 waste entering the Orvieto 
hub (landfill)
198,273 intermediation and selection
241,634 liquid waste and leachate
176	 With reference to Decree Law 133/2014 (referred to as Sblocca Italia), the plant has been defined as a strategic structure of primary national interest for the protection of 
health and the environment, as per Lazio Regional Decree no. 199 of 24/04/2016.
WASTE-TO-ENERGY 
In addition to the activities already described of solid and liquid waste 
treatment and anaerobic-digestion lines at composting sites, Acea 
Ambiente also manages the waste-to-energy process through the 
plants of San Vittore del Lazio and Terni. The two plants are operat-
ed according to the certified Environmental Management Systems 
and registration with the European EMAS III scheme (see also Cor-
porate identity, Management systems). Adopting circular economy 
logic, once all possible material has been recovered, energy recov-
ery generates energy and economic benefits and leads to a notable 
volumetric reduction — in 2022 the volume of waste leaving the 
waste system was 24% of the waste-to-energy volume — and the 
biological stabilisation of waste, minimising disposal in landfills.
In its current configuration, the San Vittore del Lazio plant is the 
largest in the Lazio Region and plays an important role in the man-
agement of municipal waste, both for the advanced technologies 
used for its construction and for its considerable treatment poten-
tial176. It is composed of three independent waste-to-energy lines 
designed to be fed with Solid Recovered Fuel (SRF), with the fol-
lowing characteristics:
	•
52 MWt of thermal power for line 1 and 56.7 MWt of installed 
thermal power for each of the other two lines, for a total thermal 
power of approximately 165 MWt
	•
13.9 MWe of electric power for line 1 and 15.1 MWe for each of the 
other two lines, for a total power of approximately 44 MWe;
	•
approximately 400,000 t/year of SRF, sludge and other waste 
at full treatment capacity.
In October 2022, the Lazio Region issued Resolution no. G14621 
to create a fourth waste-to-energy line, enabling the complete 
processing of waste entering the plant in the case of shutdowns for 
upgrading or scheduled maintenance, as well as treatment of sew-
age sludge in compliance with the indication of the Waste Manage-
ment Plan approved by the Lazio regional authority.
In 2022 289,550 tonnes of waste were processed by the 
waste-to-energy plants and approximately 251 GWh of electricity 
was generated, a drop compared to 2021 production (-6%).
Table no. 54 – San Vittore del Lazio waste-to-energy plant:  
operating data (2020-2022)
u. m.
2020
2021
2022
incinerated fuel
t
319,122
307,391 289,550
gross electricity produced 
GWh
269.38
267.74
251.26
conversion efficiency (*) 
kWh/kg 
SRF
0.84
0.87
0.87
(*) Relationship between gross electricity produced and quantity of SRF converted 
to energy.
The Terni plant is composed of a waste-to-energy line and has the 
following characteristics:
	•
52 MWt of thermal power installed;
	•
13.6 MWe of electrical power installed;
	•
120,000 t/year of pulper waste (paper mill waste resulting from 
the pulping of waste paper), as the maximum potential for in-
coming waste.
The waste-to-energy plant is also equipped with photovoltaic systems, 
the primary system on the pulper waste pre-treatment area and a 
secondary system on the adjacent building, which in 2022 generated 
approximately 454 MWh of electricity, with around 61% consumed on 
site and the remainder sold to the grid, in line with previous years.
Acea Group • 2022 Sustainability Report
211

In 2022 97,796 tonnes of pulper waste were processed by the 
waste-to-energy plant and approximately 86 GWh of electricity 
was generated, a slight decrease compared to 2021 figures.
For data on the emissions of both waste to energy plants see the 
chapter Air emissions, in addition to the data reported in the Envi-
ronmental accounts.
Table no. 55 – Terni waste-to-energy plant:  
operating data (2020-2022)
u. m.
2020
2021
2022
waste-to-energy paper  
mill pulper
t
90,215
99,730
97,796
gross energy produced
GWh
76.77
88.67
85.81
conversion efficiency (*)
kWh/kg 
pulper 
waste
0.85
0.89
0.88
(*) Relationship between gross electricity produced and quantity of pulper waste con-
verted to energy.
In 2022, a waste research facility was opened within the Berg plant 
in San Vittore del Lazio to study the re-use of fly and bottom ash. 
For this project, Acea Ambiente and Berg received an EMAS award 
in the Best Circular Economy Initiative category177.
For information on the projects to recover sodium bicarbonate and 
calcium chloride dihydrate from the treatment of residual sodium 
carbonate (RSC), as well as on the treatment of fly ash and the re-
covery of mixed plastics, see the section "The Commitment to Re-
search and Innovation" in the Institutions and the Company chapter.
INTEGRATED WASTE TREATMENT
Acea Ambiente manages major waste management facilities in the 
Umbria and Abruzzo regions. In particular, in Orvieto, in Umbria, it 
manages an important systems hub for waste treatment, recovery 
and disposal, ensuring the integrated cycle of municipal solid waste 
and equivalent materials, produced by all municipalities in the prov-
ince of Terni. The landfill site is also authorised to receive special 
waste. 
The Orvieto hub includes the mechanical biological treatment of 
municipal solid waste, composting and refining of the organic frac-
tion of the sorted waste and disposal in landfills. Management takes 
place in accordance with the certified Management Systems (see 
the section Management systems in Corporate identify), with the goal 
of maximising recovery of materials (production of high-quality 
compost) and supporting both the production of renewable energy 
(utilising biogas produced for energy) and, as far as possible, the 
reduction of waste sent to landfill.
There are beehives at the hub which are used to biomonitor the en-
vironment by sampling wax, honey and bee matrices and to plan 
177	 https://www.isprambiente.gov.it/it/attivita/certificazioni/files/emas/newsletter/2022/newsletter-emas-n3-2022.pdf.
178	 Deco's facilities include a Transfer Point where third-party urban waste collection vehicles transfer the collected waste from their own machines to larger-capacity vehicles, 
and a depot on the quayside of the port of Ortona, in the Province of Chieti, authorised for the storage of waste for recovery, where the SRF to be shipped is stored, providing 
several logistical, organisational and environmental advantages. This is not included in the reported data due to its negligible significance.
179	 The Grasciano site also includes other plants that have been inactive for several years: a platform for the treatment and energy recovery of waste from separated waste col-
lection, a landfill for non-hazardous waste (Grasciano1) and two waste treatment lines (one for mixed and/or similar waste to produce SRF and the other for the wet organic 
fraction derived from separated waste collection to produce high-quality compost). 
public educational events aimed at local communities.
Total waste entering the plant in 2022 was 97,661 tonnes, of which 
71% (approximately 69,500 tonnes) was sent to landfill and almost 
all of the remainder was sent to the anaerobic digestion and com-
posting section of the treatment plant for the production of biogas 
and compost. The end product resulting from the aerobic process 
is refined and subsequently analysed for its chemical and physical 
classification as high-quality compost, for use as a raw material in 
commercial growing, environmental restoration, and for maintain-
ing green areas (for more information see the "Use of Compost in 
Agriculture" box).
At the same site, there are two energy production plants powered 
respectively by the biogas produced by the anaerobic section of the 
treatment plant and by the biogas produced naturally by the landfill 
site. The latter is collected through a supply network and sent to two 
internal combustion engines that transform it into electricity, which 
is then sold to the grid:
	•
approximately 1.7 Mm3 of biogas and 3.2 GWh of energy were 
produced at the treatment plant in 2022;
	•
approximately 6.7 Mm3 of biogas and 9.5 GWh of energy were 
produced at the landfill site.
In total, approximately 12 GWh of electricity was fed into the grid 
(for more information see the Environmental Accounts).
The Orvieto hub is also equipped with a photovoltaic plant owed by 
Acea Produzione, which, in 2022, generated around 515 MWh, of 
which 99.8% was used for self-consumption on site.
The company Deco operates in Abruzzo, where it is responsible for 
managing its own plants178 and plants owned by Acea Ambiente 
(such as the Grasciano hub179). In particular, 
	•
a landfill for non-hazardous waste in Casoni (Chieti), divided 
into four sites with a total capacity of over 900,000 cubic me-
tres, which is nearly full; 
	•
a landfill for non-hazardous waste in Colle Cese in the Munici-
pality of Spoltore (Pescara), divided into three sites with a total 
capacity of over 1,000,000 cubic metres;
	•
a landfill for non-hazardous waste in Grasciano in the Munici-
pality of Notaresco (Grasciano 2) with an approximate capacity 
of 480,000 cubic metres.
The first two of the above plants belong to Deco, while the latter 
belongs to Acea Ambiente. Biogas for the production of electric-
ity is recovered at all three sites. In 2022, Deco's waste process-
ing plants produced 4,180,996 Nm3 of biogas and 2,656 MWh of 
electricity.
Deco also operates a Mechanical Biological Treatment (MBT) 
plant for Municipal Solid Waste (MSW) in Casoni (Chieti). The fa-
cility, which recovers materials and SRF, processed 241,642 t of 
waste in 2022 (see box).
Relations with the environment
212

DECO'S MBT PLANT
180	 The liquid waste treatment facility at Sabaudia is currently inactive and studies, analyses and technical and economic assessments are currently underway to identify possible 
new industrial uses for the site.
181	  The data detailed here for the sake of completeness concerns sludge for which Aquaser has managed the entire supply chain, from loading to transport and final disposal, orig-
inating from the following Group Companies: Acea Ato 2, Acea Ato 5, Acquedotto del Fiora, Umbra Acque, Publiacqua, Acque and Acea Molise.
In view of the European regulations implemented in Italy by Legisla-
tive Decree 152/06, Deco has developed an innovative technology 
for the energy recovery of mixed municipal waste, with the con-
sequent construction of a Mechanical Biological Treatment (MBT) 
plant, located in Casoni (Chieti), which has an authorised waste ca-
pacity of 270,000 t/year and is one of the largest and most tech-
nologically advanced plants in Europe.
The plant processing procedure includes a Reception and Prima-
ry Mechanical Treatment phase, a Biological Treatment phase and 
a Final Mechanical Treatment (refining) phase. Each phase takes 
place in separate rooms equipped with exhaust air and dust extrac-
tion and purification systems (biofilters, bag filters, etc.). 
Thanks to the technology used, less than 35% of the waste that 
enters the plant is sent to landfill. Biostabilised waste is converted 
into Solid Recovered Fuel (SRF) and is used to power facilities such 
as waste-to-energy plants and cement plants.
In 2022, 241,642 t of municipal waste was processed, including 
4,121 t recovered ferrous and non-ferrous metals and 96,093 t of 
SFR. Around 58% of the SRF produced was used in cement plants 
outside Italy instead of conventional fossil fuels, while 42% was used 
in waste-to-energy plants in Italy to produce electricity.
The facility also has a photovoltaic system on the roof that produced 
1,059 MWh in 2022, of which 943 (or 89%) was self-consumed 
on site by the MBT plant and the remainder was fed into the grid.
HIGH-QUALITY COMPOST PRODUCTION 
Experimentation is currently underway with the University of Tuscia 
on high-quality compost produced by the Orvieto plant hub, to-
talling approximately 3,412 tonnes in 2022, for use as agricultural 
fertiliser, applying the direct product and sowing wheat crops on 
land at the plant itself (see the dedicated box).
As well as the site in Orvieto, Acea Ambiente has two other com-
posting plants — one in Aprilia and one in Monterotondo Maritti-
mo — while at the composting plant in Sabaudia waste delivery was 
suspended from 31 October 2019 to allow extraordinary mainte-
nance works to be carried out180. 
The Aprilia plant can recover up to 120,000 tonnes/year of or-
ganic waste, with production of electricity and thermal energy inte-
grated with the pre-existing composting section. In the first quarter 
of 2022, the compost bagging line entered into operation, with the 
aim of accessing additional markets for the soil improver and acti-
vating SRF production line using waste from the same plant. This 
new line enables waste to be delivered to the San Vittore del Lazio 
plant and contributes to an increasingly circular economy.
The Monterotondo Marittimo plant has a recovery capacity for the 
organic fraction of municipal solid waste, garden waste (grass cut-
tings and material from pruning), and sludge, of 70,000 t/year. An-
aerobic digestion and composting facilities are active at both sites, 
enabling the recovery of electricity and thermal energy. For details 
on the quantities of biogas and energy produced, see the Energy 
Segment chapter and the Environmental Accounts.
THE USE OF COMPOST IN AGRICULTURE
At the Orvieto hub, a study is currently being conducted with the 
University of Tuscia to expand knowledge on the agricultural use of 
compost to explore responsible production and consumption prac-
tices. The land adjacent to the plant has been cultivated using com-
post produced at the plant and a study is being launched to analyse 
the toxicological and ethological effects of compost on the Folso-
mia candida springtail, a small invertebrate used as a bio-indicator. 
The main aim of the project is to provide experimental evidence of 
the absence of contraindications on the use of compost and the 
benefits it can generate as a fertiliser and by increasing soil organ-
ic matter. In 2022, Acea Ambiente won one of the EMAS awards 
in the Best Circular Economy Initiative category for its project on 
how compost can be used as a fertiliser in a sustainable and circular 
agricultural system.
INTERMEDIATION AND TRANSPORT OF WASTE 
In 2022, Aquaser, which loads, transports, recovers and dispos-
es of waste produced by treatment plants, managed 400,000 
tonnes of waste (390,000 tonnes in 2021). With regard to inter-
mediation, during the year Aquaser took charge of approximately 
166,000 tonnes of waste, of which 137,000 tonnes of sludge is 
attributable to the Group’s water companies181, and in particular ap-
proximately 80,500 tonnes to Acea Ato 2, Acquedotto del Fiora 
and Acea Ato 5. The dried and dewatered sludge coming from the 
three Companies was sent to the following end destinations:
	•
61% to material recovery operations (pretreatments aimed at 
agricultural use and composting);
	•
13% to recovery of energy (waste-to-energy);
	•
26% for disposal.
Also this year, due to regulatory constraints direct spreading was 
not used in agriculture.
Aquaser in particular used its own means to transport approximate-
ly 42,000 tonnes of non-hazardous waste.
Acea Group • 2022 Sustainability Report
213

SELECTION AND SEPARATION OF MULTI-MATERIAL 
WASTE
The Demap plant, located in the province of Turin, carries out selec-
tion and implementation of recycling for plastic and plastic/metal 
packaging. In particular, it handles the storage, selection, sorting and 
separation of single and multi-material waste originating from sepa-
rate waste collection, such as plastic material and metal packaging, for 
subsequent recovery. The Demap plant is affiliated with the Corep-
la Consortium, a group of companies established pursuant to Italian 
Legislative Decree 22/1997 to organise and manage post-consump-
tion plastic packaging, and performs its activity on the basis of a con-
tract for the selection of waste plastic packaging with the Consortium 
itself. In 2022, approximately 25,400 tonnes of material entered 
the plant and was processed for separation and recovery.
Meanwhile, almost 6,900 tonnes of waste was processed by Berg, 
although, as detailed below, the company’s main business area is the 
storage and treatment of hazardous and non-hazardous liquid waste 
(for more details, see the Environmental Accounts).
TREATMENT OF LIQUID WASTE
Acque Industriali carries out brokering and liquid waste treatment 
services for private and public companies, as well as activities related 
to the integrated water cycle, mainly consisting of the recovery and 
disposal of organic sludge, through the management of several plat-
forms. In 2022, due to the closure of the Pisa Nord and Pontedera 
sites, the amount of waste processed fell to around 50,000 tonnes of 
liquid waste, down 46% compared to 2021182. In addition, the Com-
182	 As well as the two platform closures, the platform at Poggibonnsi suspended its activities in June 2021 pending the re-issue of the standard operation permit.
183	 (*) On 1 May 2021, Bio Ecologia Srl was merged by incorporation into Acea Ambiente.
184	 The quantities of liquid waste authorised for treatment (excluding wastewater) have a maximum limit of 99,900 tonnes/year.
pany provided brokerage services for approximately 37,000 tonnes of 
waste during the year (-31% compared to 2021).
Acque Industriali uses technologies that support recovery of raw 
materials contained in waste, energy saving and the efficient use of 
resources, such as stripping/absorption of ammonia in a closed cycle 
that enables recovery of ammonium sulphate, which can be used 
as an agricultural conditioner, of which 139,040 kg were produced 
in 2022. The Company also provides services for design, creation 
and management of plants for the treatment of wastewater for third 
parties, decontamination of polluted sites and environmental con-
sulting for the management of plants, investing in research and de-
velopment in the relevant sectors, in collaboration with recognised 
Research Bodies. For details of the type of incoming waste, the re-
sources used, the waste produced and other specific information, 
see the Environmental Accounts.
The Berg plant is a polyfunctional platform for the storage and pro-
cessing of hazardous and non-hazardous waste, authorised for the 
sale and brokerage of waste and the creation of plants for treatment 
and processing of liquid waste.
Specifically, the plant has two departments: storage and treatment 
of liquid waste and storage and treatment of solid waste. In 2022 
approximately 93,700 tonnes of waste, both solid and liquid, 
were processed and brokerage services were provided for a further 
6,900 tonnes of waste.
The Bio Ecologia183 plant in Chiusi handles the chemical/physical and 
biological treatment of non-hazardous liquid waste184 and treatment 
of sewage. In 2022 approximately 98,000 tonnes of liquid waste 
and approximately 82,000 m3 of wastewater were processed.
WATER SEGMENT
SCOPE
The scope includes the companies Acea Ato 2, Acea Ato 5, AdF, 
Gori and Gesesa.
Some water companies - Acque, Publiacqua and Umbra Acque - 
not included in the scope of the Consolidated Non-Financial State-
ment (pursuant to Legislative Decree no. 254/2016) have been 
included only in the water graphs, with evidence of their contri-
bution, and in a few other global data (water fed into the system 
and analytical calculations). Specific data concerning these Com-
panies are provided in a separate chapter: Water companies data 
sheets and overseas activities.
6% reduction in total lost water 
resources by Acea Ato 2, Acea 
Ato 5, Gori, AdF and Gesesa 
compared to 2021
approximately 35,330 
km of drinking-water net-
work managed by Acea Ato 
2, Acea Ato 5, Gori, AdF 
and Gesesa
739,369
analytical tests on drinking 
water (Acea Ato 2, Acea Ato 5, 
Gori, AdF and Gesesa)
Relations with the environment
214

The Acea Group is a leader in Italy in terms of number of citizens 
served and one of the primary operators in the water sector. Activi-
ties regarding water resource management in all phases of the inte-
grated water service are performed with the aim of preserving water 
and natural ecosystems from springs to surface bodies where water 
returns into the environment. Safeguarding of water resources is 
also expressed through recovering leaks (see the section Attention 
to the use of water resources), the circular economy, activities to 
combat climate change, protection of springs and other sites of in-
terest at an EU, regional or local level and natural parks (see section 
Safeguarding of land and biodiversity) and also monitoring of internal 
water consumption, with the end goal of reducing consumption.
The total pool of users served in Italy by the Group185 is about 8.6 mil-
lion residents, with volumes of drinking water fed into the network in 
2022 equal to 1,285 million cubic metres. The distribution networks 
of the main Group Companies operating within the integrated water 
service stretches approximately 54,700 km (see Chart no. 53).
Chart no. 53 – The water distribution network of the main Group 
Companies in Italy (2022)
13,468
6,181
2,093
5,227
8,360 6,067
6,923
6,372
54,691
Acea 
Ato 2
(km)
Acea 
Ato 5
Gesesa
Gori
AdF
Acque
Umbra 
Acque
total
Publiacqua
NOTE: the kilometres of network include the aqueducts.
The volume of drinking water drawn and fed into the grid by Acea 
Ato 2, Acea Ato 5, Gori, AdF and Gesesa in 2022 was approxi-
mately 1,010 million cubic metres, with a total delivery186 of 474 
million cubic metres to more than 6.1 million citizens. The specif-
ic data on the three Companies, are provided in the Environmental 
Accounts.
99.9% of the volumes drawn are fresh water, with the remainder, less 
than 1 million m3 being seawater and drawn in Tuscany by AdF. The 
sources are located in areas at potential risk of water stress, as defined 
by the map of the Aqueduct Water Risk Atlas, drawn up by the World 
Resources Institute (WRI)187 that illustrates the water availability of 
the different countries, taking into consideration risks caused by cli-
mate change, including extreme weather events such as drought and 
flooding. 
185	 The data for total number of citizens served by the water business, volume fed into the network, and size of the networks and checks on the water (shown in specific charts) include 
the main Operating Companies of the Group, including those outside the scope of the Consolidated Non-Financial Statement: Acque, Publiacqua and Umbra Acque.
186	 This refers to the total amount of drinking water dispensed and billed by the Companies within the scope. 
187	 For identification of areas under water stress, as indicated by the Standard GRI 303, the Aqueduct Water Risk Atlas was employed, available on the World Resource Institute 
website: https://www.wri.org/aqueduct.
188	 On 14.07.2021 with Regional Council Resolution no. 10, which followed Regional Executive Resolution no. 752 of 03.11.2020, Optimal Territorial Area no. 2, Central Lazio-
Rome, was modified including in it the Municipality of Campagnano di Roma, which previously belonged to OTA no. 1 North Lazio-Viterbo.
189	 Acea was 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.
190	 In 17 other municipalities the integrated water service was managed partially.
191	  The water balance items for the last three years were determined using the calculation criteria provided by ARERA. The figure does not include the municipalities subject to 
exemptions in 2022 for the macro-indicator M1 pursuant to ARERA Resolution 917/2017/R/idr. See also the Environmental Accounts.
The Companies within the Water Area in the water segment imple-
ment various initiatives to mitigate the impacts associated with these 
risks, including Water Safety Plans (see the section "Water Safety 
Plans - WSPs"), actions to minimise leaks on distribution networks 
and investments to secure water supplies.
In OTA 2 - Lazio Centrale, which includes Rome and 112 other mu-
nicipalities188, as at 31 December 2022 Acea Ato 2 managed the 
entire integrated water service189 for 89190 municipalities, thanks 
to the completion of the acquisition in 2022 of the management 
contracts for Agosta, Anguillara Sabazia, Anticoli Corrado, Cam-
pagnano di Roma, Civitella San Paolo, Marano Equo, Roviano, 
Sant'Angelo Romano and Trevi nel Lazio. The volume of water drawn 
and issued from and to the network, serving approximately 4 million 
citizens, was approximately 663 million cubic metres191.
WATER QUALITY
Water quality is monitored by all the companies in the operating 
segment (see Chart no. 54). The analytical checks, in addition to 
those performed by the Local Water Authorities, are performed on 
a scheduled, ongoing basis and regard drinking water issued to users, 
essential due to the associated health effects, and water returned to 
the environment following treatment, both of which are crucial to 
the environmental quality of the region. Compliance with drinking 
water analyses for all companies in the NFS reporting boundary is 
between 97% and 100%.
Chart no. 54 – Analytical checks on drinking water, total and by 
Company (2022) 
365,546
107,420 12,307
132,538 121,738
362,759 319,572
116,419
1,538,299
Acea 
Ato 2
(no. of analyses)
Acea 
Ato 5
Gesesa
Gori
Acque
AdF
Umbra 
Acque
total
Publiacqua
In Rome, the qualitative characteristics of the water collected and 
distributed are monitored through continuous testing, with instru-
ments located along the water systems and through daily sampling 
at the collection points and in the distribution network. 
Acea Group • 2022 Sustainability Report
215

In Lazio, there are certain volcanic areas where groundwater con-
tains mineral elements, such as fluoride, arsenic and vanadium in 
concentrations higher than permitted by law. In these areas, for 
some time, Acea Ato 2 has been working to resolve these issues, 
such as by decommissioning some local sources of supply and 
replacing them with higher quality springs. In 2022, in particular, 
Acea Ato 2 built new drinking water plants and upgraded/expanded 
existing plants in the municipalities of Allumiere, Ariccia, Rignano 
Flaminio, Manziana.
Monitoring of the chemical-biological parameters of the water in 
the distribution network of the water system allows a high quality 
and safety level to be achieved.
Overall, in 2022, 365,546 analyses were conducted in the area 
managed by OTA 2, for a total of 11,966 drinking-water samples. 
In addition to the analyses conducted to check water quality, per-
formed by Acea Ato 2, with the support of Acea Elabori, analyses 
were performed by Acea Elabori for study and research purposes 
aimed at continuous improvement of monitoring of the drinking-wa-
ter system.
Acea Elabori, accredited pursuant to the ISO/IEC 17025 stand-
ard, performs and certifies chemical and microbiological analyses in 
different substrates, including water (see Table no. 56 for the anal-
yses performed on Rome drinking water). AdF, which outsources 
analyses to Publiacqua SpA, took 4,514 samples, identifying repre-
sentative withdrawal points in the context of districts, with equiva-
lent characteristics, into which the entire network of the aqueduct 
is divided. All withdrawal points are georeferenced using the GPS 
system and area available in a WebGis. Furthermore, in March 
2022, the Company opened its own laboratory.
Table no. 56 – Analyses in Rome (2020-2022) and main quality parameters of the drinking water distributed in Lazio, in Campania and 
in Tuscany (2022) 
ANALYSES PERFORMED BY ACEA ELABORI ON DRINKING WATER – ROME HISTORICAL NETWORK (2020-2022)
withdrawal area
no. withdrawal 
points
no. samples
no. analyses
2022
2020
2021
2022
2020
2021
2022
collection
46
227
344
307
13,579
15,267
15,180
water system and water feed pipes
15
135
104
116
4,950
3,997
4,736
tanks/water centres
18
85
198
135
3,048
7441
5,321
distribution networks
406
3,619
3,379
3,102
120,372
107,709
101,580
total
485
4,066
4,025
3,660
141,949
134,414
126,817
MAIN AVERAGE CHEMICAL AND MICROBIOLOGICAL CHARACTERISTICS OF THE DRINKING WATER DISTRIBUTED IN LAZIO, IN 
CAMPANIA AND IN TUSCANY (2022)
parameters
measurement 
unit
average value 
– Acea Ato 2
average value 
– Acea Ato 5
average value 
– Gori
average value 
– Gesesa
average value 
– AdF
parameter 
Legislative 
Decree no. 
31/01
chlorides
mg/l Cl
10.3
6.4
47
16.0
25.0
<250
sulphates
mg/l SO4
15.1
8.1
26
16.7
41.0
<250
calcium
mg/l Ca
85.3
80.8
115
exempt (*)
60.0
not applicable
magnesium
mg/l Mg
16.8
15.4
28
exempt (*)
10.5
not applicable
sodium
mg/l Na
9.6
4.5
32
15.7
15.0
<200
potassium
mg/l K
7.7
1.7
15
exempt (*)
2.3
not applicable
calculated fixed residue
mg/l 
377.1
316.0
569
341.8
297.0
(**)
nitrates
mg/l NO3
5.9
4.0
19
12.3
4.0
<50
fluorides
mg/l F
0.27
0.12
0.53
0.2
0.2
<1.50
bicarbonates
mg/l HCO3
354.7
349.8
463
exempt (*)
233.0
not applicable
(*) In accordance with Legislative Decree no. 31/01 and in agreement with the health authority, Gesesa is exempted from supplying the parameter.
(**) maximum value recommended: 1,500 mg/l.
In 2022, Gesesa continued a project for the creation of an acti-
vated-carbon filtration system for treatment of drinking water for 
the water plant in Benevento, in the Pezzapiana area. The filtration 
plant will provide adequate water resources for the city of Beneven-
to, maintaining the values for the substances tetrachloroethylene 
and trichloroethylene below the Contamination Concentration 
Limits (CCL) defined by Italian Legislative Decree 152/2006. The 
project has been submitted to the Municipality of Benevento, the 
implementing entity.
With regard to the processing of drinking water, at the Grottaros-
sa and Montanciano plants of Acea Ato 2, monitoring and anal-
ysis activity continued on treatment processes (such as chemical 
conditioning and pre-oxidisation, clariflocculation, sand filtration, 
and others), evaluating the efficiency of the removal of pollut-
ants, specialised parameters for emerging organic species, both 
microbiological and sub-products of disinfection, in relation to 
Relations with the environment
216

the main management parameters of the plant. In addition, with 
reference to forecasting the availability of water resources, Acea 
Ato 2 has implemented a machine learning algorithm to identi-
fy meteorological proxies (temperature and/or precipitation) or 
management proxies (volumes drawn) correlated to the variability 
of the state of preservation of the resource, with reference to the 
different collection sources (springs, well fields, etc.)
WATER SAFETY PLANS (WSPs)
Use of the Water Safety Plans (WSPs)192 enables prevention and 
reduction of the risks inherent in the drinking water service, ana-
lysing dangerous events along the entire water supply chain, from 
collection to treatment and distribution, and through to the user's 
meter. The risk is calculated on the basis of the severity and prob-
ability of the pollution event or water shortage, and risk mitigation 
actions, monitoring systems, operating procedures under normal 
and emergency conditions, the water quality control plan, and the 
methods for informing the public and the competent authorities 
are defined. 
Acea Ato 2 began implementation of the WSPs four years ago with 
a pilot project, completed in 2019, for the water system connected 
with the emergency drinking water plant for water from the Tiber 
River, in the Grottarossa area, under the supervision of the Istitu-
to Superiore di Sanità (ISS)193. The Company launched 10 WSPs 
for main aqueduct systems under its management, covering an 
area of approximately 640 km. In 2021, the WSPs for the Peschi-
era-Capore, Appio Alessandrino, Marcio, New and Old Simbriv-
io, Laurentino, and New Vergine aqueducts were submitted to the 
Italian Ministry of Health, followed by the WSP for the Doganella 
aqueduct system in 2022. Acea Ato 2 began implementing the 
WSPs for the water supply and distribution systems starting with 
the municipality of Guidonia Montecelio, with the documentation 
submitted to the Ministry in January 2022. In October 2022, the 
company also completed and submitted the WSPs for the munici-
palities of Albano Laziale, Manziana, and Marcellina and began pre-
paring the Sanitation Safety Plan (SSP) for the Co.BIS treatment 
plant. Overall, implementation of the WSPs in Acea Ato 2 will in-
volve 100% of the population served by aqueduct systems and from 
sources managed locally. 
In 2022, AdF continued with the planned implementation of the 
WSPs according to a multi-year programme that will enable their 
full realisation across all water systems in the area by the end of 
192	 The implementation of a Water Safety Plan (WSP) is required pursuant to the Decree of the Italian Ministry of Health of 14/06/2017, in implementation of EU Directive 
2015/1787, which adopted the WSP methodology developed by the World Health Organization (WHO). In Italy, the Istituto Superiore di Sanità (ISS) has adopted WHO 
guidelines and approves WSPs.
193	 For the WSP in question, in 2020 the initial draft of the Plan was finished and submitted to the Ministry of Health.
2028. In particular, AdF developed the WSPs of the water systems 
supplied solely by the Fiora and Arbure springs, for a total of 39 
WSZs (Water Supply Zones), corresponding to a resident popula-
tion of 28,197 inhabitants, or 12.3% of the total. In 2022, AdF also 
systematised the WSP implementation methodology by creating 
a specific application with a user interface to enable easier con-
sultation, developed with the open source software Grafana. Data 
were entered into the database and queries and functions were de-
veloped to enable the automatic calculation of the risks for each 
plant/network, for each hazard event and for each type of hazard in 
current and hypothetical scenarios, assessing, for example, the im-
plementation of management measures on the key risks identified. 
With this system, it will be possible to archive all calculation data, 
update evaluations and view the implementation status of control 
measures, providing full traceability and information to the compe-
tent authorities and monitoring the progress of each project against 
the project timeline.
Having successfully created, in the 2020-2021 two-year period, 
a cloud platform for sharing — including with the relevant authori-
ties — data important to the process of implementing and approv-
ing WSPs, the description of aqueduct systems, requests to local 
health authorities to identify risk officers, control measures and the 
relative effectiveness, in 2022, Gori began to draft the operating 
instructions and procedures for managing documents and access-
ing the cloud, as well as the risk management operating instruc-
tions manual.
In 2022, Gesesa continued with training plans and authorisations on 
the draining necessary to manage WSPs, which will be prepared in 
collaboration with the University of Sannio. Finally, in 2022, Acea 
Ato 5 chose the Agani Tufano spring as the site for the first WSP.
WATER LOSSES
Sustainable management of water also requires minimising losses 
on distribution networks, with all operational Group Companies 
in the water area involved. Each year, intensive activity is carried 
out to identify leaks, quantified as described in Chart no. 55, with 
the aim of recovering the greatest possible quantity of water. The 
process of dividing the network into water districts is used to op-
timise operating pressures, reducing losses, with activities focused 
on losses in the most critical districts. With greater control of 
the individual parts of the network, it is possible to reduce losses, 
promptly identifying them or picking up on other anomalies.
Acea Group • 2022 Sustainability Report
217

Chart no. 55 – Water loss accounting model
SYSTEM INPUT  
VOLUME
AUTHORIZED  
CONSUMPTION
REVENUE 
WATER
Billed Authorized 
consumption
Billed Metered  
consumption
Billed Unmeatered  
consumption
Unbilled Metered  
consumption
Unbilled Unmetered  
consumption
Unauthorized consumption
Metering Inaccuracies
Leakage on Transmission and/or 
Distribution Mains
Leakage and Overflows at 
Utility's Storage Tanks
Leakage on Service Connections 
up to point of Customer 
Metering
Unbilled Authorized  
consumption
Apparent Losses
Real Losses
WATER LOSSES
NON-REVENUE 
WATER 
(NRW)
NOTE: the image refers to the model of the International Water Association.
194	 See also the 2020-2024 Group Sustainability Plan.
195	 Value calculated in line with the reporting boundary for total losses in 2019, the reference year for the targets defined in the 2020-2024 Group Sustainability Plan. 
Overall, Acea Ato 2 has created 729 measurement districts for 
over 13,460 km of georeferenced distribution network. The ac-
tivity consisted of surveys, flow and pressure measurements, map 
production, user analysis and water balancing, creation of meas-
urement stations, installation of shut-off and adjustment elements, 
mathematical modelling and searches for leaks. The results of ef-
ficiency actions were imported into the GIS systems. In addition, 
2022 saw optimisation of the quality of process measurements, 
through verification and calibration of meters installed on sources 
and drinking water plants, and progress in survey activity and geo-
referencing of networks. The measures reduced the volume of lost 
water resources by 4.2% compared to 2021 (a reduction of about 
17% compared to 2019194).
At Acea Ato 2, thanks to actions to improve service efficiency, 
overall losses fell to around 38.9%195 in 2022 (39.9% in 2021) and 
total leaks across the Rome network also fell to 27.8% (28.6% in 
2021). Data and reductions in losses for 2020-2021 are presented 
in the Environmental Accounts and for 2019 in the 2020-2024 
Sustainability Plan in The Corporate Identity chapter.
In 2022, Acea Ato 5 completed district planning for the networks 
of nine new municipalities and improved efficiency in previously 
established districts to balance network operation and optimise the 
distribution service. The Company has created 100 new districts 
covering 856 km of network. Active control of pressures has con-
tinued, with the installation of meters, reducers and flow-control 
valves at strategic points (39 hydro valves installed during the year), 
with the goal of improving management of flows into the zones 
managed and reducing differences between daytime and night-
time pressure levels. Thanks to the measures implemented, leakage
volumes decreased from 77.1 million m3 in 2021 to 70.7 million m3 
in 2022, reducing the total amount of water entered into the sys-
tem from 115.8 million m3 to 109.8 million m3, an immediate sav-
ings of approximately 6 million m3. Losses fell in 2022 to 64.4% 
(66.5% in 2021), as shown in the Environmental Accounts.
AdF conducted intensive activity to search for system leaks on its 
own water networks, making considerable improvements to effi-
ciency thanks to the provision of advanced technology to all oper-
ators, and inspecting around 2,500 km of the distribution network 
during the year. A further 430 km of network was monitored during 
the district planning process. Particular attention was paid to mu-
nicipalities with higher water losses, such as Grosseto, where the 
action taken has enabled a reduction in the minimum night flow rate 
of about 60 l/s compared to 2021. The measures carried out led 
to reductions in water losses from 23.7 million m3 in 2021 to 21.9 
million m3 in 2022, decreasing water losses to 37.2% in 2022 (39% 
in 2021). In 2022, AdF also defined a network monitoring project 
which involves updating the Waidy Management System with a 
threshold alarm system in over 600 districts.
During the year in question, Gori continued a structured course of 
action to optimise the water network in the municipalities of Nola, 
Angri, Nocera Inferiore, Castellammare di Stabia, Gragnano and 
Torre Annunziata. The actions taken were divided into distinct phas-
es: integrative survey, district planning, modelling, and execution of 
pressure control and leak detection measures. The execution phase 
of the district planning works and the replacement of the most crit-
ical damaged pipelines was proposed to the Italian Ministry of Infra-
structures and Sustainable Mobility in response to the call for "Ex-
pressions of Interest on the formulation of Project Proposals under
Relations with the environment
218

Axis IV" (React - EU)196. In the other municipalities in the Water 
District Zone, Gori conducted conventional leak detection controls 
systematically (at Angri, Nola, Castellammare Di Stabia, Sarno, 
Nocera Inferiore, Sorrento and Torre del Greco) and in response 
to faults across the entire managed area, with such actions taken 
on 1,528 km of the water network in 2022. In addition, it installed 
8 pressure regulation valves and carried out reclamation works on 
approximately 14 km of water network, distributed across almost all 
OTA 3 municipalities. The combined action of these strategies ena-
bled a recovery of water resources estimated at approximately 274 
l/s over the entire Water District Zone. After the measures taken, 
total losses fell from 49.6% in 2021 to 47.1% in 2022.
At Gesesa, in 2022, a Recovery Plan was implemented for the wa-
196	 Gori was awarded a €50 million grant. The contracted works funded by the grant were delivered on 9 September 2022.
197	 Data relating to the number of treatment plants, the volumes treated, the size of the networks and the controls refer to the main Group companies operating in the water sector, 
including three subsidiaries not consolidated on a line-by-line basis. Acque, Publiacqua and Umbra Acque.
198	 Gesesa started installing the first flow meters on certain plants in 2020 and estimating the quantities of wastewater treated; this activity continued in 2022 as well.
199	 Plants that discharge into the sea for the Company Gori are those on the islands of Capri, the Sorrento Peninsula and that of Foce Sarno.
ter resources in the city of Benevento and other managed munic-
ipalities, which involves the replacement of damaged pipes, imple-
mentation of remote control technology, application of a system 
to reduce water leaks and reduction of operating pressures on the 
network. Losses for the year were 55.9% of total water fed into the 
aqueduct system (57.8% in 2021), reducing lost volumes from 11.2 
million m3 in 2021 to 10 million m3 in 2022. Actions will continue in 
2023, involving all the Municipalities.
Overall, thanks to the actions taken by the company, losses fell 
by 6% in the year, from 465.7 mm3 in 2021 to 436.7 mm3. When 
compared to 2020 data (507.5 mm3), this reduction was 14%. 
See the Environmental Accounts for details on individual water bal-
ances.
SEWERAGE SERVICE AND TREATMENT SYSTEM
13,225 km of sewerage network 
and 489 treatment plants managed by  
Acea Ato 2, Acea Ato 5, Gori, AdF and Gesesa, 
for 759 Mm3 of water treated
approximately 160,293 t of sludge 
produced by Acea Ato 2, Acea Ato 5, 
Gori, AdF and Gesesa, of which 
66% recovered (in line with 2021)
Once it has been used for various civil purposes, water is collected 
through the sewer system and sent to the wastewater treatment 
plants. The treatment process enables the removal of pollutants 
via physical processes (filtering, sedimentation, flocculation) and 
biological methods (aerobic and/or anaerobic decomposition of the 
organic substance with bacteria), and the production of sludge. 
With 860 treatment plants (of which 489 managed by Acea Ato 2,  
Acea Ato 5, AdF, Gori and Gesesa), the total volumes of water pro-
cessed by the Group main companies197 in 2022, were 940 Mm3, 
of which 759 Mm3 by Acea Ato 2, Acea Ato 5, Gori, AdF and Ge-
sesa198. The total number of treatment plants has decreased, from 
895 plants in 2019 to 860 in 2022, on the basis of the project 
for centralisation of treatment of wastewater in order to streamline 
the service, which involves the main Companies (see infobox for 
more details on Acea Ato 2). The volumes of wastewater treated 
and the percentage coverage of sewerage and treatment services, 
out of the total number of users served by the aqueduct, for Acea 
Ato 2, Acea Ato 5, Gori, AdF and Gesesa are shown in Tables 57 
and 58. The sewerage networks managed in 2022 total 22,004 
km, of which 13,225 km relate to the five Companies listed.
Table no. 57 – Volumes of wastewater treated by Water Companies operating in Lazio, in Campania and in Tuscany (2020-2022) (Mm3)
company
2020
2021
2022
destination 
Acea Ato 2
596.9
601.5
589.5
99.7% returned to the environment (river/channel), sea (0.2%) and soil (0.1%).
Acea Ato 5
21.2
25.0
24.8
surface water body (river)
Gori 
70.1
124.0
117.5
surface water body and sea (in sea, in 2022, 24%, equal to approximately 28 million cubic me-
tres199) 
AdF
23.3
25.9
25.6
surface water body and sea (0.9% in sea) 
Gesesa (*)
2.2
2.3
1.8
surface water body (river)
(*) Since 2020, Gesesa began installing flow meters at the entry to treatment plants. Estimated data.
Acea Group • 2022 Sustainability Report
219

Chart no. 56 – Sewer networks of the main Group Companies in 
Italy (2022) 
6,447
1,800
527
2,697
1,754
3,772
3,095
1,912
22,004
Acea 
Ato 2
(km)
Acea 
Ato 5
Gesesa
Gori
Publiacqua
AdF
Umbra 
Acque
total
Acque
NOTE: The kilometres in the chart refer to georeferenced data.
200 The discharge of water, as for intake, occurs in areas at potential risk of water stress, as defined by the cited Aqueduct Water Risk Atlas.
The water in output from the plants cited, after having undergone 
the purification treatments described, has chemical and biological 
properties compatible with the life of the receiving body of water 
and in accordance with the parameters established (as per Italian 
Legislative Decree no. 152/2006).
Almost 100% of the wastewater treated, which can be defined en-
tirely as “fresh water”, containing less than 1,000 mg/l of total dis-
solved solids, flows into bodies of surface water. Only 0.2% of the 
water treated by Acea Ato 2, 0.9% of the water treated by AdF and 
24% of the water treated by Gori is discharged into the sea, rep-
resenting approximately 4% of total water treated200. The portion 
of water discharged into the sea travels through underwater pipes, 
following treatment at the coastal treatment plants of the Sorrento 
Peninsula (Sorrento, Massa Centro and Marina del Cantone), the is-
land of Capri (Gasto, Occhio Marino and La Selva) and Foce Sarno. 
The main basins affected by discharge are presented in Table no. 59.
Table no. 58 – Percentage coverage of the sewer and purification services for total user accounts of the Water Companies in the NFS (2020-2022)
company
2020
2021
2022
sewer
purification 
sewer
purification 
sewer
purification 
Acea Ato 2 (*)
91.7%
88.4%
91.5%
88.1%
91.6%
88.4%
Acea Ato 5
66.8%
57.3%
67.1%
57.7%
69.6%
60.7%
Gori
84.0%
70.4%
86.7%
76.1%
87.5%
77.6%
Gesesa
80.6%
33.9%
80.6%
34.8%
82.9%
34.6%
AdF
84.2%
73.6%
84.1%
74.8%
84.1%
76.3%
(*) The 2022 data include an estimated percentage of users in newly acquired municipalities not yet migrated to Acea Ato 2's commercial systems.
Table no. 59 – Hydrographic basins affected by discharges of Companies within the scope of NFS
company
hydro graphic basins affected
Acea Ato 2
basins of rivers Tiber, Aniene, Mignone and Arrone
Acea Ato 5
basins of rivers Gari, Sacco, Cosa and Liri, Fosso della Maddalena, tributary of the River Sacco, Fosso del Diluvio, tributary of Lago di 
Canterno 
Gesesa
basins of rivers Calore, Sabato, Isclero and Tammaro
Gori
basins of the river Sarno and Regni Lagni canals
AdF
basins of the rivers Ombrone, Orcia, Fiora, Albegna, Elsa, Pecora
NOTE: prior to discharge, wastewater is treated in the treatment plants managed by the Companies themselves.
The companies operating in the water sector are committed to in-
creasing the capacity and efficiency of their treatment plants by 
upgrading certain facilities and decommissioning others (see the 
box on Works by Acea Ato 2).
CENTRALISATION OF ACEA ATO 2 TREATMENT PLANTS CONTINUES
To improve the quality of treated water, Acea Ato 2 has defined 
a Centralisation Plan for treatment plants aimed at streamlining 
the service, centralising treatment, where sustainable, at a limited 
number of sites identified through analysis of the land from a ge-
omorphological and urban-planning perspective.
In fact, with a high number of small and medium-sized treatment 
facilities and sewage systems managed (119 treatment plants with 
capacity below 10,000 P.E.), service coverage is guaranteed pri-
marily by large and medium-large treatment plants (52 treatment 
plants with capacity above 10,000 P.E.). In the last three years 
(2020-2022), 17 small and medium-capacity treatment facili-
ties were decommissioned.
The reduced fragmentation in favour of medium-large plants, com-
bined with integration of sewerage collector systems, has allowed 
greater control of treatment efficacy and optimisation of manage-
ment and energy costs.
Acea Ato 2 has therefore prepared a rationalisation plan, which it 
keeps up to date, choosing between centralisation and upgrading of 
small plants on a case-by-case basis. The optimal solution depends 
on many factors that must be carefully evaluated for the specific 
case. In 2022, the Centralisation Plan achieved its target of de-
commissioning four other small treatment plants (Carchitti in the 
municipality of Palestrina, Morosina in the municipality of Ciam-
pino, Parco della Tiburtina in the municipality of Rome, and Santa 
Palomba in the municipality of Pomezia).
Relations with the environment
220

The Company manages treatment processes in line with the provi-
sions of the authorisations required for each plant and on the basis 
of the regulatory context in which they operate. The discharge lim-
its are established for each plant, through an authorisation issued by 
the competent administrative body, which, on the basis of technical 
and environmental assessments during evaluation, may set stricter 
parameters compared to those applicable nationally. In this regard, 
for example, the regulatory framework in which Acea Ato 2 oper-
ates is characterised by prescriptive standards for discharge which 
are generally higher than the national regulatory reference level, 
while Acea Ato 5 is subjected to stricter authorisations regarding 
the quality of water discharged than those established by sec-
tor-wide regulations. This is a precautionary approach.
The companies that perform analyses to verify the proper treatment 
of water report the percentages of non-compliance with discharge 
limits, which are very low relative to the total quantities analysed: 
2.8% for Acea Ato 2, approximately 0.8% for Acea Ato 5, 0% for 
Gori, 3.4% for AdF and 0.3% for Gesesa201.
Chart no. 57 – Analytical checks on wastewater, total and by 
Company (2022)
135,906
67,810
12,234 43,564 40,481
116,775
55,794 42,160
514,724
Acea 
Ato 2
(no. of analyses)
Acea 
Ato 5
Gesesa
Gori
Acque
AdF
Umbra 
Acque
total
Publiacqua
The 135,906 controls conducted by Acea Ato 2 on wastewater 
confirmed the high purification standards achieved by the treat-
ment process. In the “historic” area managed by Acea Ato 2, which 
includes Rome and Fiumicino, the main treatment plants treated in 
2022 approximately 510 million of cubic metres of wastewater, a 
figure that is slightly lower than the previous year (516 million cubic 
metres in 2021). Considering also the smaller treatment systems and 
the plants of the municipalities acquired in OTA 2 (a total of 164) 
a total volume of 589 million cubic metres of wastewater treated 
(602 Mm3 in 2021).
Table no. 60 shows the figures of the most important parameters 
from the main treatment plants of Acea Ato 2, Acea Ato 5, Gori, 
AdF and Gesesa. Other indicators of the efficiency of purification 
are described in the section Key environmental performance indica-
tors – Water Segment of the Environmental Accounts.
201	 The percentages correspond to the M6 value, as defined by ARERA, except for Gesesa, which reports non-compliances according to an alternative calculation method and for 
which the M6 data was not available at the time of publication.
202 In November 2022, the GSE accepted the qualification requests submitted by the two plants for admission to the incentive issued under Article 6 of the Ministerial Decree 
of 2 March 2018: ten-year incentive relating to the production of advanced biomethane, so called as it is produced from an advanced raw material such as the sludge deriving 
from the treatment of urban waste water.
203 Investment “1.1 Action Line C of the NRRP”, but with a payable amount of zero due to exhaustion of the relevant budget ceiling (MITE Decree of 21/12/2022).
Table no. 60 – Output parameters of the main treatment plants 
managed by Acea Ato 2, Acea Ato 5, Gori, AdF and Gesesa 
(2022)
Acea 
Ato 2
Acea 
Ato 5
Gori
AdF
Gesesa  
(Benevento)
concentration 
limits in surface 
water
(Legislative 
Decree no. 
152/06)
parameter
average of values (mg/l)
BOD5
4
7
8
9
8
≤ 25
COD
24
24
23
40
18
≤ 125
SST
8
5
19
12
2
≤ 35
nitrogen
(ammonia-
cal, nitrate, 
nitrous)
6
7
8
19
6
-
phospho-
rous
2
1
1
3
1
-
quantity output (t) 
COD
15,721
822 2,749 
654
32
-
SST
4,713
211 2,227
205
8
-
The sludge produced during the treatment process is mostly sent 
for recovery of material (see Intermediation and Transport of Waste 
in the Environment section, and the chapter on Waste).
In 2022, actions continued to reduce the quantity of sludge pro-
duced by treatment plants managed by the Group Companies.
For more details on the activities carried out by individual com-
panies to reduce sludge production and improve the efficiency of 
waste treatment processes, refer to the section on Management 
and Minimisation of Waste Produced in the chapter on Waste.
In 2022, Acea Ato 2 obtained authorisation to build two plants to 
upgrade the biogas produced by the anaerobic digestion processes 
at the Roma Nord and Roma Est treatment centres for the produc-
tion of biomethane (through a refining process) and its introduction 
into the gas network managed by Italgas Reti. The production of 
biomethane, which when at full capacity is estimated to reach a to-
tal of around 2.6 million Sm3/year, will be incentivised from January 
2024202. Finally, please note that both projects were included on 
the final list of projects eligible for funding under the National Re-
covery and Resilience Plan (NRRP)203.
Acea Group • 2022 Sustainability Report
221

THE USE OF MATERIALS, ENERGY AND WATER
energy efficiency (Areti, 
the Environment Segment 
and the Water Segment):
approximately 8.4 GWh 
of savings per year 
and approximately 
2,600t 
of CO2 emissions avoided
around 350 GWh of 
electricity consumption of 
the Group Companies 
 from renewable energy 
with guarantee of origin, 
equal to approximately 
110,250t 
of CO2 emissions avoided
approximately
70,720 m3 of water 
recovered in the Environ-
ment Area:
38% of the total used 
in industrial processes by 
Environment companies
 
 
CONSUMPTION OF MATERIALS
The main materials used in production processes differ according 
to the business sector. For the Companies in the Environment 
Segment, the most important resources include incoming waste 
for production of compost and electricity (waste-to-energy from 
pulper waste and SRF). Thermoelectric plants, managed by Acea 
Produzione, use fossil fuels (natural gas and diesel) for the produc-
tion of electricity. For the electricity distribution process, carried 
out by Areti, one important gas is sulphur hexafluoride SF6, used 
in medium and high-voltage plants for its specific electrical and 
thermal insulation properties. For the Companies in the water seg-
ment, there is use of chemical products required for process man-
agement, such as reactants for drinking water processing, disinfec-
tion and treatment of wastewater. Finally, Acea Energia and the 
structures managing commercial activity for the Water Companies, 
whilst all committed to digitalisation of processes, all use paper for 
customer invoicing. Please see Table no. 61 and the Environmental 
Accounts for details of resources used by each area.
Table no. 61 – Type and consumption of materials by the main Group Companies (2020-2022) 
materials
u.m.
2020
2021
2022
incoming waste for composting and landfill
t
221,950
249,867
246,846
pulper
t
90,215
99,730
97,796
SRF 
t
319,122
307,391
289,550
methane 
Sm3 x 1,000
23,496
26,102
26,340
diesel fuel 
l
587,028
646,730
883,290
SF6
t
22.8
22.9
22.8
various chemicals of water companies 
t
19,583
22,161
21,645
paper
t
352
341
320
NOTE: Data on incoming waste includes waste sent for anaerobic and aerobic treatment at the Orvieto landfill, waste entering the Deco landfill (2022 only), and waste processed 
for the production of compost (sludge, green, OFMSW and other agrifood waste). Pulper and SRF for waste-to-energy are resources with a renewable component linked to the 
biodegradable fraction of the waste. In 2022, the renewable and biodegradable portions of pulper waste and SRF were respectively 41% and 47%. The SF6 data refer the total used 
Areti and Acea Produzione; data on paper use is associated with invoicing activities of the companies Acea Energia, Acea Ato 2, Acea Ato 5, Gori, AdF and Gesesa. Some values 
for the previous two-year period have been adjusted for consolidation.
ENERGY CONSUMPTION
ENERGY CONSUMPTION
Total energy consumption amounts to approximately 12,990 TJ, with a 
very slight increase compared to 2021 (+4%). Net of energy sold, con-
sumption stood at 9,892 TJ; the details are illustrated in Table no. 62. 
The increases in production are attributable to several factors that 
occur during production, for example less rainfall resulted in the 
higher energy expenditure of the pumping systems used by the 
water companies and activities involving the use of vehicles re-
turned to full capacity during the year after the slowdowns caused 
by the pandemic. The increased consumption of biogas relates to 
the entry of Deco into the reporting scope. 
Relations with the environment
222

Electricity consumption of the main Companies, particularly con-
nected to the distribution of drinking and non-drinking water, treat-
ment, waste management plants and internal consumption at work 
sites, originates from renewable sources with a Guarantee of Origin, 
204 Rising electricity prices in 2022 also led to a sharp increase in the cost of renewable electricity certificates, which are no longer affordable for some Group companies.
for a total of approximately 350 GWh, which, despite the decrease 
on the previous year204, was equal to 48% of specific consumption 
(731.4 GWh) in 2022 (Table no. 62). 
Table no. 62 – Energy consumption by source (2020-2022) (*)
energy per source
2020
2021
2022
TJ (GWh)
SRF and pulper waste (waste-to-energy) – non-renewable share 
2,849.4
(791.5)
2,770.1
(769.5)
3,090.0
(858.3)
biogas (100% renewable – waste management and water segment) 
420.8
(116.9)
424.1
(117.8)
453.2
(125.9)
photovoltaic 
1.8
(0.5)
1.0
(0.3)
6.3
(1.7)
GO electricity 
 1,516.6
(421.3)
 1,498.5
(416.3)
1,260.0
(350.0)
total fuel and electricity consumption from renewable sources
4,788.6
(1,330.2)
4,693.8
(1,303.8)
4,809.5
(1,336.0)
SRF and pulper waste (waste-to-energy) – non-renewable share
3,859.1
(1,072.0)
3,659.0
(1,016.4)
3,800.4
(1,055.7)
methane (for electricity generation, district heating, processes, water area dryers and heating 
for offices) 
1,238.6
(344.1)
1,331.6
(369.9)
1,281.5
(356.0)
diesel (for electricity generation, other uses, composting plants and road haulage) 
175.3
(48.7)
176.0
(48.9)
183.9
(51.1)
LPG (heating, road haulage and processing)
1.2
(0.3)
2.1
(0.6)
2.2
(0.6)
petrol (road haulage) 
7.1
(2.0)
18.0
(5.0)
28.4
(7.9)
LSC oil for process (disposal of Acque Industriali wastewater)
2.0
(0.6)
1.3
(0.4)
0.0
(0.0)
electrical energy losses on the distribution networks and transport 
1,076.8
(299.1)
1,112.0
(308.9)
1,161.1
(322.5)
own use of electricity for the implementation of distribution and transmission activities
128.9
(35.8)
110.5
(30.7)
104.2
(28.9)
consumption for public lighting 
241.1
(67.0)
242.4
(67.3)
242.7
(67.4)
non-GO electricity for internal use (water systems, environmental processes, laboratories and 
offices)
1,154.6
(320.7)
1,124.2
(312.3)
1,373.1
(381.4)
total fuel and electricity consumption from non-renewable sources 
7,884.7
(2,190.2)
7,777.0
(2,160.3)
8,177.5
(2,271.5)
total fuel and electricity consumption 
12,673.3
(3,520.4)
12,470.8
(3,464.1)
12,987.0
(3,607.5)
total energy sold 
3,429.2
(925.5)
3,749.4
(1,041.5)
3,095.5
(859.8)
energy consumed 
9,244.2
(2,567.8)
8,721.3
(2,422.6)
9,891.5
(2,747.7)
(*) Figures for the 2020-2021 two-year period have been adjusted for consolidation. 
Note: data on energy produced by the companies’ plants, energy fed into the network and energy sold are illustrated in the Environmental Report (Products – Energy). 
Table no. 63 shows the energy intensity indices. The public light-
ing indicators remain generally stable, while indicators regarding the 
water service reflect the low rainfall during the year which led to
 increased consumption for water collection/pumping and a lower 
quantity of water treated. 
Acea Group • 2022 Sustainability Report
223

Table no. 63 – Energy intensity indices (2020-2022)
Energy consumption intensity index 
u.m.
2020
2021
2022
electricity consumed for public lighting per lamp
TJ/lamp
0.00106
0.00106
0.00105
total electricity consumed by Acea Ato 2, Acea Ato 5, Gori, AdF and Gesesa/
water issued into aqueduct systems 
TJ/Mm3
2.437
2.471
2.567
electrical energy consumed by Acea Ato 2, Acea Ato 5, Gori, AdF and Gesesa for 
sewer service and treatment/water treated 
TJ/Mm3
1.264
1.263
1.286
205 The figure is obtained by readjusting the consumption of respondents relative to the total purchased during the year. 
206 Calculations for estimation of CO2 emissions avoided in the entire section Relations with the environment have been carried out using the 2021 Terna location-based conversion 
factor, equal to 0.315 tonnes of CO2/MWh. In the Sustainability Plan reporting, the same estimate is made using the 2019 conversion factor, in line with the calculation for 
definition of the 2024 target.
ENERGY CONSUMPTION ALONG THE SUPPLY CHAIN 
Acea works to increase awareness and monitor its supply chain in 
relation to energy issues. Since 2015, it has monitored energy con-
sumption, requesting a representative panel of the suppliers to fill out 
a specific questionnaire. In December 2022 the questionnaire was 
sent to 100 suppliers, the principal parties in terms of value of orders 
for the year. Thanks to the results from 47 of those contacted (equal 
to 31% of the total Acea expenditure for the procurement of goods/
services and works), the total energy consumption for all suppliers 
was estimated at approximately 342,372 GJ205. The questionnaire 
has included a specific section on water consumption (see the section 
Attention to water consumption, further on in the document). 
ENERGY SAVING
Ecogena is the organisation registered to develop energy-efficiency 
initiatives for the Group Companies and report their results to the 
Gestore dei Servizi Energetici (GSE) for the awarding of Energy Ef-
ficiency Certificates (EECs). From their activation to 31 December 
2022, the cogeneration plants managed by Ecogena received a total 
of 9,335 EECs under the Ministerial Decree of 5 September 2011, of 
which 355 were in 2022. Furthermore, the energy efficiency initia-
tives implemented by the Acea Group, reported by Ecogena and val-
idated by the GSE, received a total of 19,014 EECs, of which 6,769 
were received in 2022.
Areti, in its capacity as a distribution company, is required to reach 
a quantitative annual primary energy saving target defined by the 
authorities in terms of EECs. In this regard, in 2022 the Company 
cancelled 58,895 EECs, of which 9,948 were related to the 2021 
quota and the remaining 48,947 to the 2019 quota.
ENERGY EFFICIENCY ACTIONS 
In 2022, Acea implemented measures to improve energy efficien-
cy, aimed particularly at companies operating in the industrial wa-
ter and environmental sectors, and the company Areti. 
Considering the photovoltaic systems at the plants of Acea Ato 2, AdF, 
Deco, Orvieto and Terni, total energy consumption (on-site self-con-
sumption) was approximately 2,600 MWh, with a consequent 830 
tonnes of CO2 emissions avoided. In the water sector, the Company 
implemented the following energy efficiency measures in 2022.
Acea Ato 2 achieved a total saving of 7.6 TJ (2.1 GWh). The most 
significant efficiency gains, amounting to 6.5 TJ (1.8 GWh), con-
cerned several water centres, while for the water treatment sector, 
specific optimisation work was carried out at two treatment plants, 
with an efficiency gain of approximately 0.8 TJ (0.23 GWh). 
Additionally, further savings related to reduced water losses. For 
Acea Ato 5 increases in efficiency, corresponding to 2.9 TJ (0.8 
GWh), are attributable to replacing the pumps used for withdrawal 
at springs and well fields, installing inverters, and revamping a treat-
ment plant.
Gori implemented actions to increase efficiency for a savings of 
30.4 TJ (8.5 GWh), primarily through the use of more efficient 
water sources, new water plant management structures, the use of 
higher-efficiency electric pumps, and measures to improve the ef-
ficiency of treatment plants. AdF increased efficiency for a savings 
of  4.7 TJ (1.3 GWh) through the replacement of older pumps on 
the aqueduct network, district planning, management of pressure 
levels and leak detection. Gesesa has achieved a savings by improv-
ing the efficiency of 0.9 TJ (0.3 GWh) resulting from actions to 
manage pressure in the context of the current district planning pro-
cess. Overall, the above actions have enabled the Water segment to 
avoid approximately 1,700 t of CO2.
In the Environment sector, actions to improve energy efficien-
cy in 2022 included the works at the San Vittore del Lazio plant 
to optimise combustion on Line 1, which led to annual efficiency 
gains of approximately 3.1 TJ (869 MWh of electricity) and 28.5 TJ 
(715 kSm3 of natural gas). At the Aprilia composting site, efficiency 
gains were 3.8 TJ (1.0 GWh of electricity) and 5.3 TJ (208 kNm3 of 
biogas) thanks to the optimisation of the anaerobic digester and the 
improved efficiency of managing plant downtime, which improved 
biogas productivity. At the Monterotondo Marittimo site, the re-
placement of halogen lights with LED bulbs and other process im-
provements provided efficiency gains of 0.9 TJ (254 MWh). Other 
minor works included plant optimisation measures with the installa-
tion of inverters at a Berg plant (18 MWh/year) and the replacement 
of conventional lights with LED bulbs at Demap (for 3 MWh/year). 
In total, CO2 avoided at sites in the Environment sector, including 
two waste-to-energy plants, amounted to approximately 2,406 t. 
In the Networks segment, the company Areti continued in 2022 
with works to increase efficiency on the electricity distribution net-
work managed, including:
	•
the replacement of 173 MV/LV transformers with super-low 
loss equivalents, which allowed a reduction in electricity con-
sumption of 276 MWh;
	•
other actions on the HV/MV/LV distribution network aimed at 
optimising the structure of the MV network and upgrading of 
HV and LV lines, currently estimated at a total of 744 MWh 
saved (including use of transformers).
Table no. 64 shows the types of actions and relative energy savings 
for Areti, for the last three years. In 2022, the total energy saving 
was 2.7 TJ (0.7 GWh) and approximately 230 tonnes of CO2 emis-
sions were avoided206. 
Relations with the environment
224

Table no. 64 – Energy efficiency in Areti (2020-2022)
Energy savings achieved (GJ)
Action
2020
2021
2022
reduction in losses from the network 
6,372 
4057 (*) 
2,678 (**)
 of which reduction in losses through the purchase of new transformers
1,141
1,397
992 (**)
(*) consolidated figure.
(**) estimated figure.
207 In 2022, the existing plant underwent a major energy efficiency upgrade, which caused a period of plant downtime, with a resulting temporary reduction in water production 
from the reverse osmosis plant.
208 The increase is partly due to improved measurement processes. 
Consumption for public lighting in 2022 was 242 TJ (67 GWh), in 
line with 2021 consumption. The ratio of LED lamps to total lamps 
was 92%. 
In 2022, the company’s operating personnel used a total of 87 
electric vehicles (25 via car sharing, and 62 vehicles individually as-
signed to operating personnel on a 24/7 basis).
According to monitoring by Areti, total journeys amounted to ap-
proximately 260,000 km, consumption was around 42 MWh and a 
net saving of approximately 26,200 kg of CO2 was achieved thanks 
to the avoidance of diesel-powered vehicles.
ATTENTION TO THE USE OF WATER 
RESOURCES 
Water resources are used in industrial processes, such as the gen-
eration of electricity and thermal energy and composting process-
es, as well as clean sewage treatment plant tanks and anaerobic di-
gestion tanks. Water is also used in small quantities for laboratory 
activity.
Group companies are committed to reducing drinking water with-
drawals and implement measures to enable the use of recycled wa-
ter. In this regard, there has been a gradual increase in the quantity 
of recovered water, from around 2.2 million m3 in 2021 to approx-
imately 2.4 million m3 in 2022, an increase of 9%. Specifically, in 
2022 certain companies in the water sector developed initiatives to 
reuse treated water. For example, at the treatment plans currently 
managed by Gori, treated wastewater was re-used. The wastewater 
used for this purpose, defined as “technical wastewater”, is distrib-
uted within plants through specific pipes and used for various pur-
poses, including washing equipment (screens, units for thickening 
and drying of sludge), backwashing of certain parts of the treatment 
plant (membranes, fabric or sand filters), and washing of sand and 
screens. These sites are equipped with specific flow gauges, and wa-
ter audits are conducted to assess water withdrawals and consump-
tion from treatment processes and identify strategies to increase 
savings and reuse possibilities. 
After having completed the industrial water network (non-drink-
ing water) of the Roma Sud, Roma Nord, CoBIS and Ostia treat-
ment plants in 2020-2021, Acea Ato 2 is planning similar actions 
at the Roma Est and Parco Leonardo (Fiumicino) treatment plants, 
increasing the amount of water intended for reuse according to a 
circular economy model. In 2022, the company recovered approx-
imately 1.8 million m3 of process water, representing around 49% 
of total water used. At Acea Ato 5, around 535,000 m3 of treated 
water was used at the treatment plants for service activities related 
to their operation.
The Companies in the Environment sector limit the use of drinking 
water, mainly using water from wells. In addition, at the plants of 
San Vittore del Lazio, Orvieto, Aprilia, Monterotondo Marittimo 
and Terni, there are active systems for the recovery of rainwater. 
At the Terni plant, for example, rainwater is collected in two tanks 
equipped with a filtration system and storage tanks, before industri-
al use. The Aprilia composting plant also has a system for treating 
residual water from unprocessed waste, allowing it to be reused in 
production processes. For industrial uses207, such as vehicle wash-
ing, rainwater that has already been treated in the storage tanks 
through sedimentation and de-oiling is also reused. The Montero-
tondo Marittimo plant also has a rainfall recovery system that, after 
phytodepuration, enables collection of the water in special aerated 
reservoirs as a reserve for fire-fighting and as a reserve of industrial 
water for process use. At the waste-to-energy plant in San Vittore 
del Lazio, rainwater goes through a special chemical/physical treat-
ment process to produce demineralised water, which is then entirely 
reused within the same system as part of a closed cycle, with no 
water discharge to the environment. Finally, the Orvieto plant hub 
collects rainwater from the roofs of certain buildings and transfers 
it to underground storage tanks serving the fire-fighting reserve. 
Thanks to the various solutions described, the volume of water re-
covered from the Environment Area was approximately 70,720 m3 
in 2022. 
Water withdrawals of the main Group companies associated with 
industrial processes and civil use are illustrated in Table no. 65. 
While withdrawals were generally stable during the year, the illus-
trated actions have led to a significant increase in the amount of 
re-used water during the three-year period208.
The reuse of treated waste water is an effective response to water 
stress in Acea’s areas of operation, but specific regulatory interven-
tions are required to further expand its potential. In this sense, the 
recent European Regulation 2020/741 on the reuse of treated 
water in agriculture, in addition to provisions that will be adopted 
with national regulations, facilitates a significant reuse of treated 
water in coming years.
Acea Group • 2022 Sustainability Report
225

Table no. 65 – Water withdrawal and recovery (2020-2022) 
2020
2021
2022
(Mm3)
Withdrawals (*)
industrial processes (district heating, thermoelectric generation, Ambiente plants, Water compa-
nies) (**)
0.344
0.232
0.342
of which aqueduct 
0.237
0.125
0.199
of which well
0.104
0.104
0.120
of which river water (***) 
0.003
0.003
0.023
water consumption for civil use (****)
2.601
2.517
2.508
total water withdrawals (*****)
2.945
2.749
2.850
Recovery
water recovered and used in industrial processes
0.115
2.222
2.393
NOTE: Intake of freshwater occurs in areas at potential risk of water stress, as defined by the Aqueduct Water Risk Atlas, the map drawn up by the World Resources Institute (WRI).
(*) The figures for the 2020-2021 two year period have been adjusted following consolidation.
(**) Water withdrawn for industrial use was partly used in processes totalling 0.193 Mm3 in 2020, 0.090 Mm3 in 2021 and 0.179 Mm3 in 2022; the discharge of water withdrawn 
for industrial use over the three-year period was 0.043 Mm3 in 2020, 0.027 Mm3 in 2021 and 0.001 Mm3 in 2022. 
(***) The data refers to river withdrawals for the Orvieto Hub and sites managed by Deco.
(****) Water withdrawn for civil/sanitary use from aqueducts, representing 99.9% of total withdrawal for this purpose, is discharged into the public sewerage system after reuse and returned 
to the environment. 
(*****) Out of the total water withdrawn, water consumption in the three-year period was 10% in 2020, 8% in 2021 and 12% in 2022. The increase in 2022 is partly attributable to 
the inclusion of Deco in the reporting scope. 
The Group promotes informed and careful use of water resources, 
also throughout the supply chain, raising awareness among suppli-
ers through issue of a questionnaire (see also the sub-section  En-
ergy consumption along the supply chain). 
WATER INTAKE OF PANEL OF SUPPLIERS MONITORED
Since 2020, to raise awareness along the supply chain of the impor-
tance of safeguarding water resources, the Sustainability Planning & 
Reporting Unit, with the support of the Procurement and Logistics 
function, has sent a panel of suppliers (on an experimental basis) a 
request for environmental data including information on water intake, 
divided by process and civil uses. 47 suppliers out of 100 suppliers 
invited to replied to the section on water resources, corresponding 
31% of the total expenditure of the Acea Group for procurements 
of goods, services and labour. Water intake for the above suppliers 
in 2022 equalled approximately 19,600 m3, divided into approx-
imately 7,750 m3  for industrial uses and 11,850 m3  for civil uses. 
Acea intends to continue to send this questionnaire in the coming 
years, with the goal of raising awareness about the topic among its 
suppliers and improving the quality of the surveys.
Discharges of water intake occur within authorised and closely con-
trolled processes. For example, at the Terni waste-to-energy plant, 
residual water from production processes is first treated by internal 
treatment plants, before being discharged into public sewerage. 
Water used in the waste-to-energy process at the San Vittore del 
Lazio plant, instead, is collected and stored in special underground 
tanks and disposed of as waste, as it may contain components that 
make it unsuitable for normal discharge. Wastewater from toilet fa-
cilities on the production lines and at the relevant offices is collect-
ed in septic tanks and subsequently disposed of, while the sewage 
from the administration building is collected and conveyed to an 
Imhoff tank with a sub-irrigation system for subsurface clarification.
Water intake for industrial uses in activities connected to the inte-
grated water service, and in particular water treatment, undergoes 
the same treatment as waters transported via public sewerage, i.e. 
it is retreated at the head of the treatment plant and sent to the 
locations described in the section Sewerage service and treatment 
system, in the chapter Water segment. All civil water intake from the 
aqueduct ends up directly in the sewer network. 
Relations with the environment
226

EMISSIONS
continuous analysis 
of waste-to-energy  
emissions:
values of pollutants  
significantly lower 
than legal limits
-13% emissions on 
electricity sales (mar-
ket based) thanks to the 
increase in GO electricity 
sold (+15%)
intensity index of Scope 
2 emissions deriving from 
losses on the electricity 
distribution grid/GWh was 
stable at 0.01 t/MWh
ATMOSPHERIC EMISSIONS
209 In the case of Deco, the EMAS registration is valid from 2022 to 2025.
210	 PM10 refers to particles with a diameter less than or equal to 10 μm. The term PM2.5 refers to particles with a diameter less than or equal to 2.5 μm.
Atmospheric emissions from production activities are monitored in 
a planned and constant manner. The plants are managed according 
to UNI EN ISO 14001 and UNI EN ISO 45001 standards. Acea 
Ambiente also applies the UNI EN ISO 50001 management 
system, while the waste-to-energy plants, the Orvieto plant and 
the Deco sites are also registered under the European EMAS III 
scheme, extended until 2024209.
The most relevant macro-pollutants, which are attributable to the 
Acea Ambiente and Acea Produzione plants, are monitored through 
Continuous Emission Monitoring Systems (CEMs). In 2022, mac-
ro-pollutants were recorded at very low values and are decreasing 
compared to previous years (see Table no. 66).
Table no. 66 – Total atmospheric emissions of pollutants from the 
main Group plants (2020-2022)
emissions
2020
2021
2022
(t)
CO
8.34
7.68
5.95
NOx
190.67
198.11
191.30
SOx
0.90
1.60
1.51
particles (particulate matter)
0.60
0.74
0.36
NOTE: the emissions refer to the plants of Acea Ambiente – waste-to-energy and 
Acea Produzione.
Specifically, monitoring of the waste-to-energy plants is carried 
out by means of fixed and mobile stations that sample and analyse 
the fumes coming out of the chimneys, measuring concentrations 
for numerous parameters that are periodically checked by internal 
personnel and certified by qualified external laboratories. Again in 
2022, the values of the main pollutants were also significantly be-
low the legal limits (see Table no. 67). 
At the San Vittore del Lazio plant, the monitoring campaigns car-
ried out for PM10, PM2.5210, heavy metals (fixed and mobile survey 
stations) and PAHs (polycyclic aromatic hydrocarbons), dioxins and 
furans (mobile only) did not detect any critical values. Other actions 
in the year including the monitoring of diffuse and fugitive emissions 
and the continuation of a biomonitoring campaign using bees as bi-
oindicator insects (see Safeguarding of Land and Biodiversity, in the 
chapter Environmental Sustainability and the Main Challenges). Fi-
nally, each waste-to-energy line has systems to monitor emissions 
from the chimney, enabling continuous tracking for concentrations 
of pollutants 24/7, with availability of data on the Group website 
(www.gruppoacea.it). 
Environmental monitoring is carried out at all plants. For example, 
at the Aprilia plant, a monitoring campaign was conducted in De-
cember 2022 to survey the presence of hydrogen sulphide, volatile 
organic compounds, nitrogen oxide, methane odours, and other 
components.
Acea Group • 2022 Sustainability Report
227

Table no. 67 – Concentrations of atmospheric emissions generated by waste-to-energy plants (2020-2022)
San Vittore del Lazio plant (*)
Terni plant (*)
pollutant
u. m.
scope of  
reference (**)
2020
2021
2022
scope of  
reference (**)
2020
2021
2022
HCl
mg/Nm3
8
0.145
0.064
0.139
8
3.807
3.701
3.919 
NOx
mg/Nm3
70 
29.925
29.488
29.560
180
125.989 
120.644
122.070
SO2
mg/Nm3
40
0.086
0.310
0.310
25
 0.969 
0.928 
0.563
HF
mg/Nm3
1
0.020
0.016
0.020
1
0.00
1.040 
0.854
CO
mg/Nm3
40
0.604
1.083
0.910
25
1.057
0.049
0.093
total particles
(particulate)
mg/Nm3
3
0.010
0.049
0.040
25
0.763
0.760
0.468
PAH (polycyclic aro-
matic hydrocarbons)
mg/Nm3
0.01 
0.00007 0.000007
0.00001
0.01
0.00000
0.00002 0.000005
dioxins and furans 
(PCDD +PCDF) 
ng/Nm3
0.1
0.0094
0.0023
0.0032
0.1
0.0000
0.0000
0.0000
heavy metals (Sb, As, 
Pb, Cr, Co, Cu, Mn, 
Ni, V)
mg/Nm3
0.5
0.0246
0.0315
0.0372
0.3
0.03
0.04
0.03
Hg
mg/Nm3
0.05
0.0013
0.0022
0.0020
0.05
0.0004
0.0018
0.0008
(*) 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 IEA, are separate for each waste-to-energy plant.
NOTE: for San Vittore del Lazio, over the years the recorded concentrations of the parameters HCl, SO2, dust and HF were close to the instrument’s detection limit. Therefore, in 
these measurement areas deviations are to be considered insignificant for absolute changes in concentrations and masses. 
211	  This is primarily air conditioning equipment using refrigerant gases subject to the 1987 Montreal protocol, particularly chlorofluorocarbons. 
212	 See www.ghgprotocol.org for more information.
213	 In March 2022, following an exemption request submitted to the MISE, with Resolution 66/22 the National Committee for the management of Directive 2003/87/EC and 
for support in the management of project activities of the Kyoto Protocol, determined, with retroactive effect, the exclusion of the Terni plant as of 31 December 2020.
Monitoring carried out on installations at risk211 has shown the ab-
sence of emissions in significant quantities of substances responsi-
ble for reducing the ozone layer (for consumption see the section 
Resources used, in the  Environmental accounts).
GREENHOUSE-GAS EMISSIONS
Acea quantifies its CO2 emissions by monitoring and evaluating the 
carbon footprint of the individual macro production processes accord-
ing to the guidelines of the GHG protocol212 which requires reporting in 
the categories of direct (Scope 1) and indirect (Scope 2 and Scope 3).
Direct Scope 1 emissions mainly come from the Group’s two 
waste-to-energy plants and the thermoelectric power stations. As 
of 2022, two plants are subject to the Emission Trading Scheme 
(ETS), specifically the Montemartini and Tor di Valle power sta-
tions. As of March 2022 and with retroactive213 effect, the Terni 
waste-to-energy plant is no longer included in the scope of appli-
cation of the ETS Directive.
The allowances assigned under the NAP (National Allocation Plan) 
are lower every year and in any case small, compared to the actual 
emissions recorded. Data for the three-year period 2020-2022 is 
presented Table no. 68.
Table no. 68 – CO2 emission allowances as per the National Allocation Plan (NAP) and actual emissions by plant (2020-2022)
2020
2021
2022
plant
(t) 
assigned by NAP
actual
assigned by NAP
actual
assigned by NAP
actual
Tor di Valle (*) (**)
3,782 
44,227
3,564
51,839 
3,472
54,386 (***)
Montemartini
0
1,546
0
1,712
0
2,338
(*) As with previous years, in 2022 the applicable legislative framework allowed the Tor di Valle plant to benefit from free of charge emission allowances (3,472 t) as it serves a 
district-heating network.
(**) The 2021 figures for actual emissions have been updated with the certified figures.
(***) Estimated emissions, pending certification by the responsible body. 
Relations with the environment
228

Scope 1 emissions include other components deriving from certain 
processes of plants in the Environment Segment (composting, treat-
ment and disposal of liquid waste), from drying at treatment plants, 
from petrol and diesel vehicles in the fleet, from leaks of sulphur 
hexafluoride (SF6) that may arise at Areti plants, from combustion 
processes for heating of premises and offices, and finally from leaks 
of freon gases from air-conditioning units. 
The amount of CO2 emitted by the waste-to-energy plants in 
2022 increased slightly compared to 2021 (see Table no. 69). This 
was mainly due to less biodegradable waste entering and processed 
for waste-to-energy at the Terni plant (renewable energy fell from 
43.4% to around 41%).
The increase in CO2 emissions from Acea Produzione's thermoelec-
tric power stations is attributable to a higher production of thermo-
electric energy and consequent increase in fuel use, while the higher 
emissions related to the integrated water service processes are mainly 
due to occasional work by Acea Ato 2 at a specific water centre.
Scope 2 greenhouse gas emissions from electricity consumption in 
2022 were in line with 2021 (+1%). Efficiency gains in the water 
sector, for example, offset the increased consumption caused by 
the use of pumps as a result of low rainfall. For more details see the 
paragraph on Energy Saving. Emissions from electricity grid losses 
increased (by about 4%) due to the increase in electricity demand 
on the distribution grid (+2%).
Scope 3 emissions include those deriving from the gas and electric-
ity sales, electricity consumption by suppliers of purchased goods, 
services and works, business travel and, from 2022, main subsidiar-
ies214 (scope 3 category “investments”) (see Table no. 69). 
Emissions from business travel rose in 2022 due to the end of re-
strictions caused by the pandemic and the resumption of normal 
business travel. 
Scope 3 emissions associated with the purchase of goods, ser-
vices and labour are calculated using monitoring data for energy 
consumption outside the Group, requested from a representative 
panel of suppliers using a questionnaire (see the section Energy 
consumption outside the Group). In particular, the data requested 
regards energy (primarily consumption of fuels, electricity and ve-
214	 Acque, Publiacqua and Umbra Acque.
215	 The figure is estimated.
216	 The index is calculated using emissions from production (Acea Produzione's thermoelectric power stations, Ecogena plants, waste-to-energy plants) as numerator and total 
energy produced by the Group's plants as denominator.
hicle fuels) and data for refrigerant gases used at supplier premis-
es, which contribute to this category of Scope 3.
To reduce emissions from electricity sales (calculated in the table 
using both the location-based and market-based methods), Acea 
Energia offers customers GO-certified green electricity commer-
cial rates. Since 2021, all new retail customers on the free market 
are offered exclusively GO-certified green energy, with the gradual 
roll-out to contracts signed before this date. The “sustainable” rate 
also covers gas thanks to offsetting through the purchase of VER 
(Verified Emission Reduction) certified carbon credits. For more 
details, see the section on Customer Care in the Customers chap-
ter. Green energy sold by Acea Energia to free market customers 
in 2022 totalled 2,536 GWh (2,196 GWh in 2021), corresponding 
to 42% of total energy sold to free market customers (see also the 
Environmental Accounts). The sale of electricity with GO certification 
has therefore led to a saving of approximately 799,000 t of CO2 in 
the Scope 3 category. For gas sales in 2022, offsetting measures are 
expected to cover approximately 54 MSm3 (estimated figure; 3.3 
MSm3 in 2021 according to the updated figure), corresponding to 
approximately 107,000 t of CO2. 
INTENSITY INDICES FOR GREENHOUSE GAS  
EMISSIONS
Scope 2 carbon dioxide emissions, deriving from leaks on electric-
ity distribution networks, relative to total electricity distributed, 
is one of the intensity indices for greenhouse gas emissions moni-
tored. The index is in line with 2021, rising from 0.0099 t/MWh 
(updated figure after consolidation) to 0.0101215. However, perfor-
mance of the Scope 1 emissions index on energy produced216 fell. 
The indicator stands at 462.1 g/kWh (413.8 g/kWh considering also 
the photovoltaic production of the subsidiary not consolidated on a 
line-by-line basis), with an increase due mainly to the reduction in 
electricity production from hydroelectric (-23% compared to 2021 
production) and waste-to-energy (-5%) sources. Finally, the emis-
sions intensity index linked to value added improved, decreasing 
by 4% compared to 2021. Total Scope 1 plus Scope 2 emissions 
remained almost stable (+0.8%), while value added increased by 5% 
(see Table no. 69).
Table no. 69 – Environmental indicators: CO2 emissions, intensity indices for greenhouse gas emissions (2020-2022) 
CO2 EMISSIONS
SCOPE 1 EMISSIONS
FROM ENERGY PRODUCTION PLANTS
u. m.
2020
2021
2022
CO2 emissions from Acea Produzione thermoelectric power stations (*)
t
45,773
53,551
56,724
CO2 emissions from the Ecogena plants 
t
9,607
7,829
5,191
CO2 emissions from Acea Ambiente waste-to-energy plants (*)
t
341,763
325,684
327,426
Acea Group • 2022 Sustainability Report
229

FROM WASTE MANAGEMENT, ENERGY DISTRIBUTION, HEATING PLANTS AND VEHICLE FLEET
CO2 emissions from waste-management plants (**)
t
1,582
1,895 
2,028
CO2 emissions from water-plant processes of the IWS (***)
t
6,979
7,486
8,309
CO2 emissions from heating (***)
t
872
881
755
CO2 emissions from vehicle fleet 
t
9,705
10,533
11,065
CO2 emissions from Areti and Acea Produzione plants (from SF6) (****)
t
8,695
7,045
4,959
CO2 emissions from refrigerants (HCFCs) (*****)
t
1
0
2
TOTAL SCOPE 1 EMISSIONS 
t
424,977
414,904
416,458
SCOPE 2 EMISSIONS 
location-based Scope 2 emissions (market based) (******)
t
384,323 
(284,433)
357,669
(271,973)
362,211
(299,385)
of which CO2 emissions from network leaks 
t
100,489
97,301
101,596
SCOPE 3 EMISSIONS (*******)
CO2 emissions deriving from the purchase of goods/services and works (********)
t
11,642
31,701 
26,674
CO2 emissions from business travel 
t
46
38
143
CO2 emissions from volumes of gas sold 
t
276,284
346,567
337,895
CO2 emissions from the sale of electricity, location based (market based)
t
2,200,491 
(2,382,384)
2,447,005 
(2,555,276)
2,323,676
(2,210,141)
CO2 emissions from Investee operating companies (“investments”)
t
39,793
38,224
38,927 
INTENSITY INDICES FOR GREENHOUSE-GAS EMISSIONS 
intensity indices of the GHG emissions
u. m.
2020
2021
2022
CO2 emissions (Scope 1 + Scope 2)/Acea Group added value (*********)
(t/k€)
568.3
504.3
483.6
Scope 1 CO2 emissions/gross production (**********)
(g/kWh)
428.7
381.1
462.1
Scope 2 CO2 emissions deriving from losses on the electrical energy distribution 
network/issued MWh 
(t/MWh)
0.0104
0.0099
0.0101
(*) The 2021 figures for the Tor di Valle and Terni plants have been adjusted after the ETS certification, while the 2022 figure is estimated pending certification by a third-party body 
for Tor di Valle and the definitive analyses for Terni. 
(**) The figure includes the emissions of the ancillary services of the waste-to-energy plants, not strictly related to the production of electricity, of Acque Industriali, Aquaser, Berg 
and Demap.
(***) Data refers to uses of dryers and generators. The increase in 2022 was mainly due to occasional works by Acea Ato 2 at a water centre in Albano Laziale.
(****) These are the tonnes of equivalent CO2 corresponding to the emissions of insulating SF6 present in Areti’s HV equipment (1 t of SF6 equates to 23,500 t of CO2, GHG 
Protocol-5th Assessment Report- AR5). 
(*****) In the last three years, the replenishment of HCFC fluids in the Group’s plants was so small that it did not lead to significant CO2 emissions.
(******) The indirect emissions (Scope 2) include all the Companies within the NFS scope. As an emission factor per unit of electricity consumed (t CO2/MWh), for the loca-
tion-based calculation the value of 0.315 was used for 2021 and 2022 (0.336 for 2020), as per Terna’s “International Comparisons” document. For the calculation of Scope 2 
emissions using the market-based method, the residual mix coefficients are the following for 2020, 2021 and 2022, respectively: 0.466 t/MWhe, 0.459 and 0.457 (Source: AIB 
document “European Residual Mixes 2021”). Emissions due to technical network losses in 2021 were calculated on the basis of the corresponding adjusted figure in 2022.
(*******) As of 2022 emissions from commuting are not calculated as the values are negligible. 
(********) This value, estimated, refers to suppliers of goods, services and works. The 2022 figure is broken down as follows: 21,871 tonnes of CO2 for suppliers of services and works 
and 4,803 tonnes of CO2 for suppliers of goods. 
(*********) Data for the 2020-2021 two-year period have been recalculated, excluding from the numerator the emissions of the investee companies Acque, Publiacqua and Umbra 
Acque. From 2022, these are reported as Scope 3 emissions under the Investments category.
(*********) Scope 1 emissions included are those from power generation plants, including Ecogena. If the photovoltaic production of the investee company not consolidated on a 
line-by-basis were also taken into account, the indicator for the year would be 413.8 g/kWh. In any case, the indicator rose in 2022 mainly due to the increased CO2 emissions from 
waste-to-energy processes (due to plant downtime), while energy production fell.
NOTE Emission factors for Scope 1 emissions are taken from the standard parameters – ISPRA data 2021, DEFRA 2022 and GHG Protocol-5th Assessment Report-AR5.
Relations with the environment
230

WASTE
47% of waste recovered 
on the total waste produced
(177,983/376,578 t) 
83% ash recovered 
against total produced in 
waste-to-energy plants 
(52,782/ 63,645 t)
66% of sludge recov-
ered against total sludge pro-
duced by Acea Ato 2, Acea 
Ato 5, Gori, AdF and Gesesa 
(106,087/160,293 t)
With regard to the waste produced, each company has defined 
streams for process and non-process waste. The latter category 
includes waste that does not derive from production activity in a 
strict sense, and generally represents a minimal part of total waste, 
also having a very variable composition determined by non-recur-
ring events.
Table no. 70 – Total waste produced (2020-2022) 
waste produced
2020
2021
2022
t
total waste
306,060
353,137
376,578
hazardous
70,669
73,139
72,588
non-hazardous
235,391
279,997
303,989
detail by type of processing
entirely recovered waste (*) (**)
111,534
157,771
177,983
entirely disposed of waste (***)
194,526
189,854
198,594
incineration (with energy recovery)
3,769
2,962
5,580
incineration
16,948
5,242
5,486
landfill and other disposal operations
173,815
181,650
187,528
(*) Waste sent for recovery in 2022 was divided as follows: 139,654 t for preparation for reuse, 33,809 t for recycling 4,520 t for other recovery operations.
(**) In 2022, hazardous waste sent for recovery amounted to 54,656 t; non-hazardous waste amounted to 123,328 t.
(***) In 2022, no hazardous waste was sent to waste-to-energy plants or incineration. Non-hazardous waste sent to waste-to-energy plants was 5,580 t, while 5,486 t was sent for 
incineration. 17,933 t of hazardous waste and approximately 169,596 t of non-hazardous waste was sent to landfill and other disposal operations.
WASTE FROM THE INTEGRATED WATER SYSTEM
In the Water Segment, production of waste largely corresponds 
with the production of sludge from the treatment process, with a 
minimal portion from sand and screens used in the same process. 
The former is essentially composed of water, biomass and a portion 
of chemical substances used for conditioning during drying, which 
helps to reduce the volumes of waste outputs. Sand and screens 
derive from pre-treatment of wastewater and contain plastic, ag-
gregates and paper materials. The remainder is composed of resid-
ual material from cleaning to maintain systems. This may include 
sludge from regeneration of cation-exchange resins. Chart no. 58 
shows an example of waste streams for the water sector. The Com-
panies are all committed to recovering sludge, with 66% of all sludge 
produced recovered. For example, in 2022 AdF recovered 99%, 
Acea Ato 2 recovered 80%, Gori recovered 60% and Acea Ato 5 
recovered 23%.
Acea Group • 2022 Sustainability Report
231

Chart no. 58 – Waste streams for the Water Segment Companies
ENVIRONMENT/EXTERNAL SYSTEM
Treated wastewater
Sands and screens
Sludge
Waste management
Analysis of composition
Disposal 
Incineration
Waste-to-energy 
Landfill
Recovery 
ENERGY
RESOURCES
CONDITIONING CHEMICALS
TREATMENT PROCESS
WASTE
Table no. 71 – Waste produced by Companies in the Water Segment (2020-2022)
Water Segment waste
2020
2021
2022
t
total waste
152,285
176,438
183,637
hazardous
239
379
449
non-hazardous
152,046
176,059
183,189
of which sludge, sand and screens
138,756
166,969
175,570
detail by type of processing
entirely recovered waste
63,570
110,019
115,167
of which sludge, sand and screens for recovery (*)
59,884
108,620
113,561
entirely disposed of waste (*)
88,715
66,419
68,470
of which sludge, sand and screens for disposal (**)
78,872
58,349
62,209
incineration (with energy recovery)
2,759
2,962
1,304
incineration
16,660
5,242
5,486
landfill and other disposal operations
69,296
58,215
61,680
(*) In 2022, 106,087 t of sludge and 7,474 t of sand and screens were sent for recovery.
(**) In 2022, the following was sent for disposal: 54,206 t of sludge and 8,004 t of sand and screens.
Aquaser acts as a broker for certain Group water companies (Acea 
Ato 2, Acea Ato 5 and AdF), carrying out the pick-up, transport 
Relations with the environment
232

and recovery/disposal of waste (solid and liquid), with identifica-
tion of final-destination sites for special waste with regard to solid 
materials, and providing logistical services (pick-up, transport and 
discharge) for liquid waste that is handed over to authorised plants.
WASTE FROM THE ENVIRONMENT 
SEGMENT
Waste streams in the Environment sector are extremely diverse due 
to the range of types of plants and the broad spectrum of services 
provided by the Companies. Business activities can be grouped in 
the four macro categories: waste-to-energy, composting, treat-
ment of liquid and solid waste and brokerage/transport. Below are 
details for the first three, while transport and brokerage are handled 
217	 Water from buffer tanks or “water for technical purposes”, refers to liquid solutions used as a buffer for acidic components that develop during combustion of waste.
218	 The waste from the Bio Ecologia plant derive both from treatment of liquid waste and treatment of wastewater.
under Waste-to-energy, composting, disposal of solid and liquid waste 
and related services in the Environment Segment section. 
Waste-to-energy activity, with the plants of San Vittore del Lazio 
and Terni, produces the greatest quantity of waste, totalling 93,821 
t in 2022. The majority of waste produced by these plants is fly-
ash, bottom-ash and water from the buffer tank217. In 2022, 52,782 
tonnes of ash were recovered (approximately 83% of the total). The 
Orvieto hub, the Deco sites and the composting plants (Aprilia and 
Monterotondo Marittimo) produce leachate as their primary waste 
in terms of quantity, derived from stabilisation of waste and primar-
ily sent for disposal (93%). As an example, streams of treatment, 
disposal and recovery for waste-to-energy and composting sites 
are illustrated in Chart no. 59. The treatment plants handling liquid 
waste of the Companies Acque Industriali, Berg and the plant of Bio 
Ecologia218, which primarily produce sludge. 
Chart no. 59 – Main waste streams in the Environment Segment (waste-to-energy and compost sites)
BIOGAS
ENVIRONMENT/EXTERNAL SYSTEM
Liquid and solid 
waste
Fly-ash
Leachate
Bottom-ash
Other waste
Waste management
Waste management
Analysis of composition
Analysis of composition
Recovery 
Recovery 
Disposal 
Disposal 
PULPER AND SRF
ENERGY
BIOGAS
ORGANIC FRACTION
GREEN FRACTION
SLUDGE
RESOURCES
WASTE
WASTE
WASTE-TO-ENERGY PROCESS
COMPOSTING PROCESS
SRF 
PULPER
Acea Group • 2022 Sustainability Report
233

Table no. 72 – Waste produced by companies in the Environment Segment (2020-2022) 
Environment Segment waste
2020
2021
2022
t
total waste
151,966
173,674
190,038
hazardous
69,560
71,038
70,098
of which ash
59,435
59,142
63,645
non-hazardous
82,407
102,636
119,940
of which liquid waste (leachate and buffer water)
51,426
57,669
61,702
detail by type of processing
entirely recovered waste
46,570
46,033
60,414
of which ash
42,584
43,425
52,782
entirely disposed of waste (*)
105,396
122,129
129,624
of which ash
16,852
15,717
10,863
of which sent to landfill and subject to other disposal operations
104,098
122,129
125,348
WASTE FROM DISTRIBUTION OF ELECTRICITY
219	 This management occurs according to procedure (PRO00.11QAS “Waste Management”) and the quantities produced are handed over for recovery or disposed of by author-
ised third parties.
Areti manages the distribution of electricity and primarily produc-
es waste derived from maintenance or replacement of infrastruc-
ture. No non-process waste is generally produced. Special waste, 
produced during activity performed by contractors, is considered 
under the responsibility of the same and its collection and man-
agement is also their responsibility219. The waste flow generated by 
Areti’s business are illustrated in Chart no. 60.
Chart no. 60 – Waste streams in Areti
ENVIRONMENT/EXTERNAL SYSTEM
Mixed waste
End-of-life devices and lead 
batteries
Waste management
Recovery 
Disposal 
ENERGY
WASTE
PROCESS
ELECTRICITY GRID 
MAINTENANCE
ADAPTATION/UPGRADING OF 
ELECTRICITY GRID
Relations with the environment
234

Table no. 73 – Waste produced by the Areti Company (2020-2022) 
Areti waste
2020
2021
2022
t
total waste
1,106
2,153
2,454
hazardous
841
1,645
1,996
non-hazardous
265
508
459
detail by type of processing
entirely recovered waste
747
902
1,992
entirely disposed of waste
359
1,251
463
MANAGEMENT AND MINIMISATION OF WASTE PRODUCED
220 The Orvieto plants and the Deco sites, which are plant hubs with internal waste streams and destinations, are exceptions.
221	 Liquid waste from the plants of Acea Ato 2 are assigned to Aquaser solely for logistical services, being transported and discharged at plants authorised pursuant to art. 110 of 
Italian Legislative Decree 152/2006 managed by Acea Ato 2 itself.
222	 With the exception of Gesesa and Areti, all companies have dedicated management software.
223	 In 2022, there were two minor leaks of mineral oil into the environment at a substation due to theft. No leaks of other pollutants such as fuels or chemicals were recorded.
The circular economy concept drives the shared goal pursued by all 
Group companies, who together contribute to the effort to reduce 
waste.
For example, the water companies aim to reduce the volume of 
sludge produced by implementing new drying lines, latest-genera-
tion centrifuges and other specific systems. These initiatives have a 
major impact in terms of the circular economy: reducing the water 
content of the sludge optimises opportunities to use it in material 
and/or energy processes and reduces disposal costs. The econom-
ic, environmental and social costs of transporting sludge are also 
lessened.
At AdF, in 2022, a thermochemical hydrolysis system was used 
at the San Giovanni treatment plant in Grosseto, with the aim of 
treating the dewatered sludge produced in the other plants as well 
as the sludge produced at the plant itself, reducing the total amount 
of sludge produced; in 2022, the company achieved a 21% reduc-
tion in the total volume of sludge produced compared to the pre-
vious year. 
For several years, Acea Ato 2 has defined and implemented the 
Sludge Management Plan, a series of structural and strategic ac-
tions with the dual objective of reducing volumes of treatment 
sludge produced and exploiting the solid components both as a ma-
terial and for energy, through a range of different actions, ration-
alising the entire treatment segment and transforming large treat-
ment plants into hubs for centralised sludge processing (a number 
of small treatment plants were decommissioned in the year as part 
of the centralisation measures). In 2022 Acea Ato 2 achieved a 5% 
reduction in the volume of sludge produced. It is hoped that, by 
2024, the largest plants (Roma Est, Roma Nord, Roma Sud, Ostia 
and Co.Bis) will be able to dry the sludge produced directly.
 
Waste from the majority of Group Companies is sent to external 
sites220. Finally, for all Companies, waste is managed by companies 
outside the Group, with the exception of Acea Ato 2, Acea Ato 5 
and AdF, which, as mentioned, handover their waste to Aquaser, in 
the role of broker with identification of final-destination sites221. The 
reliability of brokers is guaranteed by the mandatory authorisation 
required by the specific regulations for performance of activities 
and by periodic checks on documentation.
The data and information on waste for the main Companies is man-
aged with dedicated management software222. Quantitative data on 
waste disposed of derives from direct measurements taken using 
weighing systems, which are periodically calibrated and certified. 
For the Companies of the Environment Segment, in almost all cas-
es there is a difference between the outgoing weights and incoming 
weights, due to the scales used for approximation in the systems 
adopted, in any case documented using the forms applicable by 
law. In addition, for these Companies and for Acea Produzione, 
which are equipped with plants mainly certified in accordance with 
standard UNI EN ISO 14001, systematic checks are carried out 
on legislative compliance of compliance in terms of environmental 
factors.
In 2022, there were no significant releases of pollutants into the 
environment, such as mineral oils, fuels or chemical products223.
Acea Group • 2022 Sustainability Report
235

WATER COMPANIES DATA SHEETS  
AND OVERSEAS ACTIVITIES
224	 Aqueducts, gas pipelines, oil pipelines, irrigation and evacuation systems.
225	 Drinking water and water treatment plants.
This chapter illustrates the activities of some Group companies not 
included in the scope of the Consolidated Non-Financial Statement 
(see Disclosing sustainability: methodological note). In particular, data 
and information are provided relating to the main operating Com-
panies for the water sector in Umbria and Tuscany, consolidated us-
ing the equity method in the statutory financial statements, and to 
the companies that are active abroad in the same sector.
Water activities in Umbria and Tuscany
UMBRA ACQUE
Umbra Acque SpA is a company with predominantly public capital, 
40% owned by Acea SpA, which manages the Integrated Water 
Service in the area of Optimal Territorial Conference – Umbria 1 
consisting of 38 Municipalities, of which 37 in the province of Pe-
rugia and 1 in the province of Terni, with a total population of around 
490,000 inhabitants served.
MANAGEMENT SYSTEMS
Umbra Acque has an Integrated Quality, Environment and Safe-
ty Management System (QAS), in compliance with the  UNI ISO 
9001:2015, UNI ISO 14001:2015 and ISO 45001:2018 stand-
ards. It also holds the SOA certification for the OG6 (in class III)224 
and OS22 (in class II)225 categories and qualification for design and 
construction (up to the 8th classification). The analysis laboratory 
is accredited according to the UNI ISO/IEC 17025:2018 standard 
and for the purposes of monitoring drinking water.
QUALITY DELIVERED: MAIN INTERVENTIONS ON THE NETWORKS AND CONTROLS ON DRINKING WATER AND WASTE WATER
SIZE OF NETWORK, MAIN WORKS, METERS AND CHECKS ON DRINKING WATER AND NETWORKS (2022)
size of drinking-water network - data in GIS
6,372 km (1,388 km of supply network, 4,984 km of distribution)
type of work
interventions due to network failure/leak detection
18,343 interventions (18,160 due to faults, 183 leak detection)
meter installations (new installation and replacement)
36,514 interventions (5,941 new installation, 30,573 replacements)
network extension
18.2 km of expanded network
network reclamation
24 km of reclaimed network
drinking water quality control
6,514 samples collected and 116,419 tests performed
SIZE OF NETWORK, WORKS AND CHECKS ON SEWERAGE WATER AND NETWORKS (2022)
size of sewerage network - data in GIS
1,912 km
type of work
interventions due to network failure
1,073 interventions
planned interventions
55 interventions
network extension
9 km of expanded network
network reclamation
20 km of network under video inspection with in-house equipment and personnel
quality control on wastewater for sewerage networks
203 samples collected and 5,502 tests performed
HUMAN RESOURCES IN FIGURES
GENERAL DATA ON PERSONNEL (2021-2022)
2021
2022
(no.)
men
women
total
men
women
total
composition of the staff
executives
5
0
5
5
0
5
managers
10
2
12
14
2
16
clerical workers
72
92
164
77
93
170
workers
209
0
209
212
1
213
total
296
94
390
308
96
404
contract type
staff with permanent contract
280
89
369
288
92
380
	
of which part-time staff
0
7
7
0
7
7
permanent staff
12
4
16
19
4
23
staff under apprenticeship contracts
4
1
5
1
0
1
total
296
94
390
308
96
404
changes
incoming staff
9
3
12
20
6
26
outgoing staff
9
2
11
8
4
12
turnover rate (%)
6.1
5.3
5.9
9.1
10.4
9.4
incoming rate (%)
3.0
3.2
3.1
6.5
6.3
6.4
outgoing rate (%)
3.0
2.1
2.8
2.6
4.2
3.0
236
Water companies data sheets and overseas activities

INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2021-2022)
2021
2022
accidents (no.)
5
13
total days of absence
234
8,072
hours worked (*)
659,520
664,753
frequency index (FI) (number of accidents per 1,000,000/working hours) (*)
7.58
19.56
severity index (SI) (days of absence per 1,000/working hours) (*)
0.35
12.14
(*) The 2022 figure is estimated.
TRAINING 2021-2022
course type, hours provided and costs
courses (no.)
training (hours)
costs (€)
course type
2021
2022
2021
2022
2021
2022
advanced training
1
1
6
42
310
0
technical-specialised
77
120
7,842
4,849
82,211
115,935
legal
2
8
8
65
538
2,495
managerial
10
9
149
71
2,689
3,125
safety 
20
31
1,780
2,802
16,716
36,752
total
110
169
9,785
7,829
102,464
158,307
employees trained
2021 (*)
2022
(no.)
men
women
total
men
women
total
303
96
399
308
96
404
breakdown of training hours by qualification
executives
219
0
219
216
0
216
managers
359
61
420
313
74
387
clerical workers
2,396
3,309
5,705
1,468
2,029
3,497
workers
3,441
0
3,441
3,725
4
3,729
(*) The figures are higher than the number of employees as they include employees who provided services only for a few months of the year. 
Training provided during the year covered a variety of topics, such as anti-corruption and privacy, and safety training continued in accordance 
with current regulations.
ENVIRONMENTAL ACCOUNTS
PRODUCTS AND ANALYTICAL TESTS
u. m.
2020
2021
2022
Δ% 2022/2021
WATER BALANCE
drinking water from the environment
Mm3
58.6
56.3
56.0
-0.5
	
from the surface
Mm3
0
0
0
-
	
from wells
Mm3
44.82
42.80
45.16
5.6
	
from springs
Mm3
10.61
10.20
8.14
-20.6
	
of which water from other aqueduct systems
Mm3
3.17
3.34
2.65
-18.2
total drinking water leaving the aqueduct system (c) = (a+b)
Mm3
31.3
31.0
31.7
2.3
total drinking water dispensed and billed in the network (a)
Mm3
28.7
28.6
28.7
0.3
	
measured volume of water delivered to users
Mm3
28.7
28.6
28.6
0.3
	
volume consumed by users and not measured
Mm3
0
0
0
-
total drinking water authorised and not billed in the network (b)
Mm3
2.6
2.4
3.0
25.0
	
measured unbilled authorised consumption
Mm 
1.2
0.7
0.5
-28.6
	
unmeasured unbilled authorised consumption
Mm3
1.4
1.7
2.5
47.1
LOSS ASSESSMENT ACCORDING TO ARERA RESOLUTION 917/17 R/IDR
water leaks
Mm3
27.3
25.3
24.3
-4.0
water loss percentages
%
46.6
44.9
43.3
-3.6
TREATED WASTE WATER
water treated in the main treatment plants (*)
Mm3
56.8
59.3
45.5
-23.3
ANALYTICAL TESTS ON DRINKING WATER AND WASTE WATER
no. analytical tests on drinking water
no.
107,257
116,891
116,419
-0.4
of which no. analytical tests on surface water
no.
7,209
7,350
6,822
-7.2
no. analytical tests on wastewater (**)
no.
35,610
42,404
42,160
-0.6
(*) two-year data for 2020-2021 are estimated; 2022 data are partially measured (for treatment plants above 10,000 PE). The sharp decline is due in part to the new reporting 
method and in part to the modest precipitation in 2022, which reduced the quantity of mixed water input.
(**) The figure includes analyses carried out at treatment plants and industrial waste.
Acea Group • Sustainability Report 2022
237

RESOURCES USED
u. m.
2020
2021
2022
Δ% 2022/2021
COLLECTION, SUPPLY AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER
materials
sodium hypochlorite
t
92
93
87
-6.5
sodium chloride
t
214
222
217
-2.3
hydrochloric acid
t
207
210
214
1.9
aluminium polychloride
t
12
11
9
-18.2
phosphoric acid (10%)
t
0
0
0
-
WASTE WATER TREATMENT
materials
polyelectrolyte emulsion
t
123
95
138
45.3
ferric chloride (40%)
t
62
114
201
76.3
mineral oil and fats
t
0
0
0
-
OTHER CONSUMPTION
drinking water (*)
m3
20,222
53,178
32,438
-45.2
	
drinking water consumed for non-industrial water uses (offices, outside showers, etc.)
m3
1,597
10,416
6,270
-39.8
	
drinking water consumed for process water uses (washing machinery and bays, etc.)
m3
18,625
42,762
26,168
-38.8
(*) The figures for 2020 and 2021 are estimated considering the partial closure of offices and the different organisation of work following the health emergency.
There are no active internal water reuse processes, but the Company has supplied 273,940 m3 of non-potable water for industrial use to 
two local businesses.
ENERGY CONSUMPTION
u. m.
2020
2021
2022
Δ% 2022/2021
FUELS
vehicle fuels
diesel
l
410,000
456,600
444,900
-2.6
petrol
l
7,000
5,800
4,900
-15.5
ELECTRICITY
total electricity for drinking water
GWh
69.2
69.4
74.9
7.9
	
electricity for water pumping stations
GWh
68.8
69.1
74.5
7.8
	
electricity for offices
GWh
0.4
0.3
0.4
33.3
total electricity for waste water
GWh
22.7
23.1
22.5
-2.6
	
electricity for treatment
GWh
17.9
17.9
17.8
-0.6
	
electricity for pumping stations
GWh
4.8
5.2
4.7
-9.6
	
electricity for offices
GWh
0.1
0.1
0.1
-
ENERGY EFFICIENCY (2020-2022)
action
energy savings achieved (kWh)
2020
2021
2022
extraordinary maintenance on plants
75,000
150,000
415,000
The completion of extraordinary maintenance on the Raggio water plant in the municipality of Gubbio (one of the primary water lifts) and ex-
traordinary maintenance on the oxidative systems of five treatment plants in 2022 resulted in an estimated energy savings of 415,000 kWh.
WASTE
u. m.
2020
2021
2022
Δ% 2022/2021
SPECIFIC WASTE FROM TREATMENT OF WASTE WATER
treatment sludge (*)
t
14,941
13,868
17,356
25.2
sand and sediment from treatment
t
1,057
1,353
1,548
14.4
WASTE EXCLUDING SLUDGE AND SAND
hazardous waste (**)
t
20.2
8.0
16.2
102.5
non-hazardous waste
t
4,940
3,767
3,255
-13.6
(*) The item includes liquid sludge transported to other plants for the dewatering process, for a value of 4,940 t in 2020, 2,525 t in 2021 and 5,253 t in 2022.
(**) The increase in 2020 and 2022 is due to the exceptional disposal of vehicles and company cars.
238
Water companies data sheets and overseas activities

PUBLIACQUA
Publiacqua SpA is a mixed ownership Company with a majority 
public interest, owned by Acea through Acque Blu Fiorentine SpA, 
which manages the Integrated Water Service in the area of Optimal 
Territorial Conference no. 3 – Medio Valdarno, with a total popula-
tion of over 1.2 million citizens served.
MANAGEMENT SYSTEMS
Publiacqua has implemented the Integrated Quality, Environment, 
and Safety (QAS) Management System, which complies with 
UNI EN ISO 9001:2015, 14001:2015 and 45001:2018 stand-
ards for the primary operating activities. It is certified for the An-
ti-bribery Management System UNI ISO 37001:2016, and the 
analysis laboratory is accredited in accordance with UNI ISO/IEC 
17025:2005.
QUALITY DELIVERED: MAIN INTERVENTIONS ON THE NETWORKS AND CONTROLS ON DRINKING WATER AND WASTE 
WATER
SIZE OF NETWORK, MAIN WORKS, METERS AND CHECKS ON DRINKING WATER AND NETWORKS (2022)
size of drinking-water network - data in GIS
6,923 km (1,397 km of supply network, 5,526 km of distribution)
TYPE OF WORK
interventions due to network failure/leak detection 
5,252 interventions (3,886 due to fault reporting, 1,366 due to leak detection activities)
meter installations (new installation and replacement)
6,237 interventions (2,913 new installations and 3,324 replacements due to breakdowns/
breakage) and 28,641 mass replacements under contract
network extension
7.6 km of expanded network
network reclamation
35.1 km of reclaimed network
drinking water quality control
10,477 samples collected and 319,572 tests performed
SIZE OF NETWORK, WORKS AND CHECKS ON SEWERAGE WATER AND NETWORKS (2022)
size of sewerage network - data in GIS
3,772 km
TYPE OF WORK
interventions due to network failure
3,908 interventions
planned interventions
1,442 interventions
network extension
10.1 km of expanded network
network reclamation
8.9 km of reclaimed network
quality control on wastewater for sewerage networks
3,343 samples collected and 55,794 tests performed
TOTAL COD IN INPUT AND OUTPUT (2020-2022)
(t/year)
2020
2021
2022
CODin
17,135
13,401
11,086
CODout
2,288
1,556
960
OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS (2020-2022)
parameter
average values (mg/l) 2020
average values (mg/l) 2021
average values (mg/l) 2022
BOD₅ (*)
18.6
12.3
12.9
COD
40.3
21.0
21.0
SST
30.8
12.0
13.7
NH₄+
5.0
2.0
2.0
phosphorous
2.0
2.0
1.9
(*) The output BOD₅ value is expressed with the value of the limit of quantification (LOQ) equal to 12.3, resulting in all analytical calculations being lower than this value.
PURIFICATION EFFICIENCY OF THE MAIN TREATMENT PLANTS (2020-2022)
parameter
average values (%) 2020
average values (%) 2021
average values (%) 2022
100x(CODin - CODout)/CODin
87.0
88.4
91.3
100x(SSTin - SSTout)/SSTin
89.4
95.7
93.4
100x(NH₄+in - NH₄+out)/NH₄+ in (*)
86.4
93.8
93.1
100x(Pin - Pout)/ Pin (*)
33.0
35.0
27.8
(*) Umbra Acque does not detect phosphates leaving treatment plants, as the standard does not establish a limit, but rather total phosphorus as specified in Table no. 2 of Annex 5 
to Part III of the Consolidated Environmental Law (TUA), with more stringent monitoring of the nutrient discharged into surface water bodies.
Acea Group • Sustainability Report 2022
239

HUMAN RESOURCES IN FIGURES
GENERAL DATA ON PERSONNEL (2021-2022)
2021
2022
(no.)
men
women
total
men
women
total
composition of the staff
executives
3
1
4
3
1
4
managers
15
7
22
14
8
22
clerical workers
187
142
329
184
156
340
workers 
259
5
264
269
3
272
total
464
155
619
470
168
638
contract type
staff with permanent contract
421
153
574
425
160
585
of which part-time staff
3
7
10
3
8
11
permanent staff
6
2
8
10
7
17
staff under apprenticeship contracts
37
0
37
35
1
36
total
464
155
619
470
168
638
changes
incoming staff
29
7
36
44
25
69
outgoing staff
22
10
32
39
11
50
turnover rate (%)
10.99
10.97
10.99
17.66
21.43
18.65
incoming rate (%)
6.3
4.5
5.8
9.4
14.9
10.8
outgoing rate (%)
4.7
6.5
5.2
8.3
6.5
7.8
INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2021-2022) (*)
2021
2022
accidents (no.) (**)
9
10
total days of absence (***)
323
267
hours worked (****)
1,034,611
1,073,177
frequency index (FI) (number of accidents per 1,000,000/working hours)
8.70
9.32
severity index (SI) (days of absence per 1,000/working hours)
0.31
0.25
(*) Some figures for 2021 have been updated following consolidation.
(**) Accidents with effects lasting for more than one day are considered.
(***) The value also excludes days of absence related to persistent or reopened injuries from previous years.
(****) This is the sum of ordinary and overtime hours. As a result of consolidation, the figure for 2021 was amended, requiring a recalculation of the severity and frequency indices as well.
TRAINING (2021-2022) (*)
course type, hours provided and costs
courses (no.)
training (hours)
costs (€)
course type
2021
2022
2021
2022
2021
2022
advanced training (**)
2
0
182
0
2,641
0
IT
3
2
398
24
3,962
2,100
technical-specialised
44
112
4,298
5,593
58,104
61,250
legal
5
4
809
490
6,603
27,290
managerial
54
30
2,249
1,924
71,309
95,300
safety
46
40
4,102
2,725
60,745
50,823
total
154
188
12,038
10,756
203,364
236,763
employees trained
2021
2022 (***)
(no.)
men
women
total
men
women
total
464
154
618
485
172
657
breakdown of training hours by qualification
executives
68
10
78
104
21
125
managers
309
71
380
217
191
408
clerical workers
2,333
1,583
3,916
1,635
1,325
2,960
workers
7,612
52
7,664
7,220
43
7,263
(*) Some figures for 2021 have been updated following consolidation.
(**) The advanced training courses provided to employees are managed by Acea SpA, which bears the costs.
(***) Figures are higher because they also include employees who left before the year.
240
Water companies data sheets and overseas activities

Throughout the year, numerous courses on safety, regulations un-
der Legislative Decree no. 231/2001, preventing corruption, and 
specific technical and operational training were offered.
The first course on diversity and inclusion was provided to the en-
tire HR structure, along with an experiential pilot team-building day. 
The entire corporate population was trained on cybersecurity and 
data protection, and specialized training on regulatory updates was 
provided for various organisational structures.
In addition, the Reconnect People course for managers was intro-
duced, emphasizing managerial management, organisational con-
flict, and internal and external communication.
ENVIRONMENTAL ACCOUNTS
PRODUCTS AND ANALYTICAL TESTS (*)
u. m.
2020
2021
2022
Δ% 2022/2021
WATER BALANCE
drinking water from the environment
Mm3
148.7
147.0
144.0
-2.0
	
from the surface
Mm3
95.4
93.5
92.1
-1.5
	
from wells
Mm3
41.9
43.5
42.8
-1.6
	
from springs
Mm3
10.7
9.3
9.1
-2.2
	
of which water from other aqueduct systems
Mm3
0.7
0.66
0.74
12.1
total drinking water leaving the aqueduct system (e) = (a+b+c+d)
Mm3
84.5
87.9
87.4
-0.6
total drinking water dispensed and billed in the network (a)
Mm3
76.6
78.8
80.7
2.4
	
measured volume of water delivered to users 
Mm3
76.6
78.1
80.0
2.4
	
volume consumed by users and not measured
Mm3
0
0.66
0.74
12.1
total drinking water authorised and not billed in the network (b)
Mm3
0.4
0.4
0.4
-
	
measured unbilled authorised consumption
Mm3
0
0
0
-
	
unmeasured unbilled authorised consumption
Mm3
0.4
0.4
0.4
-
drinking water exported (sub-distributors) (c)
Mm3
0.7
0.9
0.005
-99.4
measured process losses (d)
Mm3
6.8
7.8
6.3
-19.2
LOSS ASSESSMENT ACCORDING TO ARERA RESOLUTION 917/17 R/IDR
water leaks (**)
Mm3
64.2
59.1
57.3
-3.0
water loss percentages
%
43.2
40.2
39.6
-1.5
TREATED WASTE WATER
water treated in the main treatment plants
Mm3
97.4
98.3
93.4
-5.0
ANALYTICAL TESTS ON DRINKING WATER AND WASTE WATER
no. analytical tests on drinking water
no.
288,298
296,620
319,572
7.7
	
of which no. analytical tests on surface water (***)
no.
26,665
24,949
29,435
18.0
no. analytical tests on waste water
no.
38,293
38,676
55,794
44.2
(*) Some figures for the 2020-2021 two year period have been updated following consolidation. The 2022 figures are estimated.
(**) The value of the water losses coincides with the “total lost volume (WLtot)” and includes the unmeasured treatment losses, the supply losses and the total distribution water 
losses.
(***) Analysis of crude surface water (untreated).
RESOURCES USED (*)
u. m.
2020
2021
2022
Δ% 2022/2021
COLLECTION, SUPPLY AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER
materials
sodium hypochlorite
t
1,117
1,097
1,102
0.5
sodium chloride
t
347
349
376
7.7
hydrochloric acid
t
403
402
392
-2.5
flocculant
t
5,055
5,015
3,883
-22.6
purate
t
349
414
344
-16.9
sulphuric acid
t
523
608
515
-15.3
oxygen
t
90
76
19
-75.0
acetic acid
t
113
112
63
-43.8
carbon dioxide (excluding drinking fountains)
t
634
648
838
29.3
ferrous chloride
t
45
37
22
-40.5
phosphoric acid
t
13
18
15
-16.7
WASTE WATER TREATMENT
materials
polyelectrolyte emulsion
t
158
307
275
-10.4
sodium hypochlorite
t
61
64
45
-29.7
peracetic acid, caustic soda, polyamine/anti-foaming agent
t
13
12
12
-
polyaluminium chloride (PAC)
t
4,382
4,122
3,903
-5.3
lime
t
527
693
523
-24.5
acetic acid 80%
t
712
684
743
8.6
OTHER CONSUMPTION
drinking water
m3
182,775
275,109
191,432
-30.4
 (*) Some figures for 2021 have been updated following consolidation.
Acea Group • Sustainability Report 2022
241

ENERGY CONSUMPTION
u. m.
2020 
2021
2022
Δ% 2022/2021
FUELS (*)
process fuels - wastewater
methane
Sm3
84,214
90,195
93,889
4.1
biogas produced
m3
609,120
593,478
562,421
-5.2
heating fuels
methane
Sm3
60,429
60,641
63,125
4.1
diesel fuel
l
4,500
5,000
4,125
-17.5
lpg
l
0
1,750
2,170
24.0
vehicle fuels
diesel
l
349,724
360,131
363,564
1.0
petrol
l
26,913
26,172
28,515
9.0
ELECTRICITY (*)
total electricity for drinking water
GWh
72.6
71.2
73.5
3.2
electricity for water pumping stations 
GWh
71.1
69.6
71.1
2.2
electricity for offices 
GWh
1.5
1.6
2.4
50.0
total electricity for waste water
GWh
34.6
35.0
34.9
-0.3
electricity for treatment 
GWh
30.5
30.5
30.4
-0.3
electricity for pumping stations
GWh
4.0
4.4
4.4
-
electricity for offices 
GWh
0.1
0.1
0.1
-
(*) Some figures for the 2020-2021 two year period have been updated following consolidation.
ENERGY EFFICIENCY (2020-2022)
energy savings achieved (kWh)
action
2020
2021
2022
network efficiency improvement
4,110,000
3,195,000
1,500,000
Soa Coverciano – Power quality management
-
-
3,990
Anconella - New pump impellers #3 and #6
-
-
250,000
offices relamping
-
6,700
-
Approximately 1.5 GWh of energy reductions are attributed to op-
timisation actions in the water distribution network. New impel-
lers that permit reduced dissipative adjustments at low flow rates 
have also helped to improve the efficiency of the final thrust section 
of the Anconella potable water treatment facility. The electronic 
device test to optimise the Coverciano power plant's input power 
management (SOA) was also successful, albeit with modest abso-
lute values for the installation situation, but with a 7.5% reduction 
in consumption.
WASTE
u.m.
2020 
2021
2022
Δ% 2022/2021
SPECIFIC WASTE FROM TREATMENT OF WASTEWATER (*)
treatment sludge
t
28,760
30,873
29,978
-2.9
sand and sediment from treatment
t
1,328
1,296
1,199
-7.5
WASTE PURSUANT TO ITALIAN LEGISLATIVE DECREE NO. 152/06 EXCLUDING SLUDGE AND SAND (*)
hazardous waste
t
32.6
83.6
26.8
-67.9
non-hazardous waste
t
12,054
8,009
7,726
-3.5
(*) Some figures for the 2020-2021 two year period have been updated following consolidation.
TOTAL COD IN INPUT AND OUTPUT - SAN COLOMBANO TREATMENT PLANT (2020-2022)
(t/year)
2020
2021
2022
CODin 
14,536
14,851
13,084
CODout
1,321
1,691
1,415
OUTPUT PARAMETERS – SAN COLOMBANO TREATMENT PLANT (2020-2022) (*)
parameter 
average values (mg/l) 2020
average values (mg/l) 2021
average values (mg/l) 2022
BOD₅
2.2
2.1
2.3
COD
13.8
15.6
15.8
SST
4.8
4.9
4.9
NH₄+
0.5
1.0
0.8
phosphorous
0.8
0.7
0.8
(*) The San Colombano waste water treatment plant (600,000 population equivalent) treats about half of Publiacqua’s global waste water.
242
Water companies data sheets and overseas activities

OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS (2020-2022) (*)
parameter 
average values (mg/l) 2020
average values (mg/l) 2021
average values (mg/l) 2022
BOD₅
2.2
2.1
2.3
COD
14.3
17.1
16.0
SST
4.9
4.7
4.7
NH₄+
0.7
1.1
1.0
phosphorous
0.9
0.8
0.9
(*) The figures include 39 treatment plants, including San Colombano, which treat a total of 98% of wastewater and 96% of the organic load (COD) of Publiacqua.
PURIFICATION EFFICIENCY SAN COLOMBANO TREATMENT PLANT (2020-2022)
parameter
average values (%) 2020
average values (%) 2021
average values (%) 2022
100x(CODin - CODout)/CODin
89.4
93.2
87.4
100x(SSTin-SSTout)/SSTin
95.1
92.3
91.2
100x(NH4
+in - NH4
+out)/ NH4
+in 
97.9
95.8
97.3
100x(PO4
-3in -PO4
-3out)/ PO4
-3in 
74.0
72.7
73.7
PURIFICATION EFFICIENCY OF THE MAIN TREATMENT PLANTS (2020-2022) (*)
parameter
average values (%) 2020
average values (%) 2021
average values (%) 2022
100x(CODin - CODout)/CODin
90.9
88.4
89.2
100x(SSTin-SSTout)/SSTin
96.1
93.9
92.6
100x(NH4
+in - NH4
+out)/ NH4
+in 
97.4
95.8
96.9
100x(PO4
-3in -PO4
-3out)/ PO4
-3in 
73.3
73.0
73.4
(*) The figures include 39 treatment plants, including San Colombano, which treat a total of 98% of wastewater and 96% of the organic load (COD) of Publiacqua.
ACQUE
Acque SpA manages the Integrated Water Service in the area of 
Optimal Territorial Conference 2 Lower Valdarno on the basis of 
the concession agreement issued by the Autorità Idrica Toscana 
(AIT), consisting of 55 Municipalities in the provinces of Pisa, Luc-
ca, Florence, Pistoia and Siena, with a total population of approxi-
mately 735,000 user accounts served.
MANAGEMENT SYSTEMS
Acque has implemented and certified an Integrated Management 
System based on Quality, Environment, Safety, Energy Efficien-
cy and Social Responsibility, Road Safety and the Prevention of 
Corruption. In addition, the laboratory is accredited pursuant to 
the UNI CEI EN ISO/IEC 17025:2018 standard and the Pagnana 
treatment plant in Empoli has EMAS IV registration.
QUALITY DELIVERED: MAIN INTERVENTIONS ON THE NETWORKS AND CONTROLS ON DRINKING WATER AND WASTE 
WATER
SIZE OF NETWORK, MAIN WORKS, METERS AND CHECKS ON DRINKING WATER AND NETWORKS (2022)
size of drinking-water network (*) - data in GIS
6,067 km
TYPE OF WORK
interventions due to network failure/leak detection
25,915 interventions (25,278 due to faults, 637 leak detection)
meter installations (new installation and replacement)
15,640 interventions (6,620 new installation, 9,020 replacements)
network extension
12.4 km of expanded network
network reclamation
51.8 km of reclaimed network
drinking water quality control
11,356 samples collected and 326,759 tests performed
SIZE OF NETWORK, WORKS AND CHECKS ON SEWERAGE WATER AND NETWORKS (2022)
size of sewerage network(*) - data in GIS
3,095 km
TYPE OF WORK
interventions due to network failure
4,802 interventions
planned interventions
2,223 interventions
network extension
5.3 km of expanded network
network reclamation
7.4 km of reclaimed network
quality control on wastewater for sewerage networks
7,924 samples collected and 116,775 tests performed
(*) Estimated figure equal to the final figure for 2021.
Acea Group • Sustainability Report 2022
243

HUMAN RESOURCES IN FIGURES
GENERAL DATA ON PERSONNEL (2021-2022)
2021
2022
(no.)
men
women
total
men
women
total
composition of the staff
executives
2
2
4
2
2
4
managers
7
4
11
8
4
12
clerical workers
95
159
254
103
167
270
workers
150
0
150
157
1
158
total
254
165
419
270
174
444
contract type
staff with permanent contract
249
163
412
259
173
432
	
of which part-time staff
1
30
31
2
34
36
permanent staff
0
2
2
1
1
2
staff under apprenticeship contracts
5
0
5
10
0
10
total
254
165
419
270
174
444
changes
incoming staff
11
2
13
30
15
45
outgoing staff
10
1
11
14
6
20
turnover rate (%)
8.3
1.8
5.8
16.3
12.1
14.6
incoming rate (%)
4.3
1.2
3.1
11.1
8.6
10.1
outgoing rate (%)
3.9
0.6
2.6
5.2
3.5
4.5
The company's workforce increased significantly from 419 in 2021 to 444 in 2022 as a consequence of the internalization of some areas for-
merly managed by the associated company Ingegnerie Toscane and the incorporation of new facilities formerly managed by other companies.
INDUSTRIAL ACCIDENTS AND FREQUENCY AND SEVERITY INDICES (2021-2022)
2021
2022
accidents (no.)
7
7
total days of absence (*)
359
317
hours worked
654,851
667,351
frequency index (FI) (number of accidents per 1,000,000/working hours)
10.69
10.49
severity index (SI) (days of absence per 1,000/working hours)
0.55
0.48
(*) The value also excludes days of absence related to persistent or reopened injuries from previous years.
TRAINING 2021-2022
course type, hours provided and costs (*)
courses (no.)
training (hours)
costs (€)
course type
2021
2022
2021
2022
2021
2022
IT
2
4
403
1,000
0
1,320
new hires
1
1
1,001
2,162
0
0
technical-specialised
33
35
1,766
1,857
12,488
29,600
managerial
3
4
97
311
270
2,800
safety
36
27
4,105
3,325
9,891
21,208
environment
1
3
8
50
0
2,701
cross-cutting
4
9
148
311
0
6,386
training pursuant to Legislative Decree no. 231/01
1
1
250
41
0
0
e-learning training
7
11
386
77
0
0
total
88
95
8,164
9,134
22,649
64,015
employees trained 
2021 (**)
2022
(no.)
men
women
total
men
women
total
286
174
460
274
161
435
breakdown of training hours by qualification
executives
116
32
148
99.5
70.5
170
managers
161
43
204
229.5
112.5
342
clerical workers
1,933
3,314
5,247
3,251
3,610
6,861
workers
2,565
0
2,565
1,740
21
1,761
(*) Emergency tests are excluded; by new hires, we mean the coaching of new staff by more experienced workers. E-learning training is training on the usable integrated manage-
ment system through SAP Success Factor.
(**) The figures are higher than the number of employees, as they include employees of other companies, posted workers and workers who provided services only for a few months 
of the year.
244
Water companies data sheets and overseas activities

ENVIRONMENTAL ACCOUNTS
PRODUCTS AND ANALYTICAL TESTS
u. m.
2020
2021
2022
Δ% 2022/2021
WATER BALANCE (*)
drinking water from the environment
Mm3
74.8
74.4
74.4
-
	
from the surface
Mm3
3.3
3.1
3.1
-
	
from wells
Mm3
57.3
57.5
57.5
-
	
from springs
Mm3
6.3
6.3
6.3
-
	
of which water from other aqueduct systems
Mm3
7.9
7.5
7.5
-
total drinking water leaving the aqueduct system (e) = (a+b+c+d)
Mm3
46.3
47.3
47.3
-
total drinking water dispensed and billed in the network (a)
Mm3
43.9
44.2
44.2
-
	
measured volume of water delivered to users
Mm3
43.7
43.9
43.9
-
	
volume consumed by users and not measured
Mm3
0.2
0.3
0.3
-
total drinking water authorised and not billed in the network (b)
Mm3
0.3
0.3
0.3
-
	
measured unbilled authorised consumption
Mm3
0.1
0.1
0.1
-
	
unmeasured unbilled authorised consumption
Mm3
0.2
0.2
0.2
-
drinking water exported to other systems (c)
Mm3
1.0
1.2
1.2
-
measured process losses (d)
Mm3
1.1
1.6
1.6
-
LOSS ASSESSMENT ACCORDING TO ARERA RESOLUTION 917/17 R/IDR
water leaks
Mm3
28.5
27.1
27.1
-
water loss percentages
%
38.1
36.4
36.4
-
TREATED WASTE WATER
water treated in the main treatment plants
Mm3
46.4
44.6
41.9
-6.0
ANALYTICAL TESTS ON DRINKING WATER AND WASTE WATER
no. analytical tests on drinking water (including analytical tests on surface 
water)
no.
357,585
297,342
362,759
22.0
no. analytical tests on waste water
no.
122,766
122,803
116,775
-4.9
(*) The 2021 figures have been restated following consolidation and differ from those previously published. The 2022 figures are estimated to be equal to those for 2021.
RESOURCES USED
u. m.
2020
2021
2022
Δ% 2022/2021
COLLECTION, SUPPLY AND DISTRIBUTION OF DRINKING AND NON-DRINKING WATER (*)
materials
laboratory reagents (chemical section and microbiological section)
t
2
2
2
0.0
sodium hypochlorite
t
180
231
240
3.9
hydrochloric acid
t
478
339
343
1.2
potassium permanganate
t
4
4
5
25.0
aluminium polychloride
t
209
194
210
8.2
DREFLO 908 PG powder
t
0
0
1
-
salt in bags
t
1
1
0
-100
sodium chloride
t
367
362
341
-5.8
caustic soda
t
2
1
2
100
citric acid
t
3
1
0
-100
alifons L
t
0.13
0
0.05
-
oxalic acid
t
0
0
0.025
-
sodium hydroxide sol. 30%
t
0
0
0.25
-
DRYFLOC™ Polyelectrolyte EM494SFC
t
0
0
0.10
-
WASTE WATER TREATMENT
materials
polyelectrolyte emulsion
t
234
194
194
-
aluminium polychloride
t
20
8
6
-25.0
ferric chloride for sludge dehydration
t
528
546
570
4.4
sodium hypochlorite for final disinfection
t
29
11
42
281.8
acetic acid
t
0
0.05
0
-100.0
sulphuric acid
t
1
0
0
-
caustic soda (sodium hydroxide) - Solvay
t
2
1
0
-100.0
citric acid removed
t
0
0.05
0.15
200.0
biotek base L - biological reactivator
t
0.04
0
0
-
biotek clar – biological reactivator
t
0.3
0.3
0
-100.0
desmell Bio L – odorogenic emissions treatment
t
0
0.1
0.1
-
nutrients
t
1,136
1,320
867
-34.3
hydrochloric acid 9%
t
0
0
0.5
-
Acea Group • Sustainability Report 2022
245

OTHER CONSUMPTION
drinking water (*)
m3
284,305
295,508
295,508
-
	
drinking water consumed for non-industrial water uses (offices, outside 
showers, etc.)
m3
215,604
225,835
225,835
-
	
drinking water consumed for process water uses (washing machinery and bays, 
etc.)
m3
68,701
69,673
69,673
-
(*) Due to consolidation, figures for 2021 have been revised. It is estimated that figures for 2022 will be identical to those for 2021.
In 2022, Acque reused approximately 201,501 m3 of recovered water for washing the sheets of sludge dehydration equipment (belt presses).
ENERGY CONSUMPTION
u. m.
2020
2021
2022
Δ% 2022/2021
FUELS
process fuels - drinking water/non-drinking water
diesel fuel
l
1,500
2,050
1,100
-46.3
process fuels - wastewater
diesel fuel
l
0
500
550
10.0
heating fuels 
methane
Sm3
50,743
55,583
49,576
-10.8
lpg
l
15,419
17,847
11,130
-37.6
vehicle fuels
diesel
l
228,802
240,882
247,012
2.5
petrol
l
15,373
26,950
44,215
64.1
methane
kg
23,884
15,308
9,589
-37.4
ELECTRICITY
total electricity for drinking water
GWh
51.1
51.0
53.3
4.5
	
electricity for water pumping stations
GWh
50.7
50.3
52.6
4.6
	
electricity for offices
GWh
0.4
0.7
0.7
-
total electricity for waste water
GWh
32.3
31.9
30.3
-5.0
	
electricity for treatment
GWh
24.7
24.5
23.9
-2.4
	
electricity for pumping stations
GWh
7.4
7.0
6.0
-14.3
	
electricity for offices
GWh
0.2
0.4
0.4
2.4
ENERGY EFFICIENCY (2020-2022)
energy savings achieved (kWh)
action
2020
2021
2022
Pieve a Nievole (PT) inter-municipal treatment plant:
implementation of microbubbles oxidative section Line 2
-
303,095
324,517
treatment plant via Hangar Pontedera (PI):
 implementation of microbubbles oxidative section
252,650
208,020
198,328
La Fontina (PI) treatment plant:
replacement of air distribution plates lines 1 and 2
577,230
472,605
589,760
Acque has implemented energy efficiency improvements, such as the replacement of the oxygenation system on the Pieve a Nievole and 
Pontedera (PI) treatment plants, which led to the 2022 energy savings indicated in the table.
WASTE
u. m.
2020
2021
2022
Δ% 2022/2021
SPECIFIC WASTE FROM TREATMENT OF WASTE WATER
treatment sludge
t
19,880
20,247
18,660
-7.8
sand and sediment from treatment
t
1,982
1,413
1,359
-3.8
WASTE EXCLUDING SLUDGE AND SAND
hazardous waste
t
25.0
16.8
20.2
20.2
non-hazardous waste (*)
t
72,920
63,778
59,025
-7.5
246
Water companies data sheets and overseas activities

TOTAL COD IN INPUT AND OUTPUT (2020-2022) (*)
(t/year)
2020
2021
2022
CODin
22,808
22,021
16,860
CODout
1,268
1,212
988
(*) Installations with a treatment capacity greater than or equal to 10,000 population equivalent are considered.
OUTPUT PARAMETERS FOR THE MAIN TREATMENT PLANTS MANAGED BY ACQUE (2020-2022) (*)
parameter
average values (mg/l) 2020
average values (mg/l) 2021
average values (mg/l) 2022
BOD₅
5.5
4.7
7.2
COD
25.5
24.3
32.0
SST
5.0
5.9
8.3
NH₄+
3.0
3.3
3.9
phosphorous
2.0
2.2
2.6
(*) Installations with a treatment capacity greater than or equal to 10,000 population equivalent are considered.
TREATMENT EFFICIENCY OF THE MAIN TREATMENT PLANTS MANAGED BY ACQUE (2020-2022) (*)
parameter
average values (%) 2020
average values (%) 2021
average values (%) 2022
100x(CODin - CODout)/CODin
95.0
95.4
94.1
100x(SSTin-SSTout)/SSTin
97.8
98.2
97.3
100x(NH4
+in - NH4
+out)/ NH4
+in 
92.7
92.7
91.9
100x(PO4
-3in -PO4
-3out)/ PO4
-3in 
73.0
68.3
71.3
(*) Installations with a treatment capacity greater than or equal to 10,000 population equivalent are considered.
Overseas activities
226	 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.
Acea operates abroad, in the water sector226, with regards to tech-
nical aspects or the commercial management of the service. In 
particular, it is present in Honduras, Dominican Republic and Peru 
through companies created in partnership with local and interna-
tional stakeholders, in an area with approximately 10 million people.
AGUAS DE SAN PEDRO
Aguas de San Pedro SA holds a 30-year contract and operates the 
integrated water service in San Pedro Sula in Honduras, which be-
gan in 2001, and, in 2022, it continued with the projects for the 
expansion, treatment and improvement of the water service and 
sewerage network in the city. The water network stretches 2,186 km 
and the sewerage network 1,281 km.
The Company has a Quality Management System certified accord-
ing to the UNI ISO 9001:2008 standard and the laboratories are 
accredited according to the UNI ISO/IEC 17025:2005 standard. 
In 2022, it also obtained a certificate for the Anti-bribery Man-
agement System according to the UNI ISO 37001:2016 standard.
AGUAS DE SAN PEDRO SA – MAIN COMPANY AND OPERATING DATA
country (area)
Honduras (San Pedro Sula)
users
123,433
inhabitants served
801,000 (estimated figure)
customer
municipal administration
duration of the contract
01.02.2001 – 01.02.2031
purpose of the project
concession of the integrated water service for the town of San Pedro de 
Sula
shareholders
Acea SpA 60.65%, Ireti SpA 39.35%
no. of employees 
410
turnover (in € thousand)
43,332
Acea Group • Sustainability Report 2022
247

The company has provided 65 training seminars in a variety of ar-
eas, such as Quality Management Systems, gender equality, an-
ti-bribery management, environmental sustainability, and climate 
change, with the goal of enhancing and developing people's skills. 
In addition, occupational health and safety training continued, with 
70 courses on timely medical care, mental health, and occupational 
health. All employees were vaccinated and updated on Biosafety 
and Personnel Protection Measures and Biosafety Protocols as 
part of a vaccination programme that included specific training on 
COVID-19 risks.
In addition, during the period under review, the Company supported 
community and environmental initiatives, especially in the El Mer-
endón Nature Reserve, which has been designated a protected area 
for water production in San Pedro Sula. In this area, the Company 
has implemented the reforestation project Un millón de árboles para 
el Merendón (One Million Trees for el Meredón), which was initiated 
in 2006 to restore degraded areas of the reserve, with the aim of 
planting 1 million fruit and timber trees on 876 hectares by 2022. In 
addition, fire prevention and suppression activities continued. Due 
to the watch towers constructed over the past few years, a dedicat-
ed team is able to intercept and extinguish numerous fires before 
they spread (3 cases in 2022). Finally, guidance was provided on 
the 6 Sectoral Committees for Water Management, including sup-
port in preparing reports and plans to preserve supply micro-basins.
With a focus on the rural communities of Merendón, Aguas de San 
Pedro organised 24 workshops dedicated to health and environ-
mental protection and, in particular, hygiene in the communities 
of the Rio Manchaguala, Rio Frio and El Palmar micro-basins, with 
sessions dedicated to children belonging to the Children's Health 
Committees.
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 management 
of customer relations, the billing cycle and cost estimates, the in-
stallation of new meters, maintenance of existing meters and di-
recting the works for new connections.
The Company implemented a Quality Management System certi-
fied according to the UNI ISO 9001:2015 standard, which covers 
all activities performed.
ACEA DOMINICANA SA – MAIN CORPORATE AND OPERATING DATA
country (area)
Dominican Republic (north and east Santo Domingo)
users served
194,378
customers
Corporación del Acueducto y Alcantarillado de Santo Domingo 
(CAASD) and Corporación de Acueducto y Alcantarillado de Boca 
Chica (CORAABO)
duration of the contract
01.10.2003 – 30.09.2023
purpose of the project
commercial management of the water service
shareholders
Acea SpA 100%
no. of employees 
148
turnover (in € thousand)
5,512
Through the implementation of an educational campaign, Acea Do-
minicana is educating elementary school students in the municipal-
ity of Boca Chica about the importance of water conservation. The 
Company conducts reforestation activities to restore and protect 
forest ecosystems, which resulted in the planting of 1,050 native 
and endemic trees in 2022. Taking into account the reforestation 
activities conducted in previous years, the Company has planted a 
total of 6,350 trees.
Skill development for employees continued during the year, with 
courses on customer service, risk assessment, occupational safety, 
stress management, and on social aspects such as raising awareness 
about violence against women, for a total of 1,864 hours of training.
OPERATING COMPANIES IN PERU
The Consortia operating in Lima (Peru) manage part of the water 
services on behalf of the local, publicly owned water company SE-
DAPAL (drinking water and sewerage service in Lima) with projects 
defined in their calls for tenders. These are Consorcio Agua Azul, 
Consorcio Acea, Consorcio Acea Lima Norte, and Consorcio Acea 
Lima Sur, while Consorcio Servicio Sur, which was responsible for 
the extraordinary maintenance necessary for the operation of the 
water and sewerage service, improving sanitation and environmen-
tal conditions, ended operations in August 2022 and is currently 
being liquidated.
248
Water companies data sheets and overseas activities

MAIN CORPORATE AND OPERATING DATA
country (area)
Peru (Lima)
customer
Sedapal (Drinking water and sewerage service in Lima, state owned)
duration of the contracts
Consorcio Agua Azul: 07.04.2000 – 18.06.2027
Consorcio Acea: 5.12.2020 – 5.12.2023
Consorcio ACEA Lima Norte: 7.01.2021 – 7.01.2024
Consorcio Acea Lima Sur: 18.12.2021 – 18.12.2024
shareholders
Consorcio Agua Azul: Acea SpA (44%), Marubeni Co. (29%), 
Inversiones Liquidas S.A.C (27%)
Consorcio Acea: Acea Peru SAC (99%), Acea Ato 2 (1%)
Consorcio ACEA Lima Norte: Acea Peru SAC (99%), Acea Ato 2 (1%)
Consorcio Acea Lima Sur: Acea Peru SAC (99%), Acea Ato 2 (1%)
no. of employees 
Consorcio Agua Azul: 31
Consorcio Acea: 987
Consorcio ACEA Lima Norte: 645
Consorcio Acea Lima Sur: 241
turnover (in € thousand)
Consorcio Agua Azul: 15,309
Consorcio Acea: 8,323 
Consorcio ACEA Lima Norte: 13,342
Consorcio Acea Lima Sur: 7,868
Specifically:
	•
Consorcio Agua Azul, a subsidiary of Acea SpA, manages the 
treatment and supply of drinking water in the northern area of 
Lima. To this end, using the surface and underground waters of 
the Chillón river it built a water treatment plant capable of sat-
isfying the drinking water needs of the area, which it will manage 
until 2027, when it will be transferred to the State;
	•
Consorcio Acea, controlled by Acea Peru manages 253 pump-
ing stations for drinking water serving the Ate, Breña and San 
Juan de Lurigancho areas in the central area of Lima;
	•
The Consorcio Acea Lima Norte, owned by Acea Peru, manages 
maintenance for the drinking water and sewerage infrastructure 
for the Comas and Callao areas in the northern part of Lima;
	•
the Consorcio Acea Lima Sur, a subsidiary of Acea Peru, carries 
out maintenance activities on the drinking water and sewerage 
systems for the Surquillo area in the southern area of ​Lima.
Below is some significant information from the standpoint of sus-
tainability relating to the various Consortia operating in Peru.
The Consorcio Agua Azul has adopted an Integrated Quality and 
Environment System according to UNI ISO 9001:2015 and UNI 
ISO 14001:2015 aimed at optimising production processes and re-
ducing the environmental impact through energy efficiency and the 
limited use of materials.
The Consortium has continued its occupational safety and first aid 
training programme, which has made it possible to maintain the result 
of zero accidents at work in 2022. In addition, specialised staff training 
continued, including support for the undergraduate and graduate edu-
cation of two employees.
Because of the improvement in the pandemic situation, Consorcio 
Agua Azul has been allowed to restart operations aimed at strength-
ening ties with the community, such as finishing the installation of 
new toilette facilities in the area's seven schools. In the same in-
stitutions, 2,182 educational kits were delivered with the goal of 
boosting school attendance and contributing to education. For 
the Christmas holidays, children at local schools and the children of 
employees were delivered toys and Christmas packages.
Consorcio Acea, Consorcio Acea Lima Norte and Consorcio Acea 
Lima Sur follow the standards of the Certified Management Sys-
tems obtained from the parent company Acea Peru. Specifically, 
Acea Peru has an Anti-bribery Management System according to 
the UNI ISO 37001:2016 standard, a Quality System according 
to the UNI ISO 9001:2015 standard, and a Occupational Health 
and Safety Management System according to the UNI ISO 
45001:2018 certification. The first two certificates cover the ac-
tivities of Consorcio Acea Lima Norte and Consorcio Acea Lima 
Sur, while the third covers the activities of Consorcio Acea Lima 
Norte and Consorcio Acea.
In 2022, the three Consortia began employee training initiatives 
on inclusion and organisational wellness, covering subjects such as 
gender equality and healthy nutrition, as well as occupational health 
and safety. 
To protect the land, the three consortia have taken measures to 
lower environmental impact by disposing of 100% of electrome-
chanical, uniform, and PPE waste appropriately.
Acea Group • Sustainability Report 2022
249

GRI CONTENT INDEX: REPORTING  
PRINCIPLES, UNIVERSAL STANDARDS,  
SPECIFIC STANDARDS AND MATERIAL TOPICS
The Sustainability Report has been prepared in accordance with 
the GRI Standards. The Index incorporates the news of the 2021 
edition of the Universal Standards and contains:
	•
the “Statement of use”;
	•
reference to the GRI 1: Foundation 2021, i.e. to the reporting 
principles;
	•
definition of the 30 general disclosures (GRI 2: General Di-
sclosures 2021), the 3 disclosures on material topics (GRI 3: 
Material Topics 2021) and the 71 specific disclosures of the GRI 
(also including the GRI 306-3 of GRI 306: Effluents and waste 
2016, as required by the framework, which therefore appears 
twice in the index), selected, as part of the respective Specific 
Standards, for their correlation with Acea’s material topics, with 
evidence of the sections and pages of the document, where it 
is possible to consult the requested contents or the feedback 
directly reported in the index.
The GRI content index, in accordance with the specific Standards, 
contains the list of related material topics of the Acea Group; 
for details on the compliance of Acea’s material topics of high 
relevance and the GRI specific disclosures, please refer to Table no. 1 
(see Disclosing sustainability: methodological note).
GRI CONTENT INDEX
Statement 
of use
Acea has reported in accordance with the GRI Standards for the period from 1 January 2022 to 31 December 2022.
GRI standard
definition of GRI standards notes (replies or reporting of omissions)
sections and reference pages
Alignment with Legislative Decree 
no. 254/2016
UNIVERSAL STANDARDS
GRI 1: FOUNDATION 2021
GRI 2: GENERAL DISCLOSURES 2021
THE ORGANIZATION AND ITS REPORTING PRACTICES
2-1 Organizational details.
Acea SpA 	
Piazzale Ostiense 2, 00154 Rome
Disclosing sustainability: methodological note, pages 15-17 and Tables nos. 2 and 3; Corporate identity 
pages 20-21 and Chart no. 2, 30.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-2 Entities included in the organization’s sustainability reporting (specify the differences 
between the list of entities included in its financial reporting and the list included in its 
sustainability reporting).
In addition to the data requested, highlighted in the Methodological note, sometimes the scope 
varies by default. This change, again reported in the text, is primarily correlated to the different 
business sectors (and companies that belong to them) reported, or, in residual cases, the 
centralised management of certain data, which, on the basis of the activities managed under 
service, does not cover the entire scope of reporting. 
Disclosing sustainability: methodological note, pages 15-17 and Tables nos. 2 and 3 and note 23; 
Relations with stakeholders pages 96, 149; Relations with the environment pages 206, 210, 214; 
Environmental Accounts pages 268, 272, 275.
Art. 4 paragraph 1: 
 the consolidated statements 
include the data of the parent 
company and its fully consolidated 
subsidiaries
2-3 Reporting period, frequency and contact point.
Disclosing sustainability: methodological note pages 10-11, 17; GRI Content index page 250.
Questions and information can be requested at the email address RSI@aceaspa.it 
Art. 2 paragraph 1: public interest 
bodies prepare a disclosure for 
each financial year
Art. 3 paragraph 3: the 
information (…) is provided with a 
comparison with the information 
provided in previous years
2-4 Restatements of information.
Any recalculation or groupings that require changes to the data published in 2021 are 
appropriately flagged and justified in the report.
Disclosing sustainability: methodological note page 11; Relations with stakeholders page 142; Relations 
with the environment pages 229-230 Table no. 69.
Art. 3 paragraph 3: the 
information (…) is provided with a 
comparison with the information 
provided in previous years
250
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures

2-5 External assurance (current policy and practice for seeking external assurance, etc.).
Disclosing sustainability: methodological note  pages 10-11; Opinion Letter pages 303-305.
Art. 3 paragraph 10: (...) 
verification of the non-financial 
statement
ACTIVITIES AND WORKERS
2-6 Activities, value chain and other business relationships (activities, products, services, 
markets served, supply chain, etc.). 
Corporate identity pages 20-21 and Chart no. 2, 22-25, 30 and Table no. 5; Relations with 
stakeholders pages 96-99 and Table no. 18, 114, 129, 149-150, 179.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-7 Employees (no. of employees for employment contract – permanent, temporary, full-time, 
part-time – broken down by gender and by region).
Over 99% (6,713 employees out of 6,763) of the Company population has Italian citizenship; 
the rest is equally distributed between other citizenships of EU countries (24) and non-EU 
countries (26).
Corporate identity pages 20, Table no. 4, 46-47; Relations with stakeholders pages 139, 157-161 and 
Tables nos. 41-42.
Art. 3 paragraph 2, letter d):  
aspects relating to staff 
management
2-8 Workers who are not employees (n. of workers who are not employees and whose work is 
controlled by the organization, describying the most common types of contractual relationship 
with the organization and the type of work they perform).
In 2022, 191 non-employees (130 men and 61 women) worked for Acea with a temporary 
contract activated through specialized agencies (temporary).
Relations with stakeholders pages 139, 157 and Table no. 41.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model;  paragraph 2, 
letter d): aspects relating to staff 
management
GOVERNANCE
2-9 Governance structure and composition (including committees of the highest governance 
body, executive and non-executive members, etc.).
Corporate identity pages 70 and Chart no. 13, 71 and Table no. 10, 72.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-10 Nomination and selection of the highest governance body (describing the criteria used, 
independence and competencies, etc.).
In the composition of corporate bodies, Acea ensures balanced representation of genders, as set 
out in Law, and guarantees the presence of Independent Directors, governed by the By-laws and 
current regulations. 
Gender diversity of the Governance Body and the Committees is an important element, in 
tempering “single-mindedness” as well as for the different ways in which men and women 
exercise their leadership. Selection processes involve shareholders who, in accordance with the 
recommendations of the Corporate Governance Code, are guided in the choice of candidates 
to propose in the lists by the guidelines provided by the Board of Directors of Acea, having 
received the opinion of the Appointments Committee and taking into account the results of self-
assessment, on the size and composition of the administrative body.
Corporate identity page 71.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-11 Chair of the highest governance body (report whether the chair of the highest governance 
body is also a senior executive, if the chair is also a senior executive, explain their function with 
the organization’s management, the reasons for this arrangement, and how conflicts of interest 
are prevented and mitigated).
Corporate identity page 71 and Table no. 10.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-12 Role of the highest governance body in overseeing the management of impacts (including 
the role of the highest governance body and of senior executives in developing, approving, and 
updating the organization’s strategies, policies, and goals related to sustainable development, etc.).
Disclosing sustainability: methodological note  pages 11-17; Corporate identity pages 46-49 and 
Chart no. 12, 50, 70 and Chart no. 13, 71-74, 78-85; Relations with stakeholders page 179.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; lettera c): 
l’impatto, ove possibile  sulla base 
di ipotesi o  scenari realistici anche 
a medio termine, sull’ambiente 
nonché sulla  salute e la sicurezza
2-13 Delegation of responsibility for managing impacts (process for delegating responsibility for 
managing the organization’s impacts on the economy, the environment and people, etc.).
The Board of Directors confers management powers to the Chief Executive Officer, who, in the 
context of the corporate macrostructure established by the same Board, confers powers and proxies 
to management, in accordance with the missions and responsibilities of the different structures. The 
standard practice for any type of assignment of powers, and therefore for economic, environmental 
and social areas, is based on analysis of the requirement/need for such assignment.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; lettera c): 
l’impatto, ove possibile  sulla base 
di ipotesi o  scenari realistici anche 
a medio termine, sull’ambiente 
nonché sulla  salute e la sicurezza
2-14 Role of the highest governance body in sustainability reporting.
Disclosing sustainability: methodological note  page 11; Corporate identity page 72.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; paragraph 7: 
 the responsibility to ensure 
that the report is drawn up and 
published in accordance with the 
provisions of this legislative decree 
lies with the directors of the public 
interest body
Acea Group • Sustainability Report 2022
251

2-15 Conflicts of interest (describe the processes for the highest governance body to ensure that 
conflicts of interest are prevented and mitigate, etc.).
The risk of conflicts of interest in Acea is monitored employing corporate governance systems and 
procedures (Management, Organisation and Control Model, Code of Ethics, and Independent 
Directors). These tools act in different contexts where conflicts of interest could arise: in relations 
between controlling shareholders and minority shareholders, between Acea and Related Parties, 
and between Acea and the Public Administration.
Corporate identity pages 70-71.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-16 Communication of critical concerns (whether and how critical concerns are communicated 
to the highestgovernance body, etc.).
The Board of Directors (BoD) receives constant information on potentially critical situations, 
primarily through the work performed by the Control and Risks Committee, to which the Internal 
Audit Function manager periodically reports, which interacts with BoD. The activities performed 
and results of activity of the Supervisory Body (pursuant to Italian Legislative Decree no. 231/01), 
which may identify the risk of liability for the Company, are subject to information flows to the 
BoD. The Chief Executive Officer, also in his role as Director in Charge of the Internal Control 
and Risk Management System, provides constant updates to the Board on developments in 
management and the existence of any potentially critical situations.
Corporate identity pages 72-73, 77-84 and Table no. 12, 86.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; paragraph 2, 
letter e): regarding human rights, 
the measures adopted to prevent 
breaches thereof and measures to 
avoid conduct and actions that are 
in any case discriminatory
2-17 Collective knowledge of the highest governance body (measures taken to advance the 
collective knowledge, skills, and experience on sustainable development).
Disclosing sustainability: methodological note  page 11; Corporate identity pages 46, 70 and Chart 
no. 13, 71-72.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-18 Evaluation of the performance of the highest governance body (overseeing the 
management of the organization’s impacts on the economy, environment, and people).
Non-executive Directors receive a fixed fee, set by the Shareholders’ Meeting on the basis of the 
commitment requested of them.
Corporate identity pages 71-72, 86; Relations with stakeholders pages 175.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-19 Remuneration policies (of the highest governance body and senior executives).
For Top Management, Executives Holding Key Positions and other executives with roles of 
particular impact on the Acea Group’s business, the clawback clause applies: i.e. the right to 
request the return of variable components of remuneration, short and medium-long term linked to 
performance and results, if these do not prove to be effective or are the result of intentional and/
or gross negligence. There are no agreements that provide for fixed indemnities or clauses aimed 
at safeguarding Group Managers in the event of termination of the employment relationship, 
referring, on this subject, to the institutions provided for by the CCNL for Executives of Public 
Utility Service Companies and the “Executive Exodus Management”. This “Executive Exodus 
Management” policy refers to the collective agreement and takes into account the monthly 
payments in terms of fixed and variable short and long term. The long-term incentive system 
(LTIP) and the short-term annual incentive system (MBO) are linked, in addition to economic and 
financial objectives, also to environmental objectives and with an impact on sustainability, including 
a composite sustainability indicator. For details, please refer to the Report on the remuneration 
policy and remuneration paid.
Corporate identity pages 70 and Chart no. 13, 71, 73; Relations with stakeholders page 175.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-20 Process to determine remuneration.
In 2022, no external consulting companies were involved in processes for the determination of 
remuneration.
Corporate identity pages 70 and Chart no. 13, 71, 73; Relations with stakeholders pages 162-163, 
174-175.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-21 Annual total compensation ratio (ratio of the annual total compensation for the highest-
paid individual to the average annual total compensation for all employees - excluding the 
highest-paid individual; ratio of the percentage increase in annual total compensation for the 
highest-paid individual to the average percentage increase in annual total compensation for all 
employees).
The ratio between the total annual salary of the person who received, in 2022, the maximum salary 
and the average salary of employees is equal to 12.26. There was no increase in the remuneration 
of the highest paid person between 2021 and 2022, a circumstance partly attributable to the 
departure of the previous CEO in September 2022.
Corporate identity page 73.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
STRATEGY, POLICIES AND PRACTICES
2-22 Statement on sustainable development strategy (statement from the highest governance 
body or most senior executive about the relevance of sustainable development to the 
organization and its strategy for contributing to this).
Letter to the stakeholders page 4; Corporate identity pages 22-25, 44-49; Relations with 
stakeholders pages 139-140, 143-144, 186-187, 189.
Art. 3 paragraph 7:  
the responsibility to guarantee that 
the report is (...) compliant rests 
with the directors
252
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures

2-23 Policy commitments.
Corporate identity pages 44, 46-49, 50-69, 70, 74, 77, 80-81 Table no. 12, 85, 86 Table no. 14; 
Relations with stakeholders page 147, 167, 169, 175-176, 188; Relations with the environment pages 
211, 227.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company
2-24 Embedding policy commitments.
Corporate identity pages 46, 70 Chart no. 13, 80-81 Table no. 12; Relations with stakeholders pages 
147-149, 174 Table no. 47, 175-176; Relations with the environment pages 211, 227.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company
2-25 Processes to remediate negative impacts.
Corporate identity pages 78, 80-81 Table no. 12; Relations with stakeholders page 128.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company; letter c): the impact, 
where possible on the basis of 
realistic assumptions or scenarios 
also in the medium term, on the 
environment as well as on health 
and safety
2-26 Mechanisms for seeking advice and raising concerns (describe the mechanisms for 
individuals to seek advice on implementing the policies and practices for responsible business 
conduct; raise concerns about the business conduct).
Corporate identity pages 70 Chart no. 13, 77-78.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; paragraph 2, 
letter e): regarding human rights, 
the measures adopted to prevent 
breaches thereof and measures to 
avoid conduct and actions that are 
in any case discriminatory
2-27 Compliance with laws and regulations (including the total number of significant instances 
of non-compliance with laws and regulations; the total number and the monetary value of fines 
for instances of non-compliance).
Corporate identity pages 46-49, 77-78, 84; Relations with stakeholders pages 111-114, 121, 128-129, 
134, 143, 148, 165, 182; Relations with the environment page 198; Environmental accounts page 
290.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
2-28 Membership associations (industry, category and other associations in which it participates 
in a significant role).
Relations with stakeholders pages 186-193; Relations with the environment page 196.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
STAKEHOLDER ENGAGEMENT
2-29 Approach to stakeholder engagement (including a description of the categories of 
stakeholders engaged and how they are identified; the purpose of the engagement and how the 
organization seeks to ensure their meaningful engagement).
Disclosing sustainability: methodological note  pages 12-17 and Table no. 1; Corporate identity pages 
22-29, 44, 73, 76-77, 87-90; Relations with stakeholders pages 100-106 and Tables nos. 19-20, 
109, 111, 115, 118-121, 128-134, 138-146, 148, 152-156, 164-167, 169-171, 174, 175-178, 180-181, 
184-193; Relations with the environment pages 196, 198.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model
2-30 Collective bargaining agreements (report the percentage of total employees covered by 
collective bargaining agreements; indicate how working conditions are determined for workers 
not covered by collective bargaining agreements).
Relations with stakeholders page 164.
Art. 3 paragraph 2, letter 
d): aspects relating to staff 
management
GRI 3: MATERIAL TOPICS 2021
3-1 Process to determine material topics.
Disclosing sustainability: methodological note pages 12-17; Corporate identity pages 22-25, 34-39; 
Indice dei contenuti GRI pages 250-263.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; lettera c): the
impact, where possible on the
basis of realistic assumptions or
scenarios also in the medium term,
on the environment as well as on
health and safety;
Art. 4 paragraph 1: to the 
degree necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
3-2 List of material topics.
Disclosing sustainability: methodological note pages 13-14, Table no. 1, 90-93 and Table no.15. 
Environmental accounts pages 250-263.
Art. 4 paragraph 1: to the 
degree necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
Acea Group • Sustainability Report 2022
253

SPECIFIC STANDARDS AND MATERIAL TOPICS
TOPIC
ECONOMIC PERFORMANCE
(related material topics: 1, 2, 3, 4, 5, 6, 7, 9, 10, 11, 12, 13, 14)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 30, 44-
49, 50, 75, 77-84 and Table no. 12, 90-93 and Table no. 15.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 201: 
Economic 
Performance 
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).
Corporate identity pages 30 and Table no. 5, 87-90, 93; Relations with stakeholders pages 162-163, 
179, 181.
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 22-25, 82; Relations with the environment pages 198, 223-225.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
201-3 Defined benefit plan obligations and other retirement plans.
Relations with stakeholders pages 163-164 and Table no. 45.
Art. 3 paragraph 1, letter d): social 
aspects and aspects relating to 
staff management
201-4 Financial assistance received from government.
Corporate identity pages 75 note 20.
-
TOPIC
INDIRECT ECONOMIC IMPACTS
(related material topics: 3, 4, 5, 8, 10, 11, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 24-26, 45-49, 
50, 78-84 and Table no. 12, 87-90, 90-93 and Table no. 15; Relations with stakeholders pages 
106-127, 144-146, 148-149.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 203: 
Indirect 
Economic 
Impacts 2016
203-1 Infrastructure investments and services supported (the organization shall report: the 
extent of development of significant infrastructure investments; current or expected impacts on 
communities, including positive and negative impacts where relevant; whether these investments 
and services are commercial, in-kind, or pro bono engagements, etc.).
Corporate identity pages 87-90; Relations with stakeholders pages 106-127 and Tables nos. 21 and 
28, 144-146, 187-188 and Chart no. 47; Relations with the environment page 204.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment as 
well as on health and safety
203-2 Significant indirect economic impacts (examples of significant identified indirect 
economic impacts of the organization, including positive and negative impacts, etc.).
Corporate identity pages 87-90; Relations with stakeholders pages 97-98, 106-127 and Table no. 21, 
141-142, 144-146, 147-151 and Tables nos. 39-40; Relations with the environment page 207.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment as 
well as on health and safety
TOPIC
PROCUREMENT PRACTICES
(related material topics: 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 78-84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 147-149.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
254
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures

GRI 204: 
Procurement 
Practices 
2016
204-1 Proportion of spending on local suppliers (in relation to the significant locations of 
operation).
There is no specific preferential strategy for local suppliers, although, particularly for sourcing of 
works, the prevalence of local suppliers arises naturally.
Relations with stakeholders pages 150-151 and Table no. 40.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
TOPIC
ANTI-CORRUPTION
(related material topics: 2, 9, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 75, 78-84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders page 172.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through the
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 205: 
Anti-
corruption 
2016
205-1 Operations assessed for risks related to corruption (report the total number and 
percentage of operations assessed for risks related to corruption).
Corporate identity pages 77-78.
Art. 3 paragraph 1, letter c): the 
main risks generated or suffered; 
paragraph 2, letter f): anti-
corruption and bribery measures
205-2 Communication and training about anti-corruption policies and procedures (report the 
total number and percentage of employees that the organization’s anti-corruption policies and 
procedures have been communicated to).
Corporate identity page 25; Relations with stakeholders pages 172, 173 Table no. 47.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; paragraph 
2, letter f): anti-corruption and 
bribery measures
205-3 Confirmed incidents of corruption and actions taken (total number and nature of 
confirmed incidents of corruption, etc.).
No instances of corruption were recorded.
Art. 3 paragraph 2, letter f): anti-
corruption and bribery measures
TOPIC
ANTI-COMPETITIVE BEHAVIOR
(related material topics: 2, 11)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 46-49, 50, 74-
84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 172, 182.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 206: 
Anti-
competitive 
Behavior 
2016
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices (number 
of legal actions pending or completed during the reporting period regarding anti-competitive 
behavior and violations of anti-trust and monopoly legislation).
Relations with stakeholders page 182.
Art. 3 paragraph 1, letter b): 
fundamental indicators of non-
financial performance
TOPIC
MATERIALS
(related material topics: 1, 5, 6, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 75, 77-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with the 
environment pages 196, 198, 222; Environmental accountspage 268.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
Acea Group • Sustainability Report 2022
255

GRI 301: 
Materials 
2016
301-1 Materials used by weight or volume (materials that are used to produce and package the 
organization’s primary products and services, by non-renewable and renewable materials used).
Relations with the environment pages 222 and Table no. 61, 226 and Table no. 65; Environmental 
accounts pages 279-281.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
301-2 Recycled input materials used.
Relations with the environment page 222 and Table no. 61.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
TOPIC
ENERGY
(related material topics: 1, 3, 4, 5, 10, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 45-49, 
50, 75, 77-84 and Table no. 12,  85-87 and Table no.14, 90-93 and Table no.15; Relations with 
stakeholders pages 172, 154, 175-176; Relations with the environment pages 196-198, 206-211-213, 
221-224.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 302: 
Energy 2016
302-1 Energy consumption within the organization.
Relations with the environment pages 211-212, 222-224 and Table no. 62.
Art. 3 paragraph 2, letter a):  
use of energy resources
302-2 Energy consumption outside of the organization.
Relations with the environment page 224.
Art. 3 paragraph 2, letter a):  
use of energy resources
302-3 Energy intensity.
Relations with the environment pages 223 and Table no. 63, 224-225.
Art. 3 paragraph 2, letter a):  
use of energy resources
302-4 Reduction of energy consumption.
Relations with the environment pages 210-212, 224-225 and Table no. 64.
Art. 3 paragraph 2, letter a):  
use of energy resources
302-5 Reductions in energy requirements of products and services.
Relations with the environment pages 224-225.
Art. 3 paragraph 2, letter a):  
use of energy resources
TOPIC
WATER AND EFFLUENTS
(related material topics: 1, 3, 5, 8, 10, 11, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 24-26, 45-49, 
50, 75, 77-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with 
stakeholders pages 115, 118-119, 121, 175-176; Relations with the environment pages 196-198, 203-
206, 214, 217-221, 225-226.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 303: 
Water and 
effluents 
2018
303-1 Interactions with water as a shared resource.
Relations with stakeholders pages 115, 118-119, 121, 140; Relations with the environment pages 
196, 203-206 and Table no. 50, 214, 217-220 and Table no. 59, 225-226 and Table no. 65; 
Environmental accounts pages 274-276.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
303-2 Management of water discharge-related impacts.
Relations with stakeholders pages 119, 121; Relations with the environment pages 215-217, 219-221, 
225-226; Environmental accounts pages 274-276.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
303-3 Water withdrawal.
Relations with the environment pages 203-206 and Table no. 50, 214, 225-226 and Table no. 65; 
Environmental accounts page 279.
Art. 3 paragraph 2, letter a): use of 
water resources
303-4 Water discharge.
Relations with stakeholders pages 121; Relations with the environment pages 215, 219-221 and Tables 
nos. 57 and 59, 225-226; Environmental accounts pages 277-278.
Art. 3 paragraph 2, letter a): use 
of water resources; letter c): the 
impact (…) on the environment
303-5 Water consumption.
Relations with the environment pages 217-219, 225-226; Environmental accounts pages 274-276.
Art. 3 paragraph 2, letter a): use of 
water resources
256
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures

TOPIC
BIODIVERSITY
(related material topics: 1, 3, 8, 10)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-17; Corporate identity pages 24-26, 33, 46-
49, 50, 75, 77-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with 
stakeholders pages 121, 175-176; Relations with the environment pages 198, 199-206, 219-221.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
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 pages 199-206 and Chart no. 48.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
304-2 Significant impacts of activities, products, and services on biodiversity.
Relations with stakeholders page 119; Relations with the environment pages 199-206, 210.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
304-3 Habitats protected or restored.
Relations with the environment pages 202-206.
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.
Relations with the environment pages 199-206 and Chart no. 49.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
TOPIC
EMISSIONS
(related material topics: 3, 4, 11, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 24-26, 45-49, 
50, 75, 77-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with 
stakeholders pages 129-130, 142, 172, 175-176; Relations with the environment pages 196-198, 211-
213, 222-224, 227-230.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 305: 
Emissions 
2016
305-1 Direct (Scope 1) GHG emissions.
Biogenic CO2 was calculated for Environment Operations and Water Operations and in 2022 
equalled 322,970 t.
Relations with the environment pages 228-230 and Table no. 69; Environmental accounts pages 
282-283, 286.
Art. 3 paragraph 2, letter b): 
Greenhouse-gas emissions
305-2 Energy indirect (Scope 2) GHG emissions.
Relations with the environment pages 229-230 and Table no. 69; Environmental accounts pages 282-
283.
Art. 3 paragraph 2, letter b): 
Greenhouse-gas emissions
305-3 Other indirect (Scope 3) GHG emissions.
Relations with the environment pages 229-230 and Table no. 69.
Art. 3 paragraph 2, letter b): 
Greenhouse-gas emissions
305-4 GHG emissions intensity.
Relations with the environment pages 229-230 and Table no. 69.
Art. 3 paragraph 2, letter b): 
Greenhouse-gas emissions
305-5 Reduction of GHG emissions as a direct result of reduction initiatives.
Relations with the environment pages 210, 224-225 and Table no. 64, 229-230 and Table no. 69.
Art. 3 paragraph 2, letter b): 
Greenhouse-gas emissions
305-6 Emissions of ozone-depleting substances (ODS).
Relations with the environment page 228; Environmental accounts pages 257, 279, 281.
Art. 3 paragraph 2, letter b): 
Greenhouse-gas emissions 
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions.
Relations with the environment page 227 Table no. 66; Environmental accounts pages 282-283.
Art. 3 paragraph 2, letter b): 
Greenhouse-gas emissions 
Acea Group • Sustainability Report 2022
257

TOPIC
WASTE
(related material topics: 3, 6, 10, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 45-49, 
50, 75, 77-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15, 175-176; Relations 
with the environment pages 196-198, 210-214, 221, 231-235; Environmental accounts page 268.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 306: 
Effluents and 
waste 2016
306-3 Significant spills.
During the reporting period, there were no cases of significant spills.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
GRI 306: 
Waste 2020
306-1 Waste generation and significant waste-related impacts.
Relations with the environment pages 231-235.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
306-2 Management of significant waste-related impacts.
Relations with the environment pages 231-235; Environmental accounts pages 282-285.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
306-3 Waste generated.
Relations with the environment pages 231-235 and Tables nos. 70-73.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
306-4 Waste diverted from disposal.
Relations with the environment pages 214, 231-235 and Tables nos. 70-73.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
306-5 Waste directed to disposal.
Relations with the environment page 231-235 and Tables nos. 70-73.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment
TOPIC
SUPPLIER ENVIRONMENTAL ASSESSMENT
(related material topics: 8, 10, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 78-84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 147, 149, 
152-156; Relations with the environment pages 224, 229.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 308: 
Supplier 
Environmen-
tal Asses-
sment 2016
308-1 New suppliers that were screened using environmental criteria (indicate the percentage).
Relations with stakeholders pages 149, 152-156; Relations with the environment page 224.
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, 
supply and subcontracting chains
308-2 Actual and potential negative environmental impacts in the supply chain and actions 
taken.
Relations with stakeholders pages 152-156; Relations with the environment pages 224, 229.
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, 
supply and subcontracting chains; 
paragraph 2, letter c): the impact 
(…) on the environment
TOPIC
EMPLOYMENT
(related material topics: 8, 9, 13)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 78-84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 147, 152-
156, 157, 162-163, 169-176, 178.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
258
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures

GRI 401:
Employment 
2016
401-1 New employee hires and employee turnover (report the total number and rate of new 
employee hires and employee turnover, broken down by age group, gender and region).
Relations with stakeholders pages 157-161 and Table no. 43.
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 175.
Art. 3 paragraph 2, letter 
d): aspects relating to staff 
management
401-3 Parental leave (including return-to-work rate and retention rates of employees that took 
parental leave, by gender).
Acea operates in accordance with the Consolidated Law on supporting maternity and paternity 
(Italian Legislative Decree 151/2001 as amended), which governs leave, rest days, days off for 
specific reasons and economic support for female and male workers connected with maternity, 
paternity of children, adopted children and fostered children.
The law prohibits any discrimination for reasons related to gender, with particular reference to any 
less favourable treatment on the basis of being pregnant, maternity and paternity. It establishes 
mandatory maternity leave for a period of five months and guarantees the work post during this 
period, imposing a prohibition on dismissal. It also establishes the reintegration of the employee 
into the activities performed prior to the leave period or equivalent activities, with fines applicable 
for employers contravening these rules. Therefore, 100% of employees making use of this type of 
leave maintain their post and return to work.
The employees who took leave for parenthood in 2022 numbered 388, of which 164 were men 
and 224 women. All of these, after the leave period, returned to work and are still employed.
Art. 3 paragraph 2, letter 
d): aspects relating to staff 
management; lettera e): actions 
taken to prevent attitudes and 
conduct that are in any case 
discriminatory
TOPIC
LABOR/MANAGEMENT RELATIONS
(related material topics: 9)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 46-49, 50, 78-
84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 164-165, 152.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 402:
Labor/Mana-
gement Rela-
tions 2016
402-1 Minimum notice periods regarding operational changes (report whether the notice period 
and provisions for consultation and negotiation are specified in collective agreements).
Relations with stakeholders page 165.
Art. 3 paragraph 2, letter d): 
methods of dialogue with trade 
unions
TOPIC
OCCUPATIONAL HEALTH AND SAFETY
(related material topics: 2, 7, 8, 12, 13)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 75, 77-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with 
stakeholders pages 147-148, 152-156, 166-169, 172.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 403:
Occupational 
Health and 
Safety 2018
403-1 Occupational health and safety management system.
Corporate identity page 85; Relations with stakeholders pages 154-156, 165-169.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company
Acea Group • Sustainability Report 2022
259

GRI 403:
Occupational 
Health and 
Safety 2018
403-2 Hazard identification, risk assessment, and incident investigation.
Relations with stakeholders pages 155, 166-169 and Table no. 46.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company; letter c): the main risks 
generated or suffered (…) deriving 
from the business, its products, 
services or commercial relations, 
including, where relevant, supply 
and subcontracting chains
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management
403-3 Occupational health services.
Relations with stakeholders pages 166-169.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management
403-4 Worker participation, consultation, and communication on occupational health and 
safety.
Acea observes the indications of Italian Legislative Decree no. 81/2008 on health and safety 
in the workplace. 100% of workers are represented in formal health and safety commissions 
(composed of representatives from management and workers), through appointed figures.
Relations with stakeholders pages 148, 155, 164-166.
Art. 3 paragraph 1, letter a): 
the corporate management and 
organisation model; letter b): 
the policies implemented by the 
company
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management (…) methods of 
dialogue with trade unions
403-5 Worker training on occupational health and safety.
Relations with stakeholders pages 154-156, 167.
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management
403-6 Promotion of worker health.
Relations with stakeholders pages 164-165, 177-178.
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management
403-8 Workers covered by an occupational health and safety management system.
Relations with stakeholders pages 166-169.
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management
403-9 Work-related injuries.
Relations with stakeholders pages 156, 166-167 and Chart no. 45.
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management
403-10 Work-related ill health.
Relations with stakeholders pages 156, 169.
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety; 
letter d): aspects relating to staff 
management
TOPIC
TRAINING AND EDUCATION
(related material topics: 9)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 78-84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 169-176.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 404:
Training and 
Education 
2016
404-1 Average hours of training per year per employee (by gender and employee category).
Relations with stakeholders page 173 and Table no. 47.
Art. 3 paragraph 2, letter 
d): aspects relating to staff 
management
260
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures

GRI 404:
Training and 
Education 
2016
404-2 Programs for upgrading employee skills and transition assistance programs.
Relations with stakeholders pages 153, 154, 156, 157, 159.
Art. 3 paragraph 2, letter 
d): aspects relating to staff 
management
404-3 Percentage of employees receiving regular performance and career development reviews.
In 2022, in the context of the Human Resources Management System in force, all personnel of 
Group Companies within the scope of reporting (100%) were subject to evaluation.
Relations with stakeholders page 175
Art. 3 paragraph 2, letter 
d): aspects relating to staff 
management
TOPIC
DIVERSITY AND EQUAL OPPORTUNITY
(related material topics: 13, 14)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 22-25; 46-
49, 50, 78-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with 
stakeholders pages 147, 162-163, 175-176, 178.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 405:
Diversity 
and Equal 
Opportunity 
2016
405-1 Diversity of governance bodies and employees (reporting the percentage of individuals 
of governance bodies and employees by gender, age group and other diversity indicators if 
relevant).
Regarding representation of the different age brackets for members of the governance bodies, 
considering these to include the BoD and the Board of Statutory Auditors, it is noted that 27% of 
members are in the 30-50 years bracket, and the remaining 73% are in the over-50 bracket.
Corporate identity page 71; Relations with stakeholders pages 161 Tables nos. 42 and 44, 176-178.
Art. 3 paragraph 2, letter d): social 
and staff management aspects
405-2 Ratio of basic salary and remuneration of women to men (for each employee category, by 
significant locations of operation).
The overall incidence of women’s pay on men in 2022 is 98%. The data broken down by category 
are shown in the chapter Staff.
Relations with stakeholders pages 162-163.
Art. 3 paragraph 2, letter d): social 
and staff management aspects
TOPIC
NON DISCRIMINATION
(related material topics: 2, 8, 13)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note  pages 12-13; Corporate identity pages 22-25, 33, 46-
49, 50, 75, 77-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with 
stakeholders pages 172, 175-176.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 406: 
Non discrimi-
nation 2016
406-1 Incidents of discrimination and corrective actions taken.
Corporate identity pages 78, 87-90; Relations with stakeholders page 178.
Art. 3 paragraph 2, letter d): social 
and staff management aspects; 
letter e): actions taken to prevent 
attitudes and conduct that are in 
any case discriminatory
TOPIC
LOCAL COMMUNITIES
(related material topics: 2, 8, 10)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note  pages 12-13; Corporate identity pages 46-49, 50, 
78-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with stakeholders 
pages 100-127, 138-146, 181, 184-185.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
Acea Group • Sustainability Report 2022
261

GRI 413:
Local 
Communities 
2016
413-1 Operations with local community engagement, impact assessments, and development 
programs (indicate the percentage).
100% of the main Group Companies have initiatives in place for stakeholder engagement.
Disclosing sustainability: methodological note  pages 12-13; Corporate identity pages 85-87 and Table 
no. 14, 87-90; Relations with stakeholders pages 100-106, 109, 115, 118, 121, 132, 138-146, 147-
149, 152-156, 187; Relations with the environment page 196.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment as 
well as on health and safety
413-2 Operations with significant actual and potential negative impacts on local communities.
Corporate identity pages 87-90; Relations with stakeholders pages 199-206.
Art. 3 paragraph 2, letter c): the 
impact (…) on the environment as 
well as on health and safety
TOPIC
SUPPLIER SOCIAL ASSESSMENT
(related material topics: 7, 8, 10, 12)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note  pages 12-13; Corporate identity pages 22-25, 46-49, 
50, 78-84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 147-149, 
152-156.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 414:
Supplier 
Social 
Assessment 
2016
414-1 New suppliers that were screened using social criteria (indicate the percentage).
Relations with stakeholders pages 149, 152-156.
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, 
supply and subcontracting chains; 
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 148, 152-156.
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety
TOPIC
CUSTOMER HEALTH AND SAFETY
(related material topics: 2, 8, 10, 11)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 46-49, 50, 
78-84 and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with stakeholders 
pages 119, 121; Relations with the environment pages 215-217.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 416:
Customer 
Health and 
Safety 2016
416-1 Assessment of the health and safety impacts of product and service categories (report the 
percentage of significant product and service categories for which impacts are assessed).
Corporate identity pages 85-87 and Table no.14; Relations with stakeholders pages 116 Table no. 29, 
119, 121, 141; Relations with the environment pages 215-217.
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 (specifying whether they have generated a fine, penalty or warning).
Relations with the environment page 198.
Art. 3 paragraph 2, letter c): the 
impact (…) on health and safety
TOPIC
MARKETING AND LABELING
(temi materiali corrlati: 2, 11)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 46-49, 78-84 
and Table no. 12, 85-87 and Table no.14, 90-93 and Table no.15; Relations with stakeholders pages 
100-127 and Tables nos. 25-27, 128-134, 156, 181-182.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
262
GRI Content Index: reporting principles, universal standards, specific standards and material disclosures

GRI 417:
Marketing 
and Labeling 
2016
417-1 Requirements for product and service information and labeling.
The GRI international indicator, on the basis of the reference to “services” in addition to products, 
is indicated, adapting it to the national situation and operations of a multiutility company, both in 
terms of the main parameters of quality of water distributed and in relation to performance of a 
commercial, contractual and technical nature for the services managed in the water and energy 
sector, which are subject to regulation by the national industry authority (ARERA).
Relations with stakeholders pages 106-127 and Tables nos. 24-27 e 30-35, 128, 130-134, 142; 
Relations with the environment pages 215-217.
Art. 3 paragraph 1, letter b): 
fundamental indicators of non-
financial performance
417-2 Incidents of non-compliance concerning product and service information and labeling 
(specifying whether they have generated a fine, penalty or warning).
Relations with stakeholders pages 106-128 and Tables nos. 24-27 and 30-35, 134, 182.
Art. 3 paragraph 1, letter b): 
fundamental indicators of non-
financial performance 
41417-3 Incidents of non-compliance concerning marketing communications (specifying 
whether they resulting in a fine, penalty or in a warning).
Relations with stakeholders pages 156, 182.
Art. 3 paragraph 1, letter b): 
fundamental indicators of non-
financial performance
TOPIC
CUSTOMER PRIVACY
(related material topics: 2, 11)
GRI 3: 
Material 
Topics 2021
3-3 Management of material topics.
Disclosing sustainability: methodological note pages 12-13; Corporate identity pages 46-49, 50, 74, 
76, 78-84 and Table no. 12, 90-93 and Table no.15; Relations with stakeholders pages 131, 172.
Art. 3 paragraph 1, letter b): 
the policies implemented by the 
company (…) and the results 
achieved through them
Art. 4 paragraph 1: the 
consolidated statements include 
the data of the parent company 
and its fully consolidated 
subsidiaries. (...) to the degree 
necessary to ensure the 
understanding of the group’s 
business, its performance, results, 
and the impact it generated
GRI 418:
Customer 
Privacy 2016
418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer 
data (received from outside parties and/or received from regulatory bodies).
During the year 2022, the office of the DPO received 189 new requests regarding utilisation 
of rights pursuant to Arts 15-22 of Regulation (EU) 679/2016 - GDPR (requests for updating, 
erasure, modification and refusal of consent etc.), for which a dedicated procedure has been 
launched. 4 instances have seen the involvement of the Antitrust Authority made known in the 
communications by the interested party and for none has received verification intervention. In 
the aftermath of an investigation dating back to 2021, for which there was an inspection activity 
directed by the Guarantor Authority during 2022, a Group company was subjected to technical 
adaptation measures of the application software dedicated to the management of arrears, with 
the burden of a significant economic sanction. The Group has not recorded any events involving 
the theft of information on customer data, nor has it received any news of violations of significant 
personal data.
Art. 3 paragraph 1, letter b): 
fundamental indicators of non-
financial performance
Acea Group • Sustainability Report 2022
263

INDEX OF CHARTS AND TABLES
CHARTS 
no. 1 – Relevant topics for the company and its stakeholders: Acea materiality matrix – 2022	
13
no. 2 – The businesses of the main Acea companies in the territory	
21
no. 3 – Acea’s Business Model	
26
no. 4 – Acea SpA organisation chart as at 31.12.2022	
28
no. 5 – Ownership structure as at 31.12.2022	
30
no. 6 – Geographical representation of Acea institutional investors	
30
no. 7 – Contribution of the industrial segments to overall EBITDA (2021-2022)	
31
no. 8 - Percentage turnover, CapEx and OpEx attributable to Group activities that are aligned, eligible but not aligned,  
not eligible and not assessed	
34
no. 9 - Percentage turnover, CapEx and OpEx aligned to the Taxonomy, by Business Area	
35
no. 10 – Sustainability tools	
44
no. 11 – The 2020-2024 Sustainability Plan in numbers	
48
no. 12 – The sustainability strategy guidelines	
49
no. 13 – Activities of the Corporate Governance Committees	
70
no. 14 – The architecture of the SCIGR	
74
no. 15 – The key players of the SCIGR	
75
no. 16 – The ERM Unit and the corporate focal points	
79
no. 17 – The certified integrated management system	
85
no. 18 – Stakeholders and their involvement	
87
no. 19 – Stakeholder map	
88
no. 20 – Overall opinion and on aspects of electricity service – sale and distribution of energy - 2022	
101
no. 21 – Overall opinion and on aspects of the public lighting service in Rome and Formello - 2022	
102
no. 22 – Overall opinion and on aspects of the water service – sale and distribution of water in Rome and Fiumicino - 2022	
102
no. 23 – Overall opinion and on aspects of the water service – sale and distribution of water in Frosinone and its province - 2022	
103
no. 24 – Overall opinion and on aspects of the water service – sale and distribution of water in Sarnese Vesuviano - 2022	
103
no. 25 – Overall opinion and on aspects of the water service – sale and distribution of water in Territorial Conference  
no. 6 Ombrone - 2022	
103
no. 26 – Overall opinion and on aspects of the water service – sale and distribution of water in Benevento and its province - 2022	
103
no. 27 – Types of public lighting faults out of total reports received (2022)	
111
no. 28 – Electricity price trend for a standard domestic customer (€ cent/kWh) (2021-2022)	
127
no. 29 – Total telephone calls to Acea toll-free numbers (2021-2022)	
133
no. 30 – Percentage breakdown of inbound calls to Acea toll-free numbers (2022)	
133
no. 31 – Acea corporate website 2022: access methods	
142
no. 32 – Value of ordered goods, services and works and percentage on total (2022)	
 149
no. 33 – Orders (goods, services, works) by business area (2021-2022) 	
150
no. 34 – Geographical distribution of the amounts for goods and services in Italy and abroad (2022)	
150
no. 35 – Geographical distribution of the amounts of works in Italy (2022)	
150
no. 36 - Certified management systems and policies of suppliers evaluated by Ecovadis (2022)	
154
no. 37 – Composition of the staff: gender, age and category (2022) 	
158
no. 38 – Contract types and length of the employment relationship (2022) 	
158
no. 39 – Types of entries and age of the staff (2022)	
158
no. 40 – Types of exits and age of the staff (2022)	
159
no. 41 – The distribution of the staff from a gender perspective (2022)	
159
no. 42 – Women in the corporate governance bodies (2020-2022)	
159
no. 43 – Hours worked by the staff and absences (2022)	
162
no. 44 – Women's pay as a percentage of men's pay by qualification and age group (2022)	
163
no. 45 – Accidents and indices by gender and business area (2022)	
167
no. 46 – Members that have used CRC services (2022)	
178
no. 47 – Investment breakdown by macroarea (2021-2022)	
188
no. 48 – Acea sites/plants analysed, with potential impacts on biodiversity and protected areas intersected	
200
no. 49 – Number of species listed in the IUCN Red List with habitat in the protected areas intersected	
201
no. 50 – Installed power of Companies included in the NFS divided by energy source (MW) (2022)	
208
no. 51 – Electricity produced subdivided by primary energy source (TJ) (2022)	
 208
no. 52 – Incoming volumes of waste managed by type of plant/activity (t) (2022) 	
211
no. 53 – The water distribution network of the main Group Companies in Italy (2022)	
215
264
Index of charts and tables

no. 54 – Tests of drinking water, total and by Company (2022)	
215
no. 55 – Water loss accounting model	
218
no. 56 – Sewerage networks of the main Group Companies in Italy (2022)	
220
no. 57 – Analytical checks on wastewater, total and by Company (2022)	
221
no. 58 – Waste streams for the Water Segment Companies 	
232
no. 59 – Main waste streams in the Environment Segment (waste-to-energy and compost sites) 	
233
no. 60 – Waste streams in Areti 	
234
TABLES 
no. 1 – List of the Acea “material topics” in order of significance and GRI “specific disclosures” related to topics of high significance	
14
no. 2 – Companies included in the Parent Company’s full consolidation area (2022)	
15
no. 3 – Scope of the Acea Group Consolidated Non-Financial Statement for 2022 
(pursuant to Italian Legislative Decree no. 254/2016 and the GRI Standards)	
16
no. 4 – Acea Group in numbers, 2022	
20
no. 5 – The main economic and equity data of the Acea Group (2021-2022)	
30
no. 6 - Percentage turnover of the Acea Group from products or services  
associated with Taxonomy-aligned economic activities - disclosure for 2022	
37
no. 7 - Percentage CapEx of the Acea Group from products or services  
associated with Taxonomy-aligned economic activities - disclosure for 2022	
39
no. 8 - Percentage OpEx of the Acea Group, considered pursuant to the Disclosures Delegated Act,  
from products or services associated with Taxonomy-aligned economic activities - disclosure for 2022	
41
no. 9 -Taxonomy-eligible but not aligned nuclear and fossil gas related economic activities	
43
no. 10 – Structure of the Board of Directors and Committees of Acea SpA (as at 31.12.2022)	
71
no. 11 – Models and controls	
75
no. 12 – Acea material topics, risks and management methods	
80
no. 13 – Risks and opportunities related to climate change: CDP evidence	
82
no. 14 – Certified management systems in the Acea Group (as at 31.12.2022)	
 86
no. 15 - Main impacts perceived by stakeholders, associated with 2022 material issues with high and medium significance	
91
no. 16 – Economic value directly generated and distributed (2021-2022)	
93
no. 17 – Breakdown of value generated by stakeholder (2021-2022)	
93
no. 18 – Acea Group customers (energy and water sectors) (2020-2022)	
99
no. 19 – Results of customer satisfactions surveys: sales and distribution of energy, public lighting service (2021-2022)	
104
no. 20 – Results of customer satisfactions surveys: water service (2021-2022)	
105
no. 21 – Main interventions for the management and development of electricity grids and substations (2022)	
108
no. 22 – Public lighting in Rome in figures (2022)	
109
no. 23 – Main interventions for improved efficiency, safety, repairs and maintenance (2022)	
110
no 24 – Public lighting fault recovery: penalties, standards and Acea performance (2021-2022)	
110
no. 25 – Main specific and general levels of commercial quality – energy-distribution (2021-2022)	
112
no. 26 – Main specific and general levels of commercial quality – energy sales (2021-2022)	
113
no. 27 – Service continuity data – energy distribution (2020-2022)	
114
no. 28 – Water mains areas 2022 (georeferenced data)	
115
no. 29 – Main interventions on the drinking water and sewerage networks and controls on drinking water and wastewater (2022)	
116
no. 30 – Number, type and duration of disruptions in the supply of water (2020-2022)	
118
no. 31 – Main specific and general levels of contractual quality in the water segment (2021-2022) - Acea Ato 2	
122
no. 32 – Main specific and general levels of contractual quality in the water segment (2021-2022) - Acea Ato 5	
123
no. 33 – Main specific and general levels of contractual quality in the water segment (2021-2022) - Gori	
124
no. 34 – Main specific and general levels of contractual quality in the water segment (2021-2022) – Gesesa	
125
no. 35 – Main specific and general levels of contractual quality in the water segment (2021-2022) - AdF	
126
no. 36 – Average water prices applied (2022)	
128
no. 37 – Energy: toll-free number and branch performance (2021-2022)	
135
no. 38 – Water: toll-free number and branch performance (2021-2022)	
136
no. 39 – Procurement data (2021-2022)	
 150
no. 40 – Procurement nationwide (2021-2022)	
151
no. 41 – Evolution of employees by macro-area (2020-2022)	
157
no. 42 – General data on personnel (2020-2022)	
160
no. 43 – Movements of personnel (2020-2022)	
 161
no. 44 – Age groups, employment contract length (2020-2022)	
161
no. 45 – Hours worked, absences, remuneration and members of the supplemental pension fund (2020-2022)	
163
no. 46 – Health and safety (2020-2022)	
 168
Acea Group • Sustainability Report 2022
265

no. 47 – Training (2021-2022)	
173
no. 48 – Performance of stock exchange indexes and Acea shares (2022)	
179
no. 49 – 2022 Rating	
 180
no. 50 – The principal sources under protection	
205
no. 51 – Installed power of the electric power stations of Acea Produzione	
207
no. 52 – Electricity produced (by primary energy source) (2020-2022)	
208
no. 53 – Number of plants and overhead and underground distribution lines (2020-2022)	
209
no. 54 – San Vittore del Lazio waste-to-energy plant: operating data (2020-2022)	
211
no. 55 – Terni waste-to-energy plant: operating data (2020-2022)	
212
no. 56 – Analyses in Rome (2020-2022) and main quality parameters of the drinking water 
distributed in Lazio, in Campania and in Tuscany (2022)	
216
no. 57 – Volumes of wastewater treated by Water Companies operating in Lazio, in Campania and in Tuscany (2020-2022) (Mm3)	
219
no. 58 – Percentage coverage of the sewer and purification services over the total user accounts  
of the Water Companies in NFS (2020-2022)	
220
no. 59 – Hydrographic basins affected by discharges of Companies within the scope of NFS	
220
no. 60 – Output parameters of the main treatment plants managed by Acea Ato 2, Acea Ato 5, Gori, AdF and Gesesa (2022)	
 221
no. 61 – Type and consumption of materials by the main Group Companies (2020-2022)	
222
no. 62 – Energy consumption by source (2020-2022)	
223
no. 63 – Energy intensity indices (2020-2022)	
224
no. 64 – Energy efficiency in Areti (2020-2022)	
 225
no. 65 – Water withdrawal and recovery (2020-2022)	
226
no. 66 – Total atmospheric emissions of pollutants from the main Group plants (2020-2022)	
227
no. 67 – Concentrations of atmospheric emissions generated by waste-to-energy plants (2020-2022)	
228
no. 68 – CO2 emission allowances as per the National Allocation Plan (NAP) and actual emissions by plant (2020-2022)	
228
no. 69 – Environmental indicators: CO2 emissions, greenhouse gas intensity indices (2020-2022)	
229
no. 70 – Total waste produced (2020-2022)	
 231
no. 71 – Waste produced by Companies in the Water Segment (2020-2022)	
232
no. 72 – Waste produced by Companies in the Environment Segment (2020-2022) 	
234
no. 73 – Waste produced by the Areti Company (2020-2022) 	
235
266
Index of charts and tables

ENVIRONMENTAL ACCOUNTS
PRODUCT SYSTEMS	
268
PRODUCTS	
269
RESOURCES USED	
280
EMISSIONS AND WASTE	
283
KEY ENVIRONMENTAL PERFORMANCE INDICATORS (KPI)	 286
EXPLANATORY NOTES	
291
Acea Group • Sustainability Report 2022
267

SCOPE 
227	 In addition to its own properties, Deco manages an active landfill, a depleted landfill, and an inactive treatment facility for the Grasciano Hub.
228 Demap, Aquaser and Acea Innovation are present in the Environmental Accounts, and precisely in Resources (fuel used by the main Group Companies for transport and heating) 
and in Emissions (the emissions of carbon dioxide from transport and packaging). In fact, they cannot be present in the other product systems (according to ISO 14040) as they 
do not have a product cycle system that can be reported. 
The scope of the Environmental Accounts is consistent with the re-
porting scope of the Sustainability Report (Consolidated Non-Finan-
cial Statement pursuant to Legislative Decree no. 254/2016/NFS), 
as defined in the Methodological Note. Therefore, as of 2022, data 
from Deco, which was acquired by the Group in December 2021, 
and the Grasciano Hub, which was acquired in Acea Ambiente in 
2022 and is operated by Deco, are also represented in the Envi-
ronmental Accounts227. The facilities are reported collectively and 
presented below under the term "Deco sites" (for further details, see 
"Relations with the environment - Environment Area").
The water Companies in which Acea has an investment: Acque, 
Publiacqua and Umbra Acque - consolidated in the Financial State-
ments with the equity method - are marginally included in the Envi-
ronmental Accounts and only relative to the aspects which are spe-
cifically signalled in the text. Please see the chapter Water companies 
data sheets and overseas activities (outside the scope of the NFS).228
The Environmental Accounts, integral part of the Sustainability Report, 
combines and presents systematically the information and environ-
mental 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 Assess-
ment approach (standard ISO Series 14040), which assesses the en-
tire life cycle of the systems.
The report comprises over 500 items and parameters monitored 
which quantify the physical flows generated by the activities and 
some performance indicators.
For the three areas — Energy, Environment, Water — the sub-
stances used by the Group over a three-year period — wheth-
er natural, like water, or not natural, like chemicals, renewable or 
not — the products, emissions, effluents and waste related to the 
activities managed are attributable to producing and distributing 
energy, for collecting and distributing drinking water, treatment, 
and all the processes associated with waste management, including 
waste-to-energy. Every use of resources is reduced to a minimum in 
terms of quantity and every substance is selected carefully in terms 
of quality, safety and environmental sustainability.
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.
PRODUCT SYSTEMS
The data are provided for the 2020-2022 three-year period and aggregated in three homogeneous categories:
	•
the products supplied,
	•
the resources used,
	•
the waste produced.
The service indicators and the principal environmental performance indicators are explained below for every area.
ENERGY SEGMENT
ENVIRONMENT SEGMENT
WATER SEGMENT
• ENERGY GENERATION 
(HYDROELECTRIC + 
THERMOELECTRIC +  
PHOTOVOLTAIC +  
FROM WASTE AND BIOGAS)
• DISTRIBUTION OF  
ELECTRICITY
• PRODUCTION AND  
DISTRIBUTION OF HEAT
• PUBLIC LIGHTING
• CONTROLS AND MEASUREMENTS
• SOLID AND LIQUID  
WASTE DISPOSED OF
• COMPOST  
PRODUCTION
• ANALYSIS AND 
MEASUREMENTS
• DRINKING WATER SUPPLY
• WATER DISTRIBUTION
• ADDUCTION/PURIFICATION 
WASTEWATER
• ANALYSIS AND 
MEASUREMENTS
268
Environmental accounts

PRODUCTS – ENERGY AREA
229	 We refer, in particular, to KT 4 Srl, Solaria Real Estate Srl, Acea Sun Capital Srl, Trinovolt Srl, Marche Solar Srl, Fergas Solar Srl, Euroline 3 Srl, IFV Energy Srl, PF Power 
of Future Srl, JB Solar Srl, M2D Srl, PSL Srl, Solarplant Srl, and Acea Green Srl, which produce photovoltaic energy and left the scope of full consolidation in March 2022, 
following the transaction described in the Methodological Note, and merged into AE Sun Capital, a subsidiary of Acea Produzione. The plants in question produced 98.42 GWh 
in 2022.
The financial statement data for the generation of electricity refer 
to Acea Produzione, Ecogena, Acea Ambiente – Waste-to-Ener-
gy (San Vittore del Lazio and Terni plants) and Biogas Production 
(the Orvieto hub, Aprilia and Monterotondo Marittimo plants) and 
Deco (production of biogas).
The data presented in the tables below reflect two perspectives. 
The first refers to an expanded reporting scope that includes the 
photovoltaic plants of Acea Produzione's operating subsidiary, even 
though they are not fully consolidated229, and the second refers 
solely to the reporting scope associated with the NFS. 
SUMMARY POWER GENERATION DATA, INCLUDING 
PHOTOVOLTAIC SUBSIDIARIES (*)
u. m.
2020
2021
2022
Δ%
2022/2021
total gross electricity produced
GWh
926.44
1,015.56
940.91
-7.4
total net electricity produced
GWh
858.24
938.68
864.56
-7.9
electricity from fossil fuels (thermoelectric)
GWh
301.27
32.5% of total 
gross electricity
317.33
31.2% of total  
gross electricity
304.77
32.4% of total  
gross electricity
-4.0
electricity from renewable sources (hydroelectric, photovoltaic, 
biodegradable portion of waste and biogas)
GWh
625.17
67.5% of total 
gross electricity
698.22
68.8% of total  
gross electricity
636.14
67.6% of total  
gross electricity
-8.9
(*) Some figures for the 2020-2021 two year period have been adjusted following consolidation.
SUMMARY POWER GENERATION DATA - NFS SCOPE (*)
u. m.
2020
2021
2022
Δ%
2022/2021
total gross electricity produced
(1)= (5+10+13+16+22)
GWh
926.44
1,015.56
842.49
-17.0
total net electricity produced (2) = (9+12+15+18+26)
GWh
858.24
938.68
767.12
-18.3
from fossil fuels (thermoelectric)
(7 + 0.53x 13San Vittore del Lazio +0.59x 13 Terni) 
GWh
301.27
32.5% of (1)
317.33
31.2% of (1)
304.77
36.2% of (1)
-4.0
from renewable sources (hydroelectric, photovoltaic, biodegradable 
portion of waste and biogas)
w(6+10+0,47x13San Vittore del Lazio+0,41 x 13Terni +16)
GWh
625.17
67.5% of (1)
696.09
68.8% of (1)
537.71
63.8% of (1)
-22.8
(*) Some figures for the 2020-2021 two year period have been adjusted following consolidation.
SUMMARY THERMAL POWER GENERATION DATA
u. m.
2020
2021
2022
Δ%
2022/2021
gross thermal energy produced 
(3) = (19+22)
GWh
118.23
121.94
105.29
-13.7
net thermal energy produced 
(4) = (21+27)
GWh
87.61
95.42
82.34
-13.7
Acea Group • Sustainability Report 2022
269

BREAKDOWN OF POWER GENERATION DATA - NFS SCOPE (*)
u. m.
2020
2021
2022
Δ%
2022/2021
Acea production – hydroelectric and thermoelectric
total gross electricity produced (5) = (6+7)
GWh
468.41
542.44
450.18
-17.0
total gross hydroelectric energy (6) 
GWh
376.25
434.70
335.30
-22.9
A. Volta Castel Madama
GWh
22.45
28.99
16.29
-43.8
G. Ferraris Mandela
GWh
5.02
18.42
8.50
-53.8
G. Marconi Orte
GWh
53.72
70.31
46.81
-33.4
Sant’Angelo
GWh
116.58
146.11
91.52
-37.4
Salisano
GWh
176.84
167.62
168.98
0.8
Other minor
GWh
1.65
3.26
3.21
-1.6
total gross thermoelectric energy (7)
GWh
92.16
107.74
114.88
6.6
from diesel fuel - Montemartini power plant (*)
GWh
1.49
1.65
2.21
33.8
from natural gas - Tor di Valle power plant - CAR
GWh
90.67
106.09
112.67
6.2
total loss of electrical energy (8)
GWh
12.74
13.21
12.93
-2.1
self-consumption - hydroelectric plants
GWh
2.43
2.19
1.95
-10.7
self consumption thermoelectric plants (Tor di Valle, Montemartini)
GWh
5.04
5.40
5.45
1.0
first processing losses
GWh
5.27
5.63
5.53
-1.7
total net electricity produced by Acea Produzione (9) = (5-8)
GWh
455.67
529.23
437.25
-17.4
Acea Production and other Companies - photovoltaic 
gross photovoltaic electrical energy (10) 
GWh
74.96
78.61
13.51
-82.8
Acea Produzione
GWh
11.09
9.66
13.51
39.9
other PV Companies (**)
GWh
63.87
68.95
-
-
total electricity losses including own consumption (11)
GWh
3.98
3.38
1.48
-56.2
Acea Produzione
GWh
0.11
0.10
0.14
39.9
other PV Companies (**)
GWh
0.64
0.69
-
-
net photovoltaic energy (12) = (10-11)
GWh
74.21
77.82
13.38
-82.8
Acea Produzione
GWh
10.98
9.57
13.38
41.1
other PV Companies (**)
GWh
63.23
68.26
-
-
Acea Ambiente - waste-to-energy 
total gross electricity produced (13)
GWh
346.15
356.41
337.08
-5.4
San Vittore del Lazio plant
GWh
269.38
267.74
251.26
-6.2
Terni plant
GWh
76.77
88.67
85.81
-3.2
self consumption + losses from first processing (14)
GWh
44.95
45.64
43.23
-5.3
San Vittore del Lazio plant
GWh
37.30
36.83
34.43
-6.5
Terni plant 
GWh
7.65
8.81
8.79
-0.2
total net electricity produced (15) = (13-14)
GWh
301.20
310.77
293.85
-5.4
Acea Environment and Deco - biogas 
total gross electricity produced from biogas (16) 
GWh
26.91
31.39
36.31
15.7
Orvieto plant 
GWh
17.56
13.99
12.67
-9.5
Aprilia plant
GWh
4.84
12.32
15.04
22.1
Monterotondo Marittimo plant
GWh
4.51
5.07
5.95
17.3
Deco sites
GWh
-
-
2.66
-
self consumption (17)
GWh
8.20
15.43
16.07
4.2
Orvieto plant 
GWh
1.09
0.89
0.89
0.1
Aprilia plant
GWh
3.48
9.59
9.98
4.1
Monterotondo Marittimo plant
GWh
3.63
4.94
5.19
5.1
Deco sites
GWh
-
-
0
-
total electricity transferred in network (18) = (16-17)
GWh
18.71
15.96
20.24
26.8
(*) The Montemartini power plant is maintained operational but in reserve mode.
(**) Figures for the 2020-2021 two-year period pertain to the PV Companies, which left the full consolidation scope in March 2022 due to the transaction described in the 
Methodological Note.
270
Environmental accounts

BREAKDOWN OF GENERATION, DISTRIBUTION AND THERMAL 
ENERGY SALES DATA
u. m.
2020
2021
2022
Δ%
2022/2021
Acea Produzione
gross thermal energy produced
Tor di Valle power station (19) 
GWht
94.00
98.67
87.69
-11.1
total losses of thermal energy (20)
GWht
27.71
23.94
21.29
-11.1
distribution losses
GWht
20.90
20.37
18.96
-6.9
production losses
GWht
6.81
3.57
2.33
-34.6
net thermal energy sold (21) = (19-20) (*)
GWht
66.29
74.73
66.40
-11.1
Ecogena
gross electricity produced (22) 
GWh
10.00
6.71
5.40
-19.4
gross thermal energy produced (23) 
GWht
24.23
23.27
17.60
-24.4
gross refrigeration energy produced (24)
GWhf
10.95
11.07
11.60
4.8
total consumption (25)
GWh
5.50
5.46
5.88
7.6
self-consumed electricity 
GWh
1.56
1.82
3.00
64.4
heat dissipated
GWht
2.90
2.58
1.66
-35.6
refrigeration energy consumed
GWhf
1.04
1.06
1.22
15.3
net electricity (26)
GWh
8.44
4.88
2.41
-50.7
net thermal energy (27)
GWht
21.32
20.69
15.94
-23.0
net refrigeration energy (28)
GWhf
9.92
10.01
10.38
3.7
ELECTRICITY TRANSPORT AND SALES 
u. m.
2020
2021
2022
Δ%
2022/2021
in Rome and Formello - summary data
supply from Acea Group (29)
GWh
2.29
3.47
3.18
-8.4
electricity from the market (30)
GWh
9,667.68
9,826.70
10,058.83
2.4
from Single Buyer 
GWh
2,509.36
2,230.42
2,096.22
-6.0
from importation 
GWh
70.81
78.56
77.71
-1.1
from wholesalers + other producers 
GWh
7,087.51
7,517.72
7,884.90
4.9
electricity requested by the network
(31) = (29+30) = (32+33+34+35+36) 
GWh
9,669.97
9,830.17
10,062.01
2.4
distribution, transport and commercial losses (32)
GWh
563.70
5.8% of (27)
593.35
6.0% of (27)
653.62
6.5% of (27)
10.2
uses for own transmission and distribution (33)
GWh
35.80
30.71 
28.94
-5.8
net electricity transferred to third parties (34)
GWh
94.87
102.19
103.49
1.3
net electricity conveyed from Acea to clients of the open market (35)
GWh
6,998.47
7,410.22
7,884.90
6.4
net electricity sold by Acea Energia to clients of the open market on distribution 
company grid (Areti)
GWh
5,594.36
5,909.37
6,341.77
7.3
net electricity sold by other sellers to clients of the open market on distribution 
company grid (Areti)
GWh
1,404.12
1,500.85
1,543.13
2.8
net electricity sold to managed clients (36)
GWh
1,977.12
1,693.70
1,391.06
-17.9
sale in Italy - summary data
net electricity sold by Acea Energia on the open market including sale on Rome 
(37)
GWh
4,571.96
6,074.57
5,985.69
-1.5
net electricity sold by Acea Energia in Italy
(free market + greater protection) (38) = (36+37)
GWh
6,549.08
7,768.27
7,376.75
-5.0
GAS SALES
u. m.
2020
2021
2022
Δ%
2022/2021
gas sold by Acea Energia in Italy (39)
MSm3
139.89
174.68
170.40
-2.5
Acea Group • Sustainability Report 2022
271

PUBLIC LIGHTING
u. m.
2020
2021
2022
Δ%
2022/2021
luminous flux to Rome (40)
Mlumen
2,010
2,021
1,877
-7.1
CONTROLS AND MEASUREMENTS
u. m.
2020
2021
2022
Δ%
2022/2021
measurement and control activity (41)
no.
490
420
226
-46.2
electro-magnetic field measurements
no.
22
41
25
-39.0
noise measurements
no.
21
34
6
-82.4
PCB chemical analyses
no.
65
69
25
-63.8
waste classification
no.
26
23
48
108.7
transformer diagnostics
no.
356
253
122
-51.8
PRODUCTS - ENVIRONMENT AREA
230	
 Exhausted landfill site, under post-operational management.
The data refer to the Acea Ambiente, Acque Industriali and Berg 
plants and also include the Deco sites from 2022. For Acea Am-
biente, these are the Orvieto Waste Management Hub, the three 
composting plants (located in Aprilia, Monterotondo Marittimo and 
Sabaudia), the chemical/physical and biological treatment plant for 
non-hazardous liquid waste, the Grasciano2 plant located in No-
taresco and operated by Deco, and the treatment plant at Chiusi 
(Bio Ecologia). For Acque Industriali the data refers to the liquid 
waste disposal plants located in the Tuscan provinces of Pisa (Pont-
edera and Pisa-San Jacopo), Florence (Empoli-Pagnana) and Siena 
(Poggibonsi). Berg only has one facility where waste storage, dis-
posal and treatment is carried out. The Waste Management Hub, 
owned by Deco, consists of the facilities from the landfills located 
at Casoni and Colle Cese 230and an MBT plant. 
It should be noted that some facilities are inactive as at 31/12/2022. 
In particular, the Sabaudia has been inactive since 2020, the Poggi-
bonsi plant has been inactive since June 2021, pending the issuance 
of a new IEA, the San Jacopo plant has been shut down since Feb-
ruary 2020 and is being decommissioned, and the Pontedera plant 
was shut down in July 2022.
ORVIETO HUB - INCOMING WASTE, DISPOSED OF  
AND RECOVERED 
u. m.
2020
2021
2022
Δ%
2022/2021
total incoming waste (42) = (43+44)
t
106,477
108,361
97,661
-9.9
waste sent for treatment (43)
t
73,216
67,155
45,674
-32.0
waste sent to the anaerobic digester and aerobic treatment
t
34,200
32,855
31,193
-5.1
sent for aerobic treatment or just shredding
t
39,016
34,299
14,480
-57.8
waste sent directly to landfill (44)
t
33,261
41,207
51,988
26.2
waste sent to landfill after treatment (45)
t
34,427
31,239
17,549
-43.8
waste recovered (46)
t
80
52
28
-46.6
quality compost (47)
t
4,618
3,559
3,412
-4.1
reduction due to stabilisation
(48) = (42–44+45+46+47)
t
34,091
32,304
24,684
-23.6
DECO SITES - INCOMING WASTE, DISPOSED OF  
AND RECOVERED 
u. m.
2020
2021
2022
Δ%
2022/2021
total incoming waste (49) = (50+51)
t
-
-
243,566
-
waste entering the landfills (Casoni and Grasciano2) (50)
t
-
-
1,924
-
waste sent to MBT plant (51)
t
-
-
241,642
-
leaving the MBT plant and proceeding to recovery - SRF (52)
t
-
-
96,093
-
leaving the MBT plant and proceeding to recovery - metals (53)
t
4,121
waste leaving the MBT plant and proceeding to disposal (54)
t
-
-
84,162
-
reduction due to stabilisation 
(55) = (49-50+52+53+54)
t
-
-
57,266
-
NOTE Sites owned and operated by Deco have been included in the reporting since 2022.
272
Environmental accounts

COMPOST PRODUCTION
u. m.
2020
2021
2022
Δ%
2022/2021
total incoming organic waste 
(56) = (57+58+59)
t
115,473.21
141,506.00
149,184.88
5.4
incoming sludge (57) 
t
14,945.10
26,912.42
31,490.46
17.0
Aprilia plant
t
4,441.74
9,005.22
13,114.68
45.6
Monterotondo Marittimo plant 
t
10,503.36
17,907.20
18,375.78
2.6
Sabaudia plant 
t
0.00
0.00
0.00
-
incoming green (58)
t
25,317.15
26,184.14
26,347.66
0.6
Aprilia plant 
12,926.64
14,529.62
15,799.06
8.7
Monterotondo Marittimo plant
t
12,390.51
11,654.52
10,548.60
-9.5
Sabaudia plant 
t
0.00
0.00
0.00
-
organic fraction of municipal solid waste and other agrifood waste (59)
t
75,210.96
88,409.44
91,346.76
3.3
Aprilia plant 
t
53,395.48
60,274.56
67,253.54
11.6
Monterotondo Marittimo plant 
t
21,815.48
28,134.88
24,093.22
-14.4
quality compost (60) 
t
13,869.00
24,686.75
33,563.68
36.0
Aprilia plant (*)
t
9,340.00
13,001.75
17,500.00
34.6
Monterotondo Marittimo plant
t
4,529.00
11,685.00
20,449.00
75.0
Sabaudia plant 
t
0.00
0.00
0.00
-
non-compostable material for disposal (61)
t
11,615.87
11,813.09
5,768.53
-51.2
Aprilia plant 
t
7,807.11
7,365.30
2,476.90
-66.4
Monterotondo Marittimo and Sabaudia plants 
t
3,808.76
4,447.79
3,291.63
-26.0
reduction due to stabilisation 
(62) = (57+58-60-61) (*)
t
89,988.34
105,006.16
109,852.67
4.6
(*) The quantities of compost produced in 2021 were adjusted, as they had estimated for the previous report, and consequently also the figures relating to the reduction due to 
stabilisation.
LIQUID WASTE AND WASTE WATER DISPOSAL - BIO ECOLOGIA 
PLANT
u. m.
2020
2021
2022
Δ%
2022/2021
liquid waste (63)
t
68,501
92,792
98,023
5.6
waste water treated (64)
m3
284,826
148,862
81,996
-44.9
ANALYTICAL DETERMINATIONS ON WASTE AND ON QUALITY 
COMPOST
u. m.
2020
2021
2022
Δ%
2022/2021
total analytical determinations (65) 
no.
111
125
198
58.4
analytical determinations on compost - Orvieto plant 
no.
11
10
12
20.0
analytical determinations on compost - Aprilia, Monterotondo Marittimo and 
Sabaudia plants 
no.
41
48
12
33.3
analytical determinations on waste - Orvieto plant 
no.
59
67
65
-3.0
analytical determinations on waste - Deco sites
no.
-
-
57
-
LIQUID WASTE DISPOSAL AND INDUSTRIAL WATER TREATMENT 
(*)
u. m.
2020
2021
2022
Δ%
2022/2021
total incoming waste (66) = (67+68+69+70)
t
111,090.5
92,381.1
49,922.1
-46.0
incoming sludge (67)
t
34,827.7
24,520.8
8,741.9
-64.3
Pagnana plant
t
14,642.6
10,574.5
5,681.3
-46.3
Pontedera plant
t
5,915.6
8,896.1
3,060.6
-65.6
Poggibonsi plant
t
13,262.3
5,050.3
0.0
-
San jacopo plant
t
1,007.2
0.0
0.0
-
Acea Group • Sustainability Report 2022
273

liquid waste (68)
t
10,379.2
10,649.9
7,774.0
-27.0
Pagnana plant
t
3,994.5
3,832.0
4,129.0
7.7
Pontedera plant
t
6,384.7
6,817.9
3,645.0
-46.5
sewage waste and others (69)
t
12,131.8
7,627.2
7,796.7
2.2
Pagnana plant
t
8,700.0
1,331.0
5,421.0
307.3
Pontedera plant
t
2,890.5
6,156.4
2,375.7
-61.4
Poggibonsi plant
t
531.2
139.8
0.0
-
San jacopo plant
t
10.1
0.0
0.0
-
leachate (70)
t
53,751.8
49,583.2
25,609.5
-48.4
Pagnana plant
t
28,048.4
30,338.1
20,177.6
-33.5
Pontedera plant
t
25,703.4
19,245.1
5,431.9
-71.8
Poggibonsi plant
t
0.0
353.7
0.0
-
ammonium sulphate produced (71)
kg
255,040
219,670.0
139,040.0
-36.7
Pagnana plant
kg
57,460
141,930.0
84,260.0
-40.6
Pontedera plant
kg
197,580
77,740
54,780.0
-29.5
 TREATED AND DISCHARGED WATER - INDUSTRIAL WATER
u. m.
2020
2021
2022
Δ%
2022/2021
treated and discharged water (72)
no.
117,789
93,916
50,998
-45.7
Pagnana plant
m3
64,685
55,655
41,730
-14.0
Pontedera plant
m3
34,576
30,483
9,268
-11.8
Poggibonsi plant
m3
17,725
7,778
0
-
San Jacopo plant
m3
803
0
0
-
LIQUID WASTE AND SOLIDS DISPOSAL - BERG (*)
u. m.
2020
2021
2022
Δ%
2022/2021
total incoming waste (73) = (74+75)
t
141,865.41
133,090.69
93,689.15
-29.6
solid waste (74)
t
384.20
226.32
123.80
-45.3
liquid waste (75)
t
141,481.21
132,864.37
93,565.35
-29.6
(*) The Berg plant, in addition to waste disposal, brokered almost 6,900 t of waste in 2022.
PRODUCTS - WATER SEGMENT
Water data summarized at the national level include water Com-
panies Acea Ato 2 and Acea Ato 5 (Lazio), Gesesa and Gori 
(Campania), Umbra Acque (Umbria), Acque, Publiacqua and 
AdF (Tuscany). The details of the water balances are presented 
only for the Companies in the reporting scope of the Consolidat-
ed Non-Financial Statement (NFS, pursuant to Legislative Decree 
No. 254/2016): Acea Ato 2, Acea Ato 5, Gesesa, Gori and AdF. 
Please see the chapter Water companies data sheets and overseas 
activities for the water balance sheets of the other Companies of 
the Group not in the scope of the NFS. 
The loss assessment was conducted according to ARERA Resolu-
tion 917/17 R/IDR. In particular, ARERA procedures establish that 
water losses are calculated on the entire scope of the aqueduct sys-
tem (and not only on the distribution network) and include apparent 
losses.
SUMMARY WATER DATA - NFS SCOPE (ACEA ATO 2, ACEA ATO 
5, GESESA, GORI, ADF) AND MAIN SUBSIDIARIES (ACQUE,  
UMBRA ACQUE, PUBLIACQUA) (*)
u. m.
2020
2021
2022
Δ%
2022/2021
total drinking water collected from the environment or from other systems 
and fed into the aqueduct systems (76)
Mm3
1,356.0
1,317.3
1,284.7
-2.5
total drinking water supplied and billed (77)
Mm3
627.9
633.2
626.9
-1.0
total drinking water leaving the system (78) 
Mm3
728.4
740.0
739.2
-0.1
(*) Some figures for the 2021-2022 two year period have been updated following consolidation. Some 2022 items were estimated and will be consolidated in the months following 
publication.
274
Environmental accounts

SUMMARY WATER DATA OF THE COMPANIES OPERATING IN 
THE NFS SCOPE: ACEA ATO 2, ACEA ATO 5, GESESA, GORI, AND 
ADF (*)
u. m.
2020
2021
2022
Δ%
2022/2021
total drinking water collected from the environment or from other systems 
and fed into the aqueduct systems (79)
Mm3
1,074.0
1,039.7
1,009.6
-2.9
total drinking water supplied and billed (80)
Mm3
479.5
482.0
473.8
-1.7
total drinking water leaving the system (81) 
Mm3
566.5
574.0
573.0
-0.2
(*) The figures for the 2020-2021 two year period have been updated following consolidation. The 2022 figures are estimated and will be consolidated with the subsequent reporting. 
SUMMARY WATER BALANCES NFS SCOPE
(ACEA ATO 2, ACEA ATO 5, GESESA, GORI, ADF) (*)
u. m.
2020
2021
2022
Δ%
2022/2021
Acea Ato 2 for OTA 2 – central Lazio (Rome + municipalities acquired as at 31/12/2021)(**)
drinking water collected from the environment or from other systems  
and fed into the aqueduct systems (82)
Mm3
691.1
667.8
656.2
-1.7
surface (lakes and rivers)
Mm3
0.0
0.0
0.0
-
from wells
Mm3
89.6
87.0
95.3
9.5
from springs 
Mm3
595.3
575.1
555.5
-3.4
from other aqueduct systems
Mm3
6.2
5.7
5.5
-3.5
total drinking water leaving the aqueduct system 
(83) = (84+85+86+87)
Mm3
398.7
401.3
400.8
-0.1
total drinking water released and invoiced into the OTA 2 network (84)
Mm3
332.4
331.6
323.8
-2.4
measured volume of water delivered to users 
Mm3
307.3
306.6
305.7
-0.3
volume consumed by users and not measured 
Mm3
25.1
25.0
18.1
-27.6
total drinking water authorised and not billed in the network (85)
Mm3
18.8
21.9
29.2
33.3
measured unbilled authorised consumption
Mm3
0.4
0.5
0.3
-40.0
unmeasured unbilled authorised consumption
Mm3
18.4
21.4
28.9
35.0
drinking water exported to other systems (86)
Mm3
46.8
46.4
46.2
-0.4
measured drinking water losses (87)
Mm3
0.7
1.4
1.7
21.4
loss assessment according to ARERA Resolution 917/17 R/IDR 
water losses (88)-
Mm3
292.5
266.5
255.4
-4.2
water loss percentages (89)-
%
42.3
39.9
38.9
-2.5
Acea Ato 5 for OTA 5 – Southern Lazio - Frosinone (86 municipalities) 
drinking water collected from the environment or from other systems  
and fed into the aqueduct systems (90)
Mm3
119.8
115.8
109.8
-5.2
from wells
Mm3
59.3
55.6
54.4
-2.2
from springs 
Mm3
44.8
46.0
42.1
-8.5
from other aqueduct systems
Mm3
15.7
14.2
13.2
-7.0
total drinking water leaving the aqueduct system 
(91) = (92+93+94)
Mm3
37.9
38.8
39.1
0.8
total drinking water dispensed and billed in the network (92)
Mm3
24.6
26.5
26.8
1.1
measured volume of water delivered to users 
Mm3
18.6
19.4
24.7
27.3
volume consumed by users and not measured 
Mm3
6.0
7.1
2.1
-70.4
total drinking water authorised and not billed in the network (93)
Mm3
6.8
6.9
7.1
2.9
measured unbilled authorised consumption
Mm3
0.0
0.0
0.0
-
unmeasured unbilled authorised consumption
Mm3
6.8
6.9
7.1
2.9
drinking water exported to other systems (94)
Mm3
6.6
5.4
5.1
-5.6
loss assessment according to ARERA Resolution 917/17 R/IDR 
water losses (95)
Mm3
81.9
77.1
70.7
-8.3
water loss percentages (96)
%
68.4
66.5
64.4
-3.2
Acea Group • Sustainability Report 2022
275

Gesesa – OTA Calore Irpino - Benevento (21 municipalities)
drinking water collected from the environment or from other systems and 
fed into the aqueduct systems (97)
Mm3
19.0
19.4
17.8
-8.2
from wells
Mm3
7.4
6.0
5.1
-15.0
from springs 
Mm3
2.1
3.2
2.4
-25.0
drinking water collected from other aqueduct systems
Mm3
9.5
10.2
10.4
2.0
total drinking water leaving the aqueduct system 
(98) = (99+100+101)
Mm3
7.7
8.2
7.9
-3.7
total drinking water dispensed and billed in the network (99)
Mm3
7.6
8.0
7.7
-3.8
measured volume of water delivered to users 
Mm3
6.0
7.4
7.2
-2.7
volume consumed by users and not measured 
Mm3
1.6
0.6
0.5
-16.7
total drinking water authorised and not billed in the network (100)
Mm3
0.0
0.0
0.0
-
drinking water exported to other systems (101)
Mm3
0.1
0.1
0.1
-
loss assessment according to ARERA Resolution 917/17 R/IDR 
water losses (102)-
Mm3
11.3
11.2
10.0
-10.7
water loss percentages (103)-
%
59.4
57.8
55.9
-3.3
Gori – Sarnese-Vesuviano District (74 municipalities) 
drinking water collected from the environment or from other systems and 
fed into the aqueduct systems (104)
Mm3
184.0
176.0
166.9
-5.2
from wells
Mm3
59.6
50.4
50.0
-0.8
from springs 
Mm3
2.4
2.0
1.7
-15.0
drinking water collected from other aqueduct systems
Mm3
121.9
123.6
115.2
-6.8
total drinking water leaving the aqueduct system 
(105) = (106+107+108)
Mm3
87.6
88.7
88.2
-0.6
total drinking water dispensed and billed in the network (106)
Mm3
86.9
87.2
86.8
-0.5
measured volume of water delivered to users 
Mm3
80.6
81.4
81.0
-0.5
volume consumed by users and not measured
Mm3
6.3
5.7
5.8
1.8
total drinking water authorised and not billed in the network (107)
Mm3
0.4
1.2
1.0
-16.7
measured unbilled authorised consumption
Mm3
0.0
0.0
0.0
-
unmeasured unbilled authorised consumption
Mm3
0.4
1.2
1.0
-16.7
drinking water exported to other systems (108)
Mm3
0.3
0.4
0.5
25.0
loss assessment according to ARERA Resolution 917/17 R/IDR 
water losses (109)-
Mm3
96.3
87.3
78.6
-10.0
water loss percentages (110)-
%
52.4
49.6
47.1
-5.0
AdF - Optimal Territorial Conference 6 Ombrone (55 Municipalities)
drinking water collected from the environment or from other systems and 
fed into the aqueduct systems (111)
Mm3
60.0
60.7
58.9
-3.0
surface water (***)
Mm3
1.0
1.1
1.0
-9.1
from wells
Mm3
17.9
17.4
19.2
10.3
from springs 
Mm3
40.5
41.6
38.0
-8.7
from other aqueduct systems
Mm3
0.6
0.6
0.7
16.7
total drinking water leaving the aqueduct system 
(112) = (113+114+115+116)
Mm3
34.5
37.0
37.0
-
total drinking water dispensed and billed in the network (113)
28.1
28.7
28.7
-
measured volume of water delivered to users 
Mm3
28.1
28.7
28.7
-
volume consumed by users and not measured
Mm3
0.0
0.0
0.0
-
total drinking water authorised and not billed in the network (114)
Mm3
2.7
4.2
4.2
-
measured unbilled authorised consumption
Mm3
0.0
0.00
0.00
-
unmeasured unbilled authorised consumption
Mm3
2.7
4.2
4.2
-
drinking water exported to other systems (115)
Mm3
1.6
1.7
1.6
-5.9
measured drinking water losses (116)
Mm3
2.1
2.4
2.5
4.2
loss assessment according to ARERA Resolution 917/17 R/IDR
water losses (117)-
Mm3
25.5
23.7
21.9
-7.6
water loss percentages (118)- 
%
42.5
39.0
37.2
-4.6
(*) Some figures for the 2020-2021 two year period have been updated following consolidation. The 2022 figures are estimated and will be consolidated with the subsequent 
reporting. 
(*) the 2022 data are consistent with the calculation methods indicated by the Authority and do not include the municipalities of Civitavecchia and Percile in order to maintain the 
reporting scope compared to the previous two-year period and to allow for verification of achievement of the improvement targets.
(***) This is fresh water, apart from the 1% of the amount drawn from marine sources.
276
Environmental accounts

TOTAL WASTEWATER TREATED - NFS SCOPE
(ACEA ATO 2, ACEA ATO 5, GESESA, GORI, ADF) AND MAIN 
INVESTEE COMPANIES (ACQUE, UMBRA ACQUE, PUBLIACQUA) 
u. m.
2020
2021
2022
Δ%
2022/2021
wastewater treated in the main Group companies' 
main treatment plants in Italy (119) (*)
Mm3
914.3
980.9
940.0
-4.2
(*) The 2021 figures for Publiacqua have been adjusted following consolidation.
SUMMARY TOTAL WASTEWATER TREATED DATA - NFS SCOPE 
(ACEA ATO 2, ACEA ATO 5, GESESA, GORI, ADF)
u. m.
2020
2021
2022
Δ%
2022/2021
waste water treated in the principal treatment plants of Acea Ato 2,  
Acea Ato 5, Gesesa, Gori and AdF (120) (*) 
Mm3
713.7
778.7
759.2
-2.5%
(*) Gesesa company estimated the figure for the first time in 2020, having started to install the first flow meters during the same year. 
WASTE WATER TREATED BY ACEA ATO 2
u. m.
2020
2021
2022
Δ%
2022/2021
waste water treated in the main treatment plants (121)
Mm3
512.2
516.4
510.2
-1.2
Rome South
Mm3
284.9
290.1
287.2
-1.0
Rome North
Mm3
93.7
88.5
90.0
1.7
Rome East
Mm3
92.8
97.2
98.9
1.7
Rome Ostia
Mm3
30.6
29.5
24.6
-16.8
CoBIS
Mm3
6.7
6.8
5.7
-16.8
Fregene
Mm3
3.5
4.2
3.9
-8.2
other – Municipality of Rome
Mm3
8.7
9.2
8.2
-10.9
other – outside the Municipality of Rome
Mm3
76.0
75.9
71.1
-6.4
total waste water treated by Acea Ato 2 (122)
Mm3
596.9
601.5
589.5
-2.0
WASTE WATER TREATED BY ACEA ATO 5
u. m.
2020
2021
2022
Δ%
2022/2021
waste water treated in the main treatment plants (123)
Mm3
21.2
25.0
24.8
-0.8
WASTE WATER TREATED BY GESESA
u. m.
2020
2021
2022
Δ%
2022/2021
waste water treated in the main treatment plants (124)
Mm3
2.2
2.3
1.8
-18.6
WASTE WATER TREATED BY GORI
u. m.
2020
2021
2022
Δ%
2022/2021
Total waste water treated (125)
Mm3
70.1
124.0
117.5
-5.3
WASTE WATER TREATED BY ADF 
u. m.
2020
2021
2022
Δ%
2022/2021
waste water treated in the main treatment plants (126)
Mm3
16.3
16.6
16.5
-0.7
waste water treated in other plants 
Mm3
7.0
9.3
9.1
-2.0
total waste water treated by AdF (127)
Mm3
23.3
25.9
25.6
-1.2
ANALYTICAL DETERMINATIONS ON DRINKING WATER AND 
WASTEWATER - NFS SCOPE (ACEA ATO 2, ACEA ATO 5, GESESA, 
GORI, ADF) AND MAIN SUBSIDIARIES (ACQUE, UMBRA ACQUE, 
PUBLIACQUA) (*)
u. m.
2020
2021
2022
Δ%
2022/2021
analytical determinations on total drinking water (128)
no.
1,523,028
1,449,341
1,538,299
6.1
analytical determinations on total waste water -  
main Group Companies (129)
no.
448,829
478,361
514,724
7.6
(*) The 2021 figures for Publiacqua have been adjusted following consolidation.
Acea Group • Sustainability Report 2022
277

ANALYTICAL DETERMINATIONS ON DRINKING WATER AND 
WASTEWATER OF OPERATING COMPANIES IN THE NFS SCOPE 
(ACEA ATO 2, ACEA ATO 5, GESESA, GORI, ADF) - SUMMARY 
DATA
u. m.
2020
2021
2022
Δ%
2022/2021
analytical determinations on drinking water of Acea Ato 2, Acea Ato 5, 
Gesesa, Gori and AdF (130)
no.
769,888
738,488
739,549
0.1
analytical determinations on waste water of Acea Ato 2, Acea Ato 5, Gori, 
Gesesa and AdF (131)
no.
252,160
274,478
299,995
9.3
ANALYTICAL DETERMINATIONS ACEA ATO 2
u. m.
2020
2021
2022
Δ%
2022/2021
analytical determinations on Acea Ato 2 drinking water (132)
no.
365,633
346,164
365,546
5.6
analytical determinations on Acea Ato 2 waste water (133)
no.
124,625
127,417
135,906
6.7
ANALYTICAL DETERMINATIONS ACEA ATO 5
u. m.
2020
2021
2022
Δ%
2022/2021
analytical determinations on Acea Ato 5 drinking water (134)
no.
116,327
105,430
107,420
1.9
analytical determinations on Acea Ato 5 waste water (135)
no.
43,812
40,636
67,810
66.9
GESESA ANALYTICAL DETERMINATIONS
u. m.
2020
2021
2022
Δ%
2022/2021
analytical determinations on Gesesa drinking water (136)
no.
9,372
11,955
12,307
2.9
analytical determinations on Gesesa waste water (137)
no.
5,736
11,448
12,234
6.9
GORI ANALYTICAL DETERMINATIONS
u. m.
2020
2021
2022
Δ%
2022/2021
analytical determinations on Gori drinking water (138)
no.
141,288
136,156
132,538
-2.7
analytical determinations on Gori waste water (139)
no.
25,499
43,270
43,564
0.7
ADF ANALYTICAL DETERMINATIONS
u. m.
2020
2021
2022
Δ%
2022/2021
analytical determinations on AdF drinking water (140)
no.
137,268
138,783
121,738
-12.3
analytical determinations on AdF waste water (141)
no.
52,488
51,707
40,481
-21.7
RESOURCES USED - ENERGY AREA
The data on the resources used refer to Acea Produzione, Ecogena, Deco sites, Acea Ambiente’s waste-to-energy plants and Areti. 
GENERATION, TRANSPORT AND SALE OF ELECTRICITY AND 
HEAT, PUBLIC LIGHTING (*)
u. m.
2020
2021
2022
Δ%
2022/2021
natural gas
electricity generation and heat 
(142) = (143+144)
Nm3 x 1,000
29,005
31,329
30,308
-3.3
thermoelectric and heat production (143)
Nm3 x 1,000
26,129
27,208
26,687
-1.9
Tor di Valle – high-efficiency cogeneration (CAR)
Nm3 x 1,000
22,272
23,912
24,131
0.9
Ecogena Plants
Nm3 x 1,000
3,857
3,296
2,557
-22.4
waste-to-energy (144)
Nm3 x 1,000
2,876
4,122
3,621
-12.1
San Vittore del Lazio waste-to-energy plant
Nm3 x 1,000
2,486
3,764
3,244
-13.8
Terni waste-to-energy plant 
Nm3 x 1,000
390
358
377
5.3
diesel for thermoelectric generation
Thermoelectric production (145)
l x 1,000
639
707
937
32.5
Montemartini power plant 
l x 1,000
587
647
883
36.6
San Vittore del Lazio and Terni plants 
l x 1,000
52
60
54
-11.0
278
Environmental accounts

RDF (Refuse-Derived Fuel) processed
San Vittore del Lazio waste-to-energy plant (146)
t x 1,000
319.122
307.391
289.550
-5.8
waste-to-energy paper mill pulper
Terni waste-to-energy plant (147)
t x 1,000
90.215
99.730
97.796
-1.9
biogas for the production of electricity
Composting and waste management plants (148)
Nm3 x 1,000
15,649
17,633
20,207
14.6
Orvieto plant 
Nm3 x 1,000
10,867
9,131
8,462
-7.3
Aprilia plant
Nm3 x 1,000
2,578.47
6,090.45
7,012.98
15.1
Monterotondo Marittimo plant
Nm3 x 1,000
2,203.46
2,411.22
2,645.82
9.7%
Deco sites
Nm3 x 1,000
-
-
2,086
-
water
derivation from hydroelectric production (149)
Mm3
2,926
3,894
2,672.24
-31.4
process water (150)
Mm3
0.26
0.24
0.27
12.5
water for civilian/sanitary uses (151)
Mm3
0.30
0.33
0.31
-5.9
miscellaneous materials 
dielectric mineral oil in operation (152)
t
10,216
10,122
10,215
0.9
dielectric mineral oil - reintegrations 
t
1.19
1.19
1.34
13.1
SF6 in operation (153)
t
22.85
22.87
22.81
-0.3
SF6 - replenishments 
t
0.37
0.30
0.21
-29.6
cooling fluids (HCFC type) in operation (154) 
t
1.68
1.78
1.78
-
cooling fluids (HCFC type) - reintegrations 
t
0.00035
0.00000
0.00050
-
miscellaneous chemicals (155)
kg
9,788,481
10,898,850
11,315,365
3.8
sodium chloride
kg
9,000
9,000
12,750
41.7
sodium hydroxide (caustic soda) 
kg
247,640
173,260
186,130
7.4
sodium bicarbonate
kg
7,140,770
8,333,700
8,707,070
4.5
hydrochloric acid 
kg
255,680
219,480
236,970
8.0
ammonia solution
kg
598,950
526,850
582,250
10.5
activated carbon
kg
468,160
673,040
668,120
-0.7
carbamine
kg
228,820
190,220
257,735
35.5
other (for TLR and waste-to-energy)
kg
839,461
773,300
664,340
-14.1
miscellaneous oils and greases/lubricants (156)
kg
37,844
28,434
47,857
68.3
electricity 
consumption for electrical distribution (157) = (32)
GWh
563.70
593.35
653.62
10.2
consumption for electricity production (158) = (1)-(2)
GWh
71.43
79.48
76.18
-4.2
consumption for offices (50% of the electricity consumed by the Parent Company) 
(159)
GWh
5.13
5.38
5.47
1.7
other consumption (160)
GWh
1.32
1.33
1.16
-12.8
other personal uses (161)
GWh
35.80
30.71
28.94
-5.8
total (162) = (157+158+159+160+161)
GWh
677.38
710.25
765.37
7.8
public lighting
consumption for Public Lighting (163)
GWh
66.96
67.33
67.42
0.1
(*) Some figures for the 2020-2021 two-year period have been adjusted for consolidation. 
Acea Group • Sustainability Report 2022
279

RESOURCES USED - ENVIRONMENT AREA
The data refer to Acea Ambiente's three composting plants in Aprilia, Monterotondo Marittimo, and Sabaudia, the waste management hub 
in Orvieto, the Grasciano hub operated by Deco, sites owned by Deco, the Bio Ecologia site, the Berg plant, and the four Acque Industriali 
plants in Pagnana, Pontedera, Poggibonsi, and San Jacopo, which have partially ceased operations.
ORVIETO HUB WASTE MANAGEMENT AND DECO SITES 
u. m.
2020
2021
2022
Δ%
2022/2021
miscellaneous chemicals (164) 
t
79.5
84.4
64.6
-16.3
oils and lubricants (164b)
t
20.0
22.0
26.9
22.2
electricity (165)
GWh
4.398
4.476
14.676
227.9
diesel (166)
l
229,533
262,762
278,843
6.1
process water (167)
m3
18,732
22,593
23,225
284.5
water for civilian/sanitary uses (168)
m3
1,230
1,055
2,661
152.2
COMPOST PRODUCTION
u. m.
2020
2021
2022
Δ%
2022/2021
miscellaneous chemicals (posting plants of Aprilia, Monterotondo Maritti-
mo and Sabaudia) (169) 
t
540.45
1,694.72
1,976.59
16.6
electricity (composting plants of Aprilia, Monterotondo Marittimo and 
Sabaudia) (170)
GWh
4.039
2.266
0.874
-61.4
diesel (composting plants of Aprilia, Monterotondo Marittimo and Sabau-
dia) (171)
l x 1,000
220.73
286.31
320.57
12.0
process water (composting plants of Aprilia, Monterotondo Marittimo and 
Sabaudia) (172) (*) 
m3
26,673.0
35,337.0
37,591.6
6.4
water for civil use (composting plants of Aprilia, Monterotondo Marittimo 
and Sabaudia) (173)
m3
2,330
2,650
3,100
17.0
(*) The figures for the 2020-2021 two year period have been adjusted after the final calculations.
DISPOSAL OF  WASTE FROM ACQUE INDUSTRIALI (AI), BERG 
AND BIO ECOLOGIA PLANT (*)
u. m.
2020
2021
2022
Δ%
2022/2021
miscellaneous chemicals (AI plants - Pagnana, Pontedera and Poggibonsi, 
Berg and Bio Ecologia plant) (174) 
t
2,728.8
2,301.5
1,915.4
-16.8
electricity (AI plants - Pagnana, Pontedera Poggibonsi - Berg and Bio 
Ecologia plant) (175)
GWh
3.159
3.023
2.702
-0.1
methane (AI and Berg plants) (176)
Sm3
25,079
38,315
41,280
7.7
diesel fuel (Berg and Bio Ecologia plant) (177)
l
8,436
6,775
6,098
-10.0
LSC (Low Sulphur Content) combustible oil (Pontedera plant) (178)
t
0.049
0.031
0.000
-
LPG (Pontedera plant) (178 A)
t
-
18.361
21.989
19.8
process water (AI plants - Pagnana, Pontedera Poggibonsi, San Jacopo - 
Berg and Bio Ecologia plant) (179)
m3
71,401
70,140
75,436
7.6
water for civil use (AI plants - Pagnana, Pontedera Poggibonsi, San Jacopo - 
Berg and Bio Ecologia plant) (180)
m3
747
619
464
-25.0
(*) Some figures from the previous two-year period have been adjusted after the final calculations.
280
Environmental accounts

RESOURCES USED - WATER SEGMENT
The data refers to the Water Companies of the Group included in the reporting scope of the Consolidated Non-Financial Statement (NFS, 
pursuant to Legislative Decree no. 254/2016): Acea Ato 2, Acea Ato 5, Gesesa, Gori and AdF.
COLLECTION, SUPPLY AND DISTRIBUTION OF DRINKING AND 
NON-DRINKING WATER (*)
u. m.
2020
2021
2022
Δ%
2022/2021
reagents for purification and disinfection (181)
t
3,689.0
4,560.7
4,514.7
-1.0
reagents for chemical analyses (182)
t
1.65
1.55
1.69
9.0
gas for chemical analyses (183)
MNm3
5.79
6.30
4.77
-24.4
cooling fluids (HCFC type) in operation (184) = (154)
t
1.68
1.78
1.78
-
cooling fluids (HCFC type) - reintegrations 
t
0.00035
0.00000
0.00050
-
total electricity consumed (185)
GWh
483.18
446.52
455.52
1.8
water pumping plants (186)
GWh
476.66
439.65
448.49
1.8
offices/personal use (50% of energy consumed by the Parent Company)  
(187) = (159)
GWh
5.13
5.38
5.47
1.7
chemical laboratory (188)
GWh
1.40
1.49
1.56
4.6
drinking water
total drinking water consumed (189)
Mm3
2.31
2.12
2.19
3.1
civilian/sanitary uses 
Mm3
2.14
1.92
2.00
4.1
offices (50% of the drinking water consumed by the Parent Company)
Mm3
0.17
0.20
0.19
-6.1
non-drinking water
total non-drinking water consumed (190)
Mm3
0.48
2.16
2.33
7.6
process uses
Mm3
0.48
2.16
2.33
7.6
(*) Some figures for the 2020-2021 two-year period have been adjusted following consolidation.
(**) It is water recovered from treatment plants.
WASTEWATER TREATMENT (*)
u. m.
2020
2021
2022
Δ%
2022/2021
miscellaneous materials and natural resources
reagents for purification waste water (191)
t
15,894
17,600
17,130
-2.7
polyelectrolyte for sludge dehydration 
t
2,507
2,472
3,467
40.2
sodium hypochlorite for final disinfection 
t
3,981
4,244
3,327
-21.6
ferric chloride for sludge dehydration
t
462
1,008
1,046
3.8
peracetic acid
t
4,075
5,382
4,814
-10.5
other (anti-foaming etc.)
t
4,786
4,363
4,316
-1.1
reagent kit for on-site controls (192)
no.
113,136
100,461
98,375
-2.1
oil and fat (193)
t
9.3
16.1
14.9
-7.7
electricity 
sewerage and purification (194)
GWh
250.5
273.3
271.2
-0.8
fuels
Methane for processes (dryers and other processes) (195)
Nm3 x 1,000
3,058.8
3,527.2
3,779.6
7.2
diesel for processes and generators (196)
lx1.000
226.5
69.0
146.2
112.0
petrol for processes and generators (197)
lx1.000
2.6
3.4
3.8
9.8
biogas produced and consumed on site (198)
Nm3 x 1,000
5,320.7
3,282.3
3,316.3
1.0
(*) Some figures for the 2020-2021 two-year period have been adjusted following consolidation. 
Acea Group • Sustainability Report 2022
281

FUEL USED BY THE MAIN GROUP COMPANIES FOR TRANSPORT AND HEATING
The figures refer to all the Companies in the NFS reporting scope.
TYPE OF FUEL (*)
u. m.
2020
2021
2022
Δ%
2022/2021
transport (car fleet) 
petrol (199)
l x 1,000
225.3
562.1
884.2
57.3
diesel (200)
l x 1,000
3,461.8
3,452.1
3,353.9
-2.8
methane (201)
Nm3 x1,000
0.6
0.7
0.4
-48.7
LPG (202)
l x 1,000
18.6
24.5
22.0
-10.2
heating 
diesel (203)
l x 1,000
0.9
0.0
0.0
-
methane (204)
Nm3 x 1000
387.3
408.4
334.6
-18.1
LPG (205)
l x 1,000
33.9
25.9
26.0
0.3
(*) Some figures for the 2020-2021 two-year period have been adjusted following consolidation.
EMISSIONS AND WASTE - ENERGY AREA
The data on the emissions and waste refer to Acea Produzione, Ecogena, to the waste-to-energy plants of Acea Ambiente and Areti.
ATMOSPHERIC EMISSIONS
u. m.
2020
2021
2022
Δ%
2022/2021
CO2 (206) = (207+208+209+210+211) (*)
t
405,882
394,109
394,300
-
Acea Produzione (207)
t
45,773
53,551
56,724
5.9
Ecogena (208)
9,650
7,829
5,191
-33.7
Areti and Acea Produzione – SF reinstatements₆ (209)
t
8,695
7,045
4,959
-29.6
HCFC replenishment (210)
t
0.7
0.0
1.0
-
waste-to-energy (211)
t
341,763
325,684
327,426
0.5
NOx (212) = (213+214)
t
190.67
198.11
191.30
-3.4
Acea Produzione (213)
t
20.83
26.05
27.56
5.8
waste-to-energy (214)
t
169.84
172.06
163.74
-4.8
CO (215) = (216+217)
t
8.34
7.68
5.95
-22.5
Acea Produzione (216)
t
6.12
4.13
2.90
-29.7
waste-to-energy (217)
t
2.22
3.55
3.05
-14.0
SO₂ (218) = (219+220)
t
0.90
1.60
1.51
-5.1
Acea Produzione (219)
t
0.02
0.02
0.03
46.6
waste-to-energy (220)
t
0.88
1.57
1.48
-5.9
dust (221) = (222+223)
t
0.60
0.74
0.36
-52.3
Acea Produzione (222)
t
0.03
0.03
0.05
45.4
waste-to-energy (223)
t
0.57
0.71
0.31
-56.7
HCl (224)
t
3.12
3.07
2.91
-5.2
HF (225)
t
0.06
0.08
0.11
34.1
organic carbon (226)
t
1.07
0.58
0.52
-11.6
(*) Some figures from the 2020-2021 two-year period have been adjusted after the final calculations, in particular, the ETS data after certification. 
282
Environmental accounts

OTHER EMISSIONS AND WASTE 
u. m.
2020
2021
2022
Δ%
2022/2021
waste water treated (227)
Mm3
0.0241
0.0200
0.0252
26.5%
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
WASTE (*)
u. m.
2020
2021
2022
Δ%
2022/2021
hazardous waste - excluding waste-to-energy area (228)
t
854.0
1,705.0
2,025.5
18.8
energy area production 
t
853.4
1,704.4
2,025.2
18.8
proportion for the activities performed by the Parent Company (**)
t
0.6
0.6
0.3
-54.2
hazardous waste from waste-to-energy (229)
t
64,885.4
64,672.5
69,624.4
7.7
non-hazardous waste – excluding waste-to-energy area (230)
t
902.8
1,257.5
824.9
-34.4
energy area production 
t
874.4
1,223.4
793.9
-35.1
proportion for the activities performed by the Parent Company (**)
t
28.4
34.1
31.0
-9.1
non-hazardous waste from waste-to-energy (231)
t
22,633.3
28,092.9
24,196.4
-13.9
(*) Some figures for the 2020-2021 two-year period have been adjusted following the final calculations 
(**) The portion is equal to 50% of the waste produced by the Parent Company.
EMISSIONS AND WASTE - ENVIRONMENT AREA
The data refer to Acea Ambiente's three composting plants located in Aprilia in Monterotondo Marittimo and Sabaudia, the waste manage-
ment hub in Orvieto and the sites owned and managed by Deco (including Grasciano2 owned by Acea Ambiente), the Bio Ecologia plant, 
Berg, and Acque Industriali's four plants in Pagnana, Pontedera, Poggibonsi, and San Jacopo, which are partly closed as of 2022.
ORVIETO WASTE HUB AND DECO SITES, COMPOSTING PLANTS (*)
u. m.
2020
2021
2022
Δ%
2022/2021
hazardous waste Orvieto hub (232)
t
11.4
12.3
12.5
1.8
non-hazardous waste Orvieto hub including leachate (233)
t
20,386.7
23,758.0
19,084.1
-19.7
hazardous waste Deco sites (234) 
t
-
-
10.5
-
non-hazardous waste Deco sites including leachate (235) 
t
-
-
21,424.0
-
hazardous waste - composting plants of Aprilia, Monterotondo Marittimo 
and Sabaudia (236)
t
3,672.5
221.2
38.0
-82.8
non-hazardous waste – composting plants of Aprilia, Monterotondo Maritti-
mo and Sabaudia (237)
t
27,984.0
40,469.8
46,257.5
14.3
(*) Some figures from the previous two-year period have been updated after the final calculations.
ATMOSPHERIC EMISSIONS – ORVIETO AND COMPOST PLANTS 
u. m.
2020
2021
2022
Δ%
2022/2021
CO2 (238)
t
1,349
1,644
1,743
6.0
particles (239)
t
0.274
0.613
0.720
17.3
total organic compounds (TOCs) (240) 
t
0.927 
1.049 
1.841
75.5
ammonia (241)
t
3.711
3.933
1.956
-77.3
volatile inorganic compounds (VICs) (242)
t
1.941
0.420
0.544
29.3
Acea Group • Sustainability Report 2022
283

ATMOSPHERIC EMISSIONS - DECO SITES
u. m.
2020
2021
2022
Δ%
2022/2021
CO2 (243)
t
-
-
1.5
-
particles (244)
t
-
-
0.860
-
hydrochloric acid (245)
t
-
-
0.035
-
hydrofluoric acid (246)
t
-
-
0.004
-
Hydrogen Sulphide (247)
t
-
-
0.015
-
SOx (248)
t
-
-
0.095
-
NOx (249)
t
-
-
6.082
-
CO (250)
t
-
-
1.390
-
Total Organic Carbon (TOC) (251)
t
-
-
0.111
-
ammonia (252)
t
-
-
0.346
-
VOCs (253)
t
-
-
63.916
-
Cd (254)
t
-
-
0.00007
-
Hg (255)
t
-
-
0.00007
-
heavy metals (256)
t
-
-
0.00245
-
PLANT WASTE BIO ECOLOGIA
u. m.
2020
2021
2022
Δ%
2022/2021
hazardous waste Bio Ecologia plant (257)
t
6.7
5.7
5.6
-2.2
non-hazardous waste Bio Ecologia plant (258)
t
5,996.0
6,330.6
6,192.5
-2.2
ATMOSPHERIC EMISSIONS - BIO ECOLOGIA PLANT
u. m.
2020
2021
2022
Δ%
2022/2021
CO2 (259)
t
1.8
2.3
1.8
-21.7
BERG’S WASTE
u. m.
2020
2021
2022
Δ%
2022/2021
hazardous waste (260)
t
1,077.7
613.7
407.1
-33.7
non-hazardous waste (261)
t
2,901.1
2,526.9
2,179.6
-13.7
ATMOSPHERIC EMISSIONS – BERG (*)
u. m.
2020
2021
2022
Δ%
2022/2021
CO2 (262)
t
20.0
15.7
14.5
-7.6
particles (263)
t
0.113
0.037
0.033
-11.1
organic carbon (264)
t
1.060
0.747
0.673
-9.9
hydrogen sulphide and mercaptans (265)
t
0.001
0.001
0.011
-
ammonia (266)
t
0.040
0.076
0.062
-17.9
(*) Some figures for the 2020-2021 two-year period have been adjusted following the final calculations 
INDUSTRIAL WASTE WATER
u. m.
2020
2021
2022
Δ%
2022/2021
hazardous waste Pagnana plant (267)
t
0.11
0.35
0.00
-
non-hazardous waste of Pagnana, Pontedera, Poggibonsi and San Jacopo 
(268)
t
2,515.8
1,470.5
618.5
-57.9
ATMOSPHERIC EMISSIONS – ACQUE INDUSTRIALI
u. m.
2020
2021
2022
Δ%
2022/2021
CO2 (269)
t
204.2
229.6
143.4
-37.5
Hydrogen Sulphide (270)
t
0.019
0.015
0.015
-
ammonia (271)
t
0.038
0.011
0.002
-78.6
284
Environmental accounts

EMISSIONS AND WASTE - WATER SEGMENT
The data refers to the Acea Ato 2, Acea Ato 5, Gesesa, Gori and AdF water Companies.
WASTE PRODUCED (*)
u. m.
2020
2021
2022
Δ%
2022/2021
specific process waste from treatment of waste water (**)
total purification sludge (272) = (273+274+275+276+277)
t
125,850
152,979
160,294
4.8
Acea Ato 2 purification sludge (273)
t
78,934
66,605
63,279
-5.0
Acea Ato 5 purification sludge (274)
t
9,408
13,803
12,474
-9.6
Gesesa purification sludge (275)
t
969
699
940
34.5
Gori purification sludge (276)
t
29,246
65,635
78,703
19.9
AdF purification sludge (277)
t
7,292
6,238
4,898
-21.5
total sand and slabs from purification (278) = (279+280+281+282+283)
t
12,907
14,203
15,477
9.0
Acea Ato 2 sand and slabs (279)
t
9,494
8,359
9,105
8.9
Acea Ato 5 sand and slabs (280)
t
101
225
176
-22.0
Gesesa sand and slabs (281)
t
71
10
66
552.2
Gori sand and slabs (282)
t
2,515
4,597
5,235
13.9
AdF sand and slabs (283)
t
724
1,012
896
-11.4
other waste from treatment (284)
other Acea Ato 2 
t
1,137
1,957
1,610
-17.8
other Acea Ato 5 
t
6,524
5,441
4,305
-20.9
other Gesesa 
t
0
0
0
-
other Gori 
t
80
148
166
12.3
other AdF 
t
0
0
0
-
extra process waste
total hazardous waste (285) = (286+287+288+289+290+291)
t
175.2
309.5
213.8
-30.9
Acea Elabori (286)
t
15.9
16.6
15.7
-5.5
Acea Ato 2 (287)
t
82.9
188.9
168.2
-10.9
Acea Ato 5 (288)
t
0.9
0.4
1.2
215.4
Gori (289)
t
33.7
51.0
19.3
-62.2
AdF (290)
t
41.2
52.0
9.1
-82.5
Proportion for the activities performed by the Parent Company (291) (***)
t
0.63
0.59
0.27
-54.2
total non-hazardous waste (292) = (293+294+295+296+297+298)
t
5,665
1,748
1,626
-5.9
Acea Ato 2 and Elabori (293)
t
2,363
1,039
1,238
19.1
Acea Ato 5 (294)
t
43
26
44
70.3
Gesesa (295)
t
0
0
0
-
Gori (296)
t
213
129
87
-32.5
AdF (297)
t
3,017
499
226
-54.7
Proportion for the activities performed by the Parent Company (298) (***)
t
28
34
31
-9.1
other emissions and waste 
CO2 from dryers and generators (299)
t
6,979
7,478
8,309
11.1
CO2 from HCFC replenishment (300)
t
0.7
0.0
1.0
-
noise
dB
monitored
commitment to maintain the value below the legal limit
odours
monitored
commitment to maintain the value below the limit of per-
ception and in the areas adjacent to the treatment plants
(*) Some figures for the 2020-2021 two-year period have been updated following consolidation. 
(**) All process waste from 2022 was non-hazardous except for 200 t of sludge produced by Gesesa and 50 t of oil mixture produced by Gori.
(***) The portion is equal to 50% of the waste produced by the Parent Company.
Acea Group • Sustainability Report 2022
285

THE EMISSIONS OF CARBON DIOXIDE FROM TRANSPORT AND PACKAGING
The figures refer to all the Companies in the NFS reporting scope. 
GROUP COMPANIES (*)
u. m.
2020
2021
2022
Δ%
2022/2021
transport 
CO₂ (301)
t
9,705
10,533
11,065
5.0
heating
CO₂ (302)
t
872
881
755
-14.3
(*) Some figures for the previous two-year period have been adjusted following consolidation and for the inclusion of new companies in the NFS scope.
KEY ENVIRONMENTAL PERFORMANCE INDICATORS (KPI) – ENERGY AREA
Environmental Key Performance Indicators. 
INDICATOR
u. m.
2020
2021
2022
energy used for the processes (*)
A consumption in the distribution of electricity
TJoule
(GWh)
1,076.7
(299.1)
1,112.0
(308.9)
1,161.1
(322.5)
B consumption in the production of electricity 
257.1
(71.4)
286.1
(79.5)
274.2
(76.2)
C heat lost in the district heating network 
99.8
27.7
86.2
(23.9)
76.7
(21.3)
D consumption for public lighting 
241.1
(67.0)
242.4
(67.3)
242.7
(67.4)
E Environment Area consumption 
41.7
(11.6)
35.2
(9.8)
26.4
(7.3)
F water distribution 
1,721.0
(478.1)
1,590.9
(441.1)
1,620.2
(450.1)
G water purification 
901.8
(250.5)
983.7
(273.3)
976.3
(271.2)
H electricity for offices 
36.9
(10.3)
38.7
(10.8)
39.4
(10.9)
I consumption for heating offices
15.1
(4.2)
15.6
(4.3)
13.3
(3.7)
L water area dryer consumption 
113.8
(31.6)
129.7
(36.0)
140.7
(39.1)
M layoffs 
132.0
(36.7)
143.2
(39.8)
150.0
(41.7)
total consumption = indirect consumption + consumption through mobility + 
heating
4,637.0
(1,288.1)
4,663.7
(1,295.5)
4,721.0
(1,311.4)
EMISSIONS, EFFLUENTS AND WASTE 
greenhouse-gas emissions (CO₂)
t
425,014
414,893
416,335
SO₂, NOx emissions and other significant gases by type from the Energy Area
NOx 
t
190.67
198.11
191.30
CO 
t
8.34
7.68
5.95
SO₂ 
t
0.90
1.60
1.51
286
Environmental accounts

Acea emission/production indicators (Acea Produzione and Acea Ambiente - 
waste-to-energy)
NOx /thermoelectric production
g/kWh
0.44
0.43
0.42
CO₂/thermoelectric production
g/kWh
884
817
850
CO₂/Acea Produzione thermoelectric production
g/kWh
497
497
494
Co₂/thermoelectric production including Acea Produzione thermal energy
g/kWh
243
265
266
CO₂/total Acea Produzione production, including thermal production (**)
g/kWh
72
74
87
CO₂/gross total production (**)
g/kWh
418
333
408
CO₂/total gross production, including thermal energy (**)
g/kWh
154
146
176
SO₂/thermoelectric production
g/kWh
0
0
0
PRODUCTS AND SERVICES: electricity
performance of the electrical production process of Acea Produzione
gross average performance thermoelectric production 
%
41.9
40.3
40.3
Tor di Valle power plant (electrical performance cogeneration only)
42.4
40.6
40.7
Montemartini power plant
26.1
26.3
25.7
gross average thermoelectric production out included thermal energy recovered 
70.2
70.1
67.6
gross average performance hydroelectric production 
83.5
82.4
83.5
gross average hydroelectric production 
75.3
74.0
72.5
gross average thermoelectric production, including recovered thermal energy 
80.8
80.1
80.2
performance of the electrical production process - waste-to-energy plants
San Vittore in Lazio
SRF produced/gross energy produced
kt/GWh
1.185
1.148
1.152
gross performance SRF conversion into electricity 
kWh/kg SRF 
0.84
0.87
0.87
electrical efficiency 
%
19.2
20.2
19.6
total waste produced/hours worked 
t/h
3.18
3.28
3.56
Terni
gross performance Pulper conversion into electricity 
kWh/kg pulper 
waste 
0.85
0.89
0.88
electrical efficiency 
%
10.5
11.4
9.2
total waste produced/hours worked 
t/h
1.7
1.7
1.6
performance of the electrical production process - photovoltaic energy
average efficiency photovoltaic modules
%
14.0
14.0
14.0
other indicators (territory, public lighting, controls, losses)
protection of the territory
(total length of HV cable lines/(length of overhead HV lines + cable lines) x 100
%
46.3
47.0
49.3
public lighting illumination efficiency 
Lumen/kWh
30.0
30.0
27.8
average performance of installed lamps (electrical power)
Lumen/W
127.9
(15,716 kW)
127.8
(15,809 kW)
89.7
(20,920 kW)
specific consumption per lamp (kWh/no. lamps)
kWh/ 
No. lamps
295.46
(226,635)
295.77
(227,635)
291.44
(231,347)
percentage of illuminated roads 
% (km of roads 
illuminated/ 
total km of 
roads)
89.1
(6,338/7,110)
89.6
(6,368/7,110)
89.1 
(6,461/7,252)
reintegrations of SF₆/km electricity distribution network
kg/km
0.0118
0.0094
0.0065
total loss of electrical energy (***)
% energy 
requested
5.8
6.0
6.5
(*) The figures for the previous two-year period have been updated for data consolidation.
(**) The denominator also includes PV energy produced by the subsidiary and is not fully consolidated.
(***) The total losses of electricity include: transformation losses, transport losses and commercial losses, these last due to fraud and incorrect readings.
Acea Group • Sustainability Report 2022
287

KEY ENVIRONMENTAL PERFORMANCE INDICATORS (KPI) – WATER SEGMENT
Environmental Key Performance Indicators.
INDICATOR (*)
u. m.
2020
2021
2022
WATER SERVICE
Energy consumption on water delivered and billed
total electricity consumption in MWh/total water delivered and billed in Mm3
MWh/Mm3
1.52
1.48
1.52
carbon footprint
total CO₂/m3 of water supplied (integrated water services) (**)
kgCO₂/m3
0.51
0.47
0.48
CO₂/m3 of water supplied (water distribution process)
kgCO₂/m3
0.33
0.29
0.30
CO₂/m3 of water treated (purification process)
kgCO₂/m3
0.12
0.11
0.11
PRODUCT: DRINKING WATER
Acea Ato 2 network 
specific electricity consumption per input in the water network(***) 
kWh/m3
0.275
0.263
0.284
intensity of the checks on drinking water distributed 
No./Mm3
917
863
912
drinking water additive index
g/m3
7.2
9.0
9.3
Acea Ato 5 network
specific electricity consumption per input in the water network(***) 
kWh/m3
0.511
0.486
0.537
intensity of the checks on drinking water distributed 
No./Mm3
3,068
2,721
2,746
drinking water additive index
g/m3
7.4
7.1
7.1
Gesesa network
specific electricity consumption per input in the water network(***) 
kWh/m3
0.534
0.476
0.497
intensity of the checks on drinking water distributed 
No./Mm3
1,213
1,462
1,568
drinking water additive index 
g/m3
7.2
4.4
6.7
Gori network 
specific electricity consumption per input in the water network(***) 
kWh/m3
1.001
0.955
0.973
intensity of the checks on drinking water distributed 
No./Mm3
1,613
1,534
1,500
drinking water additive index
g/m3
2.2
2.5
1.5
AdF network
specific electricity consumption per input in the water network(***) 
kWh/m3
0.491
0.477
0.506
intensity of the checks on drinking water distributed 
No./Mm3
3,975
3,751
3,271
drinking water additive index
g/m3
9.0
11.7
9.2
SERVICE: WASTE WATER TREATMENT 
Acea Ato 2
sludge disposed of 
t
78,934
66,605
63,279 
sand and slabs removed 
t
9,494
8,359
9,105
COD input 
t
173,392
143,568
162,320
COD removed 
t
159,487
127,527
146,599
efficiency of COD removal 
%
92
89
90
SST input
t
100,637
 91,904
99,998 
SST removed
t
 93,172 
 84,461 
 95,285 
efficiency of SST removal 
%
93
92
95
efficiency of BOD removal
%
90
90
93
total N input 
(as NH₄ + NO₂ + NO₃ + organic)
t
17,993
15,611
15,567
total N removed
t
13,925
11,649
11,408
efficiency of N removal 
%
77
75
73
Acea Ato 2 wastewater additivation index
g/m3
15.4
17.4
16.5
Acea Ato 2 specific consumption of electricity by purification process
kWh/m3
0.282
0.281
0.295
Acea Ato 5 
sludge disposed of 
t
9,408
13,803
12,474
sand and slabs removed 
t
101
225
176
COD input
t
19,341
11,382
 10,598 
288
Environmental accounts

COD removed
t
18,182
10,457
 9,776 
efficiency of COD removal
%
89 
92
92
total N input
t
1,219
922
836
total N removed
t
827
610
631
efficiency of N removal (NH₄+)
%
69
66
75
SST input
t
10,349
6,167
6,795
SST removed
t
9,993
5,854
6,584
efficiency of SST removal 
%
96
95
97
Acea Ato 5 additivation index
g/m3
33.6
28.8
33.9
Acea Ato 5 specific consumption of electricity by purification process
kWh/m3
0.755
0.682
0.634
Gesesa
sludge disposed of 
t
969.5
698.6
939.6
sand and slabs removed 
t
71.3
10.2
66.3
COD input
t
349
366
325.0
COD removed
t
307
341
292.6
efficiency of COD removal
%
88
93
90
total N input
t
30
13
22
total N removed
t
15
9
10
efficiency of N removal (NH₄+)
%
48
72
45
SST input
t
76
28
25.36
SST removed
t
44
22
16.94
efficiency of SST removal 
%
57.1
77.7
66.8
Gori additive index
g/m3
42.3
47.3
48.0
Gesesa specific consumption of electricity by purification process
kWh/m3
0.849
0.958
1.120
Gori 
sludge disposed of
t
29,246
65,635
78,703
sand and slabs removed 
t
2,515
4,597
5,235
COD input
t
25,650
44,206
44,821
COD removed
t
24,245
42,314
42,073
efficiency of COD removal
%
95
96
94
total N input
t
3,310
4,519
3,098
total N removed
t
3,159
4,303
2,923
efficiency of N removal (NH₄+)
%
95
95
94
SST input
t
6,967
17,118
19,984
SST removed
t
5,932
14,717
17,756
efficiency of SST removal 
%
85
86
89
Gori additivation index
g/m3
36.9
34.7
38.1
Gori specific consumption of electricity by purification process
kWh/m3
0.584
0.464
0.466
AdF
sludge disposed of 
t
7,292
6,238
4,898
sand and slabs removed 
t
724
1,012
896
COD input
t
9,172
7,377
8,215
COD removed
t
8,587
6,792
7,561
efficiency of COD removal
%
94
92
92
total N input
t
866
889
860
total N removed
t
562 
628
701
efficiency of N removal (NH₄+)
%
80
82
82
SST input
t
4,008
3,303
3,469
SST removed
t
3,872
3,107
3,264
efficiency of SST removal 
%
97
94
94
AdF additive index
g/m3
74.0
75.7
105.2
AdF specific consumption of electricity by purification process
kWh/m3
1.008
0.948
0.973
(*) Some figures for the 2020-2021 two-year period have been adjusted following consolidation. 
(**) These are emissions defined as “Scope 2”, in other words resulting from the consumption of electricity by the water Companies in question.
(***) The indicator is calculated as the ratio of electricity used for water pumping systems to water withdrawn from the environment and other systems and fed into the aqueduct 
system. 
Acea Group • Sustainability Report 2022
289

KEY ENVIRONMENTAL PERFORMANCE INDICATORS (KPI) – ENVIRONMENT AREA
Environmental Key Performance Indicators.
INDICATOR (*)
u. m.
2020
2021
2022
non-hazardous waste disposed in landfill/total incoming waste 
t/t
0.64
0.67
0.71
waste disposed of in landfill/energy consumed net of photovoltaic energy
t/MWh
15.39
16.19
18.52
compost produced/incoming waste
t/t
0.08
0.11
0.15
compost produced/consumed electrical energy
kg/kWh
2.19
4.19
7.99
consumed electrical energy/incoming waste in the Pagnana plant
kWh/kg
0.004
0.005
0.006
consumed electrical energy/incoming waste in the Berg plant 
kWh/kg
0.009
0.009
0.012
consumed electrical energy/incoming liquid waste in the Bio Ecologia plant
kg/kWh
0.02
0.01
0.01
chemicals used/incoming waste at the Pagnana plant
kg/t
5.13
7.04
9.65
chemicals used/incoming waste Berg 
kg/t
9.00
7.38
8.61
chemicals consumed/incoming waste in the Bio Ecologia plant
kg/t
6.26
4.97
6.44
recovered water 
(reintegration or first rain)/total water consumed for Environment Area
m3/m3
0.22
0.25
0.18
(*) Some figures for the previous two-year period have been adjusted following consolidation. For data comparability, the 2022 value does not include Deco.
ENVIRONMENTAL COMPLIANCE
INDICATOR 
u. m.
2020
2021
2022
COMPLIANCE - NFS SCOPE (ACEA ATO 2, ACEA ATO 5, GESESA, GORI, ADF) AND MAIN SUBSIDIARIES (ACQUE, UMBRA ACQUE, 
PUBLIACQUA) (*)
non-conformities related to rules/agreements of an environmental nature
no.
67
230
96
penalties paid for non-conformities related to rules/agreements of an environmental nature 
€
195,268
388,094
389,549
COMPLIANCE WITH COMPANY IN NFS SCOPE 
penalties paid for non-conformities related to rules/agreements of an environmental nature
€
43,023
249,562
272,494
significant (**)
€
n/a
n/a
136,700
non-conformities related to rules/agreements of an environmental nature
no.
30
186
56
significant (**)
no.
n/a
n/a
6
(*) The figures for the 2020-2021 two-year period have been adjusted following consolidation of the estimated values.
(**) These are fines above €10,000. Data for 2020-2021 are not available as they were not previously collected.
290
Environmental accounts

EXPLANATORY NOTES TO THE ENVIRONMENTAL ACCOUNTS
The numerical data presented in the Environmental Accounts is 
produced and certified by the competent Functions and has been 
checked as follows:
1. comparison with historical data to highlight and justify possible 
large deviations;
2. at least two repetitions of the acquisition process;
3. feedback to the Departments responsible for the final validation 
of the data.
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 mathemat-
ical result.
Lastly, when the data was measured, an uncertainty estimate to be 
associated with the number was provided.
ADDITIONAL INFORMATION ON THE NUMERICAL DATA PROVIDED IN THE ENVIRONMENTAL ACCOUNTS
PRODUCTS – ENERGY AREA
item no.
explanation – comment
1
Gross total energy produced by Acea Ambiente and Acea Produzione. From 2022, the figure is net of PV production 
from the Subsidiary. The figure is calculated.
2
Electricity produced net of the losses due to just the production phase. From 2022, the figure is net of PV production 
from the Subsidiary. The figure is calculated.
3
Total gross thermal energy. The sum of Acea Produzione and Ecogena's thermal energy. The figure is calculated.
4
Total thermal energy produced, net of losses. The figure is calculated. 
5
Total electricity produced, inclusive of the losses, by the Acea Produzione power plants. Includes thermoelectric and 
hydro- electric energy. The figure is measured with an uncertainty of less than ± 0.5%.
6
Total gross hydroelectric energy. The figure is calculated.
7
Total gross thermoelectric energy. The figure is calculated.
8
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%.
9
Electricity produced by the Acea Produzione power plants net of the losses. The figure is calculated.
10
Gross energy produced by photovoltaic installations. From 2022, the figure is net of PV production from the Subsidiary. 
The figure is measured with an uncertainty of less than ± 0.5%. 
11
Total losses during photovoltaic generating phase, due in particular to joule effect (dissipation during heating) in the 
equipment. Estimated figure.
12
Net photovoltaic electricity made available by the generating installations. From 2022, the figure is net of PV production 
from the Subsidiary. The figure is calculated.
13
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 (SRF – solid recovered 
fuel – for San Vittore del Lazio and paper mill pulp for the Terni plant) is composed of both biodegradable organic 
material, neutral on the balance of the CO2, and by non-biodegradable organic substance (plastic, resins, etc.). In 2022, 
the renewable share for the San Vittore del Lazio plant was equal to 46.8%, the Terni incinerator share to 40.8%. 
14
Self-consumption of the two waste-to-energy plants of San Vittore del Lazio and Terni and initial transformation losses. 
The figure is measured with an uncertainty of less than ± 0.5%.
15
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. The figure is calculated.
16
Electrical energy produced from biogas by the waste management plant in Orvieto and, from 2020, the two composting 
plants in Aprilia and Monterotondo Marittimo (Acea Ambiente) and the Deco sites (owned and operated). The figure is 
calculated.
Acea Group • Sustainability Report 2022
291

17
Self-consumption of biogas production plants, including small dissipations. The figure is measured with an uncertainty 
of less than ± 5%.
18
Net electricity produced from biogas and transferred to the network. The figure is measured with an uncertainty of less 
than ± 5%. 
19
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. 
20
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).
21
Net thermal energy supplied to final clients. The figure, calculated, is obtained from the consumption invoiced. 
22
Gross electricity produced by Ecogena plants. The Prepo facility was returned as of June 2022 due to assignment of the 
contract. The figure is calculated.
23
Gross thermal energy produced by Ecogena plants. The Prepo facility was returned as of June 2022 due to assignment of 
the contract. The figure is calculated.
24
Gross refrigeration energy produced by Ecogena plants. The figure is calculated.
25
Total self-consumption from Ecogena plants. The figure is calculated.
26
Electricity fed into the grid by Ecogena plants. A portion of the electrical output included in self-consumption is used to 
produce the other thermal carriers or for power plant operations. The figure is calculated.
27
Net thermal energy produced by Ecogena plants. The figure is calculated.
28
Net refrigeration energy produced by Ecogena plants. The figure is calculated.
29
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 in Borsa (Stock Exchange) or through bilateral 
agreements. 
30
Electricity supplied by the Single Purchaser and Market, including the amount imported subject to recalculation in 
relation to the ARERA DCO 492/2019/R/eel. 
The figure is measured with an uncertainty of ±0.5%. 
31
Energy requested on the electrical distribution network of Rome and Formello by all the client connected (open market + 
managed service). The figure is estimated.
32
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.
33
Personal use of electricity for the implementation of the distribution activities. The figure is estimated.
34
This is electricity sold to distribution companies. The figure is measured with an uncertainty of ±0.5%. 
35
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 Energia, 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.
36
Net electricity transferred to managed final clients. 
The decrease is the result of the progressive passage of managed service 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.
37
Net electricity sold by Acea ENERGIA on the open market nationally. The figure is estimated. 
38
Net electricity sold by Acea nationally on the open market and the standard service. The figure is calculated. 
39
Natural gas sold by Acea on the national market. The figure is calculated.
40
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. 
41
Total number of measurements/controls performed in favour of the energy area, in particular, of Acea Produzione and 
Areti. The figure is calculated as the sum of the individual determinations carried out by the competent laboratories. 
PRODUCTS – ENVIRONMENT AREA
item no.
explanation – comment
42
Total incoming waste. They are the quantities arriving at the Orvieto plant which include: unsorted municipal solid waste, 
organic fraction, green, non-hazardous industrial waste. The figure is calculated.
43
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.
292
Environmental accounts

44
Waste disposed directly in landfill. The figure is measured with an uncertainty of ±1%.
45
Waste disposed of in landfill after treatment. The figure is measured with an uncertainty of ±1%. 
46
Waste recovered and not sent to landfill. It is glass, paper and cardboard, iron and plastic. The figure is calculated.
47
Compost produced at the Orvieto plant. Thanks to the combination of the anaerobic and aerobic processes, the product 
is Quality Compost. The figure is measured with an uncertainty of ±1%.
48
Reduction due to stabilisation. 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. 
49
Total waste entering Deco sites: some directly to Casoni landfills (owned by Deco) and Grasciano2 landfills (owned by 
Acea Ambiente from 2022), some to the mechanical biological treatment plant. The figure is calculated.
50
Waste disposed of directly in landfills (Casoni and Grasciano2). The figure is calculated.
51
Waste entering the Deco's mechanical biological treatment (MBT) plant. The figure is measured with an uncertainty of 
±1%.
52, 53, 54
Waste that is sent for recovery or disposal at third-party sites after treatment. In 2022, Deco sites produced 96,093 
tonnes of SRF, of which 58% was used at foreign cement plants and 42% at waste-to-energy plants in Italy. The figure is 
calculated. The figure is measured with an uncertainty of ±1%.
55
Reduction due to stabilisation. 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.
56
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.
57
Incoming sludge. It is the quantity of sludge entering the composting plants of Aprilia, Monterotondo Marittimo and 
Sabaudia. The trend of increasing amounts depends on the resumption, after revamping, of the contributions at the 
Monterotondo Marittimo plant. The figure is measured with an uncertainty of ±1%.
58
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%.
59
Organic fraction of municipal solid waste (OFMSW) entering the composting plant of Aprilia and OFMSW and other 
agrifood waste arriving at the Monterotondo Marittimo plant. The figure is calculated.
60
Quality Compost. It is the quantity of quality compost produced at the Aprilia, Monterotondo Marittimo and Sabaudia 
plants. The compost estimate is made based on the quantities transported daily for maturation or to the final storage 
areas. Due to process losses, at the time of sale the compost may be less than estimated. Compost production in 2022 at 
Monterotondo Marittimo was higher mainly due to the introduction of a new, higher-performance screening machine than 
the one used in previous years. Compost at Sabaudia is zero because the plant is at a standstill awaiting authorisation for 
revamping.
61
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%.
62
Reduction due to stabilisation. 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.
63
Liquid waste. Represents the quantity of liquid waste coming into the Bio Ecologia plant. The figure is measured with an 
uncertainty of ±1%.
64
Total wastewater treated in Bio Ecologia treatment plants. In 2022, the figure was significantly reduced as the 
management of the Buonconvento site was taken over by AdF, a Group company in the industrial sector. The figure is 
measured with an uncertainty of ±1%.
65
Total analytical determinations. These are all the analytical measurements made at the Orvieto, Aprilia, Monterotondo 
Marittimo, Sabaudia and Deco sites. The figure is calculated.
66
Total incoming waste. These are the amounts arriving at Acque Industriali’s plants at Pagnana, Pontedera, Poggibonsi and 
San Jacopo. The figure is calculated. Since June 2021, operations at the Poggibonsi plant have been suspended pending 
the issuance of a new IEA. Since February 2020, operations at the San Jacopo plant have been suspended pending the 
determination of further interventions on the plant. The Pontedera site discontinued operations in 2022. Due to these 
factors, the incoming tonnage for 2022 were drastically reduced.
67
Incoming sludge. Represents the quantity of incoming sludge at Acque Industriali’s plants at Pagnana, Pontedera, 
Poggibonsi and San Jacopo. Due to the closure of the Pontedera site in July 2022 and the suspension of the Poggibonsi 
site in the same year, quantities have decreased. At the Pagnana site, quantities have been drastically reduced to preserve 
the wastewater output quality. Once accepted and implemented, an ongoing project involving minor plant modifications 
at Pontedera will enable waste with higher pollutant loads than at present to be processed while maintaining the quality of 
the final discharge. The figure is measured with an uncertainty of ±1%.
68
Liquid waste. This is the amount of liquid waste coming into the Pagnana and Pontedera plants. The figure is calculated.
Acea Group • Sustainability Report 2022
293

69
Sewage and other waste. This is the amount of sewage and other non-hazardous waste. The figure is calculated.
70
Leachate. This is the amount of leachate coming into the Pagnana and Pontedera plants. The figure is measured with an 
uncertainty of ±1%.
71
Ammonium Sulphate produced. This is the amount of quality of Ammonium Sulphate produced at the Pagnana and 
Pontedera plants. The figure is estimated.
72
Treated water before discharge at Acque Industriali facilities. These also include water that is consumed for industrial and/
or civil use inasmuch as there are no distinct meters before discharge. The figure is calculated.
73
Total incoming waste. They are the quantities arriving at the Berg plant. The figure is calculated.
74
Solid incoming waste. They are the quantities arriving at the Berg plant. The figure is calculated.
75
Liquid incoming waste. They are the quantities arriving at the Berg plant. The figure is calculated.
PRODUCTS – WATER SEGMENT
item no.
explanation – comment
76
Total drinking water collected from the environment or from other systems and fed into the aqueduct systems. This is 
the total amount of water collected from the following Group Companies: Acea Ato 2, Acea Ato 5, Gesesa, Gori, AdF, 
Acque, Publiacqua, Umbra Acque. The figure is calculated.
77
Total drinking water supplied and invoiced to the respective clients by the Companies listed under line number 76. The 
figure is estimated. 
78
Total amount of drinking water leaving the system from companies listed under 76. The figure is calculated.
79
Total drinking water collected from the environment or from other systems and fed into the aqueduct systems. This is the 
sum of the water taken from the Companies Acea Ato 2, Acea Ato 5, Gori, Gesesa, AdF. The figure is calculated.
80
Total drinking water supplied and invoiced to the respective clients by the Companies listed under line number 79. The 
figure is estimated.
81
Total amount of drinking water leaving the system from companies listed under 79. The figure is calculated.
82
Total drinking water collected from the environment or other systems by Acea Ato 2 and released into the aqueduct 
system of the Optimal Territorial Area 2 of Central Lazio. The figure is measured with an uncertainty of ±3%. 
83
Total amount of drinking water leaving the Acea Ato 2 aqueduct system. This is the sum of drinking water supplied and 
billed, drinking water authorised and not billed, water exported to other systems and measured drinking water losses. The 
figure is calculated.
84
Total drinking water supplied and billed (in other words measured at the meters, where present) to the customers connected 
to the Acea Ato 2 network. 
85
Total drinking water authorised and not billed in the Acea Ato 2 network. The figure is estimated.
86
Total amount of drinking water exported to other aqueduct systems by Acea Ato 2. The figure for the year is estimated 
and may undergo consolidation after publication.
87
Total Acea Ato 2 drinking water losses. The figure is measured with an uncertainty of ±3%
88
Water losses - Acea Ato 2 network. This is the amount of water lost in the network distribution, calculated as the water 
collected from the environment or from other systems and fed into the network, from which the total water leaving the 
aqueduct system is subtracted. 
89
Acea Ato 2 water losses as a percentage is equal to the value of water losses expressed as a percentage of the total 
withdrawn. They correspond to item M1b of ARERA Resolution 917/17 R/IDR. 
90, 91, 92, 
93, 94 
Respectively: quantity of water collected from the environment and fed into the aqueduct system, leaving the system, 
supplied and billed, authorised and not billed, exported to other aqueduct systems, by Acea Ato 5.
95
Water losses - Acea Ato 5 network. This is the amount of water lost in the network distribution, calculated as the water 
collected from the environment or from other systems and fed into the network, from which the total water leaving the 
aqueduct system is subtracted.
96
Acea Ato 5 water losses as a percentage is equal to the value of water losses expressed as a percentage of the total 
withdrawn. They correspond to item M1b of ARERA Resolution 917/17 R/IDR.
97, 98, 99, 
100, 101 
Respectively: quantity of water collected from the environment and fed into the aqueduct system, leaving the system, 
supplied and billed, authorised and not billed, exported to other aqueduct systems, by Gesesa.
102
Water leaks - Gesesa network. This is the amount of water lost in the network distribution, calculated as the water 
collected from the environment or from other systems and fed into the network, from which the total water leaving the 
aqueduct system is subtracted.
294
Environmental accounts

103
Gesesa water losses as a percentage is equal to the value of water losses expressed as a percentage of the total 
withdrawn. They correspond to item M1b of ARERA Resolution 917/17 R/IDR.
104, 105, 106, 
107, 108
Respectively: quantity of water collected from the environment and fed into the aqueduct system, leaving the system, 
supplied and billed, authorised and not billed, exported to other aqueduct systems, by Gori.
109
Water leaks - Gori network. This is the amount of water lost in the network distribution, calculated as the water collected 
from the environment or from other systems and fed into the network, from which the total water leaving the aqueduct 
system is subtracted.
110
Gori water losses as a percentage is equal to the value of water losses expressed as a percentage of the total withdrawn. 
They correspond to item M1b of ARERA Resolution 917/17 R/IDR.
111, 112, 113, 
114, 115 
Respectively: quantity of water collected from the environment and fed into the aqueduct system, leaving the system, 
supplied and billed, authorised and not billed, exported to other aqueduct systems, by AdF.
116
Total AdF drinking water losses. The figure is measured with an uncertainty of ±3%
117
Water losses - Acea AdF network. This is the amount of water lost in the network distribution, calculated as the water 
collected from the environment or from other systems and fed into the network, from which the total water leaving the 
aqueduct system is subtracted.
118
AdF water losses as a percentage is equal to the value of water losses expressed as a percentage of the total withdrawn. 
They correspond to item M1b of ARERA Resolution 917/17 R/IDR.
119
Total treated waste water in the main treatment plants of the following water Companies of the Group: Acea Ato 2, Acea 
Ato 5, Gesesa, Gori, AdF, Umbra Acque, Publiacqua, Acque. The figure is calculated.
120
Total amount of waste water treated in the main treatment plants of the water companies in the NFS scope: Acea Ato 2, 
Acea Ato 5, Gori AdF and Gesesa.
121
Total waste water sent to the principal treatment plants of Acea Ato 2 and treated. The total figure is calculated. 
122
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.
123
Total waste water sent to the main treatment plants and treated by Acea Ato 5. The figure is calculated.
124
Estimated amount of waste water, for the first time in 2020, used and treated in the main treatment plants of Gesesa 
and treated. The estimate is based on the value of invoicing in 2020. In 2020, the first flow meters were installed.
125
Total amount of waste water sent to the main treatment plants of Gori and treated. The substantial increase in the 
quantities treated in the last few years is linked to the management transfer of several treatment plants from the 
Campania region. In particular, two large treatment plants were transferred in 2021. The total figure is calculated. 
126
Total amount of wastewater sent to the main treatment plants with PE > 10,000 and treated by AdF.
127
Total amount of waste water used in treatment plants and treated by AdF, including the quantities treated in minor plants. 
128
Number of analytical determinations conducted overall on the drinking water by the main Companies of the Acea Group. 
The figure is calculated.
129
Number of analytical determinations conducted overall on the waste water by the main Companies of the Acea Group. 
The figure is calculated.
130
Number of analytical determinations conducted overall on the drinking water by Acea Ato 2, Acea Ato 5, Gori, AdF and 
Gesesa. 
131
Number of analytical determinations conducted overall on the waste water by Acea Ato 2, Acea Ato 5, Gori, AdF and 
Gesesa.
132
Number of analytical determinations conducted overall on the drinking water by Acea Ato 2.
133
Number of analytical determinations conducted overall on the waste water by Acea Ato 2.
134
Number of analytical determinations conducted overall on the drinking water by Acea Ato 5. 
135
Number of analytical determinations conducted overall on the waste water by Acea Ato 5.
136
Number of analytical determinations conducted overall on the drinking water by Gesesa. 
137
Number of analytical determinations conducted overall on the waste water by Gesesa.
138
Number of analytical determinations conducted overall on the drinking water by Gori. 
139
Number of analytical determinations conducted overall on the waste water by Gori.
140
Number of analytical determinations conducted overall on drinking water by Gesesa.
141
Number of analytical determinations conducted overall on waste water by Gesesa.
Acea Group • Sustainability Report 2022
295

RESOURCES USED – ENERGY AREA 
item no.
explanation – comment
142 
Total quantity of natural gas used to generate the electricity and heat at the Acea Produzione and Ecogena 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. 
143
Total amount of natural gas used in the Tor di Valle power plant and the Ecogena plants. The figure is calculated.
144
Total quantity of natural gas used by waste-to-energy plants. The figure is measured with an uncertainty of ± 2%.
145
Total quantity of diesel used to generate electricity at the Montemartini power plant (turbogas) and for operations at the 
waste-to-energy plants of Terni and, for a small part, of San Vittore del Lazio. 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 extraordinary maintenance. The figure is measured with an uncertainty of ± 2%.
146
Quantity of RDF (Refuse-Derived Fuel) sent for waste-to-energy processing in the San Vittore del Lazio plant. The 
figure is measured with an uncertainty of ± 1%. 
147
Quantity of paper mill pulp sent to waste-to-energy in the Terni plant. The figure is measured with an uncertainty of ± 1%. 
148
Amount of biogas produced for the purpose of producing electrical energy. A minimal part is not used and burned in a 
flame. The figure is measured with an uncertainty of ± 1%.
149
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.
150
Total quantity of water used in the industrial processes. The various contributions are due to: reintegration for losses 
in the district heating network; various uses in the waste-to-energy plants of San Vittore del Lazio and Terni (of water 
from aqueducts, wells and recovery of first and second rain recovery). The figure is calculated as the sum of the various 
contributions. 
151
Quantity of aqueduct water used by the Companies included in the energy area, for civilian/sanitary uses. It is 
consumption of Acea Produzione and Areti of the waste-to-energy plants and 50% of the consumption of the Holding 
Company. The figure, calculated, refers to the consumption invoiced.
152
This is the total amount of dielectric mineral oil in Areti's primary and secondary substations, including the amount of oil 
in the Petersen coils installed in some primary substations. From 2022 on, the published data will include the volumes of 
dielectric oil in Acea Produzione's facilities over a three-year period. The figure is estimated. Areti and Acea Produzione 
reinstatement figures are estimated.
153
This is the total amount of gaseous insulation (SF6) in the Areti and Acea Produzione plants. The figure is estimated. 
The figure referred to the reintegrations, also estimated, represents the total quantity of SF6 released ex-novo into the 
production circuit during the year.
154
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. The data refer to the previous year compared to the year as they are based on ISPRA annual 
statements following the publication of the Sustainability Report. Both figures are calculated by attributing all the gas 
supplied overall by the Parent Company to the energy area and the water area in equal parts (50%). 
155
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. The figure is calculated.
156
Quantity of lubricating oils and fats used by Acea Produzione and the Terni waste-to-energy plant. The figure is 
measured with an uncertainty of ± 0.5%.
157
The figure matches Item 28.
158
Matches the difference between Items 1 and 2.
159
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.
160
Consumption of electricity at other sites and plants, including the consumption of the waste-to-energy plants (Terni and 
San Vittore del Lazio). The figure is estimated.
161
Other uses of the electricity in the energy area. The figure is calculated.
162
Total electricity consumer by the product systems included in the energy area. The figure is calculated.
163
Total electricity consumed for public lighting in the municipality of Rome. The figure is calculated based on the 
consistencies of the installations in operation during the year.
296
Environmental accounts

RESOURCES USED – ENVIRONMENT AREA
item no.
explanation – comment
Orvieto plant and Deco sites
164
Total chemical substances used at the Orvieto plant and Deco sites. The figure is calculated. 
(164b)
Amount of hydraulic oils and lubricants used mainly for power generation units at the Orvieto and Deco sites. The data is 
measured with an uncertainty of ±0.5%.
165
Electricity consumed at the Orvieto plant and Deco sites. The considerable increase in 2022 is due to Deco entering the 
NFS scope. The figure is measured with an uncertainty of ±1%. 
166
Total amount of diesel consumed used at the Orvieto plant and Deco sites. The data is measured with an uncertainty of 
±2%.
167
Total water consumed at the Orvieto plant and Deco sites. It is specified that, for the Orvieto plant, this resource comes 
partly from roofs (rainwater) and partly from the riverbed (river water). For Deco sites, this is a surface resource provided 
by the Consorzio di Bonifica. The 2022 figure is much higher due to the entry of Deco sites into the reporting scope, 
which consumed 19,761 cubic meters for industrial use. Orvieto's consumption is in line with previous years. Estimated 
data.
168
Amount of water used for civilian purposes by the Orvieto hub and at Deco sites. It is supplied by tanker trucks for 
Orvieto, since the plant is not connected to the aqueduct. The 2022 figure is affected by the civilian consumption of 
Deco sites, which were added in the year. Estimated data.
Compost Production
169
Total chemical substances used at the Aprilia, Monterotondo Marittimo and Sabaudia plants. The figure is calculated.
170
Electricity consumed at the Aprilia, Monterotondo Marittimo and Sabaudia plants. The significant decrease in 2022 
is primarily attributable to a change in the plant configuration at the Aprilia site and, in particular, optimising the 
administration of the anaerobic digester. The figure is measured with an uncertainty of ±1%.
171
Total quantity of diesel fuel consumed at the Aprilia, Monterotondo Marittimo and Sabaudia plants. Although diesel 
consumption increased in 2022 due to an increase in the amount consumed at the Monterotondo site, the indicator 
"litres of diesel fuel/compost produced" fell by 10% at the same site. The figure is measured with an uncertainty of ± 2%.
172
Quantity of water consumed at the Aprilia, Monterotondo Marittimo and Sabaudia plants. The quantities of water 
recycled are included. The figure is estimated.
173
Quantity of water used for civil purposes in the composting plants of Aprilia, Monterotondo Marittimo and Sabaudia. The 
value is partially estimated.
Liquid waste disposal and Industrial Water treatment at Berg and the Bio Ecologia plant
174
Total chemical substances used at Acque Industriali’s plants in Pagnana, Pontedera and Poggibonsi, and at Berg and the 
Bio Ecologia plant. Any fluctuations that may be evident in the figure from one year to the next depend on the chemical 
composition of incoming waste. Greater chemical complexity can require a greater consumption of chemicals for 
treatment prior to disposal. The figure is calculated.
175
Electricity consumed at Acque Industriali’s plants in Pagnana, Pontedera, Poggibonsi and San Jacopo, and at Berg and 
the Bio Ecologia plant. The figure is measured with an uncertainty of ±1%.
176
Amount of methane consumed at Acque Industriali's Pagnana plant and at Berg. The figure is measured with an 
uncertainty of ±1%.
177
Amount of diesel fuel consumed at the Berg and Bio Ecologia facilities. The figure is calculated.
178
Amount of LSC (Low Sulphur Content) combustible oil at the Pontedera plant. The figure is measured with an 
uncertainty of ±2%. 
In August 2021, the LSC boiler was replaced with a new LPG boiler.
178 A
Amount of LPG consumed by the boiler at the Pontedera plant. The figure is measured with an uncertainty of ±2%. 
179
Amount of water consumed at Acque Industriali’s plants in Pagnana, Pontedera, Poggibonsi and San Jacopo, and at Berg 
and the Bio Ecologia plant. The figure is calculated.
180
Amount of water used for civil purposes at Acque Industriali’s plants in Pagnana, Pontedera, Poggibonsi and San Jacopo, 
and at Berg and the Bio Ecologia plant. The figure is calculated.
Acea Group • Sustainability Report 2022
297

RESOURCES USED – WATER SEGMENT
item no.
explanation – comment
181
The figure represents the sum of the consumption of reagents for the purification and disinfection of water for Acea Ato 2, 
Acea Ato 5, Gori and Gesesa. 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.
182
Total quantity of chemical reagents used by the company Acea Elabori to carry out the official duties, namely the 
analytical checks for the Companies of the Acea Group. The figure is measured.
183
Total volume of pure gases for analysis, used by Acea Elabori. The figure is measured.
184
It represents the total quantity of cooling fluids in operation. The reintegrations indicate 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. The data refer to the previous year compared to the year as they are based on ISPRA annual 
statements following the publication of the Sustainability Report. Both figures are calculated by attributing all the gas 
supplied overall by the Parent Company to the energy area and the water area in equal parts (50%).
185
Total energy consumed in the water area. The figure is calculated.
186
Electricity used for the drinking water and non-potable water pumping stations. The figure is measured with an 
uncertainty of ±1%.
187
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. 
188
Electricity used by Acea Elabori. It includes all the energy related to the various fields of activity of the Company, not 
only the analytical laboratory activities. The figure is calculated. 
189
This is the amount of drinking water for civil/sanitary uses at the offices of Acea S.p.A. (calculated at 50% of the water 
consumed overall by the Parent Company) and for Acea Ato 2, Acea Ato 5, Gori and Gesesa. The figure is calculated.
190
Quantity of water for process uses in Acea Ato 2 and Acea Ato 5. In 2022, only 1% of the quantity used by Acea Ato 5 is 
drinking water, The remaining amount (99%) is water recovered from treatment plants. The figure is calculated.
191
Total quantity of chemicals used in the purification process of waste water including: polyelectrolytes, sodium 
hypochlorite, iron chloride, lime. The figure is calculated.
192
Total number of reagent kits purchased from the Acea Ato 2 waste water treatment plants for additional controls beyond 
analytical testing. The use of the kits responds to the need of the laboratories connected to the treatment plants to be able 
to carry out complex analyses in a simple, fast manner. Acea Ato 2 uses photometers and rapid analysis systems for all the 
parameters of interest and to perform reliable monitoring of waste water legal limits.
193
Total quantity of lubricating oil and fat used for the equipment of the water area (pumps, centrifuges, motors etc.). The 
figure is calculated.
194
Electricity used to run the waste water treatment plants and to operate the sewerage network. The figure is measured 
with an uncertainty of ±1%.
195
Amount of methane used in the treatment processes (for example in the dryers of Acea Ato 2 and Gori and for the 
treatment of sludge through thermochemical hydrolysis in the treatment plants of AdF). The figure is measured with 
an uncertainty of ±2%.
196
Amount of diesel used in the purification and other (for example in the Ostia desiccator of Acea Ato 2 processes and for 
water, sewage and purification generators). The figure is measured with an uncertainty of ±2%.
197
Quantity of petrol used in purification processes and generators. The figure is measured with an uncertainty of ±2%. 
198
Amount of biogas produced and consumed on site, excluding amounts burned in the flare. The figure is measured with an 
uncertainty of ±2%. 
FUELS USED BY THE GROUP (TRANSPORT AND HEATING)
item no.
explanation – comment
199
Total amount of petrol used for the main Companies of the Acea Group car fleet. The data come from the calculations of 
the Group’s Energy managers. After two years marked by the COVID emergency, the increase in 2022 is primarily the 
result of increased operations. The 2021 Defra conversion factor was used to convert units of volume (litres) to units of 
mass (kg). 
200
Total amount of diesel used for the main Companies of the Acea Group car fleet. The data come from the calculations of 
the Group’s Energy managers. The 2021 Defra conversion factor was used to convert units of volume (litres) to units of 
mass (kg). The figure includes the fuel consumed by Aquaser’s vehicles.
298
Environmental accounts

201
Total amount of methane used for the main Companies of the Acea Group car fleet. The data comes from the 
calculations of the Group’s Energy managers.
202
Total amount of LPG (Liquefied Petroleum Gas) used for the main Companies of the Acea Group car fleet. The 2021 Defra 
conversion factor was used to convert units of volume (litres) to units of mass (kg).
203
Total quantity of diesel used for heating work areas and for the supply of the generators. The figure is measured with an 
uncertainty of ± 0.5%.
204
Total quantity of natural gas used for heating the work spaces. The figure is measured with an uncertainty of ± 0.5%.
205
Total quantity of LPG (Liquefied Petroleum Gas) used to heat the work spaces. The figure is measured with an 
uncertainty of ± 0.5%.
EMISSIONS AND WASTE –  ENERGY AREA
item no.
explanation – comment
206
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 SRF and pulper. Includes the equivalent CO2 estimated on the basis of 
the replenishment of SF6 and HCFC refrigerants. Estimated figure.
207
Quantity of carbon dioxide released into the atmosphere by the Acea Produzione power plants. The figure for the year 
preceding reporting is corrected in the year of publication, after ETS certification. The figure is calculated in accordance 
with current legislation.
208
Quantity of carbon dioxide released into the atmosphere by the Ecogena plants. The figure is calculated.
209
Quantity of equivalent CO2 estimated based on the of SF6 replenishment, considering that 1 t of this gas has a heating 
power 23,500 times that of the CO2 (source: GHG Protocol - IPCC Fifth Assessment Report).
210
Quantity of equivalent CO2 estimated on the basis of refrigerant fluid replenishments (HCFCs), considering that 1 t 
of gas has a heating capacity of about 700-2,500 times that of CO2. The value depends on the specific type of gas 
(source: GHG Protocol - IPCC Fifth Assessment Report; for gas mixtures the factor is calculated on the primary 
source). Half of the emissions are allocated to the energy area and half to the water area, as is the case for the quantities 
of refrigerant fluids (HCFCs). The figure coincides with item No. 282. 
211
Quantity of carbon dioxide released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure for 
2021 was recorded following the issue of the ETS certificate. The figure is measured. 
212
Total quantity of nitrogen oxides (NO + NO2) released into the atmosphere as a result of generating thermoelectric 
energy from fossil fuels, and from SRF and 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. 
213
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.
214
Quantity of nitrogen oxides (NO + NO2) released into the atmosphere by the Acea Ambiente waste-to-energy plants. 
The figure is calculated.
215
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.
216
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.
217
Quantity of carbon oxide (CO) released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure 
is calculated.
218
Total quantity of sulphur dioxide (SO2) released into the atmosphere as a result of generating thermoelectric energy from 
fossil fuels and from the waste-to-energy process of SRF and paper mill pulp. The use of methane and diesel with low 
sulphur con- tent in the power plants enables this type of emission to be contained. The figure is calculated.
219
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.
220
Quantity of sulphur dioxide (SO2) released into the atmosphere by the Acea Ambiente waste-to-energy plants. The 
figure is calculated.
Acea Group • Sustainability Report 2022
299

221
Total quantity of dustes (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 
SRF 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.
222
Quantity of dustes released into the atmosphere as a result of generating thermoelectric energy from fossil fuels in the 
Acea Produzione power plants. The figure is calculated.
223
Quantity of dustes released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure is calculated.
224
Quantity of hydrochloric acid (HCl) released into the atmosphere by the Acea Ambiente waste-to-energy plants. The 
figure is calculated.
225
Quantity of hydrofluoric acid (HF) released into the atmosphere by the Acea Ambiente waste-to-energy plants. The 
figure is calculated.
226
Quantity of organic carbon released into the atmosphere by the Acea Ambiente waste-to-energy plants. The figure is 
calculated.
227
Total quantity of waste water, treated, resulting from the thermoelectric energy production activities. The figure is 
measured with an uncertainty of ± 2%.
228
Total quantity of hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed of by the main Companies 
of the Group excluding the waste-to-energy area. The figure is measured with an uncertainty of ±2%.
229
Hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of 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%.
230
Total quantity of non-hazardous waste (pursuant to Italian Legislative Decree no. 152/06) disposed of by the main 
Companies of the Group excluding the waste-to-energy area. The figure is measured with an uncertainty of ±2%.
231
Non-hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by the waste-to-energy area. It is 
essentially heavy ashes and slag resulting from the incineration processes. The figure is measured with an uncertainty of 
±2%.
EMISSIONS AND WASTE – ENVIRONMENT AREA 
item no.
explanation – comment
232
Hazardous waste (pursuant to Legislative Decree no. 152/06) produced by the Orvieto plant. The figure is measured with 
an uncertainty of ±2%.
233
Non-hazardous waste (pursuant to Legislative Decree no. 152/06) produced by the Orvieto plant. The figure is measured 
with an uncertainty of ±2%.
234
Hazardous waste (pursuant to Italian Legislative Decree No. 152/06) produced by the Deco sites. The figure is measured 
with an uncertainty of ±2%. 
235
Non-hazardous waste (pursuant to Italian Legislative Decree No. 152/06) produced by the Deco sites. The figure is 
measured with an uncertainty of ±2%.
236
Hazardous waste (pursuant to Legislative Decree no. 152/06) produced by the Aprilia, Monterotondo Marittimo and 
Sabaudia plants. The increase is due to the almost fully operational restart of the Monterotondo Marittimo and Aprilia 
plants. The figure is calculated.
237
Non-hazardous waste (pursuant to Legislative Decree no. 152/06) produced by the Aprilia, Monterotondo Marittimo 
and Sabaudia plants. The increase is due to the almost fully operational restart of the Monterotondo Marittimo and 
Aprilia plants. The figure is calculated.
238
CO2 emissions from the composting plants and Orvieto and related to the ancillary services of the waste-to-energy 
plants, not strictly related to the production of electricity. They also include non-biogenic emissions from the combustion 
of biogas produced on site. The figure is measured with an uncertainty of ±2%.
239, 240, 
241, 242
They are dustes, total organic compounds (TOCs), ammonia and volatile inorganic substances (SIVs) issued at the 
Monterotondo Marittimo plant. The other plants provide only concentration values, with no regulatory obligation to 
calculate absolute values. The values in mg/l of all plants are well below official limits. The increase of the data is due 
to the almost fully operational restart of the Monterotondo Marittimo plant. The data is calculated starting from the 
measurement of the concentrations.
243
CO2 emissions from the Deco sites are related to fuel consumption. The figure is calculated.
244, 245, 
246, 247, 
248, 249, 
250, 251, 252, 
253, 254, 
255, 256
These are dust, hydrochloric acid, hydrofluoric acid, hydrogen sulphide, SOx, NOx, CO, TOC, ammonia, VOCs, Cd, Hg 
and heavy metals emitted at Deco sites. The values in mg/l of all plants are well below official limits. The data is calculated 
starting from the measurement of the concentrations.
300
Environmental accounts

257
Hazardous waste (pursuant to Italian Legislative Decree No. 152/06) produced by the Bio Ecologia plant. The figure is 
measured with an uncertainty of ±2%. 
258
Non-hazardous waste (pursuant to Italian Legislative Decree No. 152/06) produced by the Bio Ecologia plant. The figure is 
measured with an uncertainty of ±2%. 
259
CO2 emissions from the Bio Ecologia plant. The figure is calculated.
260
Hazardous waste (pursuant to Italian Legislative Decree No. 152/06) produced by the Berg plant. The figure is measured 
with an uncertainty of ±2%.
261
Hazardous waste (pursuant to Italian Legislative Decree No. 152/06) produced by the Berg plant. The figure is measured 
with an uncertainty of ±2%.
262
CO2 emissions related to the Berg plant. The figure is calculated.
263
Dust emitted by the Berg plant. The data is calculated starting from the measurement of the concentrations.
264
Organic carbon emitted by the Berg plant. The data is calculated starting from the measurement of the concentrations.
265
Hydrogen sulphide and mercaptans emitted by the Berg plant. The data is calculated starting from the measurement of 
the concentrations.
266
Ammonia emissions from the Berg plant. The data is calculated starting from the measurement of the concentrations.
267
Hazardous waste (pursuant to Italian Legislative Decree No. 152/06) produced by the Pagnana plant. The figure is 
calculated.
268
Non-hazardous waste (pursuant to Legislative Decree no. 152/06) produced by the Pagnana, Pontedera, Poggibonsi and 
San Jacopo plants. The figure is calculated.
269
Emissions of CO2 of the Pagnana and Pontedera plants relate to the consumption of fuels. The figure is calculated.
270
Hydrogen Sulphide emissions from the Pagnana and Pontedera plants. The data is estimated taking into account the 
maximum value that can be recorded in the plant.
271
Ammonia emissions at the Pagnana and Pontedera Plants. The data is estimated taking into account the maximum value 
that can be recorded in the plant.
EMISSIONS AND WASTE – WATER SEGMENT
item no.
explanation – comment
272
Total quantity of purification sludge disposed of by Acea Ato 2, Acea Ato 5, Gori, Gesesa and AdF. Non-hazardous 
waste. The figure is measured with an uncertainty of ±2%.
273
Total quantity of purification sludge disposed of by Acea Ato 2. The figure is measured with an uncertainty of ±2%.
274
Total quantity of purification sludge disposed of by Acea Ato 5. The figure is measured with an uncertainty of ±2%.
275
Total quantity of purification sludge disposed of by Gesesa. The figure is measured with an uncertainty of ±2%.
276
Total quantity of purification sludge disposed of by Gori. The strong increase in the quantities produced n the three-year 
period is due to the progressive transfer to Gori of the management of treatment plants previously managed by the 
Campania Region. The figure is measured with an uncertainty of ±2%.
277
Total quantity of purification sludge disposed of by AdF. The figure is measured with an uncertainty of ±2%.
278
Total quantity of sand and slabs disposed of by Acea Ato 2, Acea Ato 5, Gori, Gesesa and AdF. The figure is measured 
with an uncertainty of ±2%.
279
Total quantity of sand and slabs disposed of by Acea Ato 2. The figure is measured with an uncertainty of ±2%.
280
Total quantity of sand and slabs disposed of by Acea Ato 5. The figure is measured with an uncertainty of ±2%.
281
Total quantity of sand and slabs disposed of by Gesesa. The figure is measured with an uncertainty of ±2%.
282
Total quantity of sand and slabs disposed of by Gori. The increase in the quantities produced is due to the progressive 
transfer to Gori of the management of treatment plants previously managed by the Campania Region. The figure is 
measured with an uncertainty of ±2%.
283
Total quantity of sand and slabs disposed of by AdF. The figure is calculated.
284
Amount of other process waste, excluding sludge, sand and slabs. The figure is measured with an uncertainty of ±2%.
285
Total quantity of hazardous waste (pursuant to Legislative Decree no. 152/06) including that disposed of by Acea Ato 
2, Acea Elabori, Acea Ato 5, and a portion of waste produced by the Parent Company (attributed in equal parts to the 
energy and water segments). The figure is calculated. 
Acea Group • Sustainability Report 2022
301

286
Total quantity of hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Acea Elabori. The figure is 
measured with an uncertainty of ±2%.
287
Total quantity of hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Acea Ato 2. The figure is 
measured with an uncertainty of ±2%.
288
Total quantity of hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Acea Ato 5. The figure is 
measured with an uncertainty of ±2%.
289
Total quantity of hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Gori. The figure is 
measured with an uncertainty of ±2%.
290
Total quantity of hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by AdF. The figure is measured 
with an uncertainty of ±2%.
291
Proportion of hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by the Parent Company and 
attributed to the water segment. The same proportion was attributed to the energy area. 
292
Total quantity of non-hazardous waste (pursuant to Legislative Decree no. 152/06) including that disposed of by Acea 
Ato 2, Acea Ato 5, Gori Gesesa and AdF, and a portion of waste produced by the Parent Company (attributed in equal 
parts to the energy and water segments). The figure is calculated.
293
Total quantity of non-hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Acea Ato 2 and Acea 
Elabori. The increase in the quantities in 2020 is mainly due to the launching of filters at the drinking water plant of 
Pescarella. The figure is calculated.
294
Total quantity of non-hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Acea Ato 5. The figure 
is estimated.
295
Total quantity of non-hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Gesesa. The figure is 
estimated.
296
Total quantity of non-hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by Gori. The figure is 
estimated.
297
Total quantity of non-hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by AdF. The data are 
derived from direct measurements.
298
Proportion of non-hazardous waste (pursuant to Legislative Decree no. 152/06) disposed of by the Parent Company and 
attributed to the water segment. The same proportion was attributed to the energy area.
299
Total amount of carbon dioxide emitted by dryers and generators. The figures are calculated using the consumption of 
fuel and the emission coefficients (MATTM data).
300
Quantity of equivalent CO2 estimated on the basis of refrigerant fluid replenishments (HCFCs), considering that 1 t 
of gas has a heating capacity of about 700-2,500 times that of CO2. The value depends on the specific type of gas 
(source: GHG Protocol - IPCC Fifth Assessment Report; for gas mixtures the factor is calculated on the primary 
source). Half of the emissions are allocated to the energy area and half to the water area, as is the case for the quantities 
of refrigerant fluids (HCFCs). The figure coincides with item No. 194. For 2021, the figure is zero as there were no 
reintegrations in the year.
CO2 EMISSIONS FROM TRANSPORT AND HEATING
item no.
explanation – comment
301
Total quantity of carbon dioxide issued by the motor pool of the Acea Group. The three-year figure is calculated using 
the consumption of fuel and the emission coefficients (ISPRA 2020). The figure is calculated.
302
Total quantity of carbon dioxide emitted by the systems used to air-condition the work spaces. The figure is calculated.
302
Environmental accounts

OPINION LETTER OF THE INDEPENDENT AUDITOR
 
Independent auditor’s report on the consolidated non-
financial statement  
pursuant to article 3, paragraph 10, of Legislative Decree No. 254/2016 and article 5 of CONSOB 
regulation No. 20267 of January 2018 
 
 
To the Board of Directors of Acea SpA  
 
 
 
Pursuant to article 3, paragraph 10, of Legislative Decree No. 254 of 30 December 2016 (the “Decree”) 
and article 5 of CONSOB Regulation No. 20267/2018, we have undertaken a limited assurance 
engagement on the consolidated non-financial statement of Acea SpA and its subsidiaries (the 
“Group”) for the year ended 31 December 2022 prepared in accordance with article 4 of the Decree and 
approved by the Board of Directors on 8 March 2023 (the “NFS”). 
 
Our review does not extend to the information set out in the paragraph: Information required by the 
European Taxonomy of the NFS, required by article 8 of European Regulation 2020/852. 
 
 
Responsibilities of the Directors and the Board of Statutory Auditors for the NFS 
 
The Directors are responsible for the preparation of the NFS in accordance with articles 3 and 4 of the 
Decree and with the “Global Reporting Initiative Sustainability Reporting Standards” defined in 2016 
and updated to 2021, by the GRI - Global Reporting Initiative (the “GRI Standards”), identified by 
them as the reporting standard. 
 
The Directors are also responsible, in the terms prescribed by law, for such internal control as they 
determine is necessary to enable the preparation of a NFS that is free from material misstatement, 
whether due to fraud or error.  
 
Moreover, the Directors are responsible for identifying the content of the NFS, within the matters 
mentioned in article 3, paragraph 1, of the Decree, considering the activities and characteristics of the 
Group and to the extent necessary to ensure an understanding of the Group’s activities, its 
performance, its results and related impacts.  
 
Finally, the Directors are responsible for defining the business and organisational model of the Group 
and, with reference to the matters identified and reported in the NFS, for the policies adopted by the 
Group and for the identification and management of risks generated and/or faced by the Group. 
 
The Board of Statutory Auditors is responsible for overseeing, in the terms prescribed by law, 
compliance with the Decree. 
 
 
 
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303

2 of 3 
Auditor’s Independence and Quality Control 
 
We are independent in accordance with the principles of ethics and independence set out in the Code 
of Ethics for Professional Accountants published by the International Ethics Standards Board for 
Accountants, which are based on the fundamental principles of integrity, objectivity, competence and 
professional diligence, confidentiality and professional behaviour. Our audit firm adopts International 
Standard on Quality Control 1 (ISQC Italia 1) and, accordingly, maintains an overall quality control 
system which includes processes and procedures for compliance with ethical and professional 
principles and with applicable laws and regulations. 
 
 
Auditor’s responsibilities 
 
We are responsible for expressing a conclusion, on the basis of the work performed, regarding the 
compliance of the NFS with the Decree and the GRI Standards. We conducted our work in accordance 
with International Standard on Assurance Engagements 3000 (Revised) – Assurance Engagements 
Other than Audits or Reviews of Historical Financial Information (“ISAE 3000 Revised”), issued by 
the International Auditing and Assurance Standards Board (IAASB) for limited assurance 
engagements. The standard requires that we plan and apply procedures in order to obtain limited 
assurance that the NFS is free of material misstatement. The procedures performed in a limited 
assurance engagement are less in scope than those performed in a reasonable assurance engagement 
in accordance with ISAE 3000 Revised, and, therefore, do not provide us with a sufficient level of 
assurance that we have become aware of all significant facts and circumstances that might be 
identified in a reasonable assurance engagement. 
 
The procedures performed on the NFS were based on our professional judgement and consisted in 
interviews, primarily of company personnel responsible for the preparation of the information 
presented in the NFS, analyses of documents, recalculations and other procedures designed to obtain 
evidence considered useful. 
 
In detail, we performed the following procedures: 
 
1 
analysis of the relevant matters reported in the NFS relating to the activities and 
characteristics of the Group, in order to assess the reasonableness of the selection process 
used, in accordance with article 3 of the Decree and with the reporting standard adopted; 
2 
analysis and assessment of the criteria used to identify the consolidation area, in order to 
assess their compliance with the Decree;  
3 
comparison of the financial information reported in the NFS with the information reported in 
the Group’s consolidated financial statements; 
4 
understanding of the following matters: 
 
(a) 
business and organisational model of the Group with reference to the management of 
the matters specified by article 3 of the Decree; 
(b) 
policies adopted by the Group with reference to the matters specified in article 3 of the 
Decree, actual results and related key performance indicators; 
(c) 
key risks generated and/or faced by the Group with reference to the matters specified 
in article 3 of the Decree. 
 
 With reference to those matters, we compared the information obtained with the information 
presented in the NFS and carried out the procedures described under point 5 a) below; 
 
 
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3 of 3 
5 
understanding of the processes underlying the preparation, collection and management of the 
significant qualitative and quantitative information included in the NFS. 
In detail, we held meetings and interviews with the management of Acea SpA and we 
performed limited analyses of documentary evidence, to gather information about the 
processes and procedures for the collection, consolidation, processing and submission of the 
non-financial information to the function responsible for the preparation of the NFS. 
Moreover, for material information, considering the activities and characteristics of the Group: 
-
at a group level,
(a)
with reference to the qualitative information included in the NFS, and in 
particular to the business model, the policies adopted and the main risks, we 
carried out interviews and acquired supporting documentation to verify its 
consistency with available evidence;
(b)
with reference to quantitative information, we performed analytical 
procedures as well as limited tests, in order to assess, on a sample basis, the 
accuracy of consolidation of the information.
-
for the following companies, Acea Spa, Acea ATO 2 SpA, Acea Ambiente Srl and Deco 
SpA which were selected on the basis of their activities, their contribution to the 
performance indicators at a consolidated level and their location, we carried out 
remote visits during which we met local management and gathered supporting 
documentation regarding the correct application of the procedures and calculation 
methods used for the key performance indicators.
Conclusions 
Based on the work performed, nothing has come to our attention that causes us to believe that the NFS 
of Acea Group for the year ended 31 December 2022 is not prepared, in all material respects, in 
accordance with articles 3 and 4 of the Decree and with the GRI Standards. 
Our conclusions on the NFS of Acea Group do not extend to the information set out in the paragraph: 
Information required by the European Taxonomy of the NSF, required by article 8 of European 
Regulation 2020/852. 
Rome, 28 March 2023 
PricewaterhouseCoopers SpA 
Signed by 
Luigi Necci 
Paolo Bersani  
(Partner) 
(Authorized signatory) 
This report has been translated from the Italian original solely for the convenience of international 
readers. We have not performed any controls on the NFS 2022 translation 
Acea Group • Sustainability Report 2022
305

ACEA SPA
Registered Office
Piazzale Ostiense 2 – 00154 Rome, Italy
Share capital
Euro 1,098,898,884 fully paid up
Tax code, VAT No. and Registration 
number in the Register of Companies of Rome 05394801004
Rome REA 882486
Under the responsibility of
Investor Relations & Sustainability
Acea SpA
Editorial coordination
Communication 
Acea SpA
Editorial team
Veridiana Barucci, Davide de Caro, Laura Del Greco,  
Graziella Farfaglia, Silvia Fortuna, Debora Sabatini
Coordination Irene Mercadante
RSI@aceaspa.it
Art, Graphic Design and Layout Management
zero3zero9
For Acea SpA
Barbara Salmonì, Valentina Raccuia, Roberta Rindone 
Head of Communications Tiziana Flaviani
Photographs
Acea Archive, Stefano Santia and Massimo Di Soccio
Published in March 2023

PIAZZALE OSTIENSE 2
00154 ROME
GRUPPO.ACEA.IT