Riccoboni Group’s second Sustainability Report was presented at Ecomondo 2023 to an audience of clients and stakeholders. This Sustainability Report shows the consolidation of the path undertaken in terms of a solid commitment to achieving sustainable development goals.
It is a voluntary report, which is part of the path started last year and will help achieve the goal of producing a real certified report. This path will help provide a report for our stakeholders on how much is being done but, above all, on what will help raise awareness in the company about the issue of sustainability to make it an increasingly integral part of the business.

“But what does Sustainable mean?” In her speech, Nicole Riccoboni, special project manager at Riccoboni Holding, said “sustainable means Durable. And this is the value, durability, that we look to, as a group and as a family, when we talk about sustainability. The goals we set ourselves must therefore also be guided by concrete sustainability connected to the complex reality of things, non-abstract and self-directed”.

Most people tend to think of sustainability mainly just as environmental sustainability. 
This is certainly one of its pillars, but durability also involves:
Economic Stability: which helps create value for the business and regions;
Social Responsibility: The business is part of the social fabric and pursues the same well-being goals as the communities where it works.

The Sustainability Report 2022 is divided into three parts:

The environment. The use of resources, on which production and consumption models are focused to achieve more efficient use. The critical issue of managing special waste which we know still largely to be “unseen” waste. “We know all too well”, mentioned Nicole Riccoboni, “that we all produce “invisible waste”: every item we buy has an environmental cost; our growing need for energy has an environmental cost; renewable energy generation plants have an environmental cost, and so on. Actual circular models mean not ignoring this cost, but rather understanding what is the best way to manage it. The process is circular as a whole; the overall balance of this process is sustainable. It is not enough to consider each of its parts individually”.
Operators in the sector know all too well that waste can be an incredible resource and an opportunity for recovering materials, generating energy and creating value for regions by reclaiming degraded areas. The group’s efforts are aimed in this direction as well as its future investments into plants and research. “The challenge”, continued Nicole Riccoboni, “is to improve communities’ perception so they realise that operators in the sector can lead the way on the difficult path to a circular economy that is real and not just rhetoric, addressing the lack of plants and avoiding muddled waste management. This is connected to the second area which you will find detailed in the report”.

People. Riccoboni Group aims to be a reference point for regional organisations where it works to share knowledge on the world of waste and to maintain a strong focus on legal issues to protect the community. Consequently, alongside specific initiatives to support regions, such as urban regeneration, support for cultural initiatives and support for healthcare research into environmental diseases, Riccoboni Group is working to implement the activities carried out together with schools of all levels. At the same time, the company is developing initiatives for its employees, “they are the best possible investment”, explained Nicole Riccoboni, “and they help us to achieve projects and the company vision. Our efforts are focused on helping create new welfare instruments and active policies for employment and healthcare prevention”.

Governance. The Report transparently shows the responsibility which Riccoboni Group puts into practice every day to its employees, the companies in the Group’s value chain, as well as the institutions and communities where it operates.
“We consider drafting the Report”, continued Nicole Riccoboni, “as an integral part of the commitment we have been putting into our work for over 50 years; this work allows us to understand how much good we are already doing, how much we have improved from last year and what we can still improve in. The goals we have set ourselves are challenging but pragmatic.  We know that we can use our strengths to achieve them, ensuring that this path is about real growth and reflects the style that we put into our everyday work: professionalism and practicality, to offer our customers innovative, high-tech services that have the least impact on the environment. We are uncompromising on this”.

The organisational process and method

Producing the 2022 Report meant the Working Group had to strengthen its activity in this field, with more comprehensive reporting, embracing some of the guidelines of the new European Directive on sustainability reporting (CSRD), adapting its reporting to the GRI Standards 2021, and including ESG risk management in the double materiality analysis and, therefore, in the impact assessment.

“The Riccoboni Holding Sustainability Report 2022”, explained Albina Ambrogio from Confini in her speech, “was produced continuing on from the first document for 2021, regarding which major in-depth analysis was carried out on the part about materiality analysis and risk management. We would like to reiterate that, for Riccoboni Holding, it is a voluntary choice in line with its goal to consolidate its corporate sustainability process”.

The scope of the report includes the four consolidated companies of Riccoboni Holding: Riccoboni SpA, Grassano SpA, Eco. Impresa Srl and Tecnoambiente Srl.

This document shows the degree of maturity by Riccoboni Holding and is the result of a path of awareness involving the BoD and the first lines of all the Group’s companies.

Producing Riccoboni Holding’s second Sustainability Report involved an internal Working Group with the right skills and vision to organise a management and reporting process on ESG issues across the board, involving staff from the areas of Communication, Human Resources, Finance & Accounting, Quality, the Environment, Energy and Health and Safety, Research and Development, who supervised the materiality process, stakeholder engagement, ESG risk assessment and recommendations from the Climate Task Force.

The drafting and reporting process, on the one hand, adopted a retrospective approach aimed at identifying and reporting on the company’s ESG performance and, on the other hand, a forward-looking approach, applying material issues, risks, opportunities and impacts to set medium and long-term goals and to implement the company’s sustainability strategy aiming to create an integrated report, which will be the driving force over the next few years for the Group’s industrial plan.

The main figures from the report/highlights and the business value of drafting a sustainability report.

Riccoboni Group puts its model of doing business at the heart of the debate, guided by sustainability as a whole: sustainable governance, the environment and circular processes, and social sustainability. This model also brings value to the regions that are home to the activities of Riccoboni companies, generating shared value for the communities of today and tomorrow.

“Riccoboni Holding Group”, explained Antonio Bleve, sustainability manager at Riccoboni Holding, in his speech, “has set cross-sector sustainability goals for the various company areas for the three-year period 2023-2025. The proposed goals and activities have been analysed and approved by the dedicated Working Group and the BoD. For the various areas of impact identified, the expected goals and results are indicated as well as the activities to be implemented to achieve them”.

Here are some figures from the second Sustainability Report
E - emissions and climate change
20% of energy drawn from the grid
13% of consumption from natural gas
28% of water withdrawals from the mains
4% of hazardous waste sent for recovery to systems that use, recycle, compost or recover energy

S - protection and growth of human capital
+7% in employees
+7% in permanent contracts
+30% in average training hours per employee
Zero moderate or serious accidents

G - sustainable governance, creation of shared value, spreading the culture of sustainability
+0.3% for employee wages and benefits
+7% in investments for the relevant community and for social issues
+10% in investments for environmental protection
3% turnover

The Goals highlighted in the table:

E - Emissions and climate change


Gradually reducing Scope 1 emissions

Gradually reducing Scope 2 emissions


Replacing company vehicles at the end of their life with low-emissions vehicles

Reducing kWh/year by 7.5% by replacing lamps with LEDs in all the group’s offices


Reducing the kWh/year drawn from the grid and increasing the production of renewable energy by building a solar panel system for the Grassano and Eco.Impresa offices


Conducting a study to implement energy efficiency measures in buildings at all the group’s offices



S - Protection and growth of human capital





Consolidating the safety vision

Improving staff protection and training policies

Increasing staff smart working

Mapping and reviewing HR policies

Promoting healthy habits and lifestyles

Increasing and improving health and safety information and training

Consolidating climate analysis, mapping of skills and soft skills training

Reviewing policies and increasing smart working

Reviewing recruitment and on-boarding procedures, managing staff attendance with badges, and improving information on the internal portal

Increasing company welfare activities through health prevention initiatives for staff and promoting sustainable lifestyles and wellness




G - Sustainable governance, creation of shared value and spreading the culture of sustainability


Involving contractors in the Group’s sustainable vision

Increasing the distribution of value across the region

Regular meetings to share and create engagement on the group’s sustainability decisions

Increasing distributed value by promoting educational activities in regional schools on the subject of the circular economy, in partnership with local associations, and continuously supporting regional organisations such as sports clubs or cultural and civic associations


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