That sustainability is a factor of competitiveness and development for businesses is now widely shared. But how to concretely reconcile the improvement of environmental sustainability with economic growth? And how to remove the obstacles that hinder business activity? As always, when one moves from general statements to their practical application, problems arise. That's why Assonime, the Italian association of joint-stock companies, wanted to dedicate a day to study these issues in presenting its latest report “Innovating for sustainable growth: business strategies and public policy”.
The report is published just now that the Pnrr promises to pour a mountain of resources precisely to revive the economy exhausted by the crisis due to the pandemic. And it stands as an operational tool, strengthened by the experience of companies – Acea, Webuild, Terna, Lavazza, Barilla, just to name a few present at the conference – which in various capacities are the protagonists of the challenge. The minister Enrico Giovannini (Infrastructure and sustainable mobility), at the end of the proceedings opened by Innocenzo Cipolletta and Stefano Micossi, he reassured that the government will take into account the findings presented by Assonime. And he acknowledged that, in the pandemic that has overwhelmed so many certainties, "large companies are the engine that is driving sustainability and understanding its innovative scope better than institutions and associations".
How then do private and public companies move and what obstacles do they encounter in applying the sustainability objectives of which innovation is the indispensable tool? Whether it is energy, transport, infrastructure, agri-food, sustainability - is Assonime's premise - is now part of competitive dynamics. Why? “Through innovation (technological and organisational, of product and process) – is the answer – it is possible to pursue environmental objectives and at the same time reduce operating costs, increase productivity and offer safety”.
THE ASSONIME RELATIONSHIP: SIMPLIFY FIRST OF ALL
So here are six lines of action for public policy aimed at supporting the market effort. In the first place: to simplify, reduce regulatory and administrative obstacles and avoid excess bureaucracy holding back the activity and resources that companies put on the field. And then: support for business activities, innovation policy, management of aspects related to the international competitive framework.
Some examples clarify the need for the interventions to be implemented. The development plan of the national electricity transmission network provides investments of over 14 billion euros in ten years with 40 GW of new generation from renewable sources. However “the development of a more secure network with less impact on the territory encounters an obstacle in the time necessary for the authorization of new works, which often exceed 5 years from the submission of the project. For the connectivity in rural areas – recalled Franco Bassanini who participated in the Report as president Astrid – 250 days are needed. For the superb 110% the realization of the urban regulation works requested by the administrations is blocking the realization of the energy efficiency objective”. Not to mention the renewable energy where wind and biogas from waste are delayed in the authorization phase.
Assonime acknowledges that "some significant simplification measures" were introduced with the Sblocca Cantieri (decree-law no. 32/2019) and then with the Simplifications decree (decree-law no. 76/2020). But he calls for the implementing decrees "in the absence of which the simplifications remain on paper". In particular, “the Simplifications decree requires 37 implementing measures of which, as of 12 March 2021, only 6 had been adopted”. “Today – concludes Franco Bassanini – we have a great opportunity. We have the European super constraint activated by the Next generation Eu and we have the resources. Furthermore, the synergy between digitization and simplification can be a strong accelerator for operations”.
THE WORD TO THE COMPANIES: ACEA, BARILLA, LAVAZZA, TERNA, WEBUILD
Barilla he brought his experience as a pilot company that draws the numerous companies in the supply chain to which it is aimed along the path of innovation. The group has announced an acceleration on the times: "From this year's harvest, in a few weeks, all our wheat, all our flour - announced Michele Zerbini, Soft Wheat and Flour purchasing senior manager - will be 100% sustainable . It means 360 tons of wheat and 62 hectares in Europe. We will involve over 3 farmers. The spearhead is the 1800 hectares planted with flowers. Think of how much they can help pollination and biodiversity”.
Pietro Salini, CEO of Webuild, placed emphasis on competitive rules. Innovation and sustainability, he essentially said, cost money. And they cost a lot in terms of culture, product choice, design, compliance. But is the economic effort carried out by companies recognized in the competitive rules? Little or even nothing. “Building information modeling (Bim) – he observed – by how many administrations is it used to evaluate projects? None. Are the rate of accidents at work, gender diversity, greenhouse gas emissions considered in the score for the purpose of assigning tenders? No. In order to pass from a fanciful approach to concretely innovation-oriented choices, it is necessary to put on the table – concludes Salini – elements of evaluation which will allow us to pass from an enunciation of wishes to a true and proper national plan”.
Giuseppe Lavazza , vice president of the coffee group, underlined that "profit is not the enemy of sustainability" and that this is not done to the detriment of someone but to the advantage of several individuals or stakeholders. “Companies – she said – add value through their action”. Lavazza aims at zero carbon emissions in 2030. On the other hand, all the companies participating in the Assonime meeting listed numerous projects oriented towards sustainability: That, for example, with the selection of suppliers also through registers dedicated to innovative startups that may be compatible with the procurement code to which the company is subject; Terna with innovation projects "mapped" on the SDG objectives established by the UN, in particular in the two strategic strands, for the company, of asset management and energy transition.
