2013 sustainability report
DESCRIPTION
2013 Sustainability Report of IGD SIIQ SPATRANSCRIPT
2013SUSTAINABILITYREPORT
3
igd siiq - 2013 sUsTAiNABiLiTY REPORT
“The Company of the future, Enterprise 2020, operates profitably through mainstreamed responsibility and transparency, and innovates solutions for the planet and its people in close cooperation with all stakeholders. Together, they lead transformation towards a smart, sustainable and inclusive society”
CSR Europe, Enterprise 2020, 2010
5
2013SUSTAINABILITY REPORT
TARGETS AND RESULTS
PAgE 13
GRI-G3TABLEOF CONTENTS
PAgE 122
METHODOLOGICAL PREFACE
PAgE 10
LETTER TO STAKEHOLDERS
PAgE 6
IDENTITYAND ECONOMICPERFORMANCE 1.1 ABOUT US1.2 MISSION AND VALUES1.3 BUSINESS1.4 STRATEGIC LINES FOR THE FUTURE1.5 GOVERNANCE SYSTEM1.6 CREATED WEALTH1.7 SOCIAL RESPONSIBILITY IN IGD
PAG. 12
PAgE 18
1
PAgE 34
SHAREHOLDERS,INVESTORSAND FINANCIAL COMMUNITY 2.1 STOCk PERFORMANCE2.2 SHAREHOLDER STRUCTURE
2
PAgE 48
TENANTS3.1 THE SITUATION AND THE ACTIONS CARRIED OUT IN ITALY AND ROMANIA IN 20133.2 RESULTS OBTAINED
3
PAgE 62
VISITORSAND COMMUNITY4.1 VISITORS4.2 COMMUNITY AND LOCAL AREA
4
PAgE 78
EMPLOYEES5.1 PEOPLE DEVELOPMENT5.2 QUALITY OF WORk
5
PAgE 92
SUPPLIERS6.1 ETHICS, LEGALITY AND RESPECT FOR THE ENVIRONMENT
6
PAgE 100
ENVIRONMENT7.1 UNI EN ISO 14001 CERTIFICATION 7.2 ACTIONS CARRIED OUT AND RESULTS OBTAINED 7.3 STRUCTURAL WORk
7
6
dear stakeholders,
What we are presenting to you today is igd’s fourth sustainability Report.
This new document marks the most recent stage in a process involving greater awareness
and better performance with regard to corporate responsibility, but it is also, and most of all,
a turning point, because in 2013 our commitment to economic, environmental and social as-
pects became an integral part of our business strategy: indeed, with the presentation of the
2014-2016 Business Plan last december, the programme for the integration of sustainability
aspects with strategic priorities was fully implemented, as we had proclaimed it would be
one year ago.
in 2013, while our stakeholders’ needs were being incorporated into the strategy, IGD’s em-
ployees grasped these needs – and indeed, helped to identify them better – by means of
internal training and discussion activities.
integration in the Plan and people involvement continued for parallel processes, therefore
making it possible, on the one hand, to systematically include specific sustainability targets in
the Business Plan, and on the other, to get individuals engaged in helping to transform these
targets into reality by means of consistent actions: in this way the transformation of policies
into effective performance was made possible, in some cases with results exceeding expec-
tations, particularly in the environmental field.
The 2014-2016 Business Plan identified three main directives through which igd proposes to
integrate the principles of sustainability with corporate strategy:
1. Increase the quality and efficiency of shopping centres;
2. Interpret the requirements of a changing context;
3. Strengthen the concept of “Spaces to be lived in”.
With regard to the first area of action, the considerable benefits already obtained in 2013 on
the matter of environmental impact are a direct reflection of the Environmental Management
System (EMS) adopted by the group. The EMs was UNi EN isO 14001 certified, along with
the headquarters and 5 shopping Centres (including the one in Conegliano Veneto which
was added in March 2014). Moreover, the boundary for certification will be progressively
widened over time, taking into account it is igd’s intent to have 80% of its freehold Centres
certified by 2018.
The Environmental Management system has not only favoured a reduction in environmental
impact risks regarding shopping Centre management activities but it has also meant that a se-
ries of data has been made available, forming the starting point for future improvement targets.
LETTER TO STAKEHOLDERS
2013SUSTAINABILITY REPORT
7
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Remaining on the subject of the first directive, with regard to achieving greater efficiency
in the real estate portfolio, the 2013 sustainability Report recorded satisfying results follow-
ing actions undertaken aimed at reducing energy consumption; indeed, improvements were
seen in all the indicators that were monitored as was a significant reduction in electricity
consumption which fell by 7.8% on an annual basis, thanks to actions that systematised the
investments in systems and equipment made in previous years.
in Romania, Winmarkt also continued its programme aimed at reducing energy consumption,
confirming important investments with environmental significance in the 2014-2016 Business
Plan: already in 2013 the results obtained were considerable, with a reduction of 22.2%.
Today igd is able to produce data on all the sustainability reporting indicators listed in the
best practices recommendations by EPRA, the European body representing listed compa-
nies in the real estate sector. Having set up such a monitoring system has not only made the
contents of the Report more transparent but it has also prompted the Company to set new
environmental and social targets.
With regard to the second course to follow concerning the integration of sustainability
issues with planning strategies, focused on the interpretation of the needs of people both
within and outside the company in a context that is highly inconsistent compared to the past,
igd has introduced several initiatives to transform into actions its commitment to feasible
stakeholder engagement.
The employees voiced their opinions by means of the internal atmosphere assessment car-
ried out in 2011, which enabled the Esi (Employee Satisfaction Index) starting point to be
illustrated, and a string of expectations to be identified which over time received prompt
responses: first of all by means of training programmes carried out over the following two
years, but also in the contents of the new collective Enterprise Bargaining Agreement signed
in October 2013, as well as by means of a series of well-structured tools, amongst which a
workshop on internal communication. 2014 will see the completion of this cycle of actions
and initiatives which have been shaped on the basis of the issues that previously arose, open-
ing the way to a second internal atmosphere assessment which will be carried out in 2015.
On the subject of suppliers, the company is committed to placing environmental issues in the
foreground as well as rendering the form and conditions of relations transparent.
The point of view of visitors is also starting to be a subject of methodical analysis. in Novem-
ber 2013 the customers of a shopping Centre were asked to complete a questionnaire on the
level of satisfaction regarding events and marketing initiatives carried out. The results of this
pilot survey on Event Satisfaction provided some interesting elements and will therefore be
repeated in other Centres throughout 2014.
The shareholders and financers will be at the centre of an initiative which will take place in
2014, the purpose of which is to increase their involvement in specific corporate social re-
sponsibility issues.
in 2013 a survey on Tenant Satisfaction was also carried out in two shopping Centres. The
same survey will continue in 2014 and involve three other Centres. The preliminary analysis of
the results obtained from the questionnaires that the tenants in Centro Piave completed, has
already provided useful elements for a better definition of future Marketing Plan initiatives.
IGD is therefore continuously committed to listening to and to interpreting its sharehold-
ers’ main needs, connecting them to issues of great importance to the Company and inte-
grating them in its strategic priorities.
8
in June 2013, igd organised a seminar, with
the involvement of distinguished experts and
researchers in the retail sector, the purpose
of which was to analyse the nature of the on-
going changes in consumption patterns in
Italy and assess, in this new context, the role
that Shopping Centres could have both in
the present and in the near future. The event,
open to the members of the Board of direc-
tors and to the representatives of the ma-
jority shareholders, stimulated a productive
discussion within the management, the results of which were then shared with igd’s employ-
ees. The issues that emerged therefore provided a solid base on which to define in a more
focused way commercial policies and real estate asset management. The need to render the
building structures and relative systems more and more flexible was confirmed as was the
opportunity to create a larger number of medium sized areas. in addition, a more conscious
awareness towards the environment was identified and the need for greater economic sus-
tainability in relations with tenants was reiterated. Lastly new trends were highlighted which
igd believed were necessary to follow, in order for its retail offer to remain competitive and
attractive: the direction is that of attributing more limited importance to the clothing wear
sector in favour of a wider range of personal services which include, amongst others, enter-
tainment, well being and physical fitness.
Therefore igd, on the one hand, saw a confirmation of the soundness of its practices al-
ready embraced in the past with the fine tuning of its merchandising and tenant mix, and on
the other, it uncovered new ideas so as to tailor future restyling projects and the rotation of
brand names to better suit needs.
A continuing high occupancy rate in the italian malls (97.2%), essentially unchanged with
regard to 2012 (-0.1 point), highlights the success of igd’s efforts in interpreting the expec-
tations of its customers and tenants; this success is even more remarkable when placed in a
business scenario marked by a prolonged and deep crisis in household consumption which
in 2013 fell by 2.6%.
Lastly, with regard to the third process of integration of sustainability issues, concerning the
strengthening of the concept of “Spaces to be lived in”, igd in 2013 endeavoured to make
its shopping Centres more and more attractive, with undeniable results when considering the
increase of 0.9% in the number of footfalls in Italy compared to 2012. The implementation of
its marketing plan led to a 9.4% increase in events carried out inside the malls compared to
the previous year: in effect an event is carried out every three days in igd’s properties.
Out of a total of 514 events carried out in 2013, about 36% of these were local ones, with an
undeniable impact in terms of meeting point on the communities concerned: the recrea-
tional-sports events involved numerous local associations, either as partners or promoters.
9
igd siiq - 2013 sUsTAiNABiLiTY REPORT
in 2013, igd also intensified the number of
across-the-board events, which were held in
a number of shopping Centres on matters of
social or cultural importance.
A variety of non profit organisations and lo-
cal associations made use of areas placed at
their disposal to carry out fund raising ac-
tivities and to promote awareness regarding
their projects; overall the number of organi-
sations and associations present increased
from 163 in 2012 to 236 in 2013.
The quest for even greater accessibility and usability of igd’s structures by individuals with
disabilities also continued. The guidelines defined following the audit carried out between
2012 and 2013 in six shopping Centres were in fact included in the commitments undertaken
in the strategic Plan. in the meantime, the recommendations that emerged were adopted in
the restyling projects in Centro d’Abruzzo and Centro sarca.
Over the last year igd has continued its endeavour to make greater use of new means of
communication (social network and internet).
Today, all the structures have a website and the pilot project for two new mobile applications
in two shopping Centres has been launched.
if we look back five years to when we began our voyage towards sustainability, we realise
how this has rendered our way of doing business even more mindful. Our long term vision
by which we have always been guided, has been joined by a systematic approach towards
sustainability issues. several factors have contributed to this, like the comparison with best
practices and the selection criteria of benchmark indexes, membership in impronta Etica and
the drive that our stakeholders’ needs themselves generate.
For this reason, today we can monitor a large number of performance indicators, we know
what criteria to use to establish priorities, we are ready to take prompt action when up against
situational changes or disappointing performance, we are also more prepared to orient our
decisions towards those with long term impacts and to sustain costs that guarantee sustain-
able growth in future years. All this is thanks to systematic planning and management of
sustainability.
The improvement in our GRI rating (global Reporting initiative, version 3.1) from level C, which
we had always been at till now, to B, is impartial evidence of the fact that we are heading in the
right direction and it is a reward for all the hard work that we persistently do every day.
The Chief Executive Officer
Claudio Albertini
The Chairman
gilberto Coffari
10
This fourth igd sustainability Report refers
to the year 2013 and reports on the econom-
ic, social and environmental performance of
the group, both in italy and in Romania.
With regard to the layout, it has again been
divided per stakeholder, the mapping pro-
cess for which was carried out before the
first sustainability Report (referring to the
year 2010).
The structure of each section is the same as
before, showing, in order:
1. Guidelines;
2. Progress report on 2013 targets
3. 2013 performance
4. Targets for the following years
The table that follows this methodological pref-
ace summarises the overall level of achieve-
ment of all the targets identified for 2013.
in order to highlight any new aspects in the year
or any initiatives that are particular important
with regard to igd sustainability, specific “fo-
cus” subsections are included in each section.
All the data in this document is reported us-
ing a like for like reporting boundary, refer-
ring to the following shopping Centres:
CentroSarca sesto san giovanni (Milan)
Gran Rondò Crema (Cremona)
I Bricchi isola d’Asti (Asti)
Mondovicino Mondovì (Cuneo)
Millennium Rovereto (Trento)
Centro Piave san donà di Piave (Venice)
Conè Conegliano (Treviso)
Centro Borgo Bologna
Centro Nova Villanova di Castenaso (Bologna)
Le Maioliche Faenza (Ravenna)
ESP Ravenna
Lungo Savio Cesena (Forlì-Cesena)
Fonti del Corallo Livorno
Tiburtino guidonia (Rome)
Casilino Rome
PortoGrande Porto d’Ascoli (Ascoli Piceno)
Città delle Stelle Ascoli Piceno
Centro d’Abruzzo s. giovanni Teatino (Chieti)
Le Porte di Napoli Afragola (Naples)
Katanè gravina di Catania (Catania)
La Torre Palermo
When some data is not available for all 21 of
the above mentioned structures, a note un-
derneath reports which have been excluded
and the reason for exclusion.
METHODOLOGICALPREFACE
GENERAL INFORMATION AND REPORT STRUCTURE
REPORTING BOUNDARY
11
igd siiq - 2013 sUsTAiNABiLiTY REPORT
The Report has been drawn up with the fol-
lowing used as reference:
The reporting guidelines of the Global
Reporting Initiative (GRI-G3), analysing
in particular those referring to the real
estate sector (“sustainability Reporting
guidelines - Construction and Real Es-
tate supplement”). The reporting levels
of these indicators are shown on the final
pages of this Report;
EPRA guidelines for environmental in-
dicators (“Best Practices Recommenda-
tions on sustainability Reporting”).
A table showing the EPRA and gRi refer-
ences for the indicators reported in the sec-
tion has been included in the environmental
section.
Other references, sources or specific calcu-
lation methods have been reported in foot-
notes each time they have been used.
This Report also describes the sustainability
commitments that igd has included in busi-
ness planning. The logo indicates the
paragraphs where this occurs.
Furthermore, in order to highlight the per-
formance of several key indicators regarding
igd sustainability, two symbols have again
been placed alongside them in the sections,
the symbol in the event of a positive val-
ue and in the event of a negative trend
compared to the previous year.
REFERENCE AND GUIDELINES
LOGOS AND SYMBOLS
12
13
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Enhancement of presentation to the market/analysts with a section dedicated to sustainability (2013)
•Sectionintroducedinthe4presentationstothemarket,with an update on the social responsibility activities carried out by the company
Implementation and improvement of all support tools for shareholders (continuous)
•Alldocumentsonthewebsiteareindoubleversion,italian and English
•ContinuousimprovementofwebsiteinKWDWebRanking, italy and Europe
•BusinessPlanpresentedtoshareholdersandinvestorsand available on the website
Right from its first sustainability Report, igd
has included several “improvement Targets”
in its reports. The following tables show the
status of these targets, highlighting the level
of achievement and the actions carried out
during 2013 for each stakeholder.
Organisation of meetings with more than half (in terms of value) of the top 20 investors throughout the year and scouting new financial markets
•Meetingsorganisedwiththetop20investorswhichrepresent over 52.5% of the total number.
•Problemswithscoutingnewfinancialmarkets
LEGEND High level of achievement Low level of achievement
TARGETSAND RESULTS
LEVEL OFACHIEVEMENT
ACTIONS CARRIEDOUT DURING THE YEAR
2013 IMPROVEMENT TARGETS
SHAREHOLDERS, INVESTORS AND FINANCIAL COMMUNITY
14
Raise tenants’ awareness of IGD’s sustainability policies by including points on the issue in contracts (2013 Italy)
•FootnoteincludedincontractsstatingIGD’scommitment to social responsibility and its hope and belief of an active involvement by its stakeholders in its sustainability policies.
Internal survey on tenants’ satisfaction (2013 Italy)
• Pilotsurveyontenants’satisfactioncarriedout
keep facility management costs low (continuous: Italy and Romania)
• Marketingandoperationalcostsreducedby2.2% in italy. in Romania by 9.3%.
Reduction in operating costs by installing own electrical transformers, to buy energy before it is transformed (2012-2013 time span Romania)
• 3 more transformers installed, in addition to the 2 last year.
Introduction of new brands capable of creating an increase in visitors to the Shopping Centres, guaranteeing, at the same time, the continuing presence of existing ones (continuous Italy)
• 11newbrandsintroduced
Integration of kids’ play areas and adult ones in the Shopping Centres into the local community with events and initiatives (2013 Romania)
• Increaseinqualityandquantityofplayareas, in particular in the shopping Centre in Ploiesti
Increase in number of fitness areas to enhance wellness programmes in the local community (2013 Romania)
•Therewasnoincreaseinthenumberoffitnessareasin2013. it is something that Winmarkt is working on for 2014
LEVEL OFACHIEVEMENT
ACTIONS CARRIEDOUT DURING THE YEAR
2013 IMPROVEMENT TARGETS
TENANTS
15
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Organisation of events on the issue of promoting healthier lifestyles (menus in restaurants, sports displays, promotions of books on wellbeing) in cooperation with tenants (2013 Italy)
•3across-the-boardeventsorganised,withthecommonfactor being the promotion of healthy life styles:: “saperi e sapori” “Tastes and Flavours” (Competition exhibition on the history and culture of food, with thematic workshops), “Conquista il tuo corpo” “Conquer your body” (event promoting gymnastic activities), “sport show” (in cooperation with CONi - italian National Olympic Committee – promoting sports and wellness activities with the presence of numerous Olympic athletes).
Accessibility to Centres for individuals with disabilities: define perimeter expansion plan of the Centres involved in the 2012 survey and carry out work recommended by the survey
• Work related to findings from audit included in the restyling work in progress in Centro d’Abruzzo and in Centro sarca
Increase in moments of edutainment, by organising events specifically aimed at educating in an entertaining way the visitors to the Centres (2013 Romania)
• More focus placed on “educating in an entertaining way”, particularly in slatina, in Ploiesti and in Buzau
Organisation of an information campaign aimed at citizens on actions that can be taken in order to be more sustainable (2013 Italy)
•Individualinformationcampaignsorganisedbyshopping Centres, connected to specific events.
LEVEL OFACHIEVEMENT
ACTIONS CARRIEDOUT DURING THE YEAR
2013 IMPROVEMENT TARGETS
VISITORS AND COMMUNITY
16
Growing involvement of suppliers on matters relating to social and environmental sustainability (continuous in Italy)
• Environmentalissuesincludedinthe“buildingsitesprocedure”
• TheproceduresrequiredbyISO14001regardingsuppliers were extended to new buildings certified during the year. Controls on compliance with environmental parameters are also foreseen
Development of initiatives following the internal atmosphere assessment: implementation of a training programme project focused on competitive behaviour and of a workshop on internal communication (2013 Italy)
1 Training on competitive behaviour: training carried out, first of all, for managerial staff and then later for all company employees
2 Workshop on internal communication: the workshop was held in the first half of the year
Introduction, where possible, of CSR features in targets for Directors, managerial staff, service heads and area heads (from 2013 Italy)
•Targetreachedwithregardtothoseinthenetwork(with“reduction in operating costs)”) and to a large extent to those in the headquarters.
Enhancement of quality in training (2013 Romania)
•Therewasanincreaseinqualityintrainingwhichwenthand in hand with the commitment to reduce the number of activities and at the same time make them more specific and targeted.
Continuation of the rotation of contracts, starting from yearly ones due to expire, with focus both on economic terms and on the reliability of suppliers (continuous in Italy and Romania)
•Rotationcriteriaadoptedforsupplierswithcontractsdue to expire
Structure the Sustainability Protocol with implementation regulations and a suitable control plan (Romania 2013)
•“ComplianceCommittee”structured
Increase in professional meetings between IGD and Winmarkt staff to aid the exchange of knowledge and skills (2013 Romania)
Three meetings took place:•1 Training on social responsibility •2 igd convention 2013•3 MAPiC 2013 c/o igd stand
Training on sustainability for all employees (2013 Italy)
•In2013trainingonsustainabilitywascarriedoutformanagerial staff, department heads, network heads, area heads and shopping Centre managers. Training is scheduled to take place in 2014 for the remaining employees
LEGEND High level of achievement Low level of achievement
LEVEL OFACHIEVEMENT
ACTIONS CARRIEDOUT DURING THE YEAR
2013 IMPROVEMENT TARGETS
EMPLOYEES
LEVEL OFACHIEVEMENT
ACTIONS CARRIEDOUT DURING THE YEAR
2013 IMPROVEMENT TARGETS
SUPPLIERS
17
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Installation of divisional meters in all freehold Centres, capable of recording and analysing specific consumption in each individual area of the Shopping Centre (Italy 2013-2014)
•74divisionalmetersinstalledin9ShoppingCentres
Extension of ISO 14001 certification to new Shopping Centres, as per the Roll Out Plan (Italy 2013-2018)
•CertificationobtainedatConèShoppingCentre, as scheduled in the Roll Out plan
Continuation of heat insulation improvement in its structures (Romania time span 2012-2014)
•Doorswithlowerheatdispersioninstalledin4ShoppingCentres, in addition to the three installed in 2012
Further development of project relating to the introduction of low energy using lights (Romania 2013)
•Lowenergyconsuminglightshavebeeninstalledin3shopping Centres
Increase in number of Shopping Centres involved in the installation of inverters on their escalators (Romania 2013)
•Invertersinstalledin8ShoppingCentres(inadditiontothe 2 installed in 2012)
Emphasis placed on the reduction of environmental impact in planned restyling projects (Italy 2013/2014)
•WorkscheduledintheCentroSarcaandCentrod’Abruzzo restyling projects to reduce environmental impact (more details further on in document)
Resuming of analysis of photovoltaic system (Italy 2013)
•Proposalsforintroducingphotovoltaicsystemsontheroofs or car parks of the shopping Centres have been analysed. The proposals are being examined by the senior Management
LEGEND High level of achievement Low level of achievement
LEVEL OFACHIEVEMENT
ACTIONS CARRIEDOUT DURING THE YEAR
2013 IMPROVEMENT TARGETS
ENVIRONMENT
SPACES TO BE LIVED IN
1
IDENTITY AND ECONOMIC
PERFORMANCE
20
1. IDENTITY AND ECONOMIC PERFORMANCE
igd s.p.A was founded in 2000 subsequent
to the transfer of a large part of the real esta-
te portfolio owned by Coop Adriatica and
Unicoop Tirreno, with the aim of developing
a specialised and competitive company in
the real estate sector.
igd is one of the two siiqs (REiTs), socie-
tà di investimento immobiliari quotate (Real
Estate investment Trusts), present in italy,
and the only one focused on large-scale re-
tail trade.
igd group’s activities are mainly carried out
in italy, where it operates as a leading com-
pany in the development, purchase, manage-
ment and rental of retail properties, as well
as in commercialisation and facility manage-
ment services, also for properties belonging
to third parties.
since 2008, igd has been present in Roma-
nia where it controls the company WinMa-
gazine sA, the main department store chain
called Winmarkt.
ABOUT US1.1
IDENTITY AND ECONOMICPERFORMANCE
21
igd siiq - 2013 sUsTAiNABiLiTY REPORT
THE MOST IMPORTANT STEPS IN IGD’S HISTORY
0.1%WiNMAgAziNE s.A.
in igd siiq, the properties that fall within the
perimeter of “exempt” operations are the por-
tfolio’s freehold properties located in italy. Be-
low is the company organisational chart:
1.1.1 Group Structure
100%igd MANNAgEMENT srl
100%igd PROPERTY siiNq
100%MiLLENNiUMgALLERY srl
15%iNiziATiVE
BOLOgNA NORd srl
99.9%WiNMAgAziNE s.A.
100%WInMARKT
MANAgEMENT srl
80%PORTA MEdiCEA srl
http://www.gruppoigd.it/Chi-Siamo/Struttura-societaria#pos2
FOR FURTHER INFORMATION PLEASE vISIT:
2000-2004:with the two partners Coop Adriatica and Unicoop Tirreno, IGD was founded and developed
2005:IGD was listed on the stock exchange to sustain an intense development process
2007:RGD was founded; launch of a new three year investment plan
2008:Purchase in Romania and transformation into SIIQ (REIT)
2009:new openings of shopping centres and the arrival of a new Chief Executive Officer
2010:IGD inaugurated two more new shopping centres and sold its 50% stake in RGD
2011:implementation of strategic plan continued
2012:first Dividend Reinvestment Option and new 2012-2015 Strategic Plan
2013:second Dividend Reinvestment Option and new 2014-2016Business Plan
22
1. IDENTITY AND ECONOMIC PERFORMANCE
because the end (whether personalor corporate) never justifies the meansHonestybecause “we do what we say” and “we say what we do”Transparencybecause we work for our tomorrow and for that of the future generationsFar-sightedness
towards all stakeholders (tenants, suppliers, colleagues, local bodies, …) Responsibility
of invested capital, of human capital, of real estate capital, of the environment in which we operate
Optimisation
because we honour our commitments and we do not make choices that jeopardise the continuity of the company
Reliability
IGD Group’s mission is to create value for all
its stakeholders.
The Company believes that the way to create
value is by means of sustainable growth.
igd’s stakeholders are the people, the com-
panies and the other organisations that add
value to the organisation, they are influenced
by its activities or are otherwise interested
in them.
MISSION AND vALUES1.2
1.2.1 Mission
1.2.3 Stakeholders
1.2.2 Charter of Values
VISITORS AND COMMUNITY
TENANTS
ENVIRONMENT
SUPPLIERS
SHAREHOLDERS, INVESTORS
AND FINANCIAL COMMUNITY EMPLOYEES
23
igd siiq - 2013 sUsTAiNABiLiTY REPORT
BUSINESS1.3
1.3.1 Organisational structure
Chairman
Gilberto Coffari
Chief Executive Officer
Claudio Albertini
Dir. of Administrationand Legal & Corporate Affairs
Grazia Margherita Piolanti
Director of Finance Division
Andrea Bonvicini
Head of Planning, Control and Investor Relations
Raffaele Nardi
Chief Operating Officer
Daniele Cabuli
Winmarkt Chief Executive(Romania)
Antonio di Berardino
Director of Commercialand Network Management
Daniele Cabuli (Interim)
Director of Asset Managementand Development
Roberto Zoia
24
1. IDENTITY AND ECONOMIC PERFORMANCE
igd’s portfolio in italy is mainly made up
of hypermarkets and malls that are located
within shopping centres situated in 11 re-
gions. This portfolio is characterised by:
not too large sizes of the individual pro-
perties (none weigh more than 7% on the
market price value of the entire portfolio);
extensive distribution over national ter-
ritory;
presence in medium to large Italian ci-
ties;
in Romania the centres are located in cities
which in 60% of cases have a population
exceeding 200,000 inhabitants.
1.3.3 Real estate portfolio
igd’s business mainly deals in property and
rental management and retail real estate in-
vestments.
This means:
1. The purchase and rental of real estate
properties, both those up and running
and those newly created.
2. The optimisation of the yield of its real
estate portfolio by means of:
Business policies and marketing ini-
tiatives that reinforce the attractive-
ness of the shopping centres;
Property optimisation and mana-
gement policies, by means of impro-
vement measures like extensions or
restyling and ordinary and supple-
mentary maintenance activities;
3. The disposal of freehold real estate that
is no longer strategic or that has reached
an advanced stage in its life cycle.
1.3.2 IGD’s business
25
igd siiq - 2013 sUsTAiNABiLiTY REPORT
STRATEGIC LINES FOR THE FUTURE1.4
1.4.1 Vision
Business focused on retail market
Portfolio geographically segmented and diversified over territory
diversification in foreign markets limited to Romania
Relations with stakeholders based on listening and dialogue
study and research of new formats to understand changes in the market better, starting from local community needs
Environmental sustainability as a paradigm in everyday management, restyling work, expansions or new openings
The 2014-2016 strategic Plan presented in
december 2013 is consistent with the pre-
vious Plan but at the same time it also takes
into consideration the altered operating con-
text compared to the previously presumed
scenarios.
in particular, the results obtained in the 2012-
2013 two-year period, if, on the one hand
confirmed the soundness of the igd business
model, on the other, they highlighted the ne-
cessity to redesign future developments in
consideration of an even more pressing and
efficient sustainability target.
This target, which the previous Plan had alre-
ady defined in commercial, property and fi-
nancial areas, has taken on an even deeper
meaning since the Company decided to in-
tegrate social-environmental responsibility
into business strategies starting from the
2014-2016 Plan.
igd is continuing, therefore, to aim at me-
dium to long-term sustainability of revenues
and the cost of capital in terms of income
statement. Maintaining over time the market
value of its portfolio assets remains the se-
cond cornerstone of the strategic system.
if the targets set in the strategic plan are rea-
ched year by year, igd will be able to offer
its shareholders attractive returns with the
distribution of dividends.
1.4.2 Strategic guidelines
VisiON
26
1. IDENTITY AND ECONOMIC PERFORMANCE
igd has opted for a traditional governance
system based on the centrality of the Board
of directors. in accordance with the law, the
financial audit is carried out by external au-
ditors. The Company’s governance model is
focused on:
1) the guiding role of the Board of Direc-
tors with regards to matters of strategy,
with regards to its collegiate nature and
by means of specific committees with
propositional and advisory functions;
2) the transparency of business decisions
within the Company and towards the
market;
3) the defining of a policy for the compen-
sation of the directors and managers with
strategic responsibilities, consistent with
the provisions of the Code;
4) the efficiency and effectiveness of the
internal control and risk management sy-
stem;
5) the strict governance of potential con-
flicts of interest;
6) clear procedures for transactions with
related parties, in compliance with the
laws in force, as well as for the processing
of corporate information.
All the information regarding the Corporate
governance system is laid out in the “Report
on corporate governance and ownership
structure”, in the “2013 Consolidated Finan-
cial statements”.
This document can be viewed on igd’s web-
site (www.gruppoigd.it).
GOvERNANCE SYSTEM1.5
FOTO
27
igd siiq - 2013 sUsTAiNABiLiTY REPORT
THE BOARD OF DIRECTORS
The Board of directors, in office as at 31st de-
cember 2013, is made up of 15 directors and
was appointed by the shareholders’ Meeting
on 19th April 2012 for a period of three finan-
cial years, terminating at the shareholders’
Meeting to be summoned for the approval of
the financial statements relating to the finan-
cial year ending on 31st december 2014.
The current structure of the Board of direc-
tors is in line with the laws in force with re-
gard to balance between categories. in con-
nection with this, it is important to underline
that the majority shareholders, during the
presentation of the lists for the renewal of
the administrative and controlling bodies of
the Company, decided to act before the in-
troduction of the regulations introduced by
Law 120/2011, by including a larger number
of nominees of the least represented cate-
gory.
1.5.1 Corporate Bodies
MEMBERsNON
ExECUTiVEExECUTiVE iNdiPENdENT
CHAiRMAN’s COMMiTTEE
CONTROL AnDRISK
COMMiTTEE
NOMiNATiON ANd
COMPENsATiONCOMMiTTEE
COMMiTTEE FOR RELATEd
PARTYTRANsACTiON
LEAd iNdEPENdENT
gilberto Coffari
(Chairman)
sergio Costalli
(Vice–Chairman)
Claudio Albertini
(Chief Executive Officer)
Roberto zamboni
Aristide Canosani
Leonardo Caporioni
Fernanado Pellegrini
Fabio Carpanelli
Tamara Magalotti
Andrea Parenti
Riccardo sabadini
giorgio Boldreghini
Elisabetta gualandri
Massimo Franzoni
Livia salvini
sTRUCTURE
28
1. IDENTITY AND ECONOMIC PERFORMANCE
PERFORMANCE ASSESSMENT OF THE BOD
in the months of January and February 2014
the Board of directors carried out a self-
assessment on their performance (the so-
called “Board review”), referring to the fi-
nancial year ended on 31st december 2013.
This process, introduced in 2007, enables full
compliance with international best practices
and the implementation of the relevant pro-
visions of the Code of Conduct. Once again
igd appointed the consultancy firm Egon
zehnder to assist it in this process.
The assessment process was carried out by
means of:
an individual discussion with each direc-
tor following the completion of a specifi-
cally drawn up questionnaire;
an analysis of the recommendations and
comments that emerged and the prepa-
ration of a summary Report for the Bo-
ard;
a discussion in the Board of Directors on
the main results and subsequent follow up.
The results of the Board Review were pre-
sented and discussed during the Board of
directors Meeting on 27th February 2014.
Overall, the Board:
expressed satisfaction with how the Bo-
ard itself works and its efficiency and with
the well structured set up of the Board
from the point of view of experienced and
skilled professional characteristics with a
majority of independent directors;
showed some opening towards a possi-
ble reduction in the number of directors;
expressed their satisfaction regarding
the involvement of the managerial team
in the meetings and the work carried out,
all this in a constructive atmosphere fa-
vouring the good execution of the mee-
tings themselves;
decided to launch specific training and
development initiatives, along with those
relating to skills assessment and results
obtained, also with a view to preparing
and improving the process of succession;
continued to express their satisfaction
with the work carried out by the Chief
Executive Officer and the Chairman;
specified with a large majority the need
to implement a process of succession for
the key executive roles, to be set in mo-
tion in a structured manner by the Board
and with a three-four year outlook;
expressed a high level of satisfaction
with how strategic discussion set in mo-
tion in the past continued throughout the
year.
29
igd siiq - 2013 sUsTAiNABiLiTY REPORT
COMMITTEES WITHIN THE BOARD
in order to carry out its duties more effecti-
vely, the igd Bod established 4 Committees
within it:
The Chairman’s Committee;
The Internal Control Committee;
The Committee for Related Party
Transactions;
The Nomination and Compensation
Committee.
A summary of their structure and the work
carried out during 2013 can be seen below.
COMMITTEE FOR RELATED PARTY TRANSACTIONSMade up of:3 independent directors.Activities carriedout in 2013: met 3 times during the year. it ensures fairness for minority shareholders as it acts as an internal control for related party transactions.
INTERNAL CONTROL COMMITTEEMade up of:3 independent non-executive directors.Activities carriedout in 2013:met 8 times to assess the financial documents and to examine the risk management enterprise and the controls carried out by the internal audit.
NOMINATIONAND COMPENSATION COMMITTEEMade up of:3 independent non executive directors.Activities carriedout in 2013:met 3 times to express their opinion on the choice of directors of subsidiaries.
CHAIRMAN’S COMMITTEEMade up of: Chairman, vice Chairman, Ceo, 1 director.Activities carriedout in 2013: met 5 times to assist in determining corporate development policies.
COMMITTEES WITHIN
THE BOD
30
1. IDENTITY AND ECONOMIC PERFORMANCE
The Organisational, Management and Con-
trol Model, in compliance with legislative
decree 231/01, has been present in igd siiq
since 2006.
The purpose of adopting this model was to
reinforce the company’s internal control sy-
stem, making it apt for the prevention of un-
lawful conduct carried out by its directors,
employees, co-workers or partners.
in 2013, following the inclusion of corporate
liability for new examples of violations, igd
first of all mapped the sensitive activities in
function of its core business.
subsequently it updated the Organisational
Model and carried out training programmes
for its employees and top management.
in order to ensure that the model operates
correctly, the Board of directors appointed
a Compliance Committee made up of three
independent directors. This Committee met
4 times in 2013 and each meeting was atten-
ded by all of its members.
The Code of Ethics is an integral part of the
Organisational Model. it clarifies the values
and principles which should inspire and cha-
racterise the Company’s conduct when dea-
ling with contacts and other interested par-
ties (employees, clients, suppliers, public
authorities, institutions, ..).
1.5.3 Organisational Model 231 and Code of Ethics
in 2013, igd continued the Enterprise Risk
Management process launched in 2010, in
order to structure a model capable of iden-
tifying, assessing and managing the main
corporate risks.
The activities carried out during the year in-
volved:
1. Updating the Risk Assessment and de-
fining a potential new Risk Management
strategy, which shows that most risks are
moving towards the “monitoring-optimi-
sation” phase.
2. The continuation of scheduled monito-
ring actions, in particular regarding:
a) Credit management/monitoring of the
Consortiums;
b) Variations in the competitive macroeco-
nomic scenario;
c) Asset value loss;
d) The drawing up of contracts that do not
sufficiently protect the company (rentals).
Overall, it can be seen that all the risks are being
monitored. This shows a continuous intensifica-
tion of the attention paid by igd Management
to corporate risk management, as well as a gra-
dual increase in the implementation of effective
defence measures to reduce such risks.
1.5.2 Risk management
31
igd siiq - 2013 sUsTAiNABiLiTY REPORT
in a continuing difficult context, the econo-
mic results of the group (despite a decrease
in revenues and Ebitda) can be considered
as being largely satisfying.
indeed, the financial year ended with a net
profit equal to 4,998 thousand euros (a de-
crease of 55.7% compared to 31st december
2012, but negatively affected by the varia-
tions in fair value of the real estate) and with
core business Funds From Operations equal
to 35,464 ¤/000.
CREATED WEALTH1.6
1.6.1 2013 Economic Results
CONSOLIDATED INCOME STATEMENT CONSOLIDATED CORE BUSINESS “PORTA A MARE”
PROJECT
!/000 31/12/2012 31/12/2013 % 31/12/2012 31/12/2013 % 31/12/2012 31/12/2013 %
Revenues from freeholdproperties
107,637 105,653 (1.84)% 107,625 105,556 (1.92)% 12 97 n.a.
Revenues from leaseholdproperties
10,503 10,183 (3.05)% 10,503 10,183 (3.05)% 0 0 n.a.
Revenues from services 5,136 4,996 (2.74)% 5,136 4,996 (2.74)% 0 0 n.a.
Revenues from trading 0 6,163 n.a. 0 0 n.a. 0 6,163 n.a.
OPERATING REVENUES 123,276 126,995 3.02% 123,264 120,735 (2.05)% 12 6,260 n.a.
direct costs (24,422) (24,693) 1.11% (24,083) (24,332) 1.03% (339) (361) 6.64%
Personnel expenses (3,665) (3,679) 0.37% (3,665) (3,679) 0.37% 0 0 n.a.
increases, cost of salesand other costs
663 (5,219) n.a. 0 0 n.a. 663 (5,219) n.a.
GROSS MARGIN 95,852 93,404 (2.55)% 95,516 92,724 (2.92)% 336 680 n.a.
g&A expenses (4,373) (4,518) 3.32% (4,014) (4,018) 0.09% (359) (500) 39.52%
Headquarters personnel costs (5,747) (5,983) 4.11% (5,721) (5,913) 3.36% (26) (70) N.A.
EBITDA 85,732 82,903 (3.30)% 85,781 82,793 (3.48)% (49) 110 n.a.
Ebitda Margin 69.59% 68.57% n.a. n.a.
depreciation (1,326) (1,323) (0.25)%
devaluation (1,211) 1,015 (183.79)%
Change in FV (29,383) (34,502) 17.42%
Other provisions (374) (125) (66.53)%
EBIT 53,438 47,968 (10.24)%
Financial income 554 338 (38.98)%
Financial charges (48,279) (46,888) (2,88)%
NET FINANCIAL INCOME (47,725) (46,550) (2.46)%
INCOME FROM EqUITY INVESTMENTS (746) (498) (33.22)%
PRE-TAX INCOME 4,967 920 n.a.
income tax for the period 6,185 3,244 (47.55)%
NET PROFIT 11,152 4,164 (62.66)%
(Profit)/losses related to third parties
136 834 n.a.
NET GROUP PROFIT 11,288 4,998 (55.72)%
TABLE 1sUMMARY OF 2013 ANd 2012 FULL YEAR REsULTs - ¤/000
32
1. IDENTITY AND ECONOMIC PERFORMANCE
A summary of the most important data can
be seen below:
Consolidated operating revenues recor-
ded an increase, also due to revenues
from trading, equal to 6,163 thousand
Euros, related to the sale of 18 residen-
tial units and fixtures in the Porta a Mare
project in Livorno.
direct Costs rose, especially in connection
with iMU (property tax) (+0.4 million¤)
and with condominium maintenance fees
(+0.2 million¤), due to a higher average
vacancy rate over the year.
The impact that general Expenses had
on core business revenues was equal to
approximately 8.2% and proved to remain
steady compared to 31/12/2012.
2013 represented an important step in this
process aimed at sustainability underta-
ken by igd. Two main targets were pursued
which often overlapped during the year:
Increase awareness of igd employees on
CsR issues.
Progressively integrate social responsibi-
lity into business planning.
The yearly activities began with training on
social responsibility aimed at Managerial
staff and Heads, in cooperation with impron-
ta Etica (for more in-depth information on
the issues dealt with please refer to “focus”
in the “Employees” section).
An important part of this training concerned
an analysis of the most important prospects
(issues, numbers, stakeholders) which igd
should concentrate on in order to increase
its sustainability over the next 5 years.
What emerged then became part of the ini-
tial work of this process, leading to sustai-
nability being integrated into business plan-
ning.
This process began in december 2012 when
the Operating Management assigned the su-
stainability Committee with the task of defi-
ning the steps needed in order to organise
the Company’s short and medium-term plan-
ning in such a way as to take into account the
process of social responsibility undertaken
by igd over the previous 2 years.
Therefore, after having identified which su-
stainability elements were already in the
Business Plan, the investigation phase then
continued by both observing what igd’s in-
ternational peers were already doing regar-
ding this issue and by analysing the ideas for
improvement that had emerged from the igd
employees’ training on social responsibility.
The outcome of the investigation phase was
then analysed by the sustainability Com-
mittee and supplemented by the directors.
This participatory process then continued
SOCIAL RESPONSIBILITY IN IGD1.7
1.7.1 CSR in IGD: the course of action carried out throughout the year
33
igd siiq - 2013 sUsTAiNABiLiTY REPORT
by involving Managerial staff in 3 area Work
groups (divided according to reference sta-
keholders) to examine in depth the feasibility
and the economic impact of the proposals
put forward.
Once approved by the Operating Manage-
ment the end results then became part of
the 2014-2016 Business Plan. The targets
defined and the activities identified can be
seen below:
The sustainability Report represents a yearly
assessment of the progress made so far in
reaching the targets included in the Planning.
INCREASE IN qUALITY AND EFFICIENCY OF CENTERS
REINFORCE THE CONCEPT OF «SPACES TO BE LIVED IN»
INTERPRET THE NEEDS IN A CHANGING ENVIRONMENT
isO 14001 roll out plan and BREEAM certification of portfolio asset.
specific work undertaken for energy consumption reduction.
Application of the usability guidelines for disabled people in the centers.
structuring of stakeholder engagement: periodic monitoring of the satisfaction of tenants and visitors (including events), banks and investors (on CsR topics) and employees (on corporate climate).
strong focus on integrated communication strategies.
Use of the latest means of communication (i.e. apps).
SPACES TO BE LIVED IN
SHAREHOLDERS, INVESTORS
AND FINANCIAL COMMUNITY
2
36
2. SHAREHOLDERS, INVESTORS AND FINANCIAL COMMUNITY
SHAREHOLDERS, INvESTORS AND FINANCIAL COMMUNITY
Transparency and accessibility of information
Consistency in disclosure towards market
Protection of minority shareholders
GUIDELINES
37
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Organisation of meetings with more than half (in terms of value) of the top 20 investors throughout the year and scouting new financial markets.
Meetings organised with the top 20 investors which represent over 52.5% of the total number.
Problems with scouting new financial markets.
Enhancement of presentation to the market/analysts with a section dedicated to sustainability (2013).
section introduced in the 4 presentations to the market, with an update on the social responsibility activities carried out by the company.
implementation and improvement of all support tools for shareholders (continuous).
All documents on the website are in double version, italian and English.
ContinuousimprovementofwebsiteinKWDWeb Ranking, italy and Europe.
Business Plan presented to shareholders and investors and available on the website.
igd shares are quoted on the Mercato Te-
lematico Azionario (MTA) (Electronic share
Market) run by the italian stock Exchange,
within the Real Estate super sector. igd is
also part of the Segmento Titoli con Alti Re-
quisiti (sTAR) (segment for High Require-
ment shares).
in 2013 igd stock showed an increase in value
of 4.2%, with an annual performance of 13.5%
recorded on average by the italian price list.
This difference in performance can be explai-
ned with the fact that while the banking sec-
tor (which benefitted from the reassurance
of a favourable policy by the monetary au-
thorities) carried significant weight on the
whole national market, the valuation of igd
stock felt the effect of consumption perfor-
mance which started to show its first small
signs of recovery only in the second half of
the year.
Furthermore, in 2013 igd shares slightly ou-
tperformed compared to the European sec-
tor index: + 4.2% against + 2.8% of the EPRA
Nareit Europe index.
From september onwards, the performance
of the European sector index reflected a re-
newed interest by global investors in compa-
nies with real estate portfolios concentrated
exclusively within the European continent:
indeed, investing in shares in the European
real estate sector represents an opportunity
for those global investors that want to take
advantage of the economic recovery in this
area.
STOCK PERFORMANCE2.1
CHECKOnPREVIOUSYEAR’STARGETS(SUMMARY)
2013 IMPROvEMENT TARGETS ACTIONS CARRIEDOUT DURING THE YEAR
38
2. SHAREHOLDERS, INVESTORS AND FINANCIAL COMMUNITY
CHART 1 PERFORMAnCEOFIGDSTOCKPRICECOMPAREDTOTHEREALESTATESECTOREUROPEAN iNdEx (2/1/2013=100)
115,00
110,00
105,00
100,00
95,00
90,00
85,00
80,00
Source: IGD processing on EPRA data
Source: Italian Stock Exchange
IGD EPRA NAREIT Europe
janu
ary
13
septe
mber
13
may
13
mar
ch 13
nove
mber
13
july
13
febru
ary
13
october
13
june
13
april
13
decem
ber 13
augus
t 13
in 2013, igd stock recorded average daily
trading of approximately 325,000 shares, on
the decrease compared to the data regar-
ding 2012 (-95.000). The trading volume was
on average higher in the last quarter in 2013.
CHART 2
TABLE 1
IGDSTOCKTRADInGVOLUMEPERFORMAnCEFROMJAnUARY2013
OFFiCiAL sHARE PRiCE ANd AVERAgE TRAdiNg qUANTiTY iN 2013
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
1ST qUARTER 2ND qUARTER 3RD qUARTER 4TH qUARTER
OFFiCiAL TRAdiNg PRiCE AT PERiOd ENd (¤)
0.834 0.778 0.788 0.865
AVERAgE TRAdiNgVOLUME (THOUsANds)
168.186 294.063 160.483 651.863
janu
ary
13
septe
mber
13
may
13
mar
ch 13
nove
mber
13
july
13
febru
ary
13
october
13
june
13
april
13
decem
ber 13
augus
t 13
39
igd siiq - 2013 sUsTAiNABiLiTY REPORT
* calculated on the share price as at 31/12
in accordance with the siiq (REiT) tax regi-
me, the company is bound by law to distri-
bute at least 85% of its profits deriving so-
lely from property rentals (so-called “exempt
operations”) to its shareholders every year.
For the 2013 financial year, a divided of
0.065 euros per share has been proposed to
the shareholders, higher than the mandatory
amount provided for by the siiq regime, but
in line with the dividend distribution policy
specified in the 2012-2015 Business Plan.
The yield related to this dividend stands at
7.93%, based on the price at 2013 year end.
2.1.1 Distribution of dividends
2013 2012 2011
diVidENd PER sHARE (¤ CENT) 0.065 0.070 0.080
diVidENd YiELd* (%) 7.93% 8.54% 10.81%
TABLE 2
CHART 3
disTRiBUTiON OF diVidENds
TOTAL diVidENds disTRiBUTEd (¤/000)
2013
2012
2011
21,500,00019,500,000 20,500,000 22,500,000 23,500,000 24,500,000
21,906,633
22,333,408
23,861,814
40
2. SHAREHOLDERS, INVESTORS AND FINANCIAL COMMUNITY
in relation to the capitalisation, stock cove-
rage by analysts has remained extensive and
skilled. This coverage, in fact, is carried out
by an independent research firm and 7 bro-
kers, three of which are italian and four are
international.
2.1.2 Stock coverage
TABLE 3 ANALYsTs THAT AssEss igd sHAREs
2013(N)
2012(N)
2011(N)
TOTAL 7 8 7
Following the proposal submitted to the sha-
reholders in 2012, igd confirmed the offer
in 2013 of a Dividend Reinvestment Option
which enabled those entitled to receive the
2012 dividend, to reinvest in new igd shares.
More specifically, for 2013, igd gave coupon
holder shareholders the option to subscribe
to a corporate capital increase for an amount
not exceeding 80% of the dividend paid.
This resulted in a subscription of shares equal
to 76% of the total on offer, for an overall va-
lue of approximately 13.5 million euros. This
amount, higher than last year’s, was obtained
without carrying out beforehand a targeted
communication campaign (which instead
was what happened in 2012): this shows that
the transaction was appreciated by the sha-
reholders who, having supported it the first
year, confirmed their subscription once again
in the second year.
41
igd siiq - 2013 sUsTAiNABiLiTY REPORT
BREAKDOWnOFSHAREHOLDERS
igd siiq spA’s share capital is made up of
348,001,715 shares, each of a nominal value
of 1 euro, distributed as follows:
Coop Adriatica and Unicoop Tirreno are the
majority shareholders which together hold
approximately 58% of the shares.
SHAREHOLDER STRUCTURE2.2
NUMBER OF SHARES(AS AT 31/12/2013) %
COOP AdRiATiCA 151,618,853 43.6%
UNiCOOP TiRRENO 51,966,298 14.9%
EUROPEAN iNVEsTORs iNC. - 0.0%
igd siiq sPA (AziONi PROPRiE) 10,976,592 3.2%
MERCATO 122,115,472 35.1%
F&C iNVEsTMENT MANAgERs sA - 0.0%
sCHROdER iNVEsTMENT MANAgEMENT LTd 11,324,500 3.3%
AxA iNVEsTMENT MANAgERs sA - 0.0%
TOTAL 348,001.715 100%
43.60%COOP AdRiATiCA sCARL
35.10%MERCATO
3.20%igd siiq sPA (TREAsURY sHAREs)
14.90%UNiCOOP TiRRENO
3.30%sCHROdER iNVEsTMENTMANAgEMENT LTd
CHART 4
TABLE 4
BREAKDOWnOFSHAREHOLDERSASAT31/12/2013
42
2. SHAREHOLDERS, INVESTORS AND FINANCIAL COMMUNITY
12
10
8
6
4
2
0
4
9
64
117
03
1
43
24
22
2013 2012 2011
CHART 5 sUMMARY OF iNVEsTOR RELATiONs ACTiViTiEs
igd continued its financial communication
activities in 2013, with the purpose of main-
taining open and transparent relations with
analysts and investors.
due to the continuing crisis in Europe, the
scouting activity regarding new financial
markets was postponed to 2014.
With reference to this, it is worth noting that,
in the last two months of the year there was
a renewed interest in igd, interest that was
backed by both an increase in the credibili-
ty of the “italian system” and by the positive
outcome of two important financial transac-
tions carried out by igd which were, the issu-
ing of a new bond in April and the property
mortgage contract signed with BNP Paribas
in the month of November.
These transactions enabled the convertible
bond expiring in december to be refinanced,
guaranteeing, moreover, the availability of
additional capital.
The presence of important and expert inve-
stors during the presentation of the 2014-
2016 Business Plan in the month of decem-
ber bore witness to this increased interest.
2.2.1 Relations with shareholders and financial community
Conference call One-to-one meetings Field tripsRoadshowsfor investorsand analysts
Participationin sector
conferences
43
igd siiq - 2013 sUsTAiNABiLiTY REPORT
The customary get-togethers with analysts
and investors are the conference calls: 6
were organised in 2013, 4 of which to pre-
sent the quarterly results, one with regard to
the 2014-2016 Business Plan and one on the
issue of sustainability. The number of partici-
pants in these calls increased overall.
igd deems it is appropriate to include corpo-
rate social responsibility (CsR) issues when
communicating with investors and the finan-
cial community. For this reason, investor Re-
lations activities in 2013 included:
projects aimed at promoting igd’s com-
mitment to CsR. An example of this is the
company newsletter, which, like in 2012,
dealt with issues relating to the course of
action taken by the company on sustaina-
bility
the Group’s participation in internatio-
nal benchmarks, questionnaires and su-
stainability performance assessments.
it is important to draw attention to the
improvements that igd obtained with
regard to the above: compared to 2012,
the company obtained a 7 percentage
point increase in the Carbon disclosure
Project (CdP) assessment and a 9 per-
centage point increase in the global Real
Estate sustainability Benchmark (gREsB)
analysis.
cooperation with Impronta Etica, the net-
work of sustainable companies which igd
is a member of, to set up a work group
with the other listed company members,
aimed at developing and improving their
ability to convey their commitment to
sustainability to their shareholders. With
this work group and by way of constant
comparison to good practices and exi-
sting tools, igd intends to:
include, analyse and discuss the
subject of sustainability when interac-
ting with investors (communication
strategies and contents);
Examine new communication/infor-
mation tools and methods that can
help strengthen relations between li-
sted companies and the financial com-
munity;
Examine strategies to be activated
that identify the target audience in the
financial community and the informa-
tion content to be communicated.
The work group was launched in Novem-
ber 2013 and will conclude its work by the
end of the first half of 2014.
Thanks also to this commitment, igd was in-
cluded in the FTsE ECPi italy sRi Benchmark
index from september 2012 to december
2013 igd.
CONFERENCE CALL 2013(N)
2012(N)
2011(N)
NUMBER OF PARTiCiPANTs 78 65 106
- iTALiAN 48 36 52
- FOREigN 30 29 54
- iNVEsTORs 31 27 49
- ANALYsTs 23 20 30
-OTHER(BAnKS,COnSULTAnTSAnDIGDEMPLOYEES) 24 18 27
TABLE 5CONFERENCE CALL PARTiCiPANTs
SUSTAINABILITY
44
2. SHAREHOLDERS, INVESTORS AND FINANCIAL COMMUNITY
igd’s commitment to making the Company’s
website (www.gruppoigd.it) its preferential
means of communication with the financial
community was intensified in 2013. A further
improvement in igd’s position in the italian
Webranking - the ranking carried out yearly
by KWD to examine the quality of online
communications by listed companies – de-
monstrates the successful outcome of these
efforts: indeed, igd has become one of the
top 20 companies in italy obtaining the 20th
best results, climbing from 23rd place in 2012.
Over the last five years, igd has climbed from
53rd place to its current 20th place without
ever moving backwards nor encountering
any setbacks. Thanks to this improvement of
4.1 points, resulting in a total score of 49.3,
igd was one of the “Best improvers” in 2013,
that is, one of the companies that achieved
the most significant improvements during
the year.
This result is even more remarkable when
considering the size of the companies it was
up against: none of the first 20 companies in
the ranking had a market capitalisation lower
than igd’s.
subsequently, the European web ranking
research was also released where igd held
third place amongst the European listed
companies in the real estate sector, behind
Fabege (first with 59.5 points) and Land se-
curities (second with 52.2).
in addition to external recognition, igd also
received significant confirmation of its efforts
from the website numbers: the commitment
undertaken to make www.gruppoigd.it into
a website that satisfies more and more the
needs of its stakeholders resulted in a con-
tinuous increase in the total number of visits
and number of different visitors. in particular,
the visits increased by 20% in 2013 compared
to those totalled in 2012. Worth noting is that
9.6% of the visitors to the igd website in 2013
originated from the United states.
PRESENCE ON THE WEB
45
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Financial charges were also kept below the
expected limits, whereas the duration period
of new loans decreased.
in order to maintain a solid credit rating and
capital indicator levels capable of sustaining
activity and maximising the value for sha-
reholders, once again in 2013 the following
targets were achieved:
Maintain the ratio between total value of
net debt and net equity (gearing) in line
with the previous year (1.38 stable with
regard to 2012).
Keep the ratio between total loans (net
of coverage derivatives) and total real
estate value below the maximum of 60%
(loan to value). As at 31st december 2013
this ratio was equal to 57.36%.
igd’s finance strategy is that of supporting
its business and does not therefore pursue
speculative goals.
For this reason the debt structure is aimed at
mainly medium-long term debt, consistent
with the nature of the group’s assets made
up primarily of investment real estate assets.
By the end of 2013, short term debt had de-
creased compared to the end of the previous
year (when it represented 47% of total debt).
This decrease was due to the refinancing of
debt maturing during the financial year, in
fact in 2013 igd raised altogether 309 million
of which 279.9 million by means of medium-
long term loans.
WEBSITE 2013(N)
2012(N)
2011(N)
vARIATION %%
NUMBER OF VisiTs 65,625 54,681 45,092 20.0%
NEW VisiTORs (siNgLE VisiTORs) 49,789 37,093 28,201 34.2%
LENgTH OF TiME iN MiNUTEsON WEBsiTE (AVERAgE)
2.31 2.56 3.25 -9.8%
VisiTORs THAT RETURN 16,604 18,206 16,891 -8.8%
2012 2011
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
53%
79%
47%
21%
2013
75%
25%
MEDIUM-LONG TERM DEBT
SHORT TERM DEBT
TABLE 6
CHART 7
WEBsiTE NUMBERs
BREAKDOWnOFDEBT
2.2.2 Financers
46
2. SHAREHOLDERS, INVESTORS AND FINANCIAL COMMUNITY
3%BONdHOLdERs
14%TOWARds RELATEd PARTiEs
75%BAnKInG
sYsTEM
CHART 8 TYPE OF FiNANCERs
The loans obtained bear witness to the con-
tinuous and transparent relations that the
company maintained with the 20 credit in-
stitutions it worked with throughout the
year. These institutions report to 14 banking
groups, 7 of which are classified in the top
10 in italy (source: Milano Finanza). These
sources of loans represent 83% of igd’s total
debt.
Transparency in relations with the banking sy-
stem can be seen by means of the following
activities carried out in 2013:
The presentation of the Business Plan in a
specifically organised meeting;
The organisation of an annual meeting
on the results of the Financial statements,
with the participation of 11 credit institu-
tions;
The circulation of the quarterly presenta-
tions;
The organisation of individual meetings
aimed at analysing quarterly performan-
ce and at assessing lines of credit and the
possibility of using them. There were 147
meetings during the year, 61 more than in
2012, with a significant increase connected
to the refinancing transactions carried out
in 2013 for a total of 309 million euros, a
record amount for igd from the point of
view of raising financial resources.
2.2.3 Financer relations
TABLE 7 MAiN FiNANCE iNdiCATORs
* Not including bond** The average cost of debt does not include the effects of charges regarding the convertible bond.
2013 2012 2011
gEARiNg RATiO 1.38 1.38 1.38
LOAN-TO-VALUE 57.36% 57.15% 56.86%
HEdgiNg LEVEL OF MEdiUM-LONg TERM dEBT * 75.32% 68.08% 74.14%
AVERAgE COsT OF dEBT ** 3.94% 3.91% 3.71%
AVERAgE dURATiON OF MEdiUM-LONg TERM dEBT * 8.57Y* 10.9Y* 11.46 Y
47
igd siiq - 2013 sUsTAiNABiLiTY REPORT
initiate involvement by investors and financers in specific issues of igd’s
corporate social responsibility (2014).
Analyse the feasibility of a process that leads to the organisation of meetings
with investors on the issues of social Responsibility (2014).
implement and improve all support tools for shareholders (continuous).
iMPROVEMENT TARgETs
SPACES TO BE LIVED IN
TENANTS
3
50
3. TENANTS
TENANTS
GUIDELINES
Effective merchandising and tenant mix for target placement
Attractiveness as joint target with tenants
strong focus on tenants’ economic sustainability
Raising tenants’ awareness of social-environmental responsibility
51
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Raise tenants’ awareness of igd’s sustainability policies by including points on the issue in contracts (2013 italy).
Footnote included in contracts stating igd’s commitment to social responsibility and its hope and belief of an active involvement by its stakeholders in its sustainability policies.
introduction of new brands capable of creating an increase in visitors to the
shopping Centres, guaranteeing, at the same time, the continuing presence of existing ones (continuous italy).
11 new brands introduced.
internal survey on tenants’ satisfaction (2013 italy).
Pilot survey on tenants’ satisfaction carried out.
Keepfacilitymanagementcostslow(continuous: italy and Romania)
Marketing and operational costs reduced by 2.2% in italy.
in Romania by 9.3%.
increase in number of fitness areas to enhance wellness programmes in the local community (2013 Romania).
There was no increase in the number of fitness areas in 2013. it is something that Winmarkt is working on for 2014.
integration of kids’ play areas and adult ones in the shopping Centres into the local community with events and initiatives (2013 Romania).
increase in quality and quantity of play areas, in particular in the shopping Centre in Ploiesti.
Reduction in operating costs by installing own electrical transformers, to buy energy before it is transformed (2012-2013 time span Romania).
3 more transformers installed, in addition to the 2 last year.
CHART 1BREAKDOWnOFnUMBEROF TENANTs ANd CONTRACTs
(iTALiA ANd ROMANiA)
By means of 1,568 contracts, of which 1,016 in
italy and 552 in Romania, igd and Winmarkt
manage business relations with 1,028 tenants
(591 in italia and 437 in Romania).
in italy there were 11 contracts and 12 tenants
less than the previous year, which can be ac-
counted for by the unification of several ar-
eas carried out in some shopping Centres.
Romania also showed a drop both in the
number of contracts (-44) and in tenants
(-10): this was due to the reduction in the
number of contracts of several chain stores,
above all national ones.
1800
1600
1400
1200
1000
800
600
400
200
0
ITALY
ROMANIA
591
1016
437
552
CONTRACTSTENANTS
CHECKOnPREVIOUSYEAR’STARGETS(SUMMARY)
2013 IMPROvEMENT TARGETS ACTIONS CARRIEDOUT DURING THE YEAR
52
3. TENANTS
in igd shopping Centres there was a:
Growth of 0.9% in the number of visitors;
Decrease of 1.6% in the tenants’ sales vol-
umes;
Decrease of 2.7% in receipts.
The data on footfalls shows how the attrac-
tiveness of igd shopping Centres has re-
mained unchanged even during the crisis,
and that the Centres therefore maintain their
role as a prime place in which to spend some
leisure time. given the decrease in the spend-
ing power of the italian people, this trend
does not go hand in hand with the sales vol-
ume performance or with that relating to the
numbers of those that make purchases.
it is necessary to highlight however that this
sales performance was:
1) Strongly conditioned by the marked fall
in the first quarter: indeed, from April on-
wards the sales performance was in line
with the previous year.
2) Better in comparison to the drop in
household consumption (-2.6% in 2013
compared to the previous year) recorded
by istat (italian National institute of sta-
tistics).
These two observations represent signs, al-
beit weak ones, of an improvement when
compared to the extremely negative data in
2011 and 2012. it is a trend that is prevalent in
all the areas where igd is present.
As far as the merchandising categories are
concerned, it is important to highlight that
the sales volume regarding both clothing
wear and consumer electronics remained
pretty steady compared to the year before.
2013 was also the first year in which legis-
lative decree N. 201 of 6th december 2011
regarding sunday opening was in full force.
This law helped to change consumer spend-
ing habits. indeed, a redistribution of foot-
falls in the Centres was recorded for the
weekend, with sunday beating saturday in
some cases as the favourite day.
These changes in consumer and spending
habits formed the basis for igd’s business
strategies, with the essential objective be-
ing that of balance between corporate needs
and those of its tenants.
For this reason igd decided to strengthen
the three cornerstones that have character-
ised the company over the last few years,
THE SITUATION AND THE ACTIONS CARRIED OUT IN ITALY AND ROMANIA IN 20133.1
3.1.1 Italy
53
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Exchange views with tenants, focusing strongly on listening and dialogue.
support tenants with targeted actions.
Commitment to reducing mar-keting-operating costs.
study and in-depth analysis of the ongoing changes in shop-ping Centres.
TARGETS PURSUED ACTIONS CARRIED OUT IN 2013
adding improved focus on the study and in-
depth analysis of what future shopping Cen-
tres might be like:
shopping Centres: guaranteed avail-ability for head-to-head confronta-tion and for finding solutions to indi-vidual everyday crucial mattersBusiness service: as before, 450 an-nual meetings with tenants, with a continuous commitment to iden-tify flexible solutions to satisfy both igd’s needs and those of its tenants.
igd continued to offer support poli-cies for those tenants in difficulty that had shown over time to be ca-pable of complying with the com-mitments undertaken with the Com-pany.
The quest for greater savings led to a reduction of 2.2% in operating costs in 2013, more specifically:
-1.3% in operating costs (associ-ated, amongst others, to a total saving in electrical consumption, corresponding to lower costs for the tenants for more than ¤ 600,000)
-6.5% in marketing costs (due to greater efficiency in the organi-sation of events and in communi-cation means, despite an increas-ing number of organized events).
in June 2013, igd organised a semi-nar open to the Members of the Board of directors and the repre-sentatives of the majority sharehold-ers where the future of the shopping Centres was discussed. The outcome of this meeting was subsequently shared with all employees.Please see focus below for the con-tents of this seminar.
54
3. TENANTS
FOCUS
+
SEMINAR FOR AN IN-DEPTH ANALYSISON THE SHOPPING CENTRE OF THE FUTURE
igd’s intention with the seminar held on 12th June 2013 was to carry out an in-depth analysis regarding the future of the shopping Centres together with its Board of di-rectors and the top management of its majority shareholders. during this meeting a profile was drawn up of the shopping Centre of the past, of the present and of the future, thanks also to the input of Pietro Malaspina (President of CNCC), Luca dondi (Managing director of Nomisma spA), Alessandro Mazzoli (Executive director Chan-nel Policies of Coop italia). A summary of what emerged with regard to igd can be seen below:
The seminar proved to be an important occasion for an exchange of views but also for work: the outcome contributed to the definition of the commercial and property lines of action for the Business Plan, setting in motion the ideas presented.
An example is that of deciding to introduce dental clinics inside the Malls: in this way, since 2013 the visitors have been able to take advantage of an additional service and the shopping Centre has taken on a new dimension in terms of personal services offered.
PROPERTY AREA COMMERCIAL AREA
Defence measures to create a framework simplifying alterations and adaptations.
Plan new structural work and/or carry out restyling work so as to make both building structures and the various types of systems MORE flexible.
Take advantage of new trends to innovate and attract
LESS clothing wear
MORE personal services, decoration, delicatessens, food, entertainment, vintage, second hand, fitness, wellness, cinema, creative writing, music schools
Economic, environmental sustainability
MORE medium sized areas
55
igd siiq - 2013 sUsTAiNABiLiTY REPORT
in 2013, economic performance was marked
by:
slowdown in consumption growth (which
stood at +1% compared to the previous
year);
growth in gdP (2.1%) thanks to strong
agriculture and industrial production,
whereas exports recorded a slight drop
and domestic demand was confirmed as
being weak1.
in line with what occurred in italy, in Roma-
nia Winmarkt also adopted business poli-
cies aimed at maintaining the right balance
between corporate profitability targets and
those of its tenants.
More specifically, the actions carried out
were:
Reduction in facility management costs:
the renegotiation and turnover of suppli-
ers continued in general, with the express
purpose of maintaining efficiency over
time (same level of quality in services
with a view to limiting costs). in 2013 the
reduction was equal to 9.3% compared
to the previous year.
in particular, for utilities (water, electric-
ity and gas), there was a cutback in costs
equal to 11.6% due to:
Renegotiation of the electric energy
supply contract
implementation of the “electrical
transformers” project, consisting in
buying medium voltage energy and
transforming it in-house to low volt-
age. in 2013, 3 more transformers be-
longing to the Centres in Braila, Tulcea
and Vaslui were installed, for an annual
investment of ¤160,000 (in addition
to the ¤141,000 of the previous year).
instead, with regard to common facil-
ity services (maintenance, security and
cleaning), the reduction (-6.5%) can be
mainly attributed to the renegotiation/
turnover of supply contracts.
Granting of temporary reduction/dis-
count. The decision to grant a temporary
reduction/discount and the subsequent
definition of the amount, are the result of
an overall and equally balanced assess-
ment of the following:
a. Reliability of tenant
b. Continuity in business relations;
c. Compliance with budget and achieve-
ment of expected profitability targets;
d. increase in occupancy.
Following the considerable reduction in
discounts granted in 2012, due to an im-
provement in the quality of the tenants’
portfolios, a slight increase could be seen
in 2013 compared to the previous year.
This can be attributed to the bid to mo-
mentarily support the tenants’ activities
affected by restructuring work planned
by the property owners.
3.1.2 Romania
1 sources: Banca nazionale Romania, Raiffeisen research
56
3. TENANTS
The occupancy level is the first indicator that
summarises the annual trend of igd’s busi-
ness policies. in igd Malls this rate stood at
97.2% of square metres occupied in 2013,
including the Hypermarkets. This figure is
substantially in line with that of the last two
years (respectively -0.2 percentage points
with reference to 2011 and -0.1 point with ref-
erence to 2012). This good level of occupan-
cy has been achieved thanks to the specific
business policies already mentioned and to
the work carried out to improve the mer-
chandising mix and tenant mix by uniting or
altering the areas within the shopping malls.
The merchandising mix still shows a distinct
predominance of the clothing sector, albeit
with a slight reduction compared to the pre-
vious year (in line with what emerged from
the seminar). The square metres dedicated
to services show an increase (in relation to
the aforementioned dental clinics).
RESULTS OBTAINED3.2
3.2.1 Italy
0% 10% 20% 30% 40% 50% 60%
CHART 2 MERCHANdisiNg Mix iN MALLs (iN % OF M2, iTALY)
2013 (%)
2012 (%)
SERVICES
HOUSEHOLD GOODS
BARS ANDRESTAURANTS
CULTURE,LEISURE TIME, GIFT
PERSONAL CARE, HEALTH
ENTERTAINMENT
9%
8%
7%
6%
4%
4%
CLOTHING51%
53%
ELECTRONICS11%11%
9%
7%
7%
5%
4%
4%
57
igd siiq - 2013 sUsTAiNABiLiTY REPORT
11 new brand names were included in 2013,
a fact which reflects a constant quest for in-
novation.
Most of these were national brand names,
some of which contributed to an overall im-
provement in the performance of the shop-
ping Centres into which they were intro-
duced (for example “Moby dick” in Centro
Tiburtino, specialised in pet products).
CHART 3
CHART 4
NEW BRANd NAMEs BY MERCHANdisiNg TYPE (iTALY)
BREAKDOWnOFLOCAL,nATIOnALAnDInTERnATIOnALBRAnDS(In%OFM2, iTALY)
4
3,5
3
2,5
2
1,5
1
0,5
0
PERSONAL CARE, HEALTH
BARS AND RESTAURANTS
CLOTHING
SERVICES
CULTURE, LEISURE TIME, GIFT
4
2 2
1
2
The national tenants represent 45% of total
tenants and occupy 2/3 of the total square
metres of igd Malls, with a sales volume
equal to 68% of the total.
16.4%LOCAL
66.3%NATiONAL
17.3%iNTERNATiONAL
58
3. TENANTS
COST OCCUPANCY
The cost occupancy rate is a key indicator
with which to assess each tenant’s sustain-
ability as it represents the ratio between the
costs incurred (rents and marketing-opera-
tional costs) and revenues. in 2013 this data
was pretty much stable compared to 2012,
settling at 12.9%.
CHART 5 AVERAgE COsT OCCUPANCY RATE (iTALY)
2012
2013
2011
131211 12,511,5
12.9
12.9
12.6
in 2013, igd carried out its first pilot survey
in two shopping Centres: Centro Piave in san
DonàdiPiave(Venice)andCentroKatanèin
gravina di Catania.
The process started with the drawing up of a
questionnaire that included 34 questions and
requested an assessment with marks from 1
to 5 with regard to 6 areas:
1. "Overall assessment of relations with
IGD"
2. "Overall assessment of Shopping Cen-
tre"
3. "Bringing the Shopping Centre to life":
marketing
4. "Encouraging customers to make pur-
chases": the merchandising mix
5. "Taking part in the management of the
Shopping Centre"
6. "For a green Centre"
WhilethedataforKatanèisnotyetavailable,
in Centro Piave 54% of the tenants complet-
ed the survey, representing all the merchan-
dising categories present in the Mall.
The findings showed a substantially positive
judgement of the Centre, with a total aver-
age of satisfaction equal to 3.6. As this was
the first survey and therefore there is no
benchmark for comparison, the result can
be counted as being positive insofar as it is
higher than the mathematical average (3).
it is important to note that igd’s approach
and that of the Centre to environmental mat-
ters obtained a higher than average evalua-
tion (3.8) second area of interest of greater
satisfaction.
The findings were analysed by igd’s Com-
mercial division and subsequently by the
managers of the structure in question, spark-
ing ideas for future improvement (for exam-
ple in defining the Marketing Plan).
The survey will be extended to 3 other shop-
ping Centres throughout 2014.
TENANT SATISFACTION
59
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Winmarkt Malls continued to adapt their
merchandising and tenant mix in order to
satisfy their customers’ needs better. A pe-
riodic change can be seen both in the struc-
ture of the shopping Centres and in the ser-
vices offered by them.
The first consequence of these changes for
2013 was a reduction by 7 percentage points
in occupancy rate, following a continuous
increase from 2010 onwards. This drop was
essentially brought about by the necessity
to move and group together some brands in
those shopping Centres where large interna-
tional stores were being opened.
3.2.2 Romania
CHART 6ANNUAL OCCUPANCY RATE (iN % OF M2, ROMANiA)
90%
88%
86%
84%
82%
80%
78%
87.3%
2011
89.4%
2012
82.0%
2013
60
3. TENANTS
Further changes concerned the merchandis-
ing mix in the malls. The following occurred
during the year:
Completion of the process to introduce
food anchors, with supermarkets which,
in 12 out of 13 cases, are part of interna-
tional chains. given the central location
of Winmarkt shopping Centres, this im-
provement in the food sector supply rep-
resents a useful service to local residents
both with regards to an increase in quality
and a reduction in prices;
Increase in the presence of international
brand names, with the opening of a new
store belonging to an important chain,
H&M, which has scheduled a develop-
ment plan in 4 other shopping Centres in
2014;
Development of “household and person-
al goods” as well as services. These prod-
uct sectors, coming under the category
“other” in the chart below, have been re-
placing traditional market forms over the
years in Winmarkt shopping Centres.
40%
35%
30%
25%
20%
15%
10%
5%
0%
Clothing and Footwear Other SupermarketsElectronics Entertainment
31%
38%35%
16% 15%13% 14% 14%15%13% 11% 8%
28% 44%
21%
201120122013
CHART 7 TENANTs BY MERCHANdisiNg CATEgORY (PER M2, ROMANiA)
61
igd siiq - 2013 sUsTAiNABiLiTY REPORT
iMPROVEMENT TARgETs
Keepfacilitymanagementcostslow(continuous:ItalyandRomania)
increase in number of fitness areas to enhance wellness programmes in the
local community (2014_Romania)
introduction of new brands capable of creating an increase in visitors to
the shopping Centres (continuous _italy)
Carry out tenants’ satisfaction survey in 3 other shopping Centres and identify
an area for improvement on which to work at a later stage (2014_italy)
SPACES TO BE LIVED IN
4
VISITORS AND COMMUNITY
64
4. VISITORS AND COMMUNITY
vISITORS AND COMMUNITY
GUIDELINES
igd: spaces to be lived in
Centrality of local area
Marketing that unites business plan with social one
Easy access to Centres for everyone
65
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Organisation of an information campaign aimed at citizens on actions that can be taken in order to be more sustainable (2013 italy).
individual information campaigns organised by shopping Centres, connected to specific events.
Organisation of events on the issue of promoting healthier lifestyles (menus in restaurants, sports displays, promotions of books on wellbeing) in cooperation with tenants (2013 italy).
3 across-the-board events organised, with the common factor being the promotion of healthy life styles:: “Saperi e Sapori” “Tastes and Flavours” (Competition exhibition on the history and culture of food, with thematic workshops), “Conquista il tuo corpo” “Conquer your body” (event promoting gymnastic activities), “sport show” (in cooperation with CONi - italian National Olympic Committee – promoting sports and wellness activities with the presence of numerous Olympic athletes).
Accessibility to Centres for individuals with disabilities: define perimeter expansion plan of the Centres involved in the 2012 survey and carry out work recommended by the survey.
Work related to findings from audit included in the restyling work in progress in Centro d’Abruzzo and in Centro sarca.
increase in moments of edutainment, by organising events specifically aimed at educating in an entertaining way the visitors to the Centres (2013 Romania).
More focus placed on “educating in an entertaining way”, particularly in slatina, in Ploiesti and in Buzau.
I vISITATORI4.1
2012 2011
70
60
50
40
30
20
10
0
65.6 65.4
33.5 31.3ITALY
ROMANIA
* data referring to like for like network: in italy the data does not include “gran Rondò” and “i Bricchi” shopping Centres, which had problems with their footfall counter.
CHART 1TOTAL NUMBER OF VisiTORs* (iTALY ANd ROMANiA)
2013
66.2
31.7
4.1.1 Focus on visitors’ needs
CHECKOnPREVIOUSYEAR’STARGETS(SUMMARY)
2013 IMPROvEMENT TARGETS ACTIONS CARRIEDOUT DURING THE YEAR
NUMBER OF VISITORS
in italy, igd’s Malls were once again con-
firmed as being places of attraction, with
+0.9% more footfalls compared to the previ-
ous year. There was a slight drop in visitors in
Romania, mainly due to planned work being
carried out on the structures.
66
4. VISITORS AND COMMUNITY
Between 2012 and the first few months of
2013, igd, in cooperation with Excalibur so-
cial cooperative, carried out an audit in 6
shopping Centres in order to assess the ac-
cessibility and usability by individuals with
disabilities of internal and external areas, like
car parks, public conveniences, the entirety
of the mall itself, in addition to some shops
in particular.
While the findings regarding the overall situ-
ation of the buildings were positive, the audit
highlighted several points which could help
both to improve communication and infor-
mation aspects and to put into effect small
structural adjustments.
Over the year, these points were:
…included in the planning for two restyl-
ing projects, in Centro d’Abruzzo in san
giovanni Teatino (Chieti) and in Centro
sarca in sesto san giovanni (Milano). in
the first case a specific path from the car
park to the Centre for the visually impaired
was created and larger parking places
for individuals with disabilities were cre-
ated on the underground level with more
space around them in order to facilitate
the loading and unloading of wheelchairs.
in Centro sarca, in the restyling plan for
the car park on level -1, the parking places
reserved for individuals with disabilities
were all concentrated near the entrances,
some adjacent to pedestrian zones in or-
der to have more space for manoeuvre (to
load and unload wheelchairs etc.)
…acknowledged within the Business
Plan, a result of the work carried out to in-
tegrate sustainability issues and business
planning. indeed, the document reiterates
the commitment to “Apply the guidelines
for the usability of its Centres by individu-
als with disabilities”;
…communicated at the “Retail for all”
conference held in Vicenza on 23rd March
2013 during the fifth edition of Gitando.
All, the first italian fair dedicated to Tour-
ism for Everyone.
The importance of accessibility for cus-
tomers with particular needs was dis-
cussed and igd talked about its own ex-
perience, which was appreciated by the
members of the audience, made up both
of experts on the matter and people sim-
ply interested in it, and shared by other
operators in the sector.
FOCUS ON ACCESSIBILITY
67
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Liaison with the community and local area is
defined, by each shopping Centre according
to their needs and requests, within the an-
nual guidelines of the corporate Marketing
Plan. The aim is to guarantee and strengthen
each of igd’s shopping Centres’ own “spac-
es to be lived in” role.
There are 4 courses of action:
Local initiatives
Social events common to more Shop-
ping Centres
“Social-environmental” activities
Economic support for specific projects
deemed distinguishing for IGD
COMMUNITY AND LOCAL AREA4.2
ITALY
in 2013 igd voluntarily continued check-
ing the seismic vulnerability of its shopping
Centres. This work became necessary fol-
lowing the earthquake that affected part of
north western italy in May 2012 (which struck
Emilia Romagna in particular).
The vulnerability evaluations were all pre-
sented before the deadlines and relative ex-
tensions during the period between decem-
ber 2012 and April 2013.
Following this, a specialised firm carried out
subsequent activities regarding the inspec-
tion and testing of materials to ascertain their
level of resistance (checks will in due course
be carried out by official laboratories).
Reports will be produced each time with
the last being presented by the first week of
April 2014.
subsequently, the results of the tests will be
analysed by the experts that drew up the vul-
nerability evaluations in order to then begin
the detailed planning phase of any seismic
improvement work to be carried out.
in Romania, Winmarkt continued with its
safety improvements in 2 other external of-
fices, following the work previously carried
out in 5 other structures between 2011 and
2012. These activities are part of the 2012-
2015 investment Plan which calls for the
complete refurbishment, both with regards
to compliance with the law and to layout,
of all the management offices located in its
Centres.
Furthermore, the furniture and furnishings
were all completely replaced in the entire
Winmarkt network for a total investment of
20,000 euros.
4.1.2 Safety in shopping centres
in 2013, the second edition of “igd AWARds”
was held. The purpose of this is to enhance
marketing activities carried out during the
year within igd malls.
The award ceremony took place during the
company convention held in december 2013.
Out of the 50 events judged by the igd
AWARds Committee, made up of members
of the Commercial division, the following
were the winners for each category of events:
COMMERCIAL EVENTS
Shopping Centre
“EsP” in Ravenna
“CENTRO PiAVE” in san donà di Piave (Venice)
Event Name
LA sTAR sEi TU (You are the shopping)
Reason
for the innovation in the mechanisms of
the event enabling the benefits of the
programme to become immediately
available, fulfilling the current and tangi-
ble needs of its customers.
IGD AWARDS
68
4. VISITORS AND COMMUNITY
The increase in footfalls and the first results
of the event satisfaction project highlight
the growing role that the shopping Centre
is taking on within the local community as a
meeting place and a space that is more and
more “to be lived in”.
For this reason it is important to note the
overall increase of 9.4% compared to the
previous year, of events organised in igd
shopping Malls in 2013, a fact which substan-
tiates the idea of the shopping Centre as a
public place where visitors can meet up and
find, alongside the typical items on sale, also
a programme of shows and events that is:
…continuous, as every three days an
event is organised;
…varied, because there are cultural
events, entertainment, sports events etc.
4.2.1 Local events
2013 2012 2011
TOTAL NUMBER OF EVENTs 514 470 382
THOsE OF A CULTURAL, RECREATiONAL-sPORTs NATURE HELd TOgETHER WiTH LOCAL AssOCiATiONs
185 163 95
% OF LOCAL EvENTS OUT OF TOTAL 36% 34.7% 24.9%
TABLE 1 TOTAL EVENTs ANd PERCENTAgE OF LOCAL ONEs (iTALY)
RECREATIONAL-SPORTS EVENTS
Shopping Centre
“CAsiLiNO’” in Rome
Event Name
YOUTUBER’s
Reason
For having managed to involve the web
community and new means of commu-
nication to create two very appealing
events.
SOLIDARITY EVENTS
Shopping Centre
“CENTRO sARCA” in sesto s. giovanni
(Milan)
Event Name
dONARE sARÀ iL REgALO PiÙ BELLO
(giving will be the best present)
Reason
For having managed to share, togeth-
er with the Centre’s visitors, an activity
that improved many of the local families’
Christmas and for having decided to ac-
tively involve the children.
LOCAL EVENTS
Shopping Centre
“Fonti del Corallo” in Livorno
Event Name
i gRANdi (The great) (in cooperation
with Livorno Football)
Reason
thanks to the commitment undertaken by
the Centre’s Management, a long-lasting
bond was created with an entity of great
importance and acclaim for the city of
Livorno.
PREMI SPECIALI
Culture
CONÈ’ for “sTAR HUNTER”
Team Spirit
SOUTERnnETWORKfor“DInOSAURS”
Optimisation
PERLA VERdE (Riccione – RN)
69
igd siiq - 2013 sUsTAiNABiLiTY REPORT
FOCUSEVENT SATISFACTIONWhen defining the guidelines in a Marketing Plan, it is also important to understand the level of satisfaction of the shopping Centres’ visitors with regard to each indivi-dual event organised. For this reason, an idea came into being to create a tool to me-asure the level of “event satisfaction”, with the purpose of assessing both the aspects regarding the individual event and those relating to the entire programming of the Centre’s marketing calendar. A survey questionnaire was therefore prepared with 13 questions regarding:
Knowledge about the Shopping Centre; Event assessment (only for those participating); Assessment of the Shopping Centre’s marketing initiatives;
staff trained by the shopping Centre then had the task of getting visitors to the Mall to fill in the questionnaire.The event satisfaction test of this pilot project was scheduled for an event that took place in Centro Piave.The test took place on saturday 30th November 2013 and lasted the whole day. 113 people answered the questions.The event analysed was “Videogames Party”.The results:
Good level of appreciation by the participants towards the event; Confirmation of the importance of the events and their role played in making one
Centre preferable over another; Predominance of “fun” expectations: those interviewed were more in favour of
the recreational-sports events than other types of events; Attractiveness of the events.
As this is the first survey, it is not yet possible to have a benchmark with other asses-sments relating to comparable situations. The successful outcome of this pilot project however, has opened the door to a repe-tition of this event satisfaction project in other shopping Centres throughout 2014.
70
4. VISITORS AND COMMUNITY
in 2013 there was an increase in the number
of across-the-board events, that is, with ex-
clusive formats held in a number of struc-
tures, with both a social and culture value.
The following table shows in detail the events
organised, the centres involved and some of
the results that could be quantified:
4.2.2 Social events common to more Shopping Centres
Title Centres involved
LA PREVENZIONE E' UNA ROBINA INTELLIGENTE (Prevention is really an intelligent thing)(in cooperation with ANT-National Tumour Association)
18 3 2,160 patients visited
FUMETTI AL CENTRO(Comics in the Centre) (Partnership Coop Adriatica and Unicoop Tirreno)
11 14220 classes involved50 schools and over
10,000 compositions received
UN NASO ROSSO CONTRO L’INDIFFERENZA(A red nose against indifference) (in cooperation with Parada Association)*
10 3
SPORTS SHOW (in cooperation with CONI – Italian National Olympic Committee)*
8 328 Olympic athletes as
guests
PANINI TOUR (in cooperation with Panini) 14 2
THE TALENT* 20 3 1,200 enrolments
SAPERI & SAPORI(Tastes and Flavours)
10 14 about 50,000 games
Days per event
Quantifiable results
More than one out of three events are of a
local nature, or rather, organised in coopera-
tion with community groups or local organi-
sations, which hence become promoters and
partners.
To give some examples, an event that can be
collocated in this context is “Artisti in vetri-
na” (Artists on display) which, in the Lungo
savio shopping Centre in Cesena, offers a
programme of fixed duration events whe-
re various artistic performances alternate
around the shops and common areas of the
Malls with a billing that is 8 months long.
Local singers, dancers, choreographers and
writers are all involved in this event.
Or there is the organisation inside a shopping
centre of a reality dance show: this was the
case with “dance Reality” in Centro Tiburti-
no in guidonia (Rome) where the visitors to
the Centre were the ones involved in dance
lessons and which ended with a final recital
during an associated event. Everything was
held over a 4 month period inside the Centre.
71
igd siiq - 2013 sUsTAiNABiLiTY REPORT
These are the most important characteristics
of the new events in 2013:
“The Talent” was the first travelling tal-
ent show in Italy, developed by igd in
cooperation with MA Europe. The tour
involved 20 shopping Centres with a to-
tal number of 1,000 singers, dancers and
production artists, who performed in
60 selection days (3 for each shopping
Centre). The internal areas of the Centres
were made available for the contestants
to perform in front of the judges and also
the public who really enjoyed the event.
The 12 best performers were chosen for
the finale which was held on 11th July 2013
in Riccione, ending with a winner being
chosen for each category: dancers, sing-
ers, dJs. The winners were awarded an
important opportunity for professional
growth: recording of a song track in a
recording studio for the “Music” catego-
ry, training at the University of Essex in
Colchester for the “dance” category and
training at a radio station with the pos-
sibility of performing in a venue for the
“Mix/Production” category. This event
will be repeated in 2014.
Title Centres involved
BUSSOLA DEL LAVORO(Work Compass)(with the institutional partnershipof Bologna Municipality)
4 3 1,586 interviews
VIDEO GAMES PARTY 8 3 13,000 participants
CONqUISTA IL TUO CORPO (Conquer your body) 6 4
RESPIRARE INFORMATI(Breathe knowingly)*
3 1
A CANESTRO CON IGD(Basketball with IGD) 4 5
7,500 tickets distributed to the same number of visitors
YOU TUBER'S * 1 2
in Centro Casilino+8% and +19% footfalls compared to weekend
before and after
Days per event
Quantifiable results
(*) more details in the following paragraph
72
4. VISITORS AND COMMUNITY
Thanks to the cooperation of non profit or-
ganisations, events with strong social and/or
environmental importance are organised in
igd shopping Centres. in 2013, 86 events of
this nature were organised.
Two courses of action were followed:
Cooperation with NPOs in individual
shopping centres for projects in com-
mon. On the basis of a project proposal,
the non profit organisations and the Cen-
tres create projects regarding issues like
health, prevention, spreading of local
culture, education etc.. For example, dur-
ing the international day on the Rights
of Persons with disabilities at the Nova
shopping Centre in Villanova di Castena-
so (Bologna), an event called “diversely
.....YOU!” was organised: from 2nd to 8th
december 2013, meetings, shows, work-
shops and exhibitions were held with
the aim of arousing awareness in people
regarding the conditions of those with
4.2.3 “Social-environmental” activities
The “Sports Time” CONI project, cre-
ated in 2013, saw the involvement of the
regional committees of CONi (italian Na-
tional Olympic Committee) in events last-
ing three/four days in 8 igd Centres. A
sports show was set up in the Centres
and local Olympic athletes were present
(28 athletes took part). Families were in-
volved, local projects and events on those
sports activities holding greater interest
to the local area were presented and an
area was made available for local sports
associations to promote their activities.
IGD and Winmarkt cooperated together
and obtained the necessary contacts for
the organisation of “Un naso rosso contro
l’indifferenza” (“A red nose against indif-
ference”), a show of “art, circus, emotion
and solidarity” organised by Parada, an
association in Bucharest, established in
1996 by Miloud Oukili, a French-Algerian
clown, who decided to help a lot of aban-
doned street children by teaching circus
art to make them become the masters of
their own life and their future.
IGD, in cooperation with the Associazi-
one Italiana Studio Tosse (AIST) (Italian
Association for the Study of Cough), the
Institute of Pulmonology Sant’Orsola
Malpighi in Bologna and Novartis Farma,
together supported an event open to the
public to promote knowledge and early
diagnosis of respiratory diseases. inside
3 igd Centres, a team of lung specialists
gave people the opportunity to check the
state of health of their lungs by offering
free tests. information on respiratory dis-
eases was also distributed.
The purpose of the “Youtuber’s” event,
developed by the Casilino shopping Cen-
tre in Rome, was to get celebrities whose
fame had been created and strengthened
on the internet to meet with their fans.
Following its successful outcome, this
event will be repeated in other Centres in
2014.
73
igd siiq - 2013 sUsTAiNABiLiTY REPORT
disabilities. The event was carried out in
cooperation with the social cooperative
“Arcadinoè” and involved6nonprofit
organisations that deal with disability is-
sues. Thanks to a prize lottery in which
the tenants of the Mall also participated,
a sum of more than ¤ 2,500 was raised.
Areas designated to fund raising. The
shopping Centres act as important show-
cases for individual NPOs, also by making
areas available inside the Malls, thus help-
ing them to promote projects in line with
their objectives set out in their articles of
association. in 2013, as in previous years,
the Centres were host both to national as-
sociations (Unicef, save the Children, Ac-
tion Aid, Caritas, Emergency), and to oth-
ers that operate and are recognised on a
local level.
An example of this type of event is “Edu-
candoconAIPKOnLUS(Educating with
AIPK - Padre Kolbe International Associa-
tion) – A month dedicated to education
inside igd shopping Centres”, a com-
munications campaign and fund rais-
ing event organised within the sphere of
the larger campaign “One bike, a thou-
sand hopes 2013: from the southern to
the Northern part of the World”, created
around the insulin-dependent diabetic
cyclist Mauro Talini who tragically died
after an accident that occurred in Mexico
during the solo tour he was doing in fa-
vourofAIPK.Thenonprofitorganisation
AIPKand thecyclist’s familydecided to
continue the fund raising campaign. igd
offered areas in 5 shopping Centres free
of charge in which to carry out the cam-
paign along with activities raising aware-
ness by means of setting up stands in
the Centres, tributes to the cyclist, carry-
ing out of blood sugar tests with experts
from ANiAd (italian National Association
for diabetic Athletes).
Compared to previous years, there was
an overall increase in the number of asso-
ciations and organisations that the Centres
played host to: this is due to the organisa-
tion, in some Centres, of events involving
more than one association or organisation in
one common project.
The attractiveness of the shopping Centres
is therefore acknowledged, as the Centres
guarantee excellent exposure for the asso-
ciations’ projects.
ASSOCIATIONS AND NON PROFIT ORGANISATIONS RECEIvED 2013(N)
2012(N)
2011(N)
LOCAL AssOCiATiONs iNVOLVEd 160 103 132
OTHER NON PROFiT ORgANisATiONs 76 60 55
TOTAL 236 163 187
TABLE 2AssOCiATiONs ANd OTHER NON PROFiT ORgANisATiONs RECEiVEd iN THE CENTREs (iTALY)
The increase in the number associations in-
volved also led to an increase in the amount
of funds that they raised while in the igd
shopping Centres.
RESULTS FROM EvENTS 2013(¤)
2012(¤)
2011(¤)
FUNds RAisEd BY AssOCiATiONs ANd NON PROFiTORgANisATiONs iN igd CENTREs
76,242 53,274 48,437
TABLE 3REsULTs FROM EVENTs HOsTEd iN THE CENTREs (iTALY)
74
4. VISITORS AND COMMUNITY
in 2013 igd continued its strategic course of
action regarding partnerships and sponsor-
ships: on the one hand it continued its institu-
tional partnership with Virtus Basketball Club
in Bologna, by means of its participation in
the Foundation that owns the Club and by
means of igd’s logo being present on the
warm-up shirts of this team which plays in
the A1 basketball championship, and on the
other it gave economic support to several
small local sports and cultural organisations.
More specifically, the company:
Continued, for the third year running to
cooperate with “Happy hand – giochi
senza barriere (Games without barriers)”,
a festival dedicated to sports and social
inclusion held in the Province of Bologna;
Continued its support for “i Bradipi”
sports club, a wheelchair basketball team
founded in Bologna in 2002, which igd
supports by financing several activities;
Participated with its logo in the “green
social Festival”, an event on environmen-
tal and social sustainability, energy saving,
rights and legality, dedicated in particular
to students of all types and ages and to
the townspeople;
Participated in “Artelibro”, an art book
festival in Bologna, which in 2013 cele-
brated its tenth edition.
in addition to igd as a whole, also the indi-
vidual Centres often cooperate with local as-
sociations or public administrations to help
carry out events or campaigns that greatly
benefit the local community. For this reason
they contribute to the creation of projects on
issues like legality, solidarity, the promotion
of healthy lifestyles etc..
due to the scheduled reduction in the eco-
nomic commitment by Le Porte shopping
Centre in Naples with regard to an important
multi-year project aimed at families in need,
the amount allocated for sponsorships and
donations by igd centres showed an overall
decrease.
4.2.4 Economic support/partnership
2013(¤)
2012(¤)
2011(¤)
sPONsORsHiPs ANd dONATiONs BY CONsORTiUMs TO LOCAL iNsTiTUTiONs ANd AssOCiATiONs FOR EVENTs ANd sHOWs
169,973 207,073 231,409
TABLE 4 sPONsORsHiPs ANd dONATiONs MAdE BY THE CENTREs (iTALY)
2013 was, for igd, a year of investment in
the innovation of its integrated communi-
cation strategies. First of all, the company
proceeded by defining the situation on the
use of new technologies within its shopping
Centres.
This was followed by the planning of future
actions, with focus on the creation of two pi-
lot projects to create two mobile apps in the
same number of shopping Centres in 2014.
The decision to carry out this investment:
derived from IGD’s awareness that it is an
effective tool that can be used to commu-
nicate with consumers that are more and
more proactive, that decide independent-
ly where and how to obtain information
and that start their purchasing process in
advance from home;
was reached after a process of analy-
sis both within igd and external to it (by
means of comparison with its competitors
and exchange of views with suppliers that
had been dealing with these issues for a
while).
4.2.5 Communication/Community relations: use of social media
75
igd siiq - 2013 sUsTAiNABiLiTY REPORT
At the end of the established trial period
(about one year from when it is put on line),
igd will assess the performance of the app
and determine the subsequent steps to be
taken. To summarise, the situation regarding
the use of new technologies in igd shopping
Centres is the following:
1
4
2
3
SHOPPING CENTRE SITES ALL sTRUCTUREs HAVE
WEBsiTEs
ALigNMENT WiTH A sOLE FORMAT is iN THE PROCEss OF BEiNg COMPLETEd
idEA
FULFiLMENT
PROJECT
iMPLEMENTATiON
SOCIAL NETWORK 100% OF THE sTRUCTUREs HAVE AnACTIVEFACEBOOKACCOUnT
THE NUMBER OF CONTACTs is iNCREAsiNg: +23% IN 2013 COMPAREd TO 2012
(LIKEFORLIKEDATA)
1
4
2
3
idEA
FULFiLMENT
PROJECT
iMPLEMENTATiON
MOBILE APPLICATION WiTH THE REsEARCH PHAsE
COMPLETEd, iN 2014 igd WiLL CREATE iTs FiRsT TWO APPs iN TWO sHOPPiNg CENTREs
1
4
2
3
idEA
FULFiLMENT
PROJECT
iMPLEMENTATiON
76
4. VISITORS AND COMMUNITY
ROMANIA
2013(¤)
2012(¤)
2011(¤)
CONTRiBUTiONs FOR sPONsORiNgOR sUPPORTiNg LOCAL EVENTs
7,500 3,000 15,500
TABLE 5 sUPPORT giVEN TO LOCAL EVENTs (ROMANiA)
during the year Winmarkt organised the
events referred to in the Marketing Plan in
accordance with the three guidelines:
1. Enhancing the presence and the
opening of shops also by means of co-
marketing activities. This activity was
developed significantly during the year,
as shown by the increase in the Centres
involved (from 6 in 2012 to 11 in 2013)
and the tenants involved (from 200 to
300). Overall, 35 events of this type were
carried out with a total investment of
¤70,000.
2. Building customer loyalty by means
of public holiday fringe activities. Win-
markt continued to work alongside the
local administrations in the organisation
of events involving the entire community.
in 2013 this happened in Ploiesti, Alexan-
dria, Ramnicu Valcea, Tulcea, Piatra Nea-
mt.
3. Promoting and/or directly supporting
children’s activities, like the sponsoring
of events in Piatra Neamt, for example the
Children's Music Festival in partnership
with the Municipality or the Children’s na-
tional contest "Friends of the Firemen" in
partnership with the Civil defence. Also
included in this context is the Winmarkt
scholarship awarded to the best placed
student at the National school Olympics.
Total investments in marketing activities
showed a significant increase compared to
2012: in addition to the above mentioned
data related to co-marketing, contributions
to local events also increased.
in order to emphasise the idea of the shop-
ping Centre as a “space to be lived in”, offer-
ing its visitors and the local community other
possibilities in addition to shopping, the in-
troduction of areas dedicated to amusement
activities continued in Winmarkt shopping
Centres. in 2013, besides the expansion of
the floor area and the availability of these ar-
eas in 5 shopping Centres, there were also
two new openings:
1. Gameland: play area dedicated to the
young public with activities that range
from table tennis, five aside football etc.
to modern racing video games (shop-
ping Centre in Buzau);
2. Winiland: play area dedicated to chil-
dren (3-10 years of age), with a perma-
nent children’s entertainer (shopping
Centre in Ploiesti gC).
The opening of the new Winiland in Ploi-
esti gC is part of a large-scale project, the
aim of which is to create an out-and-out all-
round entertainment area/wing dedicated to
the very young (kids’ play area, specialised
shops, food service area).
77
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Assessment of visitor satisfaction both in general regarding the shopping
Centre, and in particular regarding the events held, by means of specific
customer and event satisfaction surveys (2014 italy).
Pilot project of 2 apps in the same number of shopping Centres (2014 italy).
Accessibility to Centres for individuals with disabilities: continuation
of the implementation of what emerged from the survey regarding
individuals with disabilities (2014 italy).
Organisation and co-marketing of events open to the public in connection
with the opening of international brands (2014 Romania).
Co-marketing events during the 2014 Brazil World Cup 2014 (Ploiesti)
(2014 Romania).
involvement of visitors for the promotion of good environmental practises
(continuous italy).
implementation of more wifi zones in the gameland play areas
(2014 Romania).
Extension of the Winmarkt project on Facebook (marketing of activities/
events and visitors’ feedback) (2014 Romania).
iMPROVEMENT TARgETs
SPACES TO BE LIVED IN
EMPLOYEES
5
80
5. EMPLOYEES
EMPLOYEES
GUIDELINES
Transparency in professional growth processes
Periodic assessment of skills and performance
Enhancement of internal advancement
sense of belonging and sharing of corporate values,
targets and style
Emphasis on equal opportunities
Commitment towards diversities
81
igd siiq - 2013 sUsTAiNABiLiTY REPORT
development of initiatives following the internal atmosphere assessment: implementation of a training programme project focused on competitive behaviour and of a workshop on internal communication (2013 italy).
1. Training on competitive behaviour: training carried out, first of all, for managerial staff and then later for all company employees.
2. Workshop on internal communication: the workshop was held in the first half of the year.
introduction, where possible, of CsR features in targets for directors, managerial staff, service heads and area heads (2013 italy).
Target reached with regard to those in the network (with “reduction in operating costs)”) and to a large extent to those in the headquarters.
Training on sustainability for all employees (2013 italy).
in 2013 training on sustainability was carried out for managerial staff, department heads, network heads, area heads and shopping Centre managers. Training is scheduled to take place in 2014 for the remaining employees.
Enhancement of quality in training (2013 Romania).
There was an increase in quality in training which went hand in hand with the commitment to reduce the number of activities and at the same time make them more specific and targeted.
As was the case in 2012, also 2013 was a year
of consolidation for the workforce, with one
new addition in italy and one in Romania (af-
ter promotions and internal confirmations).
With regard to italy, the decision was made
in 2013 to reinforce the sales role, bringing
the number of people that deal with market-
ing to 6, as was the case in 2012.
Expiring contracts and the greater complex-
ity deriving from the performance of the
market prompted this solution.
The position of sales manager for the resi-
dential area of the “Porta a mare” project
in Livorno was also introduced, in order for
the local market and business activity to be
more directly and effectively overseen.
With regard to Winmarkt group, the work-
force witnessed the following role place-
ments during 2013:
1 Property account executive – asset di-
vision to support planned investment ac-
tivities.
1 Marketing executive to promote and
manage network marketing events.
EMPLOYMENT PERFORMANCE
increase in professional meetings between igd and Winmarkt staff to aid the exchange of knowledge and skills (2013 Romania).
Three meetings took place:1. Training on social responsibility 2. IGD convention 20133. MAPIC 2013 c/o IGD stand
CHECKOnPREVIOUSYEAR’STARGETS(SUMMARY)
2013 IMPROvEMENT TARGETS ACTIONS CARRIEDOUT DURING THE YEAR
82
5. EMPLOYEES
There were no significant changes, neither in
igd nor in Winmarkt, regarding the organi-
sational structure of the positions within the
workforce, except for 4 more department
heads in italy and 3 in Romania due to inter-
nal promotions.
The turnover in italy in 2013 was equal to
zero, confirming the high level of loyalty
within the company. The only terminations
were those of 3 fixed term contracts (not in-
cluded in the turnover calculation). Although
lower than before, the turnover in Romania
was confirmed at just below 20%: there were
8 terminations of employment, two of which
were related to the outsourcing project (re-
garding the outsourcing of non-core servic-
es), whereas the others were due to a faster-
moving labour market in comparison to italy
(most of those that left had been employed
for less than a year).
140
120
100
80
60
40
20
0
2008
CHART 1 CORPORATEWORKFORCEFLOW(2008-2012)
2009 2010 2012 20122011
8599
104115 114 115
51 46 47
6865
56
ITALY
ROMANIA
TABLE 1 OUTgOiNg TURNOVER (iTALY ANd ROMANiA)*
2013 (%) 2012 (%) 2011 (%)
TURNOVER iTALY 0% 3% 3%
TURNOVER ROMANiA 17% 20% 15%
* NB: the turnover is calculated as number of contract terminations (excluding those fixed term ) / total employees (exclu-ding those fixed term) at 31,12 of the previous year.
83
igd siiq - 2013 sUsTAiNABiLiTY REPORT
2012 2011
in igd, as the workforce becomes more and
more stable, both the average age and the
percentage of the over 40s are gradually ris-
ing. The former stands at 40 years of age,
the latter has risen from 42% in 2012 to the
current 45%, bearing in mind that in 2010
it was equal to 36%. The number of under
30s is continuing to decrease and has been
halved over the last two years.
A “YOUNG AND STEADY” WORKFORCE
CHART 2sTAFF BY AgE gROUP – iTALY
CHART 3EdUCATiON RATE (iTALY ANd ROMANiA)
in Winmarkt group, with an eye to internal
growth and development of human resourc-
es, the decision was made in 2013 to search
in the labour market, with the help of lead-
ing employment agencies, for people to fill
junior management positions and to set in
motion procedures aimed at the complete
fulfilment of the role in question, also by
means of internal coaching. This process has
also provided for un upward adaptation for
placement in relevant higher roles.
Consequently, the average age dropped, go-
ing from 42 to 41 years of age and the num-
ber of employees with a degree increased
by 7 percentage points, from 76% in 2012 to
83% in 2013.
in 2013, as was the case in 2012, the average
education rate, which summaries the level of
education in the company, was stable in italy
and on the increase in Romania; in both cas-
es, however, the levels are very near to the
maximum value of 3.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
43%
25%
12%
20%
44%
27%
15%
14%
2013
44%
28%
17%
10%
2012 20132010 2011
3
2,8
2,6
2,4
2,2
2
1,8
1,6
1,4
1,2
1
2.6 2.6 2.6
MAxiMUM LEVEL
ITALY
ROMANIA
* The average education rate is calculated by giving a value of 3 for each individual with a degree, 2 for those with a high school diploma and 1 for “other qualifications”. The average rate is calculated by dividing the result obtained by the number of each year’s employees.
2.7
2.6
2.8 2.9
OVER 50
41 - 50
31 - 40
19 - 30 YEARS OLD
84
5. EMPLOYEES
Job stability and reinforcement can be dem-
onstrated by the almost total utilisation of
permanent contracts, which equalled 98% of
contracts both in italy and in Romania.
With the purpose of offering extracurricular
experience, igd set up 5 training internships
in 2013, both by initiating conventions with
Universities (in particular with the faculty
of Economics and Business and with that of
Engineering) and by continuing its summer
work experience programme set in motion
together with a scientific High school in Bo-
logna for students in their penultimate year
of school.
2013(N)
2013(% OUT
OF TOTAL)
2012(N)
2012(% OUT
OF TOTAL)
2011(N)
2011(% OUT
OF TOTAL)
EMPLOYEEs THAT REgULARLY UnDERGOSKILLSASSESSMEnT
60 52% 50 44% 42 37%
MERiT PAY RAisEs AWARdEd dURiNg THE YEAR
17 14% 13 11% 14 12%
The policy of people development continued
by means of the “Management By Objec-
tives” (MBO) system and the performance
assessment system.
The decision by Winmarkt to define personal
targets for individuals, after having deter-
mined the responsibilities of each individual
in 2011, was also confirmed.
PEOPLE DEvELOPMENT5.1
By means of the MBO system, igd assigns
targets common to the entire company and
those more specific, to each employee (or
office) provided that the employee is in pos-
session of a permanent contract.
in 2013 in italy, 110 employees were assigned
targets, with a total distribution of variable
pay equal to 63.5% of the maximum amount
defined by the system.
Like in italy, the MBO model in Romania also
involves all the employees with permanent
contracts. As the primary target was not
reached, no bonuses with the MBO system
were agreed on, whereas 5 employees re-
ceived bonuses for the positive outcome of
special projects.
skills development is aimed at all Managerial
staff and department Heads that are fully
operative in covering their role, which in 2013
represented 52% of the workforce. Following
a positive outcome of the skills improvement
assessment, igd gives those involved merit
pay raises. during the year, 17 people were
assigned raises, equal to 14% of the entire
workforce.
5.1.1 Management by objectives and reward system
5.1.2 Skills development
TABLE 2 SKILLSASSESSMEnT(ITALY)
85
igd siiq - 2013 sUsTAiNABiLiTY REPORT
in 2013 the training programme involved all
company employees and was shaped to im-
prove various types of skills. The subjects
covered were:
Management team building on matters
of professional and personal growth
for competitiveness, aimed at manage-
rial staff, and which subsequently was
extended to all employees, during the
company convention in december, as a
continuation of the process started with
the team building event during the 2012
May convention (please refer to “focus”
for more details);
Public speaking and managing meetings
aimed at commercial network employees;
Coaching activities and experiential
training on matters of communication
and negotiation for commercial roles;
Internal communication by means of
a workshop managed by a work group
made up of headquarter and network
staff, who identified crucial issues and
proposed solutions for improvement
(please see below for more details);
Corporate social responsibility (please
refer to “focus” for more details);
Refresher/in-depth courses on special-
ised technical matters for individual roles;
Safety, with general training for new em-
ployees and specific training for newly
appointed management and persons-in-
charge, in accordance with Consolidation
Bill N. 81;
English language courses, to maintain
the language skills required by the role.
5.1.3 Training
ITALY
FOCUSTEAM BUILDING ON MATTERS OF PROFESSIONAL AND PERSONAL GROWTH FOR COMPETITIvENESS
in 2013, all igd employees were involved in a team building activity aimed at develo-ping individual skills. This process first of all involved the company executives, who, together with gsO consultancy firm (which followed the entire process), defined the 10 “skills for competitiveness” upon which the subsequent work was based.
The second step saw the involvement of the company Managerial staff, who worked on the skills previously identified, reflecting on individual behaviour and habitual pro-fessional approaches. The important outcome of this was the identification of several “areas for improvement”, by means of a kind of self assessment, where time and energy were to be subsequently invested in order to create and put in place an indi-vidual development plan. This part of the training lasted a total of 2.5 days, between May and June 2013.
The last step was that of involving the rest of the workforce in several types of com-petitive behaviour selected by the Managerial staff; work groups alternating with col-lective assemblies were the main features of the 2 training days held during the usual annual end of year Company Convention. Also in this case, each employee identified several improvement actions, agreed upon with their supervisor, that were useful for their personal and professional growth.
86
5. EMPLOYEES
2013 2012 2011
EMPLOYEESTHATTOOKPARTInTRAInInGACTiViTiEs (N)
114(99.1% of the total)
112(98.2% of the total)
81
COsTs iNCURREd FOR iNTERNALANd/OR ExTERNAL TRAiNiNg (¤)
123,867 74,123 110,067
TRAiNiNg HOURs 4,617 2,851 1,831
PERCENTAgE OF REVENUEs iNVEsTEdiN TRAiNiNg (¤)
0.1% 0.06% 0.09%
FOCUS INTRODUCTION PROCESS TO ISSUES ON CORPORATE SOCIAL RESPONSIBILITY
in the months of March and May 2013, igd organised 4 internal training days on issues of Corporate social Responsibility (CsR), in cooperation with impronta Etica, a non profit organisation which igd has been a member of since 2010.
This activity involved a total of 64 igd staff, that is, the Headquarter Managerial staff and department Heads as well as the shopping Centre Managers. 2 members of Winmarkt staff also participated in this event.
The underlying purpose of this project was to increase internal awareness on issues of Corporate social Responsibility, to begin with by understanding the subject by lo-oking at models and theories and then continuing with the analysis of good practices, in particular of companies that are active in the group’s sector, and concluding by focusing on the implications in the daily work of each and everyone.
This greater awareness can lead to two types of benefits:
1. Instilling more responsibility in employees, favouring the fulfilment of practices in line with the company’s targets on sustainability;
2. Obtaining more easily information and feedback, thanks to a more in-depth knowledge of CsR, with the advantage of being able to improve the quality of the defining process of new future targets.
in particular, the outcome of the work carried out was that the participants:
Correctly mapped their own stakeholders, identifying the specific expectations of each and fine tuning a series of actions aimed at involving them more;
Reflected on how to put into practice in their own working environment the targets set by igd in its sustainability Report;
Specified how and with what changes igd can become more sustainable and responsible in 5 years time.
The recommendations that came forth from this activity formed the basis of the inte-gration process of social responsibility issues into business planning, which involved the Managerial staff in the period from July to september.
The same training process will be repeated for the office staff in the headquarters and the assistants in the shopping Centres in 2014.
TABLE 3 TRAiNiNg (iTALY)
87
igd siiq - 2013 sUsTAiNABiLiTY REPORT
All the indicators regarding training record-
ed an increase, due to both the team build-
ing activity carried out during the company
convention (involving all employees) and
to the variety of training opportunities that
arose throughout the year.
This commitment to training is encouraged
and desired by the senior management: in-
deed, in 2013 they decided to add a 10%
share of their variable pay to the allocated
ad hoc budget.
CHART 4iNVEsTMENT iN TRAiNiNg PER CAPiTA (iN EUROs)
2012 2011
1400
1200
1000
800
600
400
200
0
1,359
644
2013
1,031
With regards to Winmarkt group, the fields
of training concerned were:
Real estate market: participation in re-
fresher courses on the trends and the
latest developments on the local and in-
ternational real estate market, as well as
specific features relating to the retail sec-
tor;
Professional refresher courses: participa-
tion in training courses aimed at individ-
ual professional growth and development
for the members of the sales department,
technical office, legal affairs department
and accounting department;
Professional/motivational team building
aimed at all sales staff (in the headquar-
ters and the network).
ROMANIA
88
5. EMPLOYEES
2013 2012 2011
TRAiNiNg HOURs PROVidEd (N) 175 200 170
NUMBER OF EMPLOYEEs TRAiNEd (N) 35 45 40
COsTs iNCURREd FOR TRAiNiNg (¤) 9,500 15,000 8,000
TABLE 4 TRAiNiNg (ROMANiA)
Two company conventions were held in 2013, with the partici-pation of all igd employees and a delegation from Winmarkt.in the summer one the following were presented:•Theissuesthatemergedfromtheseminaronthefutureof shopping Centres•The2012SustainabilityReport•Theinternalcommunicationworkgroup’sresults;in the december convention a team building activity was orga-nised on professional and skills development.
The newsletter is sent to all employees every three months and contains all the main corporate results and the most important news regarding the group. in 2013 the inclusion in every issue of an update on igd’s sustainability policies continued.
in 2013, 10 press releases regarding the group’s main events (economic-financial results, financing, isO certification, Busi-ness Plan etc.) were sent to all employees.
in 2013, the internal portal was enhanced with a thematic newsletter on matters of common interest and a page for the circulation of multimedia files on events affecting the whole company.
COMPANY CONVENTIONS
NEWSLETTER
SIX-MONTHLY
qUARTERLY
AD HOC
CONTINUOUS
Tool Frequency Contents
PRESS RELEASES
COMPANY INTRANET
in 2013, on account of the quality and the
type of hours of training provided, aimed at
specific departmental needs, approximately
75% of the workforce was involved.
The annual workshop on a variety of internal
operational issues involving the entire work-
force was also planned but then postponed
until the beginning of 2014 to coincide with
an important commercial opening.
The main tools used by igd to aid internal
communication and to circulate corporate
information in an appropriate manner are:
in the period between March and June an in-
ternal Work group was formed, the purpose
of which was to identify any critical situations
regarding internal communication and come
up with possible solutions, drawing on what
emerged from the internal atmosphere as-
sessment carried out in 2011, where this issue
obtained an overall rating of 2.98 (lower than
the acceptable threshold of 3).
The entire group met together for a total of
4 days with back office work being carried
out in between time. 10 employees (from the
5.1.4 Internal communication
89
igd siiq - 2013 sUsTAiNABiLiTY REPORT
The percentage of female workers between
igd and Winmarkt stood at 57% (56% in italy
and 62% in Romania), with a slight drop of 2
percentage points compared to the previous
year, due to the turnover in junior roles in the
Romanian structure.
qUALITY OF WORK5.2
5.2.1 Promotion of equal opportunities
headquarters and network) took part, but
other colleagues were involved by way of in-
terviews, data and suggestion collection.
First of all the group analysed the critical situ-
ations, which concerned company processes,
the circulation of information, the use of iT
tools and the holding of the annual conven-
tions, and then concentrated their attention
on identifying some possible solutions.
The results were presented during the sum-
mer company convention so that the aspects
to be worked on for future improvement
could be shared with everyone.
After the previous year’s good results, the
second edition of “igd AWARds” was held
in 2013. This is an internal contest that re-
wards the best events organised in the shop-
ping Centres. The list of nominations showed
that there was an ever increasing participa-
tion by all the network resources involved
in presenting the events carried out in their
shopping Centres. These events could be
entered into one of the 4 categories (solidar-
ity events, commercial events, recreational-
sports events and local events) and 2 spe-
cial recognitions (area work and innovation),
(more details on the organisation of the “igd
AWARds” can be found in the “Visitors and
Community” section). Like the previous year,
the awards ceremony took place during the
winter convention.
A project to improve internal communication
was also launched in Romania in 2013. This
led to the first internal newsletter being de-
fined in the first few months of 2014, the aim
of which is to give more exposure to team
targets and to share information between
colleagues that work in places far from one
another.
* 2 of the injuries happened during the journey to/from work; ** sick rate: days of absence due to illness / total days worked.
The assessment process of “Work related
stress” (Legislative decree 81/2008) contin-
ued into its third year in 2013, with the collec-
tion of indicators and parameters like those
shown in the table below.
The doubling of the sick rate was due to the
occurrence of longer lasting illnesses.
5.2.2 Work stress
2013TOTAL
2012TOTAL
2011TOTAL
iNJURY 3* 2* 1
SICKRATE% 4.07%** 2.52%** 2.12%
disCiPLiNARY MEAsUREs 1 1 0
TABLE 5CAUsEs OF ABsENTEEisM
90
5. EMPLOYEES
2013 was the year in which the collective En-
terprise Bargaining Agreement was renewed,
becoming effective from 1/11/2013 and expir-
ing on 31/10/2016.
despite the difficult economic and employ-
ment crisis, igd group (italy) willingly car-
ried out negotiations for the renewal of the
Agreement. These negotiations took place in
an atmosphere of mutual trust and respect
and, in a fairly brief period of time, led to the
signing of the new contract in the month of
October. in short, a good example of positive
industrial relations leading to the renewal of
the Agreement, at practically no cost and
with several improvements for the employ-
ees.
The Agreement, effective from 1/11/2013 and
expiring on 31/10/2016, has introduced new
features and developments on the matters
of:
Variable pay with clarifications on the
conditions of disbursement;
Placements and development processes
with a simplification of the system;
Job mobility compensation with better
conditions for staff away on business.
igd promotes initiatives aimed at increasing
the wellbeing of its employees:
“Protocol for the development of posi-
tive actions in the field of equal oppor-
tunities, solidarity and reconciliation of
work and private life”, signed with the
Trade Unions in 2008, incorporated as an
appendix and an integrating part of all
employment contracts. With the renewal
of the Enterprise Bargaining Agreement,
a package of additional paid leave (3
hours per year) for health care visits and
check-ups for employees of 45 years of
age and above was included in the Proto-
col.
Screening: in cooperation with ANT (Na-
tional Tumour Association), preventive
health care services for the female work-
ers in the headquarters and the shopping
Centres continued also in 2013. On 8th
March, 28 female workers in the Bologna
headquarters underwent screening for
thyroid disease.
Special agreements with preferential
tariffs: in addition to the 7 in effect at the
end of 2012, the company made agree-
ments for 6 more in 2013, regarding im-
provements in purchase terms and condi-
tions for both goods and services.
5.2.3 Industrial relations
5.2.4 Actions for employee wellbeing
http://www.gruppoigd.it/Sostenibilita/Performance-sociale/Personale
FOR FURTHER INFORMATION PLEASE vISIT:
91
igd siiq - 2013 sUsTAiNABiLiTY REPORT
development of a corporate welfare project (2014-2015 italy).
start up and implementation of internal communication project
(2014 Romania).
Updating of atmosphere assessment (2015 italy).
Promotion of opportunities for professional interchange, both on a national
level and within the group (2014 Romania).
iMPROVEMENT TARgETs
SPACES TO BE LIVED IN
SUPPLIERS
6
94
6. SUPPLIERS
SUPPLIERS
GUIDELINES
Legality as the basis for relations
Focus on local area
Promotion of good practices with regard to social
and environmental responsibility
95
igd siiq - 2013 sUsTAiNABiLiTY REPORT
2013 IMPROvEMENT TARGETS ACTIONS CARRIEDOUT DURING THE YEAR
growing involvement of suppliers on matters relating to social and environmental sustainability (continuous in italy).
Environmental issues included in the “building sites procedure”.
The procedures required by isO 14001 regarding suppliers were extended to new buildings certified during the year. Controls on compliance with environmental parameters are also foreseen.
Continuation of the rotation of contracts, starting from yearly ones due to expire, with focus both on economic terms and on the reliability of suppliers (continuous in italy and Romania).
Rotation criteria adopted for suppliers with contracts due to expire.
With regard to its suppliers, igd is commit-
ted to defining relations aimed at maintain-
ing mutual correctness in all aspects of the
supply contract. Furthermore, right from
the selection process, emphasis is placed on
their ethics, legality and territorial status.
ETHICS, LEGALITY AND RESPECT FOR THE ENvIRONMENT 6.1
structure the sustainability Protocol with implementation regulations and a suitable control plan (Romania 2013).
“Compliance Committee” structured.
CHECKOnPREVIOUSYEAR’STARGETS(SUMMARY)
Alongside the quality of services offered and
economic stability, igd’s choice of suppliers
is influenced by their compliance with the
laws and observance of the Code of Ethics.
For this reason, igd requires:
For service contracts (cleaning and secu-
rity), the issuing of a surety to guarantee
the use of legal forms of employment;
For service mandates and tenders award-
ed by igd, that the directors, employees
and/or co-workers of the supplier, comply
strictly with the rules and regulations con-
tained in the Organisational, Management
and Control Model adopted, ex Legislative
decree 231/2001 and in the relevant Code
of Ethics when carrying out the activities
to which the contract/mandate applies.
in the event of breach of the above men-
tioned model, igd has the right by law
and with immediate effect, to terminate
the said contract/mandate.
For its part, igd undertakes to pay within
60 days, those suppliers that comply with
the quality parameters and time schedule as
provided for in the supply contract.
Pursuant to the UNi EN isO 14001 certifi-
cation, igd also sends the documentation
regarding its Environmental Policy to all its
shopping Centre suppliers, both for informa-
tion and behavioural purposes, as and when
each centre receives isO certification.
since the headquarters received the certi-
fication in 2013, all the companies awarded
the tender for cleaning services in the head-
quarters itself have been requested by con-
tract to use biodegradable or certified prod-
ucts. This measure will be extended to all the
shopping Centres undergoing certification.
96
6. SUPPLIERS
The “Legality Rating” was introduced by
Resolution of the Antitrust Authority on 14th
November 2012, with the aim of introducing
a “reward” system for those companies that
abide by the principle of legality and adapt
their organisation to fulfil such principle
(“Regulations”).
However, the manner in which the benefits to
the businesses that are awarded the rating
are to be recognised, must still be defined by
decree, to date not yet issued, by the Minis-
try of Economy and Finance and the Ministry
of Economic development.
in light of the contents of the Regulations,
it can be established that igd already fulfils
the minimum requisites required in order to
be awarded “one star” and, therefore, with
the intention of obtaining the maximum
value of “three stars”, igd has been active
by encouraging specific meetings with the
relevant authorities and trade associations,
with the purpose of promoting the signing
of / compliance with the “Legality Protocol”
signed by the Ministry of internal Affairs and
Confindustria (industrial Association) (10th
May 2010, renewed 19th June 2012), aimed at
strengthening prevention and counteractive
measures against criminal infiltration in the
sector, in service, supply and work contracts,
both public ones and private ones.
Thanks also to initiatives promoted by igd,
the sector trade associations, amongst
which the LEGA NAZIONALE DELLE COOP-
ERATIVE (NATiONAL AssOCiATiON OF CO-
OPERATiVEs), have started the process for
compliance with the aforementioned “Legal-
ity Protocol”, the implementation guidelines
of which are currently being defined.
it is important to note however, that the leg-
islation on the matter of Legality Rating is
in the process of being developed. in fact, in
september 2013, the Antitrust Authority ap-
proved the launch of a public consultation
process for the review of the above men-
tioned Regulations which would modify the
contents of some of the required requisites.
Then in January 2014, an “addendum” to
the above mentioned Legality Protocol was
signed by the Ministry of internal Affairs and
Confindustria (industrial Association), on the
matter of obtaining the non-involvement
in organised crime certification, in order to
overcome the crucial problems observed
during the implementation process with ref-
erence to the issuing of the aforementioned
non-involvement in organised crime docu-
mentation.
given the above and pending the conclusion
of the consultation regarding the “Regula-
tions”, as well as the definition of the im-
plementation guidelines by the LEGA NAZI-
ONALE DELLE COOPERATIVE (NATiONAL
AssOCiATiON OF COOPERATiVEs), to-
gether with the Ministry of internal Affairs,
igd voluntarily activated in 2013 a process
of adaptation of several internal procedures
by setting up an across-the-board work
group involving the various corporate divi-
sions affected, with the aim of completing all
the requisites needed in order to obtain the
maximum assessment value in the Legality
Rating.
These steps involved:
1. Change in payment procedure:
a. igd, in order to guarantee the trace-
ability of its financial flows, adapted
its procedure for payments lower
than ¤500.00, even though the law
provides for a maximum threshold of
¤1,000.00, above which it is not pos-
sible for payment to be made in cash.
2. Contractual changes:
a. Non-involvement in organised crime
certification requested from Contractor;
b. inclusion of express termination claus-
es in the event of failure to provide
the aforementioned non-involvement
in organised crime certification, and/
or negative outcome of the same, and
in the event of lack of compliance with
LEGALITY RATING
97
igd siiq - 2013 sUsTAiNABiLiTY REPORT
in 2012, Winmarkt defined a Protocol ap-
pended to the contract signed by the sup-
plier committing the latter to behave in such
a manner that is consistent with several ethi-
cal principles (defined in the document), and
failure to do so constitutes a breach of con-
tract.
signing the Protocol is essential for the con-
tract to be valid, and by signing the protocol
the supplier accepts responsibility for the
compliance of its conduct with that required
and agreed.
in 2013 a “Compliance Committee” was es-
tablished which oversees the tenders/pur-
chases and expresses its views on:
1. Formal aspects: completeness and va-
lidity of the documentation provided by
potential suppliers at the ownership’s
prior request – early stage control (doc-
umentation also regarding possible ir-
regularities identified by the authorities
in charge, on the issue of safeguarding
work/contributions);
2. Substantive aspects: correspondence
between project and progress of work/
conclusion also in terms of organisation
and protection of the work force em-
ployed - later stage control.
in 2013 several irregularities were observed
with regard to point 2; Winmarkt has drawn
up a black list with the names of those con-
tractors that were non-compliant and which,
as a consequence, have been/will be com-
pulsorily excluded from current or future
work and competitive tenders.
the procedure regarding financial flow
traceability as well as in the event of a
conviction, even if it has not yet become
final, for felonies associated with organ-
ised crime against the contracting firm
itself or against its top management.
NB: The signing of new sustainability protocols refers solely to new suppliers.
TABLE 1sUsTAiNABiLiTY PROTOCOL PERFORMANCE (ROMANiA)
2013 2012
NUMBER OF sUsTAiNABiLiTY PROTOCOLs sigNEd 16 170
RATiO BETWEEN NUMBER OF sUsTAiNABiLiTY PROTOCOLs/NUMBER OF CONTRACTs sigNEd
7% 100%
“PROTOCOL TO PROMOTE BUSINESS SUSTAINABILITY” IN ROMANIA
98
6. SUPPLIERS
TABLE 2 LOCAL sUPPLiERs
2013 2012 2011
NUMBER OF LOCAL sUPPLiERs 767 751 686
% OUT OF TOTAL sUPPLiERs 55% 56% 51%
TERRITORIAL IMPORTANCE 6.2
For igd territorial importance is significant,
above all, with regard to small suppliers,
where knowledge of the local area and the
prospect of being in sync with the charac-
teristics of the area itself become advanta-
geous and competitive factors.
in particular, the work in question is that
regarding the management and marketing
aspects of the individual shopping Centres:
from cleaning to security, from communica-
tion activities to the organisation of events.
The number of local suppliers is confirmed
as being on the increase due to:
The decision to refrain from global ser-
vice contracts for cleaning, security, main-
tenance etc.
The increase in the number of events
carried out in the Centres.
99
igd siiq - 2013 sUsTAiNABiLiTY REPORT
growing involvement of suppliers on matters relating to social
and environmental sustainability (continuous in italy).
Continuation of the rotation of contracts, starting from yearly ones due to
expire, with focus both on economic terms and on the reliability of suppliers
(continuous in italy and Romania).
structure the sustainability Protocol with implementation regulations
and a suitable control plan (Romania 2013).
iMPROVEMENT TARgETs
SPACES TO BE LIVED IN
7
ENVIRONMENT
102
7. ENVIRONMENT
ENvIRONMENT
Raising all stakeholders’ awareness for a better protection
of the environment by means of reducing consumption and
wastage, waste management etc.
Reduction of environmental impact caused by investments
development of planning quality that is integrated into the
local environment of each Centre
GUIDELINES
103
igd siiq - 2013 sUsTAiNABiLiTY REPORT
installation of divisional meters in all freehold Centres, capable of recording and analysing specific consumption in each individual area of the shopping Centre (italy 2013-2014).
74 divisional meters installed in 9 shopping Centres.
Extension of isO 14001 certification to new shopping Centres, as per the Roll Out Plan (italy 2013-2018).
CertificationobtainedatConèShoppingCentre, as scheduled in the Roll Out plan.
Continuation of heat insulation improvement in its structures (Romania time span 2012-2014).
doors with lower heat dispersion installed in 4 shopping Centres, in addition to the three installed in 2012.
Further development of project relating to the introduction of low energy using lights (Romania 2013).
Low energy consuming lights have been installed in 3 shopping Centres.
Emphasis placed on the reduction of environmental impact in planned restyling projects (italy 2013/2014).
Work scheduled in the Centro sarca and Centro d’Abruzzo restyling projects to reduce environmental impact (more details further on in document)
increase in number of shopping Centres involved in the installation of inverters on their escalators (Romania 2013).
inverters installed in 8 shopping Centres (in addition to the 2 installed in 2012).
in 2013, important results were obtained
with regard to reducing environmental im-
pact. First of all, benefits in management
can be seen after obtaining UNi EN isO
14001 environmental certification.
secondly, positive results were obtained in
terms of a decrease in electricity consump-
tion following improvements in managing
consumption and structural adjustments
carried out in the shopping Centres.
Furthermore, the amount of waste gener-
ated continued to fall (with strong focus on
sorting) and the monitoring of water con-
sumption also continued.
The structural work carried out throughout
the year resulted in significant improvements
from an environmental point of view to those
buildings that underwent this work.
in this context, igd also proceeded with a
preliminary analysis, the outcome of which
was positive, for BREEAM certification for
the restyling work currently underway in
Centro sarca.
Resuming of analysis of photovoltaic system (italy 2013).
Proposals for introducing photovoltaic systems on the roofs or car parks of the shopping Centres have been analysed. The proposals are being examined by the senior
CHECKOnPREVIOUSYEAR’STARGETS(SUMMARY)
2013 IMPROvEMENT TARGETS ACTIONS CARRIEDOUT DURING THE YEAR
104
7. ENVIRONMENT
in March 2014, the process to adopt an En-
vironmental Management system (EMs), in
accordance with UNi EN isO 14001-2004
regulation, was successfully completed by
IGDManagement inConèShoppingCentre
in Conegliano (Treviso) and in the branch
office of igd siiq sPA in La Torre shopping
Centre in Palermo.
Therefore, the number of Centres certified,
in line with the roll out plan, is equal to 5 (in
addition to the Bologna headquarters and
the branch office in the shopping Centre in
Palermo): Centro Sarca, Gran Rondò, I Bric-
chi and Mondovì (the certification of which
was obtained in 2013 and renewed in 2014)
and Conè.
Pursuant to the Environmental Management
system (EMs), the monitoring and the man-
agement of the correct implementation of
the system is the responsibility of the EMs
Committee, which was established in 2013
and met three times during the year.
One of the EMs Committee’s main duties is
to draw up the Environmental Plan, where
the targets reached during the previous year
and those set for the following one are re-
ported. The Environmental Plan is part of the
larger document “Review for the Manage-
ment” which contains the qualitative and
quantitative results reached during the year
in question, the communication strategy
adopted, the training carried out as well as
that planned for the following period, the in-
ternal audit results, any form of non compli-
ance identified by the internal and certifying
audits with relevant remedial actions under-
taken and lastly the roll out plan update. The
“Review for the Management” document is
approved by the sustainability Committee
and presented to the Operating Manage-
ment.
Below are the main targets and activities
UNI EN ISO 14001 CERTIFICATION 7.1
ACTIONS CARRIED OUT AND TARGETS REACHED IN 2013
105
igd siiq - 2013 sUsTAiNABiLiTY REPORT
carried out by igd with regard to the certified Centres and the Bologna headquarters:
One of the general goals of isO is that of
spreading awareness within the company
about the certification obtained. With this in
mind, during the year igd circulated a spe-
cific newsletter on the Environmental Man-
agement system and addressed the matter
during the summer Convention with all its
employees.
in order to assess the level of knowledge with
regard to the provisions and procedures of
the certification (and if need be, to organise
specific training), the shopping Centre Man-
agers and the Area Managers received and
completed a questionnaire. The results were
extremely positive, showing a good level of
knowledge on the matter.
At the end of the first year after obtaining
the certification, procedural advantages in
managing and monitoring activities with en-
vironmental impacts were seen within igd.
This was made possible by disseminating
new awareness on the matter and by using
and formalising environmental data sheets
for each certified asset along with sched-
ules to monitor the activities being carried
out. These new Environmental management
tools guarantee a reduction in the risk of en-
vironmental impact when managing a shop-
ping Centre, in addition to forming a data-
base used for setting improvement targets.
The roll out plan calls for a progressive exten-
sion of this new environmental management
method introduced with isO14001 to 80% of
the Centres belonging to igd siiq sPA and
managed by igd Management srl by 2018.
Consumption reduction
Preparation for emergencies
sustainable use of resources
Reduction in CO2 emissions
Reduction in use of consumable goods
Project for neon light replacement in headquarters
installation of submeters to correctly monitor and subdivide water con-sumption in the Centres
Training carried out with the simula-tion of environmental accidents in the Centres and headquarters
Use of recycled and/or certified con-sumable goods
Orderly and scanned documentation on web platform
Car park with 3 LP gas vehicles
TARGETS ACTIVITIES CARRIED OUT
ASSESSMENT AT END OF FIRST YEAR OF CERTIFICATION
106
7. ENVIRONMENT
in 2013, igd shopping Centres decreased
their electricity consumption by 7.6%. This
reduction was a characteristic of all the
months in the year, both cold ones and hot
ones, with a reduction in the cold ones of
6.4% and in the hot ones of 8.6% compared
to the corresponding periods in 2012.
This drop has a twofold value:
Environmental, connected to the non
emission of 1,884 tonnes of CO2 into the
atmosphere
Economic, represented by an overall sav-
ing of more than ¤ 600,000 in operating
costs paid by the Malls’ tenants
BelowthereisasummaryoftheKeyPerfor-
manceIndicators(KPIs)andtheresultsob-
tained in 2013 with references to the inter-
national standards and their location in the
section.
ACTIONS CARRIED OUT AND RESULTS OBTAINED7.2
7.2.1 Energy efficiency in Italy
IndicatorEPRA
ReferenceGRI
ReferenceLocationin section
Performance compared to last year
Total energy consumptionfrom electricity
3,1 EN 4
Tab 1 (italy)
Tab 9 (Romania)
Tab 14 (Headquarters)
-7.8%
-22.2%
-5.7%
Total energy consumption from district heating and cooling
3,2 EN 4Tab 4 (italy)
Tab 15 (Headquarters)
+3.4%
-7.6%
Total energy consumption from fuels 3,3 EN 3 Tab 5 (italy) +4.4%
Building energy intensity 3,4 CRE 1Tab 6 (italy)
Tab 7 (italy)
-4.5% per visitor
-3.8% per m2
Total direct greenhouse gas emissions 3,5 EN 16 data not available
Total indirect greenhouse gas emissions 3,6 EN 16 Tab 8 (italy) -6.1%
Greenhouse gas intensityfrom building energy
3,7 CRE 3 Tab 8 (italy)-6.7% per visitor
-6.1% per m2
Total water withdrawal by source 3,8 EN 8Tab 10 (italy)
Tab 17 (Headquarters)
-3.6%
-9.0%
Building water intensity 3,9 CRE 2 Tab 11 (italy)-4.5% per visitor
-3.6% per m2
Total weight of waste by disposal route 3,10 EN 22Tab 12 (italy)
Tab 13 (Romania)
-0.3%
+1.7%
Proportion of waste by disposal route 3,11 EN 22 grafico 7 (italy)50% of waste sent for recycling(vs 47% in 2012)
KEY: improvement Worsening in line
ELECTRICITY
107
igd siiq - 2013 sUsTAiNABiLiTY REPORT
From a corporate point of view, these results
are the consequence of a specific process
started several years ago aimed at reducing
consumption, which has led to the spreading
of an energy saving culture both in the head-
quarters and in the shopping Centres.
This focus on energy saving can be seen,
first of all, in the decision to monitor energy
performance at different levels. indeed, in
2013 igd installed 74 divisional meters in 9
shopping Centres in order to obtain a real
time picture of electricity consumption per-
formance in different areas of each Centre,
therefore accelerating the necessary mainte-
nance work in the event of any malfunctions.
The Managers of each individual shopping
Centre and the Health and safety Manager 1
are all responsible for checking this informa-
tion.
in addition to this constant control, energy
consumption data is monitored monthly by
the Commercial division where performance
is analysed and any necessary actions to be
taken are identified.
1 The installation of divisional meters is in line with the voluntary agreement that igd signed with the Province of Bologna in the 2012 VACO2R project.
Unit of measurement 2013 2012 2011
DIFFERENCE2013/2012
TOTAL ELECTRiCiTY CONsUMPTiON KWh 41,995,793 45,551,900 45,692,745 -7.8%
nB: •Likeforlikedata.TheCentresincludedinthereportingboundaryarethe21referredtointheMethodologicalPreface. •Theconsumptiondataincludesboththatnecessaryforlighting,heatingandcoolingthecommonareasandthehot and cold flows supplied to the tenants. •Thedatadoesnotincludetheheadquarters(seeTab14)
NB: • Likeforlikeboundary.TheCentresincludedinthereportingboundaryarethe21referredtointheMethodologicalPreface. • ThebreakdownoftheenergymixusedreferstodataprovidedbyAXPO,IGDCentres’electricityenergysupplier.Inthe absence of data for 2013 and in order to standardise the data, the energy mix breakdown for 2012 has been used. The values used are: Renewable sources 23.62% - Coal 20.11% - Natural gas 44.07% - Oil products 1.41% - Nuclear 4.40% - Other sources 6.39% • Theconsumptiondataincludesboththatnecessaryforlighting,heatingandcoolingthecommonareasandthehotand cold flows supplied to the tenants
TABLE 1TOTAL ENERgY CONsUMPTiON FROM ELECTRiCiTY (iTALY)
50,000
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2013 2012
9,919 10,759
8,445 9,160
5926421,8482,0042,6842,911
18,50820,075
RENEWABLE SOURCES
OIL PRODUCTS
OTHER SOURCES
COAL
NATURAL GAS
NUCLEAR
CHART 1ENERgY CONsUMPTiON BY ENERgY Mix UsEd (MW/HOUR)
108
7. ENVIRONMENT
Only 5 shopping Centres showed a slight in-
crease in electricity consumption.
One of these is Centro d’Abruzzo, where
there is a higher demand for electricity due
to the building work for the expansion of the
Centre itself (work is expected to be com-
pleted by spring 2014).
in the other Centres, this improvement is due
mainly to management factors regarding
better usage of systems in each shopping
Centre. some examples are:
Tiburtino Shopping Centre in Guidonia
(Rome): a refrigeration unit was switched
off in the summer period and free cool-
ing2 was activated in the intermediate
seasons, leading to a 30% reduction in
energy consumption. Considering the
large size of this Centre, this reduction
was equal to 50% of the overall drop in
consumption in the igd structures.
Katanè Shopping Centre in Catania: sev-
eral lines were connected for car park and
Mall lighting controlled by “lux” measur-
ing devices (devices to regulate bright-
ness in the area);
Sarca Shopping Centre in Sesto San Gio-
vanni (Milan): the lighting has been regu-
lated, reducing it by two hours a day in
the morning period before opening time.
2 Cooling system that takes advantage of the sole temperature difference with the external air
109
igd siiq - 2013 sUsTAiNABiLiTY REPORT
Of the 16 Centres that reduced their energy consumption, 5 recorded a drop of more than
-10%:CittàdelleStelle,Katanè,GranRondò,Mondovì,Tiburtino.
CHART 2
CHART 3
2012
2012
COnSUMPTIOnInKW/HPERSHOPPInGCEnTRE(ARRAnGEDACCORDInGTO diFFERENCE BETWEEN 2013 ANd 2012, FROM POsiTiVE TO NEgATiVE).
COnSUMPTIOnInKW/HPERGLAM2 PER sHOPPiNg CENTRE (ARRANgEd ACCORdiNg TO diFFERENCE BETWEEN 2013 ANd 2012, FROM POsiTiVE TO NEgATiVE).
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
350
300
250
200
150
100
50
0
MILLE
NNIUM G
ALLERY
MILLE
NNIUM G
ALLERY
CENTROBORGO
CENTROBORGO
LUNGO S
AVIO
LUNGO S
AVIO
I BRIC
CHI
I BRIC
CHI
LA T
ORRE
LA T
ORRE
KATANE’
KATANE’
CONE’
CONE’
ESP
ESP
CASILIN
O
CASILIN
O
PORTOGRANDE
PORTOGRANDE
LE M
AIOLI
CHE
LE M
AIOLI
CHE
CENTROPIAVE
CENTROPIAVE
FONTI DEL
CORALLO
FONTI DEL
CORALLO
LE P
ORTE DI N
APOLI
LE P
ORTE DI N
APOLI
CITTA
’ DELL
E STELL
E
CITTA
’ DELL
E STELL
E
CENTROSARCA
CENTROSARCA
CENTRO D’A
BRUZZO
CENTRO D’A
BRUZZO
MONDOVI’
MONDOVI’
GRAN RONDò
GRAN RONDò
TIBURTIN
O
TIBURTIN
O
CENTRONOVA
CENTRONOVA
2013
2013
110
7. ENVIRONMENT
Contrary to what occurred last year, electric-
ity consumption fell in both the “younger”
and “more mature” Centres.
Although the reduction in consumption in
the latter is significant (as their energy ef-
ficiency is low), the 10.1% decrease in the
Centres between 3 and 11 years old (“young”
and “adult”) is even more so from a point of
view of the impact on the overall reduction:
indeed, their impact on total consumption is
close to 70%.
more than +10%
between 0 and +10%
between 0 and -10%
less than -10%
0 4 82 6 1210
0
5
11
5
CHART 4 BREAKDOWnOFCEnTRESBASEDOnTHE%DIFFEREnCECOMPAREDTOTHEPREVIOUSYEAR.
LESS THAN5 YEARS OLD
MORE THAN16 YEARS OLD
BETWEEN 12AND 15 YEARS OLD
BETWEEN 6AND 11 YEARS OLD
0.0%-2.0%-4.0%-12.0% -6.0%-14.0% -8.0%-16.0% -10.0%
- 3.4%
- 1.6%
- 5.9%
- 14.0%
CHART 5 ENERgY CONsUMPTiON BAsEd ON AgE CATEgORY
2013 2012 DELTA %
LEss THAN 5 YEARs OLd 115.4 136.7 -14.0%
BETWEEN 6 ANd 11 YEARs OLd 201 214.7 -5.9%
BETWEEN 12 ANd 15 YEARs OLd 177 190.9 -1.6%
MORE THAN 15 YEARs OLd 166.3 166.3 -3.4%
AvERAGE 154 167 -7.8%
TABLE 2 COnSUMPTIOnPERGLAM2BYAGECATEGORY(KWH/M2)
111
igd siiq - 2013 sUsTAiNABiLiTY REPORT
nB: •Thedatarefersto3ShoppingCentres:LeMaiolicheandGranRondò(systemusedforheatingandcoolingtheMalland Hypermarket) and Lungo savio (used only for heating the Mall). The data refers to this usage. •Itisnotpossibletotracethesourceoftheenergyused. •Thedataalsoincludestenants’consumption.
nB: •Thedatareferstothe16ShoppingCentresthatusefuelsforheating.Excludedfromthisdataarethe3Centresthat usedistrictheatingandcooling(seetab.6)and2Centres(KatanèandLaTorre)whereheatingissuppliedbymeansof heat pumps. •Thedataalsoincludestenants’consumption.
Nearly all the shopping Centres (19 out of 21)
buy energy from Consorzio Bolognese Ener-
gia Elettrica Galvani (CBEG) (galvani Electric
Energy Bolognese Consortium) obtaining in
this way lower prices deriving from the criti-
cal mass managed by the consortium.
Thanks to this and to the overall decrease
in the average energy supply price on the
market, in 2013 igd bought electricity on the
market at a price per megawatt about 16%
lower than the previous year. This fact, to-
gether with the decrease in electricity con-
sumption, resulted in a decrease of 25% in
total energy costs.
TABLE 3
TABLE 4
TABLE 5
TOTAL COsT OF ELECTRiCiTY sUPPLY sUsTAiNEd BY igd CENTREs
TOTAL ENERgY CONsUMPTiON FROM disTRiCT HEATiNg ANd COOLiNg
TOTAL ENERgY CONsUMPTiON FROM FUELs
Unit of measurement 2013 2012 2011
% DIFFERENCE2013-2012
sUPPLY COsT ¤*MW/h 3,073,393 4,087,025 4,041,980 -24.8%
Unit of measurement 2013 2012 % DIFFERENCE
TOTAL ENERgY CONsUMPTiONFROM disTRiCT HEATiNgANd COOLiNg
KWh 9,645,000 9,324,000 +3.4%
Unit of measurement 2013 2012 % DIFFERENCE
TOTAL ENERgY CONsUMPTiONFROM FUELs
KWh 14,412,395 13,807,448 +4.4%
NB: values obtained by multiplying the abovementioned consumption (in MW/h) by average prices (including grid losses) of all 21 Centres included in the boundary for the three years.
Both district heating and cooling con-
sumption and methane gas consumption
increased. in both cases the reason behind
this can be found in the lower average tem-
peratures recorded in 2013 compared to the
previous year.
DISTRICT HEATING - COOLING AND METHANE GAS
112
7. ENVIRONMENT
nB: •Thedataincludesconsumptionfromelectricity,districtheatingandmethanegas,expressedinkWh. •Energyconsumptionbyfootfallsiscalculatedwith,asthenumerator,totalconsumptionintheCentresexcluding “gran Rondò” and “i Bricchi” , and, as the denominator, the total number of visitors to igd Centres as recorded in chart 1 section 4 of this sustainability Report (cf. “Suggested floor area denominator”, 3.4 EPRA Best Practices Recommendations on sustainability Reporting.
nB: •Energyconsumptionbym2 is calculated with, as the numerator, total consumption in the Centres recorded in table 1, and, as the denominator, the gLA. This is because electricity consumption includes heating and cooling flows supplied to tenants (cf. “Suggested floor area denominator”, 3.4 and 3.7 EPRA Best Practices Recommendations on sustainability Reporting).
Unit of measurement 2013 2012
% DIFFERENCE2013-2012
ENERgY CONsUMPTiON BY FOOTFALLs KWh/footfalls 0.97 1.01 -4.5%
Unit of measurement 2013 2012
% DIFFERENCE2013-2012
ENERgY CONsUMPTiON BY M2 KWh/mq 242.75 252.41 -3.8%
A decrease was recorded in the other two
“intensity indicators”, which compare energy
consumption to footfalls and square metres.
BUILDING ENERGY INTENSITY INDICATORS
TABLE 6
TABLE 7
CONsUMi PER NUMERO di ACCEssi
CONsUMPTiON BY sqUARE METRE
113
igd siiq - 2013 sUsTAiNABiLiTY REPORT
nB: •TherearenoemissionsfromsourcesownedorcontrolledbyIGD.Forthisreasondirectgreenhousegasemissionshave not been calculated. •SourcesforthecalculationofCO
2e:
- For electricity: the CO2 equivalent arises from the conversion of consumption expressed in kWh in CO
2 equivalent,
comparedtothespecificproductionmixofenergysuppliedtotheshoppingcentres.Dataused:0.53KCO2/kWh
(source CBEg 2011); - For district heating: guide line 6 2003/87/CE emission trading directive (page 29 and following); guide line 6 2003/86/CEemissiontradingdirective(page29andfollowing).Dataused:0.18KgCO
2/kWh (2011 data)
- For methane gas: isPRA parameters used referring to the national atmospheric emissions inventory. data used: 2.326 tonnes CO
2/toe (referring to 2012)
•Thevaluesforfootfallsarethesameasthoseusedintable6.
Unit ofmeasurement 2013 2012
% DIFFERENCE2013-2012
TOTAL iNdiRECT gREENHOUsEgAs EMissiONs (gHg)
Tonnes Co2e 26,547.54 28,267.31 -6.1%
iNdiRECT gHg EMissiONs BY FOOTFALLs
KgCo2e/footfalls 0.38 0.41 -6.7%
iNdiRECT gHg EMissiONs BY M2 KgCo2e/m2 97.56 103.88 -6.1%
Thanks in particular to the significant reduc-
tion in electricity consumption, 1,719 tonnes
of carbon dioxide were not emitted into the
atmosphere by igd. This figure is equal to the
quantity of CO2 absorbed in one year by a
wood with a land area of 1 square kilometre.
GREENHOUSE GAS EMISSIONS
TABLE 8TOTAL CO2 EqUiVALENT BY FOOTFALLs ANd M2
The work carried out in the Winmarkt struc-
tures, defined in the 2012-2015 Business Plan
and aimed at reducing environmental im-
pact, led to a reduction of 22.2% in energy
consumption in 2013.
The following were installed in 2013:
Low energy consuming lights in 3 shop-
ping Centres, following the positive outcome
of the pilot project in Centro Ploiesti Big in
2012. An investment by Winmarkt equal to
¤116,000 has been scheduled for this project.
Inverters on the escalators in 8 shop-
ping Centres, with the aim of reducing
electricity consumption when nobody is
using them. This project will concern the
entire network of Winmarkt Centres.
4 doors with lower heat dispersion in the
Centres in Alexandria, Buzau, Cluj, Ram-
nicu Valcea.
Furthermore, a pilot project on Energy Man-
agement for the shopping Centre in Cluj was
defined, with the purpose of standardising a
general process aimed at decreasing the en-
vironmental impact of the Winmarkt struc-
tures.
7.2.2 Energy efficiency in Romania
TABLE 9TOTAL ENERgY CONsUMPTiON FROM ELECTRiCiTY (ROMANiA)
Unit ofmeasurement 2013 2012
% DIFFERENCE2013-2012
TOTAL ELECTRiCiTY CONsUMPTiON KWh 9,550,000 12,275,000 -22.2%
nB: •Likeforlikeboundary. •Thedataincludesconsumptionincommonareasandbytenants.Thelargeareas(supermarketsandhypermarkets) are excluded as they directly manage and monitor their own consumption.
114
7. ENVIRONMENT
Compared to last year (the first in which
water consumption monitoring was intro-
duced), the amount of drinking water used
in igd shopping Centres was more or less
the same, even though the number of visi-
tors increased.
instead, the consumption of non drinking
water, used for irrigation or fire prevention,
fell considerably (-17%). The use of water for
irrigation decreased in particular: this fact
can be observed in all the Centres that have
external areas requiring irrigation. This lower
consumption is connected to the more in-
tense rainfall especially during the summer
months.
7.2.3 Water consumption in Italy
nB: •Likeforlikeboundary.ThedatainallindicatorsonwaterconsumptionreferstoalltheCentresidentifiedinthe Methodological Preface excluding Tiburtino shopping Centre, where work on the system is in progress making it impossible to obtain definitive data for 2013; •Thedataincludeswaterconsumptionbothincommonareasandbytenants.
TABLE 10 TOTAL WATER CONsUMPTiON
Unit of measurement 2013 2012 % DIFFERENCE
TOTALCOnSUMPTIOnOFDRInKInGWATER M3 449,615 450,097 -0.1%
WATER CONsUMPTiON FOR iRRigATiON M3 22,125 36,725 -39.8%
WATER CONsUMPTiON FOR FiRE PREVENTiON M3 46,043 42,150 9.2%
OTHER WATER CONsUMPTiON M3 29,445 38,439 -23.4%
TOTAL WATER CONSUMPTION (M3) 547,228 567,411 -3.6%
115
igd siiq - 2013 sUsTAiNABiLiTY REPORT
nB: •Inbothindicators,thedataincludeswaterconsumptionbothincommonareasandbytenants. •Inthecalculationofthe“consumption/squaremetres”indicator,thesquaremetresconsideredarethoseoftheGLA. •Inthecalculationofthe“Consumption/visitors”indicator,IBricchiandGranRondòShoppingCentresareexcluded due to problems with their footfall counter (see section 4 “Visitors and Community”, chart 1). Tiburtino shopping Centre is also excluded (see above).
Unit of measurement 2013 2012 % DIFFERENCE
CONsUMPTiON/sqUARE METREs M3/ gLA m2 2.31 2.40 -3.6%
CONsUMPTiON/VisiTORs Litres/Visitors 8.64 9.05 -4.5%
Following the introduction in 2012 of the use
of EWC codes in defining waste data, 2013
was the first year in which it was possible to
carry out a comparison.
Overall, the results show that the amount of
waste that was sent to recycling or to the
landfill was slightly lower than the previous
year (-0.3%). Furthermore, it can be seen
that hazardous waste represented only a
very small portion of the total amount and
it consisted of relatively low polluting mate-
rials like lead batteries or containers for refri-
gerant substances.
Compared to last year, several differences
worth noting can also be seen in sorted wa-
ste disposal. Examples of these are the di-
sposal of wood and mixed packaging. Both
cases are isolated events referring to indivi-
dual shopping Centres.
7.2.4 Sorted waste disposal
nB: •data referring to 17 shopping Centres. The data in Centres where waste disposal is carried out directly by the Municipality is not available: EsP in Ravenna, Città delle stelle in Ascoli, Mondovicino in Mondovì (Cuneo) and Lungo savio in Cesena (Forlì-Cesena). •InlinewiththedatacollectionusedforUnIEnISO14001certification,wasteisclassifiedaccordingtoEWCCodes (established by directive 75/442/EEC)
2013 (t) 2012 (t) % DIFFERENCE
PAPER ANd CARdBOARd 787 794 -1%
PLAsTiC 55 66 -18%
ORgANiC 27 36 -25%
UNsORTEd 977 999 -2%
MixEd 1,270 1,213 5%
gLAss 53 60 -11%
WOOd 27 13 106%
OTHER 79 102 -23%
TOTAL 3274 3283 -0.3%
HAzARDOUS WASTE 0.034 0.155 -78.1%
TABLE 12
TABLE 11
sORTEd WAsTE disPOsAL (TONNEs, iTALY)
WATER CONsUMPTiON: BUiLdiNg WATER iNTENsiTY
116
7. ENVIRONMENT
0.8%ORgANiC
1.7%PLAsTiC
38.8%MixEd
24.0%PAPER ANd CARdBOARd
29.9%UNsORTEd
2.4%OTHER
0.8%WOOd
1.6%gLAss
The quantity of waste sent to recycling incre-
ased significantly: it was 47% in 2012 but in
2013 it represented half of the total amount
of waste. This places igd slightly above the
national data, on the basis of which 49% of
total waste in italy ends up in landfills (source
EUROsTAT 2011).
CHART 6 WAsTE BY TYPE
117
igd siiq - 2013 sUsTAiNABiLiTY REPORT
2012
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
53%47%
2013
50% 50% WASTE SENT TO LANDFILL
WASTE SENT TO RECYCLING
CHART 7PROPORTiON OF WAsTE BY disPOsAL ROUTE
nB: •given the variety of companies dealing with sorted waste disposal, it is only possible to have definite data with regard to waste sent to landfills and waste sent to recycling. it is not possible to clearly define what happens after, or rather how many tonnes are intended for reuse, recovery, composting and incineration.
For the first year in Romania it was possible
to collect data regarding sorted waste dispo-
sal. This was the result of a voluntary pro-
cess carried out by Winmarkt over the pre-
vious years to define agreements with local
authorities responsible for the sorted waste
disposal of paper, cardboard and plastic.
This is particularly important when conside-
ring there are no national regulations and
sorted waste represents just 1% of waste di-
sposal (source Eurostat 2011).
TABLE 13sORTEd WAsTE disPOsAL (TONNEs, ROMANiA)
nB: •Like for like boundary. •data referring to all 15 Winmarkt shopping Centres.
2013 (t) 2012 (t) DELTA %
PAPER ANd CARdBOARd 56.380 52.740 6.9%
PLAsTiC 1.490 3.830 -61.1%
TOTAL DISPOSAL 57.870 56.570 2.3%
TOTAL SORTED WASTE 2.243 2.548 -12.0%
TOTAL 60.113 59.118 1.7%
118
7. ENVIRONMENT
nB: •(*) DataincludingenergyconsumptionintheBolognaheadquartersplusthedistributionofsharedcosts for the building in which the headquarters is situated. •(**) DatareferringtothesoleconsumptioninIGDheadquarters(excludingsharedcosts). •(***) RatiocarriedoutonlyonconsumptioninIGDheadquarters.
nB: •data referring to the distribution percentage quota of consumption in the Bologna headquarters
7.2.5 Consumption, sorted waste disposal and practices to improve the headquarters’ environmental impact
The headquarters in Bologna, included with-
in the boundary of isO14001 certification,
effectively formalised actions starting from
2013 aimed at improving environmental per-
formance.
Consistent with the reduction in consump-
tion in the shopping Centres, energy con-
sumption was also reduced in the headquar-
ters. This was due, on the one hand, to fewer
opening days (compared with 2012, the of-
fices were closed for a week in the middle
of August), and on the other, to the greater
attention that employees paid in order to re-
duce consumption.
The data relating to district heating also decreased.
Furthermore, igd, which is a member of Con-
sorzio Bolognese Energia Elettrica Galvani
(CBEG) (galvani Electric Energy Bolognese
Consortium), delegated the Consortium to
apply to AxPO (electricity supplier) for the
REgO (Renewable Energy guarantee of Ori-
gin) certificate, which proves that electric-
ity is generated exclusively from renewable
sources for consumption in the headquarters
with regard to 2013 and 2014. in particular,
the energy originates from renewable hydro-
power and oceanic sources.
ENERGY
DISTRICT HEATING
Unit ofmeasurement 2013 2012
% DIFFERENCE2013-2012
TOTAL ELECTRiCiTY CONsUMPTiON * kWh 329,092 367,019 -10.3%
ELECTRiCiTY CONsUMPTiON ** kWh 116,324 123,376 -5.7%
ELECTRiCiTY CONsUMPTiONPER PERsON ***
kWh/number of workers in headquarters 2,006 2,091 -4.1%
Unit ofmeasurement 2013 2012
% DIFFERENCE2013-2012
CONsUMPTiON FROM disTRiCT HEATiNg KWh 304,000 329,000 -7.6%
TABLE 14
TABLE 15
TOTAL ENERgY CONsUMPTiON FROM ELECTRiCiTY (BOLOgNA HEAdqUARTERs)
ENERgY CONsUMPTiON FROM disTRiCT HEATiNg iN BOLOgNA HEAdqUARTERs
119
igd siiq - 2013 sUsTAiNABiLiTY REPORT
sorted disposal of paper and plastic, which
was introduced in May 2012, was assisted
in 2013 by means of an effective awareness
and information campaign: for this reason,
numerical data on consumption will be avail-
able from next year.
SORTED DISPOSAL
Paper consumption fell for the third year
running. in 2013, igd headquarters used only
recycled paper or FsC certified paper (for
institutional material), in line with its sustain-
ability targets.
This decrease was brought about both by
greater awareness regarding unnecessary
usage of paper and by setting double-sided
printing as the default setting on all the print-
ers in the headquarters. in the future this fig-
ure is bound to decrease even further thanks
to the launching of a project for the digital
filing of invoices issued. One of the benefits
of this project is a substantial decrease in the
use of paper for these documents.
The reduction that occurred in 2013 was
equivalent to the area of 9 tennis courts.
Water consumption in the headquarters also
fell in the wake of greater awareness both in
employees and cleaning contractors.
An additional action undertaken, aimed at
reducing the environmental impact of the
headquarters (and of its employees’ behav-
iour), was that of replacing 3 petrol run cars
with 3 LP gas ones, drastically reducing in
this way greenhouse gas emissions.
PAPER
WATER CONSUMPTION
CAR PARK
2013 2012 2011 % DIFFERENCE
REAMs 1,045 1,120 1,225 -6.7%
KG 2,595 2,782 3,042 -186
TABLE 16TOTAL PAPER CONsUMPTiON
nB: •data referring to the distribution percentage quota of consumption in the Bologna headquarters
TABLE 17WATER CONsUMPTiON
Unit ofmeasurement 2013 2012
% DIFFERENCE2013-2012
WATER CONsUMPTiONHEAdqUARTERs
M3 1,630.64 1,822.1 -10.5%
WATER CONsUMPTiON/PERsONM3/headquarters’
employees28.1 30.9 -9.0%
120
7. ENVIRONMENT
in the improvement work which is current-
ly underway in Centro Sarca, igd has fit-
ted some walls and ceilings with “woodn”
panels, ecological material which does not
contain toxic substances and which is 100%
recyclable and it is eco-sustainable as it re-
quires very limited energy consumption
and uses wood residues from other produc-
tion processes. Furthermore, the lighting in
the entrance lobby has been created with
led technology, the same type of lighting is
scheduled to be fitted in the restyling project
for the entire shopping Centre in 2014.
in line with the Business Plan, Centro sar-
ca was subjected to a feasibility study in
2013 regarding the possibility of obtaining
BREEAM certification. The outcome of this
analysis was positive and in 2014, during the
restyling work, the Centre will follow the nec-
essary procedures in order to become one of
the first building complexes in italy to obtain
such recognition, significantly qualifying it in
terms of environmental sustainability.
Furthermore, the same type of flooring made
of recycled material that was put down last
year in Le Porte Shopping Centre in Naples,
was also used in the restyling work in Centro
d’Abruzzo. A large part of the existing light-
ing was replaced with led technology, the
same material and technical mechanisms are
foreseen in the ongoing expansion.
This decision arises from igd’s commitment
to use this lighting system in all its restyling
projects, following the good results obtained
from the first test which took place in Centro
ESP during the second half of 2011.
in addition, with the continuation of the work
in Porta a Mare in Livorno, a marine geother-
mal system, based on heat pumps that use
the sea as a thermal source, is now up and
running. Currently this system is being used
to supply heating and hot water to the part
of the project intended for residential use.
Again in this project, the lighting in the com-
mon areas (porticos) has been created using
led technology.
STRUCTURAL WORK
7.3.1 Environmental emphasis in work in progress
7.3
121
igd siiq - 2013 sUsTAiNABiLiTY REPORT
installation of divisional meters in the majority of freehold Centres,
capable of recording and analysing specific consumption in each
individual area of the shopping Centre (2013-2014).
Continuation of heat insulation improvement in its structures
(time span 2012-2014).
Extension of isO 14001 certification to new shopping Centres, as per the Roll
Out Plan (2013-2018).
Attainment of BREEAM certification for one shopping Centre (2014).
Launching of Energy Management pilot project in the
shopping Centre in Cluj (2014).
Feasibility study for the introduction of a photovoltaic system in the new
shopping Centre in Chioggia (2014).
IN ITALY
IN ROMANIA
iMPROVEMENT TARgETs
122
GRI-G3 TABLE OF CONTENTS
GRI-G3 TABLE OF CONTENTS
With reference to the different application
levels identified in the gRi-g3 guidelines
(shown in the figure below), this report has
reached application level B, due to a higher
level of reporting of several indicators com-
pared to the previous editions.
The following table shows the indicators pro-
vided by the global Reporting initiative-g3,
international reporting standard.
The level of reporting (or rather the extent
to which the indicator is present in the igd
2013 sustainability Report) is shown along-
side each indicator.
GRI-G3 APPLICATION LEvEL
GRI LEvEL OF REPORTING INDICATOR
LEvEL OF REPORTING
TP-
N/A
TOTALPARTIALNOT COvEREDNOT APPLICABLE
INDICATOR TYPECA
COREADDITIONAL
KEYFORTABLEBELOW
sta
nd
ard
info
rmat
ion
Rep
ort
ext
ern
ally
ass
ure
d
C C+ B+ A+AB
Rep
ort
ext
ern
ally
ass
ure
d
Rep
ort
ext
ern
ally
ass
ure
d
Application level
Management Approach
Performance indicators
Profile
OU
TPU
TO
UTP
UT
OU
TPU
T
Report on:1.12.1-2.103.1-3.8, 3.10-3.124.1-4.4, 4.14-4.15
Report on all the criteria foreseen for C plus:1.23.9-3.13, 4.16-4.17
same requirements as for level B
Not required Management approach disclosures for all indicator categories
Managementapproach disclosures for all indicator categories
Report on a minimum of 10 performance indicators, including at least one on: economic, social and environmental performance
Report on a minimum of 20 performance indicators, including at least one on: economic, social and environmental performance
Report on all the core g3 and relevant sector supplement performance indicators with regard to materiality.Explain reason for any omissions
123
igd siiq - 2013 sUsTAiNABiLiTY REPORT
ORGANISATIONAL PROFILE
Aspect code IndIcAtorcoverAge
levellocAtIon of dIsclosure
strAtegy And AnAlysIs 1.01 Statement of the Chairman and the Chief exeCutive offiCe t 61.02 deSCription of main impaCtS, riSkS and opportunitieS p 30
profIle 2.01 name of organiSation t cover2.02 main brandS, produCtS and/or ServiCeS t 20
2.03 operational StruCture of the organiSation t 21-232.04 loCation of organiSation’S headquarterS t cover2.05 number of CountrieS where the organiSation operateS t 202.06 nature of ownerShip and legal form t 202.07 marketS Served t 202.08 Size of reporting organiSation t 242.09 SignifiCant ChangeS during the reporting period t 20; 332.10 awardS reCeived during the reporting period n-A -
report pArAmeters 3.01 reporting period t 103.02 publiShing date of moSt reCent report t 103.03 reporting CyCle t 103.04 ContaCt for queStionS regarding the report and itS ContentS t cover3.05 proCeSS for defining report ContentS t 10-113.06 report boundary t 103.07 definition of SpeCifiC reStriCtionS regarding the SCope or boundary of the report t 10-113.08 information regarding joint ventureS, SubSidiarieS etC. t 213.09 data meaSurement teChniqueS and baSiS for CalCulationS t 10-113.10 explanation of the effeCt of ChangeS in CalCulationS t 10-113.11 SignifiCant ChangeS Compared to previouS reporting period t 10-113.12 gri table t 122-1273.13 external aSSuranCe - -
governAnce, commItments, stAkeholder Involvement
4.01 governanCe StruCture of the organiSation t 23;274.02 information on whether the Chairman of the higheSt governanCe body iS alSo an
exeCutive offiCer t 27
4.03 number of memberS of bod that are independent and/or non –exeCutive t 274.04 meChaniSmS for ShareholderS and employeeS to provide reCommendationS to the bod p 27-294.05 link between CompenSation for memberS of the higheSt governanCe body, direCtorS
and exeCutiveS and the organiSation’S performanCep 29
4.06 proCeSSeS uSed to enSure ConfliCtS of intereSt are avoided t 294.07 proCeSSeS for determining the qualifiCationS and expertiSe of the memberS of the
higheSt governanCe body t 29
4.08 miSSion, valueS, CodeS of ConduCt and prinCipleS t 22; 304.09 proCedureS of the higheSt governanCe body for overSeeing the definition and the
management of the organiSation’S eConomiC, environmental and SoCial performanCe t 27
4.10 proCeSSeS for aSSeSSing the higheSt governanCe body’S performanCe - 284.11 explanation of the implementation of the preCautionary approaCh -4.12 adoption of CodeS of ConduCt t 304.13 memberShip in aSSoCiationS t 964.14 liSt of StakeholderS t 224.15 prinCipleS for identifying and SeleCting StakeholderS p 224.16 approaCh to Stakeholder involvement p 32-334.17 key topiCS and iSSueS raiSed by StakeholderS and the organiSation’S reSponSe p 58; 69; 81
124
GRI-G3 TABLE OF CONTENTS
ECONOMIC PERFORMANCE INDICATORS
Aspect type code IndIcAtorcoverAge
levellocAtIon of dIsclosure
mAnAgement ApproAch diSCloSure on management approaCh (goalS and performanCe, poliCy, Contextual information)
t 20-30
economIc performAnce c eC 1 direCt eConomiC value generated and diStributed t 31c eC 2 finanCial impliCationS and other riSkS and opportunitieS for the organiSation’S
aCtivitieS due to Climate Change - -
c eC 3 Coverage of the penSion planS defined by the organiSation - -c eC 4 SignifiCant aSSiStanCe reCeived from government n-A -
mArket presence A eC 5 ratio between Standard entry level wage and loCal minimum wage with regard to SignifiCant operating loCationS
- -
c eC 6 poliCieS, praCtiCeS and proportion of Spending towardS loCal SupplierS with regard to SignifiCant operating loCationS
p 98
c eC 7 proCedureS for loCal hiring and proportion of direCtorS hired from the loCalCommunity with regard to SignifiCant operating loCationS
- -
IndIrect economIc ImpActs c eC 8 inveStmentS for "publiC benefit" ServiCeS p 74-76A eC 9 underStanding and deSCribing indireCt eConomiC impaCtS inCluding the extent
of SuCh impaCtS p 74-76
PRODUCT RESPONSABILITY
Aspect type code IndIcAtorcoverAge
levellocAtIon of dIsclosure
mAnAgement ApproAch diSCloSure on management approaCh (goalS and performanCe, poliCy, organiSational reSponSibility, training and awareneSS, monitoring and follow-up, Contextual information)
n/A -
consumer heAlth And sAfety
c pr 1 life CyCle StageS of produCtS/ServiCeS in whiCh impaCtS on health and Safety are aSSeSSed
n/A -
A pr 2 total number of inCidentS of non-ComplianCe regarding health and Safety of produCtS/ServiCeS
n/A -
product And servIce lAbellIng
c pr 3 type of produCt and ServiCe information required n/A -A pr 4 total number of inCidentS of non-ComplianCe regarding produCt and ServiCe labelling n/A -A pr 5 poliCieS relating to CuStomer SatiSfaCtion n/A -
AdvertIsIng And mArketIng communIcAtIons
c pr 6 programmeS of ComplianCe with lawS and StandardS regarding marketing and advertiSing
n/A -
A pr 7 total number of inCidentS of non-ComplianCe with lawS and StandardS regarding marketing and advertiSing
n/A -
customer prIvAcy A pr 8 total number of doCumented ComplaintS n/A -
complIAnce c pr 9 monetary value of main SanCtionS for non-ComplianCe with lawS or regulationS regarding the proviSion and uSe of produCtS and ServiCeS
n/A -
125
igd siiq - 2013 sUsTAiNABiLiTY REPORT
ENvIRONMENTAL PERFORMANCE INDICATORS
Aspect type code IndIcAtorcoverAge
levellocAtIon of dIsclosure
mAnAgement ApproAch
diSCloSure on management approaCh (goalS and performanCe, poliCy, organiSational reSponSibility, training and awareneSS, monitoring and follow-up, Contextual information)
t 102; 104-105
mAterIAls c en 1 materialS uSed by weight or volume n/Ac en 2 perCentage of materialS uSed that are reCyCled input materialS n/A
energy c en 3 direCt energy ConSumption by primary energy SourCe t 107; 113; 118c en 4 indireCt energy ConSumption by primary SourCe -
A en 5 energy Saved due to ConServation and effiCienCy improvementS t 107; 113; 118A en 6 initiativeS to provide energy-effiCient or renewable energy baSed produCtS and ServiCeS
and reduCtionS in energy requirementS aS a reSult of theSe initiativeS t 106-109
A en 7 initiativeS to reduCe indireCt energy ConSumption t 106-109
WAter c en 8 total water withdrawal by SourCe p 114A en 9 water SourCeS SignifiCantly affeCted by withdrawal of water -A en 10 perCentage and total volume of water reCyCled and reuSed -
bIodIversIty c en 11 loCation and Size of land owned, leaSed , managed in, or adjaCent to, proteCted areaS and areaS of high biodiverSity value outSide proteCted areaS
-
c en 12 deSCription of SignifiCant impaCtS of aCtivitieS, produCtS and ServiCeS on biodiverSity in proteCted areaS and areaS of high biodiverSity value outSide proteCted areaS
-
A en 13 proteCted or reStored habitatS -A en 14 StrategieS, Current aCtionS and future planS for managing impaCtS on biodiverSity -A en 15 number of iuCn red liSt SpeCieS and national ConServation liSt SpeCieS with habitatS in
the areaS affeCted by operationS, by level of extinCtion riSk-
emIssIons, dIschArges And WAste
c en 16 direCt and indireCt greenhouSe gaS emiSSionS by weight t 113c en 17 other relevant indireCt greenhouSe gaS emiSSionS by weight n-AA en 18 initiativeS to reduCe greenhouSe gaS emiSSionS and reduCtionS aChieved t 105; 108;
113; 119c en 19 emiSSionS of ozone depleting SubStanCeS by weight -c en 20 no, So, and other SignifiCant emiSSionS by type and weight -c en 21 total water diSCharge by quality and deStination p 114c en 22 total weight of waSte by type and diSpoSal method t 115c en 23 total number and volume of SignifiCant aCCidental SpillS n-AA en 24 hazardouS waSte t 115A en 25 identity, Size, proteCted StatuS and biodiverSity value of water bodieS and related habitatS
SignifiCantly affeCted by the reporting organiSation’S diSChargeS of water and runoff -
products And servIces c en 26 initiativeS to mitigate environmental impaCtS of produCtS and ServiCeS and extent of impaCt mitigation
n/A
c en 27 perCentage of produCtS Sold and their paCkaging materialS that are reClaimed by Category
n/A
complIAnce c en 28 monetary value of SignifiCant fineS and total number of non-monetary SanCtionS for non-ComplianCe with environmental lawS and regulationS
n-A
trAnsport A en 29 SignifiCant environmental impaCtS of tranSporting produCtS and other goodS and materialS uSed for the organiSation’S operationS and tranSporting memberS of the workforCe
-
overAll A en 30 total environmental proteCtion expenditureS and inveStmentS by type t 113; 120
126
GRI-G3 TABLE OF CONTENTS
SOCIAL PERFORMANCE INDICATORSLABOUR PRACTICES
Aspect type code IndIcAtorcoverAge
levellocAtIon of dIsclosure
mAnAgement ApproAch diSCloSure on management approaCh (goalS and performanCe, poliCy,organiSational reSponSibility, training and awareneSS, monitoring and follow-up, Contextual information)
t 80
employment c la 1 total workforCe by employment type, employment ContraCt and region t 81-84c la 2 total number and rate of employee turnover by age group, gender and region p 82A la 3 benefitS provided to full-time employeeS that are not provided to temporary or part-
time employeeS, by major operationSn-A
lAbour/mAnAgement relAtIons
c la 4 perCentage of employeeS Covered by ColleCtive bargaining agreementS t 90
c la 5 minimum notiCe period regarding operational ChangeS, inCluding whether it iS SpeCi-fied in ColleCtive agreementS
-
occupAtIonAl heAlthAnd sAfety
A la 6 perCentage of total workforCe repreSented in formal joint management-worker health and Safety CommitteeS that help monitor and adviSe on oCCupational health and Safety programmeS
-
c la 7 rateS of injury, oCCupational diSeaSeS, loSt workdayS and abSenteeiSm and number of work-related fatalitieS by region
t 89
c la 8 eduCation, training, CounSelling, prevention and riSk Control programmeS in plaCe to aSSiSt workforCe memberS, their familieS or Community memberS regarding SeriouS diSeaSeS
p
A la 9 health and Safety topiCS inCluded in formal agreementS with trade unionS t 8590
trAInIng And educAtIon c la 10 average hourS of training per employee per year, by employee Category t 86
A la 11 programmeS for SkillS management and lifelong learning that Support the Continued employability of employeeS and aSSiSt them in managing Career endingS
-
A la 12 perCentage of employeeS that reCeive regular performanCe and Career development reviewS t 84
dIversIty And equAl opportunIty
c la 13 CompoSition of governanCe bodieS and breakdown of employeeS by Category aCCord-ing to gender, age group, minority group and other indiCatorS of diverSity
t 23; 27; 89
c la 14 ratio of baSiC Salary of men and women by employee Category n-A
HUMAN RIGHTSmAnAgement ApproAch diSCloSure on management approaCh (goalS and performanCe, poliCy,
organiSational reSponSibility, training and awareneSS, monitoring and follow-up, Contextual information)
-
Investment And procurement prActIces
c hr 1 perCentage and total number of SignifiCant inveStment agreementS that inClude human rightS ClauSeS or that have undergone human rightS SCreening
-
c hr 2 perCentage of main SupplierS and ContraCtorS that have undergone human rightS SCreening and relative aCtionS taken
p 95-96
A hr 3 total hourS of employee training on poliCieS and proCedureS ConCerning aSpeCtS of human rightS that are relevant to the organiSation’S operationS, inCluding the perCentage of employeeS trained
-
non-dIscrImInAtIon c hr 4 total number of inCidentS linked to diSCrimination and aCtionS taken -
freedom of AssocIAtIon And collectIve bArgAInIng
c hr 5 identifiCation of operationS in whiCh the freedom of aSSoCiationand ColleCtive negotiation may be expoSed to SignifiCant riSkS and aCtionS taken to defend theSe rightS
-
127
igd siiq - 2013 sUsTAiNABiLiTY REPORT
SOCIAL PERFORMANCE INDICATORSHUMAN RIGHTS
Aspect type code IndIcAtorcoverAge
levellocAtIon of dIsclosure
chIld lAbour c hr 6 operationS identified aS having SignifiCant high riSk for inCidentS of Child labour and meaSureS taken to Contribute to the elimination of Child labour
n/A
forced And compulsory lAbour
c hr 7 operationS identified aS having SignifiCant riSk for inCidentS of forCed or CompulSory labour and meaSureS taken to Contribute to the elimination of forCed or CompulSory labour
n/A
securIty prActIces A hr 8 perCentage of SeCurity perSonnel trained in the organiSation’S poliCieS or proCedureS ConCerning aSpeCtS of human rightS that are relevant to operationS
t 85-86
IndIgenous rIghts A hr 9 number of inCidentS of violationS involving the rightS of indigenouS people and aCtionS taken
n/A
SOCIETYmAnAgement ApproAch diSCloSure on management approaCh (goalS and performanCe, poliCy,
organiSational reSponSibility, training and awareneSS, monitoring and follow-up, Contextual information)
t 64
communIty c So 1 nature, SCope and effeCtiveneSS of programmeS to aSSeSS and manage impaCtS on the Community
p 65; 77
corruptIon c So 2 perCentage and total number of buSineSS unitS analySed for riSkS related to Corruption
p 96-97
c So 3 perCentage of employeeS trained in the organiSation’S anti-Corruption proCedureS and poliCieS
-
c So 4 aCtionS taken in reSponSe to inCidentS of Corruption n/A
publIc polIcy c So 5 publiC poliCy poSitionS and partiCipation in lobbying aCtivitieS regarding publiC poliCy development
-
A So 6 total value of finanCial and in-kind ContributionS to politiCal partieS, politiCianS and related inStitutionS, by Country
-
AntI-competItIve behAvIour
A So 7 total number of legal aCtionS for anti-Competitive behaviour, antitruSt and monopoly praCtiCeS and their outComeS
-
complIAnce c So 8 monetary value of SignifiCant fineS and total number of non-monetary SanCtionS for non-ComplianCe with lawS and regulationS
-
REgisTEREd OFFiCE
via Agro Pontino, 13
48100 Ravenna - italy
HEAdqUARTERs
via Trattati Comunitari Europei 1957-2007, 13
40127 Bologna - italy
tel +39 051 509111
fax +39 051 509247
For information and comments on this Report and on igd group sustainability, please contact the
following e-mail address: [email protected]
Further information on igd sustainability can be found on the group website on page:
http://www.gruppoigd.it/sostenibilita