CSR Report 2009 - ATC Torino (English)

8/8/2019 CSR Report 2009 - ATC Torino (English)

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powered by EURHO - GRReport

Corporate SocialResponsibility


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02

ATC Torino

Indexof topics

pag. 04Eurhonet & CSR

pag. 05Social and environmentalresponsibility in publicsocial housing

pag. 06Aler Brescia-key numbers

pag. 07CSR in ATC Torino

pag. 081. Promoting local socialsustainability

pag. 122. Protectingthe environment

pag. 143. Promoting economicsustainability

pag. 164. Promoting stakeholdersdialogue

pag. 185. Developing humanresources

pag. 20Eurho-GR grid

pag. 26Benchmark Eurho-GR

in 2010

pag. 27Methodology and glossary


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Corporate Social Responsibility Report

Giorgio Ardito

President, ATC Torino

03

Continuing with the commitments we made last year, we are presenting

the new report on Enterprise Social Responsibility (ESR) for ATC Torino.

One of our innovative goals for agency management is to evaluate the

agencys activities and what it has effectively accomplished.

Working with similar national and international bodies, ATC Torino intends

to create a model and system for evaluating them and their actions from

a different perspective, so that comparisons can be made.

In this way, we can also compare the distinctive features of our social mis-

sion, which consists of subsidized and to a lesser extent incentivized and

contracted management of public real properties, with other, not neces-sarily public bodies.

ATC Torinos evaluation plans also include a focus on more critical aspects,

while at the same time highlighting all actions that have a social impact

on and are socially useful to the community and the region. This especially

regards parties who have relationships with the agency as recipients,

clients, or other types of stakeholders (institutions, associations, citizens).

For ATC Torino, the constant commitment to transparent objectives andthe pursuit of development opportunities lays the groundwork for future

strategic choices and improved results. This provides continued support

for a dialogue between customers and the community and allows them

to exchange views.

Editorial


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Eurhonet&

RSI

Corporate Social Responsibility Report ATC Torino

ITALYALER BresciaALER MilanoATC TorinoIACP BariIPES BolzanoITEA Trento

FRANCEEmmus HabitatFSMHabitat 62/59 PicardieLe Foyer RmoisLe Toit AngevinLogyPaisDELPHIS

GERMANYbauverein AGGBG MannheimGWG Mnchen

SWEDENFamiljebostderGavlegardanaMimerHyresbostderStngstadenVtter HemrebroBostder

UKCanterbury City Council

04The European Social Hou-sing Network, Eurhonet, isa network that groups toge-ther approximately thirtysocial housing organisationsin England, France, Ger-many, Italy and Sweden.The common denominatorof these companies is the

management of social or pu-blic housing.

Although the participatingcountries have different re-gulations which govern theactivity of social housing or-ganisations, all have a com-mon aim which is to work

for a sustainable companywhere the environmentalfall out is minimizedthanks to conscious actions.

Eurhonet anages

various projects,one of hichis aied at

producing aodel forthe associa-ted copa-nies hichallos theto relate theircopany on the

asis of social responsi-ility criteria - CSR. is report as dran upusing this odel.

e concept of social responsiility can e inter-preted in different ays. Eurhonets vision of socialresponsiility is to sho ho associated organisa-tions have voluntarily incorporated social and en-

vironental aspects into their activity incooperation ith their staeholders. erefore, ta-ing into account responsiility and social, envi-

ronental and econoical sustainaility, hileaintaining at the sae tie ethical ehaviour to-ards eployees.


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05

Social and environmentalresponsibility

in public social housingPROMOTING LOCALSOCIAL SUSTAINABILITY

- Fulfilling housing needs- Supporting disadvantaged

families- Promoting social cohesion

PROTECTINGTHE ENVIRONMENT

- Promoting the environmen-tal challenge in social hou-sing

- Promoting energy improve-ment measures

- Developing new energy-sa-ving projects

PROMOTING ECONOMICSUSTAINABILITY

- Supporting local economy- Promoting responsible pur-

chasing- Protecting housing

stock quality

PROMOTING DIALOGUE

WITH STAKEHOLDERS

- Ensuring stakeholder sati-sfaction

- Boosting participation- Focusing on work ethics

and transparency

DEVELOPINGHUMAN RESOURCES

- Valuing human resources- Boosting qualifications andtraining

- Furthering work-familybalance


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Torino Province

06

ATC Torino

TORINO

ATC Torino was establi-shed as the Istituto Auto-nomo Case Popolari in 1907at the initiative of the Muni-cipality of Torino,with the

backing of the Cassa di Ri-sparmio di Torino and theIstituto delle Opere Pie ofthe Banca San Paolo, andwas aphilanthropic institu-

tion created to resolve thethorny problem of housingfor the needy. In 1993 a Pied-mont Region law re-foundedthe institution as a non-pro-fit public service agency assi-sting the Region, and grantedit organizational, financial,administrative and accoun-

ting autonomy. It was giventhe new name of ATC, Agen-zia Territoriale per la Casa(Community Housing Agency)for the Province of Torino.

ATC Torinos NUMBERS(at December 31, 2009)

Housing units managed: 30,932(Susidized Pulic Housing, Non-SusidizedPulic Housing, Incentivized, Agreeent forFuture Sale, Aaiting Deed, Residential Use)

Total Receipts: 280,875,832.02

Total Expenditure: 279,901,540.86Operating surplus: 974,291.16

Value of production: 76,129,009e econoic alance sheet shos efore taxoperating profit of7,676,559.91

Incoe taxes due for 2009 coe to3,086,415.38, detailed as follos:IreS (corporate incoe tax): 1,372,141.86IRAP (regional tax on production):1,714,273.52Aer tax profit coes to 4,590,144.53

Key Numbers


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Angelo Ventura

General Manager, ATC Torino

The commitment expressed in the last edition of the Enterprise Social Respon-

sibility report was reaffirmed this year: we want to provide a uniform, yet quite

concise depiction of what the Agencys services have accomplished for the en-

tire structure, the social fabric, and all parties involved.

The ESR report allows us to highlight the action and underscore the process

that has already begun, as well as organize results and report the Agencys cur-

rent practices: a management system that uses indices and indicators for plan-ning and control purposes, with verifiable and verified objectives.

The standard of reference set out in the table of Eurho-GR indicators and the

reporting process used throughout the Eurhonet European network, has been

changed from the previous year, and has been amended and improved to better

describe the situation in which the Agency operates.

This has also made it possible to identify several specific indicators common

to all bodies which are part of the Eurhonet network, for a European-level com-

parison of the actions undertaken: in the future, the goal is to extend the com-

parison to other aspects of the social mission as well.

Seeing how we and others measure up, comparing our own results with those

of other organizations, is always an opportunity for improvement that should

be seized and taken advantage of in order to improve our services.


CS

R

inATC

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CLIENT-ORIENTED RESPONSE

The transformation ofATCs clientele, which has

become increasingly under-privileged, has required theagency to assume a diffe-rent role and thus restruc-ture its services.

In particular, it has takensteps to create proceduresthat make it possible toidentify, monitor andreach those who are notable to independently ac-cess the services and usethe relief that the law pro-

vides for the neediest seg-ments of the population.

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Promotinglocal socialsustainability


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inte

rview

Luigi Brossa

Manager Suav Service ATC Torino

FAIR COHABITATIONThe project known as Fair Cohabitation, created in parallel with other European

organizations, intends to add a certain number of young people to social housing

units.

As a way to reduce their rent, these young people offer a certain number of hours

of service in lieu of rent, about 10 hours a week.

Each of the young volunteers thus becomes a contact person for the inhabitants of

the public housing complexes, who can turn to them twenty-four hours a day. Some

of their duties include: conflict management, assistance to seniors living alone, or-

ganizing and cleaning yards and entryways, and organizing entertainment for chil-

dren and cultural activity days.

Early experiments have overall been positive, and while a few adjustments are nee-

ded, this has created mutual benefits for all participants in the project.

09is has resulted in a sharp focus on creating awa-

reness in institutional and social organizations thattraditionally did not consider the housing pro-blem to be a focus of their own eeryday actiities.

With regard to institutional actiities such as the

census and social fund, steps hae been taken tospread numerous information points across thecity.


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ese points also proide free assistance in com-

pleting and preparing requests for clients, so theyare no longer forced to go to and wait at coun-ters.

In addition, the social fund was created jointlywith Torinos social serices, adopting the currentprocedure of filing ex-officio requests.

is procedure, which is also replicated for theproinces municipalities and serices, has allowedparties who would not be able to file a request for

aid on their own to benefit from the fund.

e result is doubly positie in that persons whose

payments are delinquent and hae little or no ear-ning capacity can access the social fund and thusbe considered delinquent through no fault of theirown, and any debt not coered by the fund willbe paid by the Municipalities.

With regard to the census, in addition to the esta-blished practice of collaborating with the Muni-cipalities, districts, social serices, and olunteerassociations, steps hae been taken so that personswith greater difficulties, in particular the elderly,

are not subjected to the legal consequences of fai-lure to respond, i.e. a penalty. In these cases, ATCproides ex-officio support in updating taxpayerincomes.

is has made it possible to reduce the fines impo-sed on people who, precisely because of their con-dition, were paying an increase without under-standing why, and ery often without asking why.

It has also preented them from delinquency for

which they are considered liable (with fines thatcannot be coered by the social fund) and theconsequences arising from this status.

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ATC


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Over the years, a coopera-tive network has been esta-blished with variousinstitutions. Among these aremunicipal social services, thepublic protection office, vo-lunteer associations, and so-cial cooperatives operating inthe community.

Relationships with theseagencies, resulting in a dailyprocess of integrating housingpolicies with social and he-alth policies, will be reflectedin projects and initiativesaimed at guaranteeing themost disadvantaged clients

more suitable subsidized hou-sing and better housing qua-lity for underprivilegedclients.

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Torino

GOODpraCTICES

Evaluation Team

Created as one of the Agencys experimen-tal initiatives, the Evaluation Team hasnow become one of the permanent bodiesoperating within ATCs organization andpractices.The teams goal is to employ a jointly ap-proved, objective method of evaluating si-tuations of delinquency where thedelinquent payer may not be to blame, andthen take steps to support him or her.

The team, which meets periodically atATCs office, where it conducts its activi-ties, is comprised of the Agencys officialsand representatives of tenants unions and

Municipalities where clients live.The team evaluates the situation of delin-quent recipients and has the power to grantpayment extensions.


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ATC Torino aspiresto plan and carry outbio-architectural construc-tion work designed to saveenergy and protect theenvironment.

ENvIRONMENTAL PROTECTION

ATC Torino plans and carries out io-architec-tural construction or designed to save energyand protect the environent, using iocopati-le aterials and alternative sources of energy.

It also develops technological innovation projectsfinanced y the European Union and evaluatesactual energy savings and sustainaility.

ATCs interest in adopting the principles of io-ecological architecture is focused priarily onaing it possile to iprove standards of qua-lity for its properties, as ell as anage the assustainaly as possile.

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Protectingthe environment


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13

interviewTHE PASSIVE HOUSE

ATC developed this project in order to construct a building that integrated appropriate te-chnologies and materials to ensure high quality housing and reduced energy consumption.

The building design is aimed at reducing energy needs through passive use of solar gain

and indoor sources of heat, to the point where traditional heating during the winter is no

longer necessary..

Luigina Carere

Director of Integrated Planning ServiceATC Torino

Soe tie ago, ATC Torino estalished a Service

non as the Environent Energy Service,hich offers suggestions on energy-environen-tal issues and also provides support to all planninggroups.

In this ay, planning in technical and io-archi-tectural areas aes use of energy technologiesthat coply ith the provisions of la, oth forajor aintenance or and in ne construc-tion.

GOODpraCTICES

ATC Torinos energy policy is therefore based

on goals of sustainable development, such as

the reduction of pollutants released into the at-mosphere, in line with the steps the Piedmont

Region and the Municipality of Torino have

taken to reduce air pollution; improved safety

of plant engineering systems in residential

buildings; energy saving; optimizing the per-

formance of heat production plants by repla-

cing old heating oil boilers with gas-powered

condensation-type boilers; the use and promo-

tion of renewable sources of energy by instal-ling photovoltaic panels connected to the public

electrical grid and solar panels for the produc-

tion of domestic hot water, water savings, and

remote management and metering of systems.


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ATC Torino

e D.S.P.T. (Office for Strategy, Prograing

and Technology) has invested over 323 illioneuros in its activities.Specifically, planning activity involved 39 actionsfor a financial investent of aout 65.7 illioneuros, ith 13 actions related to increasing theAgencys ne assets y 339 housing units, 23 ac-tions involving ajor aintenance or on assetsoned or anaged, and 3 actions for uran de-

velopent or.To uild ne housing units, perfor ajor ain-tenance or, and prepare feasiility studies,

ATC presented 32 requests for financing, for a fi-

nancial volue of 57.766 illion euros.In addition, planned actions of an innovative na-ture (Policity project, Neighorhood Contracts,transforation of autonoous systes to centra-lized ones) have een initiated, ipleentedand/or copleted.

interv

iew

Marco Buronzo

Director of Strategy,Programming and TechnologyATC Torino

The construction of a cogeneration plant

serving the buildings at Corso Taranto 16

was developed through the so-called

project financing system (first expe-

rience for ATC); in 2009 this took the formof identifying the promoter and approving

the preliminary project, and the subse-

quent phases included for that type of ac-

tion were commenced.

Promotingeconomicsustainability


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On an absolutelyvoluntary basis,ATC decided to submit

to an analysis by a primaryratings agency (at presentFitch) selected through apublic tender.

ATC currently has anA rating with stableoutlook.

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Financial managementin the ATC group

Principal activities connected to financial manage-ment (intended in the broad sense) have the goal ofoptimizing financial investments that involve li-

quid assets, and identifying the most economicalforms of indebtedness.

Over recent years, particularly with regard to thegroup leader, we have succeeded in guaranteeing asignificant flow of interest income that has helpedkeep the Agencys overall financial situation balan-ced and protect all stakeholders. In addition, theloans taken out have a very low cost of money (inhistoric terms), which is not only due to outside va-

riables such as low market rates, but also to varia-bles where action has been taken, primarily by

obtaining spreads lower than what companies cannormally find on the market.

GOODPRACTICES


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AREA ADmINISTRATORS

ATC anted to expand its activities so that itcould directly address the proles of its clientsand etter eet the needs they have expressed orsuggested. For this reason, all properties (ana-ged or oned) ere divided into areas, each of

hich as entrusted to an adinistrator directlyinvolved ith the counity.

ATC gives the area adinistrator the authorityto directly anage condoinius and perforall activities that involve the role of adinistrator

and relationships ith clients and self-anage-ent.e area adinistrator acts as the geographicallydedicated lin eteen ATC and its clients.

A DEDICATED CALL CENTERrough its susidiary, ATC has set up a call cen-ter dedicated exclusively to serving its clients, hoay call a toll-free nuer to ae inquiries.

e service, hich encopasses all activities ofthe ATC Torino Group, is availale tenty-fourhours a day, 365 days a year, offering night andholiday service that ensures eergency or urgentaction any tie of the day, year-round.

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Promotingstakeholdersdialogue


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The Public RelationsOffice (PRO) has thetask of receiving citizens

and simplifying and im-proving their relationshipwith the Agencys offices,documents and procedures.The PRO is a service desk

which is open daily duringthe Agencys businesshours.

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The One-Stop Service Desk

In harmony with legislative provisions aimed atimproving the relationship between the PublicAdministration and consumers, a One-Stop

Service Desk is in operation where clients can go to complete the administrative proceduresthey need.

The desks service hours, with access regulatedthrough an appointment system in order to stre-amline procedures by minimizing wait times, isas follows:

Monday, Tuesday and Wednesday 8:30 a.m.

3:00 p.m.

Thursday 8:30 a.m. 5:00 p.m.Friday 8:30 a.m. 11:30 a.m.

Desk service will be extended for one hour foranyone who arrives during these hours.

GOODpraCTICES


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ATC Torino

PROmOTING DIVERSITY

AND FAIR EmPLOYmENTFor soe tie no, policies have een in effect toproote equal opportunity in usiness practices.To this end, a Huan Resources Coittee haseen created that suggests the est practices in thisregard.As part of its actions to support equal opportunity

policies, ATC has instituted a copany ini-day-care for children fro 12 to 36 onths old, opento the neighorhood. Other special eployentinitiatives are also eing studied hich are copa-tile ith legislative provisions and the availailityof funds.

ImPROVEmENT OF wORkINGCONDITIONSNuerous targeted actions reflect our attention onthe or environent and policies for aing fa-ily life copatile ith oring life at everylevel.On one hand, or environents are still eingcopletely reorganized so that or duties can e

perfored in full copliance ith safety regula-

tions. Special attention has een focused on trai-ning (first aid, fire prevention) and ellnessthrough periodic edical exainations.On the other hand, care has een taen to eetthe needs of personnel ho or for the Agency:eployees ay select fro sixteen types of part-

tie and hourly or. Telecouting has een

ipleented, oth at the request of orers andas a consequence of reorganization processes.

ATC AND OCCUPATIONAL SAFETYAs part of the agencys social responsiility, ATCis firly coitted to safety at the Agencys offi-ces and the offices of its susidiaries, as ell as forits on suppliers and su-suppliers; in particular,action is designed to proote copliance not onlyfor its on activities, ut also for those of its sup-

pliers and su-contractors, in ters of:- health and safety at central headquarters and

ranch offices

Aldo Pagliasso

Director of Innovationand Resources ATC Torino

The changes underway in the Pu-blic Administrations require quali-fied, updated personnel who cannot only guarantee the effective-

ness of regulatory reforms, but alsotake action on any exclusionarymechanisms and disincentives thatmay arise from the processes of in-novation.Training faces three important chal-

Developinghuman resources


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ATC ensuresconstantimprovementof its employees skillsand encouragesthe development

of a new results-basedmanagementculture,

with the goalof trainingan organization

of professionals.

interview

- or yard health and safety

- controlling age and social security co-pliance, in particular that of the su-suppliersused y its susidiaries

- regularity of su-contracts- universal access to union rights

ATC AND SUSTAINAbLE mObILITYATC Torino has adopted a Plan for Travel to andfro Hoe wor.is Plan as adopted in order to reduce the useof individual private vehicles and etter organize

or hours to liit traffic congestion.

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If training were offered through traditio-nal classroom lessons, it would be verytime-consuming, costly in terms of pa-ying teachers for lesson hours, and wouldrequire participants to dedicate a signifi-cant amount of non-work time to trai-ning.Therefore, it was decided to experimentwith an innovative process of creating a

computerized library within the companyIntranet.This library contains study materials and

documents related to the aforementionedmaterials, for the most part created usingaudio-visual and interactive tools. In ad-dition, CD-ROM copies of the coursespublished in the A.T.C. Intranet havemade it possible for participants to uselong-distance training and consult studymaterials at any time outside working

hours, either on the computers availablein the Agencys Training Room, or intheir own homes.

GOODpraCTICES

lenges. Continuing education of ATC personnel is or-ganized through a systematic process of reporting trai-ning needs, planning the training, and evaluatingtraining results.

Based on the amount of training completed and itslevel of effectiveness through the previous two-yearplan, new training needs are indicated in the PersonnelTraining Plan for Agenzia Territoriale per la Casa dellaProvincia di Torino (ATC Torino) valid for the subsequenttwo-year period.


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01

ATC Torino

N. INDICATOR 2007 2008 2009

SOC. 1 HOUSING SUPPLY BASED ON LOCAL DEMAND

SOC. 1.1 Average of surface per type of dwelling (m2)< 28 m2 200 200 180< 42 m2 3.861 3.888 3.910< 56 m2 7.362 7.315 7.296< 70 m2 7.27 7.100 7.024< 84 m2 7.060 7.080 6.841

< 98 m2

4.233 4.194 4.084> 99 m2 1.702 1.590 1.597

SOC. 1.2 Types of dwellings produced each year nr. % nr. % nr. %Public housing 206 91,15 24 100,00 77 81,91Social rented 20 8,85 0 0,00 17 18,09total 226 100 24 100 94 100

SOC. 1.3 Growth of the rental offer of the company (%) 0,0163 0,0046 -0,3904

SOC. 1.4 Selling offer (n alloggi venduti) 292 322 258

SOC. 2 RENT AND RUNNING COSTS

SOC. 2.1 Breakdown of the types of rental (Euro/mq) - - -

SOC. 2.2 Running costsper dwelling (%) - - -

SOC. 2.3 Progression of rent(%) 3,35 -1,4 2,79

Average annual rent (Euro) 99,17 96,02 10,63

Average annual rent excludingsanctions (Euro) 95,43 94,03 96,65

SOC. 2.4 Running cost/rent ratio - - -

SOC. 3 SOCIAL MIX

SOC. 3.1 Part of internal mobility in theallocations of dwellings 302 / 1.379 148 /1.119 143 / 1.409

21,89% 13,22% 10,14%

SOC.3.2a Social distribution of tenants by age (%)up to 17 years 12,76 13,31 13,8618 to 29 years 13,51 13,08 13,1241 to 50 years 17,28 16,95 16,0345 to 64 years 29,79 29,8 29,96over 65 26,66 26,85 27,03

EURHO-GRgridPromoting local social sustainability


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SOC.3.2 Social distribution of tenants 2007 2008 2009by nationality (%) - - -

Social distribution of tenants by family structure(numbers of components) (%)1 comp. 31,82% 32,14% 32,27%2 comp. 32,13% 32,28% 32,41%3 comp. 17,62% 17,15% 17,05%> 3 comp. 18,43% 18,43% 18,27%total 100% 100,00% 100,00%Social distribution of tenantsby income (% on totale)A1 (up to 10.920, 52 euros) 40,35% 40,69% 43,68%A2+A3 (fup to 19.200,38 euros) 35,93% 35,60% 35,32%B (up to 28.800,58 euros) 15,38% 14,64% 14,30%C (up to 38400,77 euros) 5,46% 4,89% 5,10%

D (over) 0,84% 0,63% 1,30%canoni sanzionatori 0,02% 3,56% 0,30%

SOC. 3.3 Part of residence receiving social assistance for the paymentof their rent and running costs (Social Fund Regional)Guaranteed minimum pensioned 5.784 5.825 5.704guiltless arrears 4.825 4.986 5.774

SOC. 4 PROMOTION OF SOCIAL COHESION

SOC. 4.1 Description of social cohesioninitiatives and evaluation of results Neighbours-day Neighbours-day Neighbours-day

Social mix projects Social mix projects Social mix projects

Conflict mediation Conflict mediation Conflict mediation

Assisting Assisting Assistingforeign populations, foreign populations, foreign populations,in particular nomads, in particular nomads, in particular nomads,

in adjusting in adjusting in adjustingto their housing to their housing to their housing

Bringing volunteer Bringing volunteerassociations associations

into the suburbs into the suburbs

Fair cohabitation

SOC. 5 SOCIAL ASSISTANCE TO TENANTS

SOC. 5.1 Expenses for social assistance Not provided by current regulations, referred to the competent authorities

SOC. 6 ACCESS FOR DISABLED AND ELDERLY PEOPLE

SOC. 6.1 Part of dwellings accessible to the disabledand elderly in the existing housing stock (%) 18,91 19,45 20,32Restoration works 88 104 114Accessible dwellings 5.996 6.100 6.285

(including71

new dwellings)

SOC. 7 NEIGHBOURHOOD SECURITY POLICY

SOC. 7.1 Initiatives and results of thesecurity policy The police authorities are responsible,

nevertheless there have been constant and ongoing relationshipswith neighborhood police officers

Eurh

o-GR


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02

ATC Torino

ENV. 1 ENVIRONMENTAL POLICY 2007 2008 2009

ENV. 1.1 Environmental action plan or initiatives Over a three year period: asbestos removal, polycity,green public procurement neighborhood energy savings through thermal cladding,

replacement of obsolete boilers with high performancecondensation boilers, energy improvement at headquarters,

transformation of autonomous systems into centralized ones

ENV. 1.2 Part of new and renovated dwellingsaccording to environmental standardshigher than the national legislation (%) - 215 in the course of costruction 100%

216 in the course of design

ENV. 2 FIGHTING CLIMATE CHANGE

ENV. 2.1 Energy used and greenhousegas emitted by the stock and unitsof the last five years:

average energy consumption of the stock 150250/300 150250/300 117,5(Kwh/m2/y)

average GHG emissions of the stock (CO2 Kg /m2/y) 3060 3060 29,37

average energy consumption ofrecent dwellings (Kwh/m2/y) 5080 5080 65

average GHG emissions

of recent dwellings (CO2 Kg /m2

/y) 1016 1016 16,25

ENV. 2.3 CO2 emission from company vehicles(t CO2/year) 24,9 23 23

ENV. 2.4 Means of transport used by the staff fortheir commute, and average daily distancetravelled by employeeindividual car - 14,8 Km 48,79%local public transport - 24,3 Km 41,52%bike - 7,5 Km 3,11%on foot - 2,6 Km 6,57%

ENV. 5 AWARENESS CAMPAIGNS

ENV. 5.1 Development of environmental awarenesscampaigns for resident, employees andservice providers

employees MIILUMINO DI MENO ATC (ATCS I USE LESS LIGHT) participates in national energy savings day.On certain days, all staff used energy-saving lighting.

On certain days, all staff used natural light during work hours,from 7:30 a.m. to 6:00 p.m., an initiative that was possible

because headquarters are in a nine-floor building with windows on all sides.

residents PULIAMO IL MONDO (CLEAN THE WORLD) As part of the initiative,

the common areas of subsidized housing complexes were cleaned.This helped create greater environmental awareness among ATC recipients

and also involved local institutions.

service providers -

EURHO-GRgridProtectingthe environment


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03ECO. 1 STOCK MANAGEMENT 2007 2008 2009

ECO. 1.1 Part of renovated old housing stockeach year concerns renovationsover 10.000 Euro and dwellingfor more than 25 years-old stock (%) 4,91 4,09 3,83

ECO. 1.2 Major maintenance expenditureper dwelling over a 5-years-old stock(Euro)Spent for sm (KEuro) 17.632 28.200 24.000Annual growth (KEuro) -680 10568 -4200

ECO. 1.3 Vacancy rates 113 18 11

ECO. 2 LOCAL ECONOMIC SYSTEM

ECO. 2.1 Income from activities redistributedto stakeholders (KEuro)Authorities - Taxes 1.508.930 3.086.415Employees 12.573.006 12.795.803Suppliers and service providers 35.457.755 34.554.552total 50.641,10 49.539.691 50.436.770

ECO. 2.2 Annual investment on new stock (KEuro) 18.343,92 19.018,76 10.752,25

ECO. 3 RESPONSIBLE PURCHASING

ECO. 3.1 Description of ethic and eco-friendlypractices Attention to improving environmental sustainability

is the second most important of ATCs five macro objectives.The Agency has designed several buildings using bio-architecture,or, where possible, construction solutions that take energy savings

into account (solar greenhouses, photovoltaic panels,high performance thermal insulation, high efficiency heating)

as well as systems for saving drinking water and recovering rain water.Acquisitions are through CONSIP,

and thus are compliant with Green Public Procurement.

Eurh

o-GR

Promoting economic sustainability


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04

ATC Torino

GOV. 1 DIALOGO E SODDISFAZIONE DEGLI INQUILINI 2007 2008 2009

GOV. 1.1 Number of meetings with residentsorganised or financed by the companyin order to promote dialogue On a weekly basis, Area Administrators go to neighborhoods

to meet the tenants that live there.This has become one of the Agencys established procedures.

GOV. 1.2 Results of resident satisfaction surveys(new system during the 2009)

Inquiries sent (2008) /Intervention evaluated (2009) Data that cannot be broken down by year 1.691 979

Inquiries got (2008)/Call answered (2009) Data that cannot be broken down by year 755 472

Quality:Excellent - 23,05% -Good - 34,44% -Enough - 15,76% -Unsatisfactory - 11,13% -No answer - 15,63% -

Indice di cortesia:Excellent - 37,88%Good - 36,29%Enough - 8,48%Unsatisfactory - 4,90%No answer - 12,45%

Giudizio complessivo manutenzione:Excellent (2008) - 19,21%Good (2008) / Positive (2009) - 35,23% 77,80%Enough (2008) / Enough (2009) - 17,48% 18,20%Unsatisfactory (2008) / Negative (2009) - 12,72% 4,00%No answer - 15,36%

GOV. 1.3 Action plan for the increasingof the tenants' satisfaction - Project calling tenants to verify all actions

Experimentation with the procedurefor calling tenants to verify all actions

GOV. 3 PROMOTING TRANSPARENCY

GOV. 3.1 Existence of a Code of ethics practicedby the company - awaiting final approval yes

GOV. 3.2 Existence of strategic paper(purposes and goals of the company)and evaluation Goals and objectives are set out in the by-laws

(see relative sheet).The policy-making body annually sets macro-objectives:

they are then transformed into operating objectivesand controlled using various management tools:governance, quality, balance sheet indicators

EURHO-GRgridPromoting stakeholders dialogue


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05HR. 1 BUSINESS DEVELOPMENT 2007 2008 2009

HR. 1.1 Staff breakdown per formof employment (%)permanent 250 257 258fixed term 25 14 17full time 242 240 247part time 33 31 28

HR. 1.2 Breakdown of hours, concerned employeesand annual expenditure for trainingsessions per category of employees

h. nr.emp. Euro h. nr.emp. Euro h. nr.emp. Euro

managers 468,5 - - 634,98 - - 620 - -

executive 2135,75 - - 3.499,61 - - 2.100,00 - -

employees 1563,6 - - 984,74 - - 820,55 - -

total 4.167,85 118.331,31 5.119,33 65.588,08 3.540,55 79.709,85

HR. 1.3 Internal promotion rate per employee category (%)HorizontalB - 40 1C - 109 6D - 70 9

VerticalA to B3 - 1 0B to B4 - 3 0B to C - 14 0C to D - 6 0D1 to D4 - 2 0

HR. 2 PERMANENT IMPROVEMENT OF WORKING CONDITIONS

HR. 2.1 Policy to promote good healthand compatibility between family lifesand jobs

nursery(number of children) 5 6 5

part time nr. emp. nr. emp. nr. emp.33 31 28

Level of employee satisfaction(security) - 5,7 4,8

(scale of values 1 - 10) (scale of values 1 - 10)

Part of absenteeism caused bywork-related accidents,sicks and stress related to work (%) n accidents12 n accidents 3 n accidents 5

days of sickness 243 days of sickness 243 days of sickness 243

HR. 3 PROMOTING DIVERSITY AND EQUITY OF EMPLOYMENT

HR. 3.1 Breakdown of employees and salariesby category and by gender (men-women)

M W M W M Wmanagers 10 1 10 1 11 2executive 62 48 64 50 65 53

employees A 34 77 32 85 33 84employees B 13 30 7 22 6 21

HR. 3.2 Special employmentSpecific contracts for the young, the unemployed,people with specific social difficulties 2CFL 0 0

Eurh

o-GR

Developing human resources


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Benchmark Eurho-GR in 2010 ATC Torino2009 performance 2009 Eurhonet Eurhonet name

organisation performance best ofATC Torino average performance organisation

SOC. 1.3 Growth of the rental offerof the company STOCK (%) 0,30 0,93 3,7 AB Gavlegrdarna Sweden

ENV 2.1 Average energy consumptionof THE STOCK (Kwh/m2/y) 117,5 176,41 102 GBG Mannheim Germany

Average GHG emissions ofTHE STOCK(CO

2Kg/m2/y) 29,37 30,8 2,7* AB Gavlegrdarna Sweden

Media energia utilizzataTHE RECENT DWELLINGS(Kwh/m2/y) 65 149,71 65 ATC Torino Italy

Average GHG emissions ofTHE RECENT DWELLINGS(CO2 Kg/m

2/y) 16,25 23,84 16,25 ATC Torino Italy

ECO 1.1 Part of renovated old housing

STOCK (%) 3,83 3,2 9,67 FSM France

ECO 2.2 Annual investment onNEW STOCK (k) 10.752 24.028 87.000 Familjebostder Stockholm

Sweden

per dwellings (k) 0,35 1,76 8,52 Habitat du Nord France


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&Glo

ssary

The Companydirectly gathered

the data thisreport is based on.

Financialinformation

comes from corpo-rate general andmanagement

accounting.Additional dataare taken from

the internalinformation

system and othercorporate reports.

Data provided inthis report andspecifically theindicator grid,

may vary depen-ding on the speci-

fic regional lawsused by the Ita-lian company of

the Eurhonetnetwork.

METH

ODOLOGYCONTROLLED RENT:The rent money that is used to cover building /

renovation / acquisition / management expenses. It is calculated basedon objective data. Its value somewhere between the social and free-mar-ket rent rates.

SOCIAL RENT:The rent money that is used to cover building / renovation/ acquisition / management expenses. It is calculated based on the socialand financial condition of the tenant and on the type of housing.

TENANTS POLICY:The document that the communal life of the buil-ding: tenants rights and duties, services provided and their schedulesand also control procedure.This tenants Charter is the foundation of transparency as it describes theprinciples that direct corporate activities: equal opportunities, fairness and

human dignity protection. The Charter of Services binds the Companyand its organization to the principles it contains.

ENERGY CERTIFICATE:The document that verifies a building energyperformance and energy performance class. The certificate must be writ-ten down by a certified technician.

PUBLIC SOCIAL HOUSING:The building stock built by contributionsby State, Region or Municipality. It is used to fulfil housing needs of finan-cially disadvantaged citizens.

PARTIALLY SUBSIDY HOUSING: Housing projects for first-time buyers.The State contributes towards some of the mortgage interest rates.

SUBSIDY HOUSING: Building projects for supplying flats whose entirerent is paid by the State. They are managed directly by the Municipalityand by the public housing companies.

EURHO-GR: Registered mark. Official standard used by ERP compa-nies belonging to the Eurhonet group when filling out the social sustaina-bility and environmental report. It is used as guidelines and it shows anindicator grid (both at municipality and nationwide levels) for data collec-tion.

ECONOMICAL INDICATOR (ISEE):The Equivalent Economic SituationIndicator is used to assess a familys financial class.

It is used to set eligibility or non-eligibility to services and to calculate thesocial rental fees.

REPAIRS:The repairing or restoration of the building areas or accessorieswith no increase in value or performance.

PLANNED MAINTENANCE: Restructuring or repairing actions that mayincrease the estate value or life.

STAKEHOLDER: Partners recipients that affect company managementdirection and activities. Stakeholder include: employees, the financial com-munity, customers, suppliers, state, Public Administration, environmentand others.

SUSTAINABLE DEVELOPMENT:The financial, environmental and so-cial services that aim to better the quality of life of the entire community.It fulfils the present generation needs without disregarding next genera-tions expectations.


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ATC TorinoATC TORINO - AgenziA TerriToriAle per lA CAsAdellA provinCiA di TorinoCorso dAnTe 14 - 10134 Torino

Tel. 011 31301 fAx 011 3130425 - ta.atc.t.t/

EURHONET - 18 sQUAre de Mees B - 1050 BrUxelles - www.uht.u

CSR Report 2009 - ATC Torino (English)

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Transcript of CSR Report 2009 - ATC Torino (English)