The sustainability targets set for the future represent one of the fundamental elements to make our “Becoming GREAT” sustainability strategy effectively operational.
2021 was the year in which we planned our future committments, with the definition of our new 2022-2024 Business Plan. The definition of new sustainability targets was carried out by taking into account factors that were both internal and external to the company. The internal ones included the strategic decision to identify sustainability as one of the Business Plan’s core drivers to which a substantial part of the overall investments was to be assigned; included in the external ones was the overall increase in focus that all the Company’s stakeholders placed on Sustainabilty issues.
Given the evolving situation, IGD decided to structure the planning activities by defining 41 quantitative targets for the 2022-2024 period, the fulfilment of which will entail an overall investment of approximately €13 million in the 2022-2024 three-year period.
 |  |  |  |  |
|---|---|---|---|---|
| 1. Purchase 100% green energy | 13. Provide 100% of the employees in Italy and Romania with training each year | 19. Increasingly include sustainability risks in Enterprise Risk Management | 27.Carry out restyling/refurbishments in 4 shopping centers with energy improvements | 32. Define a framework for the issue of sustainability linked financial instruments |
| 2. Double the energy produced from renewable sources | 14. Carry out at least 1 employee satisfaction survey in the three-year period and at least 2 "pulse surveys" | 20. Increase the involvement of the Board of Directors in CSR | 28. Speak with local entities in order to understand the feasibility of including childcare centers or community healthcare structures inside the shopping centers | 33. Evaluate whether or not to obtain a solicited ESG rating |
| 3. Reduce energy consumption (location based) of at least -15% (base=2018) | 15. Promote a "Sustainability Innovation Award"; the winning project will be implemented at a pilot shopping center. | 21. Develop a corporate Cybersecurity strategy | 29. At least 1 social or environmental initiative each year in 100% of the shopping centers | 34. Organize an Investor/CSR day |
| 4. Assess scope 3 emissions and define first reductions | 16. Define a goal linked to ESG topics for part of the workforce | 22. Update internal rules and regulations in order to comply fully with current privacy laws | 30. Organize a transversal CSR initiative that involves at least 50% of the shopping centers | 35. Increase the number of events with a specific focus on ESG topics |
| 5. Implement a circular economy project in at least 25% of freehold shopping centers (7) | 17. Include at least 1 new service in the employees' Corporate Welfare | 23. Codify a system for the assessment of providers along with the supply chain with a view to sustainability | 31. Organize initiatives with a focus on easing the digital divide in at least 50% of the shopping centers | 36. Select "hot topics" in real estate and related to ESG in order to organize theme-based roadshow, increase the effectiveness of cummunication |
| 6. Increase recycling by 15% | 18. Obtain the Biosafety Trust Certification in 100% of the shopping centers in order to guarantee health control consisten with Covid protocols | 24. Maintain the highest legality rating possible | 37. Conduct at 1 survey a year for each shopping center | |
| 7. Obtain the Breeam Certification for 9 more assets at 2024 | 25.. Maintain the UNI ISO 37001 certification | 38. Share figures relating to energy consumption with at least 50% of the tenants | ||
| 8. Evaluate the possibility of being part of at least one energy community | 26. Update the model 231/01 constantly | 39. Involve at least 1 non-profit organization each month in 100% pf the shopping centers | ||
| 9. Introduce systems that make it possible to monitor and reduce consumption inside 23 freehold shopping centers | 40. Assess whether or not to resume the "Social Borgo" project | |||
| 10. Develop biodiversity projects in at least 4 shopping centers | 41. Organize initiatives which bring those offering employment together with those looking for jobs in at least 25% of the shopping centers | |||
| 11. Introduce charging stations for electric cars in 100% of the Italian assets | ||||
| 12. Develop a transversal project to incentivize cycling mobility in 3 shopping centers | ||||
2021 was also the third and last year of the 2019-2021 Strategic Plan. The actions carried out during the year in order to reach the targets, as well as the level of achievement of the targets during the Plan timespan are reported in the 2021 Sustainability Report.
| Issue | Target | Actions carried out in 2021 | Level of achievement of target in 2019-2021 Plan |
|---|---|---|---|
 | Zeroing of CO2 emissions: Italy portfolio Nearly Zero-energy Building by 2030 | Confirmed use of 100% energy from renewable sources | Fully achieved |
| Obtain BREEAM certification for 80% of the fully-owned malls in Italy by 2030 | Breeam certification renewed for Le Porte di Napoli and Katanè. Currently 30% of the Italy Malls are Breeam certified | Fully achieved | |
| Continuation of installation of photovoltaic systems | No new photovoltaic system was installed following the block/deferment of investments due to the pandemic | Achieved in significant part | |
| Awareness raising aimed at visitors by means if campaigns in the shopping centers and the carrying out fo across-the-board events regarding ESG issues | Awarness raising campaigns carried out on environmental issues as Shopping Center level | Achieved in small part | |
| Obtain | Target achieved in 2020 | Fully achieved | |
| € 5 mn of investment in the 2019-2021 three-year period to improve energy efficiency | Total investments equal to approximately 5.8 mn, of which 3.4 mn in 2019, 1.2 mn in 2020 and 1.2 mn in 2021 | Fully achieved | |
| Installation of LED lighting systems in the entire Italian portfolio by the end of 2022 | Altogether 19 Shopping Centres are equipped with LED lighting systems | Achieved in significant part | |
| Transition from the experimental phase to the operational one of the Waste2value project and assessment of other projects on issue of circular economy | A composter was purchased and the garden was created under the Waste 2 Value project at Centro Nova in Bologna | Achieved in significant part | |
| Headquarters to be plastic free by the end of 2020 | Target achieved in 2020 | Fully achieved | |
 | Definition of individual targets linked to CSR | In 2021 a target linked to CSR was identified for the Directors | Achieved in significant part |
| Training: focus on soft skills and on the importance of cross-functional work | Soft skill activity aimed at corporate Directors and Managerial staff carried out | Fully achieved | |
| Advertising of available jobs on the corporate website and on | Job posting was initiated on the corporate website and on Linkedin in 2020. Altogether the posts recorded 4,163 views in 2021. | Fully achieved | |
| Third internal atmosphere assessment | becuase of ongoing changes linked to the handling of the pandemic, the internal atmosphere assessment was postponed and included in the new Sustainability Plan | Not achieved | |
| Corporate welfare: increase in services | There was an increase in the services offered | Fully achieved | |
| Wellbeing: definition of overall project | Bio Safety Certification obtained for 7 Shopping Centers, in addition to the headquarters | Achieved in significant part | |
| Continuation of projects regarding the safety of the structures | Monitoring activities continued with regard to the "dome skylights" project and to anti seismic improvement in one shopping center | Achieved in significant part | |
 | Obtain ISO37001: 2016 certification in Italy in 2020 | Certification obtained on 20th April 2020 | Fully achieved |
| Legality rating: confirm maximum score on the occasion of the two-year renewal | Legality Rating renewed with the maximum score (3 stars) in 2020 | Fully achieved | |
| Adhere to the Global Compact | Participation formalised at the end of 2020 | Fully achieved | |
 | Sustainable enhancement of the portfolio: carry out restyling activities with improvement in the environmental impact of 10 more Shopping Centres by 2030 | Restyling work was started in Portogrande in San Benedetto del Tronto (AP) and La Favorita in Mantua shopping centers | Achieved in small part |
| Definition of national campaigns to raise awareness in the Shopping Centres’ visitors on issues in line with IGD’s values | Campaigns not carried out dye to the difficulty in organising events in the shopping centers. Individual charity initiatives associated with competitions were held with local associations | Achieved in small part | |
| Innovation: definition of the «digital strategy» | The Digital Plan was defined at the definition of the first identified tools was completed. First lead generation targets achieved | Fully achieved | |
 | Listening project regarding the expectations of millennials in relation to the Shopping Centre of the future | Listening activity carried out in cooperation with Nomisma, the aim of whicj was to understand the needs and requirements of high school students regarding the pandemic period | Achieved in small part |
| Tenant engagement on sustainability issues | Engagement activity postponed ultil the 2022-2024 Plan | Not achieved | |
| Shopping Centre in the role of civic centre: cooperation with the local area fostering involvement and co-planning activities | The «Social Borgo» project (inside Centro Borgo in Bologna) was suspended due to the pandemic, the aim being to implement it as soon as health and safety conditions allow so | Achieved in small part | |
