“A factory cannot focus on its profit index only, but it must distribute wealth, culture, services, democracy” was the statement made 60 years ago by Adriano Olivetti, anticipating the extensive in-depth discussions that were to follow on the relationships between the territory, businesses and the community. The social impact of an enterprise is turning into an element of identity and differentiation which, if managed like an actual brand, can significantly boost its level of competitivity.

Nowadays all, or almost all enterprises talk about social innovation, ethics, transparency and accountability, but for the last five years a committee assigned to putting such principles into action has been operating within the Lucchini RS Group. The team is coordinated by Moira Trimarco, Legal Affairs Manager, and includes the upper management of Lucchini RS.

The Sustainability Committee was launched in 2014 – explains Ms Trimarco – and the first activity involved the development of an awareness program, asking ourselves how the principle of sustainability could find solid pillars on which to rest and support its growth within our company”. We actually identified four such pillars:  the manufacturing process, labour, innovation and trade relations. A number of useful indicators were identified for each of these four pillars to measure corporate performances within individual sectors.

The document explaining the commitment and investments undertaken to render the Lovere Plant more sustainable was the first “Sustainability Report” published in 2017, which focused on the most relevant CSR based activities for the territory and its inhabitants, paying special attention to the most illustrious inhabitant, Lake Iseo. “When drafting this initial report – continues the Sustainability Committee coordinator – we knew exactly who our main stakeholders were:  the workers at the factory overlooking the Lake and the surrounding local communities”.

Phase 2.0 of the committee’s activity began in 2018:  working to extend the value of sustainability to the people and moving beyond the perimeter initially identified, so as to involve the subsidiaries located abroad and increase the sectors of such interventions. The pathway was personally defined by Giuseppe Lucchini himself, the Chairman of Lucchini RS S.p.A who wrote, pursuant to the presentation of the first sustainability report: “I had a bet going with myself:  to be a good businessman.  If this bet has been won so far, it is not only due to the different factors which, coming along together, allow us to keep our position in the market, but also to the growth around the company  of a community made of men and women who, with obstinate determination, have developed skill-sets and capabilities made available for a common goal: achieving the success of a company we all work for, and therefore for the entire community. This means that every single person develops him/herself, day by day,  not only as employee but also as good citizen, aware of the fact we are all part of a greater community sharing the same interests”.

 The value of sustainability has therefore developed from being a mere operational procedure to a strategic managerial orientation concept, made clear in the Vision and Mission presented at the end of 2018:  expressions such as “sustainable progress”, “development of personal technical and social skills” are the cornerstones that everything depends on to boost the reputation and competitiveness of the group’s business on the market.

“As for our future commitments – concludes Moira Trimarco –   we are focusing on extending this vision even further, mapping the best practices already in place within the group and highlighting the attention on social sustainability”.





Moira Trimarco

Lucchini RS Legal Affairs Manager