“A factory can’t focus solely on its profit index, as 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 the 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 members of senior management.
“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: this involved extending the value of sustainability 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 made a bet with myself: to be a good businessman. If this bet has been won so far, it is not only thanks to the coming together of many different factors related to the company, but also to the growth around the same of a community made of men and women who, with obstinate determination, have developed skill-sets and capabilities made available with a view to a common goal: that of achieving the success of a company we all work for, and therefore for the entire community. This means that every single person completes his or her daily workers profile with that of a “good citizen” profile, fully aware of the general interest of the community we are all part of”.
The value of sustainability has therefore developed from being a mere operational procedure to a strategic managerial orientation concept, illustrated in detail 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 – Lucchini RS Legal Affairs Manager – 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”.