GUIDELINES OF THE 2021-2025 STRATEGIC PLANFollowing the adoption of the FNM Group's 2017-20 Sustainability Plan (the first in the transport sector), on 16 September 2021 the Board of Directors of FNM S.p.A. approved the FNM Group's 2021-2025 Strategic Plan. For the first time the Group's Plan offers an integrated strategic vision to run the business sustainably, planning the industrial and sustainability aspects together. The Plan is structured around four strategic pillars enabled by four common cross-cutting elements
The plan makes provision for consolidation of the Group's core business, confirming its central role and strengthening the Group's position in LPT (local public transport) and collective mobility.
The Plan envisages consolidating and strengthening the Group's core business through the development and management of rail and motorway infrastructure, including rail-road interchange hubs, also thanks to the recent acquisition of Milano Serravalle-Milano Tangenziali S.p.A.
The Plan envisages consolidation of FNM's role as an Asset Company, able to provide technical skills and financial resources for the overhaul and qualitative improvement of fleets for passenger and freight transport, in line with sustainability principles and standards.
PEOPLE AND COMMUNITY
The Plan includes proposing innovative mobility models according to the logic of MaaS (Mobility as a Service) and MaaC (Mobility as a Community).
INNOVATION AND DATA MANAGEMENT
The Plan envisages a data-based approach as a guide and support for both the innovation of the services offered and improving customer relationship methods, and to enhance the quality and capacity of operations, increasing the effectiveness and efficiency of processes.
ENERGY EFFICIENCY AND REDUCTION OF EMISSIONS, INCLUDING THE FIGHT AGAINST CLIMATE CHANGE
In addition to the plans for Fleets set out above, the Plan envisages investments in innovative energy projects and reductions in consumption and emissions, also by introducing models for the management and use of the Group's spaces and areas, and through urban regeneration projects to improve environmental performance and the use of scarce land resources.
GOVERNANCE, ETHICS AND SUSTAINABILITY CULTURE
The Plan assigns a central role to the corporate culture of lawfulness, sustainability and efficiency, together with the management of tax risk and the definition of the Tax Control Framework. In addition, it plans to develop projects and initiatives in collaboration with external partners, in particular third sector companies, and to continue to implement the staff and management incentive system linked to sustainability objectives.
ATTRACTION, DEVELOPMENT AND WELL-BEING OF EMPLOYEES
The Plan promotes the development of employees' skills and the efficiency of work processes and methods, as well as the continuous improvement of the health and safety management system, supporting the continuous development of welfare initiatives and smart working.